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International Consultant-Midterm Evaluation of Programme on Increased Participation and Representation of Women in Leadership in Ethiopia: The Road to Equitable Development
|Advertised on behalf of :|
|Location :||Addis Ababa, ETHIOPIA|
|Application Deadline :||17-Oct-19 (Midnight New York, USA)|
|Additional Category :||Gender Equality|
|Type of Contract :||Individual Contract|
|Post Level :||International Consultant|
|Languages Required :||English|
|Starting Date :|
(date when the selected candidate is expected to start)
|Duration of Initial Contract :||30 working days|
|Expected Duration of Assignment :||30 working days|
UNDP is committed to achieving workforce diversity in terms of gender, nationality and culture. Individuals from minority groups, indigenous groups and persons with disabilities are equally encouraged to apply. All applications will be treated with the strictest confidence.
UNDP does not tolerate sexual exploitation and abuse, any kind of harassment, including sexual harassment, and discrimination. All selected candidates will, therefore, undergo rigorous reference and background checks.
Democracy, responsible governance and human rights which embeds women’s rights is crucial to peace and development. Significant part of promoting inclusiveness in governance is ensuring women’s rights are upheld and they equally participate in politics and hold positions of power in government. In Ethiopia, there is a significant improvement in the number of women attaining leadership positions notably in the legislative branch of the government. Conducive normative framework combined with the political will to set aside a voluntary internal quota during national and local elections have contributed to this gain. The increase in number, however, is challenged by a discrepancy when it comes to other branches of the government where the participation women remains low, such as in the executive branch both at national and regional level. Apart from numerical increase in representation, the level of effective representation and capacity of women leaders to influence decision making is an area where clear evidence are lacking. The challenge women face in holding decision making positions and - once they hold these positions - influence decision making is a combination of practical, cultural and attitudinal barriers. In general men have higher levels of educational attainment, greater access and control over financial resources and better health outcomes, which places women in a disadvantage situation. There is also a widely held belief that men are natural leaders and traditions dictate they are entitled to make decisions in both family and workplace. On the other hand, women are associated with home-making and their value is closely correlated with their status and performance as wives and mothers. These practical, cultural and attitudinal factors obstruct women’s equal and effective participation in political life and enjoyment of their political right
Against this background, an initially three-year programme was initiated with the aim o contributing to the overall goal of increasing the participation and effective representation of women in leadership in Ethiopia focusing particularly on the legislative and executive branch of the government. The expected outcomes are: a pool of interested, diverse and capable women leaders and decision makers is formed; women are perceived as equally legitimate and effective political leaders as men; and women are promoted as leaders in gender sensitive political institutions.
The programme has been implemented since September 2017 at the federal level and in regional states including Amhara and Oromia. The programme is expected to expand to Afar, Gambella, SNNPR and Tigray, in partnership with the House of Peoples Representatives, regional councils, Ministry of Women and Children Affairs and its regional counterparts, Ethiopia Broadcasting Authority, media houses, higher education institutions at federal and regional level, Community Based Organizations and CSOs among the main stakeholders. The focus is on enhancing the leadership competencies of women leaders through institutionalized capacity building intervention in addition to providing support to the legislature both at federal and regional level to build its capacity to be gender sensitive and responsive both internally and while playing its legislative and oversight role. Facilitating mentorship opportunity to lower level women leaders cultivate their leadership ability and enable them to climb the leadership ladder is also a strategy that will be intertwined with the capacity building intervention to ensure sustainability of impact and increase the pool of able upcoming women leaders.
With a view to create an enabling environment for women to increasingly hold leadership positions, building the capacity of media professionals both in print and broadcast media in gender sensitive reporting and positive portrayal of women, awareness promotion campaigns and community mobilization to fight negative stereotypes towards women’s leadership role are some of the interventions that will be implemented in collaboration with media regulation entities, media houses and grassroot organisations. Under the purview of UN Women’s HeforShe solidarity movement, promotion of male champions together with female role models is another strategy that will be employed to bring attitudinal change in the society. The program will continuously generate data and knowledge products as one of its strategies is to influence intervention, facilitate discussion and debate on the need to provide space for 50/50 representation of
lanned to be launched at January 2017 and run until December 2019 for three years. However, it was launched in September 2017 and later the programme duration was revised to run up to 2021 following the increased demand in intervention in the area and support from development partners.
The programme responds to the concluding observations of the Committee on the Elimination of Discrimination against Women (CEDAW) on participation of women in political and public life (27 July 2011) and is in line with UN Women’s Global Strategic Plan 2018-2021 particularly Outcome 2: Women lead, participate in and benefit equally from governance systems which contributes to SDGs Goal no, 1,2,3,5,10,16 and 17. At national level, it is in alignment with UNDAF 2016-2020 i.e. Pillar 4 Good Governance, Participation and Capacity Development and Pillar 5 equality and empowerment, Ethiopia’s Growth and Transformation Plan II (2016-2020) i.e. Strategic Pillar 7 on promotion of gender and youth empowerment and equity; and the country strategy of UN Women Ethiopia.
The programme document, which was launched in September 2017 envisions the undertaking of a midterm evaluation after one and half year implementation of the programme. The midterm evaluation exercise beyond what it was planned to do i.e. providing feedback to improve programme management and results framework, is expected to improve based on practical observations and findings the result framework of the program specially output and outcome indicators. It is also expected to support the development of a standard Impact assessment tool to measure progress towards the main goal of the project. This midterm evaluation is strategic in terms of realizing the main goal of the project which is enhancing the equal representation and effective participation of women in leadership and decision making in Ethiopia. The findings of the midterm evaluation will be used to improve the result framework and strategies of the program in addition to being used for organizational learning and accountability. In addition to this, the midterm evaluation will be used to identify any required adjustment to be done to the Programme Document to respond to the changes in the context and to reflect the increase on budget availability.
Therefore, the UN Women Ethiopia Country Office is thus seeking a team of consultants to conduct the midterm evaluation of the programme. The evaluation should follow the guiding documents for evaluation at UN Women, including the Evaluation Policy, Evaluation Chapter of the POM, the GERAAS evalution report quality checklist, the United Nations System-wide Actin Plan Evaluation Performance Indicator (UN-SWAP EPI) and the UN Women Evaluation Handbook. These documents serve as the frame of reference for the Evaluation Manager and the evaluation consultant(s) for ensuring compliance with the various requirements and assuring the quality of the evaluation report.
Purpose (and use of the midterm evaluation)
As per the Programme Document where it is stated the need of conducting a Midterm review after a year and a half of implementation, UN Women ECO is initiating a mandatory midterm evaluation of the entire WILG programme document. The purpose of the evaluation is to provide an in-depth assessment of the results against the three outcomes of the programme and performance in term of the relevance, effectivness, effiecency, sustainability, impact, incusiveness, partciipation, equality, non-discrimination, and social transformation. It further aims to adjust the result framework of the programme through concrete recommendations to respond to the changes in the context, availability of funds and to ensure effective result measurement for the rest of the programme implementation period.
It should identify lessons learned, good practices, and factors that facilitated/hindered achievement. Through this, it aims to contribute to accountability, learning and decision-making including practical recommendations to inform the management and coordination of programme implementation leading towards the final evaluation and other related initiatives on women's participation in leadership and governance.
The midterm evaluation will be undertaken with the following key stakeholders in mind:
The specific objectives of the evaluation are to:
Below is a list of preliminary evaluation questions, the specific midterm evaluation questions and relevant evaluation instruments will be determined during the inception stage. The evaluation questions should be defined in consensus with the evaluation management group and the evaluation reference group. The evaluation should be based on the following criteria
Ownership in the process: Effective exercise of leadership by the country’s national/local partners in development interventions.
Effectiveness: Extent to which the objectives of the development intervention have been achieved.
Sustainability: Probability of the benefits of the intervention continuing in the long term.
Gender Equality and Human Rights
Inclusiveness and Participation
Duties and Responsibilities
Core values / guiding principles
The evaluators will adhere to the following core values and guiding principles:
Required Skills and Experience
Applications should include:
The following items should be included as attachments (not included in the page limit):
Applications with the above details should be sent to Desset Abebe (firstname.lastname@example.org) with subject ' Mid-Term Evaluation' until latest 17 October 2019.