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GENDER MAINSTREAMING STRATEGY 2009-2011
UNDP TURKEY
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I. Executive Summary
The UNDP Turkey Gender Equality Strategy (2008-11) describes how Turkey Country Office will establish
a gender mainstreaming system in order to contribute towards the gender equality outcomes defined
for the organization as a whole in its global Strategic Plan (SP) of 2008-2011 and the parallel and
complementary UNDP Gender Equality Strategy (GES). It is also a response to the recommendation
highlighted on the 2005 evaluation of gender mainstreaming in UNDP where it was underlined that “The
organization not only needs to establish a new and stronger institutional structure, but also to
demonstrate leadership; articulate a vision; set goals, benchmarks and performance standards at the
highest levels; and allocate core administrative and programme resources”.
While Turkey has made considerable progress in achieving legal gender equality, the existing challenge
is in its implementation. Behavioural change has not necessarily followed legislative change, creating a
gap between what is stated in the laws and the practice. There is a need to create awareness among the
population and develop capacities among the institutions to effectively put in practice the legislation by
delivering quality services and implementing innovative projects that meet the needs of the most
vulnerable women in order to achieve Gender Equality.
UNDP Turkey has the mandate to supports national partners to accelerate the progress towards the
MDGs by identifying and responding to the gender equality dimensions. UNDP has the responsibility to
ensure the most effective and efficient delivery of its development assistance through strategic
attention to the most vulnerable men and women, with the ultimate goal to contribute to the
advancement the achievement of the Human Development with Gender Equality and the
empowerment of Women in Turkey. As it is stated in the UNDAF (2006-2010), one of the expected
outcomes is the achievement “By 2010, of a more protective environment established for women to claim
and fully enjoy their rights.” This UNDAF outcome “relates to …more than half of the Turkish population
(who) remain largely excluded from involvement in social and economic life”.
Given the scope of the above mentioned responsibility, it is essential to ensure that the CO has the
capacity to deliver effectively its tasks. In response to this challenge, this strategy – mainstreaming
gender in UNDP Turkey – proposes to assess, analyse, build and develop the internal capacities and
procedures on the Country office by mainstreaming gender into the programming and operational
areas.
II. Project Rationale
UNDP understands gender equality 1 to be an irreducible condition for inclusive, democratic, violence-
free and sustainable development, and as such it is articulated in the UNDP Strategic Plan 2008-11 (SP)
as an “integrating dimension” of UNDP’s work.
1
The key contextual documents for the purposes of the UNDP Gender Equality Strategy are the Convention on the Elimination of
all Forms of Discrimination against Women (CEDAW) (1979), the Beijing Declaration and Platform for Action (BPFA) (1995),
Security Council Resolution 1325 on Women Peace and Security (SCR 1325) (2000), and the Millennium Declaration (2000). More
recently, the United Nations Chief Executives’ Board for Coordination (CEB) has adopted a System-Wide Gender Mainstreaming
Policy and Strategy (2006). Each of these, together with the overall United Nations reform process and the TCPR process, inform
the rationale and direction of this strategy.
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The UNDP Turkey Gender Mainstreaming Strategy is grounded in the UNDP Gender Equality Strategy
2008-11 that states that the development objective of equality between men and women - or gender
equality - is absolutely indivisible from the UNDP human development goal of creating real
improvements in people’s lives and in the choices and opportunities open to them. By empowering
women to claim their internationally-agreed rights in every development sphere, and supporting
governments to be both pro-active and responsive in advancing the realization of these rights, UNDP
will leverage the broadest possible expansion of choice and opportunity for all.
As per some of the “gender-related” responsibilities for the UNDP country office management coming
from the UNDP Gender Equality Strategy 2008-11, we can highlight the following which will be tracked
through the Institutional Monitoring Framework of the Strategic Plan 2008-11:
1. Ensure that a Gender Equality Strategy is developed and implemented by the Country Office,
with constituent capacity development, knowledge management and communication and
advocacy plans;
2. Ensure that staff capacity in gender analysis and gender mainstreaming is actively developed.
The Government of Turkey has made tremendous progress during the past decades towards the
achievement of Gender Equality in Turkey. A series of law reform packages to improve the protection
and promotion of women’s rights have been adopted mainly as a part of the EU accession process 2.
However, for a country, which was ahead of many European countries in giving voting rights to women
in the 1930s, important challenges still remain for women in Turkey. Indeed, the 2005 MDG Report3
notes that “significant challenges and structural barriers” still remain including capacity and
coordination shortcomings in Turkey’s effort to overcome gender based inequalities. Women’s
participation in politics is still very low, with a representation of 9 % of women in the Parliament and only
1.5 % in the local councils; women literacy rate is increasing but not at a desired pace; violence against
women is another crucial and urgent issue to address. In addition, extremely low levels of participation
of women in paid labor market, with a rate of 24 % and even reaching only the 4% in the southeast
Anatolia region is another important issue to tackle.
These challenges are clearly identified in both the Common Country Assessment and the United Nations
Development Assistance Framework (UNDAF) for Turkey and consequently are development priorities
for both the UN System and the Government of Turkey. UNDAF (2006-2010) further recognizes the
social exclusion of women from economic and social life as a serious problem to be tackled, in addition
to issues such as violence against women and the protection of children from harmful practices.
However, apart from policy and planning statements, there are other several practical challenges to
achieving “de facto” gender equality. These are:
1. Limited political commitment to work on gender specific concerns on the part of partner
governments;
2. Continued commitment and competing priorities of CO management at all levels;
2
For example, the equality clause of the Constitution (Article 10) was strengthened in 2004 to allow the application of temporary
specific measures as laid out in Article 4/2 of the Convention on the Elimination of All Forms of Discrimination Against Women
(CEDAW). A more egalitarian Penal Code was enacted in 2004 and put into force in June 2005, mainly due to intervention by
women’s NGOs. Similarly, the new Civil Code enacted in 2002 is close to international standards set by CEDAW, the Convention on
the Rights of the Child and other relevant conventions. Family Courts were established in 2003 for the smooth implementation of
the new Civil Code and the Family Protection Law of 1998. Moreover, protective measures and “sexual harassment in the
workplace” were clearly defined in the new Labor Law that was adopted in 2003.
3
The 2005 MDG Report of the State Planning Organization of the Turkish Ministry of Foreign Affairs.
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3. Gender mainstreaming tools and instruments are not fully used, including the fact that some
tools need to be translated into Turkish);
4. Limitations in internal and external coordination capacity.
Taking into account the lessons learned from UNDPs experience in gender equality and the 2005
corporate evaluation of gender mainstreaming in UNDP, we can highlight the following key factors to
achieving tangible gender equality results: committed leadership, effective oversight, adequate funding,
and improved capacity. Recognizing these, the CO during 2008 undertook 3 trainings on gender
mainstreaming, gender and atlas exercise in preparing the ground for the present Strategy.
III. Project Goals & Objectives
Project Goal
The project will institutionalize gender mainstreaming within the Country Office, to ensure the most
effective and efficient delivery of UNDP’s development assistance. This will be done through strategic
attention to the most vulnerable men and women, with the ultimate goal to achieve Human
Development through Gender Equality and the empowerment of Women in Turkey.
These above mentioned goals, are mutually-reinforcing goals: On one hand, effective and efficient
development assistance means that gender equality must be addressed. They must be addressed as a
key human right imperative and because gender inequalities have serious political, economic and social
consequences, not only for women (who most often are the direct target of inequalities) but also for
men, households, economies and societies more generally. Secondly, addressing the specific needs of
the most vulnerable women and men means that assistance is being targeted where it will have the
largest impact. Gender mainstreaming is therefore not an “added burden” for development
practitioners, but a useful strategy for improving the quality of assistance that is delivered.
In order to achieve these goals the following objectives have been envisaged:
Objective 1: To ensure gender sensitivity in design, implementation, monitoring and evaluation of the
UNDP Country Office programmes, projects and activities.
Objective 2: To promote gender mainstreaming in Human Resources and management in the UNDP CO.
Objective 3: To create greater awareness among national partners on the need to mainstream gender.
IV. Project Description: Process of Project Set-up & Implementation
As an inception phase of the effective implementation of the present Strategy, a Gender Team will be
built and institutionalized (see ToR annexed). Consequently a gender analysis, including needs
assessment of existing gender mainstreaming capacities in the UNDP Turkey office will be undertaken in
order to identify the baseline situation and the existing challenges and opportunities for a successful
implementation of the gender mainstreaming strategy.
The 1st objective will cover the Programmatic Areas by ensuring gender sensitivity in design,
implementation, monitoring and evaluation of the UNDP Country Office programmes, projects and
activities. Within this 1st objective, UNDP Turkey’s programmes and projects will incorporate a gender
perspective in all phases of the programme/project cycle, i.e. during formulation, implementation,
monitoring and evaluation. By ensuring gender sensitivity in all phases of the programme/project cycle,
UNDP will complement and strengthen the national efforts to mainstream gender and to meet the
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country’s international commitments (such as MDG’s, CEDAW, Beijing Platform for Action) towards
gender equality and women’s empowerment.
Activities under this objective will include:
In line with the new Strategic Plan 2008-2011 and the Gender Equality Strategy, to identify
gender-sensitive objectives and develop gender-sensitive indicators in the programme/project
formulation stage (Responsible: Programme Staff, Gender team, Senior Managers);
To conduct continuous capacity development sessions, based on the needs raised from the
gender analysis, including capacity needs assessment, with external gender experts, regarding
particular UNDP programmatic areas projects or activities. (Responsible: HR Associate and
Gender Team);
To incorporate gender analysis (provided by gender experts) when collecting relevant baseline
information during project development (Responsible: Programme Staff, Senior Managers);
To create a folder for the different programmatic areas (Poverty Reduction, Democratic
Governance, Private Sector Partnership and Sustainable Development) with relevant tools and
documentation on the linkages between gender and the key areas dealt with by each Unit, as
the RBEC GM Kit available on-line (Responsible: Gender team);
To revise and update the already used quarterly and annual progress reports, field visit report,
terminal report, evaluation report standard formats and Term of Reference in order to include
gender related aspects/questions (Responsible: Programme Staff, Senior Managers);
Participation of Gender Team member of concerned unit in internal LPAC meetings
(Responsible: Gender Team, Programme Managers).
Always, collect, analyze and use sex disaggregated data (Responsible: Programme Staff, Gender
team, Senior Managers).
The 2nd Objective will look into the Operational activities of the CO by promoting gender mainstreaming
in Human Resources and General Management.
Starting from the idea that Gender Equality is the responsibility of all staff working in the CO and for the
promotion of collective responsibility towards the gender mainstreaming a Gender Team with
representatives from each CO unit will be institutionalized. Making tools and gender related resources
more accessible and user friendly to staff will assist them in taking up their responsibility in gender
mainstreaming. This will be complemented by capacity development trainings and concrete
mechanisms to promote collective responsibility of staff, including a system that allows their
performance in gender mainstreaming to be monitored (performance indicator in the RCA) and an
incentive system (Rewarding recognition given by the Staff Association).
Guided by UNDP corporate ‘Gender Balance in Management Policy 2003-2006’, Work Life policy,
Workplace Harassment, Sexual Harassment, and Abuse of Authority Policy, the UNDP CO will implement
a gender sensitive Human Resources and Management Policy. This is considered crucial for building a
more equal organization and at the same time as a good way to show clearly the organization’s
commitment to the goal of gender equality.
Activities will include:
Include introduction to gender and gender mainstreaming in briefing package for new staff
(e.g. e-learning module Gender Journey) (Responsible: HR Associate and Gender Team);
Organise in-house practical hands-on training in gender mainstreaming and analysis
(Responsible: HR Associate and Gender Team);
Include “promotion of gender equity and human rights” in all selection and recruitment
processes of all staff and consultants (national and international) (Responsible: HR Associate
and Gender Team);
Organise in-house training on gender and Atlas for Staff.
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Monitor gender balance in staffing at all levels and decide on ways of redress in case of
imbalances from the initial recruitment process (Responsible: HR Associate and Gender Team);
Monitor gender balance on all Committees and Appointment and Promotion panels in line with
the global policy, and in case of imbalances, review membership criteria of concerned
Committees and panels (Responsible: Senior Managers, HR Associate and Gender Team);
Continue in line with Work life Balance corporate policies Policy by providing family-friendly
work environment for all staff such as: breastfeeding mothers not separated from their babies,
continue to inform staff to take advantage of flexi-time policies, paternity leave (Responsible:
DRR, HR Associate and Gender Team);
Based on a needs assessment survey create spaces for dialogue on work-life matters and ways
to improve work-life balance (Responsible: Staff Association and Gender Team);
Continue zero tolerance to sexual harassment in line with the Harassment, Sexual Harassment,
and Abuse of Authority corporate policy (raise awareness through briefing sessions to new
staff, design a focal point as responsible for information on reporting system at CO level)
(Responsible: DRR, HR Associate and Gender Team).
As for the Objective 3, we will extend the in-house capacities to our national partners by creating
greater awareness on gender and gender mainstreaming.
The Government of Turkey has recognized its commitment for the promotion of gender equality as a
priority on its Ninth Development Plan other policy directives.4 UNDP has an important role to play in
supporting national efforts to advance in these commitments. In order to ensure the sustainability of
the gender mainstreaming process, it is felt that sensitizing and creating awareness among national
counterparts, and getting them involved, is critical to the process.
Activities will include:
Liaise with the national gender focal points in the relevant ministries/agencies, as well as in the
UN Gender Thematic Group and UNCT, in all phases of the project cycle (Responsible:
Programme Staff, Gender Team member of the concerned unit);
Incorporate gender sensitization/capacity-building session for programme/project national
counterparts during inception workshop (Responsible: Programme Staff, Gender Team
member of the concerned unit, Senior Managers);
Organise a session to sensitize media, publishing houses, and film producers on gender
(Responsible: UNDP Communication Officer, Gender Team)
V. Expected Output(s)/End Deliverables
Objective 1: To ensure gender sensitivity in design, implementation, monitoring and evaluation of the UNDP
Country Office programmes, projects and activities.
1. Gender analysis conducted when collecting relevant baseline information during project
development.
2. List of gender-sensitive objectives and gender-sensitive indicators elaborated of each
programmatic area to be considered in formulation stage.
3. Consistent application of Gender Checklist by all programme and operations staff.
4. In-house training sessions regarding particular UNDP programmatic areas projects or activities
delivered;
5. UNDP standard formats for quarterly, annual and final reports, field visit report and evaluation
report revised and used by UNDP staff in order to include gender related aspects/questions.
4
With collaboration from the UN, the Ministry of Interior has issued also a Gender Equality Circular for all public and local
administration to heed gender equality objectives in their strategic and annual planning with reference to the new governmental
revenue sharing norms.
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6. Participation of Gender Team member of concerned unit in internal LPAC meetings
Institutionalized.
7. Projects containing sex disaggregated data when available, and when not available, provisions
made to collect such data in the process of establishing a baseline.
8. User friendly folders for the different programmatic areas containing relevant tools and
documentation on the linkages between gender and the key areas dealt with by each Unit
created.
Objective 2: To promote gender mainstreaming in Human Resources and Management in the UNDP CO.
1. Gender mainstreaming briefing package for new staff prepared and available
2. Inclusion of the wording “promotion of gender equity and human rights” and consideration of
gender balance in all selection and recruitment processes of all staff and consultants (national
and international) institutionalized and internalized by all staff
3. Financial and programme/project associate staff capacities developed for gender
mainstreaming in Atlas.
4. Promotion and selection panels to be gender balanced.
5. Compliance with Work life Balance Policy by providing family-friendly work environment for all
staff ensured.
6. Spaces for dialogue on work-life matters and ways to improve work-life balance established
with the support of the Staff Association.
7. Zero tolerance to sexual harassment in line with the corporate policy promoted by the
establishment of information and reporting system at CO level.
Objective 3: To create greater awareness among national partners on gender and gender
mainstreaming.
1. Network of national gender focal points in the relevant ministries/agencies, as well as in the UN
Gender Thematic Group and UNCT, established for consultation and coordination during the
project cycle.
2. Gender sensitization/capacity-building session for programme/project national counterparts
during inception workshop institutionalized
3. Session to sensitize media on gender organized
VI. Monitoring & Evaluation: Evidence & Measures of Success
Project monitoring and evaluation will be conducted by the Gender Focal Point with the support of the
Gender Team Members in accordance with the established UNDP operational procedures. The
Programme Monitoring Framework (see annex I) Matrix provides a summary of outcomes, outputs,
activities, indicators, and means of verification to be performed by the project. These form the basis on
which the project's monitoring and evaluation system will be built and will be further refined during in
case of any amendment during the inception and further implementation phase of the Strategy.
Day-to-day monitoring of implementation progress will be the responsibility of all the Members of the
Gender Team. Periodic monitoring of implementation progress will be undertaken by the Gender Focal
Point through the organization of monthly meetings with the rest of the Gender Team members, or
more frequently as deemed necessary.
At the end of the period, in line with the Gender Equality Strategy 2008-20011, an independent
evaluation will be undertaken, in order to incorporate lessons learned and continue with the process.
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VII. Evaluative Measures of Success: Qualitative Assessment (especially from stakeholders/
partners/ beneficiaries)
As stated above, a Baseline study, including capacity needs assessment will be undertaken to provide a
concise strategic analysis of existing gender mainstreaming capacities in the UNDP Turkey office in
order to identify existing challenges and opportunities for successful implementation of the gender
mainstreaming strategy.
In addition to this, the Gender Strategy will also undergo a final independent evaluation to assess the
achievement of results and impact in view of the overall development objective and outcomes
identified.
VIII. Benefit derived for UNDP and/or other targeted beneficiaries
“The Millennium Summit of 2000 reaffirmed gender equality and women’s empowerment as development
goals in themselves (MDG3) and underlined their importance as a means to achieve all of the other MDGs.
UNDP is committed to supporting capacity development of its national partners to adopt approaches that
advance women’s rights and take account of the full range of their contributions to development, as a
foundation for MDG achievement.
Drawing on a vision in which human development guide all policy-making and development, UNDP supports
national partners to accelerate their progress towards the MDGs by identifying and responding to the
gender equality dimensions of its four inter-related Focus Areas: poverty reduction, democratic
governance, crisis prevention and recovery and environment and sustainable development.
With strong operations and institutional arrangements for gender equality, UNDP will extend continued
support to the improvement of nationally-relevant and sustainable gender equality results and in the
identification and removal of internal barriers to women’s advancement into senior management, including
women from developing countries”5.
IX. Partners & Stakeholders
As per the stakeholders involved in this Strategy, apart from the Staff within the CO, when it comes to
the objective 3, that involves the national partners, we can mention the following:
State Planning Organization
State Institute of Statistics
General Directorate of Women’s affairs
Ministry of Foreign Affairs
Ministry of Interior
Ministry of Justice
Ministry of Labour and Social Security
Ministry of Culture
Ministry of Environment
Ministry of Energy
Ministry of Youth
Ministry of Culture
World Bank
5
From the UNDP Mission Statement on Gender Equality and Women’s Empowerment
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European Commission Delegation
X. Financial Resources
A total of 5.000 USD from the CO administrative budget have been allocated in 2009 for this Strategy at
the moment. However, many of the proposed activities have been already planned and previewed
under the budget of other Projects from the different portfolios.
In addition to this, when it comes to the activities requiring human resources related to the
development and compilation of forms and material, as well as the capacity development on gender
mainstreaming of the staff, these will be undertaken under the responsibility of the members of the
already existing Gender Team and the author of the proposed strategy, as the Gender Focal Point of the
Country Office.
Moreover, in case of future need on additional resources, a resources mobilization strategy will be
developed based on:
a. a thorough review and mapping of internal resources, including the MDG Achievement Fund,
the GTTF, JWID, Practice resources, regional resources, country office resources.
b. Identification of external resources at global, regional and national levels.
c. Active engagement to establish an expanded partnership base.
XI. Risks, Constraints & Limitations, Mitigating Strategies
Among the main Risk and constraints that can have a negative influence on the successful
implementation of this proposed strategy we can mention: (1) continued committed leadership by
senior management at the CO, the regional and corporate level, (2) lack of commitment of national
partners and international institutions, (3) weak oversight of the deliverables committed, (4) lack of
adequate human resources, (5) competing priorities and capacities of resources such as time and for
some expected cases, (6) lack of funding. The proposed Strategy will overcome this risk by reinforcing
the role and the cumulative strength of the Gender Thematic Group, composed by Senior Management
from different UN Agencies. As stated above, in case of needed a resource mobilization strategy will be
prepared in order to give extra external support to the already existing gender team.
UNDP Ankara 27 April 2009
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Annex I: Monitoring Framework Matrix
Expected Results Activities (How?) Indicators Responsible (by Whom?) Timetable (by
(Outcomes & outputs) (benchmarks / deliverables) When?)
Objective 1: To ensure gender - In line with the new Strategic Plan 2008-2011 and the At least 4 Lists of gender-sensitive (Responsible: Programme Mid 2009
sensitivity in design, Gender Equality Strategy, to identify gender-sensitive objectives and gender-sensitive Staff, Gender team, Senior
implementation, monitoring and objectives and develop gender-sensitive indicators in the indicators elaborated of each Managers);
evaluation of the UNDP Country programme/project formulation stage programmatic area to be
Office programmes, projects and considered in formulation stage.
activities. - To create a folder for the different programmatic areas At least 4 user friendly folders for (Responsible: Gender team); End 2008
with relevant tools and documentation on the linkages the different programmatic areas
Result 1.1: Gender-sensitive between gender and the key areas dealt with by each Unit. containing relevant tools and
programme/project development documentation on the linkages
between gender and the key areas
Result 1.2: Gender-sensitive dealt with by each Unit created.
programme/project monitoring - To conduct capacity development sessions regarding At least 4 In-house training (Responsible: HR Associate 2008/2009/2010
and evaluation particular UNDP programmatic areas projects or activities sessions regarding particular and Gender Team);
UNDP programmatic areas
Result 1.3: Tools developed and projects or activities delivered;
resources made available, and - To revise and update the already used quarterly and At least 1 Quarterly and annual (Responsible: Programme Mid 2009
updated as and when required annual progress reports, field visit report, terminal report, progress reports, field visit report, Staff, Gender Team, Senior
evaluation report standard formats and Term of Reference terminal report, evaluation report Managers);
in order to include gender related aspects/questions standard formats and Term of
Reference on each portfolio,
elaborated with a gender
mainstreaming approach
- Participation of Gender Team member of concerned unit in Participation of gender team in at (Responsible: Gender Team Ongoing
internal LPAC meetings least 1 LPAC meeting of each members, Programme
portfolio. Managers).
- To incorporate gender analysis when collecting relevant Gender analysis conducted in at (Responsible: Programme End 2009
baseline information during project development least 1 project of each portfolio Staff, Senior Managers
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- If available, collect, analyze and use sex disaggregated data At least 1 Project under each Responsible: Programme Staff, End 2008
portfolio with disaggregated data. Gender team, Senior
Managers).
Objective 2: To promote gender Include introduction to gender and gender mainstreaming At least 20 Gender mainstreaming (Responsible: HR Associate End 2008
mainstreaming in Human in briefing package for new staff (e.g. e-learning module briefing materials prepared and and Gender Team);
Resources and management in Gender Journey) available each semester for new
the UNDP CO. staff
- Result 2.1:
Mechanisms/systems Organise in-house practical hands-on training in gender At least 1 training per semester (Responsible: HR Associate End of 2008/
developed/strengthened to mainstreaming and analysis and Gender Team); 2009/2010
promote collective responsibility Inclusion of the wording (Responsible: HR Associate End 2008
in gender mainstreaming. Include “promotion of gender equity and human rights” in “promotion of gender equity and and Gender Team);
all selection and recruitment processes of all staff and human rights” and consideration
- Result 2.2: CO internal capacity consultants (national and international) of gender balance in all selection
in gender mainstreaming and and recruitment processes of all
analysis enhanced staff and consultants (national and
international) institutionalized and
- Result 2.3: Gender sensitive internalized by all staff
Human Resources and Organise in-house training on gender and Atlas for Staff. At least 1 training for Financial and (Responsible: HR Associate End 2008
Management Policy at CO level Monitor gender balance in staffing at all levels and decide programme/project associate staff and Gender Team);
on ways of redress in case of imbalances from the initial for gender mainstreaming in Atlas.
recruitment process
Monitor gender balance on all Committees and The establishment of gender (Responsible: Senior Mid 2009
Appointment and Promotion panels in line with the global balance committees, appointment Managers, HR Associate and
policy, and in case of imbalances, review membership and promotion panels in line with Gender Team);
criteria of concerned Committees and panels the global policy institutionalized
and internalized by all staff
Continue in line with Work life Balance corporate policies Compliance with Work life Balance (Responsible: DRR, HR Ongoing
Policy by providing family-friendly work environment for Policy by providing family-friendly Associate and Gender Team);
all staff such as: breastfeeding mothers not separated from work environment for all staff
their babies, continue to inform staff to take advantage of ensured.
flexi-time policies, paternity leave
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Based on a needs assessment survey create spaces for Quarterly meetings conducted for (Responsible: Staff Association End of 2009
dialogue on work-life matters and ways to improve work- dialogue on work-life matters and and Gender Team);
life balance ways to improve work-life balance
with the support of the Staff
Association.
Continue zero tolerance to sexual harassment in line with Information and reporting system (Responsible: DRR, HR Mid 2009
the Harassment, Sexual Harassment, and Abuse of at CO level established Associate and Gender Team).
Authority corporate policy (raise awareness through
briefing sessions to new staff, design a focal point as
responsible for information on reporting system at CO level)
Objective 3: To create greater Liaise with the national gender focal points in the relevant Network or Thematic Group of (Responsible: Programme End 2009
awareness among national ministries/agencies in all phases of the project cycle focal points established Staff, Gender Team member of
partners on the need to the concerned unit);
mainstream gender.
Incorporate gender sensitization/capacity-building session At least 2 training sessions (Responsible: Programme End 2009
for programme/project national counterparts during conducted per year Staff, Gender Team member of
inception workshop the concerned unit, Senior
Managers);
Organize a session to sensitize media, publishing houses, At least 1 training session per year (Responsible: UN End 2008 /2009
and film producers on gender Communication Officer, and 2010
Gender Team)
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