NZAID MAINSTREAMING GENDER EQUALITY AND WOMEN S EMPOWERMENT ACTION

NZAID MAINSTREAMING GENDER EQUALITY AND WOMEN’S EMPOWERMENT ACTION PLAN 2007-12 “Governments and other actors should promote an active and visible policy of mainstreaming a gender perspective in all policies and programmes so that, before decisions are taken, an analysis is made on the effects on women and men, respectively” (Beijing Platform for Action 1995) “State parties are required to take all appropriate measures in all fields to ensure the full development and advancement of women” (CEDAW) 1. Rationale: A 5-year Women in Development (WID) Action Plan was developed for NZODA in 1994 and annual progress reports were subsequently drafted. There has not been an equivalent organisational plan since the creation of NZAID, although Cabinet mandated NZAID to mainstream gender, along with human rights and the environment at the time of its creation. This has resulted in some slippage in the agency’s response to gender issues and a loss of momentum for agency-wide gender mainstreaming. Gender Mainstreaming is a strategy to ensure that both women’s and men’s needs, priorities, and experiences are taken into account in all development planning, policies and programming. It is the process of assessing the implications for women and men of any planned action, including legislation, policies or programmes in all areas and at all levels including design, implementation, monitoring and evaluation. NZAID’s updated Policy for Achieving Gender Equality and Women’s Empowerment 2007 recognises the inextricable link between gender inequality and poverty – and its central position in NZAID’s mission. Advancing gender equality and empowering women is essential for sustaining economic growth and to free those caught in the vicious cycle of poverty, hunger and inequality. Gender equality and women’s empowerment is both an MDG in its own right, as well as central to fulfilling all the MDGs. The Policy highlights three focus areas: • Capabilities: elimination of gender disparities in all levels of education and training; increased access to healthcare including sexual and reproductive health, HIV/AIDS prevention, treatment and care. • Resources, opportunities and services: enhancing the participation and representation of women at all levels of decision-making; enabling poor women and girls to secure sustainable livelihoods. • Human security: reducing all form of gender-based violence; addressing the differential impact on and the particular needs of women and girls in conflict and post-conflict settings. The Policy further outlines a dual approach of NZAID combining gender mainstreaming and specific support for women’s empowerment to ensure that gender equality is made explicit and visible in all development programmes, activities and outcomes, whilst addressing pervasive, systemic and entrenched gender inequalities and biases. 2 While NZAID has always been a supporter of gender equality and women’s rights, these issues have not been mainstreamed across all aspects of NZAID operations in a consistent and systematic manner which enables the agency to measure progress and impact on gender equality outcomes. There remain significant gaps in applying a gendered approach across the work of NZAID, partly due to a lack of institutional processes and accountability mechanisms, limited organisational capacity and the priority attached to gender analysis, as well as competing priorities, interests, time and resources. Gender mainstreaming is still often misunderstood and equated with involving women in programmes, rather than an analytical and institutional approach to the power dynamics between different groups of women, men, girls and boys. This Action Plan sets out a comprehensive process and timeframe to assist NZAID to mainstream gender equality and women’s empowerment into all aspects of its operations. It focuses on internal agency systems and processes, which will then facilitate implementation of the Policy through programming. Gender mainstreaming is a gradual process of organisational cultural change that is both time and resource intensive; therefore this Plan has been developed with a 5-year initial time frame for implementation. To be effective, it has to be perceived as the responsibility of all NZAID staff, and will require strategic direction and leadership from NZAID Management, as well as technical advisory support from the Gender Advisor and Gender COP (to be formed). Progress reports will be developed on an annual basis, with a more comprehensive review of this Action Plan to take place at the completion of its fifth year, to assess impact and identify areas that may require further attention. The ultimate aim of gender mainstreaming is that the capacity of all NZAID staff to apply gender analysis as an integral part of their work is sufficiently built, levels of support for gender equality and women’s empowerment sustained, and systems of accountability well enough institutionalised, that the need for an Action Plan becomes obsolete. Gender equality is one of several NZAID mainstreamed and cross-cutting issues. Steps have been taken to assist staff to consider these issues holistically, such as the development of the Screening Guide for Mainstreamed and Cross-cutting Issues and related staff training. This genderspecific action plan fits under the broader Draft NZAID Mainstreaming and Crosscutting Issues Action Plan (Annex 2). However, there remains a need to ensure that staff are provided with the guidance and benchmarks for each specific mainstreamed or crosscutting issue to ensure that it is adequately understood and mainstreamed into programmes as well as organisational practices, systems and culture with the use of a dedicated and systematic Action Plan, against which progress can be measured 1 . 2. Goal: To ensure that NZAID explicitly integrates gender equality and women’s empowerment in all policies, strategies, programmes and organisational procedures and processes in a way that progress can be effectively monitored and evaluated. 3. Outcomes: 1 An agency-wide Human Rights Action Plan was developed in 2004 and runs to 2009. Currently no formal agency action plan exists for any other mainstreamed or crosscutting issue, although there are plans to develop them. 2 3 1. NZAID’s policy positions, strategies, wider government and ministerial briefing, programmes and partner engagement reflect a clear understanding of the interconnectivity between gender equality and the achievement of wider development goals and platforms 2. NZAID’s programmes reflect a commitment to addressing systemic gender inequality and assisting the protection, promotion and realisation of women’s human rights, including through targeted activities and budgetary allocations 3. NZAID as an agency demonstrates a commitment to increased gender analysis learning and expertise, including through regularly developing the capacity of staff, consultants and partners as appropriate 2 4. NZAID’s programmes demonstrate measurable gender equality impact and outcomes, including through the use of sex-disaggregated data and gender indicators 5. NZAID’s organisational systems, procedures, practices and work culture reflect and support the integration of gender perspectives and a commitment to gender equality 4. Key Result/Activity Areas Outcome 1: NZAID’s policy positions, strategies, wider government and ministerial briefing, programmes and partner engagement reflect a clear understanding of the interconnectivity between gender equality and the achievement of wider development goals and platforms Develop annual gender mainstreaming progress reports which demonstrate agency-wide progress Articulate linkages between gender and wider agency mandate in increasing levels of specificity in high-level agency documents Include increasing levels of gender analysis and gender-responsive strategies in agency policies and programme documents Increase amount of programme time and resources allocated to gender analysis work Improve sex (gender) balance and inclusion of gender expertise on programme-related mission teams Increase number of programmes with gender and/or women’s specific components and gender performance indicators and which are assessed as gender-equality focussed according to DAC Gender Equality Policy Marker criteria Increase dialogue with partners on gender and provide capacity developing support for partners to be gender-responsive where necessary 3 Increase coverage of NZAID support for gender issues in external communications and events Increase the proportion and range of meetings which consider gender issues, accompanied by sex (gender) balance in participation Increase NZAID engagement at international meetings where NZ can make a difference by strategically advocating for gender equality issues Increase profile and frequency of gender equality issues raised by NZAID at regional and international forums, and during engagement with other government departments 2 In some cases, NZAID partners may have significant gender analysis expertise, in which case NZAID should encourage two-way learning and sharing of this expertise with other partners. 3 As in footnote 2 3 4 Outcome 2: NZAID’s programmes reflect a commitment to addressing systemic gender inequality and assisting the protection, promotion and realisation of women’s human rights, including through targeted activities and budgetary allocations Increase resources allocated for organisations working on gender equality and women’s empowerment initiatives (including National Women’s Machineries - NWMs) within programmes, including engagement on regional gender equality initiatives Increase engagement with multilaterals on the importance of mainstreaming across programming and allocating resources to gender equality initiatives, including organisations with a specific gender equality/and or a women’s empowerment mandate Increase number of bilateral, regional and multilateral programmes with informal gender mainstreaming work plans Increase resources and processes for supporting gender equality and/or women’s empowerment initiatives through administered funds Increase the accountability and commitment of Team Leaders for gender mainstreaming in the programmes managed by their team, including for accurate DAC gender equality marker classification, with appropriate guidelines Develop a case for a stand-alone gender and women’s empowerment budget line, with budget line subsequently established, effectively managed and impact demonstrated 4 Outcome 3: NZAID as an agency demonstrates a commitment to increased gender analysis learning and expertise, including through continually developing the capacity of staff, consultants and partners as appropriate 5 Incorporate Gender policy awareness into staff orientation Increase staff and contractor capacity for gender analysis through inclusion of gender analysis workshops in agency professional development plans and periodic delivery of workshops for staff and contractors Establish and facilitate a network of in-country gender specialists, with membership selected in consultation with programme staff and partners; and members used by programmes for in-country gender analysis work Develop and distribute NZAID gender sectoral/thematic guidelines for sharing with staff and partners Increase number of gender-related agency-wide events and publication articles Develop and maintain gender-related intranet and internet web pages Commission research on emerging gender issues; disseminate and use findings to inform programmes 4 It is envisaged that this can be drawn upon for two main purposes: i) to resource and ‘kick-start’ gender analysis in NZAID programmes which are over-committed; and ii)to fund worthwhile catalytic gender-specific initiatives which do not have a ‘comfortable fit’ within an existing NZAID budget line, but can complement and inform programme initiatives. It is intended as an addition to, and not in replacement of, due allocation for gender-responsive initiatives within programme budgets. In some cases, NZAID partners may have significant gender analysis expertise, in which case NZAID should encourage two-way learning and sharing of this expertise with other partners. 5 4 5 Outcome 4: NZAID’s programmes demonstrate measurable gender equality impact and outcomes, including through the use of sexdisaggregated data and gender indicators Increase the proportion of activities/programmes which can be assessed as meeting DAC gender-equality focussed criteria Collect sex-disaggregated statistics and gender indicators, and use this data to help monitor and report on programme performance Generate a baseline report on status of NZAID programme performance against DAC Gender Equality Marker generated in 07-08; Subsequent reports generated on an annual basis demonstrate improved performance against the marker Develop staff guidelines for AMS gender equality marker classification; and conduct random quality checks to demonstrate increased accuracy of policy marker classification Improve monitoring and performance against sex-disaggregated and gender indicators for HRD support Outcome 5: NZAID’s organisational systems, procedures, practices and work culture reflect and support the integration of gender perspectives and a commitment to gender equality Appoint a proactive and effective Gender COP with clear TOR, linked to gender contact points at Posts Establish an Informal Gender External Advisory Group to provide feedback on NZAID performance with gender mainstreaming Maintain or increase gender specialist staffing, including through consideration of use of short-term interns/volunteers Increase number of internal staff meetings which include discussions about gender and mainstreaming Develop standard gender policy clauses for all TORs and improve gender analysis quality control in consultancy reports received Improve sex (gender) balance and gender specialist expertise in ACS scheme and ACS contractors used Increase accountability for gender mainstreaming in performance management of staff Consider gender-sensitivity in HR policies and procedures & increase use of gender-inclusive language in publications, press releases and speeches 5 6 DAC GENDER EQUALITY POLICY MARKER NZAID reports annually to the DAC on performance against the DAC gender equality policy marker criteria. Data is collated from policy marker classification data in AMS. Activities are classified against the marker as either Principal, Significant, Not targeted or Not Screened. An activity should only be classified as gender- focussed (Principal or Significant) if it is explicitly intended to advance gender equality and women’s empowerment or reduce discrimination and inequalities based on sex. To be eligible for these classifications, gender equality must be explicitly promoted in activity documentation through specific measures which: a) Reduce social, economic or political power inequalities between women and men, or compensate for past discrimination; or b) Develop or strengthen gender equality or anti-discrimination policies, legislation or institutions. This approach requires analysing gender inequalities either separately or as an integral part of standard procedures. If an activity does not meet the above criteria, it should be appropriately classified as Not Targeted. If a gender analysis has not been carried out to be able to assess against this criteria for the activity, it should be appropriately classified as Not Screened. Currently NZAID AMS statistics indicate substantial inaccuracy in classification and a more accurate baseline will be developed in 07-08 under this Action Plan Gender mainstreaming progress within NZAID should result in a greater proportion of programmatic activities being accurately classified as gender-equality focussed (Principal or Significant) – this will be monitored annually. 6 7 5. Monitoring and Evaluation Arrangements Progress against this Action Plan will be assessed through the following formal processes: 1. Baseline assessment on the status of NZAID gender mainstreaming in 07-08 2. Annual internal reviews and progress reports 3. Annual reports to the DAC against the gender equality policy marker 4. External sample gender audits of NZAID programmes (every 5 years – timing tbc) Primary responsibility for monitoring performance will be with the GA, with support from the Gender COP and MSG for data collection. Team Leaders and Programme staff will also have a critical role to play in contributing to annual progress reports from the perspective of their programme/team. AID MGT will have responsibility to consider progress reports and provide appropriate managerial guidance and directives where progress is slower than expected. In addition to the above formal processes, the External Advisory Group (activity 5.2) in will be a useful source of informal feedback to NZAID on our performance with regard to gender mainstreaming. 6. Timetable of key milestone activities: Key Activity Areas Baseline report on NZAID programme performance against DAC Gender Equality Marker generated in 07-08 2007 X X X (start) 2008 X X 2009 X X 2010 X X 2011 X X 2012 X X Annual gender mainstreaming progress reports Engagement with programmes to develop informal gender mainstreaming work plans, including genderspecific initiatives and collection of gender indicators for measuring performance Develop guidelines for staff and team leaders of AMS gender equality marker classification; and Conduct random quality checks to demonstrate increased accuracy of policy marker classification Gender COP with clear TOR appointed, linked to gender X X X X X X X Contact points at Posts 7 8 Establish an Informal Gender External Advisory Case for stand-alone gender budget line established Deliver gender analysis workshops for staff and contractors Establish and facilitate a network of in-country gender specialists for in-country gender analysis work Develop and distribute NZAID gender sectoral/thematic guidelines for staff and partners Develop and maintain gender-related intranet and internet web pages Commission research on emerging gender issues X X (1st stage) X X X (2nd stage) X X (min of 2) X X (1 per annum) X (ACS round?) X X (both) X X (min of 2) X X (1 per annum) X (both) X X (min of 2) X X (1 per annum) X (both) X X (min of 2) X X (1 per annum) X (both) X X (min of 2) X X (1 per annum) X (2) X Pacific Gender & Aid Effectiveness Case Studies Improve sex (gender) balance and gender specialist expertise in ACS scheme and ACS contractors used Develop standard gender policy clauses for all TORs & improve gender analysis quality control in Consultancy reports received X X X X A more detailed breakdown of Action Plan activities per outcome area is provided in Annex 1 to provide the Gender COP and interested staff members with the specific guidance on actions involved and benchmarks against which progress will be assessed. The Gender COP will consider and confirm this detailed Action Plan during their first meeting. 8 9 ANNEX 1. DETAILED BREAKDOWN OF ACTION PLAN ACTIVITIES –TO BE CONFIRMED BY NEW GENDER COP First Year (07-08) Action & Other Responsibility (lead responsibility in bold) Milestones Outcome 1: NZAID’s policy positions, strategies, wider government and ministerial briefing, programmes and partner engagement reflect a clear understanding of the interconnectivity between gender equality and the achievement of wider development goals and platforms Performance Measures: • Annual progress reports demonstrate gender mainstreaming progress between years • High level documents express linkages between gender and wider agency mandate in increasing levels of specificity • NZAID’s policies, strategies and programme documents include increasing levels of gender analysis and gender-responsive strategies • Increasing amount of programme time and resources allocated to gender analysis work, (e.g. TORs, budgets, etc) • Improved sex (gender) balance and inclusion of gender expertise on programme-related mission teams • Increased number of programmes with gender and/or women’s specific components and gender performance indicators and which are assessed as gender-equality focussed according to DAC Gender Equality Policy Marker criteria • Increased dialogue with partners on gender and capacity developing support for partners to be gender-responsive where necessary • Increased coverage of NZAID support for gender issues in external communications and events • Higher proportion and wider range of meetings which consider gender issues on the agenda, accompanied by increased sex (gender) balance reflected in participation • Increased NZAID engagement at international meetings where gender equality issues can be strategically advocated • Increased profile and frequency of gender equality issues raised by NZAID at regional and international forums, and increased references made to gender equality issues in NZAID engagement with other government departments 1.1. – Develop baseline assessment on status of gender mainstreaming - Baseline report in 07/08; annually - GA + Gender COP - Provide annual gender mainstreaming progress report to AID - Programme staff & Team thereafter MGT and all staff; Leaders - Integrate gender equality into broader evaluations of NZAID effectiveness - 07/08 Paris Declaration evaluation - AID MGT - Every 5 years (timing TBC) e.g. Paris Declaration implementation; and - Commission periodic sample gender audits of NZAID - External consultant Activity/Input 9 10 Activity/Input 1.2 - Increase visibility of agency commitment to gender equality and women’s empowerment in high level agency documents e.g. SOI - Report on gender mainstreaming progress in annual programme and agency reports; and to the DAC 1.3 - Ensure that gender analysis is applied to all policy, strategy and programme development - Request copies of gender policies and/or action plans of partners (Governments, CSOs, multilaterals and others) for the purpose of initiating discussion on gender issues, comparative analysis of policy position, advocating for increased gender-responsiveness of partners and maximising potential programmatic alignment 6 . - Prioritise the need for gender analysis expertise in policy, strategy and programme development teams; and be mindful of the sex (gender) balance of such teams. Encourage partners to do the same; - Identify and articulate areas for advancing gender equality and women’s empowerment in all policies and strategies for engagement; and scale up support for these areas 1.4 - Integrate gender equality and women’s empowerment into the design, implementation, monitoring and evaluation of all initiatives, including specific gender equality objectives and indicators; - Highlight the requirement for gender analysis and consultation with relevant women’s organisations and organisations working on gender equality and women’s empowerment 7 in all TORs; - Share NZAID Gender Policy with in-country partners and request that it be considered when developing bilateral programme proposals; - Identify, support andy engage with gender equality ‘champions’ in partner governments and in-country CSOs to inform strategies and programmes; - Ensure that women and men have equal access and control of programme resources e.g. training, management, decision-making First Year (07-08) Action & Other Milestones Ongoing Responsibility (lead responsibility in bold) - AID MGT - Communications - GA to support - AID MGT - Prog Committee - Team Leaders - AIDGLO & AIDPAC - Post staff - SAEG Advisers - GA and Gender COP support Ongoing Ongoing - AIDPAC & AIDGLO - Post staff - Team leaders - SAEG - GA + Gender COP support 6 This will enhance NZAID understanding of partner’s position on gender issues (including where it has yet to be considered as relevant) and provide a basis for influencing their positions and discussing our own gender policy positions 7 This is to ensure that women’s voices and gender-perspectives are not overlooked in consultancy contracts and related consultation processes. 10 11 Activity/Input 1.5 Promote gender-responsiveness of partner organisations through proactively engaging in dialogue on the importance of gender equality; sharing of NZAID gender policy; provision of support for gender analysis capacity developing (where necessary) and development of genderresponsive HR policies 1.6 Increase profile of NZAID support for gender equality and women’s empowerment through external communications e.g. website, publications, press releases, cables, speeches, workshop presentations/seminars First Year (07-08) Action & Other Milestones Ongoing Responsibility (lead responsibility in bold) - AID MGT - AIDPAC & AIDGLO - Post staff + Team leaders - SAEG - GA + Gender COP support - AID MGT - Communications - SAEG - AIDPAC & AIDGLO + Post staff - GA - AID MGT - AIDPAC & AIDGLO + Post staff - SAEG - AID MGT - AIDPAC & AIDGLO - Multilateral Team - SAEG - Post staff, especially NY, Washington, Geneva, London, Suva - GA Ongoing 1.7 Include gender equality issues in wide range of meetings, including high level meetings with partners and stakeholder consultations, with special attention to the equal participation of women and girls 1.8 - Promote gender issues through NZ engagement at regional and international level, including advocating for consideration of gender issues in a wider range of forums and inclusion of strong gender equality language in NZ or joint country statements and outcomes documents; - Follow and participate in international debate and discourse on gender and development approaches and trends, with particular emphasis on raising the profile of Pacific gender issues at international level; - Increasingly include a gender and development perspective in engagement with MFAT and other government departments, including in policy briefings/submissions and pre-mission briefs. Ongoing - Annual UN Board meetings - CSW depending on theme - UN GA sessions e.g. UN Reform, UNSCR 1325 open debate E.g. CPD, CSD - Regional Ministerial Meetings - Commonwealth Meetings e.g. WAMM, CHOGM - AWID 2008; every 3 years 11 12 First Year (07-08) Action & Other Responsibility (lead responsibility in bold) Milestones Outcome 2: NZAID’s programmes reflect a commitment to addressing systemic gender inequality and assisting the protection, promotion and realisation of women’s human rights, including through targeted activities and budgetary allocations Performance Measures: • Increased resources allocated for organisations working on gender equality and women’s empowerment initiatives (including National Women’s Machineries - NWMs) within all programmes, including engagement on regional gender equality initiatives and policy dialogue • Increased engagement with multilaterals on the importance of mainstreaming across programming and allocating resources to gender equality initiatives, including organisations with a specific gender equality/and or women’s empowerment mandate • Increased number of bilateral, regional and multilateral programmes with gender mainstreaming work plans • Increased resources and processes for supporting gender equality and/or women’s empowerment initiatives through NZAID administered funds • Team Leaders increasingly proactive and accountable for gender mainstreaming in the programmes managed by their team, including for accurate DAC gender equality marker classification • Case for stand-alone gender and women’s empowerment budget line of support to be presented to AID MGT; budget line subsequently established, effectively managed and impact demonstrated 8 Activity/Input First Year (07-08) Action & Other Responsibility Milestones 2.1. – Bilateral programmes develop their own informal gender mainstreaming Ongoing - All bilateral programmes (DPMs, 07/08 baseline and initial plans, including allocation of resources to implement NZAID Managers & Staff at - Bilateral programmes proactively identify, engage with and support national engagement between GA and Post), Team Leaders + Gender women’s machineries (NWMs) and organisations working on women’s bilateral programmes COP & GA support empowerment and gender equality initiatives - Bilateral programmes proactively ascertain the status of implementation of partner government gender equality commitments or partner organisation gender policies/strategies and reconcile these with proposals to identify gaps - Bilateral programmes proactively incorporate gender equality and women’s empowerment components into all areas of support, including SWaPs 2.2 - Regional programmes develop their own informal gender mainstreaming Ongoing - All regional programmes, DPMs, 07/08 baseline and initial plans, including allocation of resources to implement NZAID Managers, Posts, Team - Regional programmes proactively identify, engage with and support gender engagement between GA & Leaders + Gender COP & GA equality initiatives within regional organisations regional programmes support Activity/Input 8 It is envisaged that this can be drawn upon for two main purposes: i) to resource and ‘kick-start’ gender analysis in NZAID programmes which are over-committed; and ii)to fund worthwhile catalytic gender-specific initiatives which do not have a ‘comfortable fit’ within an existing NZAID budget line, but can complement and inform programme initiatives. It is intended as an addition to, and not in replacement of, due allocation for gender-responsive initiatives within programme budgets. 12 13 Activity/Input First Year (07-08) Action & Other Milestones Ongoing 07/08 baseline and initial engagement between GA & multilateral team Responsibility (lead responsibility in bold) - Multilateral DPMs, Team Leader + Gender COP & GA support 2.3 - Multilateral programmes develop their own informal gender mainstreaming plans, including allocation of resources to implement - Multilateral programmes proactively identify, engage and support gender equality initiatives within multilateral organisations; and continue to increase support for multilateral organisations with a specific women and/or gender equality focussed mandate 2.4 ODA GAF, ADAF, PIC and KOHA funding schemes 9 proactively promote 07/08 baseline and initial - All DPMs of contestable funds gender equality initiatives and partnership with women’s/gender equality engagement between GA and administered by NZAID + Gender focussed organisations relevant NZAID staff COP & GA support 2.5 Establish a case for a stand-alone budget line specifically for funding 0708 based on baseline statistics - GA to provide case to AID MGT gender equality and women’s empowerment initiatives 10 Outcome 3: NZAID as an agency demonstrates a commitment to increased gender analysis learning and expertise, including through continually developing the capacity of staff, consultants and partners as appropriate 11 Performance Measures: • Gender policy awareness incorporated into staff orientation • NZAID staff gender analysis capacity increased through inclusion of gender analysis workshops in agency professional development plans and periodic delivery of workshops for staff and contractors • Network of in-country gender specialists established and effectively facilitated, with membership selected in consultation with programme staff and partners; and members used by programmes for in-country gender analysis work • Gender sectoral/thematic guidelines developed, distributed and received positive user feedback • Increased number of gender-related agency-wide events and publication articles • Gender-related intranet and internet web pages developed and maintained, with increased usage and positive feedback from staff • Research on emerging gender issues commissioned, findings disseminated and used to inform programmes Activity/Input First Year (07-08) Action & Other Responsibility Milestones 3.1 Gender Policy and gender analysis content provided as a component of Quarterly Orientation Workshops – GA (SAEG) + EDG All new staff NZAID Orientation Programme for new staff (links to crosscutting and 07/08 & Ongoing mainstreamed issues training) 3.2 Introductory gender workshops for all staff, ACS consultants and selected - ½ day sessions twice per annum - GA + EDG - All existing staff in 07/08 partners on Gender policy in NZAID practice to cover NZAID gender policy & in Wellington 9 It is envisaged that this can be drawn upon for two main purposes: i) to resource and ‘kick-start’ gender analysis in NZAID programmes which are over-committed; and ii)to fund worthwhile catalytic gender-specific initiatives which do not have a ‘comfortable fit’ within an existing NZAID budget line, but can complement and inform programme initiatives. It is intended as an addition to, and not in replacement of, due allocation for gender-responsive initiatives within programme budgets. 11 In some cases, NZAID partners may have significant gender analysis expertise, in which case NZAID should encourage two-way learning and sharing of this expertise with other partners. 10 And any other future NZAID administered contestable funds created 13 14 Activity/Input basic gender and development concepts. Sessions to be tailored for audience (e.g. AIDGLO, AIDPAC, ACS Contactors, Partners, MSG.) First Year (07-08) Action & Other Milestones - At post upon request and/or combined with a GA field mission or combined with annual programme planning process in Wellington Responsibility (lead responsibility in bold) - All new staff within 12 months of joining NZAID (Wellington) - Post staff 12 , in-country partners & consultants upon request - ACS Consultants strongly encouraged to attend - AID MGT endorse - GA + EDG - All programme staff – existing staff in 07/08 and new staff within 2 years of joining the agency - Post staff, in-country partners & consultants upon request - ACS Consultants & partners strongly encouraged to attend AID MGT endorse - GA + EDG - MSG to advise on setting up & maintaining network - Gender COP, programme teams & Posts to assist with the identification of suitable candidates - AID MGT endorse - GA + Gender COP - SAEG administrative support - Communications - GA + Gender COP - EDG - Programme Staff, SAEG - Communications - AID MGT support - GA + Gender COP + 3.3. Gender analysis workshops – the how of conducting gender analysis (sessions to be tailored for audience e.g. AIDGLO, AIDPAC, ACS Contactors, Partners). Will draw from and add to the Gender Analysis Guideline Tool. - 1-2 day workshops held at least once a year in Wellington - At post upon request and/or combined with a GA field mission or combined with annual programme planning process in Wellington (Posts may prefer to combine 3.2 & 3.3) - 3 day workshop held every 3 years in Wellington (first workshop timing tbc) - Process for identifying network members developed in 07/08, with the aim to get the network established in the first half of 08/09 Five guidelines developed in 07-08 Ongoing as common sectors/themes are identified - 2-3 Friday Forums per annum - 1-2 Catch-up cafes per annum - In line with publication plans - As opportunities arise Ongoing 3.4 Identify suitable in-country candidates to form a network of genderspecialists for in-country NZAID programme related consultancies. Workshops will be held every 3 years to share experiences and brief network members on NZAID gender policy position and tools 13 . This could also be approached to include a Training of Trainers (ToT) element for expanding 3.2 & 3.3 to all NZAID Posts and in-country partners. Approach to this network may vary between NZAID regions due to different context and different gender analysis capacity of network members 14 . 3.5 Develop sectoral/thematic guidelines for integrating gender equality and women’s empowerment and distribute to all relevant staff, consultants and partners 3.6 Promote inclusion of gender-related topics in agency-wide events and publications e.g. Friday Forums, Catch-up Cafes, Currents; and - Encourage sharing of gender-related perspectives by greater engagement with women’s/gender-focussed organisations and networks and creating opportunities for them to liaise with and present formally to NZAID staff 3.7 Develop, maintain and encourage staff use of gender equality and 12 13 Gender Contact points at Post (see 5.1 below) should be closely consulted with for 3.2, 3.3 & 3.4, and their participation strongly encouraged. This will require some resources to be allocated (from the SAEG budget - tbc) 14 Potential to harmonise with other donors who are seeking similar expertise should be explored. 14 15 Responsibility (lead responsibility in bold) women’s empowerment pages on NZAID Internet Communications - SAEG administrative support - EDG support 3.8 Commission research on emerging gender issues to inform gender- 1 gender-related research project - GA + Gender COP + responsiveness of programmes; publish and disseminate research findings per annum from SAEG budget; Programme staff - SAEG widely to partners and public Pacific Gender and Aid Effectiveness case studies in 07-08 - Communications Outcome 4: NZAID’s programmes demonstrate measurable gender equality impact and outcomes, including through the use of sexdisaggregated data and gender indicators Performance Measures: • Increased proportion of activities/programmes which can be assessed as meeting DAC gender-equality focussed criteria • Regularly collect sex-disaggregated statistics and gender indicators, and use this data to monitor and report on performance • Baseline report on status of NZAID programme performance against DAC Gender Equality Marker generated and shared; Subsequent reports generated and shared on an annual basis demonstrate improved performance against the marker • Staff guidelines for AMS gender equality marker classification developed and included in AMS; Random quality checks demonstrate increased accuracy of policy marker classification • Improved monitoring and performance against sex-disaggregated and gender indicators for NZAID HRD support 4.1 - Collect sex-disaggregrated data for all activities/programmes - at time of project/programme - DPMs & DPOs - Identify specific gender equality indicators for all activities/programmes and design to commence in 07/08 and - NZAID Managers, DPCs & LES - Team Leaders regularly monitor progress against them ongoing thereafter - Use sex-disaggregated data and gender statistics to report on gender - SAEG - Consultants equality impact and outcomes of programmes - Engage in dialogue with partners on the value of gender-specific data - AID MGT collection to effectively measure gendered impact 15 Activity/Input First Year (07-08) Action & Other Milestones In some cases, there may be a need to develop example indicators to share with partners – these can be incorporated into sector/thematic guidelines developed under Activity 3.5. 15 15 16 Activity/Input First Year (07-08) Action & Other Milestones - Guidelines for AMS gender equality marker classification developed, entered into AMS and provided to all programme staff in 07-08 Responsibility (lead responsibility in bold) - GA with support of MSG & SAEG administrators - Gender COP to support - AID MGT to endorse 4.2 - Review internal criteria for Gender Equality and Women’s Empowerment classification system for AMS in line with DAC Gender Equality marker guidelines (Principal objective, Significant objective, Not targeted, Not known); - Generate and report on annual statistics by: AIDPAC & AIDGLO Bilateral, Regional, Multilateral programmes - Baseline statistical report Gender Policy Focus Areas (Capabilities; Access to and Control of developed by end 07-08 and Resources, Opportunities & Services; & Human Security) and combinations of the above; annually thereafter - Provide clear guidelines for staff to accurately enter AMS gender equality - Initial quality check in 07-08 and classification and support Team Leaders to quality control; - Carry out periodic quality checks to ensure accuracy of AMS gender periodically thereafter classification system 4.3 - Review gender-responsiveness of statistical management and - Baseline in 07/08 and annually GA + MSG + Programme staff - Gender COP to support monitoring system for NZAID HRD/scholarship support 16 thereafter - Proactively promote gender equality in the allocation of scholarships and - SAEG training awards at all levels. - Use statistics to report periodically on gender and HRD support disaggregated by recipient country and level/type of HRD Outcome 5: NZAID’s organisational systems, procedures, practices and work culture reflect and support the integration of gender perspectives and a commitment to gender equality Performance Measures: • Proactive and effective Gender COP with clear TOR to increase its influence and profile, linked to gender contact points at Posts • Informal External Advisory Group established, meetings convened, feedback provided to AID MGT; improved assessment of NZAID performance • Gender specialist staffing maintained or increased, including through consideration of use of short-term interns/volunteers • Increased number of internal staff meetings which include discussions about gender issues and agency mainstreaming • Standard gender policy clauses developed for all TORs and improved gender analysis quality control in consultancy reports received • Improved sex (gender) balance and gender specialist expertise in ACS scheme and ACS contractors used • Increased accountability for gender mainstreaming in performance management of staff • HR policies and procedures are increasingly gender-sensitive • Increased use of gender-inclusive language in NZAID publications, press releases and speeches Activity/Input First Year (07-08) Action & Other Responsibility Milestones 16 Both qualitative and quantitative aspects will be considered. 16 17 Activity/Input 5.1 – Appoint a Gender COP, with the aim to ensure that it has sex (gender) balance, is representative of NZAID programmes and divisions, and has proactive and committed members; - Review the role of the Gender COP and develop a TOR which will increase its profile, influence and impact - Identify gender contact points at Posts for liaison on gender issues 5.2 Establish an informal external gender advisory group comprised of domestic CSO and other partners (and possible representation from regional and in-country partners) to provide peer feedback to NZAID on progress in the area of gender and women’s empowerment 5.3 – Ensure that NZAID has adequate and sustained human resources for gender mainstreaming and gender advisory support; - Ensure that development of NZAID staff gender analysis capacity is prioritised, resourced and measured: - Consider the use of interns/volunteers with gender expertise 5.4 - Gender issues and progress with gender mainstreaming are discussed on the agenda of team, divisional, management and cross-agency meetings 5.5 - Include/review reference to need for gender analysis expertise and use of sex-disaggregated data in TORs for consultancy contracts; and improve quality control requirement for gender analysis in all consultancy reports - Promote sex (gender) balance and gender specialist expertise in registered ACS contactors and consultancy assignments; and proactively seek female consultants if required 5.6 - Incorporate the need for gender analysis into recruitment, job descriptions, professional development, performance agreements and appraisals; - Ensure gender-sensitive HR policies; - Ensure gender-sensitive contracting guidelines and procedures 5.7. Ensure the use of gender inclusive language in all NZAID official publications, correspondence, presentations and speeches. First Year (07-08) Action & Other Milestones - 07/08 and periodically thereafter as staff change - TOR for Gender STT developed by end 2007 Responsibility (lead responsibility in bold) - GA + Gender COP - Team Leaders - AID MGT - GA + Gender COP - AID MGT - Posts - GA + Gender COP - AID MGT - SAEG, Programmes - Post staff - GA + Gender COP - SAEG - AID MGT - EDG - Team Leaders - AID MGT, All staff - GA + Gender COP - Programme Staff - Post staff - Team Leaders - SAEG - MSG - EDG - AID MGT - Team Leaders - MSG - GA to support - AID MGT - Communications, All staff - Define membership by mid 2008, aim to convene first meeting in 08 - Convene meetings once a year or on an ‘as needs’ basis Ongoing Ongoing - Commence in 07/08 & ongoing thereafter - Next ACS round (tbc) Ongoing Ongoing 17