UNCT Performance Indicators for Gender Equality. Users Guide

Transcription

1 UNCT Performance Indicators for Gender Equality Users Guide Prepared by UNDG Task Team on Gender Equality Contact information: Sandra Pellegrom, UN DOCO

2 Table of Contents 1. Introduction 1 2. Background to the Scorecard 2 3. Using the Scorecard Process for implementation and roll-out and review 3.2 Technical assistance 3.3 The Scorecard dimension and indicators 3.4 How to rate the dimensions 3.5 How to analyse the data 3.6 Contributing to UN system-wide knowledge on gender mainstreaming 3.7 Follow-up to rating Annex 1: Background information to development of the Scorecard Annex 2: Scorecard methodology Annex 3: Terms of reference for national consultant Annex 4: Questionnaires for UNCT and counterpart interviews Annex 5: Narrative report outline Annex 6: Key source documents ii

3 1. Introduction This Users Guide should be read before use of the Scorecard. Its purpose is to provide guidance on using and follow-up to the Scorecard. The UNCT Performance Indicators for Gender Equality (Scorecard) establishes an accountability framework for assessing the effectiveness gender mainstreaming by the UN Country Team s (UNCT). The purposes of the Scorecard are: To assist UNCTs in identifying areas in which they are meeting or not meeting minimum standards. To stimulate a constructive dialogue within the UNCT about the current status of gender mainstreaming and how it can be improved. To identify where technical assistance can support the achievement of minimum standards. To share good practice in supporting national priorities for gender mainstreaming. Development of the Scorecard was coordinated by the UNDG Task Team on Gender Equality. Its development was proposed by the UNDG Principals in July 2006, and endorsed by the UNDG Principals in April Section 2 of the Users Guide provides a background to development of the Scorecard. Section 3 explains how the Scorecard should be implemented, including data analysis and follow-up. The Annexes provide additional background information, a generic terms of reference for a national consultant, and templates for reporting. A powerpoint presentation on implementing the Scorecard is also available. Technical support for using the Scorecard is available at: tonybeck@shaw.ca or by phone 1

4 2. Background to the Scorecard UN Member States have made visionary commitments concerning achievement of gender equality and women s empowerment at the national level. 1 The majority of UN organizations have policies and/or strategies to enhance their contributions to and support of gender equality and women s empowerment. In the context of UN reform, enhancing overall performance of the UNCT on gender equality and women s empowerment is vital. Reviews undertaken by the UNDG Task Team on Gender Equality affirmed that there has been notable progress in the reflection of gender equality in planning documents, and that innovative programming is being spearheaded by many UN organizations. However, systems and tools to measure progress against stated goals, and accountability functions, need to be strengthened. The Scorecard is intended to assist UNCTs in filling this gap. The Scorecard is focused on the performance of the UNCT, rather than the performance of any one UN organization. It intends to provide an assessment of what the UN as a whole contributes to gender mainstreaming and consequently to the promotion of gender equality. It is intended to complement existing accountability frameworks (see Box). The main focus of the Scorecard is on strategies and processes that is gender mainstreaming - rather than development results. Accountability mechanisms for gender mainstreaming across the UN system The Scorecard is one of three system-wide accountability mechanisms being introduced in the UN. The other two mechanisms are standards for the Systemwide policy and strategy on gender equality and the empowerment of women, with a focus on agency HQs; and a results based framework for planning and reporting on Security Council resolution 1325 (2000) on Women, Peace and Security. Development of the Scorecard has been coordinated with these other initiatives. Achievement of development results on gender equality and women s empowerment must be led by national partners, with support from the UNCT. For further background details, see Annex 1; for the methodology behind development of the Scorecard, see Annex 2. How the Scorecard fits with UNDG reporting processes The Resident Coordinator (RC)/UNCT appraisal system made up of the UNCT results reporting template and the 180 Degree Competency Assessment instrument - is being revised in The UNDG Task Team is coordinating with the UN Development Group Office concerning this revision, and the links between the Scorecard and other appraisal mechanisms. As the new RC appraisal system and Scorecard are rolled out through 2008, complementarity will be ensured. 1 With commitments ranging from agreement on the Beijing Platform for Action, to the UN Convention on the Elimination of All Forms of Discrimination Against Women, to the Millennium Development Goals, including Goal 3: Achieve Gender Equality and Women s Empowerment. 2

5 3. Using the Scorecard 3.1 Process for implementation, roll-out and review Typically at the country level implementation of the Scorecard would proceed as follows: Step 1: The Resident Coordinator initiates the Scorecard process. The majority of the Scorecard should be implemented twice during the UNDAF period, once during UNDAF planning and once at mid-term review. Certain areas related to UNDAF planning should be implemented only once during the UNDAF period, as noted in footnotes to the Scorecard. Step 2: The UNCT/Gender Theme Group discusses the Scorecard and process of implementation. Technical support is available to the UNCT/gender theme group/national consultant for implementing the Scorecard, including a powerpoint presentation, and phone and support, via tonybeck@shaw.ca. Step 3: A national consultant is identified and contracted for 10 days. 2 A generic terms of reference for a national consultant, including details of time allocation, are provided as Annex 3. These terms of reference will need to be adapted at the country level. Step 4: The national consultant reads through the background material, refines the generic questionnaire included as Annex 4, and sets up and carries out interviews. The UNCT should provide a letter of introduction to counterparts explaining why an interview is being requested. Step 5: The national consultant provides a draft of the completed Scorecard and accompanying narrative report to the RC; and makes a verbal presentation to the RC/UNCT. During this meeting a follow-up tracking matrix should also be completed see Section 3.7. A generic outline for a narrative report is included as Annex 5. The UNCT led by the RC will review this report and send comments within two weeks. The national consultant should take these responses into account when completing the report. Step 6: The final Scorecard, narrative report and follow-up Table should be sent to the RC, who will forward this to the Development Operations Coordination Office (DOCO) with his or her comments. Step 7: A debrief through , including a questionnaire survey for the UNCT/gender theme group, and national consultant. Roll-out of the Scorecard is planned in 2008, for 2008 and 2009 UNDAF countries. This will be on a pilot basis, and UNCTs will be requested to review the Scorecard content 2 During piloting of the Scorecard, most Country Teams expressed the opinion that the Scorecard should be administered by an external consultant, supported by the UNCT/Gender Theme Group. The rationale for this was that it would support greater accountability and allow a more objective perspective. 3

6 and process of implementation so that necessary revisions can be made. The UNDG Task Team is planning a review of the Scorecard in 2008 as a result of the initial roll-out. 3.2 Technical assistance The DOCO, based on the consultant s report and RC comments, will facilitate provision of appropriate technical assistance The Scorecard dimensions and indicators The Scorecard has eight dimensions, following the UNCT planning cycle, that in combination are a holistic measure of UNCT performance. These dimensions were organized around the UNCT planning and programming process, and aim to capture all important elements related to gender mainstreaming. Not all of the dimensions will be relevant for every country. For example, where there is no UNDAF, but extensive joint programming, Section 2.b will be the most relevant to complete. Which dimensions a Country Team should complete should be self-evident. The following Table explains the Scorecard columns. Dimensions Dimensions refer to the overarching area which needs to be assessed. This column also includes the source of the indicator, that is the institutional mandate from which the indicator was developed. See Annex 6 for sources. Definition This provides you with the indicators against which you will assess the UNCT. The indicators have been defined as precisely as possible to help you rate UNCT performance. Rating Include one of the following ratings, based on the definition of indicators in the previous column. A numerical score should be given, as below. 5 = exceeds minimum standards 4 = meets minimum standards 3 = Needs improvement 2 = Inadequate 1 = Missing 0 = not applicable Include reviewer comments as to why a particular rating was made, and the evidence base such as interviews and documents reviewed. Dimension 1.d of the Scorecard is Gender sensitive indicators included. Good practice in indicator development recommends the complementary use of qualitative and quantitative indicators. It is important when reviewing gender sensitive indicators to ensure that qualitative or difficult to measure areas such as gender-based violence and empowerment are not overlooked. For more details on use of qualitative and quantitative indicators, see the UNDP Cutting Edge Pack on Gender and Indicators

7 3.4 How to rate the dimensions Before starting on the exercise of completing the Scorecard, read through the different indicators to ensure that all are clear. As in all rating systems, there will likely be some uncertainty at times, in particular between meets minimum standard and needs improvement. You will need to use your best judgment. Exceeds minimum standard: This rating should be used when UNCTs have gone beyond the minimum standards, in other words where excellent work on gender mainstreaming is taking place. Meets minimum standard: This is the minimum that a UNCT is expected to achieve on gender mainstreaming, following UN institutional mandates included in the first column of the Scorecard. Needs improvement: This rating applies to a situation where the UNCT is close to meeting the minimum standard, and is likely to reach this standard over the period of a year or two, if remedial action is taken. Inadequate: This rating is for dimensions that fall well below the adequate standard and where significant improvement is required. Missing: This rating should be applied where the dimension is not included, for example if no sex-disaggregated data is included or there have been no consultations with women s NGOs and networks. Not applicable: This rating should be applied when the dimension is not relevant, for example where there is no Gender Theme Group, or Poverty Reduction Strategy Paper or its equivalent. 5

8 The following Table presents an example of rating. Dimensions Definition 1. Planning (CCA/UNDAFs) 1.a Adequate UNCT review of country context related to gender equality and women s empowerment Source: UNDAF Guidelines Exceeds minimum standards Includes an in-depth analysis of the ways in which gender inequality is reproduced, including the influence of gender relations, roles, status, inequalities and discrimination in access to and control of resources. The analysis notes links to national legal frameworks relevant to the promotion of gender equality and women s empowerment, and specific measures for follow up to CEDAW reports and CEDAW Committee concluding comments. All data is sex-disaggregated, or there is a specific reason noted for not disaggregating by sex. Critical capacity gaps are identified in the area of the promotion of gender equality. Meets minimum standards Includes an in-depth analysis of the ways in which gender inequality is reproduced, including the influence of gender relations, roles, status, inequalities and discrimination in access to and control of resources. The analysis notes links to national legal framework relevant to the promotion of gender equality and women s empowerment, and includes reference to CEDAW reports and concluding comments. All data is sex-disaggregated, or there is a specific reason noted for not disaggregating by sex. UNCT comments and evidence base Meets Minimum standards (Score: 4) The UNCT has made serious attempts to mainstream gender in its key planning documents, and the CCA/UNDAF provides an important framework for gender equality programming. Analysis includes : Detailed assessment of gender relations and roles Entitlement to property and resources Consistent use of sex disaggregated data Reference to CEDAW reports and concluding comments in UNDAF Critical gender-related capacity gaps were not identified in the CCA/UNDAF, so an exceeds minimum standards rating was not given. Evidence base: CCA/ UNDAF Needs improvement Any two of the above three areas (under Meets minimum standards) are met. Inadequate Any one of the above three areas (under meets minimum standards) is met. Missing Not applicable 6

9 Gathering data for the Scorecard will involve two main steps, the first a review of background documents, and the second interviews with key stakeholders. Generic questionnaires for interviews are provided as Annex 4; this will need to be adapted on a country by country basis. The following Table provides an illustration of data sources required to complete the Scorecard, organized by the Scorecard Dimensions. Data sources Dimension Data source 1 Planning CCA/UNDAF and other UNCT planning and programming documents. 2 Programming Background documents: National Plan of Action on Gender Equality and/or Women s Empowerment, CEDAW related documents, PRSPs or their equivalent, UNCT joint programmes. Interviews with relevant government ministries, Resident Coordinator, Gender Theme Group, heads of agencies and agency staff. 3 Partnerships Interviews with UNCT and counterparts and partners such as the Women s/gender Equality Ministry, Civil Society Organizations and Government focal point for the UN. 4 Policies and Interviews with Resident Coordinator, Gender Theme Groups, capacities review of Gender Theme Group documents. 5 Decision-making Agenda and minutes of Heads of Agencies meetings, and/ or interviews. 6 Budgeting UNCT budgets, Joint Programme budgets, interview with Resident Coordinator. 7: Monitoring and evaluation 8: Quality control and accountability UNDAF Monitoring and Evaluation Framework, UNDAF and Resident Coordinator Annual Report, audits, evaluations and annual reviews. Interviews with Resident Coordinator, Monitoring and Evaluation Theme Group. Readers Group comments, interviews with Regional Director, Resident Coordinator. 3.5 How to analyse the data The rating assigned should be included in the final column of the Scorecard. The average score for each Dimension (planning, programming etc) should be included in the narrative report (Annex 5). The average score for each Dimension should be calculated by adding the ratings for that Dimension, and then dividing by the number of elements in each dimension (e.g. in Dimension 1, planning, there are five elements, 1a- 1e). 4 The Scorecard was not developed with the intention of producing a composite rating for the UNCT, because of the issue of weighting the different Dimensions. Further analysis across Dimensions will be carried out by the UNDG Task Team at the regional and 4 For 5a, Gender Theme Group coordinator is part of UNCT Heads of Agency group, which requires a yes or no response, rate 4 for yes, and 0 for no. 7

10 global levels. This will allow an assessment of how the UN is performing overall, as well as global strengths and weaknesses in relation to gender mainstreaming. 3.6 Contributing to UN system-wide knowledge on gender mainstreaming The Scorecard is also intended to assist the UN system to understand across countries and regions how good practice in gender mainstreaming is achieved. Where UNCT performance exceeds minimum standards, there is an opportunity to write up the process and share this with other parts of the system. This information can also be included in the narrative report. 3.7 Follow-up to rating The presentation of findings by the national consultant to the RC/UNCT is an opportunity to highlight strengths and weaknesses, and jointly identify areas which are a priority for improvement. The national consultant should complete the following matrix during or shortly after this discussion. UNDG Gender Equality Scorecard follow-up matrix Dimension Average numerical rating Main follow-up issues Steps to be taken, including technical assistance needed, time-frame, allocation of responsibility, and resources required An example of a completed follow-up matrix, for Dimension 2 of the Scorecard, on programming, is as follows: Dimension Programming Average numerical rating 3 (needs improvement) Main follow-up issues No Joint Programme on gender being formulated, and limited attention to gender in Joint Programmes Steps to be taken, including technical assistance needed, time-frame, allocation of responsibility, and resources required Joint programme on gender to be formulated Time frame: joint programme to begin within 2 years. Responsibility: RC Resources required for planning: 0 Limited capacity development provided to govt. on gender analysis in aid processes Capacity development programme initiated for relevant government department on aid processes. Time frame: Responsibility: UNDP Resources required: US$200,000. This Table will be used in subsequent years to measure progress of the UNCT over time. 8

11 Annex 1 Background Information to development of the Scorecard Development of the Scorecard follows from the 59 th Session of the UN General Assembly, where Member States, in adopting the Triennial Comprehensive Policy Review (TCPR) of Operational Activities for Development of the UN System (UN 2005: 13) called on all UN organizations to: mainstream gender and to pursue gender equality in their country programmes, planning instruments and sector-wide programmes and to articulate specific country-level goals and targets in this field in accordance with the national development strategies. 5 Further, ECOSOC Resolution 2004/4 - Review of Economic and Social Council agreed conclusions 1997/2 on mainstreaming the gender perspective into all policies and programmes in the United Nations system requested: the Secretary-General to ensure that all United Nations entities develop action plans with time lines for implementing the agreed conclusions 1997/2, which address the gap between policy and practice identified in the Secretary-General s report, with a view to strengthening commitment and accountability at the highest levels within the United Nations system as well as to establishing mechanisms to ensure accountability, systematic monitoring and reporting on progress in implementation. As a direct follow-up to the TCPR, and to ensure a comprehensive response to many of its recommendations, the UN Development Group (UNDG) created a Task Team on Gender Equality as a sub-group of the UNDG Programme Group. The goals of the Task Team are: to support more consistent and coherent action among UNDG member agencies to mainstream gender equality and promote women s empowerment at the country level; and to ensure that gender equality and women s empowerment are mainstreamed into the wide range of tools and processes that emerge from the UNDG for use by UN Country Teams (UNCTs). In 2006 the UNDG Task Team on Gender Equality commissioned a background paper on accountability mechanisms in UNDG agencies. This paper 6 reviewed accountability for programming in support of gender equality in ILO, UNDP, UNFPA, UNICEF, and WFP 7 and found that: A common understanding of how to apply gender mainstreaming in UN operational activities is needed. This is because if there is no agreement on what constitutes a minimum level of actions to support gender equality, how will it be possible to hold agencies and UN Country Teams accountable for this? Reaching agreement across agencies on what constitutes a minimally acceptable performance to support gender equality, through an agreed set of indicators, would contribute to stronger guidance and accountability. 5 UN (2005) Resolution adopted by the General Assembly. 59/250. Triennial comprehensive policy review of operational activities for development of the United Nations system. New York: A/RES/59/ The four ExCom agencies were chosen, along with ILO because of their well-recognized work on gender audits. 9

12 Subsequently this background paper was endorsed at the UNDG Principals meeting in July 2006, where agreement was reached on development of a UNCT-level Accounting for Gender Equality Scorecard that sets minimum standards for UNCTs to assess their performance, and to identify gaps and progress across the system. General background to scorecards The use of scorecards for strategic planning originated with the concept of the Balanced Scorecard in the early 1990s - planned to enable businesses to turn their vision and strategies into action 8, and currently considered one of the most important business planning tools. Instead of measuring performance by financial outcomes alone, the Balanced Scorecard incorporates four perspectives: financial; business process; learning and growth; and customer perspective. The intention of moving beyond financial information was to provide managers with richer and more relevant information about activities they are managing. Over time the design of Balanced Scorecards evolved to include causal links between an organization s strategic goals and the four perspectives; causal links between strategic objectives within the different perspectives; and the inclusion of a Destination Statement, which acts as a final check on objectives, measures, and targets chosen in the development of a scorecard 9. However, these authors argue that since the initial task of designing a scorecard is challenging: many management teams are persuaded to use less demanding design processes, with the result that perhaps a majority of Balanced Scorecards fail. (ibid: p.5). Some of the challenges of developing a scorecard are the process of choosing specific measures to report, and clustering deciding how to group measures into perspectives. Scorecards in the public sector Like many evaluation and strategic planning tools, the scorecard concept has been picked up on by the public sector. In the public sector, including the UN, management consultants are increasingly brought in to improve strategic planning. The UNDP Balanced Scorecard for example uses many of the techniques introduced in the original scorecard concept, including destination statements. However, in the public sector, at least among development agencies, scorecards appear to have been used more for monitoring and evaluation than for planning that is for keeping score in the organization, rather than for planning and attempting to maintain a balance between different organizational functions. Because of this, public sector scorecards often resemble a revised Logical Framework Analysis format. Below are three recent examples of gender scorecards. The UNDP Gender Mainstreaming Scorecard 10 is to be completed by all Headquarters Bureaux, Regional Centres and Country Offices every six months. The Scorecard covers six areas: corporate commitments; implementation mechanisms; internal capacities; gender mainstreaming in the project cycle; accountability; and culture. In the 8 Arveson, P. (1998) What is the Balanced Scorecard? Balanced Scorecard Institute. Washington, D.C. Accessed on-line: January 17, Cobbold, I. and G. Lawrie The development of the Balanced Scorecard as a strategic management tool. 2GC Conference Paper, mimeo 10 UNDP (2006) Gender Mainstreaming Scorecard. New York: mimeo. 10

13 scoring system for the Scorecard, UNDP uses a six-point scale, and has taken a mainly quantitative approach, with cut off points at 25, 50 and 75 per cent. The UNDP s Rwanda Gender Audit Project 11 used a Balanced Scorecard to better understand the extent to which policies on gender equality were being incorporated into programmes and interventions, and to see if internal policies reflected the agency s commitment to gender equality. An anonymous questionnaire of all project staff was generated, and the Scorecard considered four perspectives: accountability to heaquarters; internal operations and competences; innovation and learning; and reputation with partners, clients and constituencies. UNESCO s Scorecard on Gender Equality and Girls Education in Asia faced complex conceptual and data issues, particularly related to conceptualization, measurement, quality and accessibility of data. The scorecard was built around four measures that are considered indicators of girls access to and retention in schooling: girls net attendance rate at primary school; girls survival rate over 5 years in primary schooling; girls secondary net enrolment rate; and the country gender development index. Despite the methodological constraints, it was concluded that the Scorecards generated some useful insights with regards to the MDG achievements. 11 UNDP (2006a) Rwanda Gender Audit Project, Internal Self-Assessment Questionnaire, mimeo. 12 UNESCO (2004) A Scorecard on Gender Equality and Girls Education in Asia Bangkok: UNESCO. 11

14 Annex 2 Scorecard methodology The Scorecard is based on a background literature review, a review of a number of similar initiatives, and substantial interaction with UNDG agencies. Development of Scorecard dimensions, phrasing of the explanation of dimensions the performance indicators, and the rating system, went through a review by the Gender Equality Task Team. The Scorecard and this Users Guide also went through a peer review process in seven Country Offices, with comments received integrated as appropriate. In total four drafts were formulated and discussed. The performance indicators included in the Scorecard were drawn from international mandates on gender equality and the empowerment of women, and UNDG guidance. The source for each indicator is provided in the left hand column of the Scorecard, and these sources are outlined in Annex 6 of this Guide. The Scorecard indicators are not meant to supersede individual UN organization indicators. Rather, the Scorecard was developed based on a review of what exists, consolidated and built on indicators used by a number of UN organizations, and has developed new indicators where none existed. 12

15 Annex 3 Terms of reference for national consultant 1. Background At the 59 th Session of the UN General Assembly, Member States, in adopting the Triennial Comprehensive Policy Review (TCPR) of Operational Activities for Development of the UN System called on all UN organizations to: mainstream gender and to pursue gender equality in their country programmes, planning instruments and sector-wide programmes and to articulate specific country-level goals and targets in this field in accordance with the national development strategies. 13 Further, ECOSOC Resolution 2004/4 - Review of Economic and Social Council agreed conclusions 1997/2 on mainstreaming the gender perspective into all policies and programmes in the United Nations system requested: the Secretary-General to ensure that all United Nations entities develop action plans with time lines for implementing the agreed conclusions 1997/2, which address the gap between policy and practice identified in the Secretary-General s report, with a view to strengthening commitment and accountability at the highest levels within the United Nations system as well as to establishing mechanisms to ensure accountability, systematic monitoring and reporting on progress in implementation. As a direct follow-up to the TCPR, and to ensure a comprehensive response to many of its recommendations, the UN Development Group (UNDG) created a Task Team on Gender Equality as a sub-group of the UNDG Programme Group. The goals of the Task Team are: to support more consistent and coherent action among UNDG member agencies to mainstream gender equality and promote women s empowerment at the country level; and to ensure that gender equality and women s empowerment are mainstreamed into the wide range of tools and processes that emerge from the UNDG for use by UN Country Teams (UNCTs). In 2006 the UNDG Task Team on Gender Equality commissioned a background paper on accountability mechanisms in UNDG agencies. This paper 14 reviewed accountability for programming in support of gender equality in ILO, UNDP, UNFPA, UNICEF, and WFP and found that: A common understanding of how to apply gender mainstreaming in UN operational activities is needed. This is because if there is no agreement on what constitutes a minimum level of actions to support gender equality, how will it be possible to hold agencies and UN Country Teams accountable for this? Reaching agreement across agencies on what constitutes a minimally acceptable performance to support gender equality, through an agreed set of indicators, would contribute to stronger guidance and accountability. 13 UN (2005) Resolution adopted by the General Assembly. 59/250. Triennial comprehensive policy review of operational activities for development of the United Nations system. New York: A/RES/59/250, p

16 Subsequently this background paper was endorsed at the UNDG Principals meeting in July 2006, where agreement was reached on development of a UNCT-level Accounting for Gender Equality Scorecard that sets minimum standards for UNCTs to assess their performance, and to identify gaps and progress across the system. 2. Purpose of the Scorecard exercise To assist UNCTs in identifying areas in which they are meeting or not meeting minimum standards. To stimulate a constructive dialogue within the UNCT about the current status of support for gender equality and women s empowerment and how it can be improved. To identify where technical assistance can support the achievement of minimum standards. To share good practice in supporting national priorities to advance gender equality and women s empowerment. 3. Purpose and requirements of the consultancy A consultant is required to implement the Scorecard as follows: Activity Background document review: Scorecard and Users Guide CCA and UNDAF UNDG. Common Country Assessment and United Nations Development Assistance Framework. Guidelines for UN Country Teams on Preparing a CCA and UNDAF. February UNCT planning and programming documents National Plan of Action on Gender Equality and/or Women s Empowerment, CEDAW related documents, PRSPs or their equivalent, UNCT joint programmes UNCT budgets, Joint Programme budgets Readers Group comments, 180 degree assessment materials Interviews: Resident Coordinator Gender Theme Group Monitoring and Evaluation Theme Group Other UN staff Regional Director Team Counterparts, including women s machinery, other government ministries (eg planning), and civil society Number of days 3 4 Approximately interviews Completion of draft Scorecard and narrative report

17 Verbal debriefing with RC/UNCT, completion of final Scorecard, 1.5 narrative report and follow-up matrix, and debrief with UNDG Task Team Total Competencies required In-depth knowledge of the UN programme in-country At least 10 years experience of work on gender mainstreaming At least five years experience of work on results based management Ability to complete the Scorecard, narrative report and follow-up matrix in English 15

18 Annex 4 Questionnaires for UNCT and counterpart interviews While the basic format of the following questions should be used during interviews, they should be adapted at country level to ensure relevance to the country context. Who is to be interviewed should be determined with the UNCT, based on UNCT programming. Scorecard Dimension 1 on planning is not included because it is based on document review rather than interviews. However, the consultant may make note of any relevant information that arises concerning planning during interviews. Scorecard dimension 2. Programming. Interviews with relevant government ministries, Resident Coordinator, Gender Theme Group, heads of agencies and agency staff. 2a Gender perspectives are adequately reflected in programming Does UNCT programming directly address the gender-related opportunities and challenges highlighted in key planning documents (CCA/UNDAF, MDG report etc)? Can you provide examples? Are these programmes adequately funded? Are there joint initiatives in place in support of gender equality and women s empowerment? What is the quality of these joint initiatives? How successful has it been in meeting its objectives? 2b Joint programmes Is a Joint Programme on gender equality in place? To what extent does this Joint Programme address key national gender equality priorities? Please give examples. To what extent are other Joint Programmes gender mainstreamed? What mechanisms are in place (e.g. screening or peer review) to determine if UNCT Joint Programmes are adequately gender mainstreamed? How successful has the Joint Programme on gender been? Has it met its objectives? Have the objectives in other Joint Programmes related to promoting gender equality been successful? 2.c - UNCT support for national priorities related to gender equality and/or women s empowerment To what extent does the UN s budgetary allocation support the following: - The National Plan of Action on Gender Equality and/or Women s Empowerment. - implementation of CEDAW, and follow-up to CEDAW Committee concluding comments. - collection and analysis of sex-disaggregated data at the national level. - gender mainstreaming in ministries other than the women s machinery. 16

19 What level of resources are being allocated to these priorities? Is this a constant figure or has it changed over time? How successful has this support been in terms of meeting objectives? What are the measures of success? 2.d - UNCT support to gender mainstreaming in programme based approaches To what extent has the UNCT been involved in the following: -Capacity development for relevant government ministries for mainstreaming gender in Poverty Reduction Strategy Papers or national development plans. -Capacity development for relevant government ministries for mainstreaming gender in General Budget Support programming. -Capacity development for relevant government ministries for mainstreaming gender in Sector Wide Approaches or National Development Plans. How successful has this capacity development been? Has it met its objectives? What have the measures of success been? 2.e - UNCT support to gender mainstreaming in aid effectiveness processes To what extent have the following been achieved: -Promotion of gender-sensitive budgeting in the Ministry of Finance and other key ministries. -UNCT takes lead role in improving the Government s ability to coordinate donor support to promoting gender equality. -UNCT supports monitoring and evaluation of gender mainstreaming in Poverty Reduction Strategy Papers, General Budget Support programming, and Sector Wide Approaches. How successful has this support been? Has it met its objectives? What have the measures of success been? Scorecard Dimension 3 Partnerships Interviews with UNCT and counterparts and partners such as the Women s/gender Equality Ministry, Civil Society Organizations and Government focal point for the UN. 3.a - Involvement of National Machineries for Women / Gender Equality and women s departments at the sub-national level to be completed once during the CCA/UNDAF period To what extent has the women s machinery/department participated in: -Consultations about CCA/UNDAF planning (e.g. the prioritization retreat). -Development of UNDAF outcomes, inputs and indicators. -Monitoring and evaluation of UNDAF results. Has there been full participation? How is this being tracked? Full participation means that the women s machinery/department is present at meetings, is involved in decisionmaking, and that recommendations made are followed-up and there is involvement at the implementation level. What is the role of the women s machinery in supporting achievement of UNDAF outcomes? Is this role clearly defined? 17

20 3.b - Involvement of women s NGOs and networks to be completed once during the CCA/UNDAF period To what extent have women s NGOs and networks participated in: -Consultations about CCA/UNDAF planning (e.g. the prioritization retreat). -Development of UNDAF outcomes, inputs and indicators. -Monitoring and evaluation of UNDAF results. Has there been full participation? How is this being tracked? Full participation means that women s NGOs and networks are present at meetings, involved in decision-making, and that recommendations made are followed-up and there is involvement at the implementation level. What is the role of women s NGOs and networks in supporting achievement of UNDAF outcomes? Is this role clearly defined? 3.c - Women from marginalized groups included as programme partners and beneficiaries in key UNCT initiatives To what extent are the capacities and livelihood strategies of women from all marginalized groups clearly identified in UNCT country level analysis? To what extent does the UNCT proactively involve women from all marginalized groups in planning, implementation, decision-making, and monitoring and evaluation? To what extent are women from all marginalized groups participants and beneficiaries in key UNCT initiatives, e.g. in UNDAF outcomes and outputs? How is this tracked, and what are the measures of success? Scorecard Dimension 4 UNCT capacities 4.a - Multi-stakeholder Gender Theme Group is effective Interviews with Resident Coordinator, Gender Theme Groups Is the Gender Theme Group adequately resourced, and resourced equally to other Theme Groups? How is allocation of resources determined? Who are members of the Gender Theme Group? Do all key stakeholders participate (e.g. national partners, Bretton Woods institutions, regional banks, civil society, the private sector, donors, and international NGOs). Are Gender Theme Group recommendations taken into account in preparation of CCA/UNDAF? Are there any examples? Does the Gender Theme Group have a clear terms of reference? 4.b - Capacity development of UNCTs in gender equality and women s empowerment programming 18

21 Does the Resident Coordinator systematically promote, monitor and report on capacity development activities related to gender equality and women s empowerment? How does this take place? What kinds of reports are produced? Is there a regular review of capacity of the UNCT to undertake gender mainstreaming? How often does this take place? Is the impact of the gender component of training programmes regularly reviewed? Is so, what changes are made based on the review? What training do UNCT staff take on gender mainstreaming? How often does this training take place? How effective is the training, and how is this measured? Do gender specialists and gender focal points receive specific training? How often does this training take place? How effective is the training, and how is this measured? 4.c - Gender expert roster with national, regional and international expertise used by UNCT members the roster can be maintained at national or regional levels Is there a gender expert roster? Is this regularly updated? Does it include national, regional and international experts? To what extent do gender experts participate in key UNCT activities (e.g. UNDAF planning, development of Joint Programmes on gender equality)? What is the outcome of this participation? Please provide examples? How often do UN agencies use the Roster? Is this tracked on a regular basis? Scorecard Dimension 5: Decision-making Interviews with Resident Coordinator and Heads of Agencies 5.a - Gender Theme Group coordinator is part of UNCT Heads of Agency group Is the Gender Theme Group coordinator part of the UNCT Heads of Agency group? 5.b - UNCT Heads of Agency meetings regularly take up gender equality programming and support issues How often is gender equality programming and support issues almost included during Heads of Agency meetings? How are decisions related to gender equality programming and support issues followed through? Who has responsibility for this? What happens if decisions are not followed through? Scorecard Dimension 6: Budgeting Interview with Resident Coordinator 6.a - UNCT Gender sensitive budgeting system instituted What budgeting system does the UNCT have in place? Does this system track UNCT expenditures for gender equality programming? What are the levels of resource allocation for promoting gender equality? 19

22 6.b - Specific budgets allocated to stimulate stronger programming on gender equality Are there specific budgets allocated for the following: -Capacity development and training. -Gender equality pilot projects. -Support to national women s machinery. -Support to women s NGOs and networks. -Maintenance of experts roster. -Promotion of gender mainstreaming in CCA/ UNDAF exercises (e.g. for the preparation of background documentation, gender analysis capacity building, technical resource persons, etc.). -Research on gender equality and the empowerment of women. What is the level of these budgets, both in absolute terms and as a percentage of overall UNCT expenditure? Scorecard Dimension 7: Monitoring and Evaluation Interviews with Resident Coordinator, Monitoring and Evaluation Theme Group. 7.a - Monitoring and evaluation includes adequate attention to gender mainstreaming and the promotion of gender equality How often during the UNDAF period is a gender equality evaluation carried out? How often during the UNDAF period is a gender audit undertaken? Does the UNDAF Monitoring and Evaluation Framework adequately measure genderrelated outcome and output expected results? Is data related to gender-sensitive indicators in the UNDAF Results Matrix being gathered as planned? Is all monitoring and evaluation data sex-disaggregated (or a specific reason is noted for not disaggregating by sex)? If results are not being achieved as planned, what remedial action is taken? How effective is this? Scorecard Dimension 8: Quality control and accountability Interviews with Regional Director, Resident Coordinator. 8.a - CCA/UNDAF quality control to be completed once during the CCA/UNDAF process To what extent are gender experts involved in CCA/UNDAF preparation? Do Readers Group comments refer specifically to gender equality? What changes have been made to the CCA/UNDAF based on Readers Group comments concerning gender equality? Was relevant assessment on gender equality from the CCA quality review template taken into account in revising the CCA? 20

23 Was relevant assessment on gender equality from the UNDAF quality review template taken into account in revising the UNDAF? 21

24 Annex 5 Narrative report outline Length of the report should be about 800 words. It should include a title page noting the country covered, the name and contact details of the consultant, and the date of the report. 1. Methodology (100 words). Outline the methods used, and any constraints faced (e.g. lack of time, lack of access to documents or staff). 2. Findings (500 words) This section should be organized into two parts, one on strengths and one on weaknesses. It should be based on both the scoring in the Scorecard and interviews. For example, a UNCT may be strong on planning, but weak on budgeting. The driving forces to good quality gender mainstreaming (e.g. good leadership, government and agency commitmen)t, as well as the constraints to improved practice (e.g. lack of gender theme group, government opposition to gender mainstreaming) should be noted here. The average score for each Dimension should be included in this section, using the following Table: Dimension 1 Planning 2 Programming 3 Partnerships 4 Policies and capacities 5 Decision-making 6 Budgeting 7 Monitoring and evaluation 8 Quality control and accountability Average score Any good practice in gender mainstreaming should also be highlighted here, including the factors which led to this good practice. 3. Follow-up (200 words) The completed follow-up matrix should be included Dimension Average numerical rating Main follow-up issues Steps to be taken, including technical assistance needed, time-frame, allocation of responsibility, and resources required Annex Note the documents reviewed, and the names and institutional positions of those interviewed. 22

25 Annex 6: Key source documents ECOSOC Resolution 2006/36 Mainstreaming a gender perspective into all policies and programmes in the United Nations system ECOSOC Resolution 2005/31 Mainstreaming a gender perspective into all policies and programmes in the United Nations system ECOSOC 2004 Resolution 2004/4 Review of Economic and Social Council agreed conclusions 1997/2 on mainstreaming the gender perspective into all policies and programmes in the United Nations system. E/2004/INF/2/Add.2 ECOSOC 1997 Agreed Conclusions 1997/2: Mainstreaming the gender perspective into all policies and programmes in the United Nations system. TCPR. Triennial comprehensive policy review of operational activities for development of the United Nations system. A/62/424/Add.2, 18 December UNDG. Common Country Assessment and United Nations Development Assistance Framework. Guidelines for UN Country Teams on Preparing a CCA and UNDAF. February World Summit Outcome 2005 Resolution adopted by the General Assembly 60/1. 23