1. Background and Rationale
The Gender Based Governance Systems (GBG) project has been designed to build upon the gains from the Gender Mainstreaming through Planning and Development (GMP&D) and the Women’s Political School (WPS) projects, which endeavoured to strengthen the Governance system through training bureaucracy and political representatives on gender mainstreaming. The GBG project is structured around the following pillars:
· Capacity building on governance issues of women political leadership at local government, provincial and federal levels.
· Gender Sensitization of politicians in the local government (primarily Nazims and naib Nazims)
· Mobilization of Associations of Local Government through the women political leadership at the local level.
· Capacity building of the bureaucracy particularly at the local government level (including Union Council Secretaries, Tehsil Municipal Officers, District Officers, provincial officers) on Gendered PME systems.
The project commenced implementation on 01 January 2008. It has a total budget of 10 million US dollars of which 3 million US dollars is funded by the Swiss Development Agency (SDC) and 2 million US dollars by the Spanish Gender Parity fund.
During 2009 the UNDP decided to mainstream gender within its four thematic areas: Governance, Poverty Reduction, Energy and Environment and Crisis Prevention and Recovery. The mainstreaming led to the closure of the Gender Support Program and a UNDP led change management consultancy was commissioned to suggest distribution of the different projects coordinated by GSP among the UNDP practice areas. In the context of GBG, the consultancy tabled the options (including pros and cons) of situating the project either within the poverty reduction or governance domain.
It is opportune to undertake a Medium Term Review at this stage since the project has completed almost half of its project life, and expended 2.168 million US dollars on different trainings. The effectiveness, efficiency, sustainability and expected impact of this investment and its monitoring will be reviewed.
There are two broad objectives of the review:
a. A progress review of the GBG project, including a review of achievements, challenges, opportunities and weaknesses against targeted outputs.
b. Based on the analysis table key findings and concrete recommendations towards a focused and relevant programme.
2. Key MTR Activities
The Mid Term Review will use the following assessment parameters to review, examine and analyse GBG project performance. These are as follows:
§ In the context of the change in the local government system, are the project outputs (related to training of women councillors, nazims and naib nazims) relevant to the new system and attendant needs of the stakeholders?
§ Analyse the project logframe in terms of relevance of the outcomes and related outputs. Assess the results chain and their logical flow between the outcome, outputs and activities.
§ Examine the relevance of Federal Project Implementation Unit (FPIU) activities in their contribution to the overall project outputs/ outcome.
§ Assess the overall performance of the GBG project. This will require a review of comparing targets (with regard to desired outputs, objectives, gender mainstreaming/institutional reform, expected impact and resources) against actual implementation results.
§ Review the management structure and technical capacities of the Federal and Provincial GBG secretariats in terms of gender mainstreaming, project management, policy inputs and implementation coordination; Examine whether the diversity of provincial partners (provincial planning departments and local government departments) is contributing towards achieving results?
§ Assess the robustness of the programme in terms of budget utilization, and expenditure management;
§ Review the Monitoring and Evaluation systems of the GBG project in terms of monitoring levels (input, output and outcome) and contribution into target setting and course corrections. Is project coordination (at the federal level) and reporting systems (at the federal and provincial level) offering strategic guidance and facilitation for project implementation? Review monitoring reports from various implementing parties to establish their contribution to quality assurance.
§ Evaluate the institutional arrangements for GBG (involving Political fora, Planning Commission, Planning & Development Division, Provincial Planning & Development Departments and Local Government Departments) in order to establish evidence of competency gains amongst government officials and elected representatives in favour of gender mainstreaming.
§ Review the entry points for GBG in sensitizing and influencing reform for gender based governance (include policy influencing, capacity building, institutional strengthening) within the government in particular within key strategic interventions such as GRAP.
§ Assess the expected impact of the programme at the policy and institutional level(s)
Conclusions and Recommendations
§ Highlight key conclusions w.r.t relevance, effectiveness, efficiency, sustainability, and expected impact.
§ Provide clear recommendations for improving performance. Based on the lessons and conclusions of GBG performance table recommendations in terms of programme focus, distribution of roles between federal and provincial units, scope, staffing, management systems, linkages and resources. Special attention will be given to the upcoming changes in Local Government system and recommendations made for maintaining GBG’s relevance under the new law (including the transition phase).
There will be two outputs:
3.1. An aide memoir containing the main findings, conclusions and recommendations of the review
3.2. A detailed review report addressing all the assessment parameters.
4. Team Composition
The evaluation team will be composed of two members:
4.1. A team leader (with expertise in monitoring and evaluation, institutional reform). Background in gender mainstreaming will be an added advantage.
4.2. A social development cum institutional reforms consultant to provide technical expertise on the national Gender Mainstreaming landscape (NPA, CEDAW implementation, Institutional knowledge regarding key partners/stakeholders…);
The methodology is expected to involve:
5.1. Meetings with stakeholders (e.g. Political fora, Trainers, Trainees, Planning Commission, Planning & Development Division, Provincial Planning & Development Departments and Local Government Departments), and review of project documentation.
5.2. Meetings with international development partners supporting gender equality efforts. (UN agencies, and bilateral donors including SDC, CIDA, GTZ, etc.)
5.3. Literature review and analysis of secondary data; this will include reviewing of GBG annual reports, monitoring reports, financial /expenditure reports etc.
5.4. Field visits to GBG project offices and trainings.
5.5. Draft report sharing workshop to discuss recommendations with stakeholders.
6. Timeframe and Inputs required
The timeframe for the evaluation will be as follows:
6.1. Finalisation of TORs 30 March 2010
6.2. Identifying and contracting consultants – 15 April 2010
6.3. Fielding of mission – 1 May 2010
6.4. Aide Memoire – 20 May 2010
6.5. Sharing Workshop – 22 May 2010
6.6. Complete/final MTR Report shared with UNDP, SDC and Planning Commission – 30 May 2010.
The review team will be administered and coordinated by UNDP. Facilitation support will be extended by the federal and provincial units as per the request of the mission.