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Title: Gender Scoping Study Report Presentation __________________________________________


1
Gender Scoping Study Report Presentation_________
_________________________________
  • Holiday Inn, Harare
  • 24 April 2007
  • By
  • New Dimensions Consultancy Pty
  • George Zimbizi
  • Supported By

2
Outline of the Report Presentation
  • Introduction
  • Objectives of the Research
  • Objectives of the Workshop
  • The Research Process
  • Key Findings of the Research
  • Key Recommendations of the Research
  • The way foward

3
1. Introduction
  • The GSS was conceived out of a realisation by
    major funding partners key interested
    stakeholders that the gender movement in Zimbabwe
    is fragmented and not clearly coordinated thereby
    making it difficult for one to have a clear
    overview picture of what institutions/organisatio
    ns are doing, where and with whose/ what support.

4
2. Objectives of the Research
  • The Gender Scoping Study was undertaken to
    identify key dimensions and gaps of gender
    inequality and how best to support and coordinate
    the gender sector. Broadly the study was
    undertaken to
  • Identify key dimensions of gender inequality and
    gaps in Zimbabwe and how best to support
    effective responses

5
3. Objectives of the Workshop
  • To present the Key Research Findings and Key
    Recommendations of the Gender Scoping Study
  • To discuss the way forward for the gender sector

6
4. The Research Process


7
5. Limitations of the Research ___________________
________________
  • Time constraints for planning workshops and
    setting up key informant interviews
  • Non availability of some key informants
  • Limited geographical coverage (Harare, Bulawayo
    and Mutare)
  • Non return of questionnaires even after several
    follow up attempts
  • Participants felt the questionnaire was too long
  • Limited time for discussions during the actual
    workshops
  • Lack of grassroots women and mens concerns
  • Lack of participation by International NGOs (only
    20 of the targeted International NGOs responded
    versus 55.7 response rate for local NGOs)
  • Failure to interview refugee organisations such
    as UNHCR and
  • Civil Society Organizations failure to provide
    funding related information due to
    confidentiality issues.

8
6.1. Key Stakeholders in the Gender Sector who
participated in this study
6. Key Findings of the Study
9
6.1.1 SWOT Analysis of Government
10
6.1.2 SWOT Analysis for UN Agencies
11
6.1.3 SWOT ANALYSIS FOR DONORS
12
6.1.4 SWOT Analysis of Local International NGOs
WEAKNESSES Lack of a common
understanding of key gender concept such as
mainstreaming and definition of gender 2. Some
international NGOs have an identity crisis, as
they are both donors and implementers. They at
times compete with local NGOs for funding. 3.
Lack of coordination has resulted in competition
for resources and lack of common purpose and
agenda. 4. Lack of financial and human resources
capacity. Most of the local gender NGOs have lost
key staff as they go abroad in search of greener
pastures owing to the harsh economic environment.
Some of the staff has been poached by
international NGOs. Some of the NGOs being led by
fresh college graduates with very limited
experience. 5. Focus is mainly on urban areas at
the expense of rural areas. Some of the womens
NGOs now being viewed as elitist. 6. Exclusion of
men within the gender/womens movement has
overlooked the role of men as agents of
change. 7. Lack of ME frameworks to monitor and
evaluate impact. Over 65 of interviewed NGOs did
not have an ME system. 8. Limited focus on key
gender aspects of women and disability, youths
and vocational training, post exposure
prophylaxis for victims of rape, womens economic
empowerment, human trafficking, displaced
populations and women and access to health
services.
  • STRENGHTS
  • Some international NGOs have resources and can
    draw from international experiences
  • Local NGOs have a strong advocacy and lobbying
    base having successfully lobbied for a National
    Gender Policy and the DVA.

OPPORTUNITIES 1. The GSS, ZUNDAF and
the Womens Coalition initiative provides an
opportunity for the local NGOs to be better
coordinated.

THREATS 1.Decrease in funding from the donors is
more likely to be the case if current funding
trends continue. 2. Current harsh economic
environment a threat to the operations of NGOs.
The high rate of inflation (at over 2000)
reduces real value of funds resulting in reduced
impact. 3. Loss of institutional memory as more
and more local NGO staff leave to go abroad or to
join international NGOs which are better paying.
This is likely to be the fact in the wake of
decreased funding. 4. The Womens Coalition
likely to collapse or weaken if members are
politically patronized especially in view of
national elections to be held next year in
2008. 5. Some of the NGOs deemed to be
anti-government might find themselves
de-registered resulting in them failing to
complete their projects.
13
6.2. Key Dimensions of Gender Inequality in
Zimbabwe____________________________________
14
Key Dimensions Ctd 1
  • Culture, religion and socialisation-
  • patriarchal attitudes (forced marriages, mens
    superiority versus women subservience, wife
    inheritance),
  • masculinity and femininity (dominance of men over
    women.)
  • Statutory and customary law
  • gaps in the constitution e.g. bill of rights
  • dichotomy between statutory and customary laws
  • Lack of awareness of rights and provisions of the
    law
  • Implementation
  • Womens rights and gender-based violence
  • Domestic violence
  • Sexual abuse
  • Psychological abuse
  • Economic abuse
  • Economic empowerment
  • Participation in the formal and informal sectors
  • Decline in the national economic performance-what
    has it led to?

15
Key Dimensions Ctd 2
  • Education
  • Enrolment Access
  • Health and reproductive/sexual rights
  • Decline in health service delivery
  • HIV and AIDS.
  • Sexual reproductive rights
  • Policy and advocacy
  • Access
  • Knowledge
  • Advocacy (strategies and appropriateness)
  • Gender and disability
  • Access (health, education, employment, legal
    frameworks etc)
  • Decision making
  • Participation
  • Access
  • Implementation

16
6.3. Areas of Intervention in Gender Programming
17
6.4. GAPS IN GENDER PROGRAMMING
Gap of Respondents
Lack of adequate funding and attention by funding partners on gender issues 97
Lack of funds to respond to emergence gender issues 91
Lack of documentation 89
No common understanding of the gender concept 88
Lack of coordination in the gender sector 84
Lack of gender expertise and human resource 83
No proper monitoring and evaluation systems 83
Lack of information on gender issues such as the gender policy to grassroots communities 77
Lack of focus on mobile groups of the population 75
Confusion between women's issues and gender issues 72
Lack of systematic approach on Policy, Procedure and practice 65
Lack of nationwide consultations on gender issues 62
No mainstreaming of disability in all gender programmes 34
Lack of male involvement in gender programming 29
Lack of long term funding on gender activities/programmes 92
Lack of ongoing sharing of information on programming priorities and areas of operations among women's NGOs (leading to unnecessary competition for attention and resources) 83
Language barrier and culture 88
Lack of regional and international networks in the gender sector 75
Lack Knowledge Management and ICT skills 72
18
Key Gaps in gender programming
  • Conceptualisation of gender gender women
  • Funding
  • Legal and Policy issues technical gaps,
    implementation
  • Coordination at all levels
  • Capacity HR, Financial
  • ME
  • Focus areas-e.g. youths, men, mobile populations

19
6.5. Three Year Funding Analysis of the Gender
Sector
  • Inadequate funding has weakened the womens
    movement and gender sector. Over the past three
    years donor flows to civic organisations have
    declined from around US2,6million to just over
    US1million. The funding has been short-term (one
    year) with the civic organisations receiving an
    average of US11,000 per year each. Bureaucratic
    requirements for accessing funding have been
    noted as too complicated for small CBOs. This has
    resulted in their failure to access funding.

20
6.6. Existence of Clear and Results Oriented
Monitoring, Reporting and Evaluation
21
6.7. Donor Mapping
  • 6.7.1 Programming Approach

6.7.2 Areas of Support
22
Funding information
6.7.3 Committed Funds in the next 3 years
6.7.4 Current Funding Modalities
23
7. Key Conclusions and Implications of Findings
for Future Gender Programming
  • The findings of the study are crucial for the
    future of gender programming in Zimbabwe. Put
    simply, if the current trends of decline in donor
    funding, the gender sector is going to be
    critically disabled and a number of civic
    organisations will cease to exist. This will
    reverse the momentum and gains of several years
    of activism and programming.
  • Civic organisations on the other hand should
    realise that the more they remain uncoordinated
    and without a common agenda, there more they are
    likely to engage in unproductive competition with
    each other and the less they are likely to
    attract donor funding. Civic organisations have
    to develop robust ME frameworks that demonstrate
    evidence and impact of their programmes to keep
    donor interest alive and support from their
    various constituents. If they fail to demonstrate
    impact, donors will move to new areas of focus
    and they will loose credibility with the
    constituent communities.

24
8. Key Recommendations of the Research
  • 8.1. Capacity building
  • Conceptual capacity
  • Coordination capacity
  • Financial and Human Resources
  • ME technical capacity

25
8.2. Coordination
  • Coordination of various stakeholders in the
    gender sector needs to be strengthened by the
    injection of both financial and human resources.
    At national level there is need for international
    donors to give maximum support to ZUNDAF Joint
    Working Plan for Gender. For ZUNDAF to be more
    effective UNIFEMs coordination capacity needs to
    be supported financially and in terms of human
    resources. The donors themselves need to keep the
    Joint Donor Initiative afloat and use it as a
    forum for sharing information and joint planning.
    Strengthening of the Womens Coalition
    secretariat is also a priority.

26
8.3. Methods and Approach to Strengthen Gender
Programming
  • There is need to include men in gender equality
    and use them as agents of positive change
  • While gender mainstreaming is a key component of
    gender programming, there is need for donors to
    fund gender standalone projects. Mainstreaming
    gender into other developmental programmes is
    resulting in women are being lost in the bigger
    picture and
  • Civic organisations should develop robust ME
    systems for them to be able to demonstrate impact
    of programmes. The CEDAW shadow reports should be
    compiled on an annual basis to measure national
    progress towards set gender goals.

27
8.4. Possible Programming Entry Points and focus
areas
  • There is a need to explore non-traditional entry
    points into gender programming. The entry points
    should target main institutions of socialisation
    as the socialisation process is critical in
    shaping attitudes on gender. Suggested
    non-traditional entry-points include
  • Men and mens organisations
  • Religious institutions
  • Youths (boys and girls)
  • Disabled peoples associations
  • Private sector
  • Trade Unions
  • The family unit
  • Music, theatre and art which can be broadcast
    nationally via both print and electronic media.
  • Engendering the electoral process as women seem
    to participate less and less in politics because
    of fear of political violence.
  • Human trafficking
  • Internally displaced populations

28
8.5. Funding Levels and Mechanisms
  1. Increase the levels
  2. Increase the lifespan of the funding cycle
  3. Consider funding mens civic organisations
  4. Simplify application for funding requirements
  5. Improve geographical coverage
  6. Disseminate information on calls for proposals

29
8.6. Options for Funding
30
8.7.Funding Options under Different Scenarios(To
discuss in groups)
Scenario One Coordination amongst donors improves greatly gender sector organisations form a strong and well-coordinated coalition with a sound secretariat relations between government and the donor community remain as they are. One option is to let the secretariat of the coalition manage the fund provided the secretariats coalition would have been built to satisfactory levels. Another option is to outsource an expert fund manager to do the management of the fund. The fund manager could be a private consultancy firm or a UN agency such as UNIFEM. The fund manager could have both roles of managing the funds and providing technical backstopping such as ME to coalition members. An alternative is to outsource technical expertise (along the lines of DFIDs TLC) to provide the technical backstopping. Both the fund manager and/or the technical consultant will report to the Joint Donor Steering Committee. Scenario Two Coordination amongst donors improves gender sector coordination improves and there is a strong coalition Donor relations with Government improve ZUNDAF is well on course The first one is for donors to do basket funding of clusters within a coalition through the coalition secretariat along similar lines as in Scenario One. The second option is to support both the coalition secretariat and direct funding to the Gender Ministry to improve its capacity. A third option would be parallel funding to both the coalition and ZUNDAF. Different donors within the Donor Steering Committee would then decide which aspects of options they would like to fund.
Scenario Three Donor coordination improves, gender coalition remains weak. The option 1 would be for the donors to do basket funding through a fund manager or through UNIFEM. Donors could opt to fund individual civic organisations but having done joint funding discussions amongst themselves to avoid double funding and duplication of activities. Scenario Four Situation remains as it is weak donor coordination weak gender coalition coordination poor government-donor relations. The main option is to fund through UNIFEM who have had experience in dealing with the Womens Coalition and therefore know what most of the organisations are doing. UNIFEMs capacity would need to be strengthened though. UNIFEM would be responsible for disbursement of the funds to the coalition members and to give technical backstopping either directly or as clusters. Donors could do direct funding to those organisations outside the coalition who make applications. The possibilities of double dipping however remain very high.
31
The way forward ? Group Discussions
  • Policy
  • Programming (focus areas, approach
    implementation)
  • Coordination
  • Funding
  • Capacity building
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