ministry of gender, children and social development · ministry of gender, children and social...

MINISTRY OF GENDER, CHILDREN AND SOCIAL DEVELOPMENT

DEPARTMENT OF GENDER AND SOCIAL DEVELOPMENT

MONITORING AND EVALUATION FRAMEWORK FOR

GENDER MAINSTREAMING

MARCH, 2009

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TABLE OF CONTENTSLIST OF ACRONYMS AND ABBREVIATIONS.....................................................................41.0 INTRODUCTION AND BACKGROUND.....................................................................51.1 Background of Gender Department ....................................................................................51.2 The Concept of Gender Mainstreaming ...............................................................................61.3 Basic Principles of Mainstreaming ......................................................................................71.4 Strategies in Gender Mainstreaming ....................................................................................81.5 Definitions of the terms monitoring and evaluation.............................................................91.6 Rationale for Developing an M & E Framework ..............................................................101.7 Objectives of the M &E Framework .................................................................................101.8. Methodology ......................................................................................................................111.9 Situation analysis of the current M&E Framework ...........................................................122.0 THE M&E FRAMEWORK FOR GENDER MAINSTREAMING ..............................132.1. Purpose and Scope of the M&E Framework.......................................................................132.2 Performance Questions, performance indicators and information needs mapping............132.2.1 Performance Questions and Information needs mapping ..........................................132.2.2 Performance Indicators ..............................................................................................142.2.2.1 Performance Indicators’ Matrix for Gender Mainstreaming M&E Framework ............152.3 Data collection, processing and Analysis...........................................................................182.4 Reporting Framework and dissemination ..........................................................................182.4.1 Reporting Framework ................................................................................................182.4.2 Communication / Dissemination of Reports ..............................................................192.4.3 Reviews / Evaluation..................................................................................................202.5 Necessary Conditions and Capacities for M&E.................................................................202.5.1 M&E Institutional Framework ..................................................................................202.5.2 Computer equipment and skills..................................................................................212.5.3 Human Resource ........................................................................................................222.5.4 Implementation and coordination of the Gender Mainstreaming M&E Framework.222.5.4.1 National Commission on Gender and Development, Department of Gender and Social Services, and Office of Gender Secretary .......................................................................222.5.4.2 Gender Officers in Ministries, Parastatals and Institutions of Higher Learning ............232.5.4.3: Provincial Gender and Social Development Office, District Gender and Social Development Office ...................................................................................................................232.5.4.4 Development Partners ...............................................................................................232.5.7 Underlying M& E Framework Assumptions .............................................................24ANNEX 1: BIBLIOGRAPHY ...................................................................................................26ANNEXE 2: PROPOSED LOWER LEVEL MONITORING INDICATORS.........................27ANNEX 3: TERMS OF REFERENCE .....................................................................................29ANNEX 4: M & E FRAMEWORK FLOW AND DATA BANK ............................................30ANNEXE 5: COMMONLY USED TERMINOLOGIES..........................................................31ANNEXE 6: PROPOSED REPORTING FORMAT................................................................32ANNEXE 7: LIST OF ATTENDANCE....................................................................................34ANNEXE 8: LIST OF INTERVIEWEES .................................................................................37

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LIST OF ACRONYMS AND ABBREVIATIONS

CBO’s Community Based OrganizationsCEDAW Convention of the Elimination of All forms of Discrimination against Women CPPMU Central Planning and Project Monitoring UnitDGDSO District Gender and Social Development OfficerECOSOC United Nations Economic and Social CouncilEAC East African CommunityKNBS Kenya National Bureau of StatisticsILO International Labour OrganizationNGO Non-Governmental OrganizationM&E Monitoring and EvaluationNCAPD National Coordination Agency for Population DevelopmentNEPAD New Partnership for African DevelopmentNIMES National Monitoring and Evaluation systemTWG Technical Working GroupUN United NationsUNDP United Nations Development Programme

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1.0 INTRODUCTION AND BACKGROUND

The United Nations Economic and Social Council (ECOSOC July 1997) defined the concept of gender mainstreaming as: "…the process of assessing the implications for women and men of any planned action, including legislation, policies or programmes, in any area and at all levels. It is a strategy for making the concerns and experiences of women as well as of men an integral part of the design, implementation, monitoring and evaluation of policies and programmes in all political, economic and societal spheres, so that women and men benefit equally, and inequality is not perpetuated. The ultimate goal of mainstreaming is to achieve gender equality…”

Gender equality was officially recognized as a global goal for economic growth and poverty reduction by the world community (in the Charter of United Nations) in 1945. It was adopted on 7th

November 1967 by the UN General Assembly of the Declaration on Convention of the Elimination of All forms of Discrimination against women (CEDAW) and entered to force as an international treaty on the 10th Anniversary in 1989. The spirit of the CEDAW is rooted in the goals of the United Nations: “to reaffirm faith in fundamental human rights, in the dignity and worth of the human person, in the equal rights of men and women”. This has been confirmed by subsequent international and regional treaties, conventions and agreements/instruments that promote gender equality and gender equity of which Kenya is a signatory.

Kenya signed and ratified CEDAW in 1984; the BPFA in 1995; is committed to MDGs (2000) which are consistent with the 12 critical areas of concern in the BPA; the resolution of African Union Summit (September 2004) on employment creation and poverty alleviation; Convention of the Rights of Children (CRC) 1989; United Nations declaration Violence Against Women(1993); International Conference on Population and Development(ICPD)1994; Nairobi Forward Looking Strategies for the advancement of women (NFLS)-1985;and NEPAD-Peer review mechanisms, African Union(AU) and the East African Community(EAC) Partnership Treaty; among others. In addition, Kenya has ratified two core labor standards of the ILO: Convention No.100 on equal pay for work of equal value and Convention No.111 on Discrimination (Employment Occupation Convention 1968). The commitment of the Government of Kenya to mainstream gender in national development for equitable growth and poverty reduction is evidenced by the establishment of different national machineries with different but complementary roles.

In Kenya, Gender Mainstreaming has continued to be a challenge at both national and community levels despite efforts put in place by the Government. Assessments undertaken in the past indicate that gender mainstreaming in the public, NGO and private sectors has been weak both at national and community levels. Various factors have contributed to this shortcoming key among them being lack of an effective monitoring and evaluation framework which are an integral part of the implementation programme.

1.1 Background of Gender Department

The Ministry of Gender, Children and Social Development is the national machinery assigned with the responsibility of implementing Gender mainstreaming in policy formulation, planning, budgeting, monitoring and evaluation. The Ministry was curved out of the then Ministry of Gender, Sports and Social Services under the Presidential Circular No 1 of May 2008. Specifically the Ministry is to promote Gender mainstreaming in national development processes, co-ordinate and

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harmonize the implementation of the National Policy on Gender and Development 2000 as stipulated in the National Plan of Action (2008-20012). The Ministry comprises two departments namely Department of Gender and Social Services and the Department of Children Services.

The Broad functions of the ministry include: Formulating polices in Gender, Children and Social Development; Gender Mainstreaming into National Development; Promotion and Coordination of volunteer services; Promotion and coordination of volunteer services as well as provision of social welfare and; Guiding community development and supervising programmes and institutions for

children’s care department.

The draft Strategic Plan (2008-12) outlines the vision of the ministry as being the leader in the provision of Gender responsive, child friendly and social services leading to a society where all enjoy equal rights, opportunities and a high quality of life. In order to effectively work toward this vision the Ministry has committed itself under the Mission statement to Promote, coordinate, monitor and evaluate gender equality, women’s empowerment, social development, care and protection of children and other vulnerable groups as an integral part of national development. In order to address the issue of Gender Mainstreaming, one identified key strategic issue is Gender disparities in Power, resource distribution and social economic opportunities. The strategic objective is to facilitate and accelerate gender mainstreaming in national development for gender equality and women’s empowerment.

The Ministry’s draft strategic plan is well aligned with the Vision 2030 that provides the macro –framework and has identified three gender related goals within the strategic period that need to be achieved. These goals are expected to contribute towards Gender equality and can be obtained through the process of Gender mainstreaming. The Goals are:

Increasing the purchasing power for both women and men from US$1,242 and US$ 1,037 for men and women to US$ 3,000 for both women and men;

Increasing the proportion of women in Parliament from 7% to 30% and implement the 30% representation in recruitment, promotion and appointment of women at all levels ; and

Decrease from 50%-38% the proportion of people traveling more than 5km to the nearest social amenities.

1.2 The Concept of Gender Mainstreaming

The concept of bringing gender issues into the mainstream of society was clearly established as a global strategy for promoting gender equality in the Platform for Action adopted at the United Nations Fourth World Conference on Women, held in Beijing (China) in 1995. It highlighted the necessity to ensure that gender equality is a primary goal in all areas of social and economic development.

As a holistic and comprehensive strategy, gender mainstreaming also addresses the environment (corporate, office) in which policies and programmes are developed and implemented. Thus a strategy to integrate gender concerns into programming must be accompanied by a strategy to

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ensure that staff and the working environment is gender-sensitive, guaranteeing equal opportunities and treatment of both men and women.

Significantly, gender mainstreaming differs from a “women in development” (WID) approach in that it takes as its starting point not a -priori assumption about women’s disadvantage, but rather a thorough and rigorous analysis of the development situation. At the same time, experience has shown that such an analysis almost invariably reveals gender-differentiated needs and priorities, as well as gender inequalities in terms of opportunities and outcomes, which gender mainstreaming then seeks to redress. Analysis will determine the level of priority and the degree of intervention that should be accorded to solving these problems. Given the above, it is clear that a gender mainstreaming approach does not necessarily make the need for specific policies, programmes or projects on gender equality obsolete. Again, the level of intervention is entirely dependent on the specific needs and priorities revealed by a gender-sensitive situation assessment.

Mainstreaming includes gender-specific activities and affirmative action, whenever women or men are in a particularly disadvantageous position. Gender-specific interventions can target women exclusively, men and women together, or only men, to enable them to participate in and benefit equally from development efforts. These are necessary temporary measures designed to combat the direct and indirect consequences of past discrimination.

Mainstreaming Gender is not about adding a "woman's component" or even a "gender equality component" into an existing activity. It goes beyond increasing women's participation; it means bringing the experience, knowledge, and interests of women and men to bear on the development agenda. It may entail identifying the need for changes in that agenda. It may require changes in goals, strategies, and actions so that both women and men can influence, participate in, and benefit from development processes. The goal of mainstreaming gender equality is thus the transformation of unequal social and institutional structures into equal and just structures for both men and women.

In practice, gender mainstreaming means identifying gaps in gender equality. Despite good intentions and some real progress, the development community, UNDP included, is still falling short in delivering on its promises. Many of the problem areas were identified in the UN Secretary-General's Review and Appraisal of the Implementation of the Beijing Platform for Action. These areas include the development of accountability mechanisms; allocation of sufficient resources; attention to gender equality; targeting not just 'soft' areas for gender mainstreaming (such as health and education), but also supposedly 'gender-neutral' areas, such as infrastructure development and economic policies; and strong political commitment and will.

1.3 Basic Principles of Mainstreaming

Responsibility for implementing the mainstreaming strategy is system-wide, and rests at the highest levels within agencies, according to Carolyn Hannan, Director of the UN Division for the Advancement of Women. Other principles include:

Adequate accountability mechanisms for monitoring progress need to be established. The initial identification of issues and problems across all area(s) of activity should be such that

gender differences and disparities can be diagnosed. Assumptions that issues or problems are neutral from a gender-equality perspective should

never be made.

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Gender analysis should always be carried out. Clear political will and allocation of adequate resources for mainstreaming, including additional

financial and human resources if necessary, are important for translation of the concept into practice.

Gender mainstreaming requires that efforts be made to broaden women's equitable participation at all levels of decision-making.

Mainstreaming does not replace the need for targeted, women-specific policies and programmes, and positive legislation; nor does it do away with the need for gender units or focalpoints.

1.4 Strategies in Gender Mainstreaming

One of the key reasons why gender is not mainstreamed is because the concept of “gender mainstreaming” is not well understood. The vast majority of actors do not know what it means to “do gender mainstreaming” and what the benefits are if it is done or the negative consequences if it is not. This is why the following suggested strategies are key in the process of Gender mainstreaming;

i) Develop gender standards: Actors and implementers of gender mainstreaming cannot be effective if there is no clear set of information and instructions on what gender is, or how to ensure gender equality. There should be a handbook that provides guidance on how to conduct simple analysis of gender differentiated-needs, specific actions to mainstream gender equality into sectors/clusters and most importantly indicators to use for measuring progress in gender mainstreaming.

ii) Creating a roster of Gender Experts: While clear standards for mainstreaming gender are needed, equally essential are competent specialists (with the support of focal points in the various institutions) on the ground that can facilitate analysis of the needs of women, men, boys and girls. For a long time and for lack of understanding gender issues have been relegated to the most junior person on the team – almost always a woman – with little or no training on gender issues. Timely deployment of senior experienced gender advisors to mainstream gender concerns into their work – as well as finding and supporting women friendly spaces and other targeted programmes for women and girls – is required.

iii) Capacity Building: There needs to be a concerted effort to build knowledge and skills on gender equality and how to effectively incorporate this in the daily work. To date individual agencies, such as Community Based Organisations, NGO’s and to some extent the Ministry of Gender have undertaken some gender training but this is not routine. With the gender handbook as the basis, an interactive learning package on gender is proposed. Capacity building will also be one of the main functions of the deployed gender experts who will be able to do on-the-spot gender training and demonstrate in “real-time” how gender mainstreaming is done.

iv) Sex and Age Disaggregated data: Continued lack of analysis of sex and age disaggregated data stands in the way of understanding the true impact of the crisis on different people in the community and blurs the understanding of who is receiving assistance and if that assistance is meeting the specific needs of women, girls, boys and men in a gender responsive manner. This strategy aims to build a stronger understanding of the importance of such data for decision-making and provide concrete methods to ensure that sex and age disaggregated data is collected and analysed.

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v) Partnership Building: In retrospect, the work to support gender mainstreaming and targeted programmes for women has relied upon too few actors. Many actors rush to provide support for children or do their work in a gender-blind fashion. Formal commitments to attend to gender differences may not be supported by accountability mechanism and simple tools for ensuring that attention is paid to gender in programme design and funding strategies is missing. By building partnerships between and among UN agencies, NGOs, governments and other actors with agreed upon goals and concrete outputs much can be achieved for the populations we are called upon to serve.

1.5 Definitions of the terms monitoring and evaluation1

Monitoring and Evaluation are terms commonly used together but differently described/defined. The two terms are distinct yet complimentary. For purposes of this framework, the terms are defined as follows;

Monitoring is a continuous assessment/surveillance of project implementation in relation to targeted output. It ensures required actions are proceeding according to agreed work-plans as well as equipping management at all levels with accurate/timely data about progress and performance i.e.identifies actual or potential successes and problems as early as possible to facilitate timely adjustment to project operations. .Evaluation is an objective process of systematically determining the relevance, efficiency, effectiveness, impact and sustainability of activities in relation to objectives. It provides information needed to carry out adjustments of the objectives, implementation strategies and assumptions. It involves itself with four major issues related to the target group i.e. who or which group has benefited (or has been adversely affected), by how much compared to the situation before the activity, in what manner (directly or indirectly), and why (establishing casual relationships between activities and results to the extent possible). There are three types of evaluation i.e. on-going evaluation, terminal evaluation and ex-post evaluation. On-going evaluation is the analysis, during implementation phase of a project, of its continuing relevance, efficiency, effectiveness, effects and likely impact. A good example of on-going evaluation is mid-term review normally carried out when the project implementation is at the middle of the project life or 50% of the funded have been expended.

Terminal evaluation is done six to twelve months after project completion. It is more detailed in analysis than on-going evaluation because it considers project from beginning to the end. Ex post evaluation is done several years after project completion. Its major focus is assessing whether full project benefits and impacts have been realized. Usually ex-post evaluations are done five or more years later after project completion.

An M&E Framework is therefore an institutional framework for providing feedback on the effectiveness of implementation of the policies and programmes set out in the policy documents, ministries’ strategic plans, annual work plans and performance targets. The Framework ensures that the objectives, programmes/activities and projections are based on sound understanding of the various circumstances, parameters, and dynamics that influence the success of plans through using lessons learned from current plan implementation for future planning.

1 See Annex 5 for definition of more commonly used terminologies.

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1.6 Rationale for Developing an M & E Framework

The need to mainstream gender issues into national development has been recognized in many government policy pronouncements and commitments reflected by signing and ratifying various instruments, treaties and international conventions. Despite the recognition, assessments undertaken continue to confirm that gender mainstreaming in the public, NGOs and private sectors has been weak both at national and community level resulting to myriad challenges being experienced in mainstreaming gender. These challenges are not unique to developing countries but also at the UN level. Consequently, for effective gender mainstreaming, Kenya provided institutional mechanisms through the Sessional Paper No. 2 of 2006. These include Ministry of Gender, Sports, Culture and Social Services; Department of Gender and Social Services; the National Commission on Gender and Development, Office of the Secretary for Gender; Gender Officers in Ministries, Parastatals and Institutions of Higher Learning; District Gender and Social Development Officers and Government Officers at the divisional level. These Government institutions are required to work very closely with the Civil Society Organizations (CSOs), Communities and other Development Partners.

Given the challenges being experienced in gender mainstreaming, the wide network of players and stakeholders, and the substantial resources and efforts deployed to gender mainstreaming, there is need to provide a structured process that will enable tracking of progress, ensure informed decision making in the planning and implementation of interventions, inform prudent use of resources or avoid wastage of resources and ensure that there is no duplication of efforts by any of the key stakeholders. Such a structured process will be provided through development of an M&E framework. Specifically, the M&E framework will aim at:

Tracking the implementation of gender mainstreaming initiatives and establish whether the national objectives have been achieved.

Providing regular, timely and reliable report on the effectiveness of government programmes on gender mainstreaming.

Building a system for reporting on gender mainstreaming at both central government and lower devolved levels (mainly the district level).

Providing timely and reliable feedback on gender mainstreaming to the budgetary preparation process.

Assist in identifying programmatic, geographic and financial gaps in the national response to gender mainstreaming.

Promoting utilization of monitoring and evaluation data in the gender mainstreaming future planning.

Monitoring the success of the gender mainstreaming and documenting best practices. Generating information base for Kenya’s timely reporting on its gender mainstreaming

interventions. Encouraging active participation of civil society, communities and other development partners. Promoting / entrenching the culture of M&E at all levels of government and civil society in

gender mainstreaming.

1.7 Objectives of the M &E Framework

The overall objective of the M&E framework is to put in place a standardized functional system of tracking progress; documenting experiences, challenges, lessons learned and assessing impacts; informing decision-making in the implementation of interventions to address gender

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mainstreaming; and reviewing the achievement in gender equality. The framework will also feed into the relevant national database and information systems where users can draw upon their needed information. The specific objectives of the gender mainstreaming M&E framework are:

To describe the conceptual basis on which the gender mainstreaming M&E framework was developed;

To identify gender mainstreaming set of indicators for monitoring national programmes and activities;

To identify all data sources that are necessary to provide indicator values; To describe the information outputs and their dissemination where all key stakeholders both

at national and at decentralized levels will periodically access the reports. To describe how the Ministry of Gender and its partners will manage the gender

mainstreaming M&E framework, so as to ensure that the system remains fully operational, functional, and sustainable and is linked to the National Integrated Monitoring and Evaluation System (NIMES).

1.8. Methodology

A participatory approach to this assignment was adopted that involved working closely with the Ministry personnel. This approach is crucial to achieve a clear understanding of the assignment objectives and scope, and also benefit from the enormous knowledge and institutional memory possessed by the relevant client’s staff. The approach also enhances consensus building, ownership and accountability at each stage of implementation as well as ensuring roles and responsibilities gotclearly defined, tasks became clearer, and expected deliverables and communication channels were mutually agreed.

The Methodology can be categorized into three main parts; (i) Initial consultation and review of relevant documents (ii) Information gathering and (iii) Analysis and Reporting. Initial consultation and review of relevant documents phase of the assignment commenced after the contract negotiations were concluded and the contract signed. Initial briefing meetings/consultations were planned with the client to get a better understanding of the assignment objectives as well as the scope. The relevant documents to be reviewed were also agreed (see annex 1).

Information gathering involved use of key informant interviews where key Ministry Officers were interviewed through use of prepared questionnaire and semi-structured interviews in group meetings. A list of stakeholders interviewed / consulted is annexed to this report (see Annex 3). In addition, information was gathered through review of relevant documents. The gathered information from different sources was analyzed and reported on bearing in mind the key steps in designing an effective M&E framework;

o Purpose and Scope of the M&E Systemo Performance questions, indicators development and information needs mappingo Information Gathering, Processing, analyzing and organizationo Reporting and Communication o Institutional Framework (Necessary Conditions and Capacities)

Specifically, the methodology involved the following key stages;

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(i) Consultative meetings with the Ministry of Gender, Children and Social Development key staff in charge of Gender Policy, Programmes Coordination, implementation and Monitoring and Evaluation.

(ii) Consultative meetings with various government line ministries and Parastatals involved in Gender mainstreaming to establish the aspects of monitoring and evaluation mechanisms in place.

(iii) One day consultative meeting with other various stakeholders including Provincial Gender and Social Development Officers, the District Gender and Social Development Officers and Gender Officers from Ministries and Parastatals.

(iv)Desk review of relevant documents some of which are National Policy on Gender and Development 2000, Sessional Paper on Gender and Development 2005, National Plan of Action to implement the National Gender Policy 2008-20012, the Ministry’s draft Strategic Plan, the Gender Commission draft Strategic Plan, National HIV/AIDS Monitoring and Evaluation Framework, National Coordinating Agency for Population and Development M&E Framework,and Monitoring & Evaluation Directorate’s National Integrated Monitoring and Evaluation System (NIMES).

The information gathered through the described methodology was synthesized to provide a general overview of the current M&E situation and the areas that need improvement. The key issues identified guided the development of a draft M&E framework that was then presented to a stakeholders’ workshop that took place on 17th February 2009 at Kenyatta International Conference Centre. The input from the workshop was then used to refine and finalize the M&E framework.

1.9 Situation analysis of the current M&E Framework

Consultations with several key stakeholders and review of relevant literature provided a clear understanding of the current situation in relation to gender mainstreaming M&E framework. This situation analysis is always very important to determine the current M&E initiatives, key actors, how M&E has worked, its known strengths, weaknesses, opportunities, and threats.

Based on the situation analysis, we really cannot say there is a Gender mainstreaming M&E framework because there is nothing structured and only bits and pieces of M&E framework. For instance, the purpose and scope are not clearly defined; there is no framework for coordination and harmonization at the local, regional, and national levels; performance indicators have not been developed; data collection and analysis is not institutionalized; reporting formats are not standardized and generated reports are rarely shared with other key partners; financial resources allocated for M&E are quite negligible and lack a clearly defined budget line; M&E capacities are grossly inadequate; any M&E efforts just concentrate on recoding input and process indicators; there are very limited levels of utilization of the information generated for decision-making; and the culture of M&E is far below expectation.

Despite the managerial and operational importance of M&E, very few officers have been tasked to coordinate monitoring and evaluation and capacity building programmes rarely consider limited M&E skills as a major constraint. The development of this framework is expected to address the existing monitoring and evaluation challenges and enhancing a coordinated approach to monitoring gender mainstreaming activities in the country.

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2.0 THE M&E FRAMEWORK FOR GENDER MAINSTREAMING

2.1. Purpose and Scope of the M&E Framework

The M&E framework for Gender Mainstreaming has three purposes that are equally weighted as agreed with all the key stakeholders. The three purposes are:

i) to ensure effective operations and accountability to all stakeholders. This purpose is very important but it will be applied in a way that keeps the M&E framework lean, avoiding unnecessary or double information flows and simple enough to keep all those involved comfortable.

ii) to use M&E framework for strategic guidance so that it is instrumental in helping management to improve the strategy, and to adjust it whenever necessary. The main trend of strategic improvement is to inform shifting from a more implementing role to a role in coordinating, capacity building & advocacy, so that best practices in gender mainstreaming are mainstreamed.

iii) to use M&E framework for learning throughout the organisation, and with partners. In this way M&E framework will enable Ministry staff and partners to take charge of M&E outputsand use them to improve future planning of programmes.

In terms of scope of the M&E framework (extent and degree of sophistication), the Stakeholders resolved to have a simple M&E framework that will cater for all stakeholders both at the National Level and the District Level. This resolution was made after careful consideration of potential funding levels, desirable or feasible participation by primary stakeholders, level of details of the quantitative and qualitative data, desirable or feasible baseline data and current M&E capacities.

2.2 Performance Questions, performance indicators and information needs mapping

2.2.1 Performance Questions and Information needs mapping

Before an M&E framework is designed, it is very important to identify key performance questions that must be answered prerequisite to passing a verdict on whether the programme has been a success or failure after implementation. The performance questions are informed by the generally agreed institutional strategic objectives and provide the justification for information needs and the development of the indicators. The agreed performance questions are founded on the key Policy documents reviewed and interviews conducted with stakeholders in relation to Gender mainstreaming.

Consequent to identification of the performance indicators, information needs for each of the stakeholders were mapped to ensure the M&E Framework services the needs of all. Information needs were established on the basis of who needs the information, for what purpose is the information needed, what level of details is needed and how regularly should the information be provided. The gender mainstreaming key stakeholders’ information needs is presented below:

The Ministry / Parastatal Management Team: The top Management requires information on results & impact of projects / programmes, organisational development, how planned activities fit into the strategic plan, how the programme contributes to Policy objectives, how strategies and experiences increase partner ownership and sustainability, and how project planning are based on

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relevant information. Top management would also require information on how opportunities for learning are being created.

The Gender Commissioners: play a key role in promoting gender mainstreaming goals and act as gender ambassadors. To play their role optimally, they need to know trends in key statistics on gender mainstreaming in relation to other countries, provinces and districts.

Key Development Partners: The development partners demand information on implementation progress that is used to confirm use of availed resources for intended purposes. The information needs include, planned activities, level of implementation, challenges experienced in implementation, proposed solutions to challenges, budgeted funds, expended funds, explanation for any deviations, project results and impacts.

Programme implementers: Implementers include the District Gender and Social Development Officers and the Gender Officers based in the Ministries, Parastatals and Institutions of Higher Learning. The Implementers’ information needs include, the amount of resources provided, what activities are planned, level of implementation, challenges being experienced, level of staffing, logistical support like transport, equipment and stationary, training opportunities, and scheduled review meetings.

General Public: ‘General public’ means general Kenyan Public including NGOs, CBOs and other professionals. This group of stakeholders need information on key gender mainstreaming statistics, Ministries achievement in mainstreaming gender, challenges faced in mainstreaming gender, Kenya performance relative to other countries, advocacy strategies in place and key players in gender mainstreaming.

2.2.2 Performance IndicatorsIndicators are defined as specific and objectively verifiable measures of change brought about by an activity. They provide a standard against which to measure the progress of an activity against stated target. Indicators represent a quantitative and /or qualitative statement about the situation that will exist when programme objective is achieved. Indicators are very central in an M&E framework because they facilitate in establishing whether the performance questions are being answered as programme implementation continues.

Indicators are generally classified in four groups (in line Logical framework approach), input indicators, process indicators, output indicators and outcome / impact indicators.

Input indicators are quantified and time bound statements of resources to be provided. They are mainly used by managers closest to the tasks of implementation and are consulted frequently e.g. officer deployed, vehicles allocated, stationary, office space, equipment and furniture.

Process indicators measure what happens during implementation i.e. focuses on the process of converting inputs to outputs. For instance, training of officers, delivery of computers, creating awareness, sensitizing community members and collecting data which is gender disaggregated.

Output indicators measure the immediate physical and financial outputs of a project e.g. number of officers trained on gender issues, number of sensitization workshops conducted, number of laws reviewed, number of gender focal points established and number of cultural events organized to change attitude.

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Outcome / impact indicators measure medium or long term development change to project beneficiaries. Outcome is a short - to medium range (e.g., 2-5 years) change brought about by the programme while impact is change that occurs over long-term. The changes could be determined by surveying beneficiaries' perceptions about project services. Good examples include full acceptance of gender equality.

Input, Process and Output indicators can be easily quantified and are referred to as direct indicators while outcome / impact are normally qualitative in nature and are not directly measurable. At times use of proxies is encouraged to measure them. Indicators for this M&E framework have been developed in a very participatory manner using standard operational definitions and focusing more on the identified performance questions that are in line with strategic objectives for gender mainstreaming. These indicators will require data for verification and data source must be indentified from the design stage. Such data sources include administrative data from ministries, data from NGOs and religious organizations and other data from surveys such as those conducted by the Kenya National Bureau of Statistics.

2.2.2.1 Performance Indicators’ Matrix for Gender Mainstreaming M&E Framework

35 core performance indicators have been developed that are linked to the Gender mainstreaming core priority areas and based on the National Policy on Gender and Development 2000, the National Plan of Action to implement the National Gender Policy 2008 – 2012, the Ministry of Gender, Children and Social Development draft Strategic Plan 2008-2012, Vision 2030, Medium TermStrategy 2008 – 2012 and NIMES. The Framework has primarily two main types of indicators. This includes the following: Impact/outcome-level indicators to measure the long-term and intermediary results and Output indicators to measure the results of the implementation process under each key priority area. Table 1 presents the indicators, data source and frequency of data collection/reporting for each of the indicators. The Focus for now is the current Strategic Plan Period 2008 – 2012 and indicators will need to be reviewed when new strategic plans are developed.

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Table 1: Gender Mainstreaming M&E IndicatorsKey area Performance Indicator Data Source Frequency

1. Percentage of citizens who are satisfied with the efforts made towards achieving Gender Equality

MGCSD Survey, CSOs survey, UNFPA /UNIFEM Surveys

Annually

2. Decrease in purchasing power disparity between men and women. Administrative Data,Survey data (GOK, CSOs, Donors)

Annually

3. Reduce population of women below poverty line in rural and urban areas. National Survey 2 years

4. The Number of policies, laws and regulations reviewed to eliminate gender disparities / make them gender responsive.

Administrative Data ( Ministries, CSOs and Donors)

Annually

5. The Number of new policies formulated and laws enacted to address gender disparities.

Administrative Data ( Ministries, CSOs and Donors)

Annually

6. The number of international instruments relating to the rights of women to which Kenya is a party that are domesticated by ratification.

Administrative Data (Ministries, CSOs and Donors), Attorney General

Annually

7. Number of sectoral policies, plans and programmes that are gender responsive and address gender mainstreaming.

Administrative Data (Ministries and NGOs)

Annually

8. Percentage of Ministries and parastatals that have programmes and plans in line with the goals of National Gender Policy.

Ministries Administrative Data Annually

9. Percentage of women representation in public service and Political Offices i.e. strategic decision making levels.

Administrative Data (Ministries, Political Parties and CSOs)

Semi-annually

Policy for Gender Mainstreaming

10. Proportion of Aid policies that are subjected to gender analysis Ministries data, DonorsMinistry of Finance

Semi-annually

11. Reduced percentage of women subjected to gender based rights violation. National Survey, Police stations, NGOs and CBOs

Annually

12. Proportion of Ministries collecting and disseminating sex disaggregated data. Ministries DataKNBS Surveys

Quarterly

13. Proportion of Ministerial plans and programmes that are engendered. Administrative Data (Ministries and Departments)

Annually

14. Proportion of Ministries that have Gender mainstreaming Activities forming part of the Accounting Officers Performance Contract.

Administrative data (Ministry and Parastatals)

Annually

15. Proportion of Ministries that have human resource policies and administrative procedures that are gender responsive.


Annually

16. Proportion of Ministries that have national and sub-national machineries to coordinate gender mainstreaming.

Administrative data (Ministries and CSOs)

Semi-annually

17. Proportion of Ministries carrying out research to inform gender sensitive initiatives.


Quarterly

18. Number of positive innovative community initiatives that are addressing retrogressive practices harmful to women and girls.

Administrative data (District and CSOs reports)

quarterly

Implementation of gender mainstreaming initiatives

19. Number of behavioral change programmes developed to address gender imbalances.

Administrative data (Ministerial, CSOs and District reports)

quarterly

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Key area Performance Indicator Data Source Frequency

20. Proportion of development programmes that have been subjected to sex disaggregated benefit incident analysis.

Administrative data (Ministerial, CSOs and District reports)

Annually

21. Proportion of national budget allocated to gender equality initiatives. Administrative data (Ministry of Finance and Ministry of Gender)

Annually

22. Proportion of women with access to credit facilities. Administrative data (Ministry of gender and Lending institutions)

Quarterly

23. Proportion of women subjected to gender based violence with access to legal aid.

Administrative data (Ministries, Judiciary, NGOs, CBOs)

quarterly

24. Proportion of Ministerial budgets dedicated to advocacy campaign strategies aimed at changing social attitudes and customary practices that promote gender inequality.

Administrative data (Ministerialreports)

Semi annually

25. Level of implementation of the 30% presidential directive on women employment, appointments and promotions in the public service.

Administrative data (Ministerialreports)

Quarterly

26. Proportion of policy makers and high level managers in the public service trained on gender analysis.

Administrative data (MinisterialCSOs and Donor reports)

Quarterly

27. Number of officers trained on gender responsiveness. Administrative data (Ministerial CSOs and Donor reports)

Quarterly

28. Proportion of Ministries who have done gender responsive / analysis training needs assessment.

Administrative data (MinisterialCSOs, and Donor reports)

quarterly

29. Proportion of Ministries with gender mainstreaming capacity building programmes.

Administrative data (Ministerial reports)

quarterly

30. Proportion of Ministries who have put in place mechanisms to ensure that women get equal access to training opportunities.

Administrative data (Ministerial reports)

quarterly

31. Proportion of oversight bodies’ members trained on evaluation of government programmes from a gender perspective

Administrative data (Oversight bodies, CSOs and Donor reports)

quarterly

32. Number of community committees trained on prevention of retrogressive traditional practices.

Administrative data (Districts, NGOs, CBOs and Donor reports)

quarterly

Capacity building for gender mainstreaming

33. Proportion of parliamentarians and councilors trained on gender responsiveness Local Authorities, NGOs, Donors& Parliamentary reports.

quarterly

34. Number of gender mainstreaming M&E forums held to share experiences. Administrative data (Ministerial, Parastatal , CSOs and Donor reports)

Quarterly

35. Proportion of Ministries submitting timely reports in the recommended formats. Administrative data (Ministerial and Parastatal reports)

Quarterly

Gender mainstreaming monitoring and evaluation

36. Proportion of Ministries with sub M&E frameworks for gender mainstreaming. Administrative data (Ministerial and Parastatal reports)

Quarterly

Note: All Indicators tracked at Ministerial level will be tracked at the District level where the word Ministry will be replaced with District.

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2.3 Data collection, processing and Analysis

Based on the developed performance indicators and stakeholders’ information needs, regular data collection is mandatory to keep the M&E framework updated. Regular data collection is generally the engine that drives effective M&E frameworks and ensures performance indicators are practical. The Ministry of Gender, Children and Social Development through their field officers and Gender Officers in the Ministries and Parastatals has decided to collect the necessary data through secondary sources, field visits, supervision missions, participatory rural appraisal, sample surveys and in-depth investigation. Information on output indicators will mostly be collected through quarterly meetings, regional coordinators meetings, regular project reports, annual reports and field visits. Information on outcome indicators will be generated through mid-term evaluations, terminal evaluation, ad-hoc evaluations and surveys.

Baseline data will also be collected for all the developed performance indicators. The baseline is very important for effective M&E framework because it provides the starting point so that any progress made due to targeted interventions can be assessed. It is always impossible to prove that progress has been made unless baseline data is available.

All collected data will be processed and analyzed by the Ministry of Gender, Children and Social Development. Currently, a number of challenges are being experienced in processing and analyzing data because of the low level of computerization in the districts and limited computer skills for most Officers in the Ministry as well as the other partners. The Ministry has resolved to improve the situation by budgeting for more computers and capacity building programmes. Capacity building programmes will be based on identified capacity gaps. This implies that the designed M&E framework will initially experience a mix of manual and computerized processing of data collected but as times goes, most of the data will be processed and analyzed using computers. External technical assistance on data processing and analysis might be sought when the need arises.

In order to guarantee efficient repository of generated information on gender mainstreaming, the Ministry of Gender, Children and Social Development will maintain databases at the district and National level that captures the information needed for the developed gender mainstreaming indicators. The databases will also capture information for other program management purposes and reference. For details of these databases the section in-charge of M&E can be consulted. Due to low level of computerized especially at the districts, some information will be availed in hardcopies and files will be opened and stored at the Ministry Registry. Efforts should also be made to establish a networked database information sharing system to improve storage and retrieval process.

2.4 Reporting Framework and dissemination

2.4.1 Reporting Framework

The gender mainstreaming M& E framework is rendered useless unless it provides reporting and feedback mechanisms to policy making, planning, budgeting and implementation to ensure that lessons learnt are used to improve the effectiveness of the programme. Reporting is not currently properly structured where different partners are using different reporting formats, there is poor adherence to timelines, data credibility is doubtful and reporting is not generally taken seriously. To improve the current situation, standardized reporting formats have been developed and must be used by all the partners. The proposed standardized reporting format is attached to this framework (annex

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6). The frequency of reporting was also agreed where the districts and gender focal points will submit three reports to the Ministry Headquarters i.e. Quarterly reports, Semi – annual reports and annual reports. All the reports should be submitted to the Ministry Headquarters by 21st day of the following month after the reports are due. Details on the reports to be presented are;

Quarterly Progress Report: Quarterly progress reports shall include information on key process and output indicators against set targets for the quarter. The report will capture planned outputs, performance indicators, planned activity; level of achievement, challenges in implementation, budget for each output, expenditure for the quarter, explanation for expenditure deviations and recommendations on the way forward for the next quarter. The quarterly progress report shall be used for reviewing progress and forward planning by Project Managers and Senior Ministry Officers.

Semi – Annual Progress Report: This report captures the same information as the quarterly progress report and is actually a cumulative report for two quarters. The semi-annual reports will be expected to contain more details in terms of implementation because of the longer implementation period.

Annual Review Report: At the end of every calendar or financial year, annual progress report will be prepared that objectively highlights key achievements against set targets (both physical progress and financial status), constraining factors, lessons learned and recommendations on the way forward. The source of information for the report is from the reports listed above and the work done by other partners and special studies (if any). The annual report shall be used by the policy makers in the Ministry, implementing agencies, the relevant development partners and NGOs for review and planning processes. The Report will also inform the proposed annual review forums as well as the Monitoring and Evaluation Directorate annual reports. Some of the main uses of the annual review report will be performance assessment (very important for on-going public service performance contracting), learning through documented best and worst practices, developing necessary partnerships and alliances, and informed decision- making.

2.4.2 Communication / Dissemination of Reports

Communication of results needs a professional approach to ensure that communication products are based on careful analysis of what is the targeted audience, and the purpose of the communication, and to ensure that the choice of appropriate language and effective media for the communication.Apart from communicating results by sharing regular reports or evaluation reports, there is the necessity to go over all these reports to take those experiences, good practices, lessons learned, that need to be communicated further for reflection and learning, for up-scaling, for promotion and for advocacy. Aggressive dissemination strategy will be put in place to ensure that reports are widelydisseminated to influence effective programme management and policy making. Forums like Meetings, workshops, retreats, seminars and reviews will be used to share the findings and recommendations of the reports. Other channels like brochures, newsletter, news release, press conference, media appearance, public debate , mass media billboards, brochures, fliers, songs , dances, storytelling and electronic (e-mail, Internet, websites) transmission will also be used.

Using different dissemination channels is vital to enhancing organizational learning and sharing of experiences across organizations and with broader audiences. However, disseminating programme results does not ensure implementation of recommendations and use of lessons learned and active follow-up is always very necessary. The Ministry of Gender, Children and Social Development does not currently have generally agreed organizational forums for reflection, learning and sharing of experiences. To address that shortcoming, the M&E framework proposes the following forums for

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reflection and learning on how implementation lead to good practices, and how to enhance good practices, and where there were challenges, or mistakes made, and how such can be addressed:

Annual review Workshops: Before annual planning, a review workshop can be organized at regional or national levels to discuss the previous year’s implementation strengths, challenges and lessons learned so as to inform next year planning as well as strategies. Such annual review workshops could also inform regional peer-learning workshops.

Peer-learning (horizontal learning): Opportunities will be provided for peer learning where M&E information that captures best practices, implementation strengths, implementation challenges and lessons learned is shared amongst peers in gender mainstreaming. Such peer learning forums will be arranged once in a year at provincial level and the horizontal learning is to be on an equal basiswhere feedback on programmes should be reciprocal (there is no contest or competition).

Cross-monitoring: Cross-monitoring is a particularly interesting tool that would fit in the Ministry’s M&E activities. This means that two districts agree on a subject for monitoring in both the districts and agree on the key indicators and methodology. Then one team visits the other and monitors the subject, and then vice versa. This method provides deep insights in the practices of each district /province.

2.4.3 Reviews / Evaluation

Evaluation of achievements / impact of the gender mainstreaming initiatives remain very crucial for the M&E framework to be effective. There will be formal mid-term evaluation for on-going programmes to assess progress towards achievement of the strategic plan’s outputs and outcome and an end of term (terminal) evaluation for all completed programmes. It is important that budget provision for programme evaluations is factored into programme budget at the time of design for the gender mainstreaming M&E framework to be effective.

2.5 Necessary Conditions and Capacities for M&E

To ensure smooth implementation of this gender mainstreaming M&E framework, the operating environment must be conducive in terms of; existing capacities, level of training, necessary external support, positioning of M&E within the organgram, level of computerization and resources allocated for M&E.

2.5.1 M&E Institutional Framework

A functional institutional framework is vital to the gender mainstreaming M&E framework. This ensures that all M&E related functions are properly managed and responsibilities properly defined. Table 2 presents the institutional framework for the gender mainstreaming M&E framework, indicating responsibilities for each level. The institutional framework is divided into three main levels: national level (including Parastatals), provincial (regional) level and district level (implementing agencies - CBOs, line ministries, NGOs).

Ideally at the national level, NIMES has been proposed as the overall M&E system of the government and all sub-M&E systems, including this one should feed into NIMES. NIMES is therefore supposed to be linked to the Gender Ministry M&E unit databank. A highly competent and

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fully dedicated structure at the Ministry of Gender, Children and Social Development will provide stakeholders interested gender mainstreaming with necessary information for planning and decision-making.

The Ministry’s CPPMU will be assigned the task of designing, coordinating and supervising the implementation the M&E Plan as well as being responsible for overall data quality assurance. AnM&E Technical Working Group (TWG) will also be formed with membership from Gender Commission, various implementation agencies, Gender Officers and development partners’. The capacity of members for this team will have to be built. The team will be charged with the responsibility of providing technical assistance in the course of implementation of the M&E work plan, and providing training to the coordinating structures, implementing agencies and key stakeholders.

Table 2: Gender Mainstreaming M&E Institutional Framework

Level Unit Responsible RoleMinistry of Gender, Children and Social Development:- Department of Gender &Social Development.- Office of the Gender Secretary- National Commission on Gender &Development

The Gender Secretary and the Commission Chairperson

Provide overall leadership Oversee the implementation of the M&E framework Provide strategic direction on the implementation of the M&E

framework

National Level CPPMU

M& E Technical Working GroupGender Officers

In-charge CPPMU &Gender Officers

Coordinate and manage the M&E framework Develop and review related data collection and reporting tools Maintain functional databases Analyze data Produce information products and disseminate to stakeholders Supervise and ensure data and information use Sensitize on use of data/Information for decision

making/planning Coordinate national capacity building for M&E Develop and revise M&E Plan Ensure timely reporting and dissemination

Sub –National Level

Provincial Gender and Social Development OfficeDistrict Gender and Social Development Office

District Gender & Social DevelopmentOfficer

Maintain District database Coordination and management of M&E framework Receive and compile related data from the districts Forwards data/information to HQs and gets feedback Sensitize on use of data/information for decision

making/planning Supervise data collection at district level Ensures timely reporting and dissemination

2.5.2 Computer equipment and skills

The Ministry of Gender, Children and Social Development does not have adequate computers and necessary skills required for an effective M&E and more so at the district level. As a prerequisite for effective gender mainstreaming monitoring and evaluation, the Ministry needs to procure enough

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computers for their district officers and train them on monitoring and evaluation. Some proposed training is on Microsoft Word, Microsoft Excel and training on statistical software for those involved in advanced data analysis. The training programme should be based on a training needs assessment. Purchase of computers and training on M&E will then pave way for networked information systemsincluding intranet to facilitate routine information sharing and reporting.

2.5.3 Human Resource

To ensure the implementation of this M&E framework, it is most important that the right quantity and quality of human resource is available. However, the Ministry of Gender, Children and Social Development is currently facing serious shortage of staff. Some District Gender and SocialDevelopment Officers are manning up to four districts. It is obvious with this kind of situation that more personnel will need to be recruited. Capacity of those already in post in terms of M&E skills must be improved through training based on needs assessment. Resources must therefore be budgeted for to cater for these human resources challenges. In the meantime some backstopping in gender mainstreaming can be provided through specialized consultants.

As for other organizational matters like office space and equipment, these should also be provided for effective gender mainstreaming monitoring and evaluation. The M&E budget should also be increased and if possible a separate budget head introduced to cater for monitoring and evaluation activities. Annual work-plans should also include monitoring and evaluation as one of their outputs.

2.5.4 Implementation and coordination of the Gender Mainstreaming M&E Framework

Implementation and coordination of the M&E framework will use the institutional mechanisms provided for in the Sessional Paper No. 2 of 2006 and the Gender Coordination Strategy (under development) as well as bringing on board latest institutional development. Key institutions for implementation include; Department of Gender and Social Services; the National Commission on Gender and Development, Office of the Secretary for Gender; Gender Officers in Ministries , Parastatals and Institutions of Higher learning ; Provincial Gender and Social Development Officers,District Gender and Social Development Officers and dual use of other government officers at the divisional level. The implementation process will be a collaborative effort between Government Ministries and Institutions, Civil Society Organizations (CSOs), Communities and other Development Partners. The following is a brief discussion of the above institutional structures.

2.5.4.1 National Commission on Gender and Development, Department of Gender and Social Services, and Office of Gender Secretary

These three key offices are charged with the task of coordinating all gender mainstreaming M&E initiatives in the country. Specifically, their responsibilities will be overall coordination and ensuring implementation of the M & E framework; dissemination of M&E Framework to all stakeholders; capacity building for sub-frameworks; resource mobilization (financial and technical) for M&E; utilize the reports from M&E framework and research for decision making; analysis and preparation of national M&E reports; ensuring harmonization and quality control in M&E framework; building strong institutional collaboration/relationships critical for the success of M&E; and ensuring this framework is linked with the NIMES.

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2.5.4.2 Gender Officers in Ministries, Parastatals and Institutions of Higher Learning

These are the institutions involved in supporting or implementing gender mainstreaming in Kenya. They will be reporting through this M&E framework on programmatic activities, outputs and outcomes. Specifically they will be responsible for data collection, analysis and updating of relevant sex disaggregated data within the sector; review of gender sensitive indicators; identify capacity needs; develop monitoring and evaluation tools; use of existing framework/developing M&E sub frameworks that utilize existing structures; utilization of M & E information for decision making within the institution; and submit timely quality reports to the Headquarter.

2.5.4.3: Provincial Gender and Social Development Office, District Gender and Social Development Office

These are the sub-national based institutions involved in supporting or implementing gender mainstreaming in Kenya. They will be reporting through this M&E framework on programmatic activities, outputs and outcomes. Specifically they will be responsible in monitoring and evaluating their activities; data collection & processing; review of indicators; using existing framework/developing M&E sub frameworks that utilize existing structures; utilization of M & E information for decision making within the institution and; submit timely quality reports to the Headquarter.

2.5.4.4 Development Partners

The development partners are also crucial in implementing this framework because they continuously provide substantive technical and financial support to ensure that the framework isfunctional. They are expected to ensure that their reporting requirements and formats are in line with the indicators outlined in the M&E framework and do not duplicate reporting requirements but ratherto synchronize efforts. The development partners will use the reports in decision making and engaging with other partners.

2.5.5 Implementation Challenges

This framework will provide the basis for monitoring and evaluating for gender mainstreaming in Kenya. In addition this framework will be able to continuously identify important challenges to implementing the National Plan of Action on gender mainstreaming. Currently, some of the challenges that are already glaringly clear relate to ensuring appropriately adequate human resources, adequate M&E budget, improved computerization of the framework, narrowing the gap in resource and skills availability among implementing agencies, timely reporting, utilization of the M & E information and generally entrenching the M&E culture.

2.5.6 M&E Framework Implementation Plan

The implementation plan for the M&E framework shall initially cover the five year period 2008 -2012 to be in line with current strategic plan and shall cover management and coordination, provision of training and technical assistance; and dissemination of the M & E reports as shown in Table 3.

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Table 3: Implementation Plan for the M & E FrameworkPRIORITY AREAS

ACTIVITIES RESPONSIBLE INDICATORS INDICATIVE BUDGET

(KSH.) Set up the M & E Technical

Working Group for ensuring harmonious implementation of this framework

DGSD Gender

Commission CPPMU

Relevant implementing agencies are approached and mobilized and the technical Group established

0.2 million

Disseminate the M&E framework to Stakeholders

Technical Working Group & CPPMU

M & E framework disseminated to all stakeholders

1 Million

Develop a harmonized data collection instruments

Technical Working Group & CPPMU

Data collection instruments developed

2 Million

Management and Coordination

Procure computers & accessories for district Officers

DGSD Gender

Commission

Computers & accessories procured for district officers

3 Million

M&E Capacity Building

Build M&E capacity of key officers in all implementing agencies.

Gender Secretary CPPMU Gender Officers Development

Partners

M & E training needs assessment conducted

M & E training plan developed

M & E training conducted

5 Million

Collect baseline data for the Indicators

CPPMU Gender Officers DGSDO

Baseline data collected for performance indicators

1.0 Million

Regular data Collection for Indicators

CPPMU Gender Gender

Officers DGSDO

Regular data collected for all indicators

14 Million

Data Collection

Developing and maintaining Databases


Database developed and maintained for all keyindicators

0.5 Million

Distribute M&E reports to all key stakeholders


M&E reports distributed. 0.5 MillionDissemination of M & E reports

Organize peer review and learning forums


Peer review and learning forums organized.

5 million

Carry out mid-term Review CPPMU Gender Officers DGSDO

Mid- term reviews carried out

3 MillionReviews and Evaluations

Carry out terminal Evaluation CPPMU Gender Officers DGSDO

Terminal evaluation carried out

4 Million

2.5.7 Underlying M& E Framework Assumptions

Assumptions are external factors largely outside the control of the programme management units but are important to successful implementation of the programme. Implementation of the M&E activities captured in this framework will provide necessary conditions for achieving the purpose of the M&E framework but

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sufficient conditions will be achieved once underlying assumptions hold. Successful implementation of this M&E framework is anchored on the following assumptions;

The critical role played by M& E is embraced by all stakeholders The culture of M&E develops in all implementing institutions M&E units in all implementing institutions/departments are adequately staffed M&E is not seen as policing activity but positively contributing to improved programme performance.

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ANNEX 1: BIBLIOGRAPHY

1. African Development Bank and World Bank (1998) Evaluation Capacity Development in Africa. Washington, D.C.: The World Bank.

2. Republic of Kenya (November 2008): Draft Strategic Plan (2008-12) for the Ministry of Gender, Children and Social Development.

3. NCAPD (2008): Monitoring and Evaluation Framework for Population and Development Programmes.

4. Republic of Kenya (2008): Kenya Vision 20305. UNDP Gender Mainstreaming Strategy for Albania6. UNDAF (2004-5): Good Practices in Gender Mainstreaming in UNDAF’s 20057. Republic of Kenya (May 2006): Sessional Paper No. 2 of 2006 on Gender Equality and

Development.8. Republic of Kenya (June 2008): Training Manual in Gender Mainstreaming.9. Republic of Kenya (March 2008): Plan of Action to Implement the National Policy on Gender

and Development10. The Collection, Analysis and Use of Monitoring and Evaluation Data, D.J. Casley and Krishna

Kumar 1992. A world Bank Publication.11. Monitoring and Evaluation Guiding Principals. IFAD Publication 1986.12. Shortcut Methods in Information Gathering for Rural Development Projects. R. Chambers IDS,

Sussex, 1981.13. Guidelines for the Design of Monitoring and Evaluation Systems for Agricultural and Rural

Development Projects. World Bank September, 1981.14. Operational guidelines on Monitoring and Evaluation. IFAD December 1979.15. Master Plan for the Implementation of a National Integrated Monitoring and Evaluation System

for Kenya 2007 – 2012. Ministry of Planning and National Development – July, 2007.16. Republic of Kenya National Policy on Gender and Development 2000.17. Republic of Kenya National Plan of Action to implement the National Gender Policy 2008 -

2012.18. Republic of Kenya: Gender Commission draft Strategic Plan 2008 – 2012.19. Goldman, Ian (2005): A Framework for Monitoring and Evaluation of Pro-Poor Local Economic

Development: World Bank-Netherlands Partnership Program (BNPP) "Evaluating and Disseminating Experiences in Local Economic Development (LED)” Investigation of Pro-Poor LED in South Africa.

20. Keith Mackay (2006): Evaluation Capacity Development: Institutionalization of Monitoring and Evaluation Systems to Improve Public Sector Management; ECD Working Paper Series - No. 15: January 2006. Independent Evaluation Group & the Thematic Group for Poverty Analysis, Monitoring and Impact Evaluation: The World Bank.

21. Kusek, J.Z (2004): Ten steps to a Results-based Monitoring and Evaluation System: A Handbook for Development Practitioners, The World Bank.

22. OECD (2002): Glossary of Key Terms in Evaluation and Results-Based Management23. OECD 2001: A working set of indicators of development progress, Development Assistance

Committee of the OECD, Paris,24. Republic of Kenya (2005): Millennium Development Goals: Status report for Kenya, Ministry of

Planning and National Development25. Republic Of Kenya (2005): National HIV/AIDS Monitoring and Evaluation Framework National

Aids Control Council

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ANNEXE 2: PROPOSED2 LOWER LEVEL MONITORING INDICATORS

Health Indicators

Morbidity by cause and by SexMortality by Cause and by sexInfant Mortality and by SexChild Mortality by SexLife Expectancy at Birth by SexMaternal MortalityPopulation by Health Insurance by type

Use of Contraceptive by Sex Reported HIV/Aids Cases by SexAccess to safe drinking water by Sex of Household Head

Education and Training

Level of Education by age Group and SexPrimary School dropouts by age and SexTeachers by level of school and SexSecondary school enrollment by age and SexPrimary School enrollment by age and sexUniversity Enrollment in Public and Private Universities by sexLiteracy Rates by age and SexEnrollment in Tertiary, Technical and Vocational Training institutions by SexNo of Bursaries allocated to boys and girlsNumber of Teachers Trained on Gender by Sex

Mechanisms put in place to counter school drop outsNumber and Strategies to increase participation of Girls in science subjects

Gender responsive and innovative ways to teachingExpenditure allocation to Primary SchoolsExpenditure allocation to Secondary EducationNumber of Programmes Targeting the DisadvantagedNo of gender responsive Curricula in place

Work and Economy

Economic Activity Rate by age and SexEmployees aged 16-64 by SexEmployment by Status in Employment by SexEmployment Distribution by Industry and sexAverage Monthly Income by SexShare of Women in Wage EmploymentAverage monthly income by sex of household headUnemployment by Age, Sex and ReasonLabor Force Participation Rate by SexNumber of Agricultural Extension Officers by Sex

Number of Employees in the Public Sector by Sex and OccupationNumber of Employees in the Private Sector by Sex and Occupation

2 These are not exhaustive but can be developed as need arises

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Number of Laws reviewed to remove impediment to access and control of resourcesEngendered Ministerial BudgetsReviewed Policies in view of making them gender responsive

Violence and Crime

Assaults reported to the Police by SexRape cases reported to the PoliceNo of offenders serving Probation Sentence by Sex

Convicted Prisoners by Type of offences by SexReported Cases of Gender Based Violence

Power and Decision Making

Nominated and Elected Members to Parliament by SexElected Members by Party and SexConstitution of Parliamentary Committees by Sex

Top Officials in Ministries and Government Parastatals by Sex

Elected to Municipal Councilors by SexElected members to County Councils by SexManagers and Employees within the Public/Private Sector by Sex

Officials in Judiciary by SexCommittee Members at all levels by Sex Number of Persons trained in Gender Mainstreaming by SexNumber of Gender Sensitization Programmes carried out.

Number of laws implemented related to women

Other Number of Gender Sensitive Training Workshops conducted

Number of Gender Mainstreaming capacity Building Programs% of Policy makers and managers at National Provincial and local levels trained in Gender Analysis

% of Parliamentarians and councilors trained by Sex

Database set up for Sex Disaggregated Data

Systems established to collect dataBudgetary Allocations to ProgrammesNo. of Policies and laws reviewed to eliminate sex discrimination

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ANNEX 3: TERMS OF REFERENCE

CONSULTANCY TO DEVELOP A MONITORING AND EVALUATION FRAMEWORK FOR GENDER MAINSTREAMING

The Ministry of Gender, Children and Social Development is the national machinery assigned with the responsibility for Gender mainstreaming in policy formulation, planning and implementation, monitoring and evaluation. The Gender and Social Development department is specifically mandated to promote Gender mainstreaming in national development processes, co-ordinate and harmonize the implementation of the National Policy on Gender and Development 2000 as stipulated in the National Action Plan of Action (2008-20012).

Despite the concerted efforts and commitments by Government to promote Gender mainstreaming in National Development process, gender main streaming still remains a challenge at national and community levels.

Objectives:1. Review and identify the gaps in the existing Monitoring and Evaluation Mechanisms for Gender

Mainstreaming in the national gender Machineries such as the National Commission for Gender and Development, the Ministry of Gender Children and Social Development, Other line Ministries and state corporations;

2. To identify successful Monitoring and Evaluation frameworks in the public and private sector institutions and document factors contributing to their successes;

3. To Develop Monitoring and Evaluation framework for Gender Mainstreaming to track progress, challenges and lessons learned in Gender Mainstreaming programmes in Kenya.

The Scope of WorkThe consultant will work under the supervision of the Secretary for Gender and Social Development to undertake the following tasks:

1. Design a complete methodology, analytical framework and prepare a work plan to attaint he objective of the Terms of Reference;

2. Carry out Literature review of the existing policy documents, plans as well as regional/international conventions, protocols on Gender mainstreaming;

3. Review existing National and Regional Monitoring and Evaluation frameworks;4. Review Structures, locations and capacities of gender machineries to identify gaps and challenges

and make appropriate recommendations;5. Develop a draft Monitoring and Evaluation framework for the \Ministry of Gender, Children and

Social Development clearly indicating;a. Input, process, outputs, outcomes and impact and other monitoring indicators;b. A list of monitoring and evaluation initiatives at the Ministry of Gender, Children and Social

Development will periodically need to do in order to make decisions on various Gender mainstreaming activities in the country

6. Hold a half day workshop to discuss with key stakeholders the draft Monitoring and EvaluationFramework

7. Finalize the draft framework; and8. Submit the final Monitoring and evaluation Document in soft and hard copies (2) to the Ministry of

Gender and UNFPA

DeliverablesA user friendly Monitoring and Evaluation framework for Gender Mainstreaming programs being undertaken in the country. It should include monitoring and evaluation guidelines, data collection instruments, manual for inputs, process, output, outcomes and impact assessment.

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ANNEX 4: M & E FRAMEWORK FLOW AND DATA BANK

Tracking the feedback of information from users back to providers is a key issue for ensuring that M&E information is actually being used. If the target population gets information in a usable way, they can be empowered to participate meaningfully in project planning and activities related to their problems and needs. Two-way dialogue also helps ensure motivation by actors to continue involvement with the projects and programmes. The figure below shows how structured information will flow i.e. both upward and downward flow of information, including national, provincial and districts levels.

Databases will be maintained at Districts and National levels. At the national level, the M&E database will be connected to the National Integrated Monitoring and Evaluation System (NIMES) in the Monitoring and Evaluation Directorate of the Ministry of Planning and National Development. At the Districts Level the District Gender and Social development Office will be in charge of data/information and will make sure that the data and information for the core indicators is properly stored. Gender Officers in line ministries, Parastatals and Institutions of Higher learning will be in charge of data/information and will make sure that the data and information for the core indicators is properly stored. All the levels will ensure data /information is transmitted accordingly to the different levels on quarterly basis, bi-annual and annual basis. Operationally, all levels will be responsible for remitting data to the next level both upward and downward and horizontally to other levels that form part of the gender mainstreaming M&E framework.

The flow of information is demonstrated in the figure below:

Gender Mainstreaming Information Flow

Key:

Development PartnersProvincial Gender and Social Development Officer

CPPMU, M&E Technical working Group & Gender

Officers

NGO’s/CBOs, other stakeholders

Line Ministries, Departments and Parastatals

Implementing agencies (DGSDO, NGOs, CBOs, Line Ministries, etc)

MED (NIMES) & KNBS

Data/Info Flow and FeedbackDissemination

Ministry of Gender, Children and Social Development: Gender and Social Dev. Dept and the Gender Commission

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ANNEXE 5: COMMONLY USED TERMINOLOGIES

Terminology DescriptionParticipation /Ownership

Extent to which concerned parties have been involved and show commitment & responsibility for the intervention.

Monitoring The continuous or periodic review or surveillance (overseeing) by management at every level in the organization to ensure that required activities are proceeding according to plan.

Monitoring System A set of procedures through which planned information travels within the organization to different management levels in order to support decision making.

Evaluation The occasional assessment of a current or completed project or programme with a view to determining the relevance of its objectives, its effectiveness and efficiency, its immediate and wider effects and its sustainability.

Logical framework A set of related concepts, describing the project (or an organizational strategy) in operational terms in matrix form.

Strategic Objective Future improved situation - characterized by sustainable benefits for the target group - due to achieving the Results

Project Results/output

Products of the Activities that achieve the Project Purpose

Objectively Verifiable Indicators (OVI)

Measurable indicators that will show whether or not objectives have been achieved at the three highest levels of the Logical Framework. Indicators are defined as variables which purpose is to measure change in a given phenomena or process.

Sources of Verification

Sources of verification indicate where and in what form information on the achievements of project purpose and results can be verified.

Assumptions Important conditions for the success of the project, but that are not within its control.

Risks Conversely to assumption, this factor refers to the possibility that an assumption will not hold.

Relevance Focuses on the extent to which the project is related with the initial problematic situation and suited to the priorities and policies of the target group, partner countries and donors.

Feasibility Determining in advance whether the planned activities will indeed lead to the expected results (in quantity and quality) and whether is it possible to implement these activities.

Sustainability Extend to which the production of benefits triggered by the project can continue beyond the external support in means and funding.

Profitability/Cost-effectiveness

“Value for money” or cost-per-beneficiary

Efficiency A measure of how efficiently activities transform inputs into expected results, in terms of quantity, quality, cost and duration.

Replicability The same activities of the intervention can be implemented with the same results in the future in another area for another group of beneficiaries.

Effectiveness A measure of the extent to which the results contribute to the achievement of the project purpose.

Impact A measure of the effects of the project purpose on the global objectives and the positive / negative changes produced by the project directly or indirectly.

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ANNEXE 6: PROPOSED REPORTING FORMAT

NARRATIVE REPORT:

QUARTERLY/6MONTHS/ANNUAL PROGRESS REPORT FORMAT

REPORTING PERIOD-----------------------------------------------------------------------

WORK-PLAN PERIOD--------------------------------------------------------------------

Prepared by --------------------------------------------------------------------------------------

Date -------------------------------------------------------------------------------------------------

Summary of the Overall Assessment of the progress made during the period under review, measured against planned outputs. Four sections of the Narrative report are recommended as follows;

1. Overview of progress by strategic objective.A more detailed account of the progress per strategic objective of the logical frame indicating what was planned for the period under review, what was actually achieved and challenges experienced during implementation.

2. Financial reportThis section is a report on expenditure based on comparison between planned and actual expenditure. Differences between planned and actual expenditure should be explained.

3. Conclusions and RecommendationsThis section should provide some details on the way forward based on the lessons learned.

4. Annexes (Only additional information of high interest should be annexed)More detailed narrative reports on the progress made and problems encountered per strategic objective, bank statements, audited financial statements, minutes of meetings, listing of grant beneficiaries, list of officers trained etc.

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TABULAR REPORT:

This is a more detailed tabular account of the progress for all planned outputs indicating what was planned for the period under review, what was actually achieved, budgeted amount for each output, actual expenditure on each output and some remarks to clarify major deviations from expectations.

Progress Financial Comments

Strategic objective Planned Output (capture the targets for the period under

review)

Actual achievement to date

Budget Expenditure to date

1.

2.

3.

4

.

5.

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ANNEXE 7: LIST OF ATTENDANCE

WORKSHOP TO DEVELOP MONITORING AND EVALUATION FRAMEWORK ON GENDER MAINSTREAMING AND DISSEMINATION OF THE PLAN OF ACTION TO IMPLEMENT THE NATIONAL POLICY ON GENDER AND DEVELOPMENT HELD AT KICC ON 8TH AND 9TH JANUARY 2009

S/NO NAME POSITION/TITLE ORGANIZATION/MINISTRY

1 Mwakio Righa Commissioner for Gender & Social Development

Ministry of Gender, Children and Social Development

2 Cecilia Mbaka Assistant Commissioner Gender & Social Development Officer –Head, Gender Division


3 Florence Mburu Principal Gender & Social Development Officer – Department of Gender & Social Development Headquarters


4 Josephine Muriuki Assistant Commissioner Gender & Social Development Officer –Head, Community Development


5 Beatrice Kataka Chief Gender & Social Development Officer – Department of Gender & Social Development Headquarters


6 Ben Makotsi Provincial Director Gender & Social Development Officer – Western Province


7 Evans Mayore Provincial Director Gender & Social Development Officer – North Eastern Province


8 E.M.OLE Pussy Provincial Director Gender & Social Development Officer – Central Province


9 Gekonge George Provincial Director Gender & Social Development Officer – Nyanza Province


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S/NO NAME POSITION/TITLE ORGANIZATION/MINISTRY10 Monica Wegulo Acting Provincial Director Gender & Social

Development Officer – Rift Valley ProvinceMinistry of Gender, Children and Social Development

11 Caroline Muyumbu Acting Provincial Director Gender & Social Development Officer – Eastern Province


12 Serah Ngatia District Gender & Social Development Officer Laikipia District


13 Charles Mogoba District Gender & Social Development Officer Nairobi West


14 Charles Onyancha District Gender & Social Development Officer Narok District


15 Mary Kimathi Programme Officer – Department of Gender Headquarters


16 Ruth V. Alumasa District Gender & Social Development Officer Siaya District

Social Services

17 Mary Ng’ong’o District Gender & Social Development Officer Gatundu District


18 Lilian Olunga District Gender & Social Development Officer Kiambu District


19 Jane obiero District Gender & Social Development Officer Baringo District


20 Chimwaga N. Katembo District Gender & Social Development OfficerTaita Taveta District


21 Jacob a Nyagah District Gender & Social Development Officer Machakos District


22 P.M. Murigu District Gender & Social Development Officer Nyeri District


23 John Gacigi District Gender & Social Development Officer Ministry of Gender, Children and Social

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S/NO NAME POSITION/TITLE ORGANIZATION/MINISTRYMaragua District Development

24 John Kairianja District Gender & Social Development Officer Garissa District


25 Lucy Maina District Gender & Social Development Officer Vihiga District


26 Andrew T. Mwaura District Gender & Social Development Officer Thika District


27 Sammy Mwakazo District Gender & Social Development Officer Mombasa


28 Theresa Wasike Gender Officer Ministry of Water and Irrigation

29 Rosemary Kongani Gender Officer Kenya National Bureau of Statistics

30 Betty Soita Gender Officer Ministry of Labour

31 Serah J. Mugambi Gender Officer Kenya National Library Services

32 David Kiarie Gender Officer Teachers Service Commission

33 Jackline Matte Social Scientist Research Consultant

34 Enock Matte Social Scientist Research Consultant

35 Makali Mulu Monitoring & Evaluation Specialist Consultant

36 Monyoncho Maina Gender Specialist Consultant

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ANNEXE 8: LIST OF INTERVIEWEESName Position Institution

1 Dr. Regina G.M. Karega Chair Person National Commission for Gender & Development

2 Mrs Cecilia Mbaka Assistant Commissioner for Gender & Social Development


3 Mr Protus Onyango Assistant Commissioner for Gender & Social Development


4 Mrs Margaret Muiru Deputy Secretary Ministry of Justice, Cohesion and Constitutional Affairs.

5 Beatrice Kataka Chief Gender & Social Development Officer


6 Florence Mburu Principal Gender & Social Development Officer


7 Eunice Odongi Gender Specialist National AIDS Control Council 8 Mrs Kariuki Economist/Gender Officer Public Service Commission9 Eunice Murambi Gender Officer Maendeleo Ya Wanawake10 Dr Margaret Meme Head Division of

Reproductive HealthMinistry of Public Health and Sanitation

11 Anne Owuor Gender Officer Kenya Power and Lighting12 Beatrice Mwaura Gender Officer Ministry of Agriculture

ministry of gender, children and social development · ministry of gender, children and social...

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