Strengthening Women’s Political Participation and Leadership for … · 2016-06-30 ·...

StrengtheningWomen’sPoliticalParticipationandLeadershipforEffectiveDemocraticGovernanceinPakistan

FINALEVALUATIONREPORT

MARCH2016

MOHSINNAZIRSURANI

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CONTENTS

Acronyms................................................................................................................................................................21. ProjectObjectives...........................................................................................................................................8

2. EvaluationObjectives...................................................................................................................................11

3. MethodologicalApproach............................................................................................................................113.1.Phasing................................................................................................................................................11

3.2.Datacollectionandsourcesofinformation........................................................................................13

3.3.EvaluationDesign................................................................................................................................13

3.4.Mainaspectsofverification................................................................................................................133.5.EvaluationMatrix................................................................................................................................14

4. Evaluationfindings.......................................................................................................................................185. ConclusionsandRecommendations:...........................................................................................................29

6. Annexes

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ACRONYMS

WILL Women’sInitiativeforLearningandLeadership

SFCG SearchforCommonGround

CGA CommonGroundApproach

TOC TheoryofChange

MEAL Monitoring,EvaluationAccountabilityandLearning

BL Baseline

TNA TrainingNeedsAssessment

TOT TrainingofTrainers

FGDs FocusedGroupDiscussions

DAC DevelopmentAssistanceCriteria

KP KhyberPakhtunkhwa

IF InsanFoundation

MQM MuttahidaQaumiMovement

MPA MemberofProvincialAssembly

SOW Scopeofwork

TOR TermsofReference

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EXECUTIVESUMMARYInSeptember2013,SearchforCommonGround(SFCG)wasawardedagrantbytheUSStateDepartmenttosupportcurrentwomenparliamentarians(atbothnationalandprovinciallevels)and aspiring women councillors (local level) under theWomen’s Initiative for Leadership &Learning(WILL):StrengtheningWomenParliamentariansinPakistanforEffectiveGovernment.TheoverallprojectgoalwastostrengthentheroleofwomenparliamentariansintheProvincialAssembliesinawaythatincreasestheirinfluenceindecision-makingforeffectivegovernance.

Asastrugglingyoungdemocracy,ensuringtherepresentationofwomenatalldecision-makinglevels innational, regional,and international institutionsandmechanisms for theprevention,management, and resolutionof conflict inPakistanhasbeenvital.Unfortunately,womendonotcommandasignificantpresenceinthelegislative,executive,orjudicialspheres.Asaresult,they have little influence in the decision-making processes. The results of Pakistan’s 2013elections,afterthePakistanPeople‘sParty(PPP)-ledgovernment’sfive-yearterm,highlightedthe need to support women legislators. The elections marked an increase in women’sparticipationinmainstreampolitics.Notonlydidmorewomenrunthaneverbefore,atotalof214womenwereelectedtobothParliamentandtheProvincialAssemblies.1Thesewomenarecrucial to peace and development, yet they are often absent at negotiation tables. Werecognisedtheimportanceofworkingwithsuchwomentohelpcreatemoreinclusivepoliciestotackleissuesofpeace,security,anddevelopment.

Compared tomany other countries, Pakistan has a high level of women’s representation ingoverning bodies, currently ranking 49th in the world. Yet this numerical strength has nottranslated into women having decision-making power nor serving as key policymakers.2In2000,PakistanadoptedagenderquotapolicyundertheDevolutionofPowerPlaninordertofacilitatewomen’s representation in local, provincial, and national politics. Under the policy,33%ofseatsinlocalgovernmentand17%ofseatsinthenationalandprovincialassembliesarereserved for women. These reserved seats are allocated through indirect election. Duringgeneralelections,eachpartysubmitstwolistsofwomencandidatesineachprovince,onefortheNationalandonefortheProvisionalAssembly.Womenareawardedseatsinproportiontothenumberofgeneralseatssecuredbytheirpoliticalparty ineachrespectiveassembly.Thisindirectsystemforelectingfemalecandidatesmakesthemdependentonthegoodwilloftheircolleagues and parties in order to be elected. It is for this reason, among others, that thePakistaniwomen’smovementisdemandingdirectelectionofwomenonreservedseats.

1Aqeel,Naureen.“WomenParliamentarians:CatalystsforChange”.TheExpressTribune.25May2010.2Bano,Saira."WomeninParliamentinPakistan:ProblemsandPotentialSolutions."Women’sStudiesJournal23.1(2009):19-35.Web.

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Mostelectedwomenparliamentarians continue to faceother issues thatprevent them fromgaininginfluenceattheinstitutionallevel.Themajorityoffemaleparliamentarianshavebeenelectedfor thefirst-time3: they lackconfidence, relevantparliamentaryexperience,andbasicknowledge and skills in legislative work. As a result, women have not been able to forgeeffective alliances, networks, and linkages with stakeholders inside and outside parliament.Furthermore,asinmanycountries,politicsinPakistanismale-dominated,withmencontrollingthe legislative agenda. Female party members are not assigned decision-making positionswithintheirownpartiesandareactivelymarginalisedbymalepeers.Duetosuchhindrances,women parliamentarians struggle to represent the interests of women and otherconstituencies,andfinditdifficulttoeffectivelyarticulateprogressivepolicyagendas.

This final evaluation was designed to assess the overall approach of the project, using a“theory-based evaluation” framework. The evaluation seeks to first identify the project’simplicit theory of change, assess its logic, relevance, and effectiveness. Additionally, theevaluationmeasuredhowtheprojectwasimplementedandtheextenttowhichprojectgoalsandobjectiveswereachieved.

The evaluation found that themajority of project beneficiaries benefitted from the contentdeliveredthroughthevariouscapacitybuildingprograms.Ofatotalof128MPAs,theprojecttrained 64%, which is 23.7% of those in Punjab, 53% of those in Sindh, 52% of those inBaluchistanand69%ofthose inKP.Thiscanbeconsidereda“criticalmass‟ofwomenMPAswho have been exposed to the project’s ideas and who have made commitments to theobjectivesofstrengtheningwomenleaders’voices.Politicianssharedthatthecontentwasbothrelevantandpracticaltotheirwork.Sixtysixpercentoftherespondentsappreciatedthattheprogram helped bring all major parties together. Leaders from across party lines had theopportunitytosittogethertodiscussandlearntogether–somethingthatwasrareforthem.

Furthermore,followinginthefootstepsofthewomen'scaucusatthefederallevelinitiatedbyFehmida Mirza, former Speaker of the National Assembly, women caucuses have beenestablishedattheprovincial levelwithseniorparliamentarianstaking interest intherolethatthecaucuscanplayover.MembersofboththePunjabandSindhcaucuseshavebeenpartofSFCG’s WILL program either as participants or guest speakers. During the provincial leveltrainings in Punjab,MPAs andMNAs representing their respectivewomen caucuses had theopportunity toengage indiscussionsonhowtheycouldbetterutilize theplatformto furtherwomenrelatedissuesprovinciallyandnationally.TheycommentedonhowthetrainingwasarareopportunityforsomanyofthemtobeunderoneroofoutsideoftheAssemblytobeable

3 Role and Performance Assessment of Pakistani Women Parliamentarians 2002-2007, pp.83

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to discuss issues. Shehla Raza, the Deputy Speaker, and the chair of the Sindh Women'sParliamentaryCaucushasbeenverysupportiveoftheWILLprogramintheprovince.

The Punjab Assembly recently approved the bill for protection of women against violence.Althoughtherearea lotof improvementsthatcouldbemadetostrengthenthebill, thishasbeen a huge achievement for all those individuals and organisations that have spent yearsadvocatingforthis.ThePunjabWomen'sParliamentaryCaucusisfocusingonreviewingexistinglegislation particularly related to the protection of the rights of women and I am watchingcloselytoseehowfartheywillprogress.

EVALUATIONOBJECTIVES

The Final Evaluation was designed to assess the overall approach of the project, using a“theory-based evaluation” framework. The evaluation seeks to first identify the project’simplicit theory of change, assess its logic, relevance, and effectiveness. Additionally, theevaluationmeasuredhowtheprojectwasimplementedandtheextenttowhichprojectgoalsandobjectiveswereachieved.

EVALUATIONDESIGNAnon-experimental designwasproposed for this evaluation as no counterfactuals hadbeenselectedbytheprojectforcomparisonpurpose.InterviewswithSFCGandkeyinformantsandreview of literature were conducted in Islamabad. Thirty training participants have beenselected from the totalwhile10 interviewshavebeenadministeredwithSFCGandpartners’staff.CriteriaforselectionhasbeenagreedjointlywithSFCG.

Instrumentsfordatacollectionforeachinformationsourceweredevelopedandagreeduponwith SFCG. The instruments were adjusted after seeking feedback from the Country andregionaltechnicalteam.

KEYFINDINGS

RELEVANCE

• Morethansixtypercentofthetrainingparticipantssharedthattheprogramwasrelevantand it has given them a great sense of awareness as well as relevant information.Moreover, fifty four percentwomen respondents (training participants) shared that thisprogramhas improved their leadership skills.Thecoachingactivitiescanbesaid tohavebeen relevant to the beneficiaries’ needs for information (for example on leadershipqualities) and support (for example, when they encountered conflicts and wanted todiscusswaystoresolveproblems).

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• Onlysixrespondentshadtakenadvantageofthecoachingsessions(althoughinthecourseof the project the Insan Foundation Trust and PAIMAN both conducted 120 sessions(totaling 240 sessions). The women who had participated in the coaching sessionsrespondedthattheywereveryappreciativeofthefactthatthecoachingwasavailableandsaidthattheyhadfoundituseful.

• The program’s structure provided an opportunity to the women’s leaders,parliamentarians,councilorsandotherstointeractwitheachother,withotherpartiesandwith themedia and community. This opportunity however had been limited before theproject,leavingthemunabletorespondtoqueriesortocontactthemediathemselves.

EFFICIENCY

• Selectioncriteriaforpoliticalpartieswereopenandallmainstreampoliticalpartieswereselected.Therewereclearlyinclusionandexclusionerrors.

• The SFCG Pakistan Finance team supported partners in strengthening their financialsystems for this project and aligning those systemswith each other so that all partnerscouldreportefficiently.SFCGPakistanthusfunctionedasahelpfulandeffective“bridge‟betweenSFCG,thepartnersandDRL.

• Thebiggestfactorthathadtobeaddressedbytheprojectteamwasthetimingofpoliticalevents:primarilytheMay2013GeneralElection,whichpreoccupiedthosewomenrunningforofficeasMPAs.Thesecuritysituation(i.e.suicidebombingsandtargetkillings)madeitdifficult forparticipants toattendsomeeventsandoften,politicianswere the targetsoftheseattacks(e.g.asnotedintheUksFourthQuarterlyReport).SeveralMPAsincludedinthe mid-term evaluation noted that their parties’ demands on their time – and theirelectioncampaigns-hadtotakeprecedenceoverprojectactivities.

• ThepartnersandsomeoftheMasterTrainersfeltthatmoreinter-partnermeetingsattheinception stage would have enabled them to know each other better and to acquiredeeper understanding of the aspects of the project. The partners’ participation inconsortiummeetingsandtheinitiativewasratherinconsistent,whichledtosomeissuesinco-ordinationandlessthanidealacross-the-boardco-operation.

EFFECTIVENESS

• Ofatotalof128MPAs,theprojecttrained64%,whichis23.7%ofthoseinPunjab,53%ofthoseinSindh,52%ofthoseinBaluchistanand69%ofthoseinKP.Thiscanbeconsidereda“criticalmass‟ of womenMPAswho have been exposed to the project’s ideas andwhohavemadecommitmentstotheobjectivesofstrengtheningwomenleaders’voices.

• Majority of the training participants shared that trainings had added to their previousknowledge, the respondents,without exception, agreed that the trainings and leadershipforumshadenhancedtheirknowledge,especiallyinconflictresolutionandintheircapacity

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to interactwith themedia.AMasterTrainerwhohadattendedtheToT termedboth thetrainerandthecontentsofthetraining“excellent‟.TheotherTrainers(50%ofthem)werealsopositiveintheirassessment.

• InKarachi, fortypercentof theparticipantsmentionedthat theyarenowableto interactwiththepolice,whichisanindicationoftheirempowerment,as it linksthemtothelegalsystem.Themovementfrominabilitytoability,withitsattendantconceptofentitlement,issignificantforallofthewomen,especiallysincesomeoftheex-Councilorsarenotliterate.

• Threeoutofthirtywomennotedthattheymustdealwiththefactthatthereisatribalandfeudalsocietyandthatthesefactorslimittheirabilitytofunctionaspoliticians.Theyfoundthe“groupactivitiesand learningopportunities tobeexcellent”,andfelt thetraininghadstrengthenedtheirdeterminationtoovercomethesedifficulties.

IMPACT

• Sixtysixpercentof thewomenrespondents fromdifferentpoliticalpartiessharedthat inadditiontoenhancingtheirlearning,WILLhasbroughtmajorpoliticalpartiestogetherandnowwecanseeagreatcultureofinclusivenessamongtheparties.4

• The WILL campaign that grew in the second phase of the project also contributed toensuring that the learning continues. The video documentary was also shown in manypolitical and social forums that carries the message that women politicians and leaderswerewillingandabletorespondtoconstituents’needs.TheWILLFacebookpageisalsoanexcellentmediumforraisingissuespertainingtowomenandforsharinggoodpractices.

• InterviewrespondentsnotedthatanumberofprominentpoliticiansareWILLambassadors,includingtheHonorableformerSpeakeroftheHouse.Ampleknowledgeonthepartoftheprojectparticipants,especiallyattheDistrictlevel,hasyettobeachieved,inpartbecausesomeofthewomenleadersdonotusetheInternet.

ProgramBackground

In2013,SFCGwasawardedthetwo-year“StrengtheningWomenParliamentarians inPakistanforEffectiveGovernment”projectbytheU.S.StateDepartment,BureauofDemocracy,HumanRights and Labor (DRL). This projectwas given the brand nameWILL (Women’s Initiative forLearningandLeadership)bySFCG.SFCGalongwithitslocalpartnersincludingPAIMAN,UKsandInsan Foundation built the capacity of women political leaders and providing continuedleadershipdevelopmentforcurrentandformerwomenparliamentariansattheprovinciallevelsas well as politicians at the district level. Program trainings, coaching sessions, networkingplatforms and leadership forums aimed at increasing their capacity to build coalitions and

4 Analysis of consolidated Reponses from the training participants

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strategic consensus with likeminded individuals and organizations. The project also utilizedpopularmedia in an attempt to shift attitudes towardwomen’s participation in government.Media activities included message development, stakeholder meetings, common groundworkshops,developingandhandlingofpublicityandpromotionofanationwidecampaign,andinteractivetalkshows.BUILDING ON WILL’S SUCCESSES ACHIEVED IN THE LAST TWO YEARS, SFCG BEGANIMPLEMENTINGTHESECONDPHASEOFWILLBEGINNINGOCTOBER2013.WILL’ssecondphaseaimed to strengthen the leadership capacities of women parliamentarians in the ProvincialAssemblies,theirmalecounterpartsandgovernmentofficialsfromPunjabandSindhprovincesin order to increase their influence in decision-making and effective governance. Morespecifically,itdrawsonSFCG’sexperienceandnetworksinthePunjabandSindhprovinces,aswellasonitsglobalexpertiseinstrengtheningwomen’spoliticalleadershipskillsbysupportingparticipants todevelopandutilizeskills incommunitymobilization,dialogueandnegotiation,capacity building, and media engagement. It also harnesses its partners’ locally rootedexperienceworkingwiththetargetgroupsoftheinitiative.Throughamulti-prongedapproach,WILL engaged key stakeholders to shape national solidarity and establish mechanisms forgreater participation of women in politics and policy-making. WILL aims to create atransformative experience of negotiation, collaboration, and effecting change for womenleaders using SFCG’s well-tested Common Ground Approach (CGA)5that can translate theircommitmenttodemocraticgovernanceinPakistanthroughpolicyreformandimplementation.

1. PROJECTOBJECTIVES:Theoverallprojectgoal istostrengthentheroleofwomenparliamentarians intheProvincialAssembliesinawaythatincreasestheirinfluenceindecision-makingforeffectivegovernance.Specificobjectivesincludethefollowing:

• Toincreasetheleadershipskillsofwomenparliamentariansforeffectivepolicy-makingandreform;

• Tofacilitatethecreationofpolicymechanismsthatenablewomenparliamentarianstocollaborate across party lines with their male counterparts and government officials;and

5TheCommonGroundApproach isameansofnavigatingthroughconflictandidentifyingpossibilitiesthatarenotapparentfromanadversarialmindset.It isasetofprinciplesandpracticesthat,whenutilized,causesafundamentalshift inpeople'srelationshipwithconflict--awayfromadversarialapproachestowardcooperativesolutions.TheCommonGroundApproach--whetherappliedinahomeinthesuburbsofNewYorkCity,onthestreetsofinnercityCincinnati,orbetweenethnicgroupsintheBalkansorBuner(FATA)--createsnewpossibilitiesofpeacefulcoexistence.TheCommonGroundApproachisderivedfromoverthreedecadesofpracticalexperience--ithasbeencraftedbywhatworks.

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• To build positive public perception around the role of women parliamentarians aseffectiveleadersanddecision-makersthroughmediasensitization.

TheoryofChange:Thisproject isdesignedbasedonaninterlockingsetoftheoriesofchangeand thereforeevaluationalsoaims toassess the theoryof change ingeographical contextoftheCountry.

• If women MPAs strengthen their leadership skills and confidence levels, they canincreasetheirroleinpolicy-making;

• IfwomenMPs–supportedbyanenablingenvironment–proactivelycollaboratewitheachotheracrossdividinglinesandcreatemechanismsatalltiersforthatcollaborationwhichbringsthemintocontactwiththeirmalecounterpartsandgovernmentofficials,theycanincreasetheirinfluenceinpolicymaking;and

• If thepositive contributionsofwomen leaders inpolicy-makingarehighlighted in themedia,thenthepublicperceptionoftheirroleaseffectiveleadersanddecision-makerswillincrease.

In order to increase the capacity ofwomen parliamentarians aswell as former and aspiringwomen councilors by magnifying women’s voices and bolstering engagement in decisionmakingattheprovincialandlocallevels,theprojectsetthefollowingbroaderresults.

• Elected women parliamentarians and former and aspiring women councilors areequippedwith coalition and consensus building skills and are able to advocatemoreeffectivelyforavarietyofissues,includingwomenspecificissues;

• Trainers/facilitatorsfromnationalwomen’sorganizationsareempoweredasagentsofreformandchangeandprovideeffectivepoliticalleadershiptrainingatprovincialandlocallevelsinPakistan;

• Thepopulation’sawarenessandperceptionoftheroleofwomenpoliticiansaseffectivedecision-makersingovernmentisimproved.

ProjectActivities:Theinitiativeconsistsoffourspecificphases,whichareinterlockingandbuildononeanother.Theyincludethefollowing:Phase I - Baseline and Political Needs Assessment on Women Parliamentarians: SFCGconductedarobustassessmenttoensurethattheprojectaddressessomeofthemostpressingchallenges and opportunities that women MPAs face in their ongoing efforts for politicalleadership.Inadditiontoafulldeskreviewofrecentstudiesonwomeninnationalpolitics inPakistan, SFCG measured the core attitudes of all relevant stakeholders towards womenpolitical leaders, particularly to identify issues and attitudes pertaining to them at provincial

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anddistrictlevels.ThisisacrucialstepintheprojectbecausethedynamicswithineachoftheProvincial Assemblies from the previous has shifted dramatically as a result of the elections.Secondly,thestudyguidedtheimplementingpartnersintheselectionofparticipantsandkeysecondarystakeholderssuchasprovincialministries,localcivilservants,mediafigures,etc.Thespecific training and dialogue content also stem from the results of the baseline and needsassessmentreports.PhaseII–Capacity-building/LeadershipDevelopmentforPolicy-makingandNetworking:Thesecond phase of the project aimed to strengthen the capacities ofwomenMPAs for policyconsensusbuildingandlegislation,throughasetofintensivetrainingworkshops.Inadditiontostrengtheningtheirleadershipskills,participantswereexpectedtoincreasetheirknowledgeofparliamentaryrulesofbusinessandlegislativeprocesses.Thetrainingphasecomprisedofthefollowingspecificactivities:a. TrainingModules andManuals:Drawing from the baseline findings and political needs

assessment, IFT and SFCG developed training modules and a manual for projectbeneficiaries.

b. TrainingofTrainers(ToT):IFTplannedafive-dayToTinIslamabadledbyaninternationaltrainerfromSFCG.SFCGalsoplannedtotrain10mastertrainers(provincialtrainersandpartner staff) to take the lead in imparting trainingsalongwithSFCGstaffon leadershipskills,advocacy,legislation,policymakingandwomenpoliticalfriendlymediareporting.

c. Provincial Trainings: IFT planned 5 three-day trainings in Lahore (Punjab) and Karachi(Sindh),engaging110currentandformerlocalpoliticalfiguresfrombothprovinces.Threetrainings were to be organized in Punjab and two in Sindh, with each engagingapproximately22representativesofvariouspoliticalparties.

Phase III – Stakeholder Dialogues to Create Collaborative Mechanisms in ProvincialAssemblies:SFCGaimedtoinstigateaseriesofmulti-stakeholderdialoguesatthenationalandprovincial levels to explore, facilitate, and establish mechanisms for collaboration amongfemale andmaleMPAs for policy-making for governance. The partnership convenedwomenpoliticians–withmalealliesandotherrelevantfigures– intoaprocessaimedatestablishingagreement on specific priority policy areas and a means of collaboration on key policyinitiatives. Through this facilitated engagement, participants had to identify any need forinstitutionalmechanisms,suchasprovincial-levelwomen’scaucuses,andwaystowieldthemaspolicy-makinginstruments.Theseriesofstakeholderdialoguescomprisedofthefollowing:a. ProvincialPolicyDialogues: IFTarranged2one-dayProvincialPolicyDialogues (1 ineach

province) in LahoreandKarachi, targeting95beneficiaries, including currentand formerMPAsandgovernmentofficials.PunjabandSindhhadtohosta48-personProvincialPolicyDialoguewherepoliticianswhohadtoleadinforming,amending,debatingorrevisingthe

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selected priority policy areas. Participants planned to debate provincial level issues andattempt to find agreeable solutions in two forums held in both provinces while alsoidentifyingareasforcollaboration.

b. NationalDialogueSummit:SubsequenttoLocalandProvincialPolicyDialogues,IFThadtoconductaone-dayNationalDialogueSummitinIslamabadtodiscussprovincialissuesandrecommendationsinanationalforum.

Phase IV -Media Outreach and Communications for Positive Portrayal of and Support forWomenParliamentarians:BuildingonthesuccessoftheongoingWILLcampaign,SFCGandIFTplanned to increase the visibility of women parliamentarians, positioning them as thoughtleaders and key to policy success in Pakistan, through the following media outreach andcommunicationactivities:Multi-mediaOutreachCampaign:SFCGplannedtoleveragethesuccessfulcreationofitsWILLbrand by extending the existing multi-media platforms to advance support and publicawarenessaboutthepositiverolewomenleadersareplayinginPakistan.Byactivelyengagingwithmediaprofessionalswhilealsocapitalizingonpreviousmediarelationshipsbuildingfromthe current initiative, SFCG had to oversee the dissemination of a range of media outputs,includingnewsandfeaturescontentfortelevision,radio,printanddigitalmedia.

2. EVALUATIONOBJECTIVESTheFinalEvaluationisdesignedtoassesstheoverallapproachoftheproject,usinga“theory-based evaluation” framework. The evaluation will seek to first identify the project’s implicittheoryofchange,andassessitslogic,relevance,andeffectiveness.Additionally,theevaluationwill measure how the project was implemented and to what extent the project goals andobjectiveswereachieved.Theevaluationwillmeasurehowwelltheprojectrespondedtotheneeds of women parliamentarians, ex-councilors and aspiring female politicians through anassessmentofrelevance;measuretheproject’seffectivenessbyassessinghowwellitachievedits objectives, outcomes and outputs; evaluate the program’s design, strategy andimplementation strategy; and finally assess the management of the program, including themanagementofrelationshipswithpartnerorganizations.

3. METHODOLOGICALAPPROACH

3.1. PHASING

Theevaluationwasimplementedinthreephases:

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Preparatory(inception)phaseThepreparatoryphaseencompassed:

• Preparation of data collection tools (questionnaires, discussion frameworks, andchecklists) for gathering information from relevant partner organization, SFCG,participantsoftrainings,andotherstakeholders.

• Gatheringofinformation,reviewofsecondarydata–analysisofavailabledataincludingquarterlyreports;relevantlegislation,projectdocumentation,periodicprojectreports,financialreportsandbudget,strategicdocuments,andotherrelevantdocuments

• Speakingwithkey informantsonthetrainingprogramof female legislatorstobring inviewsonthebenefitsandlimitationsoftheapproachfromaglobalperspective.

• ConsolidationandapprovaloftheevaluationdesignbySFCG.• Formulationofhypothesesrelatedtotheevaluationquestions,basedontherésuméof

information and findings. These hypotheses were verified at a later stage of theevaluation.

• Preparation and presentation of the draft inception report to Search for CommonGround.

• FinalizationofInceptionreportafterhavingfeedbackfromSFCG.Field phase: The fieldwork was implemented in accordance with the agreed evaluationquestions and methodology and in compliance with the objectives of the evaluation andexpectationsoftheSFCG.SincemostofthepartnersarenotincontactwithSFCGthereforekeyinformantinterviewswillremainamajorpartoffieldexercise.Thisphaseencompassed:

• DetailedconsultationswereheldwiththeSFCGteaminIslamabad.• Reviewofsecondarydata–includingstrategicplans,projectreports,statistics,quarterly

report, monitoring reports, monitoring reports from previous projects, reports fromtrainingsandotherrelevantdocuments.

• Analysisofinformationandfactorsthatcontributedtosuccessesandfailuresoftrainingprogram.

• Identificationandgatheringofmissinginformation.• Verificationofhypothesisformulatedduringtheinceptionphase.• OpeningandclosingbriefingswithSFCG.

During the final phase, the information from the preparatory and field phases wasconsolidated,processed,analyzed,andinterpretedinrelationtotheevaluationquestions.Thisphaseencompassed:

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• AnalysisandsynthesisofdataprovidedbySFCG.• Formulationoffindingsandconclusions.• Draftingandsubmittingtheevaluationreport• ProcessingcommentsfromSFCGandpreparingseconddraft.• ProcessingcommentsfromSCFGandpreparingthefinalreport.

3.2. DATACOLLECTIONANDSOURCESOFINFORMATION

• Review of literature including the project proposal, implementation plan and studiesdonebydifferentactorsontrainingsoffemaleparliamentarians.

• Key informant interviews (KII)of theSFCG staff includingbutnot limited toExecutivedirector, project manager, Monitoring Evaluation Accountability and Learning officer,financemanagerandothers.

• Key informant interviews of partner’s staff including but not limited to their director,manager,projectcoordinatorandMEALstaff.

• Consultationswithparticipantsofthetrainings(30participants).

3.3. EVALUATIONDESIGN

InterviewswithSFCGandkeyinformantsandreviewofliteraturewereconductedinIslamabad.A minimum of 30 training participants was selected from the total participants while 10interviewswere administeredwith SFCG and partner staff. Criteria for selectionwere jointlyagreedwithSFCG.Instrumentsfordatacollectionforeachinformationsourceweredevelopedandagreeduponwith SFCG. The instruments have been adjusted after seeking feedback from Country andregionaltechnicalteam.Informationobtainedduringinterviewswithkeyinformantshasbeenentered in digital form during the interviews or transcribed from handwritten to digitalversions.SCFGseniorstaffhasheldinterviewswithkeyinformants.Followingtranscription,theanalysisprocessinvolved:

• Thoroughreviewoftranscriptsandidentifyingrelevantthemesandsubthemes.• Organizingquotationswithaccompanyingrespondentinformation.• ThedraftevaluationreportwassubmittedtoSFCGforcommentsandconsultationby

20thFebruary2016.• ThefinalversionoftheevaluationreportwillbesubmittedtoSFCGby30thMarch2016.

3.4. MAINASPECTSOFVERIFICATION

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• How has the training approach impacted on the decision-making and practices ofwomenparliamentariansincommunities?

• Howeffectivewas trainingprogram inbuilding thecapacityof female local leaders toplaytheirrolesincreatingthesocialchange?

• Howeffectivewasthetrainingprograminsupportingwomenparliamentarianstoraisevoicesinlocalcommunitiesandparliament?

• Assess the project’s operational efficiency in terms of cost-effectiveness and use ofresourceswithaddedfocusontheroleofpartners.

• Review and assess the institutional arrangement for the implementation of theprogramme;withthefocusonrolesandresponsibilitiesofSFCGandpartners.

• Reviewandassesstheimplementinglocalpartners’capacity,efficiency,transparencyoninformationmanagement,coordinationandtheircontribution.

• Evaluate the quality of programme monitoring and its role in improving programdelivery.

• Evaluatetheworkingrelationshipwiththedifferentgovernmentcounterpartsandkeystakeholdersandtheirownershipoftheprojectwithaviewtoassessingsustainabilityoftheresults.

3.5. EVALUATIONMATRIX

The evaluation design in the table below includes the evaluation questions from section,relatedsub-questions,typeofquestions,evaluationdesignandtechniquesforgatheringdata.Thescaleforrateoffulfilmentofanevaluationcriterionextendsfrom1to6:

1–Very low (therearecriticalproblems, theobjectivescannotbe reached, therearenegativeimpacts)2–Low(inspiteofsignificantproblemsordissatisfactiontheobjectivesarestillpartlyachievable)3–Medium(theprocedures,resultsorassumptionssomewhatmeettheexpectations)4 – Rather high (the intervention brings good results but there are negative externalfactors)5 – High (the objectives are met and there is an overall satisfaction with theintervention)6 – Very high (the objectives are fully met and the applied practices can be furtherdisseminated)

Incasethereisnotenoughinformation,theconclusioncanbe“notapplicable”or“irrelevant”,butsuchconclusionmustbefullyjustified.

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Non-experimental design is proposed for this evaluation mainly because no counterfactualshavebeenselectedforcomparisonpurpose.Question Type Design Techniques1. Designandrelevance1.1.1. Aretheproject’sstatedgoalsand

objectivesrelevanttotheissuescentraltothewomenpoliticiansinPakistan?Dotheactivitiesandstrategiesfitprojectobjectives?

Descriptive

Non-experimental,one-shot

KII,Trainingparticipants,partnerslead

1.1.2. IstheprojectaddingvaluethatotheractorsinpeacebuildingandthemediainPakistanwerenotpreviouslyproviding?

Descriptive



1.1.3. Howrelevantaretheprojectstrategiesandactivitiesasperceivedbythebeneficiariesandothercommunitystakeholders?

Descriptive



1.1.4. Istheprojectcoveringtheappropriateleadershipandmediamessagingthemesandprovidingresourcesandcapacityenhancementthatwouldnototherwisehappen?

Descriptive



1.1.5.HasthisinitiativeaddedvalueandbridgedanytechnicalgapsintheskillsofwomenpoliticiansinPakistan?Pleasegivesomeexamples.

Descriptive



1.1.6.Whataretheperceptionsofyourpartnersandbeneficiariesonvariousprojectcomponentsandtheirmodeofdelivery?

Descriptive



1.1.7.Whatwasthelevelofyourparticipationandengagementindesignoftheproject?

Descriptive


KII,Trainingparticipants,partnerslead,review

1.1.8. Doyouthinktherecouldhavebeenabetteralternativeprogramdesignthanthis?

Descriptive


KII,Trainingparticipants,partnerslead,Review

2. Effectiveness2.1.1. Whatarethemajoroutputsandoutcomes

oftheproject?Descriptive


KII,partnerslead,review,SFCGleads

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Question Type Design Techniques2.1.2. Howhastheprojectcontributedin

promotinginclusivecultureamongpoliticalpartiesandotherformalandinformalinstitutions?Havetherebeenanysignalstowardsthis?

Descriptive



2.1.3. Towhatextenthastheprojectbeensuccessfulinpositivelyshiftingpublicawareness,attitudeandperceptionsabouttheroleofwomenpoliticians/parliamentarians?

Descriptive



2.1.4. Arethereanysignalsofincreasedinclusionofwomenleadersindecision-makingprocessesatalllevels?

Descriptive



2.1.5. Hasthisprojectresultedincollaborationacrosspartylinesbetweenwomenpoliticians?

Descriptive



2.1.6. Whatmajorfactorsarecontributingtotheachievementornon-achievementofobjectives?

Descriptive



2.1.7. Hasthisprojectachieveditsgoalofincreasingthecapacityofwomenparliamentarians(2008-2013)andaspiringwomenpoliticians,bymagnifyingtheirvoicesandincreasingtheirengagementinthedecision-makingprocesses?

Descriptive



2.1.8. Whatcapacitybuildingmeasures,includingtrainings,havebeentakentoensurethatthepartners’projectstaffdeliverstheplannedoutputseffectively?

Descriptive



2.1.9. Istheremorecapacity-buildingtobedone? Descriptive



2.1.10. Areyousatisfiedthatthosemeasureshaveresultedintheskillsbeingraisedtothenecessarylevels?

Descriptive



2.1.11. Hasthisprojectenabledwomenpoliticianstotalkaboutwomenissuesasacollective

Descriptive

Non-experimental,

KII,partnerslead,review,

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Question Type Design Techniquesbodyacrosspartylines? one-shot SFCGleads

2.1.12. Whatarethestrengthsandchallengesthattheprojectfacedduringitsimplementation?

Descriptive


SFCGleads

3. Efficiency-Whatistheproject’soperationalefficiencyintermsofcost-effectivenessanduseofresourceswithaddedfocusontheroleofpartners?

3.1.1. Didyoufaceanyoperationalchallenge(s)duringtheimplementationofthistrainingprogram?

Normative



3.1.1.1Howefficientlyweretheprojecttrainingresourcesmobilizedandusedduringtheimplementationphase?

Descriptive



3.1.2. Howeffectiveweretheinstitutionalarrangementsfortheimplementationoftheprogram,withthefocusonrolesandresponsibilitiesofSFCGandpartners?

Descriptive



3.1.3. Didthereportedfiguresbyimplementingpartnersmeetallindicatorsidentifiedinthelogframes?

Normative



3.1.4. Whatwasthequalityofprogrammonitoringanditsroleinimprovingprogramdelivery?

Descriptive



4. Impacts4.1.1. Hastheprojectbeensuccessfulin

transferringenoughknowledgeandskillstotheparticipantstoensureeffectiveandindependentapplicationofthoseskillsinthefuture?

Descriptive



4.1.2. HowhastheprojectcontributedtoimprovingthecapacityofwomenpoliticiansinPakistan?HowhasSFCG’sengagementwithwomenpoliticianstranslatedintopositiveactionorimprovementsinthepositionofwomenpoliticiansinthepublicspace?

Descriptive



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Question Type Design Techniques4.1.3. Whatchangehastakenplaceinthemedia’s

approach(overallandparticipatingmedia)towomenpoliticiansasaresultofthisproject?Hastheprojectionofwomenpoliticiansinthemediaimprovedasaresultofthisproject?

Descriptive



4.1.4. ArethereanyunintendedpositiveornegativeresultsofthisworkinPakistan?

Descriptive



4.1.5. HowhasthePakistanimedia(radio?)benefittedfromtheSFCG’sworkthroughthisprojectandhowaretheymagnifyingtheknowledgebeyondtheprojectactivities?

Descriptive



4.1.6. Whatchangeshavebeenseeninthedealingsofthemediaprofessionalsi.e.,radioproducers/talkshowhostsafterattendingtrainings?

Descriptive



4.1.7. Whatchangeshavebeenseeninthemediahandlingpractices/strategiesofthewomenpoliticians?

Descriptive



4. EVALUATIONFINDINGSMainresults fromdatagatheringandanalysis, structuredaccording to theevaluationcriteriaandmainevaluationquestions,definedintheTermsofReferencearegivenbelow:

RELEVANCE:4RATHERHIGH(THEINTERVENTIONBRINGSGOODRESULTSBUTTHEREARENEGATIVEEXTERNALFACTORS)

PROGRAMDESIGNANDIMPLEMENTATIONProgram design remains relevant to the needs and the context of the political sphere inPakistanthatallowswomenleadersandparliamentarianstocontributetothesocioeconomicfabric.Themajorityofwomenparticipantsinthetrainingssharedthattheprogramdesignwasrelevant to their needs. However, there are hardly any instances where participants or thepartnersorSFCG’steamssharedanyexampleaboutcommunityparticipationduringprogramdesign.

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• WILL program’s structure provide an opportunity to the women’s leaders,parliamentarians,councilorsandotherstointeractwitheachother,withotherpartiesandwith themediaandcommunity.Thisopportunity,however,hadbeen limitedbefore theproject, making it challenging for them to respond to queries or to contact the mediathemselves.

• It is clear from the discussions held during the evaluation process that the participant’sselectionwasmadewithoutadocumentedinclusioncriteriafrommainstreampartiesi.e.PPP,PMLN,PTI,MQMandothers.Thewholeprocesswasdrivenbytheguidelineswrittenin the project proposal document, which was created with little consultation of targetpopulations.Theknowledgeacquiredbytheprojectparticipantsintheprevioustrainingsthey had attended meant that the SFCG leadership-training program was based on a“common ground‟ of awareness and knowledge, for the participants who had beenelectedpreviously.

• The training facilitators during the implementation phase of the program brought inexamplesofcontent fromPakistan. Thecontentwasalmostentirelyexperiential, ratherthanusingan“academic‟slide-lectureapproach,whichmeantthatlocalknowledgecouldbebroughttobear.Also,thelessonsandconclusionsfromthevariouspartsofthetrainingweredrawn fromtheparticipants, rather thanbeingdevisedor imposedbyanoutsider.This resulted in leadership “from the insideout”,whichwasappropriate in termsof theexpressedperceptionsoftheprojectparticipants.

• When asked about the usefulness of the radio programs, the radio presenters said thatthey found that suchprograms are important for awareness raising and theyplay a keyroleininfluencingpublicopinion.Theysaidthatinthecontextofwidespreadpowercutsinthe country, radio remains an effective way to reach large numbers of people in bothurbanandruralareas.Theyalsofeltthatprogramsfocusingonissuesthatareimportanttowomen and men, and that focus on women’s public and domestic roles, can help tochangesocietalperspectivesoftheroleofwomeninpolitics.6

• TheMasterTrainers,FGDparticipantsandtheSFCGLeadershipandTrainingDirector,allsaidthatthetrainingsessionsshouldhavebeen longer.They indicatedthatneitherone-dayfortheMPAsnortwodaysforthedistrictparticipantswasenoughforbuildingrapportandengagingintheexperientialactivities.Norwastheseven-dayTrainingofTrainers(ToT)longenoughtocovereverythingtothedesireddepth.Thereforetheeffectivenessofthetrainingwentbelowpar.

• Aroundthirtyeightpercentofthewomeninterviewedusesocialmedia.Theyhaveeitherset the up accounts themselves or their adult children have done so, but the women

6 References from Mid-term Evaluation

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leaders use these forums to remain in touch with (i) other women in their parties, (ii)people in their constituencies and in some caseswith theNGOswithwhich they eithervolunteerorareemployed.TheyarethusabletoaccesstheprojectwebsiteandFacebookpage,andtorefertheirpoliticalandothercolleaguesandothertothesites.Thishastheadvantageofinformingawideaudienceabouttheproject.

• Morethansixtypercentofthetrainingparticipantssharedthattheprogramwasrelevantand that it had given them a great sense of awareness and relevant information.Moreover, fifty four percentwomen respondents (training participants) shared that thisprogramhad improvedtheir leadershipskills.Thecoachingactivitiescanbesaidtohavebeen relevant to the beneficiaries’ needs for information (for example on leadershipqualities) and support (for example, when they encountered conflicts and wanted todiscusswaystoresolveproblems).

• Onlysixrespondentshadtakenadvantageofthecoachingsessions(althoughinthecourseof the project the Insan Foundation Trust and PAIMAN both conducted 120 sessions(totaling 240 sessions). The women who had participated in the coaching sessionsrespondedthattheywereveryappreciativeofthefactthatthecoachingwasavailableandsaidthattheyhadfoundituseful.

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EFFICIENCY:3MEDIUM(THEPROCEDURES,RESULTSORASSUMPTIONSSOMEWHATMEETTHEEXPECTATIONS)

WILL program started back in September 2011 all three partners (PAIMAN, INSAN andUks)were selected in quarter one of 2012. Selection of political parties was made withoutdocumentedcriteriaalthoughallmainstreampoliticalpartieswereselected.Therewereclearlyinclusionandexclusionerrors.PAIMAN implemented the training inKhyberPakhtunkhwa (KP) andBaluchistanandpartsofSindh, has been training women in governance since 2006 and the Executive Director ofPAIMANhasbeenengaged in trainingwomenon issues related togovernance since the late1980sandparticularlywithwomenparliamentarians(ProvincialandNational)since2001.UksisuniqueintheNGOsectorinPakistaninitsfocusisonwomeninthemedia.Co-authorshipofUKswithSFCGoftheMediaMessagingManualhasproducedgoodmediaresourcesthatcouldbeuseful for a long time. Likewise InsanFoundation, implemented training sessions in SindhandPunjab,hasgoodconnectionswiththemediaandwiththeProvincialAssemblymembers.It has been “working since 1992 in the field of peace, democracy and rights of women andchildren”.These institutional links throughSFCGpartnershelpedtobringParliamentarians tothetrainingevents.Howeffectivewere the institutionalarrangements for the implementationof theprogram,withthefocusonrolesandresponsibilitiesofSFCGandpartners?Consortium approach was designed in a way that each partner signed an independentagreementwithSFCG.Anyoperationalchallenge(s)duringtheimplementationofthistrainingprogram?Therewerequiteanumberofchallengesduringtheimplementationoftheprogram.• ItwasnotedbytheSFCGFinanceManagerthatnotallofthepartnershadthecapacityto

spend the allocated funds within the agreed time frames. SFCG’s flexibility andunderstandingofdifficultiesbeyondtheimplementingpartners’control(forexamplewhenthreats to security made it impossible for the women to move about safely) wereappreciatedbythepartners.TheSFCGPakistanFinanceManagersupportedthepartnersin strengthening their financial systems for this project and aligning those systemswitheachothersothatallpartnerscouldreportefficiently.SFCGPakistanthusfunctionedasahelpfulandeffective“bridge‟betweenSFCG,thepartnersandDRL.

• Thepartnersimplementingthetrainingandleadershipprograms,fortheirpart,indicatedthat funds had been transferred on time and that the programmanagement, including

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fundtransfers,hadbeenefficient.TheexceptionisUks,whichwaslessthansatisfiedwithboththefundingamountsandthechoiceoflocationsforthemediaevents,indicatingthatthe latter was not ideal, in comparison with the locations for the leadership events.However, since the partners were responsible for managing the events, including thechoiceofvenue,theresponsibilityforthislieswiththepartner.

• Another major factor that had to be addressed by the project team was the timing ofpoliticalevents:primarilytheMay2013GeneralElection,whichpreoccupiedthosewomenrunningforofficeasMPAs.Thesecuritysituation(i.e.suicidebombingsandtargetkillings)made it difficult for participants to attend some events and often, politicians were thetargetsoftheseattacks(e.g.asnoted intheUksFourthQuarterlyReport).SeveralMPAsincludedinthemid-termevaluationnotedthattheirparties’demandsontheirtime–andtheirelectioncampaigns-hadtotakeprecedenceoverprojectactivities.

• Evenwithoutsuchmajorproblems,organizingtherequiredprojecteventswasacomplexmatter,since itrequiredcoordinatingtheschedulesofthe individualProvincialAssemblymemberswith the schedulesof theCouncilors. Theseare allwomenwhoarebusywithpoliticalpartyandcommunitycommitments,aswellasfamilialresponsibilities.

• IntermsofbudgetallocationsboththeSFCGPakistanFinanceManagerandthepartnersagreedthatthedonor,theBureauofDemocracy,HumanRightsandLaboroftheUnitedStatesDepartmentofState,hadbeenprovidedsufficientfundingtomeetprogramneedsandwasflexibleinadaptingtoevolvingcircumstancesandmakingbudgetaryadjustmentsbasedonexpressedneeds.Rigorousaccounting systemsare inplaceandSFCGprovidedassistancetosomeofthepartnersinbringingtheirfinancialsystemsinlinewiththedonorrequirements.

• PAIMANexpressedsomefrustrationwiththeleadershiptrainingmanual,since,theysaid,theorganizationwasnotallowedtoadaptthemanualonceithadbeenapproved.PAIMANalsoindicatedthat,fromitsperspective,themanualwaslessthanidealbecauseitlackedcontentongovernance,caucusbuilding,waysofraisingissuesinParliament,howtoalignwithmalepoliticians,pro-genderlegislationand“howwomenshouldcarrythemselvesasleaders”. However, the purpose of the leadership training sessions was to build skillsrelated to conflict recognition, analysis and resolution, rather than the points raised byPAIMAN.

• Uks was pleased with the outcomes of the innovative radio program training, whichbrought together Pakistan Broadcasting Corporation and private FM producers andpresenters. Some “mock programs’ were produced which integrated a gender-specificfocus.SFCGPakistanprovidedusefulguidelinesforthetraining.

• In terms of consortium coordinationUksexpressed some dissatisfactionwithwhat theyfelt were unrealistic requirements to arrange events on short notice from SFCG.

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Specifically, they were dependent on PAIMAN for lists of participants, which weresometimes incomplete and required whatUks considered to be a lengthy and complexconfirmationprocess.

• Organizing the training events, in general,was a complexmatter for everyone involved,sinceitrequiredcoordinatingtheschedulesoftheindividualProvincialAssemblymemberswiththeschedulesoftheCouncilors,allofthemwomenwhoarebusywithpoliticalandcommunity issues.However, itwasmanagedreasonablybyallpartners,asevidencedbythesatisfactionofallthepartnersinterviewed.

• Baluchistanisconfrontedwithethnicviolencehenceposingthreatforanyexternalinterventionoractivity.Despitethechallengingsituationthe2ndWomenLeadershipForumwasorganizedwhenthesecuritysituationofBaluchistanbecamebetter.

• Elections 2013 and its campaigning period delayed many pre-planned activities asimplementingpartnerswereunabletoseekavailabilityoftheparticipatingwomen.Duetotheirheavyinvolvementintheelectionitwasverydifficulttomakeparliamentariansandcouncilors available for this forum. However, with constant coordination it was madepossible. To address this challenge in the best possiblemanner,while recording for theWILLradiotalkshows,beneficiariesweremadepartoftheprogramthroughlivecall-ins.

• DuetotheunstablesecuritysituationinKarachicausedbythecity’sshutdowninprotestoftheAbbasTownsectarianattacks,theFirstNationalNetworkingSummitwaspostponedatthelastminute.Instead,thefirstLeadershipForumwasorganizedinstead,utilizingtheavailableparticipantsandresources.

• Thefirstquarterof2015hasbeenachallengingoneforPakistan,particularly intermsofthepoliticalsituationinSindh.ThishashadadirectimpactontheprogramdeliverablesasthetrainingthatwasinitiallyplannedforAprilwasunabletogoasplanned.

• ThetargetedoperationcarriedoutbytheRangersatNine-Zero, theheadquartersof theMuttahidaQaumiMovement(MQM)inKarachi,ledtothearrestofseveralleadersandaprovincewidestrikewhichleadtopostponementofexaminationsandclosureofbusinessinmajorcitiesparticularlyinlowerSindh.

Howefficientlyweretheprojecttrainingresourcesmobilizedandusedduringinceptionandimplementationphase?TheprojectaimedtostrengthenthecapacitiesofwomenMPAsforpolicyconsensusbuildingandlegislation,throughasetofintensivetrainingworkshops.Inadditiontostrengtheningtheirleadershipskills,participantsincreasedtheirknowledgeofparliamentaryrulesofbusinessandlegislativeprocesses.

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• Intermsofthequalityofthecommunication,thepartnersfeltthatonsomeoccasionsthecommunicationwithSFCGcouldhavebeenimproved.Forexample,PAIMANmentionedthattheywerenotinitiallyinformedabouttheInsanFoundation’sroleintheproject.

• ThepartnersandsomeoftheMasterTrainersfeltthatmoreinter-partnermeetingsattheinception stage would have enabled them to know each other better and to acquire adeeper understanding of the aspects of the project. The partners’ participation inconsortiummeetingsandtheinitiativewasratherinconsistent,whichledtosomeissuesinco-ordination and less than ideal across-the-board co-operation. One meeting was heldduring the inception phase and two further all-partner consortium meetings had takenplace.The ideaformoremeetingswasan indicationofthedesireformore interactiontoachieve better mutual understanding. No specific numbers for additional meetings weresuggested.

• The evaluators note that any effort to create and maintain a consortium – ideally apartnership of equals on a common ground brought together tomeet project goals andobjectives – can be difficult. Having years of experience and deep expertise do notnecessarilymeanbeingwillingto“buyin”toaproject’sconceptsandpractices.Achievingsynergies (i.e. something that ismore than the sumof theparts) inaddition toachievingobjectives and targets is even more difficult, as was indicated by SFCG. Despite thedifficulties,theconsortiumhasworkedtoaccomplishtheobjectivesandmeetthetargets.

EFFECTIVENESS:5HIGH(THEOBJECTIVESAREMETANDTHEREISANOVERALLSATISFACTIONWITHTHEINTERVENTION)

Whatwerethemajoroutputsandoutcomesoftheproject?Mostwomenparticipantsofthetrainingprogramsharedthattrainingprogramhasgiventhema good sense of awareness about socio-political system in Pakistan’s parliamentary politicalfabric. Twowomen parliamentarians from Federally Administrative Areas of Pakistan (FATA)andKhyberPakhtunkhwasharedthatwomenarediscouragedtomakeindependentdecisions,therefore,thisprogramhasgiventhemagoodplatformtounderstandinghowcriticaltheirrolecouldbeinthepoliticalsystem.• Trainerswerewell versed and trainingmaterial was translated into local languages. This

wasimportantbecausesometrainingparticipantsweremorecomfortableusingtheirlocallanguageratherthanEnglish.Thetrainingwasthereforeinclusiveandmadeitpossibleforeveryonepresenttobeactivelyinvolved.

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• Generally,95%ofthetrainingparticipantsandintervieweeswereverypositivetowardstheproject. As noted in examples, they consistently said that the events had added to theirconfidence, their leadershipandadvocacyskillsand to theirability toaddressconflictsofvariouskinds.Somenotedthatthetrainingshadenhancedtheirsenseofhavingtherighttoengageinpoliticalactivities.

• Outoftotal128MPAs,theprojecttrained64%,whichis23.7%ofthoseinPunjab,53%ofthoseinSindh,52%ofthoseinBaluchistanand69%ofthoseinKP.Thiscanbeconsidereda“criticalmass‟ of womenMPAswho have been exposed to the project’s ideas andwhohavemadecommitmentstotheobjectivesofstrengtheningwomenleaders’voices.

• Majority of the training participants shared that training had added to their previousknowledge, the respondents,without exception, agreed that the trainings and leadershipforumshadenhancedtheirknowledge,especiallyinconflictresolutionandintheircapacityto interactwith themedia.AMasterTrainerwhohadattendedtheToT termedboth thetrainerandthecontentsofthetraining“excellent‟.TheotherTrainers(50%ofthem)werealsopositiveintheirassessment.

Has this project achieved its goal of increasing the capacity of women parliamentarians(2008-2015)andaspiringwomenpoliticians,bymagnifyingtheirvoicesand increasingtheirengagementinthedecision-makingprocesses?• Theparticipantsappreciatedmeetingprominentwomen inpolitics,mentioningespecially

Dr.FehmidaMirza,Pakistan’sfirstwomanSpeakeroftheNationalAssemblyandDrAyeshaSiddiqua,anotedscholar.Sincean importantelementof theSFCGapproachhadbeentoensure thatDistrict andProvincial level politicians, bothelectedandaspiring, bebroughttogether,therespondents’appreciationofthisconfirmsitsvalue.

• Women respondents citednumerous instancesof increasedpersonal confidence thathashelped them deal with matters within the Women’s Wings of their parties, with theirpartiesatlargeandwiththemedia,allofwhichareindicatorsofsuccessfulandsustainableprojectoutcomes.A local governmentelect fromMQM inKarachi specificallyhighlightedherrenewedconfidenceinbeingabletotackleissuesandshareheropiniononimportantmattersfollowingherattendanceofthecapacitybuildingtraininginSindh,somethingherpartyleadershadalsonoticed.ShealsosharedthatherpartywaskeentoensurethatmoremembersattendtheWILLtrainingtobeabletobenefitinthesamewaythatshehad.

• Participants shared that they were learning to handle things on their own rather thanrelyingonmen;mediatingdisputesover the futureofyoungwomen;andhelpinggirls tostay inschool. OneMPAalsoformedaConflictResolutionCommittee,consistingofbothmenandwomenmembers,andhaswrittenalettertotheChiefMinisterofKPrequestingthata10%quotabeconstitutedinemployingwomeninGovernmentservice.AnotherFGD

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participant mentioned that she had travelled to Nepal on a journey with women fromseveralmajorNGOs.Anotherparticipantsaidthatsheandhercolleagueshaveprogressedfrombeing“workers‟ tobeing leaders.Theseareexamplesofexposuretoprogramsthatbuildtheconfidencetoacceptopportunitiesthatcanchangetheirlives.7

• It cannot be over-emphasized that the kind of positive public discourse on womenpoliticiansproducedbythemediastreamoftheprojectislargelyabsentinPakistan,whichmakes the contributions described here both unique and very valuable. It relates to thegeneralobservationsthatwomencapacityinmediamanagementandpositivecontributiontowardsparliamentarydemocracy in Pakistan is belowpar. Theprogramhas encouragedwomenleaderstostepupandparticipateincurrentaffairsthroughmediacampaignsandplayaproactiveroleinshiftingtheperceptionofwomenpoliticians.

• InKarachi, fortypercentof theparticipantsmentionedthat theyarenowableto interactwiththepolice,whichisanindicationoftheirempowerment,as it linksthemtothelegalsystem.Themovementfrominabilitytoability,withitsattendantconceptofentitlement,issignificantforallofthewomen,especiallysincesomeoftheex-Councilorsarenotliterate.

• Threeoutof30womennotedthattheymustdealwiththefact that there isa tribalandfeudalsocietyandthatthesefactorslimittheirabilitytofunctionaspoliticians.Theyfoundthe“groupactivitiesand learningopportunities tobeexcellent”,andfelt thetraininghadstrengthenedtheirdeterminationtoovercomethesedifficulties.

Arethereanysignalsofincreasedinclusionofwomenleadersindecision-makingprocessesatalllevels?• Almost all respondents in all provinces said that their ability todealwith the community

leveldecision-makinghas improved.Forexample, thewomen interviewed inKarachi saidthattheirabilitytospeakinpublichadincreased,followingthemediatrainingsessionsandthathassignificantly impactedtheirdecision-making.Whilemostexamplesgivendetailedmorepositiveandeffectiverelationswiththemedia,oneparticipantsaidshehadenduredaconflictwithanewspaperandhadhadtheconfidencetosueanewspaperforpublishingafalsestoryabouther,whichindicatedthatwomenleadersareempoweredtochallengethemediaforsecuringjustice.

• PAIMAN had been involved in formulating the initial project and had expected that thetrainingcontentwouldbuilddirectlyon(i.e.wouldaddto)thecontentofprevioustrainingsheldby theUNDPandNGOs, includingPAIMAN,since theyear2000.However, theSFCG

7 Mid Line Report

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teamnotedthatthefocusoftheprojectwasonconflictresolution,advocacyandconsensusbuilding, rather than on the subjects covered in previous training courses. The mediapartnerUksexpressedthe ideathat theconsortiumcouldhaveallowedmore“space‟ forthepartners’ownideastobeexpressed,althoughitwaspartoftheSFCGmethodologytoincludepartnersandbeneficiaries(includingthemediaparticipants)inthedesign.

• Media talk shows and campaigns remained quite effective. SFCG Pakistan along with itspartnerUkshasbroadcasted150WILLRadioTalkshowson30Radiostations.Theprogramsaimedtoempowerwomenleaderstocontinuetheirworkaspoliticiansintheirrespectiveconstituenciesandsensitizedtheirmalecounterpartsandthegeneralpublictogivethemrespectandthenecessaryspacetocontinuetheirwork.

• Anumberoffemalemembersofparliamentwereinvitedasguestsontheradioshowstotalk about their political parties and stressed men to engage women in politics whiletreatingthemequaltomen.Theparticipantshighlightedthesignificanceofacceptanceandtoleranceinordertomakethiscountryprosperous.Theprogramsgaveamessagethatitistheroleofpoliticalparties,malepoliticiansandcivilsocietiestocreateawarenessamongpeopletoengagewomeninthenationaldiscourseastheyconstitute51%ofthecountry’spopulationanddemocracycannotbesuccessfulwithoutincludingwomeninmattersoftheState.Theguestsdiscusseddifferentwaysofcreatingawarenessonthecauseofengagingwomeninpolitics.8

Howhavepartnersperceivedtheprojectdesignandactivities?• The project adapted well to the evolving political and security scenarios. Some of these

factors were foreseen in the TNA (including the general election) but the dangers ofbombingsandtargetkillingswereunpredictable.The18thAmendmenttotheConstitution,which transferredmanypowers from the Federal to theProvincialGovernments and theMay 2013 General Election, also required adjustments of the schedule. The InsanFoundationTrustofficeinRawalpindiwasattackedwhentheSFCGprojecthadjustbegun,and theorganizationhad to findanewoffice,which led to somedifficulties althoughnomajorchangesinthescheduleofevents.9

• The Insan Foundation was positive about the methods and the Uks Master TrainerinterviewedconsideredtheToTtohavebeenexcellent.TheSFCGmonitoringreportsfromthe training sessions indicate that all of the participants had fully participated in thetechniques and had enjoyed doing so. In the evaluation FGDs and interviews the

8 7th Quarterly report 9 8th Quarterly report

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participants recalled that theyhadenjoyed the teachingmethodsandhad learnedusefullessons from them. The women leaders interviewed recalled the names of specifictechniques such as the “Consensus Knot‟ and the “Orange Negotiation” and wereenthusiastic aboutwhat they had learned about the context of conflicts, how to analyzeconflictsandleadership.TheInsanFoundationalsosharedthattheyusethesetechniquesinother projects where it is relevant to help convey concepts of leadership and conflictresolution.

• Ukshadinitiallyfounditdifficulttoconvinceexperiencedradioproducerstotakepartina“learning circle‟ or to convince them that an extended discussion of gender and mediaissues (e.g. harassment, isolation, hierarchies and patriarchy and the lack of funds forwomenpoliticians)wasnecessary.However, ultimately the required level of involvementwasachieved,asexpressedintheopinionoftheUksstaffandbyMr.KashifRana,oneofthemediaMasterTrainersinterviewedduringtheMTE.10

IMPACT:5HIGH(THEOBJECTIVESAREMETANDTHEREISANOVERALLSATISFACTIONWITHTHEINTERVENTION)

Has the project been successful in transferring enough knowledge and skills to theparticipantstoensureeffectiveandindependentapplicationofthoseskillsinthefuture?A number of changes have been observed as a result of theWILL program. One of the keymilestonesof thisprogramtosupportwomen leaderswould remain thedevelopmentof theguidebookforwomenparliamentarians.Thiscomprehensiveandobjectivedocumentexplainsthepoliticalhistory,women’srole(globally,nationallyandregionally)inparliamentarysystemsandhasbeenendorsedbytheSpeakeroftheNationalAssembly.CopiesoftheguidebookarealsoavailableintheofficiallibraryoftheNationalAssembly.The guidebook draws on SFCG’s global and regional expertise in strengthening women’spoliticalleadershipskillsbysupportingparticipantstodevelopandutilizeskillsinlegislativeandconstitutional procedures, development frameworks,women’s political reforms agenda, bestpracticesonbuildingalliancesandnetworks,parliamentarycaucus,andbuildingpositivepublicperceptionthrougheffectivemediamanagement.Coveringkeysubjects–suchasthehistoricalemancipationofwomen, political struggles in Pakistan, fear of public speaking, collaboratingwithwomenparliamentariansacrosspartylines,engagingmedia,aswellaspersonalleadership

10 Mid Term Review Report

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attributes–InPakistan,where the leadershipofwomen isnota learntbehavior, thismanualservesasausefultoolforwomenpoliticalleaders.11• Slightlyover95%of the trainingparticipantsand intervieweeswereverypositive in their

response to theproject.Asnoted inexamples, theyconsistently said that theeventshadaddedtotheirconfidence,theirleadershipandadvocacyskillsandtotheirabilitytoaddressconflictsofvariouskinds.Somenotedthatthetrainingshadenhancedtheirsenseofhavingtherighttoengageinpoliticalactivities.

• Sixty six percent of the women respondents from different political parties shared thatbesideotherlearningbenefits,WILLasbroughtmajorpoliticalpartiestogetherandnowwecanseeagreatcultureofinclusivenessamongtheparties.12

• The WILL campaign that grew in the second phase of the project, also contributed toensuringthatlearningcontinues.Thevideodocumentarywasalsoshowninmanypoliticalandsocial forumsthatcarrythemessagethatwomenpoliticiansand leaderswerewillingand able to respond to constituents’ needs. TheWILL Facebook page has also been anexcellentmediumforraisingissuespertainingtowomenandforsharinggoodpractices.

• InterviewrespondentsnotedthatanumberofprominentpoliticiansareWILLambassadors,includingtheHonorableformerSpeakeroftheHouse.Ampleknowledgeonthepartoftheprojectparticipants,especiallyattheDistrictlevel,hasyettobeachieved,inpartbecausesomeofthewomenleadersdonotusetheInternetorhavesufficientaccesstoit.

• Achieving the goals for the campaign – “to work with social change enablers” and tofunctionasa“socialcompass”-willrequiremoretime.

5. CONCLUSIONSANDRECOMMENDATIONS:

a) There were hardly any instances where participants shared any example about

community participation during program design. Therefore, one of the keyrecommendations under the program design phase is to engage with civil society,womenleadersandwomenrepresentativesfromcommunity.

b) Itwasclearduringtheexercisethattheparticipant’sselectionwasmaderandomlyfrommainstreamparties i.e.PPP,PMLN,PTI,MQMandothers. Therewasnodocumentedinclusionorexclusioncriteriawiththeprogrammanagementassuch.Theentireprocessof selectionwasdriven fromprogramproposaldocument that somehowaffected theoverallrepresentationofpoliticalparties. It isthereforerecommendedtohaveacleardocumentedselectioncriteria.

11 A guidebook for women political leaders 12 Analysis of consolidated Reponses from the training participants

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c) ItwasnotedbytheSFCGFinanceManagerthatnotallofthepartnershadthecapacityto spend the allocated funds within the agreed time frames. SFCG’s flexibility andunderstanding of difficulties beyond the implementing partners’ control (for examplewhenthreatstosecuritymadeitimpossibleforthewomentomoveaboutsafely)wereappreciatedbythepartners.TherewereeffortsfromSFCGtobuildcapacityofpartnerson financial management but structured capacity building through out the life ofprogramcouldhavebeenmoreeffective.

d) ThefundstransferremainedreasonablyefficientbutUks,whichwaslessthansatisfiedwith both the funding amounts and the choice of locations for the media events,indicating that the latter were not ideal, in comparison with the locations for theleadershipevents. This compels to the recommendation that consultativeprocessonfinancial engagement couldhavebeenmademoreeffective and thereby shouldhavebeendocumentedbeforesigningtheMOUswithpartners.

e) The2013GeneralElectionpreoccupied thosewomenrunning forofficeasMPAs.Thesecurity situation made it difficult for participants to attend some events and often,politicianswerethetargetsofsomeattacks(e.g.asnotedintheUksFourthQuarterlyReport). Several MPAs included in the mid-term evaluation noted that their parties‟demandson their time–and theirelection campaigns -had to takeprecedenceoverproject activities. A comprehensive risk analysis would help to improve how suchunavoidabledelayscanbehandledmoreefficiently.

f) Oneof thepartners felt that on someoccasions the communicationwith SFCG couldhave been improved. For example they were not initially informed about the InsanFoundation’s role in theproject therefore it’s critical tohaveclear scopeofworkandmandate tooperate in a complex consortiumsetting. Thedevelopmentof amutuallyagreed schedule of progress review meetings during a kick-off meeting would helpminimizecommunicationgaps.

g) The partner’s participation in consortium meetings and the initiative was ratherinconsistent,which led tosome issues inco-ordinationand less than idealacross-the-board co-operation. It is the case that one meeting during the inception phase andfurther all-partner consortiummeetingshad takenplace. The idea formoremeetingswas an indication of the desire for more interaction to achieve better mutualunderstanding.Anyefforttocreateandmaintainaconsortium–ideallyapartnershipofequalsonacommongroundbrought together tomeetprojectgoalsandobjectives–canbedifficult.Havingyearsofexperienceanddeepexpertisedonotnecessarilymeanbeingwilling to ‘buy in’ toaproject’sconceptsandpractices.Achievingsynergies (i.e.something that ismore than the sumof theparts) inaddition toachievingobjectivesandtargetsisevenmoredifficult,aswasindicatedbySFCG.

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h) Mediatalkshowswereeffectiveinengagingwiththepoliticalleadershoweveritwouldbehavebeenbeneficialtoincludethosesessionsinthesecondphaseoftheprojectaswell.

6. ANNEXES

AnnexA

TermsofReferenceforFinalEvaluation“StrengtheningWomenParliamentariansinPakistanforEffectiveGovernment”

I. Introduction

SEARCH FOR COMMON GROUND (SFCG) IS AN INTERNATIONAL PEACEBUILDING ORGANIZATION THATSTRIVES TO TRANSFORM THE WAY THE WORLD DEALS WITH CONFLICT, AWAY FROM ADVERSARIALAPPROACHESANDTOWARDSCOLLABORATIVEPROBLEMSOLVING.SFCG ISWORKINGIN39COUNTRIESACROSS AFRICA, ASIA, THE MIDDLE EAST, CENTRAL ASIA AND THE USA. SFCG WORKS WITHGOVERNMENTS, CIVIL SOCIETY, STATE INSTITUTIONS, SECURITY SECTORS, RELIGIOUS LEADERS,EDUCATIONAL INSTITUTIONS, YOUTH,MEDIA ORGANIZATIONS AND OTHER STAKEHOLDER GROUPS TOPROMOTEPEACE,TOLERANCEANDCOLLABORATIONACROSSDIVIDINGLINES.

SFCGbeganitsprogramsinPakistanin2010whereithasalong-termcommitmentto:

• Promoteanationalcultureandprocessesforpeacebuildingacrossdividinglines;• Increasetheparticipationofyouthandwomeninactivecitizenshipandleadershipforpeacebuilding;• Strengthen state institutions for post-conflict transformative rule of law and service delivery for

socialcohesionandprotection;and• Enhance the role of media to create social sensitivity and national harmony through responsible

reportingandcollaborativeoutreach.

II. Background

IN 2013, SFCG WAS AWARDED THE TWO-YEAR “STRENGTHENING WOMEN PARLIAMENTARIANS INPAKISTAN FOR EFFECTIVE GOVERNMENT” PROJECT BY THE U.S. STATE DEPARTMENT, BUREAU OFDEMOCRACY, HUMAN RIGHTS AND LABOR (DRL).THIS PROJECT WAS GIVEN THE BRAND NAME WILL(WOMEN’S INITIATIVE FOR LEARNINGAND LEADERSHIP) BY SFCG. SFCGalongwith its localpartnersbuiltthe capacity of women political leaders and providing continued leadership development for current andformer women parliamentarians at the provincial levels as well as politicians at the district level. Programtrainings,coachingsessions,networkingplatformsandleadershipforumsaimedatincreasingtheircapacitytobuildcoalitionsandstrategicconsensuswithlikemindedindividualsandorganizations.Theprojectalsoutilizedpopularmedia inanattempttoshiftattitudestowardwomen’sparticipation ingovernment.Mediaactivitiesincludedmessagedevelopment,stakeholdermeetings,commongroundworkshops,developingandhandlingofpublicityandpromotionofanationwidecampaign,andinteractivetalkshows.

BUILDINGONWILL’SSUCCESSESACHIEVED INTHELASTTWOYEARS,SFCGBEGAN IMPLEMENTINGTHESECOND PHASE OF WILL BEGINNING OCTOBER 2013. WILL’s second phase aimed to strengthen theleadershipcapacitiesofwomenparliamentarians(MPs) intheProvincialAssemblies,theirmalecounterpartsand government officials from Punjab and Sindh provinces in order to increase their influence in decision-makingandeffectivegovernance.Morespecifically,itdrawsonSFCG’sexperienceandnetworksinthePunjabandSindhprovinces,aswellason itsglobalexpertise instrengtheningwomen’spolitical leadershipskillsbysupporting participants to develop and utilize skills in community mobilization, dialogue and negotiation,capacity building, andmedia engagement. It also harnesses its partners’ locally rooted experienceworkingwiththetargetgroupsoftheinitiative.Throughamulti-prongedapproach,WILLengageskeystakeholderstoshapenationalsolidarityandestablishmechanismsforgreaterparticipationofwomeninpoliticsandpolicy-

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making.WILLaimstocreatea transformativeexperienceofnegotiation,collaboration,andeffectingchangefor women MPs using SFCG’s well-tested Common Ground Approach (CGA) 13 that can translate theircommitmenttodemocraticgovernanceinPakistanthroughpolicyreformandimplementation.

iii. ProjectObjectives

THEOVERALL PROJECTGOAL IS TO STRENGTHEN THE ROLEOFWOMEN PARLIAMENTARIANS (MPS) INTHE PROVINCIAL ASSEMBLIES IN AWAY THAT INCREASES THEIR INFLUENCE IN DECISION-MAKING FOREFFECTIVEGOVERNANCE.

SPECIFICOBJECTIVESINCLUDETHEFOLLOWING:

• TO INCREASE THE LEADERSHIP SKILLS OF WOMEN PARLIAMENTARIANS (MPS) FOREFFECTIVEPOLICY-MAKINGANDREFORM;

• TO FACILITATE THE CREATION OF POLICY MECHANISMS THAT ENABLE WOMENPARLIAMENTARIANS (MPS) TO COLLABORATE ACROSS PARTY LINESWITH THEIRMALECOUNTERPARTSANDGOVERNMENTOFFICIALS;AND

• TO BUILD POSITIVE PUBLIC PERCEPTION AROUND THE ROLE OF WOMENPARLIAMENTARIANS (MPS) AS EFFECTIVE LEADERS AND DECISION-MAKERS THROUGHMEDIASENSITIZATION.

Inordertoincreasethecapacityofwomenparliamentariansaswellasformerandaspiringwomencouncilorsbymagnifyingwomen’svoicesandbolsteringengagementindecisionmakingattheprovincialandlocallevels,theprojectsetthefollowingbroaderresults.

• Electedwomenparliamentariansandformerandaspiringwomencouncilorsareequippedwithcoalitionandconsensusbuildingskillsandareabletoadvocatemoreeffectivelyforavarietyofissues,includingwomenspecificissues;

• Trainers/facilitatorsfromnationalwomen’sorganizationsareempoweredasagentsofreformandchangeandprovideeffectivepoliticalleadershiptrainingatprovincialandlocallevelsinPakistan

• Thepopulation’sawarenessandperceptionoftheroleofwomenpoliticiansaseffectivedecision-makersingovernmentisimproved.

Thedirectbeneficiariesoftheprojectareourlocalpartners,provincialwomenparliamentarians,andformerandaspiringwomencouncilorsatthedistrictlevelacrossPakistan.

iv. ProjectActivities

The project will use a people-to-people approach by engaging a target group of 110 project beneficiariesincluding 77 women politicians (MPs and District Level Women Politicians); 33 male politicians; and 22government officials who have the potential and position to influence policy reforms. It will include fourdistinctprojectphasesthatincludethefollowing:

13The Common Ground Approach is a means of navigating through conflict and identifying possibilities that are notapparentfromanadversarialmindset.Itisasetofprinciplesandpracticesthat,whenutilized,causesafundamentalshiftin people's relationship with conflict--away from adversarial approaches toward cooperative solutions. The CommonGroundApproach--whetherappliedinahomeinthesuburbsofNewYorkCity,onthestreetsofinnercityCincinnati,orbetweenethnicgroups in theBalkansorBuner (FATA)--createsnewpossibilitiesofpeaceful coexistence.TheCommonGroundApproachisderivedfromoverthreedecadesofpracticalexperience--ithasbeencraftedbywhatworks.

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1. BaselineandPoliticalNeedsAssessmentonWomenParliamentarians

2. Capacity-building/Leadership Development for Policy-making and Networking: i) Training ModulesandManuals;ii)TrainingofTrainers(ToT)

3. ProvincialTrainings:i)Capacity-building/LeadershipDevelopmentforPolicy-makingandNetworking

4. Stakeholder Dialogues to Create Collaborative Mechanisms in Provincial Assemblies: i) Provincialpolicydialogues;ii)Nationaldialoguesummit

5. Media Outreach and Communications for Positive Portrayal of and Support for WomenParliamentarians:i)Mediaoutreachcampaign

v. EvaluationObjectives

TheFinalEvaluationwillbedesignedtoassesstheoverallapproach,usinga“theory-basedevaluation”framework.Whiletheevaluatormaysuggestwhichspecificapproachtoadopt,SFCGrecommendsadoptingaTheoryofChangeapproach.Thetheoryofchangeofthisprojectisimplicitwithinthedesign,andwillhavetobeexplicitlyidentifiedbytheevaluatoratthestartoftheevaluation.

Additionally, theevaluationwillmeasurehow theprojectwas implementedand towhatextent theprojectgoalsandobjectiveswereachieved.Theevaluationwillmeasurehowwelltheprojectrespondedtotheneedsofwomenparliamentarians,ex-councilorsandaspiringfemalepoliticiansthroughanassessmentofrelevance;measure theproject’seffectivenessbyassessinghowwell it achieved itsobjectives,outcomesandoutputs;evaluate theprogram’sdesign,strategyand implementationstrategy;and finallyassess themanagementoftheprogram,includingthemanagementofrelationshipswithpartnerorganizations

The evaluation will encompass an analysis based on the OECD-DAC criteria of evaluating peacebuildinginterventiontoanswersomeofthekeyquestionslistedindetailbelow.

1.Relevance/Appropriateness:

• Aretheproject’sstatedgoalsandobjectivesrelevanttotheissuescentraltothewomenpoliticiansinPakistan?Dotheactivitiesandstrategiesfitprojectobjectives?

• Is the project adding value that other actors in peacebuilding and themedia in Pakistanwere notpreviouslyproviding?

• Is the project covering the appropriate leadership and media messaging themes and providingresourcesandcapacityenhancementthatwouldnototherwisehappen?

• How relevant are the project strategies and activities as perceived by the beneficiaries and othercommunitystakeholders?

2.Effectiveness:

• Whatarethemajoroutputsandoutcomesoftheproject?• HasSFCGachieveditsgoalofincreasingthecapacityofwomenparliamentariansandaspiringwomen

politicians by magnifying their voices and increasing their engagement in the decision makingprocesses?

• How has the project contributed in promoting inclusive culture among political parties and otherformalandinformalinstitutions?Havetherebeenanysignalstowardsthis?

• Towhatextent theprojecthasbeensuccessful inpositively shiftingpublicawareness,attitudeandperceptionsabouttheroleofwomenpoliticians/parliamentarians?

• Are there any signals of increased inclusion of women leaders in decision-making processes at alllevel?

• Hasthisprojectresultedincollaborationaboveparty-linesbetweenwomenpoliticians?• Whatmajorfactorsarecontributingtotheachievementornon-achievementofobjectives?

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3.IntermediateImpact:

• Has the project been successful in transferring enough knowledge and skills to the participants toensureeffectiveandindependentapplicationofthoseskillsinthefuture?

• HowhastheprojectcontributedinimprovingthecapacityofwomenpoliticiansinPakistan?HowhasSFCG’s engagement with women politicians translated into positive action or improvements in thepositionofwomenpoliticiansinthepublicspace?

• What change has taken place in themedia’s approach (overall and participatingmedia) towomenpoliticiansasaresultofthisproject?HastheprojectionofwomenpoliticiansinthemediaimprovedasaresultofSFCG’swork?

• ArethereanyunintendedpositiveornegativeresultsofthisworkinPakistan?

• HowhasthePakistanimedia(radio?)benefittedfromtheSFCG’sworkthroughthisprojectandhowaretheymagnifyingtheknowledgebeyondtheprojectactivities?

vi. EvaluationMethodology

SFCG is committed to conducting the evaluation with solid methodology to measure the participation ofwomenrepresentingdiversepoliticalideologiesandacommonplatform.Themethodologieswillinclude:deskstudyreview,keyinformantinterviews,focusgroups,andsurveys:

Deskstudyreview:AcademicliteraturediscussingwomenandpoliticsinPakistanshouldbereviewed.Thisisimportant for capturing andmappingwomen’s participation in Pakistani politics at least for the last two tothree local and parliamentary elections. Literature is crucial to identifying ideas that support women’sparticipationinpolitics.

Key informants Interviews: Interviews will be conducted with key informants in the target areas.Womenalumniofourtrainingswillbe interviewedtocapturethechanges intheirknowledgeandskillsonengagingcommunities and media, how they implemented the training materials for demonstrating their leadershipskills. The interviewswill also identifywhatconflictsandchallenges thewomenalumni facedandhowtheysolvedthoseconflictsusingtrainingmaterialapproaches.Interviewswithwomenalumniwillalsocapturethestoriesofsuccessandfailureofwomenleaderswhileexercisingtheirpolitical leadership inbothformalandinformalstructures.Membersofpoliticalpartieswillalsobeinterviewedtoevaluatethechangingperspectivesof political parties in supporting women to become leaders, how the political parties developed policy tosupport women at different level of politics, and how the training materials and other activities impactedinternalpartysupportincreasedroleofwomeninpolitics.

Focus Group Discussions ( FGDs): At least three focus group discussions (with groups such as parliamentmembers, former legislative candidates, religious leaders, community leaders, and constituents) will beconducted in each location to measure shifting perception and role of women in politics as well as localleaders’perceptionandattitudeonwomen’sroleinpolitics.

SampleSurveys:Acommunity-basedsurveywillbeconductedtomeasurethecontributionoftheproject inshiftingpublicperceptionaroundtheroleofwomenparliamentarians(MPs)aseffectiveleadersanddecision-makers through media sensitization. The survey data will be disaggregated by different variables such asgender,age,professionreligiousaffiliationandstate,amongothers.

vii. ScopeofWorkandDeliverables

ScopeofWork

Location:

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Thisevaluationwilltakeplaceinthe2provincesofPakistan,PunjabandSindh.

Deliverables:

Followingspecificdeliverablesareexpectedformtheconsultant.

Within sevendays from signing the contract, the consultantwill submit the InceptionReport,which clearlydefines theevaluationmethodology, suchas clearoutlinesof FGDsandKII checklist, surveyquestionnaires,and an evaluation timeline with specific deadlines for each deliverable. The inception report should alsoclearly explain the samplingmethodology and sample size for the quantitative survey and clear and logicalexplanationof thenumberofFGDsandKIIsplanned ineach location.The inceptionreportwillbereviewedand approved by the SFCG Team. The evaluator cannot start the data collection processwithout the SFCGteam’sapprovalontheinceptionreport.

Draftrevaluationreporttobesubmittedwithin10daysofcompletionofthedatacollectionintheprojectsitesforthereviewandcommentsfromSFCGTeam.Thereviewandfeedbackofthereportcouldbemorethanoneround depending on the quality of the report submitted by the consultant and the extent to which thecommentsandsuggestionsfromthefirstroundofreviewhavebeenincorporated.

The final evaluation report after incorporating the comments from SFCG. The report should be written inEnglishlanguageandshouldbearound25-30pages(excludingannexes)inlengthandconsistsof:

• CoverPage.SFCGwillprovidesamplecoversheetforreference.• Tableofcontents,listofacronyms/abbreviationsandlistoftablesandcharts• Executivesummaryofkeyfindingsandrecommendations–nomorethan3pages.• Introduction: Context analysis, project description, evaluationmethodologywith clear explanation of

sampling,surveymethodology,FGDs/KIIsparticipantselectionanddataanalysisapproach.• Evaluation findings, analysis, and conclusionswith associated data presented per evaluation objective

andperevaluationcriteria,viaareasonablebalanceofnarrativevs.graphsandcharts(mandatory).• Recommendations for future activities/intervention. The recommendations should be forward looking

and should focus on program design, planning vs implementation, implementation methodology andapproach,projectmonitoringandevaluationsystem,amongothers.Therecommendationsshouldalsobeframedaccordingtotheevaluationcriteria.

• Appendices, which include collected data, detailed description of the methodology with researchinstruments,listofinterviewees,bibliography,andevaluator(s)briefbiography.

The evaluator has to develop the structure of the evaluation report and get approval from the EvaluationManager (DM&E Manager, SFCG Pakistan) before starting the report writing process as indicated in thescheduleabove.

ItshouldbesubmittedelectronicallyinaMS-Worddocument.TheevaluatorisresponsibleforEnglisheditingofthefinalreportandshouldbewellformatted.ThereportwillbecreditedtotheevaluatorandwillbeplacedinthepublicdomainatthedecisionofSFCG.

The evaluator shallmake a verbal presentation of the findings of the evaluation in ameeting organized bySFCGforitsstaffanditspartners.Therepresentativeofthedonormaybepresentinthismeeting.

Allhandwrittenandelectronic transcriptsof interviewsandFGDs,hardcopiesof thesurveyquestionnaires,anylogisticstakenfromSFCGfortheevaluationpurposeandphotographstakenduringtheevaluationshouldbesubmittedtoSFCG.Furthertothis,allinformationgeneratedduringtheevaluationwillbethesolepropertyofSFCGandissubjecttosubmissiontoSFCGalongwiththefinalreport.

viii. EvaluationTeam

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Theevaluationteamwillconsistoftheexternalevaluator,theSFCGEvaluationManager(SFCGPakistanDM&ECoordinator)andtheSFCGAsiaRegionalDM&ESpecialist.ThefinalevaluationwillbeconductedundertheoverallsupervisionoftheSFCGPakistanExecutiveDirector.

ix. LogisticalSupport

SFCGwillprovidepreparatoryandlogisticalassistancetotheevaluator,including:

• Backgroundmaterials(projectproposal,periodicreports,existingevaluations,etc.)

• Meetings,phone/e-mailcommunicationwithprogramadministrators

• Identifyintervieweesandprovidecontactinformation

• Alllogisticalsupportforthefieldvisit,includingtravelcost(localaswellasairtravel)

• Arrangemeetingsandappointmentswithstakeholdersandbeneficiariesinthefield(ifnecessary).

x. Evaluator'sRoleandCompetencies

Evaluator’sRole

Theevaluationwillbecarriedoutbyasingleexternalevaluator,whowillreporttoandworkundertheguidanceofSFCG'sDM&ECoordinator,whoisalsotheevaluationmanagerforthisproject.

Theexternalevaluatorwill:

• Identifyanddefineevaluationpriorityareas,methodologyandindicators;

• Designandimplementdatacollection;

• Analyzedataandfindingsandprepareareport;

• Writeandsubmitafinalreport;

• MakeabriefpresentationoffindingsandrecommendationstoSFCGIndonesiaandpartners.

xi. Evaluatorcompetencies

• Soundknowledgeongenderissuesincludingwomeninpolitics,particularlyinthePakistanicontext;

• SoundunderstandingofPakistan’spolicyandpracticearoundwomeninpolitics;

• Soundknowledgeonprogramdevelopment;

• Master’sdegreeinsocialscienceorotherrelatedfields;Candidateswithdegreeinwomen’sstudiesorpeacebuildingwillbegivenpriority.

• Demonstratedtechnicalskillsingenderandpeacebuildingprojectevaluations;

• ProficiencyinwrittenEnglish;

• Priorexperienceinevaluatinggenderprogramswillbeanaddedadvantage.

Acompleteproposals/applicationshouldbesubmittedbythedeadlineandshouldinclude:

• Proposal(maximum6pages,includingthemethodsandmethodologytobeadopted)

• Budgetestimatesandpricequote

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• CV

• Coverletter

• Availability

• References

• Writingsample

ANNEXB(TOOLS)QUESTIONSFORPARTNERS’INTERVIEWS

1. AnymanagementhurdlesinimplementingtheProject?(e.g.communicationofconcepts,fundstransfer,timingofeventsanddeadlines)

2. Haveyoufoundtheconsortiumapproachefficient?Effective?Anyproblemsencountered?

3. Werethereanyhurdlesinrecruitingtrainees?Didanyonerefuse?

4. Didyouhaveanyproblemsgettingthesameparticipantstomultipletrainingevents?

5. Pleasedescribetheprocessofdesigningthecontentofthetrainingprogrammes.

6. Howdidyoumonitorthetrainingactivities?

7. Howmanymonitoring&evaluationstaffdoyouhaveinyourorganization?

8. WhatwasinnovativeabouttheSFCGtraining?(donorreportsaskforthisbutnotgiven)

9. Howdidyoudefine“conflict‟forthisproject?Didthatdefinitionchangeoverthecourseofthetrainingsessions?

10. Werethereconflictissuesyoufeltyoucouldnotaddress?(beyondthescopeoftheproject)

11. HowusefulwastheprojectTNAindesigningthetraining?Howwasituseful?

12. Canweseesomeofthetrainingevaluations(participants‟feedback)?

13. Wouldyousaythatthetrainingrolloutwaseffective?(Ifyes,whataretheindicators?)

14. Ifyouweretodesignanothertrainingprograminthefuture,withthesameobjectives,whatissueswouldyouaddress?(i.e.basedonwhatyouhavelearnedduringtheactivities)

15. WereyouabletoidentifyanyProvince(orDistrict)specificstrengthsandweaknessesduringtheprojectevents?(Training,Forums,coaching)?Ideasonthereasonsforthese?

16. Whatwerethehardestthingstoconveyduringtheprojectactivities?

17. Wasthereanymediacoverageoftheprojectthatwasnotinitiatedbytheproject?

18. Whichstakeholdershaveyouinteractedwithonanyaspectoftheproject?

19. Aretherepeopleyouwouldhavelikedtointeractwithbutcouldnot?Reasons?

20. Canyougiveanyexamplesofparticipants‟increasedabilitiesoverthecourseofthetrainingevents?Havethesebeenrecordedanywhere?

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21. TowhatextentwouldyousaythattheLeadershipForumobjectiveshadbeenaccomplished?

QUESTIONSFORSFCGSTAFFISLAMABADEXECUTIVEDIRECTOR

1) HowdoesthisprojectcontributetotheSFCGcountryprogrammestrategy?

2) WhichGovernmentpolicyonwomendoestheProjectcontributetomostsignificantly?

3) AstheExecutiveDirectorandtheHeadofLeadConsortiumOrganizationwhatarethestrengthsofthisinterventionthatyouwouldliketosharewithus?

4) Whatbottleneckshaveyouandyourteamfacedduringtheimplementationphase?

5) Doyouthinkmonitoringoftheon-ongoingtrainingandmediaactivitiesweregoodenough?

6) Howmanymonitoring&evaluationstaffdidyouhaveforthisproject?

7) Doyouthinktheprojecthasattaineditsplannedgoal?Pleaseshareexamples.

8) Sinceyoudirectlyinteractedwiththetargetbeneficiariesduringvariousevents,whatchangehaveyoufeltintheirbehaviorandknowledgeasadirectresultofthisintervention?

9) Howpracticalistheconsortiumapproachtoimplementingthisproject?

10) Doyouthinkenoughfinancialandhumanresourceswereallocatedfortheimplementationofthisproject?BothatSFCGandatpartners‟offices?Ifyoufacedanychallengespleaseshare.

11) WhatwastheneedforWILLbranding?Diditachieveitspurpose?

12) Whichpartofthisinterventioncouldhavebeendonedifferently?

13) Wouldyouspecificallyliketosharethelearningthatyouemphasized,asanorganizationalleadershallbecarriedforwardforimplementationinthenextphase?

14) Isthereanycomponentintheprojectthatyouthoughtcouldhavebeendonedifferently?

15) Whatsustainabilitymeasuresareembeddedintheproject,soastheprovidedknowledgecouldstaywiththetargetbeneficiaries?

16) Haveyoureceivedanyfeedbackontheinterventionfromotherorganizations‟workinginPakistanonthesameissue?Orwereyou(SFCG)invitedincountrybyanyinstitutetomakepresentationonthisinitiative?

FINANCEMANAGER

1) Whatfinancialmanagementcapacitybuildingmeasuresweretakenforthepartners,ifany?

2) DidthepartnersforSFCGgrant,manageseparatebankaccounts?

3) Whatanti-corruptionmeasures,ifany,wereputinplace?

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4) WhattypeofchecksandbalanceswereputinplacebySFCGasleadorganizationforimplementingpartnerssystems?

5) Whatwastherequiredfrequencyofhavingfinancialreportsfromtheimplementingpartners?Weretheserequirementsmet?

6) Whatwastherequiredfrequencytododonorfinancialreporting?

7) Whattypesofobservations,ifany,werereceivedfromthedonor?

8) Whatwerethecommentsoftheauditorsonthereport?Anymanagementletterwritten?

9) Whoselectedtheauditors?Wasitthepartners,SFCGorthedonor?

10) Whatwerethestrongpointsinfinancialmanagementofthepartnersandwhatshouldhavebeenchanged?

11) Werethereenoughfinancialresourcesallocatedfortheprojectinterventions?Iftherewereanyweaknessespleaseidentifythem.

12) Isthereanyparticularlearningthatyouwillliketosharewithus?

SFCGPROJECTMANAGER(Lead)

1.Relevance

1) Howdoyouthinkthattheproject’sstatedgoalsandobjectivescatertheneedsofwomenpoliticiansinPakistanandwhatcouldhavebeendonedifferently?

2) HasthisinitiativeaddedvalueandbridgedanytechnicalgapsintheskillsofwomenpoliticiansinPakistan?Pleasegivesomeexamples.Whatwasuniqueaboutthisinitiative?

3) Hadtheprojectcoveredtheappropriatethemesindomainsofleadershipandmediamessagingandwereenoughtimeandresourcesprovidedforcapacityenhancementthatwouldnototherwisehappen?

4) Whataretheperceptionsofyourpartnersandbeneficiariesonvariousprojectcomponentsandtheirmodeofdelivery?

5) Whatarethemajorlessonslearned(aboutprojectmanagementandaboutleadership,conflictresolutionandmediamessaging)fromthisphaseoftheProject.Whendidyoulearntheprojectwasgoingtobeextended?Whatlearningfromthisphasehasbeencarriedoutforphase2?

6) Isthereanyplannedactivityinphase1thatyoufoundlessusefulafterimplementationandyoudidnotincludeitinphase2?

2.Effectiveness

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1) Towhatextenthavethewomen’s leadership,conflictresolutionandmediamessagingskills been improved after attending SFCG and its partners‟ trainings and events? Isthereanyexamplethataparticipanttalkedaboutthepracticalchallengesthattheyfaceas women in the central body of her political party? Similarly, is there any incidentquotedfromtheparticipants,wheretheyplayedsomeroleinconflictresolution?

2) WhatdoyouthinkaretheoutcomesofWILLtalkshowsandthemediacampaign?Havetheyproducedtheplannedresults?Anydirectfeedbackyoureceivedfromtheaudienceorthepartners‟staff?

3) HaveyoureceivedanyinformationthatparticipationofwomenMPAsandExCouncilorshaveincreasedintheirpartydecisionmakingprocessasaresultofSFCGinitiative?

4) Whatcapacitybuildingmeasures,includingtrainings,havebeentakentoensurethatthepartners‟projectstaffsdelivertheplannedoutputseffectively?Areyousatisfiedthatthosemeasureshaveresultedintheskillsbeingraisedtothenecessarylevels?Istheremorecapacity-buildingtobedone?

5) Whethertheproject„strengtheningWomenParliamentariansinPakistanforEffectiveGovernment‟hasenabledwomenpoliticianstotalkaboutwomenissuesasacollectivebodyabovepartylines?Pleaseshareexamples.

6) Whatarethestrengthsandchallengesthatprojectfacedduringitsimplementation?

3.Impact

1) Doyouthinkthattheprojectinterventionshaveenabledthemajorityofthetargetbeneficiariestoapplytheacquiredskillsindependentlyintheirpoliticalcareer?Forthosewhohavenotbeenabletoapplytheirskills,whatarethemajorreasons,andcanthoseobstaclesbeaddressedinPhaseII?

2) Whatchangeshavebeenfoundinthedealingsofthemediaprofessionalsi.e.,radioproducers/talkshowhostsafterattendingSFCGtrainings?Anyexamples.

3) Whatchangeshavebeenfoundinthemediahandlingpractices/strategiesofthewomenpoliticians?

4) Haveyourecordedanychangeinthepublicperception,whichyoucanattributeasthedirectresultofWILL?

5) DoyouthinkthatSFCGinterventionhasbroughtanychangeinthemediaespeciallyradioprogrammeswayofhandlingwomenissues?Pleaseshareexamples.

Sessiondetails- TrainingSubject:______ Facilitator(s)name::______

Location:______ Date:______

CComposition- #ofwomenparliamentarians’______

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#ofwomencounsellorsandother________

ForCompletedby- Name:______ Positionintheparty/ororganization:______

PartyName_______________

Questions Yes Somewhat

No Remarks(incaseofNO,pleasestatethereasons)

1- Pleaseuse‘Y’or‘S’or‘N’againsteachquestion1 Isthetrainingagendaclearandlogicalinits

sequence?Istheamountoftimeallocatedforthetrainingappropriate?

2 Arethelearningobjectivesclearlystated?

3 Isthelanguageofinstructionappropriatefortheparticipants?(Thisincludesthefacilitator’sspeechandvisualandwrittenmaterials.)

4 Dotheparticipantsknowwhytheywillbenefitfromthetraining,i.e.“What’sinitforme?”

5 Doesthetrainerpossessstrongknowledgeofthesubject?

6 Areparticipantsactivelyparticipating?

7 Doesthefacilitatorresolveconflictsamongtheparticipants,andmanage‘challenging’participantsespeciallywhenparticipantsarefromdifferentparties,effectively?

8 Isafollow-uporactionplandevelopedattheendofthetrainingsession,withclearnextsteps,personsresponsible,andtimelines?

9 Doparticipantscompleteevaluationformsattheendofthetraining?

10 Hasthistrainingincreasedmyabilitytounderstandpoliticalconcepts?

11 Hasthistrainingstrengthenedyourabilitytoadvocateonanymatter?

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12 Didthetrainingsessionsfocussufficientlyon“effectivepoliticalparticipation?

2- ProjectRelated

1. HaveyoubeeninvolvedincommunityasadirectresultofattendingtheSFCGtrainings?

2. Can you identify anything (three major learning) that you been able to accomplish sinceattendingthetrainingsthatyoucouldnothaveaccomplishedbeforethetrainings?

3. Whichleadershipskillswouldyousayyouhaveacquiredfromthisproject?Canyouidentifyanyleadershipskills?Howdidyouapplythisskillinyourpersonalorprofessionallife?

4. Canyouidentifyaspecificconflict(ofanykind)thatyouhavebeeninvolvedinasanMPA(orCouncilor)?Willyouliketoshareifthereissomeconflictstillgoingonandwhatstrategiesyouareoptingtomanage?

5. Evenifthatconflictisstillongoing,willyoupleasedescribehowyouusedwhatyoulearnedinthetrainingtobecomeinvolvedintheconflict?Whatwastheresultofyourinvolvement?(details)

6. Didthesessionstakeaccountoflevelsofknowledgeandthepoliticalandsocial issuesyouaredealingwith?(p.14TNAmentions“sufficientlycomplexity”)

7. Isthereanexampleofanintra-partyconflictthattheprojecthasenabledyoutoengagein?Ifyes,whatwastheoutcome?

CRITERIARELATED(TOBEADMINISTEREDBYSENIORTEAMMEMBER)

Relevance

7) DoyouthinkthattheprojectactivitieswererelatedtotheneedsofwomenpoliticiansinPakistan?IfyesHow?

8) IfNO,whatcouldhavebeendonedifferently?

9) Howhasthisprojecthelpwomenpoliticianstoimprovetheirpoliticalandparliamentaryknowledgeandleadershipskills?Pleasegivesomeexamples.Whatwasuniqueaboutthisproject?

10) Hadtheprojectcoveredtheappropriatethemesindomainsofleadershipandmediamessagingandwereenoughtimeandresourcesprovidedforcapacityenhancementthatwouldnototherwisehappen?

2.Effectiveness

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7) Towhatextenthavethewomen’sleadership,conflictresolutionandmediamessagingskillsbeenimprovedafterattendingSFCGanditspartners‟trainingsandevents?Isthereanyexamplethataparticipanttalkedaboutthepracticalchallengesthattheyfaceaswomeninthecentralbodyofherpoliticalparty?Similarly,isthereanyincidentquotedfromtheparticipants,wheretheyplayedsomeroleinconflictresolution?

8) IsthereanyevidencetoshowthatthereisincreasedroleofthosewomenMPAsandExCouncilorsindecision-makingprocesswithintheirpartyasaresultofthisinitiative?

9) Beingprojectparticipant,doyouthinkthatStrengtheningWomenParliamentariansinPakistanforEffectiveGovernment‟hasenabledwomenpoliticianstotalkaboutwomenissuesasacollectivebodyabovepartylines?Pleaseshareexamples.

3.Impact

6) Doyouthinkthattheprojectinterventionshaveenabledthemajorityofthetrainingparticipantsandbeneficiariestoapplytheacquiredskillsindependentlyintheirpoliticalcareer?Forthosewhohavenotbeenabletoapplytheirskills,whatarethemajorreasons,andcanthoseobstaclesbeaddressedinPhaseII?

7) Doyouthinkthatmediahandlingpractices/strategiesofthewomenpoliticianshavebeenimproved?Ifyes,giveanexample.

8) Haveyourecordedanychangeinthepublicperceptiontowardswomenpoliticianortheirleadershipability,whichyoucanattributeasthedirectresultofthisproject?

9) Doyouthinkthatthisproject’sinterventionhasbroughtanychangeinthemediaespeciallyradioprogrammeswayofhandlingwomenissues?Pleaseshareexamples.Howhasthemediaperson/institutionsparticipatinginthusprojectbenefitedfromtheprojectinitiatives

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