Women's Voice and Leadership Midterm Report - Management Response

MTR /20223/WVL-P Management Response Oxfam Management response to the mid-term evaluation of Women’s Voice and Leadership Pakistan A: Context, background and findings 1.

The evaluation’s context and background i.e., the purpose and scope of the evaluation.

Women’s Voice and Leadership – Pakistan (WVL-Pakistan) is a five-year, $8 million project funded by Global Affairs Canada (GAC) and implemented by Oxfam Canada (OCA), in collaboration with Oxfam in Pakistan (OiP). The project is part of GAC’s Women’s Voice and Leadership (WVL) Program, a global initiative to support the capacity and activities of local and regional women’s organizations and movements seeking to empower women and girls, advance the protection of women’s and girls’ rights, and achieve gender equality.

The project works with 12 WROs, 4 provincial alliances, and 1 national alliance, and fast responsive short grantees which are very diverse in geographical and thematic areas, as well as capacity in terms of programming and resources. The project partners are located across all provinces in Pakistan – Khyber Pakhtunkhwa (KPK), Balochistan, Punjab, Sindh, and Islamabad.

The Mid-Term Review (MTR) focused on collective learning for possible adaptable measures for the remainder of the project. The MTR process was designed using a gender transformative approach and at every step, WROs were involved. It covered the first 3 years of the project (April 2019 – July 2022).

The main objective of the MTR was to contribute to collective learning with lessons learned and good practices on supporting Women’s Rights Organizations (WROs) in organizational and individual level transformations, leading towards becoming gender just organizations within the framework of WVL-Pakistan.

Specific sub-objectives for the Mid-Term Review included: • Identify and document examples of successful strategies (what is the project doing right) and challenges (what needs to change), in how WVLPakistan has contributed towards capacity strengthening of WROs and enhancing women’s leadership capacities (Intermediate Outcome 1100/Pillar 1).

• Assess changes in WRO’s technical and programmatic capacities in delivery of campaigns and programming, including contribution of issue- based grantees in WVL-Pakistan (Intermediate Outcome 1200/Pillar 2).

• Highlight shared collective learnings from WROs and alliances working jointly towards effecting gender-sensitive policy change and 1

MTR /20223/WVL-P implementation, through collective engagement and using evidence-based knowledge to influence policy and practice (Intermediate Outcome 1300/Pillar 3).

2.

Summary of main findings and recommendations

MAIN FINDINGS Effectiveness The technical and financial support provided to WROs, along with the technical capacity and institutional strengthening were effective in bringing about changes at a personal and organizational level within WROs. Along with capacity strengthening, the internalization of gender transformative values and principles within WROs, was effective in changing organizational culture, shifting values, improving program quality and leadership. The Gender Leadership Program (GLP) was a standout intervention, which was very effective in influencing the transformative change process within each WRO towards becoming a more gender just organization. The engagement of WROs with alliances, and subsequent capacity strengthening initiatives along with mentorship and guidance of OiP was effective in increasing connection, communication and effective networking of WROs with likeminded stakeholders and improve women centric agendas of alliances. This will likely improve the collective engagement for advocacy and lobbying on gender sensitive policy change and implementation in Pakistan.

Relevance The interventions under WVL-Pakistan have been relevant to the needs of WROs to transform them into gender just organizations, who can deliver quality campaigns, programming on women’s rights agenda and can effectively advocate for gender-sensitive policy change and implementation in Pakistan. The integration of the Capacity Assessment Tool for Gender Just Organizations (CAT4GJO) into the project design and processes was significant in ensuring relevance of project activities, especially on policy development work, and on capacity and institutional strengthening of WROs. This improved their management and gender transformative leadership in values and practice within WROs. Thematic knowledge, such as on intersectionality, and technical skilled based capacity, such as gender transformative programming (feminist monitoring, evaluation, accountability and learning (MEAL); Participatory Rural Appraisal (PRA); gender analysis etc.) were relevant for WROs in improving the depth and quality of programming. Engagement with alliances, capacity strengthening activities, including advocacy skills and digital media, and mentorship provided by OiP staff was relevant to the needs of WROs in improving their engagement with wider, like-minded stakeholders. This will likely improve the effectiveness of women’s rights voice for policy change and implementation in Pakistan.

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MTR /20223/WVL-P Efficiency The interventions under WVL-Pakistan were implemented efficiently, not only in terms of providing value addition resources to WROs but also in terms of enabling WROs to use these resources in a time and cost saving manner. The institutional support, in terms of financial resources, policy and strategic work, along with in-house capacity of staff and gender transformative programming capacity provided resources for WROs to improve their governance, management, sustainability and deliver gender transformative programming and advocacy on women’s rights agenda. The personal growth of staff, shift in values and practices within WROs and the knowledge and tools provided by WVL-P, enabled WROs to use the resources efficiently. The engagement with alliances provided WROs with the resources to connect, network and engage with like-minded stakeholders and it is likely that the collective engagement will improve the effectiveness of gender sensitive policy change and implementation related work in Pakistan.

Coherence The interventions under WVL-Pakistan and how they were implemented were coherent with gender transformative principles and values, which is a cornerstone of the overall project design. Gender transformative principles and values were integrated into the processes of project implementation, communication and consultations with WROs. For example, the co-creation process of developing the baseline through CAT4GJO along with capacity to use tools and methodologies, such as MEAL, PRA, and gender analysis, promoted values and principles of participation, inclusion and empowerment. The interventions were successful in internalizing gender transformative principles and values within WROs and facilitating shifting of power within organization.

Sustainability WVL-Pakistan not only included aspects of sustainability from design to implementation of the project but was also successful in achieving sustainability ‘wins.’ The commitment to develop and strengthen enduring partnerships between WROs, alliance, networks and stakeholders at community, service delivery and policy level is essential in continuation of project outcomes, after WVL-P. Institutional strengthening and capacity strengthening have been vital in improving resilience of organizations, strengthening women’s voice and leadership, and increasing outreach of WROs. These changes towards a gender just organization are likely to be sustainable after the WVL-Pakistan ends. Financial sustainability remains a significant concern for WROs, along with the sustainability/retention of skilled human resources, the onus of which does not solely lies on WROs but the ecosystem of the development sector has to work collectively around it.

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MTR /20223/WVL-P RECOMMENDATIONS FOR WROs Walk the Talk Though the transition for WROs toward being gender just has been impressive, the subtle power differentials still manifest themselves. There is a need for the top leadership to make an extra effort of challenging themselves and invest in internalizing gender transformative principles. For example, when WRO Executive Directors (EDs) engage with external stakeholders, this can be made more participatory through inclusion of wider staff. This will build a second line of leadership and improve the profile of their staff.

Strengthen culture of self-accountability at the senior level The structure of WROs give space to EDs to make critical decisions, which can be detrimental for the program as well as the staff. Though the Boards of each WRO have been reformed and made inclusive, the accountability of the EDs towards the Board needs further efforts i.e., empowering the boards, which in the end will contribute towards improving the health of the WROs. Invest in business development Financial sustainability of each WRO has been highlighted as a critical challenge, for which strategic effort and investment is needed in terms of hiring high quality staff and exploring newer avenues for fund raising including corporate social responsibility funding or exploration of social enterprise model. This needs to be a high priority area for the remaining years of WVL. The trickle-down effect of training done by WVL needs to be further institutionalized by WROs The heavy investment made by WVL during the initial years needs to be institutionalized through effective knowledge management and learning forums within each WRO. While retention of trained staff remained a challenge, knowledge can be stored, transferred and utilized further through effective induction packs, material and formal process of maintaining organizational history and knowledge.

Prioritize strengthening relationship with Alliances In a restricted space for women’s rights in Pakistan, it is extremely crucial for WROs to strengthen their collective voice, and the relationship with alliances provides an excellent opportunity to do so. WROs need to designate staff members to engage with the alliances who have particular skill set on specific issues.

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MTR /20223/WVL-P Improve quality of context and risk analysis This is a significant exercise to bring depth to the program and needs focused time and effort in line with the gender transformative approach.

Eyes on the vision Due to the pressure of workplans, activities and burn-out rates, sometime we lose touch with our core ideology and basis of our existence. It is important to maintain a link with the gender transformative principles. This can be done through generating informal discussion between staff and board members for collective ownership of the vision and mission of the WRO. FOR OXFAM Engage with Boards of WROs While keeping in mind that boards of WROs are voluntary positions, it is important to engage with them to strengthen their role and contribution in strengthening a culture of accountability. Some carefully crafted interventions can add value to their functioning.

Alliances, WROs, and Knowledge Generation Based on this review, strengthening the relationship of WROs with alliances and especially pillar three needs to be on the radar. Continuous efforts are needed to address this issue and more strategic direction is required.

GLP should continue GLP should continue and contribute in developing a pool of women leaders – if the funding allows it should go beyond WVL as well.

Build Collective Understanding of Women Leadership Among the WROs, there is a varied understanding of “women’s leadership” which has been shared in the earlier sections (Pillars 1 and 2).

However, to qualify a change in leadership, it is important to define how WVL-Pakistan understands it and then can work to strive for it in the remaining course of the project.

Continue Legacy of WVL -P There is no second opinion about keeping the direction and focus of WVL-Pakistan on strengthening women’s voice and agency. However, a significant contribution should be to engage with male staff members to address toxic masculinities and mitigate its effects on women and men as well.

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MTR /20223/WVL-P

B: Oxfam’s response to the validity and relevance of the evaluation findings, conclusions and recommendations. Include 3.

Summary of evaluation quality assessment, i.e., quality of the evaluation is strong/mixed/poor and short assessment of the process (e.g. good, wordy report)

The MTR process was designed using a feminist approach with partner involvement at every step, so that the process itself becomes empowering for them. The aim was to create an empowering engagement process rather than a data extractive exercise. Feminist MEAL activities were added for this purpose.

The MTR report was divided into two products: one for internal use only, which includes the full report and a PowerPoint presentation, and the other abridged version for external users such as donors and website dissemination. The public report was reviewed and approved by the security focal person in OiP and relevant team members. The report uses a feminist lens and reflects real-time success and areas of improvement. Overall, the assessment report can be categorized as good considering the quality of learnings captured as well as a very inclusive and empowering process.

4.

Main Oxfam follow-up actions (detailed follow-up actions should be included in the table starting on page 7)

Main follow-up actions were taken based on recommendations with partner support. It should be noted that the preliminary results of the MTR were available in late 2022, at which time, plans for follow up were developed. Various tools were adapted to track Performance Measurement Framework (PMF) indicators as well as MTR recommendations like peer-to-peer reflections in programs after the MTR, a second batch of GLP was planned as GLP came up as one of the best strategies for personal change, changes in reporting formats, and active participation in real-time reporting by WROs. A refresher of the first GLP batch was also conducted based on field learning and feedback from WROs’ management to focus more on certain aspects where GLPiers were still struggling, such as segregation of management and leadership role. Regular Quarterly Project Reviews, in-person field monitoring visits by the OiP Team Lead, and the Program Manager were further conducted. In addition, the WVL-Pakistan OiP team further facilitated several face-to-face interactions with the larger OiP Team such as MEAL department of the Humanitarian response and the Country Director (CD), supported WROs’ external exposures for capacity enhancement, provided technical support for creating the new FEM Consortia, and organized alliance focal person working group meetings with the support of OiP MEAL Coordinator. Regular meetings of the FMEAL working group, the project management committee as well as conducting Community of Practice (COPs) will continue during the remaining project life.

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MTR /20223/WVL-P 5.

Any conclusions/recommendations Oxfam does not agree with or will not act upon — and why (this reflection should consider the results of the evaluation quality assessment)

Oxfam agreed with all the recommendations provided.

6.

Additional reflections that have emerged from the evaluation process but were not the subject of the evaluation.

The MTR consultant provided reflections on the MTR process and partners' engagement in the MTR report. She shared her reflections from being part of the baseline and mid-line (for example, on how to interpret the results of the CAT assessment), as well as providing one-on-one feedback to the WROs. This third-party perspective offered valuable insight to the project partners.

Detailed Action Plan on Key recommendations — for internal use only A: Summary actionable evaluation recommendations — Many actions have already been taken. E.g., The final abridge version of the MTR was available to Oxfam and partners; as of that date, implementation of (most) recommendations began.

Please list all recommendations that require specific actions as per the management response above.

No. Evaluation Recommendations (copy from above) FOR WROs Walk the Talk: Though the transition for WROs toward being gender just has been impressive, the subtle power differentials still manifest themselves. There is a need for the top leadership to make an extra effort of challenging themselves and invest in ER 1 internalizing gender transformative principles.

ER 2

Strengthen culture of self-accountability at the senior level: The structure of WROs give space to EDs to make critical decisions, which can be detrimental for the program as well as the staff. Though the Boards of each WRO have been reformed and made inclusive but the accountability of the EDs towards the board needs further effort.

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MTR /20223/WVL-P ER 3

ER 4

Invest in business development: Financial sustainability of each WRO has been highlighted as a critical challenge, for which strategic effort and investment is needed in terms of hiring high quality staff and exploring newer avenues for fundraising.

The trickle-down effect of training done by WVL needs to be further institutionalized by WROS: during the initial years of WVL the heavy investment made by WVL needs to be institutionalized through effective knowledge management and learning forums within each WRO. While retention of trained staff remained a challenge but knowledge can be stored, transferred and utilized further through effective induction packs, material and formal process of maintaining organizational history and knowledge.

ER 5

Prioritize to strengthen relationship with Alliances: In a restricted space for women’s rights in Pakistan, it is extremely crucial for WROs to strengthen their collective voice, and relationship with alliances provides an excellent opportunity to do so. WROs need to designate staff members to engage with the alliances who have particular skill set on specific issues.

ER 6

Improve quality of context and risk analysis: This is a significant exercise to bring depth to the program and needs focused time and effort in line with the gender transformative approach.

ER 7

ER 8

Eyes on the Vision: Due to the pressure of workplans, activities and burn-out rates, sometime we lose touch with our core ideology and basis of our existence. It is important to maintain a link with the gender transformative principles. This can be done through generating informal discussion between staff and board members for collective ownership of the vision and mission of FOR OXFAM the WRO. Engage with Boards of WRO: While keeping in mind that boards of WROs are voluntary positions, it is important to engage with them to strengthen their role and contribution in strengthening a culture of accountability. Some carefully crafted interventions can add value to their functioning.

ER 9

Alliances, WROs, and knowledge generation: Based on this review, strengthening the relationship of WROs with alliances and especially pillar three needs to be on the radar and to address challenges, continuous effort is needed to address the issues and more strategic direction is required.

ER 10

GLP should continue: GLP should continue and contribute in developing a pool of women leaders – if the funding allows it should go beyond WVL as well.

ER 11

Build Collective understanding of Women’s Leadership: Among the WROs there is a varied understanding of “women’s leadership”. However, to qualify a change in leadership, it is important to define how WVL-Pakistan understands it and then can work to strive for it in the remaining course of the project.

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MTR /20223/WVL-P ER 12

Continue Legacy of WVL: There is no second opinion about keeping the direction and focus of WVL-Pakistan on strengthening women’s voice and agency. However, a significant contribution should be to engage with male staff members to address toxic masculinities and mitigate its effects on women and men as well.

B: Detailed action plan One action may address several recommendations. In this case list all recommendations that are addressed.

Key Responding to Time frame Responsible action(s) recommendation no. person/team ER 8 + ER 11+ From January WVL-Pakistan team ✓ Provide more focus and reflective support ER3+ER4+ER6 to July 2023 to WROs as per the recommendation ✓ Program Peer-to-peer reflection with WROs

Review Comments Status Peer to Peer Others are in Reflections process as per – Done project timeline

✓ Changes in WROs reporting formats ✓ Active participation in real-time reporting

by WROs ✓ Conducted regular Quarterly Project Reviews (QPRPs) with WROs ✓ In-person field monitoring visits by WVLPakistan Team including Board members ✓ WROs internal and external exposures visits ✓ Support WROs in developing a sustainability strategy - FEM consortia

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MTR /20223/WVL-P ✓ GLP batch 1 refresher, and a second batch of GLP initiated

ER10

✓ Symposium for Batch 1 and 2 where GLPiers from two batches will be together to plan collective thinking and actions post WVL-P ✓ Continue FMEAL working group, Project Management Committee, and COP ✓ Regular alliance focal person working group meetings - virtual and in-person

ER9+ER1+ER2+ER5+ ER 7

January – August 2023

AprilDecember 2023 Nov 2022 – August 2023

WVL-Pakistan team

Done

Symposium will be organized in Sep 2023

WVL-Pakistan team

Ongoing

WVL-Pakistan Team

In process

✓ Conducted regular QPRPs with Alliances

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