The Architecture of Gender and GBV Coordination

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Session 6.1

• The Architecture of Gender and GBV Coordination

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Is coordination important?

• No (wo)man is an island
• Coordination is essential to effective
  programming and response. When it comes to
  addressing the gender dimension of humanitarian
  responses, joint planning the exchange of
  information and collaboration across the UN
  system and with international actors, including
  NGOs and local civil society is crucial
• Coordination is the COLLECTIVELY in ADAPT and
  ACT-C

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Two coordination scenarios

• Gender and GBV coordination at a national or
  regional level
• Gender and GBV coordination at the cluster-level

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Case Study

• Gender and GBV coordination at national and
  regional level
• GBV Coordination in CAR
• A Case Study

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The Challenges

• Gender Group remains outside the humanitarian
  domain a disconnect between the structural
  level and the systemic and operative levels
• No established mechanism for coordination of
  gender in humanitarian action Gender Focal
  Points, where they exist, are isolated
• There is no GBV coordination (yet!)
• Some Focal Points feel the role has been imposed
  upon them and are not committed to gender
  equality

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More Challenges

• Some focal points have no decision-making
  authority
• Turnover of staff means that there are always new
  faces at the table
• Only those organisations with a self-interest
  (i.e. UN-funded) attend the Cluster meetings
• Assumption that the Gender Advisor/Focal Point,
  and only her/him, is responsible for all things
  to do with gender
• Gender Handbook is not yet in French

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Even more challenges

• Strategic communication is weak
• Often, no buy-in or motivation from the Cluster
  Lead.
• Only one actor in GBV response and prevention in
  CAR
• Not all clusters have a Gender Focal Point
  disjointed
• Not one Cluster has a ToR, which should include
  commitment to gender equality, and therefore
  cannot be held accountable on this.

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Questions for Participants

• Does your country programme have a Gender and/or
  GBV Working Group (WG)?
• Does the WG meet regularly?
• Does the WG have a defined action plan?
• Does the WG have broad participation of UN
  agencies, INGOs, LNGOs, civil society,
  government?
• Is the WG effective?
• If yes, then what are the ingredients for
  success?
• If no then why do you think this is?

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The Architecture of Effective Coordination

• Leadership - strong, effective and motivated
• Action Plan with regular review
• Clear objectives focused, systematic and
  consistent
• Meetings - regular (but flexibility required)
• Organised - structured, output-focused
• Procedures - consistent
• Impact measurable, effective, review, revise
• Internal motivation can do
• External buy-in endorsed by HC and/or Cluster
  Lead - carries weight, is listened to
• Allies - within most clusters and sectors

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Coordination Meetings

• In sectoral coordination meetings (2), Gender
  Focal Points/Advocates should
• Raise the issue of gender and keep it on the
  agenda
• Direct sectors to the Gender Handbook and the GBV
  Guidelines as relevant (know your audience!)
• Advocate to maintain the issues of gender and GBV
  and access to relevant guidelines on the agenda
  for all participating agencies.

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Coordination Meetings Questions for
Participants

• Examples of challenges and successes in putting
  and keeping the issue of gender equality
  programming on the agenda of clusters/sectors?
• Challenges?
• Successes?

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Exercise - Clusters

• Agriculture
• Camp Coordination and Camp Management
• Education
• Food (security, distribution and nutrition)
• Health
• Livelihoods
• Non-food items
• Protection
• Shelter
• Water, sanitation and hygiene (WASH)

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Mapping and Networkingfor Good Coordination

• Coordination at three levels, and how the
  Gender Advisor/Focal Point or Gender Advocate can
  influence this
• National/Regional Level
• Cluster/Sector Level
• Allies

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National/Regional Level

• Gender and/or GBV Task Forces / Working Groups
• Is their an active gender and/or GBV task
  force/working group in your country?
• If so, get involved
• Understand the legislative, political, social and
  cultural environment relating to gender equality
  in the region/country you are working.

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Cluster/Sector Level

• Speak with the Cluster/Sector Lead
• Understand their understanding of and level of
  commitment to gender equality programming (GEP)
• Ask to see their Terms of Reference and see what
  commitments have been made to GEP
• Ask to see their Action Plan and see what
  commitments have been made to GEP
• Attend the cluster/sector meetings regularly and
  make sure that gender is included
• Be proactive!

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Allies (within and outside your
organisation/agency)

• Identify allies and potential allies
• Understand their decision-making authority
• Understand their sphere of influence
• Join forces with them and collaborate on how you
  can effect change in an organisation or agency, a
  cluster or sector or at a regional or national
  level
• Form a network for the exchange of views,
  experiences, lessons learnt and advice.