moving equity forward...workplace conditions for women in the civil service became more hospitable...

April 20, 2020 This publication was produced for review by the United States Agency for International Development. It was prepared by Chemonics International Inc.

MOVING EQUITY FORWARD USAID PROMOTE: WOMEN IN GOVERNMENT FINAL PROGRAM REPORT

DISCLAIMER The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States government.

MOVING EQUITY FORWARD USAID PROMOTE: WOMEN IN GOVERNMENT FINAL PROGRAM REPORT Contract No. AID-306-I-14-00012, Task Order No. AID-306-TO-15-00044

Cover photo: The USAID Promote: Women in Government project supported 1,778 women to secure employment in the Afghan government and other organizations. The project’s signature internship program prepared over 3,000 women for careers in government. (Credit: Chemonics International)

USAID PROMOTE: WOMEN IN GOVERNMENT – FINAL PROGRAM REPORT | i

CONTENTS

Contents .............................................................................................................. i

Acronyms .......................................................................................................... iv

Executive Summary .......................................................................................... 6

Context ...................................................................................................................................... 6

Triangulated Model .................................................................................................................. 6

Partnerships ............................................................................................................................... 6

Change ........................................................................................................................................ 7

Goals and Major Results ......................................................................................................... 7

Introduction ....................................................................................................... 8

Country Situation ..................................................................................................................... 9

Women’s Rights and Opportunities ............................................................................ 10

Women in Government ................................................................................................. 11

Activity Achievements .......................................................................................................... 12

Building a Critical Mass of Women in Government ................................... 15

Facilitate Women’s Entry into Decision-Making Roles in Government ... 16

Internship Program Established and Operational (PIR 1.1) ......................................... 16

Campaign to Recruit Interns Developed and Implemented (PIR 3.4) ....................... 18

Interns Trained in Work and Life Skills (PIR 1.2) .......................................................... 18

Mentorship ........................................................................................................................ 19

Number of Interns Hired for Full-time Positions in Government Increased (PIR 1.3) ............................................................................................................................................ 19

Employment By Sector ................................................................................................... 21

Employment by Province ............................................................................................... 22

Employment By Grade Level ......................................................................................... 23

Challenges to Achieving the Employment Target .................................................... 24

Professional Development of Women who Work in Government Enhanced (PIR 1.4) ............................................................................................................................................ 26

Encourage A Hospitable Environment for Female Staff in Government . 30

Obstacles in the Workplace for Women in Government Identified and Solutions Recommended (PIR 2.2) ...................................................................................................... 31

Workplace Obstacles: Analysis and Recommendations ......................................... 31

Policy Reform Plan .......................................................................................................... 32

MOVING EQUITY FORWARD | ii

Policies that Benefit Women in Government Improved and Implemented (PIR 2.1) ................................................................................................................................................... 32

Conferences on Policy Reform for Women in the Civil Service .......................... 33

Policy Reform Working Groups .................................................................................. 35

Policy Reforms and Legal Instruments ........................................................................ 35

Policy Reform Challenges .............................................................................................. 36

Increase Local Stakeholder Support for Women in the Civil Service ...... 39

Plan to Communicate with Individuals who May Influence Public of Private Opinion about Women in Government Designed and Implemented (PIR 3.1) ...................... 39

Champions for women in Government Identified and Empowered (PIR 3.2) ........ 40

Implementation ................................................................................................................ 40

Innovative Media Campaigns to Encourage Behavior Change Designed and Implemented (PIR 3.3).......................................................................................................... 41

One Village, A Thousand Voices .................................................................................. 41

Tawandmandsazi .............................................................................................................. 42

Public Service Announcements ..................................................................................... 42

High-Profile Events .......................................................................................................... 43

E-Learning Videos ............................................................................................................ 45

Advocacy Message Blasts ............................................................................................... 46

Sustainability .................................................................................................... 49

Internship Program ............................................................................................................... 49

Policy Reform ......................................................................................................................... 50

Communications and Outreach Strategies ...................................................................... 50

Multiplier Effect ...................................................................................................................... 50

Management Information System ...................................................................................... 51

Lessons Learned .............................................................................................. 53

More Expansive Internship Program ................................................................................. 53

Government Collaboration ................................................................................................ 53

Communications and Outreach ......................................................................................... 54

Adaptive Management .......................................................................................................... 54

Monitoring, Evaluation, and Learning ................................................................................ 55

Lead by Example .................................................................................................................... 56

Promote Branding ................................................................................................................. 57

Empowering Women Through Professional Associations ........................................... 57

Annex A. Performance Indicator Results ..................................................... 58

Annex B. Employment by Agency ................................................................ 61

USAID PROMOTE: WOMEN IN GOVERNMENT – FINAL PROGRAM REPORT | iii

Annex C.1 Policies and Legal Instruments ................................................... 74

Annex C.2 Legacy Legal Instruments ........................................................... 83

Annex D.1 Local Partnerships ....................................................................... 86

Strengths and Weaknesses.................................................................................................. 86

Annex D.2 International Partnerships .......................................................... 91


Annex D.3 Government Partnerships .......................................................... 92


Annex E. Index of All Contractual Reports Submitted .............................. 95

Development Experience Clearinghouse Certification ................................................ 95

Annex F. Financial Report .............................................................................. 98

Funds Obligated and Amounts Expended ........................................................................ 98

MOVING EQUITY FORWARD | iv

ACRONYMS ACSI Afghanistan Civil Service Institute

ALDO Afghan Learning and Development Organization

AOP Administrative Office of the President

EAI Equal Access International

EPD Equality for Peace and Democracy

FGD focus group discussion

HR human resources

IARCSC Independent Administrative Reform and Civil Service Commission

JRP Job Readiness Program

M&E monitoring and evaluation

Mentors LEAD Mentors Learn, Educate, Achieve, Dare

MIS management information system

MoLSA Ministry of Labor and Social Affairs

MoLSAMD Ministry of Labor, Social Affairs, and Martyrs and Disabled

MoU memorandum of understanding

MoWA Ministry of Women’s Affairs

NAPWA National Action Plan for the Women of Afghanistan

NTTP National Trainers Transition Plan

OVATV One Village, A Thousand Voices

PSA public service announcement

SIGAR Special Inspector General for Afghanistan Reconstruction

TOT training of trainers

USAID United States Agency for International Development

WIG Women in Government

WLD Women’s Leadership Development

WOAR Workplace Obstacles: Analysis and Recommendations

USAID PROMOTE: WOMEN IN GOVERNMENT – FINAL PROGRAM REPORT | v

MOVING EQUITY FORWARD | 6

EXECUTIVE SUMMARY The United States Agency for International Development (USAID) Promote: Women in Government (WIG) activity shook up gender norms in Afghanistan, making strides toward equity in the civil service. WIG provided the government of Afghanistan with a strategic opportunity to advance women’s inclusion in the public sector. CONTEXT

Robbed of social, political, and economic justice, women have been severely marginalized by Afghanistan’s decades-long war. Discriminatory cultural and traditional norms, unsafe workplace environments, persistent harassment, weak protective policies, poverty, limited educational opportunities, and a fragmented, underdeveloped, inequitable public sector are obstinate barriers to women’s inclusion in society. From the activity’s beginning in 2015, WIG established conscious gender equity as the expectation for the government of Afghanistan. Three concerns were at the forefront: 1) how to build the capacity of women in the civil service; 2) how to ensure a strong, safe, secure, and equitable legal framework; and 3) how to cultivate public support for women working outside the home. We also examined how men can be engaged to be supportive of gender equity. TRIANGULATED MODEL

USAID launched a comprehensive program titled Promote. WIG was one of four novel task orders. With a five-year activity timeline and a budget of $38 million, the activity triangulated three components to 1) produce a year-long civil service internship program and upon completion to employ interns, 2) address deficiencies in the workplace legal framework to prepare a safe and secure work environment for women, and 3) raise awareness and shift public attitudes toward women’s work outside the home. This report illustrates how WIG rolled out integrated approaches to these three components to deliver long-term results. WIG placed special focus on integrating learning and adaptation into the design of social, economic, policy reform, and advocacy interventions to respond to a rapidly changing, often insecure environment. Enduring cultural attitudes, particularly related to hierarchical institutional structures, proved hard to penetrate and hard to change. PARTNERSHIPS

Implemented by Chemonics International, WIG established partnerships with virtually all Afghan government ministries and independent agencies, as well as local and international organizations, including Equal Access International (EAI), the Afghan

“Local people disapproved of women working in public life, but as I have my family’s support, I will not let negative attitudes deter me.”

— ZAINAB, PROSECUTOR, ATTORNEY GENERAL’S

OFFICE

USAID PROMOTE: WOMEN IN GOVERNMENT – FINAL PROGRAM REPORT | 7

Learning and Development Organization (ALDO), Equality for Peace and Democracy (EPD), and others.

Emphasizing facilitation, WIG supported the establishment of three inter-ministerial policy working groups. From these working groups, three lead partnerships evolved with the Ministry of Women’s Affairs (MoWA), the Ministry of Labor and Social Affairs (MoLSA), and the Independent Administrative Reform and Civil Service Commission (IARCSC). CHANGE

The WIG team recognized that change comes from consistent engagement and exposure. Deeply embedded cultural barriers are slow to change, but by getting women in the door, WIG helped both government employers and women themselves realize that they have a right to work and can make meaningful contributions in the workforce. Building a qualified cadre of women in the workforce led to the realization that women are much more powerful and resilient than they knew. When an intern let go of the way she “thought” life should be and trusted the confidence she had earned through the WIG internship program, she improved her socio-economic path. She passed the entrance exam. She interviewed well. She got a job. When a human resources manager hired a WIG intern, he, too, let go of the way he had thought about women working. He educated himself about workplace safety, security and harassment. He noticed an improvement in productivity. He asked WIG to provide more interns. He interviewed more women. He employed more women. GOALS AND MAJOR RESULTS

Ultimately, WIG moved young women into the civil service, improved legal frameworks, and raised awareness around gender equity. Three components intersected to catalyze change. Government staff, alongside the interns, created a ripple effect in female civil service employment. Women’s participation in the civil service increased to 27 percent in 2020. Gender diversity and inclusivity is good for any entity that wants productive and measurable results. International transparency has helped WIG introduce through its upstream, triangulated approach an honest equitable conversation that can shift gender equity dialogues and dynamics within the government of Afghanistan. As evidenced by the increased percentage of female employment in the civil service, as well as new legal instruments and advocacy efforts, WIG lives through an enduring legacy to move equity forward.

ACHIEVEMENTS

Since 2015, WIG has achieved:

• 1,778 employed internship graduates, including 1,016 in the civil service

• 15 legal instruments drafted, proposed, or adopted

• 217 leaders and champions speaking out for gender equity through WIG

“Diversity is the best way to defend equality.”

— MELINDA GATES, CO-FOUNDER, BILL AND MELINDA

GATES FOUNDATION


SECTION 1

INTRODUCTION The WIG activity started on April 21, 2015, and operated in the provincial hubs of Kabul, Herat, Balkh, Kandahar, and Nangarhar. The activity has three interrelated objectives: 1) to facilitate women’s entry into decision-making roles in government service, 2) to encourage a hospitable environment for female staff in government, and 3) to increase local stakeholder support for women in government. To achieve these objectives, the activity is divided into three components. Under the first component, WIG established a year-long internship program for female high school and university graduates. The program included a six-month civil service training program, a three-month leadership training with USAID Promote: Women’s Leadership Development (WLD), and a three-month hands-on practicum in government offices. WIG successfully enrolled 3,901 women representing all 34 provinces into the internship program. Cumulatively, 3,059 women graduated from the program. Among graduates, 84 percent reported that the internship increased their self-efficacy. The activity supported 1,778 women to gain employment — 1,016 in the civil service and 762 in other organizations. Under the second component, WIG worked with Afghan government partners to conduct research and develop policies to support women in the civil service. The activity developed a Partnership Assessment, Gender Analysis, and Policy Reform Plan to guide these efforts. The Workplace Obstacles: Analysis and Recommendations (WOAR) report identified the policy-related, cultural, and infrastructure obstacles hindering women’s inclusion in government. Pursuant to this research, WIG established three governmental working groups to coordinate policy development and implementation among stakeholder ministries and independent agencies. Over the life of the activity, WIG provided technical assistance to more than 20 government partners to develop or adopt 15 policies and legal instruments that benefit women in the government. The activity supported government partners to develop 13 additional tools and frameworks, including training manuals, internal procedures, and implementation mechanisms that improved the workplace experience for women. Through the activity’s third component, WIG launched a series of innovative communications and outreach campaigns to influence local stakeholder support for women working outside the home. The activity supported both regional and nationwide radio programming that highlighted local advocates for women’s rights and key issues affecting women in Afghanistan. WIG produced and aired public service announcements (PSAs) on nationwide television and radio stations. The Champion Awards program honored 10 individuals from the government and private sector who have made outstanding contributions to gender equity in their respective sectors. In the end, 217 leaders from the government and civil society participated in the activity’s outreach campaigns to promote women’s empowerment and rights.


Between 2014 and 2019, local stakeholder support for women’s work outside the home increased from 68 percent to 76 percent.1

EXHIBIT 1. ACTIVITY RESULTS FRAMEWORK

Exhibit I above illustrates the activity results framework and ties the activity goal to the Development Objectives of USAID’s Country Development and Cooperation Strategy for 2019 to 2023.2

COUNTRY SITUATION

The country situation in Afghanistan declined significantly over the course of the WIG activity. In 2018, Afghanistan had the world’s highest rate of war-related civilian casualties, even higher than Syria, with some 25,000 people killed (compared to under 20,000 in 2015).3 The share of territory under government control fell to 54 percent as of October 2018, its lowest since the Special Inspector General for

1 The Asia Foundation, A Survey of the Afghan People: Afghanistan in 2019, pp. 228, available at https://asiafoundation.org/publication/afghanistan-in-2019-a-survey-of-the-afghan-people 2 USAID/Afghanistan, Country Development and Cooperation Strategy, 2019-2023, available at https://www.usaid.gov/sites/default/files/documents/1871/CDCS_Afghanistan_Nov_2023.pdf 3 The Economist, Prisoners of war (17 August 2019), available at https://www.economist.com/graphic-detail/2019/08/17/violence-in-afghanistan-last-year-was-worse-than-in-syria

https://asiafoundation.org/publication/afghanistan-in-2019-a-survey-of-the-afghan-people

https://www.usaid.gov/sites/default/files/documents/1871/CDCS_Afghanistan_Nov_2023.pdf

https://www.economist.com/graphic-detail/2019/08/17/violence-in-afghanistan-last-year-was-worse-than-in-syria

https://www.economist.com/graphic-detail/2019/08/17/violence-in-afghanistan-last-year-was-worse-than-in-syria


Afghanistan Reconstruction (SIGAR) started tracking this data in 2015.4 Fear for personal safety peaked in 2019 at 75 percent of survey respondents, up from 65 percent in 2014 and higher than any year since the Survey of the Afghan People began.5 According to a United Nations report, civilian deaths reached a record high in the third quarter of 2019.6 Vulnerable groups, specifically women, suffered disproportionate harm. The intensification of the conflict between the Taliban and Afghanistan’s National Unity Government limited the impact of donor assistance across the board and continued to constrain economic growth. On the economic front, 2018 was the slowest year for economic growth since 2001, with just 1 percent growth in gross domestic product.7 According to the latest Afghanistan Living Conditions Survey, the national unemployment rate is 24 percent.8 High unemployment paired with widespread job scarcity has intensified competition, particularly among recent university graduates, for formal employment in both the public and private sector. The most popular occupations for both men and women fell into the informal employment category in 2019 — farmers, skilled workers and artisans, and informal sales.9 Across age groups, participation in income-generating activity is particularly low among 18-to-25-year-olds. Only 36 percent of this age demographic reported earning income last year.10 Taken together, these forces pose a daunting challenge to young women seeking formal employment. Add cultural norms that confine women in the home, and the prospect of increasing women’s workforce participation becomes even more distant. WOMEN’S RIGHTS AND OPPORTUNITIES The effects of this general decline are compounded for WIG’s target demographic: young women between 18 and 30 years old. Assessing progress along key indicators between 2014 and 2019, women’s rights and opportunities in Afghanistan have generally deteriorated over time. Women are more likely to experience violence, particularly domestic abuse and harassment. Unemployment more acutely affects women and youth, with 41 percent and 31 percent unemployment respectively.11

4 Special Inspector General for Afghanistan Reconstruction, Quarterly Report to the United States Congress (30 January 2019), p. 43, available at https://www.sigar.mil/pdf/quarterlyreports/2019-01-30qr.pdf 5 The Asia Foundation, A Survey of the Afghan People: Afghanistan in 2019, pp. 228, available at https://asiafoundation.org/publication/afghanistan-in-2019-a-survey-of-the-afghan-people 6 United Nations Assistance Mission in Afghanistan, Quarterly Report on the Protection of Civilians in Armed Conflict: 1 January to 30 September 2019 (17 October 2019), available at https://unama.unmissions.org/sites/default/files/unama_protection_of_civilians_in_armed_conflict_-_3rd_quarter_update_2019.pdf 7 World Bank website, “GDP growth (annual %)—Afghanistan,” available at https://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG?locations=AF 8 Islamic Republic of Afghanistan Central Statistics Organization, Afghanistan Living Conditions Survey 2016-2017, pp. v, available at https://washdata.org/sites/default/files/documents/reports/2018-07/Afghanistan%20ALCS%202016-17%20Analysis%20report.pdf 9 Ibid, The Asia Foundation, 2019, pp. 94 10 Ibid, The Asia Foundation, 2019, pp. 90 11 Ibid, Islamic Republic of Afghanistan Central Statistics Organization, 2016-2017, pp. 67

DECLINING SECURITY

2019 was one of the most dangerous years for Afghan civilians in recent memory:

• 25,000 conflict-related casualties • Taliban controlled 46 percent of

territory across the country • Fear for personal safety increased to

75 percent, reflecting a spike in petty crime in addition to the conflict

https://www.sigar.mil/pdf/quarterlyreports/2019-01-30qr.pdf

https://www.sigar.mil/pdf/quarterlyreports/2019-01-30qr.pdf

https://asiafoundation.org/publication/afghanistan-in-2019-a-survey-of-the-afghan-people

https://unama.unmissions.org/sites/default/files/unama_protection_of_civilians_in_armed_conflict_-_3rd_quarter_update_2019.pdf

https://unama.unmissions.org/sites/default/files/unama_protection_of_civilians_in_armed_conflict_-_3rd_quarter_update_2019.pdf

https://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG?locations=AF

https://washdata.org/sites/default/files/documents/reports/2018-07/Afghanistan%20ALCS%202016-17%20Analysis%20report.pdf

https://washdata.org/sites/default/files/documents/reports/2018-07/Afghanistan%20ALCS%202016-17%20Analysis%20report.pdf


Just 10 percent of female respondents reported engaging in income-generating activity in 2019, compared to 82 percent of men.12 The percentage of families reporting that female members contribute to household income fell from 22 percent to 18 percent.13 It comes as no surprise then that nearly half of all Afghan women would like to leave the country, particularly those in Taliban-controlled territory.14 The most recent available data demonstrates a few positive trends. For instance, support for women’s educational opportunities continued to climb in 2019 — up to nearly 87 percent, the highest level of support since 2012.15 As mentioned previously, support for women’s work outside the home increased by 8 points to a record high of 76 percent. However, according to the Asia Foundation, “While it is tempting to see this as a sign of growing support for women’s rights, approving women’s employment may be a measure as much of economic hardship as of support for women’s rights and autonomy.”16 Despite moderate progress, women’s rights and opportunities suffered overall, in line with deterioration in the security environment and an economic downturn — a worrisome worldwide trend aimed at dismantling legal protections and diminishing gender-equitable support systems.17 WOMEN IN GOVERNMENT The progress on increasing women’s representation in the government is decidedly mixed. The instability resulting from a delayed and contested presidential election, insecurity of active war, and a contentious peace process has affected the success of strategies to increase women’s representation in government and politics. From 2014 to 2019, there was virtually no change in the number of women serving in Parliament. The quotas for women’s representation in the Wolesi Jirga and the Meshrano Jirga remained static throughout this period, with 67 women in the lower house and 19 women in the upper house.18 Roughly a third of the seats in the upper house remain vacant, pending appointments from district councils. The overall percentage of women in Parliament in 2018 was 27 percent. Support for the idea that political leadership positions should be shared equally between men and women fell by 10 percentage points: from 42 percent in 2014 to 32 percent in 2019.19 The country’s only female governor left office; all 35 provincial governors are now male. Although the shift in 2017 to a unified government recruitment process under IARCSC increased transparency in the hiring process, it also produced unexpected negative impacts for women seeking employment. Afghanistan’s history of discrimination in education and employment continued, with the centralized recruitment process disadvantaging many female job applicants.

12 Ibid, The Asia Foundation, 2019, pp. 91 13 Ibid, The Asia Foundation, 2019, pp. 226 14 Ray, Julie, Inside Afghanistan: Nearly Half of Afghan Women Want to Leave, Gallup, September 23, 2019, available at https://news.gallup.com/poll/266897/inside-afghanistan-nearly-half-afghan-women-leave.aspx 15 Ibid, The Asia Foundation, 2019, pp. 218 16 Ibid, The Asia Foundation, 2019, pp. 222 17 Mingeiroum Kalliopi Mingeirou, quoted in “Across the Globe, a ‘Serious Backlash Against Women’s Rights’” by Alisha Haridasani Gupta, December 4, 2019, The New York Times, available at https://www.nytimes.com/2019/12/04/us/domestic-violence-international.html 18 Inter-Parliamentary Union, Afghanistan, available at https://data.ipu.org/node/1/basic-information?chamber_id=13574 19 Ibid, The Asia Foundation, 2019, pp. 213

https://news.gallup.com/poll/266897/inside-afghanistan-nearly-half-afghan-women-leave.aspx

https://news.gallup.com/poll/266897/inside-afghanistan-nearly-half-afghan-women-leave.aspx

https://www.nytimes.com/2019/12/04/us/domestic-violence-international.html

https://data.ipu.org/node/1/basic-information?chamber_id=13574

https://data.ipu.org/node/1/basic-information?chamber_id=13574


On the other hand, popular approval of women working in government increased by one percent over the past five years, from 70 to 71 percent.20 Women assumed important leadership roles within the civil service, including four WIG interns who are now working in Grade 2 positions. There are four female ambassadors representing Afghanistan abroad. There is one female mayor in the Maidan Shar municipality of Wardak province. A record number of women ran for public office in the 2018 Parliamentary elections.21 The WIG activity provided support to over 1,000 other women to secure mid- and entry-level positions within the government, in part by working with IARCSC to implement policies that made it easier for women to compete for civil service jobs. These moderate gains occurred in a period of pronounced uncertainty for women’s rights. WIG operated within this context to increase women’s political participation, in the face of significant economic and institutional barriers. ACTIVITY ACHIEVEMENTS

Despite these challenges, WIG successfully achieved most of the activity’s main objectives. Through a combination of the activity’s internship program and job placement, policy reform efforts, and communications and outreach, WIG helped the Afghan government increase the percentage of women in the civil service. According to the National Statistics and Information Authority, in 2014, there were 88,267 women out of a total 398,195 civil servants, or 22 percent. Beginning in 2015, WIG increased government-wide awareness around the importance of women’s participation. Through the internship practicum, the activity embedded more than 3,000 interns in 85 government offices, both at the central and provincial level. These interns showed the value of women’s inclusion to untold numbers of government employees, who served as mentors, supervisors, and colleagues. WIG’s early research identified the primary workplace obstacles for women. The activity trained more than 6,500 interns, mentors, and government staff to recognize and develop strategies to overcome these obstacles. The activity’s most recent assessment demonstrated that 15 ministries had improved the policy environment for female staff and five had improved infrastructure accommodations. Out of 3,277 interns, mentors, and government beneficiaries surveyed, 89 percent reported that workplace conditions for women in the civil service became more hospitable following WIG’s interventions. Harassment and discrimination remain major obstacles to women’s inclusion in the civil service. With WIG’s support, government staff have stronger policies and increased awareness about how to identify, report, and resolve challenges facing women in government. In 2019, the chairman of IARCSC announced that the number of women in the civil service had increased to 104,168 out of 381,065 civil

20 Ibid, The Asia Foundation, 2019, pp. 225 21 Ahmadi, Belquis, Afghan Women Defy Violence and Vote, United States Institute of Peace, November 6, 2018, available at https://www.usip.org/blog/2018/11/afghan-women-defy-violence-and-vote

“There isn’t in the world a more resilient group than the women of Afghanistan.”

— KHALED HOSSEINI, AUTHOR OF THE KITE RUNNER

https://www.usip.org/blog/2018/11/afghan-women-defy-violence-and-vote

https://www.usip.org/blog/2018/11/afghan-women-defy-violence-and-vote


servants. This represents a dramatic increase of five percent, up to 27 percent of the civil service, since 2015. The Afghan government is positioned to leverage these gains, continuing WIG’s legacy and moving equity forward. The figure below shows WIG’s overall achievements, exceeding 11 out of 15 performance indicator targets.


SNAPSHOT

BUILDING A CRITICAL MASS OF WOMEN IN GOVERNMENT WIG supported Afghan partners to increase women in the civil service

As more women get jobs in the Afghan civil service, they advocate for gender equity in both policy and employment. Sunbul (name changed for her security) is one of more than 3,050 graduates of the WIG internship program. Sunbul is now employed as the gender manager in the Herat Municipality. When she started working at the municipality, she spoke with her other female colleagues and realized that seven of them were employed on a short-term basis. As short-term employees, these women were paid less, had fewer benefits, and were not involved in decision-making.

Sunbul recalled one of the questions she was asked during her interview for the WIG internship: what would she do to advocate for other women if she was given a chance to serve in a government decision-making role? After speaking with her female colleagues, she developed a plan to convince the deputy mayor to promote her short-term colleagues to permanent status. She presented a plan to raise all short-term female employees to permanent status and help the municipality reach the target of employing 30 percent women in the civil service by 2020. In response, the deputy mayor asked for an official recommendation letter and soon upon Sunbul’s recommendation, the seven women officially became permanent employees. These women now enjoy all the benefits of permanent employment, including increased salaries and increased engagement in the municipal decision-making process.

This is not the end; Sunbul continues to encourage women to join government. To more effectively identify the problems of women, Sunbul has reactivated the compliance committee that serves to collect complaints and suggestions from female staff. She continues to advocate on behalf of women, saying, “The Municipality is a safe place for women to join. The Municipality is not only a manly office. Women can also join to serve in municipalities in different positions.”

WIG is trained over 3,050 female interns for government careers. As of February 2020, the WIG activity has enrolled 3,901 women in the internship program and has helped 1,778 women secure employment.

“WIG taught us how to develop a plan to reach to a goal. I developed a plan to observe how many women were in short-term contracts in municipalities. This helped me reshape my recommendations and change the life of the seven women.”

— Sunbul

Sunbul and her colleagues support municipal administration in Herat. Women’s presence in the civil service creates a government that is more responsive to the needs of all citizens. PHOTO: Chemonics International


SECTION 2

FACILITATE WOMEN’S ENTRY INTO DECISION-MAKING ROLES IN GOVERNMENT Under Component One, WIG implemented training programs tailored to fit the needs of the Afghan government. From a year-long women’s internship program, to an Executive Training Program for current female civil servants, to targeted training sessions based on direct requests from the Afghan government, WIG training events built the capacity of both men and women to promote gender-responsive governance in the activity’s target provinces of Kabul, Herat, Balkh, Kandahar, and Nangarhar. These workforce development training programs laid the groundwork for WIG’s job placement activities for internship graduates. In line with the Promote Indefinite Delivery, Indefinite Quantity contract, WIG created a surge of support for women within the Afghan civil service. The activity contributed to a dramatic increase in the percentage of women in government, from 22 to 27 percent, not just by facilitating employment for 1,016 women in government, but also by contributing to policy reform and advocacy across the government. INTERNSHIP PROGRAM ESTABLISHED AND OPERATIONAL (PIR 1.1)

Shortly after the activity began, WIG enrolled a pilot cohort of 25 interns in July 2015. The activity worked closely with the Afghanistan Civil Service Institute (ACSI), a subsidiary of IARCSC, to enroll the pilot cohort into the six-month civil service classroom training. To formalize the relationship with ACSI, WIG and IARCSC signed a memorandum of understanding (MoU) in August 2015. The MoU served as the basis for establishing a full-scale internship program for more than 3,000 women. WIG leveraged the experience of the pilot interns to refine the classroom training and update the curriculum in collaboration with pilot interns and ACSI. At the same time, WIG produced foundational deliverables for establishing the full internship program. Integrating feedback from the pilot cohort, WIG developed an Internship Manual, a set of operational guidelines covering the intern selection process, codes of conduct, and standards for interns and mentors. WIG conducted surveys, focus group discussions (FGDs), and key informant interviews with government partners, civil society representatives, and community members in the target provinces to produce a two-phased Gender Analysis. Phase One focused on Kabul, while Phase Two concentrated on target provinces. The Gender Analysis

GUIDING DELIVERABLES

Internship Manual

• Selection process, M&E mechanisms, policies and procedures for interns

Gender Analysis

• Local attitudes towards women, gender norms, opportunities for male engagement

Partnership Assessment

• Capacity, political will, resources, systems, and processes of potential government partners


identified the primary challenges for women seeking employment in the civil service. Both men and women reported that security and distance between homes and offices were significant challenges. As a result, WIG ensured safe transportation for interns to their training and work sites. Male respondents were more concerned about women’s physical locations in the workplace, while female respondents emphasized the lack of necessary office equipment as one of the main barriers to effective participation in the workplace. WIG signed 27 MoUs with host organizations to address these issues and ensure that female interns had the resources needed to complete their internships. Subsequently, WIG conducted a Partnership Assessment to evaluate the ability of potential government partners to host interns during their practicum, and eventually in employment. WIG assessed ministerial partners across four main categories, including political will, capacity, resources, and systems and processes. The activity interviewed 64 government representatives from 23 ministries and independent agencies, including five ministers, two deputy ministers, one governor, 22 human resources (HR) directors, and 26 gender unit heads. The assessment ranked potential partners to determine their suitability for hosting interns. WIG identified 16 ministries as “Good,” and seven as “Satisfactory.” The Partnership Assessment guided WIG as the activity enrolled the first full cohort of interns and began practicum placements and mentorship trainings for government staff. It likewise informed policy reform initiatives, described further in Section 3 below. CAMPAIGN TO RECRUIT INTERNS DEVELOPED AND IMPLEMENTED (PIR 3.4)

WIG launched a nationwide internship recruitment campaign for the first full internship cohort in October 2015. Through an intensive outreach campaign, WIG distributed hard-copy fliers to ministries, universities, and civil society organizations advertising the launch of the internship program and guiding prospective applicants on how to apply. The Gender Analysis demonstrated that TV and radio were the most popular communication media among respondents. In addition to fliers, WIG produced and aired a series of TV and radio PSAs through popular stations including Tolo TV and Radio Arman. As a result of WIG’s recruitment outreach efforts, the activity received more than 12,000 applications for 3,000 vacancies in 17 full internship cohorts. Of the 3,901 interns that were ultimately enrolled in the program, 3,332 (or 85 percent) reported that they applied to the internship program as a result of WIG’s communications and outreach efforts. INTERNS TRAINED IN WORK AND LIFE SKILLS (PIR 1.2)

In April 2018, WIG enrolled the final cohort of 150 interns in Balkh, bringing enrollment to 3,901 interns for the whole activity and exceeding the enrollment target by over 30 percent. By the end of February 2020, 3,059 women graduated from the year-long program, representing a 22 percent attrition rate (highlighted in Exhibit 4 below). The internship program provided intensive hard and soft skills training in project management, computer science, human resources, procurement, and finance.


Including a six-month civil service curriculum, a three-month leadership training in collaboration with USAID Promote: Women’s Leadership Development (WLD), and a three-month, hands-on government office practicum, the internship program has demonstrably improved the self-efficacy and professional skills of interns. Of the graduates to date, 84 percent have reported increased self-efficacy, reflecting that they feel more competent to deal effectively with the real world. 81 percent reported improved professional skills following the internship. Upon graduation, interns received a certificate, issued by WIG and MoLSA, recognizing one year of work experience and making them eligible to apply for government jobs. MENTORSHIP Throughout the process, interns were guided by WIG-trained mentors, selected government employees who successfully completed a rigorous training curriculum centered on professional development. Mentorship was a critical component of the internship program. WIG mentors were mid-level civil service staff; they provided day-to-day supervision and on-the-job capacity-building to WIG interns, and modeled professional behavior and skills required to build a career in the civil service. The activity trained 183 mentors to ensure effective oversight and capacity-building during the practicum session. Among all mentors, 156 (85 percent) reported improved capacity to manage and mentor staff. WIG held a series of events in March 2019 to honor mentors for their service and promote a culture of mentorship in the civil service. The Mentors Learn, Educate, Achieve, Dare (Mentors LEAD) events took place in Kabul, Herat, and Balkh—centered on International Women’s Day. Using the theme of “Balance for Better,” the events emphasized the importance of gender balance in the civil service. WIG presented awards to 73 exceptional mentors who had facilitated employment for their mentees in the civil service. NUMBER OF INTERNS HIRED FOR FULL-TIME POSITIONS IN GOVERNMENT INCREASED (PIR 1.3)

One of the most important objectives of the WIG activity was to facilitate employment of WIG internship graduates in the civil service. The Afghan government’s transition to centralizing recruitment within the IARCSC created a significant impediment to the achievement of this objective, discussed further below. Nonetheless, using strategic adaptability, WIG redirected the activity’s tactical approach to employment. In Year 4, the activity implemented a powerful, complex assessment: the stakeholder analysis, an information management system that stores information on government job vacancies and allowed the activity to reach out directly to the more than 80 ministries and independent agencies that coordinate with WIG.

“WIG is one of the most successful ongoing projects in Afghanistan that will help employ women in government... Promote has brought changes in our communities for young women in all sectors and we should keep the momentum going.”

— GULAB MANGAL, GOVERNOR, NANGARHAR


In addition to the standard internship curriculum, WIG provided supplementary training based on skills and staffing needs identified through the stakeholder analysis. WIG delivered trainings on E-Government, Professionalism in the Workplace, and other subjects to over 3,000 interns. To further prepare interns for the government recruitment process, WIG also delivered job readiness sessions to 2,068 interns. Job readiness sessions allowed interns to work directly with WIG’s trainers and alumni services team as they developed and submitted their job applications. The activity directly supported 1,778 women to secure formal employment. Of these, 1,016 are now employed in the Afghan government, with 390 in long-term tashkeel positions and 626 in contract-based positions. The remaining 762 are employed in other organizations, including non-governmental organizations, donor agencies, private businesses, and private schools. These positions provide graduates with similar opportunities to build their careers and contribute to Afghanistan’s reconstruction. While WIG has not yet achieved the target for intern employment, the activity’s sustainability efforts (detailed in Section 5 below) will allow key government partners, including ACSI and MoLSA, to continue tracking the employment status of WIG internship graduates as they proceed through the government’s complex hiring process. Exhibit 2 demonstrates the quarterly employment rate among WIG internship graduates, disaggregated by civil service and other organizations. As evidenced below, an increasing number of interns secured employment after spending time actively applying for positions. WIG anticipates that internship graduates will continue seeking and securing employment beyond the life of the activity.

EXHIBIT 2. QUARTERLY EMPLOYMENT

EMPLOYMENT BY SECTOR WIG interns accepted positions across a range of organizations, both inside and outside of the civil service. WIG interns are employed in virtually every government body across 11 provinces. From the Attorney General’s Office to the Ministry of Finance and many others besides, internship graduates hold important positions in a

3

13

1

19

19 30

33 54

97

122

120

103

129 13

8

135

- - - - - - - 6

58 76

93

55 76

128

270

Civil Service Employment Other Employment


variety of government sectors. Outside the civil service, graduates hold positions at private educational institutions, international donor organizations, local civil society groups, and private companies. While not directly in the civil service, these positions contribute to career development and improved service delivery for Afghan beneficiaries. Positions in all organizations help interns to build their experience and contribute to the overall goals of Promote and WIG in particular. WIG anticipates that many interns currently employed outside the civil service, particularly in donor and non-governmental organizations, may transition into civil service leadership positions later in their careers. Exhibit 3 below provides a breakdown of graduates employed by sector.

EXHIBIT 3. GRADUATES EMPLOYED BY SECTOR

NUMBER OF WIG INTERNS EMPLOYED

PERCENT OF TOTAL EMPLOYED

GOVERNMENT 1,016 57%

PRIVATE EDUCATION 374 21%

DONOR ORGANIZATIONS 148 8%

PRIVATE BUSINESS 141 8%

NON-GOVERNMENT ORGANIZATIONS 82 5%

HEALTH 9 0.5%

MEDIA 8 0.5%

EMPLOYMENT BY PROVINCE WIG operated in five major provincial hubs — Kabul, Herat, Balkh, Kandahar, and Nangarhar. Each of these regions exhibit unique cultural, ethnic, and religious characteristics with regard to women’s rights and work outside the home. Kabul represents Afghanistan’s largest population center and the home of the national government. As such, WIG enrolled the largest number of interns into the program in Kabul. Kabul also has the largest number of ministries and independent agencies, and consequently job opportunities. However, these opportunities are moderated by greater population density and correspondent competition for job opportunities. The highest number of WIG graduates found jobs in Kabul. As a percentage of graduates, though, Kabul had the lowest employment rate among all five regions. The internship program in Kabul experienced a 24 percent attrition rate. Despite being less secure and often considered one of the country’s more conservative provinces, Nangarhar had the highest rate of employment among WIG internship graduates. Likewise, Nangarhar also had the lowest attrition rate. Just 6 percent of interns enrolled left the program before completing their internship. At the same time, Nangarhar had the fewest interns enrolled, which allowed WIG staff to remain more engaged with each intern throughout the program. This correlation demonstrates the value of maintaining a high staff-to-beneficiary ratio on future programs.


Upon graduation many graduates accepted positions in regional capitals. Others took positions outside of these regional hubs, including in their home provinces or other areas where jobs were more widely available. Exhibit 4 below categorizes employment by province according to where graduates were enrolled, rather than where they were eventually employed. Eight interns secured employment in other provinces, including Ghor, Bamyan, Daykundi, and Panjshir. The table illustrates the comparative attrition rates per province.

EXHIBIT 4. ATTRITION RATES BY PROVINCE

ENROLLED GRADUATES EMPLOYED ATTRITION PERCENT OF GRADUATES EMPLOYED

KABUL 2,662 2,024 1,083 24% 53%

HERAT 490 402 273 18% 68%

BALKH 460 391 232 15% 59%

KANDAHAR 149 110 81 26% 74%

NANGARHAR 140 132 109 6% 83%

TOTAL 3,901 3,059 1,778 22% 58%

EMPLOYMENT BY GRADE LEVEL Among the interns employed in the civil service grade levels, the plurality fall into Grade 5. Grade 5 positions require candidates to have a bachelor’s degree with three years of work experience or no degree and five years of work experience. Despite the challenges set before them, WIG interns have out-performed the competition for these positions. On average, WIG interns have a bachelor’s degree and one year of work experience, earned through the internship program.

EXHIBIT 5. EMPLOYMENT BY GRADE LEVEL

The figures in Exhibit 5 above demonstrate the efficacy of WIG’s training programs. Many of the interns employed in the tashkeel have secured more senior positions relative to their education and experience level. Improved interview skills, exam

NUMBER OF WIG INTERNS EMPLOYED IN THE TASHKEEL

GRADE 2 4

GRADE 3 7

GRADE 4 95

GRADE 5 215

GRADE 6 65

GRADE 7 2

GRADE 8 2


preparation, and job readiness programs helped four interns secure Grade 2 positions — senior-level career paths in the civil service.22 CHALLENGES TO ACHIEVING THE EMPLOYMENT TARGET WIG reached the employment target of employing 70 percent of internship graduates in Nangarhar and Kandahar provinces. Overall, the activity fell short of achieving the target by 13 percent, or 351 graduates. This is the result of numerous factors — a significant change in the government recruitment system chief among them. Continued discrimination against women, conflict-driven migration, marriage, and cultural factors also played a role.

In early 2015, the main challenges to women finding employment in the public sector were: 1) discrimination, 2) lack of skills and work experience, 3) competitive job market, 4) lack of visibility of job postings, 5) little to no follow-up communication or support services to find employment, and 6) cultural attitudes for women to be homemakers and mothers, with pressure to not seek higher-educational or work opportunities. WIG was designed to help women overcome these obstacles within the civil service framework at the time of award. The WIG activity was originally designed to operate under the government’s recruitment system prior to 2017, wherein line ministries had authority for hiring. In the first two years of implementation, WIG undertook significant relationship building activities, including individual meetings, networking and job fair events, and signing MoUs with 27 ministries and independent agencies. At the time, the HR departments within individual line ministries led recruitment and hiring of staff at Grades 3 through 8. For Grades 1 and 2, IARCSC managed the recruitment process and required presidential approval for these senior-level positions. IARCSC was partially involved in recruitment for Grades 3 through 8, performing a monitoring function during shortlisting, written test, interview, and selection. In an effort to increase transparency and reduce corruption in the civil service hiring process, the government centralized its recruitment efforts under the auspices of the IARCSC in June 2017. The president of Afghanistan issued Presidential Decree 1140 that centralized the recruitment of Grade 5 and 6 positions under IARCSC. The new recruitment process reinforces merit-based hiring, promotion, and equitable pay across civil service grade levels. Unfortunately, the new process created unforeseen challenges for women. As a result of historical discrimination in education and employment, female job applicants generally possess fewer qualifications in education and experience than their male counterparts, making it more difficult for them to compete for government job vacancies. Anecdotal evidence suggests that IARCSC and other government partners did not evenly apply affirmative action policies for women, specifically the provision of additional points for female applicants in the mass examination process. Ministerial HR departments were inconsistent in recognizing the WIG-issued MoLSA-certified one-year work certificate. The dramatic shift to the new IARCSC-led recruitment process presented the single greatest challenge to WIG’s implementation.

22 Of the 1,016 internship graduates employed in the civil service, 390 are employed in long-term tashkeel positions. The remaining 626 interns employed in the civil service are not slated onto the grade system. Rather, they are employed on a contract-term basis and as such not assigned a formal grade.


EXHIBIT 6. EMPLOYMENT CHALLENGES

While the IARCSC had previously played a monitoring role for all government recruitment (e.g., attending panel interviews, reviewing shortlists, etc.), the presidential decree amended the civil servant’s law to make IARCSC responsible for conducting all aspects of the recruitment process for Grades 5 and 6. Line ministries retained their ability to recruit for Grades 7 and 8, as well as some Grade 3 and 4 positions — although the IARCSC also conducted a mass recruit for positions in the latter category.23 The hiring process for Grades 1 and 2 did not change significantly. For the first time following the decree, the IARCSC was empowered to hold mass exams. This process is distinct from the recruitment for Grades 1 and 2 because the number of vacancies at Grades 5 and 6 far outweighs the higher-level senior leadership positions. With the centralization of the recruitment process in IARCSC, WIG had to significantly shift its strategy to focus on IARCSC and preparing interns — many of whom were already well on their way through the year-long internship — for the IARCSC-administered mass recruitment examinations. Individual ministries and independent agencies lost the ability to conduct independent recruits and WIG’s relationship-building activities were no longer effective at securing employment for internship graduates.

Since June 2017 there have only been two rounds of the mass exam: one for teachers and positions at Grade 5 and 6 (17,700 positions) and another for procurement positions at Grades 3 and 4 (698 positions). The most recent mass exam began in November 2017. The announcement of the mass exam provided a short window for applicants to attend the biometric enrollment process and subsequently the mass exam. Depending on the province where the exam took place, applicants had notice anywhere from three days to a month to prepare. For applicants from more remote provinces, this created a logistical barrier. Furthermore, the mass exam occurred before many WIG interns had graduated from the internship program, so many were not yet eligible for entry-level positions because they did not yet have the graduation certificate — giving them one year of work experience verified by the government. Candidates are still being selected to

23 In WIG’s experience, IARCSC recruitment procedures have varied from the newly-implemented regulations in numerous cases.


fill positions advertised in the last mass recruit, demonstrating the extended period, up to eight to 12 months, it takes the government to hire for these positions. The delays in hiring after the mass exam make it difficult to maintain engagement with WIG applicants, who frequently opt for applying to private sector positions in the meantime or give up on the job search altogether. Exhibit 6 below illustrates the civil service grade levels, recruitment procedures, position titles, and job requirements under this new system.

EXHIBIT 7. CIVIL SERVICE GRADE LEVELS

Grade Recruitment Process Positions Requirements

1

IARCSC (computer-based exam followed

by interview)

Director General, Senior Advisor to Minister

Doctorate with three years of relevant experience; master’s

degree with five years of relevant experience; or bachelor’s with 10

years of relevant experience

2

Head of Division, Senior Technical Specialist, Senior

Advisor to Deputy Minister, Project Manager,

Project Coordinator

Master’s degree with five years of relevant experience; or

bachelor’s with seven years of relevant experience

3 Line Ministries

Advisor, Technical Specialist, Manager, Senior

Officer

Bachelor’s degree with five years of experience in a related field

4 Officer Bachelor’s degree with four years

of experience in a related field

5

IARCSC through Mass Exam

Community Mobilizer, Surveyor, Field Engineer

Bachelor’s degree with three years of relevant experience; or five years of work experience

6 Member, Clerk, Assistant,

Associate

Bachelor’s degree with two years of relevant experience; or

baccalaureate degree with four years of relevant experience

7 Line Ministries

Technician, Driver Baccalaureate degree relevant to

the position

8 Chef, Housekeeper,

Cleaner Knowledge of equipment under

care PROFESSIONAL DEVELOPMENT OF WOMEN WHO WORK IN GOVERNMENT ENHANCED (PIR 1.4)

Given the success of the internship program, WIG received numerous requests from government counterparts to develop and implement training programs that would also benefit current government staff. In response, WIG tailored the activity’s existing curricula to the needs of mid-level civil servants. The activity implemented an Executive Training Program for mid- to high-level female civil servants. From July to September 2018, WIG delivered the first three multi-day training sessions on anti-corruption, monitoring and evaluation (M&E), and gender-responsive budgeting to more than 297 female civil servants. These intensive training programs build the capacity of female government employees, promoting their professional development and giving them the skills necessary to access higher levels of decision-making.


The activity also developed a training of trainers (TOT) program in topics including self-confidence, anti-harassment, and professionalism in the workplace. WIG delivered the TOT to 57 male and female government staff, enabling them to cascade these lessons throughout their respective organizations. To expand the impact of the activity’s training programs, WIG developed three E-Learning videos on Professionalism in the Workplace, Civil Service Recruitment, and Job Readiness (described fully in Section 4 below). Throughout all these training programs, WIG worked closely with ACSI to build institutional capacity and ultimately hand-over activity training materials that will remain beyond the life of the activity. WIG embedded five training personnel within ACSI to support the expansion of the Women’s Career Development Center (WCDC), which will provide training and resources to female government staff and job applicants. Exhibit 7 below provides an overview of all WIG training programs.

EXHIBIT 8. TRAINING MODULES

TRAINING MODULE DESCRIPTION TARGET AUDIENCE

CIVIL SERVICE TRAINING Standard internship curriculum including project management, human resources, computer, procurement

WIG interns

JAWANA LEADERSHIP TRAINING WLD Jawana leadership curriculum WIG and WLD

interns

SUPPLEMENTARY TRAININGS

PROFESSIONALISM IN THE WORKPLACE

Supplementary training on general professionalism, EVAW law, and anti-harassment in the government workplace

WIG interns, internship graduates, mentors, government staff

JOB READINESS AND CAREER DEVELOPMENT

Trainings on CV writing, interview skills, IARCSC recruitment process, civil service entry-exam preparation, confidence-building

WIG interns, internship graduates

LEADERSHIP MODULES

MENTORSHIP TRAINING Training for mentors of the internship program, including coaching and mentoring modules

WIG mentors, government staff

TRAINING OF TRAINERS

Training to deliver job-readiness and career development trainings, topics including self-confidence, anti-harassment, and Professionalism in the Workplace

Capacity-building units of partner ministries, WCDC staff

EXECUTIVE TRAINING PROGRAM

Additional trainings on gender awareness, gender-responsive budgeting, advanced computer literacy, advanced E-Government and monitoring and evaluation

Mid-level female government staff

E-LEARNING

Remotely accessible training videos on Professionalism in the Workplace and Anti-Harassment, Civil Service Recruitment, and Job Readiness

Government staff, specifically HR and Gender units, female job applicants

WORKPLACE OBSTACLES: ANALYSIS

AND RECOMMENDATIONS

Training program delivered by WIG’s policy and research team to raise awareness among government staff around the findings of the WOAR report, paired with standard gender awareness training

WIG interns, government staff


SECTION 3

ENCOURAGE A HOSPITABLE ENVIRONMENT FOR FEMALE STAFF IN GOVERNMENT Starting in 2015, WIG undertook two interrelated strategies to increase women’s representation in the civil service through the activity’s policy component. In the first place, WIG undertook major research initiatives to understand the context of women’s involvement in the government workforce. This research illuminated key issues and barriers facing women in the civil service. Following on WIG’s research initiatives, the activity partnered with key Afghan government ministries and independent agencies to roll out an ambitious policy reform agenda based on locally identified priorities to remove the obstacles and challenges identified through the research. Using a facilitative approach,24 WIG provided targeted technical assistance to Afghan government partners to draft, propose, and ultimately adopt policy reforms that promote women’s empowerment and gender equity in the civil service.

EXHIBIT 9. POLICY REFORM AND RESEARCH TIMELINE

24 USAID Learning Lab, The Facilitation Approach: A Discussion Paper, 2015, available at https://usaidlearninglab.org/sites/default/files/resource/files/the_facilitation_approach_at_usaid_07.28.2015.pdf

https://usaidlearninglab.org/sites/default/files/resource/files/the_facilitation_approach_at_usaid_07.28.2015.pdf

https://usaidlearninglab.org/sites/default/files/resource/files/the_facilitation_approach_at_usaid_07.28.2015.pdf


OBSTACLES IN THE WORKPLACE FOR WOMEN IN GOVERNMENT IDENTIFIED AND SOLUTIONS RECOMMENDED (PIR 2.2)

Between 2015 and 2018, WIG completed three major research initiatives — the Partnership Assessment, Gender Analysis, and Workplace Obstacles: Analysis and Recommendations (WOAR) report. Through these three assessments, WIG measured the attitudes of government partners toward female staff, the capacity of government Gender Units, and the obstacles women face when joining the civil service. Together, these three assessments laid the groundwork for WIG’s concurrent policy reform initiatives. WORKPLACE OBSTACLES: ANALYSIS AND RECOMMENDATIONS With a deeper understanding of national and subnational contexts through the findings of Gender Analysis and Partnership Assessment Reports, in 2016, WIG launched the WOAR assessment. The first WOAR assessment set the baseline for specific policy, cultural, and infrastructural changes needed within 20 government ministries to support women in the civil service. WIG conducted a follow-up assessment in 2017 to measure progress in these pre-identified areas in the same 20 ministries and expanded the WOAR assessment to 15 additional ministries and independent agencies. The major obstacles for women in government revealed in the first round of the WOAR assessment were nepotism in recruitment and promotion, workplace harassment, women’s low level of education, jobs’ technical requirements, and lack of separate facilities for women. In collaboration with MoWA, WIG disseminated the findings of the WOAR to incentivize positive change among government ministries and independent agencies by raising awareness around these obstacles. After a year of awareness raising, WIG followed up on the baseline findings with the second round of the WOAR. The WOAR II demonstrated that 15 out of the original 20 ministries had adopted policy reforms to better accommodate women in the workplace, including anti-harassment, merit-based appointments, and flexible work hours. Largely, however, the cultural findings from the first round of WOAR remained true; women saw insufficient safety and freedom of movement as the main obstacle (Exhibit 8). On the infrastructure side, five of the ministries assessed added new physical facilities to better support women in the workplace. Alongside the WOAR II assessment, WIG evaluated 15 additional government agencies to establish a baseline for another follow-up assessment (WOAR III). The final report included targeted recommendations that ultimately informed WIG-organized policy reform conferences and working groups, described below. As part of WIG’s sustainability strategy, the WOAR has been handed over to government partners to implement on an annual basis.

TEN KEY WORKPLACE POLICIES AND PROCEDURES ASSESSED

• Anti-harassment policy or regulation • Gender equality policies • Merit-based appointment procedures • Training and development policies • Positive discrimination policy • Leave policy • Succession planning policy • Complaint or grievance procedure • Conflict resolution committee, and • Flexible work hours


EXHIBIT 10. CULTURAL CONSTRAINTS FOR WOMEN IN GOVERNMENT

POLICY REFORM PLAN WIG’s research made it clear that major policy reforms were necessary in order to increase women’s participation in the civil service. Through the three major research activities — the Partnership Assessment, Gender Analysis, and WOAR — WIG laid the groundwork for the development of a 2017 Policy Reform Plan and the launch of a facilitative policy reform advocacy strategy. Based on these reports’ findings, WIG began identifying policy areas that needed to be reformed to create a more hospitable environment in the Afghan government. The policy reform process is complex and encompasses numerous government partners, political interests, and incentives. To better support this process, in 2017, WIG developed a Policy Reform Plan that outlined actionable reform areas and the strategies to draft, propose, and adopt these reforms. Among more than 70 government partners, WIG executed 27 MoUs and provided direct technical assistance to 39 ministries and independent agencies to promote women’s employment and gender-sensitive policy reforms. The Policy Reform Plan clearly identified the policy reform priorities, key partners, and sustainability strategies to carry WIG initiatives forward. Among the five priority reforms included in the Policy Reform Plan were the drafting of a Civil Service Law and an Anti-Harassment Regulation, which WIG provided ministerial coordination for, the creation of a centralized government Job Portal, and establishing a 30 percent target for women in the civil service. These priorities fed directly into WIG’s policy advocacy. By 2018, each of these objectives had been achieved. POLICIES THAT BENEFIT WOMEN IN GOVERNMENT IMPROVED AND IMPLEMENTED (PIR 2.1)

Flowing out of WIG’s research and advocacy initiatives, the activity supported the drafting, proposal, and adoption of policy reforms, tools and frameworks to support increased representation of women in the civil service. Key partners, including

0%

10%

20%

30%

40%

50%

60%

70%

Safety andFreedom ofMovement

Negative PublicOpinion Toward

Women

Low Level ofEducation

Harassment InsufficientSalary andBenefits

FamilyCommitment

WOAR I WOAR II WOAR III


MoWA, MoLSA, and IARCSC, identified important policy reforms both independently and through the policy working groups. Once identified by government partners, WIG delivered technical assistance to draft, review, edit, and revise the policies and accelerate their adoption. Part of this technical assistance came in the form of targeted training programs for government officials. Specifically, WIG delivered training on WOAR findings, consultative sessions for NAPWA II, and gender awareness. Among these training beneficiaries, 89 percent reported that workplace conditions for women are more hospitable following WIG’s interventions. A total of 3,516 government staff completed gender awareness training events. Nearly 80 percent reported increased awareness of gender-related policies and regulations. CONFERENCES ON POLICY REFORM FOR WOMEN IN THE CIVIL SERVICE To support a facilitative and collaborative approach to policy reform, WIG convened a series of Conferences on Policy Reform for Women in Government starting in 2017. These conferences give government partners and civil society stakeholders a forum to convene and deliberate on key policy reforms and their implementation. Policy Conference 1 Beginning in February 2017, WIG held the activity’s first Conference on Policy Reform for Women in Government (“Policy Conference”). In this conference, WIG aligned the WOAR assessment criteria with the policy priorities of 66 government representatives, including the policy and planning departments, human resources and gender unit heads from 22 ministries and independent agencies. The participants discussed the obstacles women face in the workplace, and developed policy reform suggestions to increase women’s participation in government institutions. The conference participants identified the top 10 policy reform areas needed to support a hospitable working environment for female government employees. The 10 issues were:

• Amendment of laws, regulations, and procedures • Creating job portals and career development centers for women • Fulfillment of 30 percent quota to increase female representation in

government • Empowering the gender units and providing additional professional

development and advocacy • Conducting public awareness and behavior change campaigns • Increasing women’s role in leadership

WIG-SUPPORTED POLICIES AND LEGAL INSTRUMENTS

• Policy on Increasing Women’s Participation in the Civil Service

• National Gender Policy • National Health and Safety Policy • Gender-responsive Budgeting Training

Manual • Revision to IARCSC Mass

Recruitment and Merit-based Appointment Operating Procedure

• National Action Plan for the Women of Afghanistan (2020-2030)

• Comprehensive Positive Affirmative Action Policy Compendium

• Public Outreach Policy • Operating Guidelines to support

Women’s Career Development Center

• Policy on Promoting Quality of Work and Effective Use of Time

• Women’s Rights and Privileges in the Workplace Compendium

• National Internship Policy • National Mentorship Policy • Gender Equality Policy


• Establishing a committee to oversee the recruitment process for women in government

• Training and development for women currently working in government • Upgrading or installation of workplace enablers (e.g., health and wellness

facilities, separate toilet facilities for women, physical upgrades to safety and security facilities)

• Allocating specific positions for women within the Afghan government’s tashkeel

The conference promoted increased collaboration among government partners and unified the stakeholders’ policy priorities. Policy Conference 2 WIG built on this momentum by hosting the second Policy Conference in December 2017. The primary objective of the conference was to publicly present on the progress achieved by government partners in implementing policy, cultural, and infrastructure reforms — recognizing the ministries and agencies that had made significant progress. As demonstrated in the WOAR assessment, there is an urgent need within the government to improve inter-agency coordination and standardization. In response to this reality, participants in the second Policy Conference agreed to establish three Policy Working Groups to lead reform and government coordination activities. Working groups served as incubators for policy reform and accelerate implementation through coordinated action, facilitated by WIG. We discuss the working groups in greater depth below. Policy Conference 3 In September 2018, WIG held the activity’s third Policy Conference. The conference brought together all three working groups and provided an opportunity to share successes, best practices, and lessons learned from the policy development and implementation process. It further cultivated collaboration and cross-pollination between and among working groups and leveraged shared priorities in support of gender empowerment and inclusivity in the government. WIG used the opportunity to deliver briefings on gender-responsive budgeting and the WOAR II re-assessment outcomes, which are increasingly important as working groups move into the policy implementation stage. Policy Conference 4 WIG held the final Policy Conference in June, 2019. The conference provided a final update on the policies and legal instruments developed through the working groups. Specifically, the conference participants focused on the follow-on National Action Plan for the Women of Afghanistan (NAPWA-II), discussed below and in Annex C. Participants included a total of 59 policy directors, gender heads, and HR directors from 22 ministries, 14 independent agencies, and eight international organizations. The participants were divided into five groups based on their respective mandates according to the main pillars of NAPWA-II: 1) Security, Peace, and Reintegration; 2)

“This is not a favor, it is our responsibility to provide a safe and sound environment for our female colleagues.”

— HAMID HAMDARD, HUMAN RESOURCE DIRECTOR,

MINISTRY OF ECONOMY


Legal Protections and Human Rights; 3) Governance and Participation; 4) Economic and Social Development; and 5) Health and Education. WIG supported MoWA to use the group discussions as a data collection exercise. Government representatives filled out standard survey forms that fed into the NAPWA-II framework. POLICY REFORM WORKING GROUPS To resolve coordination challenges and accelerate policy reform and implementation, WIG worked with three lead partners — MoWA, MoLSA, and IARCSC — to organize three policy working groups. Each working group had a specific sphere of influence based on the WOAR recommendations and Policy Conference outcomes. MoWA led the Policy and Public Awareness working group. IARCSC led the Capacity Building and Increasing Women’s Participation in Government working group. Lastly, MoLSA led the Establishing Workplace Enablers for Women in Government working group. Each lead ministry chaired its respective working group comprising roughly 30 line ministries, independent agencies, and civil society representatives, with WIG serving as secretariat.

WIG supported working group members to identify, develop, and own policy reform efforts. Policies were developed in coordination with civil society representatives who could ground truth them, thus ensuring that reforms respond to local realities. This facilitative approach placed government partners in the lead, with each working group collaborating to identify, develop, and implement policy reforms around capacity-building, public awareness, and workplace enablers for women in government. WIG incentivized participation in the working groups by offering targeted technical expertise and tactical advice to develop and operationalize policies. By leveraging activity resources and international expertise, WIG ensured that the policy reforms identified through the working group model reflected international standards and best practices. Given the realities of policy implementation, WIG also developed resources to operationalize policies once they were adopted. Standard policy implementation action plans and gender-responsive budgeting guidelines helped to bridge the gap between rhetoric and reality. Establishing sustainable mechanisms to hold government partners accountable was essential. Working groups served as an informal accountability mechanism since members had to report on progress developing and implementing reforms. On the policy front, WIG supported the government in introducing a policy to increase women’s participation in the civil service. This policy sought to provide appropriate facilities for women — including women’s washrooms, childcare facilities, and separate prayer rooms — and establish safe work environments, encouraging a more equitable balance of men and women in government. Importantly, the policy established a formal target of increasing women’s recruitment in Afghanistan’s civil service by two percent every year. POLICY REFORMS AND LEGAL INSTRUMENTS WIG focused its technical assistance on the policies and legal instruments prioritized through both research and advocacy initiatives, including the WOAR and Policy Conferences. These legal instruments were designed to carry the force of law, official mandate, or authority. Policies and regulations like the Policy on Increasing


Women’s Participation in the Civil Service defined and directly contributed to government objectives to bring women’s employment in the civil service to 30 percent by 2020. Supporting instruments like the Civil Service Orientation Standards E-Learning video were designed in collaboration with government partners to operationalize new or existing policies. For instance, with the E-Learning video, the instrument translated the Civil Service Code of Conduct and Anti-Harassment Law into a standard, government-wide training and onboarding resource that notified new and existing employees of requirements under these laws. Other policies and legal instruments (see box) contributed to WIG’s sustainability planning. Across activity components, WIG assisted the Afghan government partners to develop strategies and implement activities to increase women’s representation in the civil service. The Champion Strategy, designed in collaboration with MoWA, established a government-led public communications and outreach campaign to recognize champions of women’s empowerment and rights across Afghanistan. WIG implemented the strategy in 2018 and handed the process over to MoWA. WIG anticipates that MoWA will continue the Champion Strategy to incentivize both women and men to support increased representation of women in the civil service. WIG also accepted direct requests from government partners to develop and implement ministry-level policies and related tools. Ministerial Gender Equality Policies, Succession Planning, and Sexual Harassment, Exploitation and Abuse policies responded to the needs of specific ministries. WIG developed standard templates of these policies with IARCSC to proliferate tailored ministry-level policies. WIG’s facilitative and collaborative policy reform process led to the development of new legal instruments and the amendment of existing policies. All policies, reforms, and legal instruments are described in detail in Annex C. POLICY REFORM CHALLENGES Policy reform and implementation are a challenge for donors and implementing partners. In transitional states, shifting priorities further complicate this process. WIG’s facilitative approach overcame many of these challenges. Nonetheless, WIG’s policy reform efforts were constrained by the following obstacles. Lack of Strong Political Will Policy reform and implementation require dedicated, consistent attention across the full range of government actors, from senior-level ministerial buy-in to HR, budget planning, and gender managers, who are responsible for implementing new workplace policies. WIG maintained regular communication with these actors to keep them apprised of the activity’s initiatives and facilitate the operationalization of

WORKPLACE OBSTACLES: ANALYSIS AND

RECOMMENDATIONS FINDINGS

35 ministries and independent agencies assessed 162 government representatives surveyed/interviewed 15 out of 20 re-assessed agencies improved policies for women over the period of one year 5 out of 20 ministries improved infrastructure accommodations for women in government All 35 ministries and independent agencies have upgraded security measures to better protect all employees


reforms. In many cases, however, high-level officials demonstrated limited political will for gender-sensitive policies. These actors regularly delegated tasks, such as attending working group meetings or one-on-one sessions with WIG representatives, to subordinates who lacked the authority to make decisions on behalf of their respective government agencies. This lack of political will slowed down the policy reform and implementation process and created confusion among government actors. When senior decision-makers were not involved throughout the policy reform process, it placed a significant hurdle in front of efforts to promote government-wide policy standardization and coordination. Turnover in Government High turnover, particularly among senior government positions, likewise had a deleterious effect on WIG’s relationship-building efforts, hindering effective collaboration, consistent messaging, working groups’ productive participation, and ultimately policy reform implementation. The uncertainty of election results and peace negotiations presented additional hurdles and required WIG to rebuild relationships with a revolving door of ministerial representatives. More broadly, political instability shifted the focus away from women’s empowerment, a priority of the National Unity Government. Lack of Capacity in Policy Development On the technical level, policy development remains challenging for the government. Many ministerial policy directorates were added to the structure recently, so there was a significant capacity gap in terms of drafting and reviewing complex policies and legal instruments. Few civil servants have robust experience in policy development and implementation. This challenge was compounded by the urgency of policy reform efforts. In many cases, WIG supported policy development, inter-ministerial coordination, and capacity building consecutively. As WIG supported more policies and legal instruments, the activity demonstrated that involving government staff in the process provides a platform to build the capacity and technical experience of government counterparts through on-the-job training. It has been a challenge to find people in Afghanistan – at both the government and project level –with expertise in policy development. It is essential for future activities to ensure that technical advisors possess the expertise to effectively cultivate policy development capacity within the government.


SECTION 4

INCREASE LOCAL STAKEHOLDER SUPPORT FOR WOMEN IN THE CIVIL SERVICE Starting in 2015, WIG implemented a series of communications and outreach campaigns meant to expand the impact of activities and increase local stakeholder support for women in the civil service. Initially, the activity’s communications and outreach activities focused on supporting enrollment in the internship program, as described in Section 2 above. Following this initial outreach strategy, WIG conducted research to identify the best approach to the activity’s primary advocacy component. WIG leveraged the power of radio, TV, and public events to spread awareness around gender equity and cultivate public support for women’s rights. PLAN TO COMMUNICATE WITH INDIVIDUALS WHO MAY INFLUENCE PUBLIC OF PRIVATE OPINION ABOUT WOMEN IN GOVERNMENT DESIGNED AND IMPLEMENTED (PIR 3.1)

To gain support from communities and stakeholders, and to facilitate the design of age-appropriate and culturally relevant communications and outreach content, WIG conducted formative research of activity stakeholders in 2015. The Partnership Assessment and Gender Analysis laid the foundation for this research, but WIG also conducted focus group discussions and key informant interviews in the target provinces. The activity reviewed external research documents, including the Survey of the Afghan People, to identify problems for women working in government. The findings of this research indicated that radio programming is still the primary source of information for most Afghans, particularly rural communities that hold the most conservative views on women and their working outside the home. In 2019, 57 percent of Afghans still reported getting their news and information from radio.25 Since 2015, however, many Afghans have shifted toward television. The most recent data show that 66 percent of respondents watch TV as their primary source of news, an 11 percent increase over 2013.26 Just 18 percent of Afghans use the internet,27 but of those with internet access, more than 95 percent have a Facebook account.28 Based on this research, WIG developed a communications strategy firmly centered on radio programming. Starting in late 2017, WIG added TV programming. Consistent and intentional engagement with local media partners further expanded the impact of outreach activities, across components, to reach local audiences via pre-established information sources.

25 Ibid, The Asia Foundation, 2019, pp. 183 26 Ibid 27 Ibid 28 Internews, Social Media in Afghanistan: Users and Engagement, January 2018, available at https://internews.org/news/social-media-afghanistan-users-and-engagement

https://internews.org/news/social-media-afghanistan-users-and-engagement


CHAMPIONS FOR WOMEN IN GOVERNMENT IDENTIFIED AND EMPOWERED (PIR 3.2)

One of the activities designed to meet the objectives of the WIG activity was the Champion Strategy. The culture of storytelling is very powerful in Afghanistan. Early in the activity, WIG developed a plan to highlight average Afghans working in the public and private sectors to promote acceptance of the idea that women can and should contribute to society. The strategy was based on the idea that stories of courageous champions would help reach both urban and rural audiences through television, radio, and other media tools. The resultant Champion Strategy provided a long-term plan to identify and empower champions in order to accelerate societal and institutional acceptance of the idea that women can and should take on leadership roles in the government. The strategy provided a road map to identify male and female champions who would organically advocate women’s entry into decision-making roles in government, encourage a hospitable environment for female staff in government, and increase local stakeholder support for women in government. USAID approved the Champion Strategy outline in February 2017. IMPLEMENTATION Starting in August 2018, WIG began the champion search in Kabul, Kandahar, Nangarhar, Herat, and Balkh provinces. Widely publicized through radio, billboards, and social media, the search ultimately solicited more than 150 nominations. To amplify new voices and perspectives on women’s empowerment in Afghanistan, WIG required winners not to have received national or international recognition for their efforts in the past 10 years. The selection process occurred in partnership with MoWA, IARCSC, the CEO’s office, other Promote task orders, and civil society. Following an extensive selection process, on October 29, 2018, WIG hosted the Champion Awards ceremony to highlight the achievements of ten champions of women’s empowerment working in both the public and private sectors. Held at the Government Media and Information Center, the Champion Awards ceremony was attended by MoWA, the CEO’s office, other government partners, and local media outlets. The Champions received a prize package from WIG, Musharikat, and private sector partners that included a laptop computer, cellphone and wireless internet plan, and access to Musharikat’s Thunderbird executive leadership training program. These prizes will support Champions as they continue to work promoting women’s empowerment in their communities.

WIG announced the Champion Awards in August 2018 and received more than 150 applications from across Kabul, Herat, Kandahar, Nangarhar, and Balkh.


At the event, WIG formally handed over the Champion Strategy to MoWA Deputy Ministry Spozhmai Wardak. MoWA is now responsible for carrying out the Champion Strategy bi-annually to incentivize advocates of women’s empowerment in the government and private sector. The Champion Strategy is linked with WIG’s policy work to support MoWA in rolling out public awareness campaigns around women’s rights. Following the awards ceremony, WIG linked Champions with local and national media outlets to give them a larger platform to discuss their work and the importance of women’s empowerment in Afghanistan. Champions appeared more than 50 times on various regional and national media outlets. INNOVATIVE MEDIA CAMPAIGNS TO ENCOURAGE BEHAVIOR CHANGE DESIGNED AND IMPLEMENTED (PIR 3.3)

Flowing out of the activity’s formative research and lessons learned from the Champions Strategy, WIG implemented a series of behavior change campaigns. Communications and outreach activities supported and expanded the impact of the internship program and policy reform, from supporting recruitment into the internship program, to raising awareness around high-profile events, to producing digital training resources and disseminating activity messages through PSAs and radio programming. Overall, 217 local leaders and champions participated in WIG’s outreach activities. The activity implemented 299 individual outreach campaigns, including radio episodes, PSAs, and TV and radio appearances, described below. ONE VILLAGE, A THOUSAND VOICES Leveraging the cultural value of storytelling in Afghanistan, WIG produced a radio drama series that focused on themes of women’s empowerment and rights using real-life scenarios. One Village, A Thousand Voices (OVATV) was a weekly radio program that aired nationwide through Radio Azadi in both Dari and Pashto. WIG aired 109 episodes of OVATV between 2016 and 2018, highlighting women’s rights to work under Islam, anti-harassment, and other gender-related themes for rural and conservative communities. WIG hosted 95 guest speakers through OVATV, raising the profile of local activists and women’s rights proponents. From September 2016, when WIG began airing OVATV, to September 2018 when the program ended, there were a total of 1,440 live callers and 3,327 responses on the program’s Integrated Voice Response system. These responses came from all 34 provinces of Afghanistan, and were primarily male given cultural restraints on women listening to the radio. Despite these barriers, 11 percent of the live callers were women — contributing their opinions on the drama and its impact. Overall, 69 percent of respondents reported that OVATV programming was beneficial to women’s empowerment in their communities.

MOWA Deputy Minister Spozhmai Wardak participated in the Champion Awards ceremony, expressing the government's support for the program and committing to continue the Champion Awards.


After each episode, the program hosted a live discussion and call-in segment. The live discussion included subject matter experts and local activists to discuss the episodes’ often-controversial themes. By taking listener comments during the live call-in segment, OVATV engages with communities across Afghanistan to create a conversation around women’s empowerment. Based on a recent third-party evaluation of OVATV, qualitative and quantitative data suggest that the radio program improved women and girls’ knowledge of their rights.29 Episodes particularly emphasized women’s rights related to education, marriage, and property inheritance. In September 2018, OVATV aired its last episode and WIG transitioned to the Tawandmandsazi (Empowerment) radio series in partnership with USAID’s Rasana program. TAWANDMANDSAZI WIG introduced a new radio program in February 2018 called Tawandmandsazi (Empowerment). The 10-minute series was produced and aired in partnership with Radio Sahar in Herat and Rabia-e-Balkhi in Balkh, both women-managed stations affiliated with USAID’s Rasana activity. The radio program targeted issues specifically related to women’s employment in the civil service in Balkh and Herat. WIG invited subject matter experts from government agencies, as well as civil society representatives, to shed light on various obstacles faced by women working or applying for jobs in government. WIG produced 35 episodes between February and September 2018. Episodes featured discussions about women’s work in non-traditional career paths, the financial benefits of women’s work outside the home, and women’s rights under the Afghan Constitution. Guest speakers included the head of the Afghan Women’s Chamber of Commerce and Industries, the deputy director for the Afghanistan Independent Human Rights Commission, and a member of the board at the Afghan Women’s Network. PUBLIC SERVICE ANNOUNCEMENTS Starting in December 2017, WIG began airing the activity’s first PSA nationwide on Tolo TV. The PSA concept and script were developed in close coordination with the Administrative Office of the President (AOP), IARCSC, MoWA, and MoLSAMD to ensure that the messaging aligned with government priorities and the scenes were culturally appropriate. The resulting one-minute PSA depicts a young female prosecutor with a fast-paced and challenging government career. In the PSA she wonders if she is doing the right thing for her and her family. Ultimately, she receives encouragement from her husband, who fully supports her pursuit of a government career. As it concludes, the PSA encourages women to join the civil service.

29 United States Institute of Peace, One Village, A Thousand Voices: Final Evaluation Report, April 2017, available at https://www.equalaccess.org/wp-content/uploads/2018/11/USIP-OVATV-Final-Evaluation_June27.pdf

WIG's first PSA told the story of a female prosecutor who balanced both family and professional obligations.

https://www.equalaccess.org/wp-content/uploads/2018/11/USIP-OVATV-Final-Evaluation_June27.pdf

https://www.equalaccess.org/wp-content/uploads/2018/11/USIP-OVATV-Final-Evaluation_June27.pdf


The PSA aired daily — alternating between Dari and Pashto versions — for a full month. According to a 2017 Geopoll study, Tolo TV has the highest audience share in Afghanistan, at 33 percent.30 By airing on Tolo TV, WIG reached the widest possible audience across Afghanistan. To reach an even wider audience, WIG adapted the PSA into a radio version as well, which began airing through Radio TV Afghanistan in May 2018. In December 2018, WIG started airing the activity’s second PSA through popular media outlets like Tolo TV. The PSA featured government partners, including the deputy minister of MoWA and the director of MoLSA, explaining why they value female staff who work in their offices. By using real government leaders, WIG grounded the messages in reality, demonstrating the extent of high-level government support for women in government. The PSA encouraged not just the public at large to support more women in government, but also motivated other government leaders to hire women for the civil service. To continue the momentum behind WIG’s PSA series, WIG began airing the activity’s third PSA in March 2019, featuring a father who was supportive of his daughter’s education and ultimately government employment. The PSA provided a positive male role model, within the context of a typical household, that encouraged others to support their female family members as they seek out education and employment. In May 2019, WIG filmed the last PSA in the four-part series of PSAs. The PSA featured a female religious scholar, Zainab Mohid, who expressed the Islamic perspective on women’s rights to work outside the home. The PSA began airing in June through the same TV and radio stations. All three PSAs continued to air in rotation between June and December 2019. WIG aired the PSAs more than 150 times through three TV stations and three radio stations. HIGH-PROFILE EVENTS WIG leveraged publicity surrounding high-profile public events to raise awareness among local stakeholders about the activity’s accomplishments. By working with government partners and the media, WIG facilitated organic public outreach through local media outlets, disseminating positive messaging to target audiences across Afghanistan. Public Forums WIG held two separate public forums in Herat and Balkh provinces, in December 2016 and January 2017, respectively. The main objective of the public forums was to discuss the factors that discourage women from working outside the home. The activity invited high-ranking government officials, civil society representatives, and religious leaders to highlight the prevailing religious and cultural norms, as well as policy barriers, that prevent women from joining the civil service. In both forums, the panelists agreed that insecurity and conservative beliefs were the primary barriers for women from working. Some panelists and audience members called for stronger involvement from religious groups in supporting women. On the other hand, some

30 Geopoll Media Measurement Service, Afghanistan Quarter 3 2017; Radio and TV Audience Ratings Report, available at: https://knowledge.geopoll.com/afghanistan-media-measurement-q3-2017-kgmm-report-0-0-1-0-0

“Every one of you can be a source of positive change and transformation.”

— DR. ABDULLAH ABDULLAH, CHIEF EXECUTIVE OFFICER

https://knowledge.geopoll.com/afghanistan-media-measurement-q3-2017-kgmm-report-0-0-1-0-0


of the religious leaders cited more recent shifts in perspectives to support the rights of women to work. On the whole, the participants were united in saying that gender discrimination and the low level of women’s participation in government and jobs outside the home are top issues to be resolved for the betterment of society. The events were filmed and subsequently aired on five TV stations in Herat and four TV stations in Balkh. Roundtable Discussions In January and February 2017, WIG organized two roundtable discussions in Herat and Balkh provinces. The purpose of the events was to discuss the barriers to women’s work outside the home and in the government. All panelists agreed that the right of women to work is fundamental and that women should not be prevented from holding jobs outside of the home, except when their safety in the workplace is not assured. The panelists commonly noted that women’s participation in government would increase if safe and secure environments were provided for them. They further recommended that the negative perception towards women working outside the home would be diminished by improving citizens’ awareness through the media, mullahs, and scholars. The Herat roundtable discussion was aired in five TV stations in the province in February 2017, while the event in Balkh province was later broadcast in four provincial TV stations. University Workshops WIG organized and hosted five university workshops in Kabul, Herat, Balkh, Kandahar, and Nangarhar for 881 recent graduates and prospective interns. These workshops were implemented not only as an internship recruitment tool, but also as a way to influence participants’ perceptions about the rights of women to work in Afghanistan. The objectives of the university workshop included:

• Educating young adults, both men and women, on the rights of women to work under Islamic ruling and the Afghan constitution

• Providing participants with basic job seeking skills such as CV development and job interviews

• Introducing them to the WIG internship program and offering guidance on the internship application process

WIG conducted pre- and post-tests to measure participants’ increase in knowledge. The respondents demonstrated significant increases in their understanding of women’s right to work as guaranteed by Islam and the government, including heightened awareness of anti-harassment regulations and workplace obstacles. The post-tests also showed better CV preparation skills, an improved understanding of the government employment process, and greater skill in giving job interviews. Media Coverage Throughout the activity, WIG actively engaged regional and national media outlets through high-profile events, including graduation ceremonies, networking events, and participation in international campaigns such as the 16 Days of Activism Against Gender-Based Violence. Maintaining positive and transparent relationships with prominent Afghan media outlets was essential to cultivating organic media coverage that supported WIG’s objectives. Based on feedback from government partners and civil society representatives, consistent media coverage not only raised awareness around WIG and the need to increase women’s representation in the civil service, but also generated a sense of local ownership and buy-in for the activity. Regional and nationwide media outlets featured WIG more than 40 times. The activity was also featured through government social media pages and USAID platforms.


E-LEARNING VIDEOS To support the sustainability of WIG’s training activities, the communications and outreach team produced a series of E-Learning videos. These videos translated WIG training programs into digital training resources, easily replicated and distributed through government agencies to build the capacity of their staff. Professionalism in the Workplace and Anti-Harassment After taking WIG’s in-person Professionalism in the Workplace and anti-harassment training events, numerous government partners requested the trainings be delivered to a wider audience. Given the realities of implementing such broad-based trainings, WIG designed the E-Learning video platform. WIG worked closely with MoWA to develop the E-Learning video over the course of 2018, featuring live action scenes demonstrating professional behavior in the workplace and material from the standard Professionalism in the Workplace training. The video also covers the principles of the recently-adopted Anti-Harassment Law. The training covers how to identify instances of harassment, the new regulations for reporting harassment in the workplace and in public, and the associated penalties for perpetrators. MoWA’s involvement in the production of the video ensured that the training was tailored to the needs of WIG’s government partners. The final version of the video was completed in September 2018 and uploaded to MoWA’s YouTube. WIG distributed 500 copies of the E-Learning DVD to government partners in all five target provinces. As of February 2020, at least 3,225 civil servants have watched the E-Learning video. Civil Service Recruitment Starting in June 2019, WIG began developing two new E-Learning videos to strategically promote increased recruitment of women in the civil service. The Civil Service Recruitment E-Learning video emphasized the IARCSC’s new role in government recruitment policy to ensure a transparent recruitment, reduce discrimination, and avoid corruption. The Civil Service Recruit E-Learning video focuses on the rules and relevant policies involved in the government recruitment process. The video is tailored to government HR personnel, providing comprehensive information on the standard recruitment process, while highlighting the policies and regulations that provide affirmative action for female applicants. Job Readiness At the same time, WIG produced an E-Learning video targeted at female job seekers. The Job Readiness E-Learning video covers the best practices for applying for jobs in the civil service, including CV writing, interview preparation, mass exams, and navigating the online application system. The modules in this E-Learning video were based on WIG’s popular job readiness trainings delivered through the Job Readiness Program (JRP) and the activity’s provincial offices. The video was distributed through ACSI in Kabul and provincial government directorates to guide female job applicants through the government’s

The E-Learning video includes live action sequences demonstrating the principles of professionalism in the workplace.


recruitment process, even after WIG’s offices closed. In collaboration with the Civil Service Recruitment video, the Job Readiness video completes the circle — training both government recruiters and female applicants to facilitate the increased representation of women in the civil service.

EXHIBIT 11. E-LEARNING VIDEO TOPICS AND TARGET AUDIENCES

E-LEARNING VIDEO PURPOSE TARGET AUDIENCE

Professionalism in the Workplace and Anti-Harassment

This E-Learning video has two modules: one on Professionalism in the Workplace (timeliness, professional communication, confidentiality) and another on the Anti-Harassment Law and its application in government offices. Produced in 2018.

All government employees

Civil Service Recruitment This E-Learning video focuses on the rules and relevant policies involved in the government recruitment process.

Government employees, specifically HR and Gender Unit staff involved in the recruitment process

Job Readiness

This E-Learning video covers the best practices for applying for jobs in the civil service, including CV writing, interview preparation, mass exams, and navigating the online application system.

Prospective civil service job applicants, particularly female applicants

ADVOCACY MESSAGE BLASTS Starting in 2018, WIG used multiple media platforms to send advocacy messages to government and civil society leaders. Three times a week, WIG sent messages that highlighted the activity’s accomplishments, linked with consistent messaging on employment. By keeping these leaders, especially government representatives, up to date on WIG’s activities and achievements, the activity generated a sense of ownership and buy-in, cultivating the government-wide support that led to increased employment rates and gender-sensitive policy implementation. WIG likewise developed targeted messaging to internship graduates to maintain consistent engagement with WIG activities. WIG launched new campaigns, like the #ICan (Maa Metanim) campaign and messaging around the 16 Days of Activism Against Gender-based Violence. #ICan encouraged interns to achieve the goal of joining the civil service by taking advantage of WIG’s job placement services. The campaign featured employed interns twice a week on the activity’s private Facebook page for internship graduates. Given Facebook’s popularity among internship graduates, WIG identified a closed Facebook page as the most effective means of regularly communicating with interns, who regularly change phone numbers and lack

“I believe WIG has moved Afghanistan in the right direction and that resulted in the development of valuable policies and strategies to facilitate Afghan women’s participation in government”

— KHAIR MOHAMMAD NIRU, DIRECTOR GENERAL,

MANPOWER AND LABOR AFFAIRS DIRECTORATE


consistent access to email. The campaign encouraged interns to continue participating in job readiness sessions and submitting job applications, even when they had not yet have received positive responses from potential employers. It likewise emphasized the importance of notifying WIG once they were employed so the activity could accurately capture all results.


SECTION 5

SUSTAINABILITY WIG’s activities were vital for increasing women’s representation in the government sector. Over the past five years, the activity invested time and resources in developing systems and human capital so government stakeholders can carry these activities forward. The activity undertook a robust handover process in Year 5, tailoring activities and sustainability packages to corresponding government partners. Because many of WIG’s activities were designed and implemented in collaboration with government partners, the activity has already established significant local buy-in. The Afghan government has taken ownership of several activities and will invest further in institutionalizing the gains made by WIG. A full Sustainability Plan is included as an addendum to this report. INTERNSHIP PROGRAM

The internship program was the largest component of the WIG activity. Under the internship program umbrella, the activity produced internship recruitment guidelines, the intern training curriculum, the mentorship training package, an executive training program, and alumni services guidelines. WIG worked closely with MoLSA and IARCSC to develop the Internship and Mentorship Policies. These policies provide a roadmap for both organizations to establish independent internship programs at minimal cost to the government. MoLSA and IARCSC can use WIG’s curricula to implement more expansive internship programs directly and continue cultivating a cadre of women seeking jobs in the civil service. WIG also supported ACSI and the WCDC to establish the JRP. The JRP is a major legacy piece for WIG. The activity disposed property to ACSI to support the continuation of the JRP, including computers, stationery, and other material resources. Additionally, WIG trained ACSI staff to take over the internship’s management information system (MIS). These resources will support ACSI to maintain engagement with internship graduates and track as they progressively secure employment beyond the life of the activity. The JRP will continue to serve as a forum for WIG internship graduates and other female job seekers to receive training and guidance as they prepare for careers in the civil service. Beyond the internship curriculum, WIG developed a suite of training resources for current civil service employees, which will be held by ACSI. Detailed in Section 2 above, the activity delivered trainings on gender awareness, anti-harassment, and other key topics to more than 3,000 government employees. WIG provided training of trainers throughout so that government staff could cascade training. The activity’s

“Women in Government has worked intensively to increase the number of women in the civil service. Hereafter, it is upon us to continue and employ those who are trained.”

— MOHAMMAD BASHIR TAWHIDI, DEPUTY

GOVERNOR, BALKH PROVINCE


E-Learning videos have been handed over to MoWA and uploaded to the ministry’s YouTube page as a resource for government staff. POLICY REFORM

WIG’s support of government partners in drafting, proposing, and adopting 15 policies and legal instruments represents an important step toward gender equity in Afghanistan. In particular, NAPWA II will guide the whole-of-government strategy toward gender equity and inclusion across Afghanistan for the next five years. Beyond the activity’s policy reform technical assistance, WIG helped government partners establish three policy reform working groups. These working groups helped government partners accelerate the policy adoption process, as well as promoting coordination in implementation. WIG provided technical support to each working group to establish well-defined action plans — identifying policy gaps and establishing clear steps to address them. Lead ministries, including IARCSC, MoWA, and MoLSA, should continue facilitating established working group meetings once quarterly at minimum. COMMUNICATIONS AND OUTREACH STRATEGIES

WIG developed an expansive set of communications and outreach programs over the course of the activity. The activity’s tangible product under this component includes media campaigns and government training resources. The activity has produced four TV and radio PSAs and 198 episodes of the OVATV and Tawandmandsazi radio programs. WIG created and disseminated three anti-harassment posters in Dari and Pashto for government offices. All of these materials have been handed over to government partners in the five target provinces. At its discretion, WIG encourages the Afghan government to continue producing and airing TV and radio programs based on the WIG model. The PSAs have been uploaded to MoWA’s YouTube site to facilitate sharing with additional beneficiaries. The Champion Strategy, designed in collaboration with MoWA, established a government-led public communications and outreach campaign to recognize champions of women’s empowerment and rights across Afghanistan. WIG implemented the strategy in 2018 and handed the process over to MoWA. The activity delivered a comprehensive roadmap to implement the Champion Strategy to the deputy minister. MoWA will continue the Champion Strategy to incentivize both women and men to support increased representation of women in the civil service. MULTIPLIER EFFECT

An important aspect of WIG’s theory of change revolved around economic independence. As more women are employed in the civil service, they will develop financial freedom through regular salaries — in addition to attendant social and political empowerment. Even beyond the life of the WIG activity, internship graduates will continue to secure employment and promotions in the civil service.

“WIG has built the capacity of women and given them the required skills to join the civil service. Moving forward, IARCSC will support more women to get leadership positions.”

— GAISU YARI, COMMISSIONER, IARCSC


WIG has already contributed to women’s economic independence through the internship program as well. As part of the program, WIG interns received a regular stipend, meant to cover the costs of transportation to and from training centers and other incidental costs that were necessary over the course of the year-long program. Among 3,901 interns, WIG invested approximately $3.7 million in internship stipends, including the year-long internship and supplementary training programs. This represents roughly $958 per intern over the course of a year — above the average household income of around $410. Even this small amount contributes significantly to interns’ sense of economic independence. Indeed, stipends allow interns to financially contribute to their families, demonstrating the full value of women’s work outside the home.31 To remain compliant with the Afghan tax code, WIG registered each intern with a tax identification number before transferring their stipends. For the majority of interns, this represented the first time in their lives that they have paid taxes. In addition to training and facilitating employment for female interns, WIG has added 3,901 contributors to Afghanistan’s tax base. WIG internship graduates, now registered with a tax ID, will continue to contribute to Afghanistan’s reconstruction through the tax system once they are employed. MANAGEMENT INFORMATION SYSTEM

To bring information efficiency to activities, WIG developed a comprehensive MIS. The MIS served as a master repository for information about WIG activities and beneficiaries. As such, it was used for both program management and reporting purposes. As part of the sustainability plan, WIG has handed over the MIS to MoLSA and ACSI. The MIS will facilitate the process for both agencies of establishing follow-on internship programs. Further, it will allow the government to track the progress of WIG internship graduates as they build their careers in the civil service. WIG’s MIS team has conducted a technical handover to build the capacity of government staff to manage the MIS and, as needed, expand the modular platform to track new data and programs as they arise.

31 Using a conservative estimate of average household size (seven household members), WIG’s investment has impacted approximately 27,307 individuals at $136 per person. This multiplier effect creates a direct economic incentive to support women’s participation in the civil service by showing family members and heads of household the financial benefit of allowing women to work.


SECTION 6

LESSONS LEARNED Throughout the life of the activity, WIG supported a culture of learning and adapting. Since 2015, the activity has learned the following lessons. These findings will inform current and future programs, particularly those working toward gender equity in Afghanistan.

MORE EXPANSIVE INTERNSHIP PROGRAM

Interns were not prepared to immediately enter the civil service from the internship program, especially for higher-grade-level leadership positions. Most WIG interns hired into the civil service took positions at Grade 5, and even these were high when compared with the interns’ experience and educational backgrounds. Interns required additional training in key areas, including professionalism in the workplace, CV writing, and interview skills before successfully joining the civil service. Computer training should be expanded. Interns that attended an exam for jobs at the Ministry of Interior failed because their typing skills were not sufficient. Several government partners provided feedback that interns should receive English-language courses, as many government bodies see this as a necessary skillset for staff. Government partners also suggested that the practicum should be extended to allow more time for hands-on learning. Interns should be given clear scopes of work before beginning the practicum with specific learning objectives and deliverables to ensure they gain the most out of the experience. To promote improved training and educational outcomes, future programming should create smaller class sizes — ideally a one-to-30 teacher-to-student ratio. This is evidenced by the comparative success rates between, e.g. Kabul and Nangarhar interns. 83 percent of Nangarhar graduates secured employment by February 2020, compared with 54 percent of Kabul interns. The smaller class sizes and, as a result, more attentive one-on-one job readiness assistance in Nangarhar helped ensure that more interns were successful at securing employment. GOVERNMENT COLLABORATION

The government’s rhetorical commitment to employing WIG internship graduates did not always translate to reality. Partnerships between USAID and Afghan government stakeholders should be based on a firm, explicit, and pre-existing commitment to employ internship graduates. This includes a commitment from the Afghan government to dedicate the budgetary means to improve environments to create a safe, conducive workplace. WIG developed gender-responsive budgeting guidelines for government partners. These resources should be used in advance of future interventions to ensure that the government can effectively follow through on its commitments to gender equity. Future activities should partner directly and from the start with the government of Afghanistan and provincial governors in all provinces, and these partners should be held accountable to meeting the program’s goals. Collaboration should be structured


and built into the activity. Joint milestones should be established by the implementers and government, and both should be held accountable for results. WIG presented the WOAR report, the culmination of three years of research, analysis, and collaboration with the Afghan government. The report not only identifies the key barriers to women’s participation in the Afghan civil service, but also shows progress in government institutions as they have realized their commitment to gender empowerment and equity over time. Based on this analysis, the report provides timely and culturally appropriate recommendations to the Afghan government, based on lessons learned and best practices from top-performing ministries and independent agencies. Lead ministries should continue conducting the WOAR assessment annually to track progress along key indicators, reward top-performing ministries, and pressure underperforming ministries to develop the accommodations necessary to include female staff. COMMUNICATIONS AND OUTREACH

In December 2017, media monitoring firm Geopoll ended its quarterly media measurement report with audience statistics on the top TV and radio stations.32 Rebooting a nationwide media preferences survey will be crucial in understanding how Afghans receive information, which populations prefer which platforms, and how best to reach target demographics. The Survey of the Afghan People currently conducts research in this sector. The questionnaire should be expanded and elicit more specific information on preferred stations, what content is most effective at encouraging social behavior change, and other aspects of the local media landscape. Activities should engage regularly and from the beginning with local media partners. Over time, WIG cultivated strong relationships with media outlets, which created a low-cost approach to public outreach. It also raised awareness around activity priorities and ultimately contributed to the achievement of WIG’s objectives. This emphasis on media collaboration should be paired with capacity-building efforts around improving production quality and evidence-based reporting. ADAPTIVE MANAGEMENT

Adaptive management is essential in the Afghan context, particularly in periods of great uncertainty. Rapidly shifting circumstances require equally rapid adaptations to

32 Geopoll, Afghanistan Quarter 4 2017: Radio & TV Audience Ratings Report (December 2017), available at: https://knowledge.geopoll.com/afghanistan-media-measurement-q3-2017-kgmm-report-0-0-1-0-0-0

THE REALITIES OF WOMEN WORKING IN GOVERNMENT OFFICES

As more than 60 internship graduates and guests passed through the security checkpoint at the Kandahar Provincial Governor’s Office, there was only one female security guard, responsible for screening the female guests. The regional director of women’s affairs, Ms. Achakzai, noticed that she looked pale and weak. The screener seemed ready to faint so Ms. Achakzai offered her water. The screener refused. “Why?” inquired Ms. Achakzai. “Because,” the screener replied, “then I’ll need a toilet break and there are no female toilets.” “What?” the shocked Ms. Achakzai asked. “It’s true,” the screener continued. “There is a locked bathroom I can use but a man with a large ring of keys must be called. He takes a long time to come. Then he rattles all the keys, so everyone knows I need the toilet. It’s very embarrassing. So I don’t drink during the day.” This is one of many stories that informed WIG’s WOAR research and policy reform efforts.

https://knowledge.geopoll.com/afghanistan-media-measurement-q3-2017-kgmm-report-0-0-1-0-0-0

https://knowledge.geopoll.com/afghanistan-media-measurement-q3-2017-kgmm-report-0-0-1-0-0-0


realities on the ground. Future programs should be structured around flexible implementation mechanisms that are less timebound and more centered on outcomes. Contracts should emphasize cooperation between USAID and implementing partners to quickly adjust strategies in response to shifts in the operating environment. In WIG’s case, a change in the government recruitment process necessitated a change in the activity’s focus. Following the new recruitment process in 2017, WIG aligned the internship program with the IARCSC mass examination requirements and adjusted the activity’s approach to government advocacy by focusing on the IARCSC. Context changes also required WIG to adapt by focusing more heavily on entry-level government positions, rather than decision-making positions as envisioned by the original activity design. One of the most significant challenges facing WIG’s ability to manage adaptively, and to implementation in Afghanistan more broadly, is the lack of high-quality data. This especially impacts gender programming due to the sensitive nature of collecting data on women and other vulnerable groups. As evidenced by the sources cited in this report, the Survey of the Afghan People is an extremely valuable resource for longitudinal atmospheric data, but the development of alternate data sources is critical to improving activity outcomes. Activity design should be based on data and flexible enough to adapt to shifting conditions. Real-time, outcome-level data is essential for adaptive management. Future programs should emphasize data collection and analysis, not just at the activity level, but at the impact level and with atmospheric data. Government data in Afghanistan is not reliable. The total number of women in the Afghan government remains unclear.33 The National Statistics and Information Authority, IARCSC, and the Ministry of Education (the government’s largest ministry) all present different figures for the number of women in government, as well as the total number of civil servants. Accurate data on the composition of the civil service would also provide the opportunity to dig into the preferences of current civil service employees as they relate to the inclusion of women. For instance, data on the percent of female staff by ministry could be used to reward high-performing ministries and pressure ministries with lower levels of female staff. For this to take place, data must be accurate. MONITORING, EVALUATION, AND LEARNING

Effective monitoring and evaluation is crucial to activity success. Quality information management, in the form of a comprehensive MIS, should be part of the activity from the beginning. Tracking intern progress in real time helped WIG identify issues, such as attrition factors, and allowed management to respond in a timely fashion. Relatedly, activity-level performance indicators should be established early. Indicators should be accurate, reliable, and attributable to the activity. In the Year 1 Activity Monitoring, Evaluation and Learning Plan (AMELP), there were 18 indicators. The final version of the activity’s AMELP, approved in January 2020, included 15 indicators. Fewer than eight of these indicators remained consistent with the

33 Hashimi, Sayed Hashmatullah and Gerard Lauth, Civil Service Reform in Afghanistan: Roles and Functions of the Civil Service Sector, Afghanistan Research and Evaluation Unit (August 2016), available at: https://areu.org.af/publication/1616/

https://areu.org.af/publication/1616/


definitions and calculations included in the Year 1 AMELP. Of the three result targets listed in the WIG contract, none of the corresponding indicators remained in the AMELP. Tracking change over time requires indicators to stay the same over the life of activity. Multiple changes to WIG’s indicators hindered the activity’s ability to measure outcomes. LEAD BY EXAMPLE

WIG emphasized gender equity throughout implementation. But the emphasis on gender inclusion in activity implementation can overshadow the gender balance among activity staff. One of the major lessons learned on WIG was that those responsible for designing and implementing donor activities meant to raise women’s social, economic, and political status have a key role to play in choosing which strategies might be appropriate, effective, and sustainable in the local context. Thus, it is not only essential that activities have an appropriate gender balance among their staff, but that women serve in leadership positions that give them the authority to craft development solutions. The challenge of creating a gender-balanced staff is particularly pronounced in Afghanistan. Women in Afghanistan have been systematically excluded from society, the economy, and politics for decades. Women’s limited access to education drives many of the follow-on effects that typify their cultural exclusion in Afghanistan. According to the latest Survey of the Afghan People, 60 percent of the 3.7 million children out of school in Afghanistan are girls.34 Women’s literacy rates are roughly half that of their male counterparts. When also considering restrictions on mobility by male heads of household, persistent harassment, and lack of basic accommodations like female restrooms and prayer rooms in most workplaces, the result is a female labor force participation rate of roughly 16 percent.35 Beyond restrictions on their mobility and ability to seek employment outside the home, Afghan women’s comparative lack of education and professional experience makes it difficult for implementers to hire women through a fair and transparent recruitment process. When considering them alongside male candidates, it can be difficult for recruiters to identify female candidates with the right qualifications, especially for leadership positions. It is therefore incumbent upon implementers to adjust their recruitment processes to better accommodate female applicants and give credit to their education and work experience, taking into account the obstacles they faced.36 Since April 2015, 76 percent of all internal promotions on WIG have been female staff. The activity worked to make sure both male and female staff were well-positioned for professional advancement. Out of 24 staff who served in leadership positions on the activity, 13 were women. Ultimately, WIG cultivated a staff that was

34 Ibid, The Asia Foundation, 2019 35 Desai, Ishani and Li Li, Analyzing Female Labor Force Participation in Afghanistan: Identifying the Key Barriers That Prevent Women from Entering the Labor Force, The Harvard Kennedy School of Government, March 2016, available at https://wappp.hks.harvard.edu/files/wappp/files/desai_li_sypa_final_0314.pdf 36 Tipping the Scales for Workplace Gender Equity in Afghanistan, Chemonics International (March 2020), available at: https://chemonics.com/impact-story/tipping-the-scales-for-workplace-gender-equity-in-afghanistan/

https://wappp.hks.harvard.edu/files/wappp/files/desai_li_sypa_final_0314.pdf

https://chemonics.com/impact-story/tipping-the-scales-for-workplace-gender-equity-in-afghanistan/

https://chemonics.com/impact-story/tipping-the-scales-for-workplace-gender-equity-in-afghanistan/


67 percent female. This helped the activity adapt interventions in real time and identify locally appropriate strategies to achieve the activity’s targets. WIG serves as an example that activities can cultivate and sustain gender-balanced staffing levels. This model should be emulated by future activities to ensure that gender is considered at all levels of implementation. Going forward, all activities should be budgeted to hire female entry-level interns. To alter the fact that Afghan women have a comparative lack of required professional experience, intern slots must be included in implementing partner’s plans and budgets for operational and technical components. PROMOTE BRANDING

Beneficiaries, government partners, and other local stakeholders regularly expressed confusion over the distinction between WIG and the other Promote task orders. This made it difficult to maintain consistent partnership and attribute outcomes among the four task orders. In 2018, USAID moved away from the unified Promote branding strategy. This strategy never ultimately reached the target audience; most beneficiaries, government partners, and, importantly, the media continue to conflate WIG and Promote. Future activities should establish a clear branding strategy at the outset and commit to consistent branding throughout the life of activity. The lesson from WIG is that once an activity is branded, transitioning the branding is incredibly difficult to accomplish. EMPOWERING WOMEN THROUGH PROFESSIONAL ASSOCIATIONS

The WIG scope of work did not address the potential advantage of women’s professional associations, which have not received adequate attention from government entities or donor activities. Women in the civil service sector know their needs, but not how to effectively or collaboratively advocate to meet those needs. Whether the workplace issues relate to equal pay, child care, transportation, policy, infrastructure, or cultural issues, women need a structured space to come together to resolve issues. The purpose of a professional civil service association in Afghanistan should seek to further professionalism, succession planning, protect women’s interests, and advocate for necessary improvements. Many women’s associations around the world are well-positioned as community changemakers and stakeholders, but this element is a significant gap in Afghanistan’s civil service. The WOAR identified numerous barriers women face. These are serious challenges stemming both from the political and socioeconomic instability, not to mention the Afghan government’s weak institutional infrastructure. Developing strong associations increases members’ leadership skills, which in turn leads to improved gender equality and economic growth.37

37 Center for International Private Enterprise, Empowering Women through Non-governmental Organizations and Women’s Business Associations (March 16, 2010), available at: https://www.cipe.org/blog/2010/03/16/empowering-women-through-non-governmental-organizations-and-womens-business-associations/

https://www.cipe.org/blog/2010/03/16/empowering-women-through-non-governmental-organizations-and-womens-business-associations/

https://www.cipe.org/blog/2010/03/16/empowering-women-through-non-governmental-organizations-and-womens-business-associations/


ANNEX A. PERFORMANCE INDICATOR RESULTS Results as of February 29, 2020 per the revised Year 5 AMELP.

Based on the revised Year 5 AMELP, WIG cannot provide quarterly results for indicators that use internship graduates as a denominator (e.g., self-efficacy, professional skills, percentage of female participants). These indicators use a calculation of positive respondents during the quarter divided by graduates that quarter. Since WIG has graduated all interns from the program (and continues to administer surveys and count employment), the quarterly denominator is smaller than the quarterly numerator — meaning the quarterly results would be over 100 percent. The below table reports cumulative figures for these indicators.

WIG ceased monitoring and evaluation activities on February 29, 2020. Quarter 2, FY2020 results reflect only January and February. Beginning in March 2020, WIG activated activity closeout and stopped collecting M&E data per the approved closeout plan.

No. PERFORMANCE

INDICATORS (Data Source)

LIFE OF ACTIVITY RESULTS

EXPLANATION

Quarter 1 October-

December 2019

(Results)

Quarter 2 January-February

2020 (Results)

CUMULATIVE TO DATE (Results)

LIFE OF ACTIVITY (Targets)

1

1. Number of individuals with new or better employment following completion of USG-assisted workforce development programs (Outcome). (Activity records and Document Review)

138 135 1,016 2,100

In Quarter 2, WIG verified the employment of 135 in the civil service. Cumulatively 1,016 interns were employed in the civil service. This indicator reflects employment in the civil service, excluding employment in other organizations (all female).

2

1.0 Number of interns enrolled in the USAID Promote Women in Government internship program (Output). (Activity records and Document Review)

0 0 3,901 3,000

WIG did not enroll any interns in Quarter 2. Cumulatively, the activity enrolled 3,901 female interns in the year-long internship program (all female).

3

1.0.1 Number of graduates who complete the USAID Promote: Women in Government internship program (Output). (Activity records and Document Review)

26 26 3,059 3,000

In Quarter 2, WIG issued 26 graduation certificates to internship graduates, bringing the cumulative total to 3,059 graduates (all female).


4

1.0.2 Percentage of individuals with new employment following completion of USG-assisted workforce development programs (Outcome). (Activity records and Document Review)

- - 58% 70%

This indicator reflects employment outcomes in both the civil service and other organizations as a function of total graduates. Cumulatively, WIG verified the employment of 1,778 internship graduates: 1,016 in the civil service and 762 in other organizations (all female).

5

1.2.0. Percentage of female beneficiaries who report increased self-efficacy at the conclusion of U.S. government supported training/programming (Outcome). (Pre- and Post-test)

- - 84% 75% Cumulatively, 2,554 internship graduates have reported increased self-efficacy out of 3,059 graduates (all female).

6

1.4.1 Number of mentors who report increased capacity to manage and mentor staff at the conclusion of USG supported training/programming (Output). (Pre- and Post-test)

0 0 156 150

WIG did not conduct mentorship training in Quarter 2. Cumulatively, WIG trained 164 mentors (68 female, 96 male). 156 mentors reported increased capacity to manage and mentor staff (65 female, 91 male).

7

1.4.2. Percent of female beneficiaries reporting improved professional skills following USG-supported trainings (Outcome). (Pre- and Post-test)

- - 81% 75%

In Quarter 2, WIG surveyed 261 interns. 258 reported improved professional skills. Cumulatively, 2,469 internship graduates have reported improved professional skills out of 3,059 total graduates (all female).

8

1.4.3. Percentage of female participants in USG-assisted programs designed to increase access to productive economic resources (assets, credit, income, or employment) (Output). (Activity records and Document Review)

- - 58% 70% Cumulatively, WIG has verified the employment of 1,778 interns out of a total of 3,059 graduates (all female).

9

2.0. Number of legal instruments drafted, proposed or adopted with USG assistance designed to promote gender equality or non-discrimination against women or girls at the national or sub-national level (Output). (Activity records and Document Review)

0 2 15 25

In Quarter 2, WIG reported 1) the National Action Plan for the Women of Afghanistan (NAPWA II) and 2) the Sexual Harassment, Exploitation and Abuse Policy (SHEA) for the Ministry of Education). Cumulatively, WIG has provided assistance to 15 legal instruments, described fully in Annex C.


10

2.1. Percentage of participants reporting that workplace conditions for women are more hospitable (Outcome). (Post Test)

85% 87% 89% 75%

In Quarter 2, WIG surveyed 31 interns. 27 reported that workplace conditions for women are more hospitable. Cumulatively, 2,926 reported improved conditions (2,794 female, 132 male) of 3,277 respondents (3,136 female; 141 male).

11

2.1.1 Percentage of participants reporting increased awareness of gender-related policies and regulations (Outcome). (Pre- and Post-test)

56% 0 78% 75%

WIG did not conduct surveys against this indicator in Quarter 2. Cumulatively, 1,907 respondents reported increased awareness (1,747 female; 160 male) of 2,443 respondents (2,184 female; 259 male).

12

2.1.2 Number of participants completing gender awareness training (Output). (Activity records and Document Review)

696 95 6,614 3,000

95 government staff viewed the E-Learning video in Quarter 2. Cumulatively 6,614 interns (3,098), mentors (164), and government staff (3,352) completed gender awareness training (4,375 female, 2,239 male).

13

3.1.1 Number of outreach campaigns implemented (Output). (Activity records and Document Review)

10 2 299 20

WIG implemented two outreach campaigns in Quarter 2 through the activity’s closed Facebook page for internship graduates. Cumulatively, the activity has implemented 299 unique outreach campaigns.

14

3.2.1 Number of leaders or champions who participate in outreach events to promote women’s empowerment and rights (Output). (Activity records and Document Review)

10 8 217 200

Eight leaders and champions participated in outreach events in Quarter 2, including the activity’s provincial Moving Equity Forward events. Cumulatively, 217 leaders and champions participated in WIG’s outreach activities (184 female, 133 male).

15

3.4.1. Proportion of interns who joined the internship program as a result of USAID Promote: Women in Government communications and outreach activities (Outcome). (Activity records and Document Review)

0 0 85% 50%

WIG did not enroll any interns in Quarter 2. Cumulatively, of 3,901 interns enrolled, 3,332 joined as the result of WIG outreach activities (all female).


ANNEX B. EMPLOYMENT BY AGENCY SECTOR ORGANIZATION EMPLOYMENT

Gov

ernm

ent

Administrative Office of the President (AOP) 27

Afghan Telecom 2

Afghanistan Central Civil Registration Authority (ACCRA) 27

Afghanistan Civil Aviation Authority (ACAA) 2

Afghanistan Independent Land Authority (AILA) 7

Afghanistan National Disaster Management Authority (ANDMA) 3

Afghanistan Railway Authority (ARA) 2

Afghanistan Science Academy (ASA) 1

Afghanistan Water Supply and Sewerage Corporation (AUWSSC) 3

Ariana Afghan Airway 1

Attorney General's Office (AGO) 43

Balkh University 2

Capital Regional Independent Development Authority (CRIDA) 1

Chel Dokhtaran High School (CDHS) 1

Da Afghanistan Bank (DAB) 3

Da Afghanistan Breshna Sherkat (DABS) 6

Directorate of Agriculture, Irrigation and Livestock (DAIL) 2

Directorate of Commerce and Industries (DoCI) 3

Directorate of Education (DoE) 46

Directorate of Finance (DoF) 1

Directorate of Higher Education (DoHE) 1

Directorate of Independent Electoral Complaints Commission (IECC) 2

Directorate of Information and Culture (DoIC) 2

Directorate of Justice (DoJ) 2

Directorate of Labor and Social Affairs (DoLSA) 7


Directorate of Mines and Petroleum (DoMP) 1

Directorate of Public Health (DoPH) 5

Directorate of Public Works (DoPW) 1

Directorate of Refugees and Repatriations (DoRR) 1

Directorate of Urban Development and Housing (DUDH) 1

Directorate of Women's Affairs (DoWA) 1

Directorate Office of Kuchi Affairs (DOKA) 5

Independent Administrative Reform and Civil Service Commission (IARCSC) 8

Independent Commission for Overseeing the Implementation of Constitution (ICOIC) 1

Independent Directorate of Local Governance (IDLG) 8

Independent Elections Commission (IEC) 156

Independent Electoral Complaints Commission (IECC) 19

Independent Joint Anti-Corruption Monitoring and Evaluation Committee (MEC) 1

Ministry of Agriculture, Irrigation and Livestock (MAIL) 22

Ministry of Borders and Tribal Affairs (MoBTA) 6

Ministry of Commerce and Industries (MoCI) 10

Ministry of Communication and Information Technology (MCIT) 6

Ministry of Defense (MoD) 3

Ministry of Economy (MoEc) 10

Ministry of Education (MoE) 164

Ministry of Energy and Water (MoEW) 12

Ministry of Finance (MoF) 38

Ministry of Hajj and Religious Affairs (MoHRA) 4

Ministry of Higher Education (MoHE) 33

Ministry of Information and Culture (MoIC) 12

Ministry of Interior Affairs (MoIA) 25

Ministry of Justice (MoJ) 8


Ministry of Labor and Social Affairs (MoLSA) 27

Ministry of Mines and Petroleum (MoMP) 9

Ministry of Public Health (MoPH) 45

Ministry of Public Works (MoPW) 15

Ministry of Refugees and Repatriations (MoRR) 2

Ministry of Rural Rehabilitation and Development (MRRD) 8

Ministry of Transport (MoT) 6

Ministry of Urban Development and Housing (MUDH) 22

Ministry of Women's Affairs (MoWA) 8

Municipality of Herat 4

Municipality of Kabul 22

Municipality of Balkh 1

National Directorate of Security (NDS) 1

National Environmental Protection Agency (NEPA) 6

National Procurement Authority (NPA) 3

National Radio Television of Afghanistan (RTA) 2

National Statistics and Information Authority (NSIA) 19

Office of National Security Council (ONSC) 15

Office of the Chief Executive Officer (CEO) 3

Provincial Governor’s Office (PGO) 1

Said Jamaluden Afghan Teacher Training Center (SJATTC) 2

State Ministry for Martyrs and Disabled Affairs (SMMDA) 1

Supreme Audit Office (SAO) 4

Supreme Court (SC) 9

Technical Vocational Education and Training (TVET) 18

University-Herat (U-H) 4

Upper House of the Parliament 1

Government Total 1,016


Oth

er O

rgan

izat

ions

Abu Rayhan Institute of Higher Education (ARIHE) 1

ACE Hardware (AH) 1

ActionAid 1

Afghan Amputee Bicyclists for Rehabilitation and Recreation (AABRAR) 1

Afghan Community and Health Rehabilitation Organization (ACHRO) 1

Afghan Community Outreach Organization (ACOO) 1

Afghan Education Production Organization (AEPO) 1

Afghan eQuality Alliances (AeQA) 1

Afghan Ghazniwal Construction Company (AFGCC) 1

Afghan Learning and Development Organization (ALDO) 2

Afghan Mobile Reconstruction Association (AMRA) 1

Afghan National Association for Adult Education (ANAFAE) 7

Afghan News Agency (AFNA) 1

Afghan Paramount Welfare and Development Organization (APWDO) 1

Afghan United Bank (AUB) 1

Afghan Wireless Communication Company (AWCC) 1

Afghan Women Business Federation (AWBF) 1

Afghan Women Coordination Promotion Organization (AWCPO) 1

Afghan Women Educational Center (AWEC) 5

Afghan Women Network (AWN) 2

AfghanAid 1

Afghanistan Capacity Development and Educational Organization (ACDEO) 1

Afghanistan Civil Society Forum Organization (ACSFO) 2

Afghanistan Farda 1

Afghanistan Independent Bars Association (AIBA) 14

Afghanistan International Bank (AIB) 4

Afghanistan Workforce Development Program (AWDP) 1

Afghanistan Institute for Civil Society (AICS) 1


Aga Khan Foundation (AKF) 5

AGE logistic Services Corporation 1

Agency for Assistance and Development of Afghanistan (AADA) 2

Agency for Technical Cooperation and Development (ACTED) 1

Ahmad Edris Sabawoon Company 1

Aid Afghanistan for Education (AAE) 1

Al-Ghias Higher Educational Institute (AGHEI) 1

Al-Taqwa University 1

American Construction Logistic and Services LLC (ACLS) 1

American University of Afghanistan Foundation (AUAF) 3

Amiri Medical Complex (AMC) 1

Aptech Afghanistan Institute of Education (AAIE) 3

Aqua Engineering 1

Arafat Noorzai Telecommunication Services (ANTS) 1

Aria Target Logistics Services 1

Ariana News TV 1

Aryana Shefa Medical Institute 1

Aryana Unity Rehabilitation Council (AURC) 1

ASARA Consultancy Services (ACS) 1

Asia Consultancy Group 1

Asia Higher Education Institute 2

Asr Radio And Television (ARAT) 1

Association Management System (AMS) 1

Aurora Consulting Services 1

Avicenna University 1

Ayenda Sazan Private Institute 2

Azimuth Design & Construction Company 1

Azizi Bank 4

Azma Vocational Institute 1


Bakhshi Wa Dostan Software Development Services 1

Bakhtar University 1

Barg Engineering Company (BEC) 1

Blumont Global Development (BGD) 2

BRAC Afghanistan 12

British Council Afghanistan 1

Bu Ali Rehabilitation and Aid Network (BARAN) 3

Catholic Relief Services (CRS) 1

Charlie Tango Golf (CTG) 11

Charmaghz Cultural and Services Organization (CCSO) 1

Chemonics (ATAR) 1

Chemonics (CBA) 1

Children in Crisis (CIC) 1

Cooperation Center for Afghanistan (CCA) 1

Coordination and Assistance Organization for Martyrs (CAOFM) 1

Coordination of Rehabilitation and Development Services for Afghanistan (CRDSA) 2

Danish Demining Group (DDG) 1

Danish Refugee Council (DRC) 3

Dawlatsaz Election Campaign Team 1

Deutsche Gesellschaft fur Internationale Zusammenarbeit (GIZ) 3

Development Alternatives Incorporated (DAI) 6

Dr. Wali Curative Hospital 2

Easy Connect (ISP) 1

Ehya Physical Therapy Clinic 1

Elite Development Counterpoise (EDC) 1

Embassy of the Republic of China in Kabul (ERCK) 1

Empowerment of Women and Girls in the Working Environment (EWGWE) 1

Entrepreneurs Development and Educational Organization (EDEO) 1


Etilaat Rooz 1

Etisalat Telecommunication 1

EU-MAIL Transition Project 1

Family Health International (FHI) 2

Fatima Kohi Physiotherapy (FKP) 1

Ferdowsi Institute of Health Sciences (FIOHS) 2

FINCA International 1

French Medical Institute for Mothers and Children (FMIC) 1

Ghalib University (GU) 1

Ghazanfar Group (GG) 1

Ghazni Rural Support Program (GRSP) 1

Good Neighbors International (GNI) 1

H.MYA Saheb Medical Diagnostics Centre 1

Hagar International 1

Handicap International 3

Hawak Vision Consultancy Service (HVCS) 1

HealthNet TPO 4

Helping Hand Afghanistan (HHA) 2

Hungary in Afghanistan (HA) 1

Ibrahim Zada Group of Companies 1

Impact Organization (IMO) 1

Integrity Watch Afghanistan (IWA) 2

International Center for Agricultural Research in Dry Afghanistan (ICARDA) 1

International Center for Integrated Mountain Development (ICIMOD) 1

International Psychology Organization (IPO) 1

International Rescue Committee (IRC) 1

Intersos Afghanistan (IA) 1

Islamic Relief Worldwide (IRW) 6


Jahan E Noor Institute of Higher Education 1

Jamal Shefa Health Science Institute 1

Jami University 2

Jesuit Refugee Service Afghanistan 5

Jhpiego Afghanistan 1

Joya Clinic 1

Just for Afghan Capacity and Knowledge (JACK) 2

Kabul English Language Center (KELC) 1

Kabul Skyscraper Services 1

Kainat Private Educational Institute (KPEI) 3

Kamdish Nooristan Handicraft Production Company (KNHPC) 1

Kar and Andesha Construction Company 1

Karawan University 1

Kardan University 1

Karim Azizi Logistic & Services Company (KALSC) 1

Kateb University 1

Khawaja Abdullah Ansari Institute 1

Khurasan Herat Logistic and Service Company 1

Kimia Specialty Hospital 1

KIT (Royal Tropical Institute) Afghanistan 1

Landstar Worldwide Logistics Company (LSWLC) 1

Let's Build Afghanistan (LBA) 1

London Meridian University Mazar (LMU) 2

Maiwand Bank 2

Marefat Civil Capacity Building Organization (MCCBO) 2

Marie Stopes International (MSI) 2

Mashal University 1

Masoud Afghan Company (MAC) 1

Matwell Consulting Services (MCS) 1


Mawlana Company (MC) 1

Medecins Sans Frontieres International (MSF) 1

Medica Afghanistan (MA) 2

Mediothek Afghanistan 1

Mega Life Afghanistan Group 1

Meraj Production (MP) 1

MORAA Educational Complex 6

Move Welfare Organization 1

Mowlana Istanbul Travel Agency (MITA) 1

MSI-Tetra Tech 1

Mubarak Printing and packaging Services (MPPS) 1

Muslim Hands International 3

Nai Media Institute (NMI) 1

Nasim Sahar Production Company (NSPC) 1

Nawroz Company LTD 1

Neda Telecommunication 1

Netlinks 1

New Link Tourist & Travel Agency 1

New Maulana Jalaluddin Balkhi 1

New Way Social and Development Organization (NSDO) 1

Nia Supporting Open Media in Afghanistan (NSOIA) 1

Nokhbagan University 1

Noor Ibrahim Trading Company 2

Noorin Consultancy Services (NCS) 1

Noorin Institute of Higher Education (NIIOHE) 1

Norwegian Refugee Council (NRC) 9

Operation Mercy Afghanistan (OMA) 4

Organization for Research and Community Development (ORCD) 2

Organization of Health Promotion and Management (OHPM) 1


Organization of Human Welfare (OWH) 4

OXFAM Afghanistan 1

OXUS Development Network 2

PARSA Afghanistan 2

Partners For Growth Organization (PFGO) 1

Paywast 1

People's Action For Change 1

Pomtech ICT Solutions 2

Por Rang Consultancy Services (PRCS) 3

Private Business (PB) 12

Private School (Balkh) 46

Private School (Herat) 33

Private School (Kabul) 147

Private School (Kandahar) 7

Private School (Nangarhar) 49

Private University 23

QAARA Management Consulting Services (QMCS) 1

Qarachay Individual Company 1

Quest Financial Service (QFS) 2

Rahman Safi International (RSI) 3

Rahnaward Institute of Higher Education 1

RANA Technologies 2

Rayan Asr Research and Development Company (RARDC) 1

Rebuild Consultants 1

Red Sea Group 2

Refugee Education Trust (RET) 1

Reired Tourism Services 1

Roghtiya Medical Institute Afghanistan (RMIA) 1

Rooean Rahimi Construction Company 1


Rose Dermatology and Cosmetic Hospital (RDCH) 1

Roshan (Telecom Development Company Afghanistan) 1

RSI Consulting Company (RSICC) 2

Sadaf Dental Clinic (SDC) 1

Sadat Institute of Higher Education (SIHE) 1

Said Printing Press 1

Saifi Advertising and Digital Printing Company 1

Salim Jawid Transportation & logistic Service Company (SJTLSC) 1

Sameer Baharak Company (SBC) 1

Sanayee Development Organization (SDO) 1

Saqid Al-e-Mohammad Educational Institute (SAMEI) 1

Save the Children International 4

Sayara Research 1

Sayeda Um-e-Salema Girls Education Center (SUSGEC) 1

Shams London Academy (SLA) 3

Shelter Now International 4

Social Studies Center 1

Society Empowerment Organization (SEO) 1

Sun Petrol LTD 2

Swedish Committee for Afghanistan (SCA) 2

Taha Educational Institute 1

Taj Institute of Higher Education 1

Talay Sorkh Afghan LTD 1

Tawhid Social and Development Organization (TSDO) 1

Teach for Afghanistan organization (TAO) 8

TechNation Afghanistan 1

Terre Des Hommes International Federation (TDHIF) 1

Tezhushan Private Educational Institute (TPEI) 1

The Asia Foundation 3


The First Microfinance Bank (FMFB) 1

The Liaison Office (TLO) 3

The Womanity Foundation 5

Timorian Private High Institute 1

Tolo e saadat Institute of Health Science 1

Trust in Education 1

Turkey Visa Application Herat Center (TVAHC) 1

Turkistan Private University (TPU) 1

UN-Habitat: United Nations Human Settlements Programme 8

United Nations Assistance Mission in Afghanistan (UNAMA) 1

United Nations International Children Emergency Fund (UNICEF) 1

United States Agency for International Development (USAID) 1

USAID Promote: Musharikat 1

USAID Promote: WIE 6

USAID Promote: WLD 1

VIP Kindergarten 1

Vision Business Network Consulting (VBNC) 1

Voda Network Marketing Services Co 1

War Child Canada 1

Welfare and Development Organization for Social Services (WDOSS) 1

Welfare Association for the Development of Afghanistan (WADAN) 1

Women Activities and Social Services Association (WASSA) 1

Women for Afghan Women (WAW) 3

Word Assembly of Muslim Youth (WAMY) 2

World Bank Afghanistan (WBA) 2

World Food Program (WFP) 3

World Health Organization (WHO) 1

World Vision International 2

Yaraan Naw Consultancy 1


Youth for Peace Movement (YPM) 2

Youth Health and Development Organization 2

Zalma Group of Companies (ZGC) 2

Zan TV Network 3

Zardozi 1

Zeb Boutique 1

Other Organizations Total 762

Grand Total 1,778


ANNEX C.1 POLICIES AND LEGAL INSTRUMENTS

NO. NAME COORDINATING MINISTRY

LEGAL INSTRUMENT STATUS DESCRIPTION WIG LEVEL OF EFFORT (LOE)

1 Policy on Increasing Women’s Participation in the Civil Service

IARCSC Policy Adopted

This policy establishes 2018 target of increasing women’s representation in government by 2 percent. The policy was adopted and launched by IARCSC to support GIRoA’s goal of achieving a 30 percent quota by 2020. This policy was approved by the cabinet on February 23, 2019.

WIG spent nearly four months dedicating three staff members to support IARCSC in drafting this policy. WIG’s policy reform team held numerous meetings and consultations to complete the policy. The level of effort included drafting, consultations, and revisions.

1.1

Action Plan to implement policy on increasing women’s participation in civil service

IARCSC Action Plan Adopted The Action Plan supports the Policy on Increasing Women’s Participation in Civil Service.im

At the request of the IARCSC, WIG led the development and finalization of the action plan in collaboration with other stakeholders to facilitate the implementation of the action plan, which was an added effort to support its implementation.

1.2

Procedure on Recruitment of Civil Servants through Competitive Mass Recruitment Exams Formerly known as “Amendment to the Merit-Based Appointment Procedure and Mass Recruitment Policy”

IARCSC Amendment Adopted

This is an amendment to the Merit-based Appointment Procedure and Mass Recruitment Policy, which mandates granting female applicants additional five points to their job interview scores as a way of mitigating cultural disadvantages to women (lower access to education, capacity building, mobility, societal exposure, etc.). The amendment involved transferring the additional five points from the interview stage to the written test stage to help female candidates’ selection for the second stage (interview). In the new centralized recruitment system, the written test comes before the interview.

The WIG team provided the platform for the development of this policy amendment to come about – the Policy Reform Conference – and supported MoWA to voice and advocate for the reform. WIG’s policy team was fully involved in following the Policy Conference’s next steps from drafting to adoption of this amendment. Note: In January 2020 the name was changed to Procedure on Recruitment of Civil Servants through Competitive Mass Recruitment per the IARCSC website.

1.3 Career Development Policy

MoWA Policy Proposed

This instrument is a MoWA-specific procedure seeking to establish a mechanism for maintaining staffing levels and replacing outgoing staff quickly and effectively without




Formerly known as “Succession Planning Policy”

resulting gaps in technical implementation of MoWA programming.

1.4

Action Plan to implement Policy on Increasing Women’s Participation in the Civil Service

NSIA Action Plan Adopted

The Action Plan serves as an implementation mechanism for NSIA to align its internal policies and procedures with the Policy on Increasing Women’s Participation in Civil Service

In Q3 FY2019 WIG spent more than a month dedicating two staff members to review the action plan. NSIA requested the action plan on April 14, 2019. WIG reviewed the document and returned it to NSIA on May 30, 2019.

1.5

Civil Service Recruitment E-Learning Video and Job Readiness E-Learning Video to support IARCSC Recruitment Policy

IARCSC Training Resource Proposed

WIG is supporting IARCSC’s policy to ensure a transparent recruitment, reduce discrimination, and avoid corruption by developing two new E-Learning videos (in addition to the already completed videos on Professionalism and Anti-Harassment in the Workplace). The Civil Service Recruit E-Learning video focuses on the rules and relevant policies involved in the government recruitment process. The Job Readiness E-Learning video covers the best practices for applying for jobs in the civil service, including CV writing, interview preparation, mass exams, and navigating the online application system. These resources emphasize affirmative actions for female candidates.

WIG worked with IARCSC and MoWA for over 9 months to develop an outline and scripts for two E-Learning videos on job readiness and civil service recruitment. The WIG team worked closely with IARCSC and MoWA to develop the videos, make revisions based on feedback, and finalize. They were approved in February 2020.

2 National Gender Policy (NGP) MoWA Policy Drafted

At MoWA’s request, WIG supported the development of NGP, a government-wide policy to operationalize national, regional, and international agreements made by the government of Afghanistan related to gender and development. The NGP identifies specific roles and responsibilities for all relevant government actors. After it was developed, it became apparent that the document was parallel in scope to NAPWA, GIRoA’s 10-year national gender framework, expiring in 2018. As a guiding instrument, NAPWA lacked certain crucial implementing

WIG spent nearly two months dedicating three staff members to support IARCSC in drafting the NGP. The Policy Working Group-I (Policy and Public Awareness) helped initiate and draft this policy. The same working group consulted on the policy. WIG also conducted a 10-year assessment of NAPWA I. These two documents will be used to inform NAPWA II development.




components such as budget, evaluation, and monitoring, among others. The NGP, however, covered these key implementation components. Since NAPWA was already expiring, MoWA considered NGP a preliminary document for NAPWA II.

2.1 NAPWA I Assessment MoWA Assessment Report Adopted

MoWA officially requested USAID Promote: WIG to complete a 10-year assessment report on NAPWA-I as instructed by the second vice president. The assessment report will support the development of NAPWA-II.

WIG spent three months completing the NAPWA I assessment in consultation with MoWA. The policy team gathered data and wrote an indicator-based report. The report was presented to MoWA, Second Vice President Office’s, and AOP, which welcomed and appreciated it. Both NGP and NAPWA assessment will be used in NAPWA-II development. WIG met with MoWA, which provided updates and clarifications. The assessment was updated with new materials provided by MoWA. On January 6, 2019, WIG presented the NAPWA assessment report to MoWA leadership through the working group meeting.

2.2

Professionalism in the Workplace and Anti-Harassment E-Learning video

IARCSC Training Resource Adopted

This E-Learning video is the first in a series of three. It comprises two parts, Professionalism in the Workplace and Anti-Harassment, and echoes the essence of the civil service law, supporting the new Law on Prohibition of Harassment of Women and Children and the NAPWA. IARCSC uses the E-Learning video as part of its induction process.

WIG developed the Professionalism in the Workplace and Anti-Harassment E-Learning video in consultation with IARCSC. Once finalized, WIG distributed copies of the E-Learning video to government partners in Kabul, Balkh, Herat, Kandahar, and Nangarhar, along with a training plan. The WIG teams monitored the rollout of training in various offices. WIG worked with other government ministries such as MoCIT and MoWA to upload the video to their websites.

2.3

Gender Training Manual to support the National Gender Policy

IARCSC Training Resource Adopted

Originally developed by IARCSC, the Gender Training Manual is used by gender trainers at the civil service level and CSO trainers for gender awareness and implementation programs. Meanwhile, politicians,

WIG assisted IARCSC in reviewing the draft gender training manual. The policy team dedicated one person with 15 days to review the Gender Training Manual. The




policymakers, and decision-makers can use this manual for better decision making to reach the goal of gender equality. The manual supports the National Gender Policy.

revisions were made through joint meetings with the IARCSC Gender Directorate.

2.4 Champion Strategy MoWA Strategy Adopted

MoWA officially adopted the Champion Strategy to influence public opinion that women can and should take active part in government and in community building. The Champion Strategy supports GIRoA’s NAPWA goals, individual gender equality policies implemented in government offices, and the recently enacted Law on Prohibition of Harassment of Women and Children. The strategy supports MoWA’s public outreach objectives.

WIG developed the Champion Strategy in consultation with MoWA. The strategy was handed over to MoWA on October 29, 2018. The strategy culminated in the selection of 10 champions, two from each of the five WIG provinces, who were honored during the Champion Awards ceremony on October 29, 2018. The 10 champions advocated women’s empowerment through TV and radio appearances and social media channels.

3 National Health and Safety Policy MoLSA National Policy Drafted

This policy aims to address minimum standards for offices to provide a safe working environment for employees and specifically to ensure that female dynamics are captured.

MoLSA requested this policy through Policy Working Group-III (Establishing Workplace Enablers for Women in Government-MoLSA). The policy team assigned three staff members to provide technical assistance to MoLSA to develop the policy. The WIG team spent over 9 months working closely with MoLSA, meeting with them numerous times, to draft and finalize the policy. During the week of October 10, 2019, MoLSA officially approved the National Health and Safety Policy .

4

Gender-responsive Budgeting Training Manual to support the GRB Policy

ACSI, MoF, MoWA Training Resource Adopted

The Gender Responsive Budgeting (GRB) training guide/manual was updated in alignment with Section III: Implementation Strategies of the GRB Policy to ensure gender issues are considered in the budgeting process. It is a government-wide resource for integrating GRB into the budgeting process. Additionally, the IARCSC’s gender director requested WIG to develop a comprehensive GRB training curriculum to train ACSI trainers to then train mid-to-high-level civil servants across all ministries in GRB. WIG

WIG put three months of effort into developing the GRB training manual, hiring a technical expert to develop training resources. The training manual was drafted and presented to government entities (ACSI, MoF, and MoWA). MOF is taking the lead on this training resource, which is separate from the National Gender Policy. WIG delivered multiple ToTs on GRB for civil servants.




built on existing GRB resources, including the GRB manual produced by the UN. WIG’s GRB manual included new materials not found in the UN manual, such as Afghanistan and regions case studies, an instructor guide, participant handouts, an agenda/schedule, a trainer’s session guide, pre- and post-tests, training evaluation and survey forms, and translations into Dari and Pashto tailored to ACSI needs. ACSI now has a full TOT package which did not previously exist.

5

Revision to IARCSC Procedure on Recruitment of Civil Servants Formerly known as “Revision to IARCSC Mass Recruitment and Merit-based Appointment Operating Procedure”

IARCSC Reform Proposed

The one-year internship program was proposed as one of the reform areas in WIG Policy Conference I to be counted as one year of work experience. This paves the way for intern graduates to enter the Afghan civil service after completing the internship program. The policy supports IARCSC mass recruitment and merit-based appointment procedures, contributing to Afghanistan’s overarching mandate to reach the 30 percent female hiring goal.

WIG’s policy team provided technical assistance to both MoLSA and IARCSC to consider WIG’s internship program as one year of work experience. This was included in the MOUs signed by USAID and the lead government partners (MoLSA, IARCSC, MoWA). Both MoLSA and IARCSC have adopted the proposed reform through separate circulars and informed all ministries to adhere to it. The team worked to obtain an official letter from IARCSC to distribute to all ministries. Note: In January 2020 the name was changed to Revision to IARCSC Procedure on Recruitment of Civil Servants by IARCSC.

6

National Action Plan for the Women of Afghanistan (2019-2029)

MoWA National Policy Proposed

NAPWA-II is a whole-of-government policy to operationalize the commitments made by the Government of Afghanistan in national, regional, and international agreements related to gender and development. Identifies specific roles and responsibilities for all relevant government actors.

Please see Annex C.2 for LOE relating to NAPWA II.

7

Comprehensive Positive Affirmative Action Policy Compendium

MoWA National Compendium Proposed

Currently, Afghan government agencies implement a variety of affirmative action policies, with no oversight for their implementation. MoWA requested WIG’s

Please see Annex C.2 for LOE relating to the Comprehensive Positive Affirmative Action Policy Compendium.

https://iarcsc.gov.af/fa/wp-content/uploads/sites/2/2017/12/Recruitment-Procedure.pdf








support to bring all policies and guidelines under one document — a comprehensive volume of gender-focused policies. It will include existing policies and guidelines from different government agencies, including: recruitment quotas; allocation of specific positions for women; standardization of five extra points in the recruitment process for WIG interns who completed their practicum in the same ministry; and provision of promotional opportunities for female WIG mentors, women who complete WIG’s Executive Training Program, and recipients of the Champion Award. This compendium will also include ministry-wide policies on salary increases, hardship allowance, muharam (escort) support, provision of dormitories for women, kindergarten facilities, among others that are being implemented by different ministries.

8

Public Outreach Policy to support Public Outreach and Gender Campaign Framework

MoWA Policy Proposed

This policy aims to support MoWA in the development of the Public Outreach and Gender Campaign Framework to unify awareness raising efforts for women’s participation in all walks of life.

WIG offered 6 months of technical assistance to MoWA to draft and finalize this policy, providing revision and translation assistance. The policy was finalized on February 17, 2020.

9

Operating Guidelines to support Women’s Career Development Center (WCDC)

IARCSC Operating Guidelines Proposed

WIG is working with IARCSC to develop three separate legal instruments for the WCDC: Operating Guidelines, Strategy, and Action Plan. These legal instruments will guide IARCSC and ASCI to better manage and operationalize the WCDC nationwide.

The final version of the Terms of Reference was developed with ACSI as annex in the operational plan of the Job Readiness Program activities. WIG prepared the outline for the WCDC implementation strategy along with section drafts.

9.1 Strategy to support WCDC IARCSC Strategy Proposed


In April 2019, WIG launched the JRP at the Women’s Career Development Center (WCDC), developing the initial draft, containing the stakeholder analysis, three main pillars, objectives and goals for each pillar, and performance indicators that shall be followed to meet the objectives. The WIG team met with ACSI numerous times




between April and 2019 and January 2020 to finalize the strategy. This is a key element of the Policy Reform Working Group 1 and WIG’s Sustainability Plan.

9.2 Action Plan to support WCDC IARCSC Action Plan Proposed


The final version of the Terms of Reference was developed with ACSI as annex in the operational plan of the Job Readiness Program activities. WIG prepared the outline for the WCDC implementation strategy along with section draft.

10 Policy on Promoting Quality of Work and Effective Use of Time

MoLSA National Policy Drafted

This policy aims to promote quality of work and effective management of working hours in the government offices. This policy specifically addresses pregnancy, lactation, and working hours for females.

In consultation with MoLSA, WIG drafted the policy and shared it with MoLSA for feedback. WIG conducted multiple meetings to prepare for the working group session where the draft policy will be presented to members. WIG spent six months reviewing and revising the policy with MoLSA, as well as providing translation assistance, before it was approved via the MoLSA Working Group Mechanism in October 2019.

11

Implementation Plan for Women’s Rights and Privileges in the Workplace Regulation

MoLSA Implementation Plan Drafted

This is an implementation plan for the Women’s Rights and Privileges in the Workplace Regulation. It will support MoLSA in properly implementing the regulation and ensure oversight over the implementation process. This regulation will unify all privileges and rights stated in various laws and regulations for female government employees.

In Q1 FY2020, WIG was requested to develop a comprehensive implementation plan for the regulation. WIG dedicated two staff members to work with MoLSA. The implementation plan is tabled through Policy Working Group-III (Establishing Workplace Enablers for Women in Government). During the week of January 25, 2020, WIG finalized the implementation plan for the Women’s Rights and Privileges in the Workplace Compendium with MoLSA.

12 National Internship Policy MoLSA, IARCSC National Policy Drafted

WIG provides technical support to the Afghan government in developing a National Internship Policy for all of Afghanistan. WIG coordinates with MoLSA and IARCSC to sustain WIG’s successes and lessons learned to create enduring internship opportunities for youth, particularly women within

During the week of August 3, 2019, WIG began drafting the National Internship and National Mentorship Policy with MoLSA and IARCSC. After multiple meetings and rounds of reviews with MoLSA and IARCSC over a 6 month period, the internship policy was finalized in February 2020.




government offices, and organize the process with exact principles.

13 National Mentorship Policy MoLSA, IARCSC National Policy Drafted

This policy will reflect guidelines for a multi-level mentorship program within government to facilitate and support matching of mentors and mentees and implementation of mentorship experiences. The policy will specifically help women in building their capacity and leading them towards higher positions.

During the week of August 3, 2019, WIG began drafting the National Internship and National Mentorship Policy with MoLSA and IARCSC. After multiple meetings and rounds of reviews with MoLSA and IARCSC over a 6 month period, the mentorship policy was finalized in February 2020.

14 Gender Equality Policy IARCSC (See below) Policy (See

below)

The Gender Equality Policies serve as a guide for government employees to maintain professionalism and the behavioral code of conduct in the workplace. Policies ensure employees understand gender-related terminology, procedures, and mechanisms and adopt them in their day-to-day activities. These are standalone legal instruments, separate from the government-wide National Gender Policy and NAPWA.

These are ad hoc requests only requiring technical reviews. The level of efforts differs based on the bulk of the document and the needs of each ministry. WIG’s policy team generally dedicates one person to technical review and follow-up on ad hoc requests.

14.1 Gender Equality Policy (Afghanistan Civil Aviation Authority)

ACAA Policy Proposed

The Gender Equality Policies serve as a guide for government employees to maintain professionalism and the behavioral code of conduct in the workplace. Policies ensure employees understand gender-related terminologies, procedures and mechanism and adopt them in their day-to-day activities. These are standalone legal instruments, separate from the government-wide National Gender Policy and NAPWA.

WIG provided technical review and inputs to ACAA’s Gender Equality Policy. WIG’s suggested revisions were accepted, and the policy was subsequently launched by ACAA.

14.2 Gender Equality Policy (Ministry of Hajj and Religious Affairs)

MoHRA Policy Drafted

The Gender Equality Policies serve as a guide for government employees to maintain professionalism and the behavioral code of conduct in the workplace. Policies ensure employees understand gender-related terminology, procedures, and mechanisms and adopt them in their day-to-day activities. These are standalone legal instruments,

WIG provided technical review to MoHRA’s Gender Equality Policy. The policy is still being finalized by MoHRA.




separate from the government-wide National Gender Policy and NAPWA.

14.3 Gender Equality Policy (Ministry of Borders and Tribal Affairs)

MoBTA Policy Adopted

The Gender Equality Policies serve as a guide for government employees to maintain professionalism and the behavioral code of conduct in the workplace. Policies ensure employees understand gender-related terminologies, procedures and mechanism and adopt them in their day-to-day activities. These are standalone legal instruments, separate from the government-wide National Gender Policy and NAPWA.

On July 28, 2019, WIG’s policy and research team met with MoBTA officials to discuss their request for policy support. In the meeting, MoBTA requested technical assistance in drafting the Gender Equality Policy. WIG worked with MoBTA between July and September 2019 to develop the Gender Equality Policy. This policy has since been adopted.

14.4 Gender Equality Policy (National Statistics and Information Authority)

NSIA Policy Drafted

The Gender Equality Policies serve as a guide for government employees to maintain professionalism and the behavioral code of conduct in the workplace. Policies ensure employees understand gender-related terminology, procedures, and mechanisms and adopt them in their day-to-day activities. These are standalone legal instruments, separate from the government-wide National Gender Policy and NAPWA.

In Q3 FY2019, WIG technically reviewed NSIA’s Gender Equality Policy, adding relevant definitions of the key terms, mandate, updated data and statistics, security and cultural barriers, technical and financial resources needed to support gender empowerment programs, social reluctance of community on implementation of gender-associated norms, and government commitment and accountability sections. On August 21, WIG attended a consultation meeting at NSIA to support the team in answering technical questions from participants. The draft of this policy was finalized at the end of September 2019.

15

Sexual Harassment, Exploitation and Abuse Policy (SHEA) for Ministry of Education)

MoE Policy Proposed

The SHEA policy was developed by USAID’s Capacity Building Activity project for the Ministry of Education. The policy aims to improve awareness and understanding of SHEA within the education sector in Afghanistan, establish reporting and accountability system for SHEA cases, and establish procedures on how to effectively respond to SHEA cases within the MoE, which shall promote a safer work and education environment. WIG provided technical review of the policy.

WIG reviewed this policy and put up to 15 days of effort to review and comment on the policy. The policy is now under consultation through the Capacity Building Activity (CBA) project. WIG dedicated one person from the policy team to review the policy.


ANNEX C.2 LEGACY LEGAL INSTRUMENTS WIG provided technical assistance to the Afghan government to produce two particularly important legal instruments: the follow-on National Action Plan for the Women of Afghanistan and the Comprehensive Positive Affirmative Action Policy Compendium. The following reflects the level of effort the project expended on these two instruments. LEGAL INSTRUMENT 6: NATIONAL ACTION PLAN FOR THE WOMEN OF AFGHANISTAN (II)

WIG used its full strength to develop NAPWA-II. More than six staff members, including the government liaison lead, were involved in developing the policy piece. Q2 FY2019: WIG provided technical support to MoWA in preparing the provincial data collection package, which included agenda, questionnaire, guidelines for consultation meetings, and a group work activity guideline. The package was translated in two local languages and shared with MOWA. MoWA conducted the first consultation meeting on February 13 in Herat with the technical assistance of WIG’s Herat team. The meeting had 57 attendees: 42 women and 15 men. MoWA conducted the Nangarhar consultative meeting on February 19, which had 70 participants including 60 women and 10 men. The last consultative meeting of the quarter was conducted in Kandahar, with 70 participants: 31 women and 90 men. WIG developed a comparative table on previous and recently proposed indicators for NAPWA II, reviewed NAPWA II pillars, and set baseline data for those indicators. WIG developed the indicators for each pillar through chart illustration. The pillars, sub-pillars, and indicators have been shared with MoWA for review. Q3 FY2019: On April 20, 2019, WIG and MoWA conducted the fourth NAPWA consultative meeting in Balkh province. To compile the findings of the consultative meetings in Herat, Nangarhar, Kandahar, and Balkh, WIG developed a draft of the consultative meeting report, which indicates the findings from each meeting. Data from group work discussions were transcribed and individual survey forms were analyzed separately for each province. WIG obtained approval on the NAPWA II template from the MoWA deputy minister and started development of the sections. WIG finalized the NAPWA-II indicators, logical framework, and plan for ministry visits together with MoWA’s Policy and M&E teams. Q4 FY2019: During the week of July 13, WIG supported MoWA Deputy Minister Wardak to arrange meetings with all ministries involved with NAPWA II and the Affirmative Action Policy. On July 21, WIG met with MoWA to follow up on NAPWA II and the Affirmative Action Policy. As a result of the meeting, it was agreed that WIG and MoWA would meet with the Administrative Office of the President for further data collection. MoWA prepared a timeline for data collection and assigned team members. On July 27, WIG met with the MoWA representative of the Planning and Policy Directorate to discuss the data collection plan for NAPWA II and the Affirmative Action Policy Compendium, at which time it was decided to form four groups, each targeting seven ministries, for a total of 28 ministries. On July 29, WIG assisted MoWA to finalize the data collection plan for NAPWA II, sending the package to the Planning and Policy Directors of all 28 ministries and independent agencies ahead of the visits to give them enough time to prepare for the meetings. During the week of August 3, WIG held a follow-up meeting with policy and planning officials at MoLSA to discuss NAPWA-II. On August 6, WIG met with MoD to discuss the security pillar in NAPWA-II and Affirmative Action Policy. During the week of August 24, WIG continued to track the online secondary data collection for NAPWA II. On August 27, WIG met with MoLSA to collect NAPWA-related data and confirm the data on affirmative action to support women in government.


During the week of September 7, 2019, WIG supported MoWA to draft the Situational Analysis, Methodology, and Implementation Strategy sections for NAPWA II. During the week of September 14, WIG worked with MoWA to draft language for each pillar, sub-pillar, and indicators for NAPWA II. During the week of September 21, WIG continued working with MoWA in drafting pillars and indicators. WIG also developed a one-pager for NAPWA II’s Capacity Building module. WIG will train MoWA staff on the following topics: Research and Data Analysis, the NAPWA Development Process, Results-Based Management, and Reporting Tips/Tricks. During the week of September 28 WIG held several coordination meetings with MoWA to facilitate the development of the Capacity Building training module. Q1 FY2020: On October 5, WIG launched a training series for MoWA’s M&E and Policy and Planning Directorate to equip them with skills for writing up the NAPWA II pillars together with WIG policy and research team. Three training courses — Research and data analysis, NAPWA Development Process, and Report Writing Tips and Tricks — took place between October 5 and 9. On October 14, WIG conducted Results-Based Management and Legal Framework Analysis training for MoWA employees on how to write up and contribute to pillars for NAPWA II. On Oct 26, WIG met with the MoWA minister and Deputy Minister Wardak to discuss NAPWA development updates; as a result, MoWA emphasized on their Policy and Planning and M&E Directorates to keep their coordination with WIG with the new phase of NAPWA reporting on the pillars. MOWA requested the WIG team to develop NAPWA assessment and NAPWA II one-pagers for MoWA’s minister, to present to the president. WIG developed the one-pager and shared it with MoWA. During the week of November 7, WIG engaged with MoWA’s Policy and Planning and M&E Directorates to draft the second pillar of NAPWA II: Legal Protection and Human Rights. For the following two weeks, two members of the policy team worked directly with MoWA’s policy and planning and M&E directorates to draft the third pillar of NAPWA II, “Governance and Participation.” During the week of November 30, based on feedback from MoWA, WIG expanded two pillars of NAPWA’s strategic objectives: Security, Peace & Reconciliation and Human Rights and Legal Protection. During the week of December 7, WIG supported MoWA in collecting secondary data for Pillar 3 of NAPWA II. During the week of December 14, WIG, together with MoWA, expanded the strategic objectives of Pillars 3 and 4 of NAPWA II: Governance and Participation and Economic and Social Development, respectively. WIG also coordinated with MoWA to collect data on Pillars 3 and 4. MoWA decided to add a specific write-up on IDPs, Kuchis, religious minorities, drug addicts, and people with disabilities either as a separate pillar or as part of the existing pillars. During the week of December 21, WIG, together with MoWA, finalized Pillars 2 and 3 of NAPWA II, and started drafting Pillar 4: Economic and Social Development. Q2 FY2020: During the week of January 4, WIG, together with MoWA, finalized the economy sub-pillar and drafted the health sub-pillar of Pillar 4: Economic and Social Development. They started drafting monitoring and implementation mechanism for NAPWA-II. During the week of January 11, WIG had two separate meetings with the acting policy director and deputy minister of MoWA, provided updates on NAPWA-II, and presented progress and new sections in NAPWA. They also discussed to organize a conference for public consultation. The team also worked on a glossary and life cycle of NAPWA-II. During the week of January 18, the policy team worked on NAPWA II logical framework table. On January 19, WIG met with NSIA, presented progress on NAPWA-II, and requested the facts and figures required for NAPWA II. NSIA promised to share the required data with WIG. During the week of January 25, WIG, together with MoWA, completed Pillar 4 and sent Pillars 1 and 2 for translation. During the week of February 1, WIG and MoWA completed the first draft of NAPWA. During the week of February 8, WIG received the Dari translation of Pillars 1, 2, and 3 of NAPWA II and shared them with MOWA for review. During the week of February 17, MoWA and WIG completed Pillar 4. LEGAL INSTRUMENT 7: COMPREHENSIVE POSITIVE AFFIRMATIVE ACTION POLICY COMPENDIUM


WIG assigned two staff members from the policy team to complete the policy in three months. The policy was a joint effort between MoWA and the WIG team. During the process, WIG transferred policy-making skills to MoWA staff to own the process. The team developed a standard data gathering tool to capture affirmative action policies implemented in government organizations. MoWA distributed the questionnaire to ministries. Q4 FY2019: During the week of July 13, WIG supported MoWA Deputy Minister Wardak to arrange meetings with all ministries involved with NAPWA II and the Affirmative Action Policy. On July 21, WIG met with MoWA to follow up on NAPWA II and the Affirmative Action Policy. As a result, it was agreed that WIG and MoWA would meet with the Administrative Office of the President for further data collection, preparing a timeline for data collection and assigning team members. On July 27, WIG met with the MoWA representative of the Planning and Policy Directorate to discuss their data collection plan for NAPWA II and the Affirmative Action Policy Compendium. During the discussion it was decided to form four groups, each targeting seven ministries, for a total of 28 ministries. On August 6, WIG met with MoD to discuss the security pillar of NAPWA-II and the Affirmative Action Policy. On August 7, met with the policy and planning director and gender specialist for MoIC to discuss data collection on the Affirmative Action Policy. On August 27, WIG met with MoLSA to collect NAPWA-related data and confirm the data on affirmative action to support women in government. WIG representatives provided a brief overview of the NAPWA assessment, the data collection process which started through provincial consultative meetings, and ongoing policy conference and inter-ministerial data collection. WIG the clarified the questionnaires and went through each relevant indicator proposed for MoLSA. As a result, MoLSA’s policy and planning department agreed to provide the questionnaires along with data to WIG by the following week. During the week of August 24, 2019, this policy underwent GLL review to enrich it with more accurate data. The second draft of the policy was developed that week. During the week of September 14, the Comprehensive Positive Affirmative Action Policy Compendium underwent Dari translation. On September 30, WIG met with MoWA’s HR director and submitted the Dari version of the Comprehensive Positive Affirmative Action Policy Compendium. MoWA then presented this policy compendium to the Internal Policy Steering Committee to be finalized. Q1 FY2020: During the week of October 19, WIG shared the Comprehensive Positive Affirmative Action Policy Compendium with MoWA for comment. On November 20, WIG met with MoWA’s HR director and a technical team from the Policy and Planning Directorate to discuss the Policy on Affirmative Action. On November 26, WIG met MoWA’s HR director to discuss the Succession Planning Policy and the Comprehensive Positive Affirmative Action Policy. During the week of November 30, WIG met MoWA’s HR director to discuss the Comprehensive Positive Affirmative Action Policy Compendium. During the week of December 7, WIG met MoWA’s Policy and Planning Directorate to discuss the Comprehensive Positive Affirmative Action Policy Compendium. During the week of December 14, the policy and research team received comments from MoWA’s HR Directorate on the Comprehensive Positive Affirmative Action Policy and incorporated the comments into the policy. During the week of December 21, WIG attended a meeting with MoLSA’s work conditions improvement director to discuss the Women’s Rights and Privileges in the Workplace Policy Compendium, who agreed to discuss the policy with relevant directorates within MoLSA and let WIG know if they need additional technical support. During the week of December 28, WIG, working with MoWA, finalized the education sub-pillar and drafted the economy sub-pillar of Pillar 4: Economic and Social Development. They also drafted the cross-cutting section (IDPs, Kochis, religious minorities, drug addicts, and disabled persons). Q2 FY2020: During the week of January 18, based on a request from MoWA, WIG started developing an implementation plan for the Comprehensive Positive Affirmative Action Policy Compendium policy. During the week of January 25 WIG submitted the Implementation plan, along with the final Affirmative Action Policy, to MoWA’s Policy and Planning Directorate.


ANNEX D.1 LOCAL PARTNERSHIPS STRENGTHS AND WEAKNESSES

SERVICES STRENGTHS WEAKNESSES CAPACITY-BUILDING

AFGHAN LEARNING AND

DEVELOPMENT ORGANIZATION

The subcontractor supported WIG’s internship program in Kandahar and Nangarhar provinces, including the six-month civil service training, monitoring of the practicum phase, and alumni services.

Successful in building and maintaining working relationships with government agencies. Adaptable and responsive to client requests and contractual requirements.

Limited ability to develop detailed and compelling cost proposals or substantiate costs associated with the technical proposal. Limited capital (internal cashflow) to adequately allocate resources for implementation of subcontract deliverables.

WIG provided detailed instructions (through email and meetings) to the subcontractor on how to develop budgets and cost notes for fixed-price subcontracts, and substantiate cost line items such as fixed fees and other direct costs associated with implementation of the subcontract. Additionally, WIG provided instruction through meetings to subcontractor on how to prioritize resource allocation for deliverables.

EQUALITY FOR PEACE AND

DEMOCRACY

Provided three policy and research activities: an Offeror’s Conference, a GIRoA Partnership Assessment, and a Gender Analysis for Kabul, Jalalabad, Mazar-e-Sharif, Herat, and Kandahar

Adaptable and responsive to client requests and changes on contractual requirement

Development of a detailed and compelling cost proposal & substantiation of certain costs associated with the technical proposal.

WIG provided detailed instructions (through email, skype call and meeting) to subcontractor on how to develop budget and cost-notes for fixed-price subcontracts, and substantiation of the cost line items such as fixed fees, ODCs, etc. associated with implementation of the subcontract.

ETISALAT AFGHANISTAN

Provides internet services (20 MB upload and download) for Chemonics Projects in Kabul province, Afghanistan under Shared Cost Platform.

Good customer service through providing stable and dedicated internet Reliable and secure internet connection

Lack of adequate clarification of root causes of internet downtime after link restoration. Lack of Internet back-up link in the client’s premises. Prolonged internal administrative process to

WIG defined the importance of on the-spot back-up for clients, and how it can affect their business and customer-client working relationship. WIG provided instruction to subcontractor explaining how simplification of internal



respond client request in a timely manner.

administrative process can improve responsiveness to client requests.

RSI CONSULTING

The subcontractor has developed an internship database to house information on all beneficiary interns, including the intern’s field of study, internship location, professional interests, skills, and contact information.

Strong financial capability and internal cashflow to adequately allocate resources for implementation of subcontract deliverables. Strong background and experience in developing Management Information Systems for USAID.

Skillful software team able to meet subcontract deliverable requirements such as development of graphics, software development lifecycle, security protocols, etc. Manifestation of ethical behavior from subcontractor’s management during official meetings, and collaborative employee attitude. (Contractual) Meet deadlines stipulated in the subcontract deliverable schedule.

WIG has used various mediums, such as meetings, email instructions, Skype, and phone calls to increase the capacity of the subcontractor through supporting the software team, providing labeled and consolidated instruction on the MIS modules lifecycle, and endorsing the subcontractor to use SSL to secure the webserver. The subcontractor accommodated these inputs during the life of the subcontract.

SHAFIQ HAMID JAMAL, SAEED

METHANI MUSHTAQ & CO

CHARTERED ACCOUNTANTS

The subcontractor provided tax and accounting services to Chemonics projects in Kabul, such as monthly reports on tax reviews, quarterly financial statements, quarterly BRT reports, tax training, annual income wages report, annual tax filling, and tax clearance letter.

Strive to acquire and maintain the latest trends in Afghan tax laws and regulations. Strong experience and knowledge of the policies and procedures of Afghan tax entities. Adaptable and responsive to client requests and changes on contractual requirements.

Responsiveness to Chemonics’ ad-hoc requests such as providing verified tax forms and tax questions.

Chemonics has provided instruction and orientation to the subcontractor to be responsive to client requests.



DYNAMIC VISION

The subcontract designed and implemented tailored monitoring and evaluation FGD activities for the USAID Promote: Women in Government project. The offeror will work with the contractor to develop survey instruments that focus on changes to attitudes and behaviors among the several groups.

Successful in building working relationship with provincial government entities that enabled them to conduct focus group discussions in Kabul, Herat, and Balkh provinces. Submission of high-quality and comprehensive deliverables that exceeded the subcontract deliverable requirements.

Meet deliverable deadlines stipulated in the subcontract deliverable schedule.

WIG provided detailed instructions and support (through meetings, email, and phone calls) on how to prioritize activities and limit the number of requests for additional deadline extensions.

NANONET EDUCATIONAL

INSTITUTE

The subcontractor provided one-month computer training to include pre- and post-training assessment to 167 interns in Cohort 15 in Herat Province. The computer training curriculum and the training schedules was provided by Women in Government.

Skilled, professional and diversified staff with subject matter expertise that enabled the subcontractor to exceed the topics in curriculum. Meet deliverable deadlines stipulated in the subcontract deliverable schedule. Adaptable and responsive to client requests and changes to improve quality.

Lack of business communication skills, particularly writing English reports. Absence of suitable training hall equipped with adequate cooling and heating system.

WIG provided input and instructions to the subcontractor to develop reports based on the subcontract deliverable requirement. WIG provided feedback and instructions to the subcontractor to house trainings in a hall equipped with an adequate cooling and heating system.

PIXEL PRODUCTION

The subcontractor developed, filmed, produced, and aired a 60-second, high-quality PSA in Dari and Pashto to raise awareness and

Adaptable and responsive to client requests.

None identified. Minimal capacity-building required.



change public attitudes and behaviors towards certain professions that are perceived as inappropriate for women.

AFGHAN BANO CONSULTING

SERVICES

The subcontractor provided one-month computer training to include pre- and post-training assessment to 300 interns in the Cohorts 5 and 11 in Directorate of Women Affairs, Bagh-e-Zanana, Balkh Province. The computer training curriculum and schedules were provided by WIG.

Skilled staff with subject matter expertise. Meet deliverable deadlines stipulated in the subcontract deliverable schedule.

Lacks the capacity to write comprehensive report in English as required in the subcontract deliverable. Not competent to meet all deadlines as stipulated in the subcontract deliverable schedule.

WIG trained the subcontractor to develop reports based on the subcontract deliverable requirement and deadlines.

JAHISH GROUP

The subcontractor developed, filmed, produced and aired three 60-second, high-quality TV and radio PSAs in Dari and Pashto to raise awareness and change public attitudes and behaviors towards women working outside the home and to certain professions that are perceived as inappropriate for women.

Meet deliverable deadlines stipulated in the subcontract deliverable schedule. Skilled staff with subject matter expertise Possess good experience of developing training videos to international clients in Afghanistan.

Difficulty producing accurate and error-free translations of Dari script into English and Pashto subtitles.

WIG worked closely with the subcontractor to adjust deliverable timelines in response to USAID input on draft deliverables. WIG built the subcontractor’s capacity to produce accurate and error-free translations of original Dari scripts.

MEDIA EMPOWERMENT &

DEVELOPMENT INITIATIVE FOR AFGHANISTAN

The subcontractor provided one-month computer training to include pre- and post-training assessment to 146 interns in Cohort 17 in the Directorate of Women’s Affairs, Bagh-e-Zanana, Balkh Province. The computer training curriculum and the training schedules was provided by Women in Government.

Well-organized, comfortable and professional, training center. High-quality training with full package of training (curriculum).

Not competent to meet all deliverables deadlines as stipulated in the subcontract deliverable schedule.

WIG trained the subcontractor to develop reports based on the subcontract deliverable requirement and deadlines.



AINA AFGHAN MEDIA AND

CULTURAL CENTER

The subcontractor developed a concept and outline for two Electronic Learning (E-Learning) videos tailored to female government job applicants and government human resources (HR) personnel, respectively, to support increased representation of women in the civil service.

Possess good background and experience in developing training videos and video PSAs in Afghanistan.

Development of a detailed and compelling cost proposal & substantiation of certain costs associated with the technical proposal. Not competent to meet all deadlines as stipulated in the subcontract deliverable schedule. Not competent to submit high-quality deliverables as required the subcontract deliverable schedule, particularly with regard to producing high-quality video concepts and scripts.

WIG used various medium such as meetings, email instruction, Skype, and phone calls to increase the capacity of the subcontractor to meet the contractual and technical requirement stipulated in the subcontract.

FKH MEDIA

Subcontractor developed two Electronic Learning (E-Learning) videos tailored to female government job applicants and government human resources (HR) personnel, respectively, to support increased representation of women in the civil service.

Meet deliverable deadlines stipulated in the subcontract deliverable schedule.

Development of a detailed and compelling cost proposal & substantiation of certain costs associated with the technical proposal.

Minimal capacity-building required.


ANNEX D.2 INTERNATIONAL PARTNERSHIPS STRENGTHS AND WEAKNESSES


EQUAL ACCESS INTERNATIONAL

Subcontractor delivered technical in the area of strategic communications, specifically those involving media and outreach. EA was also responsible for providing a roster of local and international staff and consultants with expertise in gender, cross-cultural communication, and capacity-building focused on media and outreach.

Responsive to Chemonics’ requests and maintained proper and consistent communications with WIG’s field team.

The field office team was not as well-versed in subcontract management and the firm-fixed price mechanism.

WIG field office staff provided coaching and involvement for EA’s home office; they were able to complete deliverables to specification and meet deadlines.

EXCEL CONSULTING

The subcontractor leveraged relationships and held meetings with pertinent government counterparts, including but not limited to the MoWA, MoLSA, IARCSC, and AOP to aid in internship practicum and job placement opportunities. The subcontractor worked closely with the project team during the development and implementation of the first Conference on Policy Reform. Visited provincial government counterparts such as the Directorate of Women’s Affairs and Directorate of Labor and Social Affairs to facilitate project objectives.

Possess background and knowledge of the host country. Understanding of government counterparts, some USAID rules and regulation, familiar with the objectives of WIG as well as other Promote task orders and good knowledge of private sector.

Development of a detailed and compelling cost proposal and substantiation of certain costs associated with the technical proposal. Needs less political alignment. Needs better adaptability to changing environment. Too much personal visibility over partner visibility.

WIG assisted the subcontractor to develop reporting formats based on the subcontract deliverable requirement and deadlines.


ANNEX D.3 GOVERNMENT PARTNERSHIPS STRENGTHS AND WEAKNESSES

MINISTRY OR INDEPENDENT AGENCY STRENGTHS WEAKNESSES CAPACITY-BUILDING

MINISTRY OF WOMEN’S AFFAIRS

MoWA was tasked to report on the progress of Promote to the CEO Office, parliament, Office of the First Lady, and the High-Level Gender Committee working under the Council of State/Second Vice President’s Office. MoWA signed an MoU with WIG and offered supported in advocating the internship program on a national and subnational level. MoWA’s technical team participated in recruitment and selection of WIG interns as panel members. Moreover, MoWA leadership agreed to use the DoWA office in Balkh as training venues in addition to placement and employment of WIG interns. MoWA also leads the Policy and Public Awareness working group with members from MOCIT, MoIC, MoE, MoHE, MoHRA, MoT, and civil society to draft, propose, and adopt workplace-related policies to support a hospitable environment for women. MoWA supported WIG in launching the WOAR Report and E-learning Video on Professionalism in the workplace and anti-harassment.

Policymaking body Decision- making power Women advocate Monitoring power Oversight body Supportive leadership

Low technical capacity Poor language/writing capabilities, even in Dari and Pashto Huge turnover Reliance on donor technical assistance Lack of political and media visibility Lack of technical capacity in implementing policies

WIG provided detailed instructions and support (through meeting, email, and phone calls) on how to prioritize NAPWA II Development Activities. WIG assisted MoWA to develop NAPWA Assessment Report. WIG trained MoWA staff in: • Research methodology

and data analysis • NAPWA II Structure

Development • Monitoring and evaluation • Financial management • Report writing • Gender awareness training • Workplace obstacle

analysis orientation

MINISTRY OF LABOR AND SOCIAL AFFAIRS

MoLSA was the first government partner to sign an MoU with WIG. MoLSA will take over WIG’s internship program and ensure sustainability after WIG closes. MoLSA also accredited the intern program’s materials, trainers, and processes and provided the certification of completion to the interns which will be recognized as a year of relevant

Policymaking body Supportive, active leadership

Information dissemination is not centralized and tends to remain with one person Lack of policy oversight

WIG trained MoLSA staff in: • Research methodology

and data analysis • Gender awareness • Workplace obstacle

analysis orientation



work experience in the Afghan civil service. MoLSA leadership agreed to use DoLSA office in Herat as training venues in addition to the National Disability Institute housing cohorts in Kabul for more than two years. MoLSA also supported WIG’s subcontract ALDO in Nangarhar Province during recruitment and selection of WIG interns. Lastly, MoLSA leads the Establishing Workplace Enablers for Women in Government working group with participants from IDLG, MAIL, MoCI, MCIT, MoCN, MoE, MoEW, MoF, MoHE, MoIC, MoMP, MoPW, MoJ, MoT, MUDH, MoWA, MoRR, MRRD, and civil society to draft, propose, and adopt workplace related policies to support a hospitable environment.

Decision-making power Provincial level support Good capacity

Lack of technical capacity in developing and implementing policies

• Policy development Coaching and assisting MoLSA on developing the below policies • National Health and Safety

Policy • Promoting Quality of

Work and Effective Use of Working Hours Policy

Coaching and assisting MoLSA on developing Implementation plan for Women’s Rights and Privileges in Workplace Compendium

INDEPENDENT ADMINISTRATIVE REFORM

AND CIVIL SERVICE COMMISSION AND

AFGHANISTAN CIVIL SERVICE INSTITUTE

IARCSC through ACSI trained WIG’s pilot cohort. The commission also shared and endorsed the Civil Service Curriculum. Moreover, ACSI housed the WCDC and supported the project in conducting job sessions, graduation ceremonies, and other WIG events. IARCSC leads the Capacity Building and Increasing Women’s Participation in Government working group with participants from IARCSC, MoWA, MCIT, MoHE, MoIC, and civil society to draft, propose, and adopt workplace-related policies to support a hospitable environment.

Policymaking body Committed leadership Decision-making power Initiative taking Process simplification Young leadership System and processes

Information dissemination Centralized recruitment system Mass examinations are too infrequent and too large Lack of experience in executing the mass exam Mass exam process never comes to closure – positions remain unfilled

WIG trained IARCSC staff in: • Gender Awareness • Workplace obstacle

analysis orientation • Research methodology

and data analysis • Job readiness

WIG assisted IARCSC on: • WCDC ToR development • WCDC Strategy

Development • WCDC establishment • Alumni networking • Internship Policy • Mentorship Policy



Anticorruption activities

OTHER GOVERNMENT PARTNERS

All other ministries and independent agencies supported WIG in researches (gender analysis, partnership assessment, and the workplace obstacles analysis and recommendation). All government partners accepted WIG’s interns for practicum, introduced mentors to guide them during practicum, and ultimately committed to hire them. Their level of support and commitment is properly defined in the Partnership Assessment Report. Majority of these partners also signed MOUs to formalize the relationship. Their HR and gender heads participated in all our events and offered all sort of support in job fairs, networking sessions, JRB sessions, and policy and research-related activities.

Policymaking body Decision-making power Gender equity advocates Ministerial monitoring power Ministerial oversight body Verbally supportive leadership

Low technical capacity Poor language/writing capabilities, even in Dari and Pashto Significant turnover Reliance on donor technical assistance Lack of political will toward gender equity Lack of technical capacity in implementing policies

WIG trained 25 governmental staff in: • Gender awareness • Workplace obstacle

analysis orientation • Research methodology

and data analysis


ANNEX E. INDEX OF ALL CONTRACTUAL REPORTS SUBMITTED DEVELOPMENT EXPERIENCE CLEARINGHOUSE CERTIFICATION

All required reports have been uploaded to the Development Experience Clearinghouse.

CONTRACTUAL DELIVERABLES

DELIVERABLE DATE SUBMITTED UPLOADED TO DEC

COMPONENT 1: WOMEN’S INTERNSHIP PROGRAM

GIRoA Partnership Assessment August 28, 2015 Yes

Gender Analysis Report August 21, 2015 Yes

Internship Manual August 21, 2015 Not required

COMPONENT 2: POLICY REFORM

Request for Expressions of Interest October 20, 2017 Not required

Policy Reform Plan October 18, 2017 Not required

Policy Reform Report March 25, 2019 Not required

COMPONENT 3: OUTREACH AND COMMUNICATIONS

Champions Strategy January 28, 2017 Not required

ADDITIONAL REPORTS

Performance Management Plans

AMELP (Year 1) June 21, 2015 Not required

AMELP (Year 2) March 7, 2016 Not required




Annual Work Plans

Work Plan (Year 1) May 21, 2015 Not required



Work Plan (Year 2) March 7, 2016 Not required




Environmental Mitigation and Monitoring Plan

Environmental Mitigation and Monitoring Plan March 8, 2017 Not required

Monthly Progress Reports

Monthly Progress Reports (May 2015-January 2020)

Submitted on the 15th of the following month Not required

Quarterly Progress Reports

FY2015 Q3 Report July 31, 2015 Yes

FY2015 Q4 Report (Year 1 Semi-Annual) October 31, 2015 Yes

FY2016 Q1 Report January 29, 2016 Yes

FY2016 Q2 Report (Year 1 Annual) May 20, 2016 Yes



FY2017 Q2 Report April 30, 2017 Yes








FY2019 Q4 Report October 23, 2019 Yes




Annual Reports

FY2015 Annual October 31, 2015 Yes

Year 1 Annual (project year) May 20, 2016 Yes




Financial Reports

Financial Reports (May 2015-February 2020) Submitted at the end of each month Not required

Final Program Report

Final Program Report March 19, 2020 Pending USAID Approval

Closeout Plan and the Disposition of Assets

Closeout Plan and the Disposition of Assets December 10, 2019 Not required

Success Stories

Success Stories (May 2015-April 2020) Submitted the 20th day of the following month Not required


ANNEX F. FINANCIAL REPORT FUNDS OBLIGATED AND AMOUNTS EXPENDED

USAID obligated the full technical estimated cost to the WIG project, cumulatively USD 39,997,644. The project estimates a total cumulative expenditure of USD 37,782,822.90, including costs related to closeout and associated cost adjustments.

AMOUNTS EXPENDED AND PROJECTED FINAL COSTS

BUDGET LINE ITEM INVOICED TO-DATE FORECAST ESTIMATED

TOTAL

Salaries $6,060,493.54 $237,712.00 $6,298,205.54

Fringe Benefits $2,459,931.75 $106,550.00 $2,566,481.75

Overhead $4,422,298.81 $188,303.00 $4,610,601.81

Travel and Transportation $337,621.37 $32,937.00 $370,558.37

Allowances $1,417,096.48 $70,038.00 $1,487,134.48

Other Direct Costs $6,543,015.22 $255,579.00 $6,798,594.22

Equipment, Vehicles, and Freight $233,594.32 $27,800.00 $261,394.32

Training $4,626,233.38 $8,422.00 $4,634,655.38

Subcontractors $6,479,979.83 $173,322.00 $6,653,301.83

General and Administrative $1,568,371.51 $55,033.00 $1,623,404.51

Fixed Fee $2,429,977.69 $48,513.00 $2,478,490.69

Total $36,578,613.90 $1,204,209.00 $37,782,822.90

moving equity forward...workplace conditions for women in the civil service became more hospitable...

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