Project profile — Reducing Barriers to Women's Participation in UN Peace Operations



Overview 

CA-3-P006138001
$8,069,948
DPO – United Nations Department of Peace Operations (41310)
2018-03-28 - 2023-08-31
Terminating
Global Affairs Canada
IFM International Security

Country / region 

• Africa, regional (20.00%)
• America, regional (20.00%)
• Asia, regional (20.00%)
• Oceania, regional (20.00%)
• Europe, regional (20.00%)

Sector 

• Conflict Prevention And Resolution, Peace And Security: Participation in international peacekeeping operations (15230) (100.00%)

Policy marker 

• Gender equality (principal objective)
• Environmental sustainability (cross-cutting) (not targeted)
• Participatory development and good governance (not targeted)
• Trade development (not targeted)
• Biodiversity (not targeted)
• Climate change mitigation (not targeted)
• Climate Change Adaptation (not targeted)
• Urban issues (not targeted)
• Desertification (not targeted)
• Children's issues (not targeted)
• Youth Issues (not targeted)
• Disaster Risk Reduction(DRR) (not targeted)
• Indigenous Issues (not targeted)
• Disability (not targeted)
• Nutrition (not targeted)
• ICT as a tool for development (not targeted)

Description 

This project aims to improve the effectiveness of women in United Nations peacekeeping operations. Project activities include: (1) providing specialized training to uniformed peacekeepers; (2) improving the delivery of the Women, Peace and Security Program's mandate; and (3) contributing to the creation of a more responsive environment for peacekeepers.

Expected results 

The expected outcomes for this project include: (1) increased representation of qualified women uniform personnel (military and police) in leadership and professional posts; (2) enhanced operational efficiency and mandate implementation of United Nations Police and Military components; and (3) better promotion of gender equality during mandate implementation

Results achieved 

(1) Increase representation of qualified female uniform personnel (military and police) in leadership and professional posts. Results achieved: Progress towards gender parity among the uniformed components at HQ and in the field was accomplished (all Uniformed Gender Parity Strategy 2021 targets were surpassed with the exception of military contingents). (2) Enhance operational efficiency and mandate implementation of United Nations Police and Military components. Results achieved: Operational efficiency and mandate implementation of UN police and military components was enhanced in-part, through internal communications, advocacy and awareness raising to T/PCCs, training provided both with UN staff at HQ and in the field, and to T/PCCs, and integrating WPS into UN platforms to collect data from field missions (including mandate implementation and overall performance). DPO has enhanced leadership accountability through evidence-based and data-driven approaches, sustained personnel capacities and capabilities have reduced the gaps created by existing data, analysis, and human silos. This has also been reflected in an improved integration of gender and WPS in different UN-wide strategic frameworks and reports (i.e., the Reports of the Secretary-General on WPS, A4P+, C34, ACABQ, and WPSHA Compact). Training provided to military and police Gender Advisors and Focal Points, updating handbooks, creating a new requirement that pledged infantry battalions include a mixed engagement platoon of up to 50% female soldiers, conducting surveys and collecting data on barriers to uniformed women's meaningful participation in peace operations, all contribute to enhancing mandate implementation. (3) Better promotion of gender equality during mandate implementation: Results achieved: The DPO WPS team created 15 core and elective WPS indicators, clustered around five pillars (participation, protection, prevention, recovery, and management), that were integrated into the Comprehensive Planning and Performance Assessment System (CPAS) to better collect data from field missions on WPS including gender equality. The development of the WPS communications strategy helped centralize the WPS agenda in headquarters, field missions, and among other peacekeeping stakeholders. Strategic high-level platforms, media tools, and creative approaches have been at the core of advocacy efforts aimed at elevating women’s voices on peace and security, expanding civic and political spaces for women’s networks, and informing UN and peacekeeping partners’ on how to advance the implementation of WPS. Through knowledge sharing, capacity building, and mission backstopping by headquarters’ Gender Unit, civilian and uniformed peacekeepers acquired and deepened the knowledge and skills on how to find the entry points to integrate gender and WPS in strategic planning, programming, budgeting, and evaluation, how to identify gaps, opportunities, and barriers, and how to use gender markers for evaluation, tracking, and further planning.

Budget and spending 


Original budget $0
Planned disbursement $0
Transactions
Country percentages by sector
Type of finance Aid grant excluding debt reorganisation
Collaboration type Bilateral
Type of aid Project-type interventions
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