DFATD Pakistan Program

Womens Economic Empowerment

Terms of Reference WEE/GE Advisor
1. Background
Women make up a little over half the worlds population, but their contribution to measured
economic activity, growth, and well-being is far below its potential, with serious (macro)
economic consequences for families, communities, countries, and regional and international
players. Despite significant progress in recent decades, labor markets across the world remain
divided along gender lines; progress toward gender equality seems to have stalled. Female
labor force participation has remained lower than male participation, women account for most
unpaid work in the care economy, and when women are employed in paid work, they are
overrepresented in the informal sector and among the working poor. They also face significant
wage differentials vis--vis their male colleagues. In many countries, distortions and
discrimination in the labor market restrict womens options for paid work, and female
representation in senior positions and entrepreneurship remains low.
The challenges of economic growth, access to paid work, entrepreneurship, and gender
roles/stereotypes are closely intertwined making the potential of women as economic players
unrealized. The reasons were documented recently in a Booz & Company analysis of data from
the International Labour Organization (ILO). Globally, many women could be considered not
prepared (lacking sufficient education, usually defined as secondary school); others are not
enabled (lacking support from families and communities); and a significant number are both.
The specific characteristics of these two major constraints vary widely, according to local, social,
cultural, and economic conditions. But as the constraints are alleviated through increased
migration to cities, the expansion of educational and skills training opportunities, changes in
local laws and cultural norms, access to capital and other financing products and investments in
infrastructures and institutions that support greater workforce participation, a huge and fastgrowing group of women are poised to take their place in formal economics over the next
decade, as producers, consumers, employees, and entrepreneurs; particularly in Asia.
Economic empowerment has been defined in several ways by various researchers and
organizations. In simple terms, economic empowerment combines the concepts of
empowerment and economic advancement. Approaches to economic empowerment
concentrate on factors on womens rights that help women succeed and advance in the
marketplace. This includes increasing skills and access to productive resources, improving the
enabling and institutional environments, and assisting women in their ability to make and act
upon decisions in order to benefit from economic growth and development. Approaches must
also recognize that economic empowerment is intertwined with social and political
empowerment. Taking into account the underlying social and cultural factors that limit womens
ability to interact with and benefit from markets, such as unpaid and inequitably distributed
domestic and care work, limited mobility, and the prevalence of sexual and gender-based
violence, is essential if
initiatives are to address the full range of constraints to womens economic empowerment.1
The Government of Pakistan is committed to addressing the gender gap and the signing of the
Protection Against Harassment of Women at the Workplace Act 2010 is a positive example of
this commitment. However, according to the Global Gender Gap Report 2014 from the World
Economic Forum (WEF), Pakistan is ranked 141 in terms of economic participation and
opportunity for women, 132 in terms of education attainment, 119 for health and survival and 85
1 Womens Economic Empowerment: Guidance Note. DFATD. 2013.
1

for political empowerment. Moreover, since 2006, when the WEF first began issuing its annual
Global Gender Gap Reports, women in Pakistan have seen their access to economic
participation and opportunity go down to 112 from 141.
Specifically, approximately 87% of women work in the informal agricultural sector and in the
unpaid care economy. The national womens machinery is insufficient, there is low technical
gender equality capacity, implementation of laws is weak and the deteriorating security situation
all work against the women and girls of Pakistan. This coupled with 16% of girls aged 15 -19
experiencing early marriage and an adolescent fertility rate of 27.3% has led to the feminization
of poverty whereby Pakistani women experience a poverty of opportunities and choices.
Ensuring that access to capital, markets and skills training for Pakistani women and girls is
critical for both gender equality progress and the sustained economic growth of Pakistan. 2
To achieve this economic growth, the power of women in the economy must be unlocked. No
country can afford to perpetuate the economic inefficiencies and barriers facing women
entrepreneurs. When womens participation in the economy is increased and their productive
potential is unleashed, a dramatic impact on the competitiveness and growth of economies
occurs. 3
1.1DFATDs Pakistan Program: Womens Economic Empowerment
Canadas Bilateral Development Strategy identifies three priority areas for the Program:
securing the future of children and youth; stimulating sustainable economic growth: womens
economic empowerment; and advancing democracy: strengthening democratic institutions and
civic participation. The focus on womens economic empowerment builds on the Programs
experience and achievements from over two decades of support for womens rights and
economic empowerment.
The focus on WEE has strong linkages with the current DFATD policy architecture, namelyDFATDs Sustainable Economic Growth Strategy; DFATDs Policy on Gender Equality; and
DFATDs Framework for Assessing Gender Equality Results. The Sustainable Economic
Growth (SEG) Strategy emphasizes support to women and is DFATDs contribution to the global
effort to fight poverty. Through the SEG Strategy, DFATD supports developing countries,
enterprises, women, men and youth to be more prosperous and resilient by following three
paths: building economic foundations; growing businesses; and investing in people.
The WEE program has complementarity with two objectives of the SEG Strategy: growing
businesses (focuses on the creation and viability of enterprises, especially those led by women,
and on the increased access to and use of new and emerging technologies); and investing in
people (women and youth acquiring skills, developing networks and gaining knowledge to take
advantage of economic opportunities; and workers, including small-holder farmers, have new
knowledge and skills that increase their productivity).
DFATD has commissioned two scoping missions to explore opportunities to increase
engagement in WEE (2006 and 2009) as well as undertaking a Report on Womens Economic
Empowerment in 2013. Recommendations from the two scoping missions and this Report have
2 For a detailed gender analysis on womens economic empowerment refer to the
Gender Analysis for the current Country Development Strategy and the Report on
Womens Economic Empowerment in Pakistan. Rukhsana Rashid. DFATD. March
2013
3 Source: From remarks given at the Growing Economies through Womens
Entrepreneurship event, OECD, Paris , Oct. 31, 2011.
2

guided the current WEE portfolio to focus bilateral projects to support increased access to
markets and productive assets for women as well as increased support for business skills
training. The Program has also maintained that without a focus on womens rights in Pakistan,
progress towards womens economic empowerment will be limited. Strengthening the legislative
environment for women workers, including expanding implementation of social protection
legislation to marginalized women home-based workers is also included in current WEE
planning.
The intermediate outcome delineated in the current Pakistan Country Development Program
Framework (CDPF) for the WEE portfolio is:

Improved enabling environment for increasing womens capacity to participate in

sustainable economic growth.

Building on this, the 2013 Report on Womens Economic Empowerment has identified two
immediate outcomes as follows:
i.

Improved capacities of women for remunerative activity; and

ii.

Improved conditions (policies, legislation and enabling environment) for womens formal
and informal employment;

Given that WEE is one of the three priorities of DFATDs current program in Pakistan, there is a
collection of on-going operational programming and new investments to be developed. A new
Bilateral Development Strategy is also being drafted. Keeping this in mind the Pakistan Program
requires a local Senior Advisor who can analyze DFATDs on-going individual interventions as
well as future endeavours in relation to the local WEE context and identify changes, challenges
and gaps on a regular basis.
The hiring/contracting of a local Senior Advisor for the WEE sector will enable the Pakistan
Program to assess and strengthen the synergy between projects, assist with intelligence
gathering for new investments, roll up sector results at the program level, assist with the
communications of these results to be targeted at both Pakistani and Canadian audiences and
provide general GE support to other sectors such as education and emergency relief efforts as
required. The DFATD WEE program team has also developed a comprehensive WEE results
framework, which will serve as the guiding tool.
At present there are five operational projects. Unsolicited proposals are received by DFATD on
a regular basis, and only after a careful review of these by all members of the WEE team is it
decided which ones need to be followed up and which should be rejected. It is also important to
bear in mind that the Program is largely a centralized program with many, but not all, operational
projects being managed from headquarters.
2. Objectives
The specific objectives for the WEE/GE advisor assignment are:
1.
DFATDs WEE and GE Strategy are supported with strong analysis and appropriate for
local context;
2.
DFATDs projects and programs are able to achieve more effective results with
appropriate support
3

3.
DFATDs programs are aligned with other donors and DFATD is well represented in
donor coordination forum;
4.
DFATDs WEE/GE results are communicated more effectively and key stakeholders are
engaged for advocacy strategy.
3. Scope of Work
This is a full-time position, located in Islamabad, under the supervision of the DFATD WEE Field
Representative. The work will focus on building DFATD's knowledge base of WEE and gender
equality related issues in Pakistan, as well as analysis on how the relevant issues relate to all
new and proposed CIDA programming. A WEE and gender analysis of current and emerging
issues/trends will be essential, these include, but are not limited to, civil society organizations,
formal and non-formal employment, tracking of WEE and gender equality issues in the
provinces in the context of the recent devolution, and the overall policy development framework,
including within the national womens machineries. A complete understanding of DFATD's policy
framework on WEE and gender equality including results-based management, and familiarity
with other aspects of DFATD programming such as education and humanitarian initiatives, will
be integral components of the work. This knowledge is essential to ensuring that existing and
proposed DFATD programming will lead to concrete results in line with the results framework for
the draft Canadas Bilateral Development Strategy.
The Senior Advisor, in consultation with the WEE Field Representatives, will develop a work
plan that will be reviewed on a quarterly basis for the duration of the assignment.
The work-plan will include reviewing key DFATD documents; including all project approval
documents, project reports, mid-term reviews, evaluations, external project monitoring reports,
the Report of Womens Economic Empowerment and other background materials relevant to
the assignment.
The advisor will draw out lessons learned from DFATDs WEE projects and the overall sector to
feed into future WEE programming. Briefly review the current economic context in Pakistan,
with a focus on gender equality issues and assess the effectiveness of other bilateral donors,
UN, and international and local civil society organizations initiatives in the area of WEE. This will
also include taking stock of results to date and key lessons learned about the effectiveness of
DFATDs womens economic empowerment past and current initiatives. Any key lessons from
these projects that can guide the WEE portfolio will be considered.
As required, the analyst will accompany the WEE Field Representative and/or the Project Team
Leader on project field visits both to provide local and sector context to the DFATD
representatives, and to assess progress in the field in relation to WEE.
The advisor will brief the DFATD Post and any missions coming from DFATD headquarters as
appropriate. In particular these will provide DFATD with strategic analysis and advice for
ongoing development of the WEE portfolio. Other briefings will be on a needs basis.
4.

Role of the WEE/GE Advisor

The primary role of the Advisor is to provide WEE technical advice and support to the WEE
team and GE advice and support to DFATD officers on the Pakistan Program as required.
4

The Advisor is a member of the DFATD country programming team at the Post and works
closely with the DFATD team members, primarily programming staff, and other advisors as
required. The Advisor works in coordination with the assigned Sustainable Economic Growth
and GE specialists at DFATD headquarters,.
The Advisor has a role in increasing the capacity of both the Post and the Program to address
issues effectively through increasing access to information on WEE and GE issues,
organizations, consultants, and through facilitating the exchange of ideas and experiences on
among the CIDA programming team.
5. Main Responsibilities of the WEE/GE Advisor
General Responsibilities
As applicable, the Advisor provides quality advice to the DFATD Pakistan Program in the
following three areas of work:.
i.

Provide technical advice and support on current and pipeline projects

ii.

Support program level intelligence gathering and analysis with the aim of supporting our
Country Programming Strategy delivery and ensuring its on-going relevance

iii.

Respond to requests from DFATD officers and Post representatives for technical advice
and support on WEE and on the integration of GE issues into project design,
implementation, and on-going support of all projects and initiatives as required
Contribute to the project analysis required for project approvals through writing the
analysis, reviewing for quality assurance, and contributing to the other required analyses
Review WEE/GE documents such as project narrative reports, project monitor reports,
other donor reports, Pakistani reports/strategies and other as required.
Act as the principal resource on WEE and gender equality issues, practices, and policies
relevant to the program

Contribute to the preparation of strategic program documents by WEE/GE by providing

advice and analysis of country context and programming areas, identifying potential
risks/mitigation strategies, impact, expected results, indicators, constraints, and
opportunities for GE specific and integrated new programming.
Provide technical advice and analysis on emerging issues, the achievement of results
and associated challenges, including government policies, strategies and action plans
for WEE/GE, with particular reference to their linkage with DFATDs program priorities
Identify best practices and new approaches used in the achievement of WEE relevant
initiatives from other donors.
Contribute to the assessment of local organizations and institutions capacity to address
WEE and GE issues and achieve results; and identify local potential partners with
appropriate programming capacity
Develop and maintain DFATDs information resources to address WEE issues
specifically and GE issues generally

Identify key WEE/GE issues to be raised by DFATD in policy dialogue and/or

advocacy with government, NGOs, donors, partners and executing agencies, in
5

such fora as donor coordination groups, government consultative meetings,

program and project reviews, and project steering committees
Remain updated on resources and tools as developed by DFATD, other donors,
and/or Pakistani organizations, including government and NGOs; disseminate as
appropriate to DFATD staff and partners
Develop and maintain an inventory of knowledge, data and lessons learned from
the Pakistan Program, particularly with a focus on WEE specifically and GE
generally
Remain updated on key relevant issues/debates appearing in the print media,
share articles/reports on a regular basis with relevant DFATD officers in the field
and at headquarters including the SEG and GE specialists
Provide a monthly round up of WEE and GE issues in our areas of programming
and including human rights, devolution and any other critical areas as may be
identified by DFATD officers
Upon request, conduct studies, short briefs, prepare reports and/or
communication pieces
Assist and advise incoming missions from DFATD headquarters, conduct
briefings and accompany visiting DFATD staff, Canadian Government officials
and consultants on field trips as required

6. Reporting and Deliverables

The management/reporting arrangement, overall coordination and any follow up on the contract
of the WEE/GE Senior Advisor will be the responsibility of a DFATD Field Representative (based
in Islamabad) responsible for the WEE portfolio, in consultation with the Project Team Leader
(based in Ottawa) and other WEE team members. The WEE Senior Advisor is responsible for
conducting the analysis, the day-to-day management of operations, regular progress reporting
to DFATD, and preparation of analytical reports.
Quarterly reviews will be conducted by the DFATD Field Representative and other relevant
members of the DFATD WEE team to discuss and assess usefulness of the analysis and
information being provided by the senior advisor. The quarterly reviews will also serve as an
opportunity to adjust the consultants work plan and re-evaluate any changed needs of the WEE
team on a regular basis.
The advisors deliverables include:
i.

The first work plan will be submitted within four weeks of contract signing for DFATD
approval and then subsequently will be reviewed every quarter with the Field
Representative.

ii.

An analytical report that will provide analysis to support the development of the WEE
strategy and recommendations for future WEE programming. The timing and length of
this report will be finalized during work plan negotiations. The scope and structure of this
report (including a Table of Contents) will be finalized in consultation with the DFATD
Field Representative before a draft report is submitted.

iii.

Regular briefings at Post for the DFATD WEE team members, including possible
briefings with the DFATD Desk officers and political staff.

Functional and Communication Relationships:

PSU Director: The WEE/GE Advisor reports to the Director for administrative matters.
6

WEE Field Representative:

The WEE/GE Advisor reports directly to the WEE Field
Representative for all Program related matters. Regular communication with the WEE Field
Representative will be maintained, particularly with regard to priority setting, input into work
planning and strategic Program documents, performance reviews and the setting of overall
priorities for workload allocation.
Headquarters GE Specialist: The WEE/GE Advisor will maintain on-going communication with
the headquarters GE Specialist; collaborate, when appropriate, in the provision of technical
advice, analysis and support to the Program; and keep abreast of activities in the wider GE
community of practice.
Other DFATD PSU Advisors: The WEE/GE Advisor will maintain on-going communication with
other advisors working at the PSU to share information/knowledge of the Program and GE tools,
and to ensure that advisory inputs contribute to meeting DFATDs programming objectives
related to GE as a crosscutting theme.
7. Required qualifications for the WEE/GE Advisor
At least 7 years of experience with planning and implementing gender equality and
womens rights related programs/ projects, with a focus on womens economic
empowerment
Knowledge and experience of DFATDs policies and tools, particularly the Gender
Equality and Sustainable Economic Growth Strategies and the Womens Economic
Empowerment Guidance Note.
Knowledge of DFATDs Results Basement Management (RBM) Framework
Knowledge of the issues pertaining to gender equality and womens rights, formal and
informal employment, microfinance, market linkages, skills training, business support
services, value chains, home based workers and/or labour laws and policies will be
considered an asset
Ability to conduct desk reviews, draft reports and meet deadlines
Ability to write concisely in English
Ability to work independently and willingness to travel in Pakistan
Ability to work and communicate effectively with a number of team members (i.e. HQ
team, field-based Islamabad team, other project-level monitors)
Assets include: Urdu and other local language capabilities and existing connections to
the key gender-equality players in Pakistan.