DEVELOPMENT AND IMPLEMENTATION of National Action Plans ...
DEVELOPMENT AND IMPLEMENTATION of National Action Plans ... DEVELOPMENT AND IMPLEMENTATION of National Action Plans ...
Step 3: Establishment of a Coordinating MechanismOnce all relevant ministries have been informed and convinced of the relevance of UNSCR1325 and related issues and a stakeholder analysis carried out, the next step is that of internalorganization among government ministries to determine how the planning process will beundertaken and who should lead the planning process.Which Ministry should Lead/Coordinate the Formulation Process?Generally, it has been found that to ensure success and broad awareness and buy-in, theplanning process should be led by a high-level ministry and the action plan process shouldhave high-level backers as this can help raise awareness, political will and sufficient funding.The choice of which ministry or ministries to lead the planning process would largelydepend on the country context. For example:••In developed countries where NAPs have targeted security issues outside their stateborders, its development has often been led by ministries for external issues such asMinistry of External/Foreign Affairs or Ministry covering development assistance andcooperation.••In developing countries, NAPs have mostly focussed on internal issues. In these countriesthe planning process will often be led by Ministry of Gender/Women Affairs andDevelopment (Liberia).••In some NAPs, only one government agency initiates and leads the formulation butsupported by CSOs and in some cases, international organizations and donors (Denmark,Iceland, Norway, Liberia, Sweden, Uganda).••Another approach to development has involved the formation of a taskforce or workinggroup that involves relevant ministries diverse representatives including policy makers,practitioners within government as well as actors within CSOs, representatives fromacademic institutions and women’s groups. This approach is favoured because:»»It allows different perspectives and needs to be heard as well as make the developmentprocess to be more inclusive and participatory;»»Forming a taskforce/working group can help to increase collaboration andcommunication between different ministries and provide the drafters of the action planwith multi-dimensional input and different perspectives on complex issues.••The roles of such taskforce will include:»»The facilitation of a series of national/regional/district consultations among variousstakeholders»»Initiation and overseeing of the process of development of the NAP;»»Identification of strategies for the effective implementation of the resolutions»»Identification of the content of the NAPs;»»Making of the final decisions regarding the content and implementation of the NAPs;»»Awareness raising.12
••Whatever the approach, the agency coordinating the planning process should have:»»The authority to effectively lead the planning and implementation processes among thedifferent ministries and other collaborating partners;»»Has sufficient government support, resources and authority to generate a documentthat is supported and implemented by all relevant actors.Though Ministry for Gender/Women Affairs has led most of the process in developingcountries, they are often marginalized and underfunded in most governments often givingrise to beautiful documents on paper that are hardly translated to action. For this reason itmay be expedient to look to the Ministry of Defence which may have more resources andauthority to realistically implement NAPs and build strategic alliances across government.Step 4: Plan for PlanningPlan for planning including holding of meeting to develop terms of reference (TOR) for theTaskforce – the TOR will guide the process of developing the NAP. The TOR should include:»»Rationale – why the NAP is being developed;»»Establishment of objectives for creating the action plan– both general and specific. Theobjectives should be clear and realistic – SMART (Specific, measurable, attainable, realisticand time bound);»»Strategy/Methodology – this should include the specific steps that will be taken todevelop the NAP and the responsibilities for all actors involved such as the taskforce,consultants, facilitators, etc;»»Expected outcome – National Action Plan, materials (IEC/BCC), capacity building andawareness raising initiatives;»»Time lines – establishment of realistic deadlines for the different steps in the process andthe finished NAP;»»Budget – the cost of developing the NAP should be part of the TOR. This should includecosts of potential consultants, assessments, translations, publication and distribution ofNAPs, production and distribution of IEC/BCC materials, workshops and meetings, etc.Step 5: Identifying Opportunities for Resource MobilizationThe process of elaboration of NAPs can be seriously constrained by inadequate resources(both human and financial) so ab initio, the team must begin to look for opportunities forraising the required resources. Different sources are mentioned below:»»Internal resources within the government;»»Private Sectors from Corporate Social Responsibilities & Civil Societies;»»External Assistance.••International organizations can support the development of NAPs particularly indeveloping countries providing funding and technical support. These will includeUNFPA, UN Women, UNDP, United Nations Peacekeeping Mission (MONUC), EuropeanUnion, etc.13
- Page 3 and 4: Development and Implementation ofNa
- Page 5 and 6: AcknowledgementsThis Guideline for
- Page 7 and 8: To ensure that Member states fulfil
- Page 9 and 10: Step 12: Validation of Draft NAPs b
- Page 11 and 12: Executive SummaryThe suffering of w
- Page 13 and 14: PrefaceOn October 31, 2000, Securit
- Page 15 and 16: Section 1: IntroductionWomen and ch
- Page 17 and 18: Highlights of UNSCR 1325 and Relate
- Page 19 and 20: UNSCR 1889••Passed in October 2
- Page 21 and 22: ••Ownership - The process of dr
- Page 23: »»CSOs that work at the local lev
- Page 27 and 28: 2. Institutional audit••This as
- Page 29 and 30: 1. A table of content and list of a
- Page 31 and 32: 5. Advocacy and lobbying - this wou
- Page 33 and 34: outside the government that are alr
- Page 35 and 36: 5. Socio-economic aspects not caugh
- Page 37 and 38: AnnexesAnnex 1:Potential Stakeholde
- Page 39 and 40: 21 National EmergencyManagementAgen
- Page 41 and 42: personnel on the protection, specia
- Page 43 and 44: 17. Requests the Secretary-General,
- Page 45 and 46: conflict, taking into account, inte
- Page 47 and 48: UNSCR 1888“The Security Council,
- Page 49 and 50: of parties in situations of armed c
- Page 51 and 52: to provide assistance in close coop
- Page 53 and 54: three months, specific proposals on
- Page 55 and 56: “Welcoming the upcoming establish
- Page 57 and 58: 16. Requests the Secretary-General
- Page 59 and 60: criminal courts and tribunals and t
- Page 61 and 62: data collection and analysis of inc
- Page 64: About WANEPThe West Africa Network
Step 3: Establishment <strong>of</strong> a Coordinating MechanismOnce all relevant ministries have been informed and convinced <strong>of</strong> the relevance <strong>of</strong> UNSCR1325 and related issues and a stakeholder analysis carried out, the next step is that <strong>of</strong> internalorganization among government ministries to determine how the planning process will beundertaken and who should lead the planning process.Which Ministry should Lead/Coordinate the Formulation Process?Generally, it has been found that to ensure success and broad awareness and buy-in, theplanning process should be led by a high-level ministry and the action plan process shouldhave high-level backers as this can help raise awareness, political will and sufficient funding.The choice <strong>of</strong> which ministry or ministries to lead the planning process would largelydepend on the country context. For example:••In developed countries where NAPs have targeted security issues outside their stateborders, its development has <strong>of</strong>ten been led by ministries for external issues such asMinistry <strong>of</strong> External/Foreign Affairs or Ministry covering development assistance andcooperation.••In developing countries, NAPs have mostly focussed on internal issues. In these countriesthe planning process will <strong>of</strong>ten be led by Ministry <strong>of</strong> Gender/Women Affairs andDevelopment (Liberia).••In some NAPs, only one government agency initiates and leads the formulation butsupported by CSOs and in some cases, international organizations and donors (Denmark,Iceland, Norway, Liberia, Sweden, Uganda).••Another approach to development has involved the formation <strong>of</strong> a taskforce or workinggroup that involves relevant ministries diverse representatives including policy makers,practitioners within government as well as actors within CSOs, representatives fromacademic institutions and women’s groups. This approach is favoured because:»»It allows different perspectives and needs to be heard as well as make the developmentprocess to be more inclusive and participatory;»»Forming a taskforce/working group can help to increase collaboration andcommunication between different ministries and provide the drafters <strong>of</strong> the action planwith multi-dimensional input and different perspectives on complex issues.••The roles <strong>of</strong> such taskforce will include:»»The facilitation <strong>of</strong> a series <strong>of</strong> national/regional/district consultations among variousstakeholders»»Initiation and overseeing <strong>of</strong> the process <strong>of</strong> development <strong>of</strong> the NAP;»»Identification <strong>of</strong> strategies for the effective implementation <strong>of</strong> the resolutions»»Identification <strong>of</strong> the content <strong>of</strong> the NAPs;»»Making <strong>of</strong> the final decisions regarding the content and implementation <strong>of</strong> the NAPs;»»Awareness raising.12
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