Developing a Gender Implementation Strategy in Algeria

Many bilateral donors from the EU adhere to feminist principles in their foreign policy. Not least since the EU Gender Action Plans and OECD DAC Gender Markers, working towards gender equality is a standard, usually backed by a gender analysis. However, translating general recommendations of the gender analyses into actionable SMART (specific, measurable, achievable, reasonable, time bound) activities is often difficult for management and project teams. In the context of post-Arab Spring Algeria, this is particularly challenging, as civic space is severely restricted, feminist movements are shattered, and the term “gender” is often conflated with homosexuality, which continues to be stigmatised and subject to strong social taboos.

A portfolio wide gender analysis, undertaken by an Algerian expert, was available. To develop its implementation strategy, we held workshops with project representatives and gender focal points to align relevant aspects of this comprehensive gender analysis with the respective log frames, i.a. identifying opportunities for collaboration and synergies among the projects working with the same governmental departments. Additionally, we met with administrative personnel (HR, finance, etc.) and other international stakeholders (e.g. the EU delegation and the UN) which helped to further refine the boundaries of the sphere of influence and opportunities for collaboration, coordination and delegation. Based on this data, we developed an implementation strategy that included actions to promote gender equality within the organisation, through the respective projects, in collaboration with their partners, and – in a more indirect way – engage with other stakeholders with the aim of impacting the broader social landscape of international cooperation in Algeria, which lies beyond the immediate sphere of influence of the respective projects. Inspired by the HDP Nexus, we proposed a corresponding impact matrix applying collective outcomes.

Our client already had reliable structures in place, such as gender focal points and policies promoting gender equality and combating sexual harassment in the workplace. We suggested minor adjustments to clarify responsibilities and respond to changes in the respective workloads of the gender focal points. Based on the gender strategy document trans:verse developed, management at both the country and project levels agreed on implementation priorities for the annual planning. This helps to leverage potential synergies and working towards common goals. Leading by example through gender equality in their own human resources management and, procurement processes was one of the key elements, with the aim of also motivating partners to follow suit. The gender strategy also helped clarify stakeholder responsibilities, including identifying which gender-related policy issues needed to be addressed by the diplomatic service of the organisation’s country of origin and which fell within its own sphere of influence.