Municipal Development Counselling (MUDEC) Group .:: MUDEC GROUP ::.
  • Our Mission

    • Reducing poverty in our municipalities through encouraging gender equality and increasing citizen (End User) participation in democratic and governance processes.

Restitution Gender audit CEFAM

June, 2006
RESTITUTION OF GENDER
AUDIT CARRIED OUT BY CEFAM
29 to 30 June 2006
STRATEGIES! 2
TABLE OF CONTENTS
Introduction 03
Module I: Introduction to workshop 04
Module II Presentation of findings 09
Module III: Strategies to mainstream gender 13
Module IV: Action plan 18
Annexe 20
STRATEGIES! 3
Introduction
Considering the fact that sustainable development can be best achieved if development is human
friendly, which in turn calls for participation. Considering the fact that councils are charged with the
responsibility of ensuring the socio – economic and cultural development of local communities. This
brings to the limelight the importance of mainstreaming gender in council institutions and projects, with
the aim of ensuring an equitable participation of men and women in the development process of their
locality leading to good governance and effective democracy at the local level.
CEFAM being the sole government institution charged with the responsibility of training council
personnel and council administrators.
In order to improve upon its functioning CEFAM carried out a gender audit in Cameroon in 2003 and
today opted to invite other actors or partners in local governance for a restitution workshop.
This audit had as
Global objective:
To identify gender gaps/imbalances/ inequalities in Local Governance and make
recommendations for mainstreaming gender in CEFAM training programmes.
Specific Objectives:
To investigate gender issues in local government training;
To identify gender gaps in CEFAM and its outreach activities;
To determine what constraints/problems CEFAM faces in mainstreaming gender;
To identify gender gaps in local council activities and management;
To make recommendations for gender mainstreaming in local government training;
To propose a methodology for the development of an appropriate gender sensitive curriculum for mainstreaming gender into local government
Objectives of the restitution workshop:
To present the results of the audit to partners and decision makers Share experiences Identify strategies to mainstream gender in CEFAM as well as in councils Identify partners willing to participate in the implementation of strategies identified. This report presents the results of the restitution workshop
STRATEGIES! 4
Module I: Introduction of the workshop
STRATEGIES! 5
The restitution workshop started with words of welcome from the director of CEFAM, Mr. who started by giving words of appreciation to the participants present for honouring his invitation. He encouraged participants to use this opportunity to give their contribution which to him will help in improving upon the work done by the consultants of MUDEC who carried out the audit.
This was followed with the introduction of participants, whereby each participant had to give the
following elements:
o Name
o Organisation
o Function
1.2 Overall objective
The above restitution objectives were presented and validated by participants.
1.3 PROGRAMME
In order to achieve the global objective, the program below was presented to participants.
Module I Introduction to Workshop
Module II
Presentation of findings
Module III
Strategies to mainstream gender
Module IV Action plan for way forward
Module V Conclusion and evaluation
STRATEGIES! 6
1.4 TIME SCHEDULE
The following daily schedule was agreed upon:
Day 1 Day 2
Time frame Activities Time frame Activities
09h00 – 11h30  Welcome
speeches
 Introduction to
workshop
8h30 – 11h00  Restitution results
of group work
(continues)
 Action plan
11h30 – 12h00 Coffee break 11h00 – 11h30 Coffee break
12h45 – 2h30pm  Presentation of findings  Discussions Strategies to mainstream gender (groupwork)
11h30 – 1h30pm  Action plan Conclusion and evaluation
2h30 – 3h30pm Lunch break 2h00 —- Lunch Closing
3h30 – 4h30  Strategies to mainstream gender continues (group work) Restitution results of group work
STRATEGIES! 7
1.5 WORKING METHODS
To maximize understanding and participation STRATEGIES! uses a variety of methods as presented below. These methods were presented and discussed in plenary, to enable participants become familiar with them. Participation, fun, evaluations and visualisation are permanent and transversal principles, which run through out the entire length of the workshop.
1.6 SUCCESS CONDITIONS
In order to ensure harmony during the workshop, the following conditions were presented and validated by participants
• Be punctual
• Participate actively
• Nobody knows everything, and everybody knows something, so…
o Listen actively
o Respect one another’s ideas
• Turn off all cell phones

Working
Methods
E
V
A
L
U
A
T
I
O
N
VISUALISATION
F
U
N
Plenary
Group Work
PARTICIPATION

STRATEGIES! 8
1.7 VISUALIZATION RULES
To use visualization effectively as a working tool, facilitate reading and permit information management,
the following rules were presented to the participants:
• One idea per card
• 3 lines at most per card
• Write visibly
• Use the bold side of the marker
• Close markers after use
• Return marker at the end of the day
STRATEGIES! 9
Module II : Presentation of findings
STRATEGIES! 10
2.1. General presentation of the evaluation context
This module started with the presentation of the evaluation context which included the following elements:
• Objectives and expected outcomes
• Scope (focus, time frame, geographic coverage, subject of the study)
• Limitations and
• Methodology
NB for details of these elements please refer to the audit report
2.2. Strengths of CEFAM
CEFAM since its creation in December 1977 remains the sole government institution responsible for building the capacities of local administrators (both elected and appointed) and the rest of council
personnel. Based on the audit and other facts the following are registered as main successes or strength of CEFAM:
It focuses on improving local governance and promoting democratic practices at the base
At the time of the study, the institution was headed by a woman During the restitution CEFAM though headed by a man. he participated during the audit exercise and expressed his great concern in gender mainstreaming in local governance which is even further demonstrated through his doing everything to ensure that this workshop was organised. As well in his opening speech his position was quite clear – gender mainstreaming a means to achieve sustainable development.
Good mastering in the field of local governance An available and committed management team and staff
The institution holds and is currently playing a strategic role in the decentralisation process.
Not withstanding the following gender gaps or imbalances were presented as findings of the audit.
2.3. Gender gaps
Following are the gender gaps as presented by the auditors(which were either within or viewed by) and
classified under: CEFAM Councils Supervisory authorities Partners
STRATEGIES! 11
2.3.1 Gender gaps in CEFAM
Organisation and
management:
• The policies and strategies are gender neutral
• Only 2 out of 15 boards of
directors’ members are women (13.5%)
• Women form only 20% of management staff (during the study, presently all 5members of management team are men)
CEFAM staff:
• Only 2 out of 15 part time teachers are females
• Only 27.7% of permanent staff are women
• Women form 20% of staff on secondment
• Women mostly play support roles and occupy low status positions Curriculum:
• Courses offered were not gender sensitive
• Majority of staff are not gender sensitive
• There was no course on gender and development Trainees:
• 30% of trainees by 2003 were women Library:
• No books on gender and development Constraints faced by CEFAM
• Poor visibility of CEFAM(Marketing)
• Low female representation in councils
• Limited gender awareness
• Most mayors prefer male labour
• Low education of women
• Female council workers may lose their jobs when their husbands are transferred
• Male domination and hostilities
• The socialisation process; women believe in menial jobs
• Cultural factors: myths and beliefs about women
• Women’s triple roles
2.3.2 Gender gaps in councils Elected body:
• 23.9% of councillors are females
• Female mayors form 3.3% (11 out of 339 councils are headed by women) – presently we have 12 female mayors out of 339 mayors – 3.5% Staff:
• Very few women are found in decision making positions in councils
• Only 22.9% of management positions in councils are occupied by women
• Women form 32.2% ofcouncil staff
• Most female council staff are assistant to
• Women form the majority of council staff with no training Training:
• Decisions by mayors on whom to sponsor in CEFAM may not be gender sensitive
• Non of the council staff had a training on gender and development
• Council staff are not gender sensitive Difficulty faced by female staff:
• Family size may be a limitation for women (over 40% of council staff have 6 – 10 persons in the house
STRATEGIES! 12
2.3.3 Gender gaps at the level of the supervisory authorities.

Role:
• Appoints BOD and management staff
• Allocates and approves CEFAM’s budget
• Supervises
• Evaluates CEFAM Gender gaps:
• appoints mostly males for BOD and management positions
• budget allocation is not gender sensitive
• does not insist for a quota for female trainees
• MINATD’s policy on the constitution of list does not seem to be gender sensitive.
2.3.4 Gender gaps identified by Partners
International partners:
• GTZ – ADEC program
• PACDDU
• Helvetas Cameroon
• Friedrich Ebert Foundation
• SNV Gender gaps identified by these partners:
• Low education levels
• The women factor
• Political factor
• Socio-cultural factors
• The legal framework was not conducive
STRATEGIES! 13
Module III: Strategies to mainstream gender
STRATEGIES! 14
The following strategies to mainstream gender at various levels have been put together based on the results of the group work carried out by participants to identify strategies to mainstream gender and the recommendations provided by the consultants who carried out the gender audit.
3.1 Strategies to mainstream gender in CEFAM1
• CEFAM should develop and implement a gender policy which is reflected in all aspects of it’s daily functioning. Such a strategy could include the following: Level / strategies Key elements leading to strategies attainment Expected outcomes or results Organisation and management
• The number of female members in the board of directors be at least 40%
• Women should constitute at least 40% of management staff
• Board members and staff trained on gender
• MINADT should request for 2 persons from the ministries insisting that one should be a female
• Planned programs for gender sensitisation of management and staff
• MINATD should propose names of women for management positions
• Planned programs for gender sensitisation of BOD members
• CEFAM should put in place agender focal point
• Women’s representation increased
• BOD members easily allocate budget for GAD activities
• CEFAM’s policies and strategies are gender sensitive CEFAM staff:
• At least 40% of training staff be women
• At least 50% of support
staff be women
• Gender sensitisation and training program for CEFAM staff implemented.
• Request for more female staff
• More female trainees recruited
• Management can use informal means to advertise jobs
• Number of female staff increased
• CEFAM staff is gender sensitive Curriculum:
• A core course on gender and local governance be introduced
• Integrate gender in all courses offered in the curriculum
• Training manuals be developed on gender and local governance
• The library be updated with books on gender and related topics
• Gender orientation integrated into CEFAM’s curriculum
1 CEFAM’s main role is to propose and carry out effective lobbying for such a policy to be adopted by hierarchy at various levels)
STRATEGIES! 15
• Refresher courses on gender should be organised for different level of staff and clients Trainees (students):
• At least 40% of the intake into CEFAM should be reserved for female candidates,
• 40% regional balance be taken into consideration during intake into CEFAM
• Gender sensitisation programs for councils especially mayors
• More female students in CEFAM Budget:
• Gender budgeting
• Allocate budget for gender specific activities
• CEFAM’s program is gender sensitive
Marketing of CEFAM:
• CEFAM should develop and strengthen partnership with key institutions in and out of the country
3.2 Strategies to mainstream gender in councils Elaborate and implement gender policies Level / strategies Key elements leading to strategies attainmant Expected outcomes or results Elected body:
• National policy; political quota at 40/60
• Gender sensitisation and training program for elected officials
• Encourage and empower female mayors association
• Programs for more women to go in for elections be organised (Mobilise women candidates and voters for women candidates)
• Sensitise women to join politics in numbers
• Present gender alternating list
• Women head list and vie for mayors
• More women mayors
• Council programs are gender oriented
STRATEGIES! 16
Staff:
• Staff recruitment should be 50/50
• Capacity building on GAD for councils
• Create gender and local governance focal points
• Equal appointments to posts of responsibility
• FEICOM should give scholarships to female candidates
• Recommend more women for professional training – CEFAM
• Preference for admission and/or recruitment to female candidates
• More women in higher positions in councils
• Council staff is gender sensitive Projects and programs Ensure quantitative and qualitative participation at all levels of project cycle
• Gender promotion in communities by councils
• Build the capacities of women.
• Review cultural values Increased participation of women in council activities Council budget Implement gender budgeting
• Budgetary allocation for GAD activities
• Train related staff on gender budgeting Increased gender specific activities Contracts
• Increase representation in tender boards
• Award contracts to female entrepreneurs
• Tender boards be chaired by women Ensure women, have access to contracts by:
– Providing information
– Training
– Reviewing conditions and making them progressive More women have access to council benefits – contracts
3.3 Strategies to promote gender mainstreaming in councils
• Legalise quota of at least 30% representation
• Appointments are fixed at 4O% quota for BOD and management staff.
• Trainees quota be fixed at 55% for female candidate intake
• Gender sensitive budget within their various institutions; (15% budget allocation for gender specific activities)
• Gender unit or focal point created within these institutions
• Elaborate and implement gender policy.
STRATEGIES! 17
3.4 Strategies to promote gender mainstreaming in councils Local partners International partners Building capacities:
• Sensitise and organise training programs for women (leadership and management, existing laws, election process, cultural values, gender, income generating activities, etc.)
• Carry out sensitisation programs to the general public especially men for a change of attitudes (traditional rulers, political leaders,husbands)
• Organise refresher courses for female workers
• Lobby at the level of the government the change of unfavourable laws Building capacities through program support:
• Finance gender and local governance activities
• Provide scholarships to female students in CEFAM Supporting the creation of facilities
• Sponsor the production of manuals in gender and local governance
• Sponsor the creation of facilities to care for babies and children
• Sponsor the creation of shelter homes for battered women Technical assistance:
• Provide technical assistance During the workshop an exhaustive list of partners was identified in a working group. They were as follows: Partners International Local
• GTZ – ADEC program
• PACDDU
• Helvetas Cameroon
• Friedrich Ebert Foundation
• SNV Institutional:
• FEICOM
• MINDUH
• MINPLADAT
• MINDAF
• Public Work
• MINADER
• HEALTH
• UCCC
• PNDP
• Etc.
Private
• Enterprises
• Local NGOs
• Women forums and networks
STRATEGIES! 18
Module IV : Action plan
STRATEGIES! 19 Action plan
Key activities Actors Roles Resources Expected results
Appropriate time frame Develop gender and local governance training manuals CEFAM Coordinating manuals December 2006 SNV other partners (MUDEC)
– Technical support
– Content elaboration PNDP Financing Sensitisation and training of mayors Gender training for CEFAM Introduce acourse on gender and local governance Acquire documentation on gender Mobilisation for women political leadership Train council staff and councillors Due to time constraint a committee was set up to complete the action an plan. Following are members of the committee and their role. Follow –up committee Members: CEFAM, MUDEC, SNV, STRATEGIES MAYOR Konye Council Role: Finalise action plan and make it SMART Recommendation: Meet before the 15th of Jully, 2006
STRATEGIES! 20
ANNEXE
STRATEGIES! 21
Restitution of group work Strategies to mainstream gender
Group 1: In CEFAM
• Develop gender policy which is reflected in all aspects of CEFAM’s daily life (it was precised in plenary that CEFAM had to propose and lobby for such a policy to be adopted by hierarchy at various levels)
• Elaborate strategies to implement the gender policy Strategies:
• The number of female members in the board be at least 40%
• Women should constitute at least 40% of management staff
• At least 40% of training staff be women
• At least 50% of support staff be women
• Gender budgeting: allocate budget for gender specific needs
• At least 40% of the intake into CEFAM should be reserved for female candidates,
• 40% regional balance be taken into consideration during intake into CEFAM Curriculum:
• Specific and relevant courses on gender be included in the curriculum
• Refresher courses on gender should be organised for different level of staff and clients
• Introduce elements from users through a needs assessment Library:
• Documentation on gender be acquired for the library
• CEFAM should make itself better known and increase opportunities for women
• CEFAM should develop and strengthen partnership with institutions in the socialisation process. Group members: Fon, Minang, Njie, Bemoute, Pone Group 2: In Councils Elected:
• Sensitise women to join politics in numbers
• National policy; political quota at 40/60
• Present gender alternating list
• Women head list and vie for mayors
• Women should stop “PHD – put her down” syndrome
• Encourage and empower female mayors association
• Organise neighbourhood assemblies early enough
• Mobilise women candidates and voters for women candidatesEmployment:
• Staff recruitment should be 50/50
• Equal appointments to posts of responsibility Economic empowerment:
• Award contracts to female entrepreneurs
• Tender boards be chaired by women
• Create gender and local governance focal points
• Elaborate and implement gender policies Training:
• Recommend more women for professional training –CEFAM
• Preference for admission to female candidates
• Council staff training on gender and development Large family size constraints:
• Review cultural values
• Female staff be organised to meet up with societal roles Group members: Eshie N, Nalowa, Atemnkeng, Mbongale, Nlo, Djoujue
STRATEGIES! 22
Group 3: Supervisory authorities.
• Awareness raising
• Appointments fixed at 4O% quota for BOD and management staff.
• Gender sensitive budget; 15% budget allocation
• Trainees quota of 55% intake
• Legalise quota of at least 30% representation
• Gender unit or focal point created
• Elaborate and implement gender policy. Group 4: Partners. Local partners International partners Educational level
• Sensitise and train in specific fields
• Organise refresher courses for female workers
• Sensitise and train women on leadership skills in rural areas
• Sponsor training of female trainees in CEFAM and other specialised institutions
Women factors
• Sensitise and organise educational programs
• Train on leadership
Political factors
• Sensitise political parties
• Lobbying and advocacy
• sponsorship of female candidates
Socio-cultural factors
• Sponsor the creation of facilities to care for babies and children
• Sponsor and train the management of income generating activities
• Sponsor the creation of shelter homes for battered women
• Sponsor sensitisation programs to change attitudes of men, e.g. for traditional rulers, political leaders husbands, etc.
The legal framework
• Sensitise women on existing laws
• Lobby at the government to change unfavourable laws
Partners
International Local
• GTZ – ADEC
program
• PACDDU
• Helvetas
Cameroon
Institutional:
• FEICOM
• MINDUH
• MINPLADAT
• MINDAF
Private Local NGOs
Women forums
STRATEGIES! 23
• Friedrich Ebert
Foundation
• SNV
• Public Work
• MINADER
• HEALTH
• UCCC
• PNDP
PNDP:
The National Coordinator of PNDP expressed the possibility of her financing:
• The production of training manus
• Capacity building for mayors
STRATEGIES! 24
Recommendation from Experts
Recommendations Expected outcomes
CEFAM organisation and management
• MINADT should request for 2 persons from the ministries insisting on one should be a female
• Planned programs for gender sensitisation of management and staff
• MINATD should propose names of women for management positions
• Planned programs for gender sensitisation of BOD members Make provision for private candidates.
• Women’s representation increased
• BOD members easily allocate budget for GAD activities
• CEFAM’s policies and strategies are gender sensitive
• Gender orientation to CEFAM curriculum
• CEFAM puts in place a gender focal point CEFAM Staffing
• CEFAM should request for more female staff
• Management can use informal means to advertise jobs
• More female trainees recruited
• More female staff recruited Local government training
• Gender sensitisation program for CEFAM staff
• A core course on gender and local governance
• Training manuals be developed on gender and local governance
• Gender sensitisation programs for councils especially mayors
• The library updated with books on gender and others
• CEFAM curriculum is gender sensitive
• More female students recommended and sponsored by mayors Councils
• Capacity building on GAD for councils
• Programs for more women to go in for elections be organised
• Women should strategise into get to higher positions
• Council staff be trained on GAD and others
• Gender promotion in communities by councils
• Budgetary allocation for GAD activities
• FEICOM should give scholarships to female candidates
• More women become mayors
• More women in higher positions in councils Partners
• International partners should finance gender and local governance activities
• International partners should provide technical assistance
• International partners should sponsor the development of manuals
• International partners should give scholarships to female students
• More female students trained
• More people gender sensitised
• More women in strategic positions in local governance
STRATEGIES! 25
General evaluation
One thing I learned One thing I did not like Suggestion for improvement Need for us to be gender sensitive Sensitisation on gender issues is very important and necessary in local development The issue of gender in local governance How CEFAM functions Openness in discussions Mainstreaming gender is an appropriate strategy to improve local governance
Strategies in mainstreaming gender in development The woman must play a role in the economy and political life. No more domination Gender awareness Introducing a core course on gender in CEFAM will help to reduce gender gaps
Group work Participatory spirit Recognition of women’s capabilities

About CEFAM and gender implementation
Gender mainstreaming in local governance
The role of CEFAM Process to into CEFAM or to take part in the competitive examination
Definition of mainstreaming
Gender is a key issue to handle in decentralisation.
Over belabouring an idea thus losing consistency
The absence of many women Some expectations were unrealistic and not pointing enough
Time management
Absence of most partners
Long discussions on futile matters
Few mayors were present
Time management not the
best
Absence of time keeper
Time frame for the
workshop was too short
Indiscriminate speaker by
others when someone
has the floor
Time management
Absence of a time keeper
We must always keep in mind evolution in our social context Hope CEFAM accept suggestions
More females in other local institutions be invited More order and silence Adequate preparation of mayors in future workshops Be bilingual next time Guarantee presence and participation of key actors
The moderator should not give room to disordered participants The follow-up committee should create an activity on
the visibility of CEFAM Association the media Contact addresses for all participants Realisation of action plan Send out documentation beforehand Action plan be implemented Final document should be
sent to all concern Time management should be improved. More local and international partners be invited next time to take commitments
STRATEGIES! 26
List of participants