This Review (Chapter 3) underlined weaknesses in management and co-ordination of PAR related strategies. Sound co-ordination increases the likelihood of achieving desired outcomes and impact. Collaboration and co-ordination allow for a comprehensive understanding of the problem, effective utilisation of resources, and greater implementation capacity. It enables policymakers to leverage the strengths and expertise of various stakeholders and mobilise collective action towards shared goals. Co-ordinated strategies are more likely to result in sustainable and long-lasting outcomes by addressing the underlying causes of a problem and considering its broader implications. This is particularly true for cross-cutting strategies involve multiple sectors or government entities working together towards a common goal.
In light of the aforementioned observations, this Scan aims at assessing the Palestinian Authority's adeptness in managing and co-ordinating sectoral and cross-cutting strategies. It has involved, through an institutional review, the Ministry of Women Affairs (MoWA), the Ministry of Social Development (MoSD), the Ministry of Education (MoE), and the Prime Minister’s Office (PMO). Within this context, and on behalf of the request of the PMO, the focus of the investigation centred on the Cross-Sectoral Gender Strategy (CSGS) as a pivotal lens through which the OECD has appraised the Palestinian Authority's prowess in co-ordination. This effort aligns seamlessly with the broader scope of reviewing public administration reform, where the capacity for effective co-ordination forms a critical linchpin.
Among the global community there is growing awareness that gender equality is a cornerstone of inclusive growth. Gender-balanced leadership and gender-responsive policymaking are more likely to ensure that the benefits of growth are shared equally. Women’s full involvement in decision-making and agenda-setting are crucial for adequately reflecting the priorities and needs of all members of society. It also contributes to generate greater trust of citizens in public institutions. Governments continue to face challenges in ensuring that gender equality initiatives are effectively implemented. To be successful, governments need effective governance mechanisms, and sound public sector capacities to ensure effective implementation of gender equality initiatives.
The 2015 OECD Recommendation of the Council on Gender Equality in Public Life OECD/LEGAL/0418 (OECD, 2015[1]) provide a clear path for making governments, public administrations, legislatures, and judiciaries more aware and responsive to the perspectives, interests and needs of both women and men (see Box A C.1). To implement a whole-of-government gender equality and mainstreaming strategy, a strong institutional framework and co-ordination mechanisms must be in place, made up of institutions equipped for promoting gender equality in an effective and co-ordinated manner. When these institutions, policies and programmes fully integrate gender into their work, they produce better and more equitable policies for men and women, contributing to good governance (OECD, 2018[2]).