UN WOMEN MISSION TO UKRAINE

25-27 MAY 2017

POINTS FOR DISCUSSION REGARDING IMPLEMENTING GENDER EQUALITY AND

NATIONAL ACTION PLAN FOR WOMEN, PEACE AND SECURITY

INTO SECURITY SECTOR

SECTIONS

1. Biography – Commander Jennifer Wittwer, CSM, RAN

2. Underpinning Goal of Gender Equality and National Action Plan Implementation -Implementing Gender Equality And Gender Perspective

3. Input To 2016 Summary of The National Reports of NATO Member and Partner Nations To The NATO Committee On Gender Perspectives

4. UNSCR 1325 Reload – An Analysis of Annual National Reports to The NATO Committee On Gender Perspectives From 1999-2013: Policies, Recruitment, Retention And Operations Findings And Recommendations Interim Report

5. Key Principles and Recommendations from Australia’s Review Into The Treatment Of Women In The Australian Defence Force

6. Good Practices for Gender / Women’s Equality in Armed Forces

7. National Action Plan for Women, Peace and Security - Implementation – Key Thematic Areas

8. Example of Duty Statement for Gender Advisor Position – Joint Operations Command

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Section 1

BIOGRAPHY – JENNIFER WITTWER, CSM(COMMANDER, RAN)

POLICY SPECIALIST AND MILITARY LIAISON OFFICER – SEA AND PEACEKEEPINGPEACE AND SECURITY SECTION

UN WOMEN, NEW YORK

Jennifer is a senior maritime logistics officer and strategic human resources specialist in the Royal Australian Navy with over thirty-six years’ service.

Since 2009, Jennifer has worked extensively on cultural reform and gender equality in the military. She developed and implemented a workplace behaviour education program, a women’s leadership, mentoring and networking program, and the Navy Women’s Leadership Strategy 2012-2015 to further drive gender initiatives through Navy’s cultural reform program, New Generation Navy. In 2011, Jennifer was appointed the inaugural Navy Women’s Strategic Advisor to Navy’s senior leadership, and a member of the Chief of the Defence Force (CDF) Gender Equality Advisory Board.

In 2013, Jennifer deployed as a Gender Advisor to International Security Assistance Force in Afghanistan, and on her return to Australia in August 2013, she was appointed to lead the implementation of the Australian National Action Plan for Women, Peace and Security 2012-2018 into the Australian Defence Force. Jennifer has contributed to many community, academic, government and civil society programs and initiatives to advance the Women, Peace and Security (WPS) agenda nationally and internationally. This has included her participation from 2012-2015 in the annual NATO Committee on Gender Perspective conference in Brussels and as a Co-Director, from 2014-17, in a NATO research project on women’s participation in NATO armed forces.

Jennifer joined UN Women on a two year Australian-funded secondment in January 2017. She is responsible for supporting UN Women’s efforts to increase women’s participation in peacekeeping, addressing Sexual Exploitation and Abuse, and coordinating UN Women’s female military officers training. She provides technical expertise and support to country and regional offices, contributes to UN inter-agency groups on the protection of women and girls, and liaises with Department of Peacekeeping Operations, Department of Political Affairs, and NATO, on the integration of WPS into peacekeeping efforts.

Jennifer is a Fellow of the Australian Human Resources Institute and a Chartered Member of the Institute of Logistics and Transport. For her efforts in supporting the development and advancement of military women, Jennifer was the 3rd place Bronze winner of the 2010 Centre for Leadership for Women (ACWL) inaugural national Advancement of Women in the Workplace Award, and she was a finalist in the national 2011 Telstra Business Women’s Awards. Jennifer was appointed as a member of Women & Leadership Australia National

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Advisory Board – Advanced Leadership Program in September 2011, and in 2012, she became a Trustee of the RAN Relief Trust Fund.

Jennifer was awarded a Conspicuous Service Medal in the 2013 Queen’s Birthday Honours List for her dedication and services to promoting the advancement of women in Navy. On International Women’s Day 2014, Jennifer was recognised as a Defence Woman of Influence, and later that year she was a finalist in the national Westpac / Australian Financial Review 100 Women of Influence Awards. In 2015 Jennifer was appointed as a YWCA Respect Champion. In 2016 Jennifer was recognised in the 2016 edition of Who’s Who of Australian Women, and was appointed as an Ambassador for ACLW.

Jennifer has been awarded the NATO Afghanistan Medal, Australian Active Service Medal with Clasp ICAT, Afghanistan Medal, Defence Long Service Medal with Third Clasp, Australian Defence Medal and Returned from Active Service Badge.

Section 2

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UNDERPINING GOAL OF GENDER EQUALITY AND NATIONAL ACTION PLAN IMPLEMENTATION

IMPLEMENTING GENDER EQUALITY AND GENDER PERPSECTIVE1

1. What is gender equality?

Gender equality aims to promote the full participation of women and men in society.

Gender equality means equal access, equal treatment and equal opportunities to life chances by women and men.

Any effort to promote and pursue gender equality should be advancing human rights and as contributing to sustainable peace. Without gender equality, women and men cannot fully enjoy their human rights.

Gender equality = equality between women and men.

But...

Gender equality = men and women become the same.

Gender equality is not synonymous with sameness. It seeks to ensure that men, women, boys and girls enjoy equal rights, responsibilities and opportunities, regardless of whether they are born male or female. It also seeks to ensure equal visibility, empowerment and participation of both sexes in all spheres of public and private life. And it wants to ensure that women and men are not discriminated against based on whether they are male or female.

2. What is gender mainstreaming?

Gender mainstreaming is a strategy to achieve gender equality.Gender mainstreaming is about identifying concrete actions to promote gender equality. 1 Diagram themes courtesy of Institute for Security Studies

Gender Equality

Equal access

Equal treatment

Equal opportunities

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‘Mainstreaming a gender perspective is the process of assessing the implications for women and men of any planned action, including legislation, policies or programmes, in all areas and at all levels. It is a strategy for making women's as well as men's concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of policies and programmes in all political, economic and societal spheres so that women and men benefit equally and inequality is not perpetuated. The ultimate goal is to achieve gender equality.’

Gender mainstreaming

Incorporation of gender perspectives

Attention to the goal of promoting gender

equality

Gender analysis

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3. Using the

Gender Analysis Tree as a tool to help identify and analyse gender discrimination and inequality.

Steps to identifying and analysing gender discrimination and inequality.

Section 3

INPUT TO 2016 SUMMARY OF THE NATIONAL REPORTS OF NATO MEMBER AND PARTNER NATIONS TO THE NATO COMMITTEE ON GENDER

PERSPECTIVES

Sex disaggregated data and information

WHAT?

Data analysis (interpretation of

data)

WHY?

A gender perspective

(analysing causes and consequences

of differences)

SO WHAT?

Step 1: Determine various types of gender discrimination and inequality

Step 2: Determine the root causes of, and factors contributing to, gender discrimination and inequality

Step 3: Determine the effects and consequences of gender discrimination and inequality

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Specific Policies and/or Legislation Related to the Implementation of Gender Perspectives in the Armed Forces Enforced during 2015

In 2015 Ukraine started to work on its 1st National Action Plan on the implementation of UNSCR 1325 which was adopted in February 2016.

Quotas

Women constitute 8% of the Ukraine Armed Forces.

The Ukrainian Armed Forces have a quota system set up by the “List of positions that can be occupied by women” approved by the Ministry of Defence (MoD)

Restrictions on the Incorporation of Women in the Armed Forces

There are restrictions on the incorporation of women in the Ukrainian Armed Forces. Restrictions include submarines, mine clearance, Special Forces and divers and are identified in the “List of positions that can be occupied by women”.

Enlistment Requirements

Enlistment requirements are the same for men and women. There are no specific policies to promote the recruitment of women

Retention Policies

Ukraine has legal and social policies for the protection of military personnel and members of their families. There are no networks to support women in the military. The MoD has started to review retention policies to encourage more personnel to join the army, especially in the Eastern part of the country

Military Equipment, Facilities and Uniforms Adaptation

Military equipment and installations are the same for both sexes. Daily service uniforms are adapted for women and include different headgear. Combat uniforms are the same for men and women.

Parental Rights

Legal social support is given to mothers during pregnancy and both parents of a new-born child. Parental leave is optional and it is transferable between parents. It is up to three years after the birth of the child and it is partially paid. When the child is born, parents receive financial support from the State. Maternity leave is three months and mothers enjoy an additional four weeks’ leave after the birth of the child. There are no specific programmes or policies to support the work-life balance of military personnel. Part-time employment is not allowed and there are no specific measures to support parents when

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both are members of the armed forces. Single parents receive support for service duties. Child-care policies include provisions to protect parents from deployment, extra weeks of paid maternity/paternity leave and policy on duty assignment, night duties and overtime work

Prevention of Sexual Harassment and Sexual Abuse

There are no strategies or programmes to prevent sexual harassment and sexual abuse. There is no personnel to deal with and report sexual harassment, but investigators are available. In 2015, no cases of sexual violence were reported in the Ukrainian Armed Forces.

Gender Education and Training

The Ukrainian Armed Forces have no gender-related training programme. Gender is a topic in operational planning and it is included in pre-deployment training and exercises

Section 4

UNSCR 1325 RELOAD – AN ANALYSIS OF ANNUAL NATIONAL REPORTS TO THE NATO COMMITTEE ON GENDER PERPSECTIVES FROM 1999-2013:

POLICIES, RECRUITMENT, RETENTION AND OPERATIONS

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FINDINGS AND RECOMMENDATIONS

INTERIM REPORT2

In 2014, Rey Juan Carlos University in Spain and the Australian Human Rights Commission, in collaboration with the Australian Defence Force, launched the project UNSCR 1325 Reload: An Analysis of Annual National Reports to the NATO Committee on Gender Perspectives from 1999-2013: Policies, Recruitment, Retention & Operations. The project is supported by the NATO Science for Peace & Security (SPS) Programme.

The main objective of the UNSCR 1325 Reload Project is to map the current situation of women within the armed forces of the NATO member states using data provided by each NATO member state in Annual National Reports provided to the NATO International Military Staff (IMS) Office of the Gender Advisor. In doing so, the project will also map the current level of implementation of UNSCR 1325 through monitoring and evaluating the evolution of the status of women in the armed forces of NATO member states from 1999 to 2013. A final goal of the project is to provide recommendations and best practices with a view to improving the status of women in the armed forces.

Key findings on gender integration in the Armed Forces of NATO Members:

National legislation and policies : All NATO members accept women into their armed forces, however seven members still limit full access for women to all positions. Within these seven countries, positions not open to women include combat roles and positions on submarines. Excluding the seven countries that still limit full access rights to women, the average year in which the remaining NATO members granted full access rights to women was 1999. On UNSCR 1325 and related Resolutions, a total of 17 NATO members have developed a National Action Plan to support implementation.

Human Resources : Between 1999 and 2013, NATO members rapidly increased their focus on recruitment and retention policies for women in the armed forces. In 1999, 26% of NATO members were reporting equal enlistment processes (identical competency and physical tests) for men and women; by 2013, this number had increased to 93%. Another positive trend was the creation of dedicated positions or departments supporting gender integration in the armed forces; by 2013 almost half of NATO members had such entities in place. A similar trend was noted for the creation of women’s professional networks, which are now present in over half of NATO member states. According to the research, very few NATO members were reporting on work-life balance actions within the armed forces – an area of known importance to women.

Gender in Operations : It is widely recognized that the implementation of a gender perspective can increase operational effectiveness as well as mission success. In

2 Final Report due in 2017

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recent years, NATO has successfully established policy frameworks, gender advisors, gender focal points and gender enablers to improve the integration of a gender perspective in military operations. By 2013, 75% of NATO members mentioned gender training in the national reports, compared to only 11% in 2002. There has also been a steady increase in the number of gender advisers and in 2013, 43% of NATO members reported to have gender advisers. However, only 18% of NATO members had deployed gender advisors by 2013.

Sexual Assault Prevention : Sexual assault remains a significant challenge for armed forces all over the world, and strong prevention mechanisms would act as a catalyser to increase women’s participation in the military. There remains a public perception that the issue of sexual assault within the military could have a significant impact on overall recruitment and retention of women. Accordingly, there is a strong focus by countries, including many NATO member states, to develop and implement policies and programmes to prevent and respond effectively to sexual assault within the armed forces. Though important actions have taken place in NATO member states regarding Sexual Assault Prevention, a lack of available data and transparency on the issue limits the information available for analysis. Providing more information on this issue should be in focus for NATO members in the future.

Preliminary Recommendations:

A gender perspective should be a holistic framework . Progress on this issue cannot depend upon action being taken in just a few areas; it will require action across a broad range of areas. An efficient strategy will require action in various dimensions, including: legislation, recruitment, retention, career development, work-life balance, sexual assault and harassment prevention.

The military should reflect society . It is important to promote gender integration and diversity to improve efficiency and operational effectiveness.

Development and implementation of National Action Plans (NAP) on the implementation of UNSCR 1325 would enhance progress. National Action Plans should include aspects specific to the armed forces, including the allocation of funds and monitoring procedures. Beyond a NAP, the armed forces of NATO members should also consider the developments of roadmaps and other strategy documents to both implement and measure gender integration in the armed forces.

Slow progress means lost opportunities : The Women, Peace and Security discourse acknowledges that women are an untapped resource for promoting and maintaining international peace and security. For NATO members, slower progress on integrating gender and increasing female participation means that many opportunities will be lost, such as terms of capabilities.

More research is needed : To better understand gender integration in the armed forces and to better measure progress for women in the armed forces it is crucial

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that actors continue to provide data on the status of men and women within the military. Moreover, it is essential that organizations have the capacity to analyse data for monitoring purposes.

Change requires leadership : The representation of women within the armed forces of NATO members is increasing, but at a slow pace. If change is to increase at a faster pace, the commitment of leaders will be required at all levels.

Improving results together : One interesting finding from the research was that when a new country joined NATO, membership appeared to have a positive effect on future gender integration. For example, when NATO welcomed seven new member states in 2004, the overall percentage of countries with gender-related recruitment and retention strategies fell. However, after a few years the overall percentage began to increase again, suggesting that NATO membership had a positive effect on gender-relevant policies in new member states. This preliminary research implies that NATO membership can help to raise the pro le and importance of gender integration among members. NATO should more actively serve as a platform, for both NATO and partner countries, to share lessons and progress on gender integration in the military.

Recruitment policies : should consider the utilisation of social media mechanisms to appeal to young people and facilely reach a larger pool of qualified candidates.

Section 5

KEY PRINCIPLES AND RECOMMENDATIONS FROM AUSTRALIA’S REVIEW INTO THE TREATMENT OF WOMEN IN THE AUSTRALIAN DEFENCE FORCE

1. Strong Leadership Drives Reform

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Military leaders must actively demonstrate a strong and visible commitment to increasing the representation of women in their forces. Senior leaders should champion reform and must communicate the message throughout all ranks. A gender inclusive military is one that includes a broad range of talent and skill and is therefore a stronger and more capable military.

2. Diversity of Leadership Increases Capability

Military leaders should closely examine career paths and develop a range of strategies that will enhance women’s opportunities to enter leadership positions. e skills and different life experiences that women bring to leadership will enrich and strengthen decision-making and increase capability.

3. Increasing Numbers Requires Increasing Opportunities

Military leaders should develop, implement and evaluate a range of targeted recruiting strategies designed to increase the number of women across the Services. Strategies that create opportunities for women to enter combat roles and, in particular, those roles that feed into leadership positions, should also be developed, implemented and evaluated. Women entering combat and other areas that are predominantly male dominated should be actively supported. The environments into which women enter must be appropriately briefed and trained, and both leadership and the team must be fully engaged and educated about how they can contribute to effective performance in mixed gender environments.

4. Preventing Early Separations Will Strengthen Militaries

Military leaders should develop and implement targeted strategies designed to retain members and prevent their unnecessary separation from the armed forces, particularly women who may feel compelled to leave because of caring responsibilities.

5. Gender Based Harassment and Violence Ruins Lives, Divides Teams and Damages Operational Effectiveness

Military leaders should implement strong, evidence-based measures that prevent violence and harassment against women in the military. Leaders must adopt a zero-tolerance approach to sexist and demeaning attitudes

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and behaviours. Perpetrators must be held to account and women supported so that they can confidently report any harassment or violence committed against them and be assured that action will be taken. In such cases, the women’s wishes should be at the forefront of any action and decision-making.

6. A Transparent and Accountable Military is a Strong and Confident Military

Military leaders should ensure accurate and current data is gathered that shows trends in relation to women’s representation and their experience in the military. Use of this data will inform leadership action, allow for the identification of any obstacles and the development and implementation of appropriate strategies to address these obstacles. Publication of this data will enhance military transparency and accountability and in so doing contribute to strong and confident forces.

Section 6

GOOD PRACTICES FOR GENDER / WOMEN’S EQUALITY IN ARMED FORCES

THEMATIC AREA ACTIVITY COMMENTS

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Leadership

Clear and concise support for women’s equality by senior leadership – government and security sector

Public statements supporting equality, revision and removal of discriminatory practices, special measures to ensure equity:

Business / strategic plans Planning and operational

directives Media releases

Male Champions of Change

Senior leadership across government and security sector engaged and collaborating towards goal of gender equality

Career support / participation

Networks Mentoring, women’s groups, advisory councils (equal employment opportunity), gender networks, ‘Lean In’ circles, associations to support spouses and families

Gender policies and strategies / action plans

All aspects of women’s employment including peacekeeping; quotas for women’s participation (e.g. Japan – 9% (currently 5.4%) by 2030); nil restrictions on employment categories; reviewing all policies to ensure equality and nil discrimination based on gender; specific retention policies for women; equal opportunity legislation; protocols on professional gender parity

Formation of implementation bodies to address women’s under representation and inequality

E.g Advisory Boards (Australia, Spain) and Gender Adviser to Chief of Defence Force (Australia) (and single service Gender advisers / gender focal points); gender adviser networks across government agencies

Retention policies Talent management and competence development programs; chaplain, psychological and social services

Promotion Evaluation boards considers gender representation in each rank level (quota system)

Equipment and infrastructure

Adapted for both genders to meet different needs

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Parental, maternity and paternity leave and rights

Between 2 weeks and 3 years; legal and social support; employment limitations for women

Child care Emergency care and support; social services; policies to support breastfeeding mothers on duty

Part time employment Flexible working hoursSingle parents Legal and social services supportExit surveys

RecruitmentSpecial initiatives to target women’s participation

84.6% positions open to women but only 20% policies directly targeting women; specific women-only recruitment campaigns; gender marketing material to highlight role of women

Quotas for women’s recruitment

Female applicants given preference over equally qualified males

Opening up all roles to women

Maximize available talent from recruiting pool

Prevention of and addressing sexual harassment and sexual abuse

Programs to address sexual harassment

79% programs; >60% reporting mechanisms, strategies to prevent, support servicesE.g.: SEMPRO (Australia), OP HONOUR (Canada), Special Counsellors (Denmark) Protection Units (Spain)

Safe reporting mechanisms; restricted and unrestricted

Sex disaggregated data

Trained personnel to support complainants

Designated Contac persons (Ireland)

Gender in military operations

NAP UNSCR 1325 17/28 NATO membersWomen’s participation 6.4% (of NATO members)Gender in pre-deployment training

92.3% (of NATO members)

(Trained) Gender advisers and Gender Focal Points

63%;30.8% (33 GA deployed by NATO in 2015; 57 GA deployed by NATO partner nations in 2015). Highest increase in trained GA Finland and Australia. 21 / 28 NATO members have GA (8/9 partner nations.

GA frameworks in MOD to implement gender equality / gender perspective / UNSCR 1325.

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Create positions and duty statements

Gender training programs

76.9% - NCO and officer basic and advanced courses, pre-deployment training, senior officer courses, staff and leadership courses; gender focal point courses, military universities, academies, peacekeeping centres, national security colleges; conferences in collaboration with academia and civil society, key leader seminars, NATO ADL courses, Nordic Centre for Gender in Military Operations (Sweden)

Gender perspective in military operations

NB Not yet a well understood or implemented operational planning concept

Operational planning courses; pre-deployment training; junior officer / NCO courses

Leadership / Focal point for NAP UNSCR 1325 implementation

Director National Action Plan for Women, Peace and Security (Australia and New Zealand); Joint Council on Gender Perspectives (Italy); Directorate of Operations (Netherlands)

Security sector implementation plans for NAPs

Develop an implementation plan for NAP strategies:

Communication strategy Working group Civil society representation Key stakeholders

Leadership Clear and concise support for women’s equality by senior leadership – government and security sector:

Planning and operational directives

Gender annexes to operational plans and orders

Strategic direction Concept of operations Military doctrine Operational guidelines Exercise planning / conduct /

directivesEngage with civil society Annual dialogues to check

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progress of NAP implementation Representation on working

groups Diaspora workshops Attend civil society seminars /

conferences

Section 7

NATIONAL ACTION PLAN FOR WOMEN, PEACE AND SECURITY IMPLEMENTATION – KEY THEMATIC AREAS

KEY TAKEWAYS:

• Government is committed to global implementation of UNSCR 1325 in support of gender equality and women’s empowerment

• The NAP is a whole-of-Government response to UNSCR 1325 with security sector a significant contributing agency

• A military response should align with NATO and UN policy and implementation

• Gender perspective contributes to operational effectiveness

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Key action areas (per NATO Action Plan on WPS):

• Gender perspective in planning and conduct of NATO operations• Responses to conflict-related sexual and gender based violence• Provision of trained troops and experts on gender issues• Better gender balance in NATO-led forces• Promotion of women’s equal participation in armed forces• Training and education in gender / UNSCR 1325• Gender Advisors • National initiatives through National Action Plan

Key NAP strategies (across UNSCR 1325 pillars):

• Integrate gender perspective into policies on peace and security• Embed the WPS agenda in human resources management of Defence, police and

deployed personnel• Support civil society to promote equality and increased women’s participation• Promote WPS implementation internationally• Coordinated and holistic approach domestically and internationally

Key actions across NAP strategies:

• policy frameworks consistent with intent of WPS• train to enhance competence and understanding• opportunities for women to deploy, leadership roles• mechanisms for reporting of complaints of sexual and gender-based violence (SGBV)• support efforts to end impunity for SGBV violators• support local or international efforts to prosecute perpetrators of SGBV• foster civil-military cooperation• information sharing within and between Government agencies• promote women’s involvement in development of institutions, e.g. judiciary, security

and governance

KEY TAKEWAYS:

• Government is committed to global implementation of UNSCR 1325 in support of gender equality and women’s empowerment

• The NAP is a whole-of-Government response to UNSCR 1325 with security sector a significant contributing agency

• A military response should align with NATO and UN policy and implementation

• Gender perspective contributes to operational effectiveness

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• support women experts, special envoys, commanders and senior officials to promote high level consideration of gender issues

• protection of rights in bilateral and multilateral discussion on protection of civilians• support capacity building of local women through leadership and participation• participation and protection of women through female engagement and gender

advisors

Key Thematic Areas (that encompass actions):

• Policy and doctrine: key strategic guidance and operational planning documents and processes

• Training

• Development of research products

• Increasing deployment and leadership opportunities for women

• Developing Gender Advisor and female engagement capability

• National and international engagement

Section 8

EXAMPLE OF DUTY STATEMENT FOR GENDER ADVISOR POSITION – JOINT OPERATIONS COMMAND

Role. To advise Commander Joint Operations on gender issues. To ensure integration and a common understanding of UNSCR 1325 and gender dimensions.

Duties . The duties of the position will include:

a. Directly support Commander and Principle Staff Officers in planning, conduct and evaluation of operations and exerc ises by integrating gender dimensions and UNSCR 1325 awareness into processes and procedures.

b. Provide advice on information and guidelines related to UNSCR 1325 gender perspectives.

c. Establish and oversee a system of gender awareness education and training programmes throughout Joint Operations Command and Joint Task Forces, including during Force Preparation.

d. Establish, support and manage a network for Gender Field Advisors within Joint Operations Command.

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e. Proactively work with the focal point for implantation of National Action Plan for Women, Peace and Security, providing input and operational level reporting as required.

f. Proactively engage with equivalent operational level organisations in the UN, NATO, OSCE, EU, ICRC, NGOs and international women's organisations to facilitate sharing of information during peacetime, crisis operations and during exercises.

g. Provide input to force generation and manning conferences, operational updates, staff meetings, periodic and post operation reviews about issues related to UNSCR 1325 and gender perspectives.

h. Provide Commander, planners and deployed commanders with gender and UNSCR 1325 assessments (e.g. cultural issues which may impact operations effectiveness, intelligence, etc.) in areas of operation.

i. Support Commander in any inquiry or investigation concerning any incident or an allegation of violence rape or other forms of sexual abuse.

k. Cultivate relationships and liaise with all elements of Joint Operations staff to facilitate integration of UNSCR 1325 and gender perspectives. Specific areas include:

(i) J5/J7: Shape creation of deployment positions to ensure appropriate gender representation, and Gender Advisor positions.

(ii) J2: Highlight gender issues which may impact intelligence collection or production and Civil Military Cooperation activities.

(iii) J5/J3: Provide assessments (e.g. local cultural sensitivities about women and gender) and analysis, to support the operational planning process.

(iv) J4: Advise on related medical and logistics aspects.

(v) J7: Provide guidance regarding embedding UNSCR 1325 and gender awareness scenarios into exercises.

(vi) J8: Provide advice on assessment of progress on gender issues.

(vii) J1. Support J1 in maintaining an up-to-date overview of the number and positions of women deployed on NATO operations and missions.

Competencies.

Rank OF4/5

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Staff and Command CourseGender Advisor course (NATO)Operational experience in ADF, NATO or UN missions

Additional in-theatre requirements:

Provide operational planners with advice on gender integration in accordance with UNSCR1325 and related resolutions.

Coordinate and provide inputs to tactical, operational and strategic planning and products under the direction of the senior gender advisor.

Provide in-theatre training on UNSCR 1325 and related resolutions, focussing on the impact of gender related issues on the conduct of the

mission.

Coordinate the conduct of Train Advise Assist activities in the Ministry of Interior, Ministry of Defence and National Security Agencies in close consultation with partners from the international community and NGO sector.

Conduct Key Leader Engagements with local Key Leaders about gender.

Together with the senior gender advisor coordinate the gender advisor and focal point network within and across mission.

Write the Quarterly Strategic Assessment Report Annex on the implementation of UNSCRs 1325, 1612 and related resolutions and additional reports as required.

Liaise, coordinate, maintain situational awareness, gather information and enhance relations in consultation with civil society, IO's NGOs and Governmental bodies working on gender-related topics.

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