||The MWGE to make a decision for a potential next stage whether it should scale up, scale out and/or scale deep, and decide what these approaches would mean in the given context, what is feasible, and at what level. The options are not mutually exclusive but require strategic decisions on where to invest resources and how to best leverage entry points and maximize efficiency and cost-effectiveness within the programme. Options include:
- scaling up by using similar approaches as in the previous phases of MWGE, but increasing the number and/or type of beneficiaries reached, and/or focusing on achieving change ‘at scale’ by ensuring better institutional uptake by national and regional actors (see also recommendation 3 below on institutional uptake);
- scaling out by taking similar approaches as used up to now, but running these in parallel with new additional implementing partners in new communities/new beneficiaries and/or in other countries in the region; and/or
- scaling deep by engaging in the communities, with the partners and beneficiaries who have been in the focus of the intervention to date, and in new communities, but seeking to deepen the processes of change and to consolidate gains of previous phases, especially in the face of continuing economic crises and resistance to gender equality.
||Consult with MWGE team, wider UN Women COs, in-country stakeholders and forthcoming donor(s) in conducting a cost-benefit exercise modeled upon a range of implementation combinations (scaling-up vs out vs deep). This exercise should be accompanied with a costing exercise and a rethink of budget allocation per country based on the scope and focus, as well as on purchasing power in-country. These materials should then be pivoted towards more systematic resource mobilization, further endorsed by drawing on knowledge products and key results from Phase II. The latter exercise should be underpinned by a MWGE resource mobilization strategy – and aligned with the broader ROAS equivalent. Finally, seek commitment for core resources at ROAS and CO levels to be used to implement the strategy.
A detailed review of the effectiveness and efficiency of staffing at all levels (implementing partners, COs, ROAS) of Phases I and II should also be carried out to review of staff time use and budget allocations, job descriptions, contract modalities, tasks and responsibilities, as well as lines of accountability to improve future efficiency and avoid over-burdening of staff. Furthermore, lines of accountability should be revisited to ensure a matrixed supervisory arrangement toward ROAS and the MWGE Programme Manager rather than having national-level MWGE staff only accountable to the country representative.