Session 4 - Documentation of Gender Equality Results in ADB Operations

8/13/2019 Session 4 - Documentation of Gender Equality Results in ADB Operations

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Documentation of Gender Equality Results in ADB

Operations

A Presentation by Dr. Sujata Basu, Social Development Consultant

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The views expressed in this paper are the views of the authors and do not necessarily reflect the views or policies of the Asian Development Bank (ADB), or its Board of Governors, or the

governments they represent. ADB does not guarantee the accuracy of the data included in this paper and accepts no responsibility for any consequence of their use. The countries listed in this

paper do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.


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GENDER: A MISNOMER

The word gender is often used imprecisely

as a catch-all term.

COMMON PERCEPTION: ALL WOMEN ACTIVITIES

THIS PROJECT IS PURELY INFRASTRUCTURE, CIVIL WORKS.....LESSSCOPE FOR WOMEN/GENDER ACTIVITIES

INFRASTRUCTURE FOR WHOM??? WHO ARE THEBENEFICIARIES???

WHAT ABOUT TARGETED INTERVENTIONS, if any ???

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GENDER: A MISNOMER



Common Perception: All Women Activities

Women are there as labours during construction phase---Ask how many

vis a vis men???

Cant Say. Data not Available

What has been the working conditions of those women vis a vis men

labours during construction?.......Any idea about safety measures,

working environment, equal wages???

Common Answer: Cant Say. Data Not Available

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GENDER: A MISNOMER




What about staff in PIU/PMU? How many women and men in Technical

and non technical positions?

Work Environment and Conditions(Separate Washroom, Flexible working

hours)

Safety measures,

Equal opportunity and pay???


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GENDER: A MISNOMER




ANY IDEA ABOUT GENDER CATEGORIZATION OF THE PROJECT?

Common Answer: Cant Say.

At Times: Refer to RRP Document

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GENDER: A MISNOMER




AVAILABILITY OF BASELINE DATA

IS THE DATA GENDER DISAGGREGATED???

Whats that and for what???


At Times: Some Data is there but do not know whether Gender

Disaggregated

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GENDER: A MISNOMER




GENDER SENSITIZATION, AWARENESS TRAINING PROGRAM ATTENDED

SO FAR

OR

CONDUCTED FOR PMU/PIU STAFF


At Times: May be one or two but not sure whether gender training or not

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Lets Decipher the word Gender:

Gender does not mean' women or girls although the word is frequently used as

shorthand for women, womens

empowerment, womens human rights, or,

more broadly, for any initiative that is geared

towards girls or women.

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In broad terms, gender defines and differentiates whatwomen and men, girls and boys, are expected to be anddo(their roles, responsibilities, rights and obligations).

To differing degrees depending on the cultural context,gender can condition what these different groups areexpected to think and feel (e.g., their preferences, hopesand the nature and extent of their aspirations). Gender alsogoverns how girls, boys, men and women are expected torelate to one another. It is a key determinant of who does

what, who has what, who decides and, importantly, whohas power.

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Gender equality means that women andmen, girls and boys, enjoy the same rights,resources, opportunities and protections.

It also means that girls and women have agency to use those rights, capabilities,resources and opportunities to make

strategic choices and decisions about thecourse of their lives.

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Merely working with girls and women does not necessarilyadvance gender equality or the empowerment of girls andwomen.

Many think that because their programme caters to girls orwomen, they are taking a gender perspective and/orpromoting equality. In fact, an effort can be gender-blindeven when women are the target group if it fails to accountfor questions related to the gender division of labour (Whodoes what?), access to and control over resources (Who haswhat?), and power imbalances between women and men

(Who decides?).

EX. Girl-friendly Toilet with Napkin Incinerators in Kerala

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OperationsFor the most part, equality between women and mencannot be achieved by providing them the same set ofservices, opportunities and protections, delivered in thesame ways.

Equality of opportunity often will not create equality ofoutcomes given the significant disadvantages and statusdifferentials that girls/women face. Targeted interventionsthat promote the empowerment of girls and women areoften a precondition for true equality. For example, quotashave served as effective affirmative action for promoting

the participation of girls and women in public forums.

For Ex.: Panchayati Raj System, Women member quota inPani Panchyats in Chhattisgarh.

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Thus, Gender equality is not a womens issue alone:The issue of men in development is critical becauseending womens subordination involves more thansimply reallocating economic resources it alsoinvolves redistributing power. There is a strong case tobe made that transformed gender relations will

benefit men as well as women in terms of overallfamily income, for instance, or mens emancipationfrom imprisoning expectations and stereotypesconcerning masculinity.

It is important, however, to emphasize that men willhave to relinquish some economic, political and socialpower if women are to have their fair share of it.

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Gender is addressed in many organizations as a cross-cuttingissue. There are so many cross cutting issues such as HIV/AIDs,Environment etc. From an operational standpoint, makinggender a cross-cutting issue can render it institutionally

homeless.

Also, by making gender mainstreaming everybodys job, it caneasily becomenobodysjob.

It requires sensitized and informed team approach. Gendermainstreaming is a continuous process to achieve genderequality.

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During the assessment phase, identify gender gapsthrough the use of sex and age-disaggregated data andgender responsive data collection methods.

During the analysis phase, perform agender analysis, anin-depth evidence based examination of the ways inwhich gender inequality is reproduced, including theinfluence of gender relations, roles, status, inequalities

and discrimination in legislation and policies, as well asaccess to and control of resources.

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Gender analysis is the cornerstone of gender mainstreamingand arguably the most useful tool available to organizationsseeking to promote equality between men and women,though their regular programmes. It helps to ensure thatprogramme design is informed by facts and analysis rather

than by untested assumptions.

A sound gender analysis and systematic use of its findingsthroughout the programme cycle make initiatives moreeffective and more likely to advance equality.

Gender analysis tells us, in essence, who does what, who haswhat and who decides.

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Good Practice to Develop Effective Project GAPs

Undertake quality social and gender analyses.

Identify constraints to participating and benefiting women

and men.

Develop strategies for each loan component to ensure that women

and men participate and benefit.

Revisit gender design strategies at inception to develop a detailed

GAP.

GAPs are essential roadmaps for project implementation.

GAPs need to be tested and reviewed early in implementation.

Detailed activities, targets, resources, and responsibilities for

implementation need to be identified.

GAPs must be fully owned and understood by the executing

agency.

Use a participatory and flexible approach to developing the GAP.

A strong rationale that is directly linked to overall project objectives

is needed for targeting and working with women.

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Identify realistic targets linked to loan objectives.

Targets and strategies should enable step-by-step progress

bringing incremental changes and challenging culture without

threatening it.

Linking targets to loan objectives helps all stakeholders to

understand the rationale for focusing on women.

Targets facilitate monitoring of participation and benefits.

Include gender capacity building in the GAP.

Both formal training and ongoing support and mentoring are

needed for developing skills, ownership, and commitment.

Provide adequate skills and resources for GAP implementation.

Long-term gender specialists in the executing agency and/orproject team and adequate resources have ensured that GAPs

are implemented.

Nongovernment organizations contracted to implement project

activities should have a demonstrated gender capacity.

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Monitor and follow up gender-related targets and activities.

Systematic follow up is needed to ensure that policy reforms

and GAPs are implemented. Routine monitoring and reporting

promotes good results.

Gender sensitive indicators and gender-related risks must be

included in project logical frameworks.

Use loan covenants tranche release conditions in program loans.

Tranche release conditions in program loans helped achieve

positive gender equality policy reforms in governance policy loans.

Implementation of GAPs and/or strategies should be included as

an assurance and/or loan covenant with reference to specific GAP

elements such as activities and targets forwomensparticipationand access to project resources.

Loan covenants increase the likelihood that executing agencies,

project teams, and the Asian Development Bank will monitor the

implementation of the GAP and gender-related results.

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CHALLENGES IN GAP IMPLEMENTATION

Limited knowledge and understanding of existing government policies

on gender equality and lack of incentives to achieve gender based

objectives.

Lack of full time gender specialists.

Lack of Ownership.

Lack of leadership support.

EAs reluctance and insufficient allocation of project resources for GAP

Implementation.Weak gender expertise and monitoring mechanism lead to limited

reporting on GAP implementation and results.

Lack of Training Program, capacity development.

Lack of continuity in staff.

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SOLUTIONS

GAP is not a separate project but an essential part of the overall project

design and GAP implementation needs project funds for achievement of

project outputs and outcomes.

Regular training, peer exchange, lateral learning seminars for PDs

Visit to successful projects & use of results to encourage EA to replicate.

Prepare a very realistic GAP and its implementation plan with EAs in

the early stages rather than putting plenty of Jargons

Regular capacity building for PIU/PMU Staff

Regularly visit the project sites to observe how GAP activities are beingimplemented, in case of delay....how to mitigate etc.

Incorporate sex disaggregated indicators in PMS of EA/IA with baseline

data.

Ensure that GAP implementation status is reported in the quarterly

project progress reports submitted by EA to ADB.

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How to document GAP implementation ProgressComponent wise: Enhanced Productivity of Livestock Systems

DMFIndicators

GAP Activities GAPTargets for

current

year

ResponsibleOrganization/Pers

on

Progress todate

Issues &Challenges

LatestUpdate

50%

women

beneficiar

ies in 300

villages

Organize

training at a

convenient

time

50%

women in

village

based

trainingprogram

me

PIU Partially

achieved:

40% were

trained i.e.

1200 outof 3000

farmers

are

women.

Seasonal

migration

Sept.2

013

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Apart from quantification, have

qualitative/participatory information as well in

the GAP quarterly report such as how one

time skill training itself gave confidence towomen to speak out her mind or at least built

a self esteem.

For Ex. Skill training for Juvenile Inmates inCalicut, Kerala.

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DOCUMENTATION & RECORDING:

Even where gender-sensitive indicators and methods for measuring change are being used, theprocess is rarely documented. Thus, it is important:

Institutions working on the measurement of gender (in)equality should explicitly examine, trackand document the process of using indicators or otherwise measuring change. Grassroots

organisations in particular should document their experiences in this area, as less information ispublished (whether formally or via the internet) at this level than at the international level.

This process of documentation should include case studies, description and analysis of what theprocess was, how it was undertaken, what the challenges and limitations were, what was successfuland why.

Documentation and experiences should be shared internally and made available to all staff,

whether gender specialists or not. They should also be disseminated for external audiences,especially via the internet so as to be available to as wide an audience as possible. Documents canbe submitted to online resource collections specialising in gender issues.

Documentations in vernacular as well as in English.

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A format for documenting good practice examples:

Background on the overall intervention in which the good practice process/ activity takesplace.

The reason changes in relation to gender equality were required- related to achievement ofsocial justice/human rights and/or effective achievement of the goals of the programme.

The objective of the process / activity being recorded as good practice.

The strategy adopted to achieve this objective.

The outcome - specific changes as a result of the process /activity, and how these relate tothe objectives set.

The factors contributing to / hindering the success of the process / activity.

Any ways in which the good practice activity could have been improved.

Plans to follow-up the good practice activity and the potential / constraints in relation tomoving forward.

Any other lessons learned from the process.

The possibility for replication or spin-off effects.

Further documentation on the example (if anything exists) and contacts for furtherinformation.

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THANK YOU

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Session 4 - Documentation of Gender Equality Results in ADB Operations

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Transcript of Session 4 - Documentation of Gender Equality Results in ADB Operations