Gender Equality At The Heart of Decent Work June 27, 28, 29, 2012 - - PowerPoint PPT Presentation

At The Heart of Decent Work

June 27, 28, 29, 2012 Kathmandu

Three-Day Gender Mainstreaming Workshop for ILO Tripartite Constituents and Gender Focal Persons in Government Ministries

Gender Equality

DAY THREE

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Recap of Day 2

Reporting Team

What w e learne d ye ste rday….

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Home Work Feedback

A requirement of gender mainstreaming is to apply the rule of using gender distinction in terminology Would you rate the document:

Gender- blind Gender-neutral or Gender-sensitive?

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Te chnical Session 4 Ge nder Mainstreaming: The Key to Gender Equality

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Gender Audits and Institutional Change

Te chnical Session 4

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Gender Audits & Institutional Change

Institutions that Condition What 'Me n' and 'Wome n' Can or Cannot do…

Family/ Ne ighbourhood Political/ Legal Educational Workplace Religious Me dia

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Gender Audits & Institutional Change

Why Institutions…

Organizations and institutions are crucial players

• They are structured, premised on systems:
• Mandate, mission, objectives
• Values, codes & behaviours
• Service
• Accountable

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Gender Audits & Institutional Change

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Gender Audits & Institutional Change

Institutions are resistant to change, therefore:

Get political will and commitment from leadership

• Show why and how a gender equality perspective is relevant to the
• work of the organization

Develop strategy that is based on individual characteristics of the

• specific organization (mandate, structure, staff)

Develop strategy to address resistance and capacity needs

• Set clear targets and goals – accountability
• Allocate resources – budgets, staff and technical resources
• Set up mechanisms:
• Promoters, catalysts
• Gender machineries or divisions
• Linkages with gender equality advocates
• Shared re sponsibility and accountability are ke y!

Gender Audits & Institutional Change The “ Ideal Organization”

Gender Equality Vision in place: vision prioritized & communicated to all

• staff

Vision operationalized across the organization (staffing, structures and

• substance) with clear targets and budgets and monitored

Gender competence and expertize developed

• Linkages with national/international gender networks established
• Quality assurance and results based management established and
• evaluated

Cross sectoral staff capacity developed – gender explicitly integrated in

• all work

Respectful work culture free of all kinds of harassment created: systems

• put in place

Gender Vision/Policy communicated to all partner organizations

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Gender Audits & Institutional Change

Ge nder Audits: tool for advancing the process of gender mainstre aming

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Participatory Gender Audits

Promote organizational le arning on mainstreaming gender practically and e ffe ctive ly

Internal practices and related support systems for gender mainstreaming

• are effective and reinforce each other

Monitors and assesses the relative progress made in gender

• mainstreaming

Establishes a baseline

• Identifies critical gaps and challenges
• Recommends ways of addressing them and suggests new and more
• effective strategies

Documents good practices towards the achievement of gender equality

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Participatory Gender Audits

Aim and obje ctive s of ge nde r audits

Generate understanding of the extent to which gender mainstreaming

• has been internalized and acted upon by staff

Assess the extent of gender mainstreaming in terms of the development

• and delivery of gender-sensitive products and services

Assess the level of resources allocated and spent on gender

• mainstreaming and gender activities

Examine the extent to which human resources policies are gender-

• sensitive

Examine the staff sex balance at different levels of an organization

• Set up a baseline of performance on gender mainstreaming
• Suggest improvements
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Participatory Gender Audits 12 Areas of Analysis

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National gender issues and debate affecting the organization; and interaction with national gender machineries Choice of partner organizations Organization’ s mainstreamed strategy on gender equality Products and public image Gender mainstreaming in programme implementation Decision-making on gender mainstreaming Existing gender expertise and strategy for building gender competence Staffing and human resources Information and knowledge management Organizational culture Systems and instruments in use for monitoring and evaluation Perception of achievement on gender equality

Participatory Gender Audits Methodology

The gende r audit is an inte nsive and time-consuming e xe rcise

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Be fore During Afte r Audit Re port & Action Plan

Individual Work

Ide al Organization? Ge nde r Quality Che ck!

You will be given a sheet with a questionnaire

• Thinking back about the Ideal Organization ingredients,
• assess the Gender Quality of your organization

This is not a pass or fail test

• Be honest as this is your perception about your
• rganization’ s performance

Your scores will not be shared outside this room!

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You have 20 minute s!

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Gender Budgeting

Te chnical Session 4

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Gender Budgeting

What Ge nde r Budge ting is not

Not a separate budget for women

• Not a 50-50 division of budgets between men and women

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Gender Budgeting

So What is Ge nde r Budge ting

Integral part of Gender Mainstreaming

• Ensures gender equality outcomes in policies by incorporating
• a gender lens

Informs and improves policies and programmes by correcting

• differences and imbalances

Also calle d “ ge nder-re sponsive ” or “ gender-sensitive budge ting”

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Why Gender Budgeting?

National/local budgets usually gender-neutral and therefore

• ften disadvantage women and girls

Gender budgeting adds value to the budgetary process by

• providing mechanisms to:

increase transparency and accountability in the budget process

• by measuring where spending goes and revenue comes from, and

who pays and who benefits analyse whether programmes actually reach and benefit the most

• disadvantaged intended beneficiaries who are often girls and women

track public revenue and expenditure against commitments and make

• changes if these goals are not met

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Gender Budget Analysis: Approach

Shift from women’ s budget analysis that analyzed budget

• specifically targeted at women and girls

Since late nineties > > analysis of general expenditure or the

• ‘ mainstream budget’

Gender budget initiatives usually focus on reviewing:

• spending side of a budget (expenditure analysis of
• increases or cuts in public services etc.)

revenue or tax side (for example, analysis of the gender

• effects of different types of tax systems)

time use analysis to make unpaid care work visible in

• national budgets

Gender Budgeting in Sum

Involves gender budge t analysis: identification of

• the different impacts of revenues and expenditures
• n men and women, boys and girls, and on gender

equality May involve re allocation of re ve nues and

• e xpe nditure s and re structuring of the

budge tary proce ss to ensure fair and equitable

distribution of benefits to both sexes

Conte nt and Proce ss!

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Gender Budgeting: Some Tools

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Gender Budgeting: Some Tools

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Gender Budgeting: Some Tools

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Gender Budgeting: Some Tools

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Gender Budgeting: Some Tools

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Equal Voice & Representation

Te chnical Session 4

Equal Voice & Representation

A fundamental human right & principle of the rights-

• based approach

Necessary element of Gender Mainstreaming:

• To ensure that the views, concerns and needs of both women
• and men are raised, reflected and acted upon in all actions

To enable equal opportunities and treatment between men and

• women in benefiting from actions

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Equal Voice & Representation

Why is it important to make sure both sexes have a voice?

Women often excluded from decision making mechanisms and processes

• as leadership positions automatically go to men in many societies

Many institutions such as ministries of labour and social welfare and

• employers’ and workers’ organizations tend to be male-dominated

Result: women’ s concerns

are invisible, and women’ s needs and gender

• inequalities marginalized

Crucial means for knowledge sharing, advocacy, capacity building and

• decision making

Crucial means for on-boarding those who oppose gender equality

• promotion

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Equal Voice & Representation: Some Tips

Increase me aningful:

• participation of women
• representation of women
• avoid tokenism
• table gender concerns and priorities
• Give adequate time for debate
• Representation quantitie s are important:
• Ideal = 50-50
• Acceptable between 40-60
• Minimum rule 1/3rd – “ critical mass”
• CAUTION – not just issue of quantity:

quality is important. Women

• are not by definition promoters of gender equality, nor men are by

definition against it, but the majority of women will be active promoters

• f change as they share gender-related constraints with other women.

Equal Voice & Representation: Some Tips

How to de cide on the right mix of me n and w omen?

Set specific numerical targets for men and women

• participation in any event

Invite more women to official meetings, consultations,

• workshops etc.

Invite more men to gender-specific events

• Aim for a male-female attendance ratio in the range of 40-
• 60 per cent in mixed-sex meetings

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Equal Voice & Representation: Some Tips

When to have se parate me e tings for w omen and for men When there is strict sex segregation in the society

• When the topics of discussion are sensitive
• When cultural or religious customs strongly discourage or
• prohibit women and girls to speak up in the presence of men

and boys When there is a need to build up women’ s self-confidence

• and capacity

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Equal Voice & Representation: Some Tips

How to incre ase w ome n’ s participation Be sensitive to the practical obstacles to women’ s

• participation

Plan or assist in providing practical and logistical

• arrangements to facilitate their participation:

convenient meeting place and time

• adequate travel and transportation arrangements
• safety and security at the venue and accommodation
• child care facilities, as necessary
• Provide additional resources required to ensure women’ s
• participation

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Equal Voice & Representation: Some Tips

How to make ge nder e ve rybody’ s business, and not just w omen’ s busine ss Avoid creating a divide between men and women

• Actively involve men and boys in the activities to promote
• gender equality

If there is resistance, identify and invite respected, and where

• possible both female and male, gender advocates to support

gender equality

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Equal Voice & Representation: Checklist

Que stion Ye s No Not Sure Is there explicit attention to the gender dimensions in the planned event? In case women are barred from attending public events

• r in case the subjects for discussion are sensitive, is

there a need to organize separate events for women or men to address gender-specific topics? Are gender issues related to the event theme(s) reflected in the technical report(s)? If there are gender issues, are they reflected on the agenda?

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Equal Voice & Representation: Checklist

Que stion Ye s No Not Sure If gender expertise is required at the event, has it been included in the plan? Are sufficient resources for gender expertise included in the budget? Do logistical arrangements provide for equal, adequate and safe participation of women and men? Is there a gender balance among key speakers and participants? If it is expected that nominating organizations will mainly select men, have any specific measures been undertaken to encourage the selection of women as participants and resource persons?

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Equal Voice & Representation: Checklist

Que stion Ye s No Not Sure Have participants and partner organizations been invited who are capable of contributing to the achievement of gender equality? Post event: does the report give a breakdown of male and female participants and indicate their status (e.g. junior, middle, senior)? Does the report specify the gender issues, if any, on the agenda and how they were discussed? Does the report indicate how men and women took part in the discussion and activities (equally or unequally) and whether both participated in any decision making during the event?

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Gender Monitoring & Evaluation

Te chnical Session 4

Gender Responsive M&E

Why is ge nde r-re sponsive M&E important? Conventional M&E systems often do not capture gender

• differences in access and impacts

Women are often under-represented in the sampling and

• interviews conducted in monitoring and evaluation:

‘household head’ , usually defined as a man, only source of

• information

women tend to have low literacy and less confidence than men to

• express themselves freely

tend to have less time at their disposal because of their reproductive

• tasks

M&E system not appropriate to include women

• Re sult: Incomple te picture of progre ss and impact!

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Gender Responsive M&E

What are ge nde r-responsive indicators?

Measure the possible different effects and impact of an

• initiative on men and women and gender-related changes

They capture gender-specific information to accurately assess

• achievements on gender equality goals

In order to monitor and evaluate a project’ s impact on women,

• men, gender relations and gender equality, it is important to

have a clear starting point A gender analysis must be part of the baseline study,

• done before or at the start of an initiative.

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Gender Responsive M&E

Indicators

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Me asure s of quantity E.g. # of people…; % of population Ge nde r-re sponsive E.g. # of women and men on school committees Measures of people s pe rce ptions E.g. quality of …; extent of…; degree of ... Gender-responsive E.g. Extent to which women influence decision-making in school committees

Gender Responsive M&E

Designing quantitative and qualitative gender- responsive indicators

Indicators should be SMART

Specific (in relation to beneficiaries, gender, location etc.)

• Measurable
• Attainable
• Realistic and Relevant
• Time-bound, Timely and Traceable
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Gender Responsive M&E

Source s of Indicators

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National/local/secondary data Records or information databases surveys, questionnaires, interviews, or tests Observations, Document reviews, Focus groups, interviews, attitude surveys, participatory appraisals, field research, and public hearings When it is not possible to find indicators which directly measure an

• utcome, proxy indicators may need to be developed. A proxy indicator

measures an outcome in an indirect way.

Gender Responsive M&E

Me asuring qualitative indicators

Harder to measure as they are subjective

• Can be transformed into quantitative data with scales:
• The participation of women members of a village’ s committee on an
• income generating project can be ranked as follows:
• ften/sometimes/never (e.g. the frequency of women expressing

their opinions in the last 3 meetings).

Can be measured over time:

• By comparing the satisfaction levels at different stages in the policy
• r project cycle (e.g. the average satisfaction level of 2.5 at the end
• f the first year, and 4.0 at the end of the second year).

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Indicator De ve lopme nt and Se le ction Flow chart

Gender Responsive M&E: Checklist

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How ge nde r-re sponsive is your M&E syste m? YES NO Not Sure Are the baseline data disaggregated by sex and indicating relevant gender concerns? Are the indicators disaggregated by sex and gender-specific and do they capture the project impact on the situation of women and men, girls and boys, and gender relations? Does the M&E plan require all data to be systematically broken down by sex? Have allocations been made in the budget to ensure gender- specific data collection? Has the M&E plan been reviewed by a gender expert? Do staff have sufficient capacities to gather gender specific data and conduct proper gender analysis? Are methods and tools provided to project staff to collect gender specific data (both quantitative and qualitative)?

Group Work

Gender-responsive Indicators You w ill be give n a w ork she e t

• Discuss in your groups and
• Gender-sensitize the give n indicators
• Write your versions on the she e ts
• Be prepared to share your ve rsions!
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You have 20 minute s!

Planning Se ssion

Going Forw ard: Gende r Equality Promotion

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Participants Self-Reflection

One thing I learne d that w ill stay w ith me ….

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Thank You