INTEGRATING GENDER EQUALITY IN TO PROJECTS AND PROGRAMS

COLLEGE OF AGRICULTURE AND ENVIRONMENTAL SCIENCES
DEPARTMENT OF RURAL DEVELOPMENT AND AGRICULTURAL
EXTENSION
COURSE : GENDER ANALSIS AND PLANING
GROUP ASSIGNMENT : I
GROUP : TWO
Submitted To:
Dereje Kifle (Asst. Prof.)
Dec, , 2019
Haramaya, Ethiopia

INTEGRATING GENDER EQUALITY
IN TO
PROJECTS AND PROGRAMS

Outline
1.1 Introduction
1.2 Identifying the target group
1.3 Gender analysis
1.4 Gender strategy
1.5 Results-based management
1.5.1 Integrating gender at the planning phase
1.5.2 Integrating gender at the implementation phase
1.5.3 Integrating gender at the monitoring and evaluation phase
1.5.4 Gender equality outcomes and gender-sensitive indicators
1.6 Gender-responsive budgeting
1.7 Minimum standards
1.8 Checklists
Conclusion
Recommendations

1. Introduction
The 1999 ILO Policy on Gender Equality and Mainstreaming states that as an
organization dedicated to fundamental human rights, social justice and leading role in
international efforts to promote and realize gender equality.
Ethiopia has committed to standards for gender equality and women’s human rights as a
natural outcome of its own Constitution and its National Policy on Women in 1993.
For many NGOs, overseas programming is the central vehicle for attainment of their
mission to reduce poverty and inequality.
However, staff members disinclined to integrate a gender perspective into these
programs due to a shortage of resources, skills, and time, but also to managers’ and
funders’ rather modest expectations in terms of progress on gender equality.

Cont.…
 Nowadays, NGOs have a much better understanding of their responsibilities, because a wealth
of training and technical assistance materials is available
 Donors make gender mainstreaming a sine qua non of funding approvals
 Program or project ofﬁcers and managers incorporate a gender perspective into every aspect
and phase of these initiatives
 The intended goal is to integrate a gender perspective not only into each
phase of project and program delivery, but also into the management systems
of the organization
 The topic reviews the concepts of target group identiﬁcation, gender
analysis, results-based management ,gender-responsive budgeting,
minimum standards, checklists

key terms
GENDER EQUALITY;
Is a state in which women and men enjoy equal rights, opportunities and
entitlements in civil and political life
PROJECT;
Is Temporary entity established to deliver specific (often tangible) outputs in
line with predefined time, cost and quality constraints.
PROGRAM;
• Is a portfolio comprised of multiple projects that are managed and
coordinated as one unit with the objective of achieving (often intangible)
outcomes and benefits for the organization.

Based on its Project Program
Scope Narrow Wide ranging
Deliverables Few/Specific Many/Strategic
Benefits After Closure During and After
Timescale Tightly Defined Less Proscribed
Accountability Middle management Senior Management

1.1 Identifying the target group
Without a clear deﬁnition of the target group, it will be difﬁcult to achieve the
exact number of beneficiaries and project’s goals
A baseline study can contribute to a clearer delineation of the target group
Unless, a three simple steps can serve as a basic methodologies
Step 1 : Identify the sociocultural characteristics of the target group; Age
group, proportion of sex, membership in social status, place of residence, political
view, religion aspects etc.

Step 2 : Assess the internal dynamics, power relations, and differences
among the people represented by the target group
A group appearing homogeneous at first sight may harbor differences of opinion
and competing interests that render the group much more complex.
Step 3: Make sure that the group is neither too broad nor too narrow
 The target group should be identified by the partner organization locally, using a
participatory process – or by members of the community where the initiative
will take place
The advantage of such partner and community involvement is that it makes it
easier to identify the specific needs of the target group and to increase the
effectiveness, efficiency, and relevance of the initiative

1.2 Gender analysis
 The International Development Research Centre (IDRC) defines gender
analysis (also known as gender-specific, gender-sensitive, gender-
disaggregated, or gender-differentiated analysis) as follows :
“The idea is to incorporate gender differences into policy formulation and
implementation as well as program design, and to consider the effectiveness of
policies for different social groups
Different social groups do not have the same living conditions, so policies do
not have the same effects on them.… In the absence of comparative analysis,
recommendations and decisions are based on unverified assumptions about the
lives and living conditions of men and women.”

(UNDP) deﬁnes the characteristics of gender analysis as follows :
1. What is gender analysis ?
• It is an intrinsic dimension of policies analysis.
• It identifies specifically how public policy affects women and men differently.
• It demonstrates that policy and implementation cannot be neutral in gendered
societies.
2. What competencies are required to undertake GA ?
• Familiarity with main gender analysis frameworks.
• Ability to select the framework most likely to yield solutions to the development
problem to be addressed.
• Ability to use strategic decision making skills.

3. What should a good analysis provide ?
• It is gender sensitive and provides an understanding of gender relation and
their implications
• It analyzes the gender division of labor.
• It offers a review of women priorities
• It contain recommendations to address women's practical needs and strategic
interests.
1.3 Gender strategy
- The gender strategy articulates the ways in which gender inequalities will be
addressed in programs and/or projects.
- In a word, it states what the initiative will do to promote gender equality.
- It should be clear that the gender strategy is different from the gender policy
and the gender equality action plan.

The gender policy is the organization’s ofﬁcial position on gender, while the
action plan is the procedure that will be followed in order to implement that
policy throughout the organizational structure.
• In contrast, a gender strategy, though directly related to these institutional
processes, is program- or project-focused.
• It can be further divided into those relating to an organization’s entire suite of
programs and projects, and those relating to a speciﬁc initiative.

A. Project-level gender strategy
 Should be developed with reference to the target group and the inequalities identified by the gender
analysis
The strategy should name the following aspects :
1. The target group for the project
2. The gender inequalities that the project will focus on, or the specific barriers to women’s and/or
men’s advancement
3. A statement of these inequalities or barriers as an outcome (result), so that it can fit into the
logic model for the project
4. The specific activities that will be carried out during the project with a view to producing this
outcome
5. Finally, performance indicators and a list of assumptions and risk indicators to consider

B. PROGRAM-LEVEL GENDER STRATEGY
Those strategies vary according to the speciﬁc goal of the strategy
One strategy more emphasis on achieving greater equality between women and
men, while another on realization of women’s rights.
Even so, most program-level gender strategies contain several of the following
aspects :
1. The organization’s mandate as regards gender equality (which is related to its
gender policy).
2. Best practices and lessons learned by the organization in terms of
mainstreaming a gender perspective into programming.
3. The role of managers as program-level gender mainstreaming leaders.

4. The content of the program:
• Systematic use of GA during the program development phase
• Coordination of different gender equality related programs
• Consistency of gender strategies across all projects within a given program
• The approach used to achieve the outcomes
5. The institutional aspects or organizational structures relevant to the programming
• Role of human resources
• Financial and budgetary factors relevant to achieving the gender equality objectives
• Monitoring and evaluation practices to track each program’s progress towards gender
equality.
• Creation of committees and processes for oversight of gender mainstreaming at the program
level.

6. Public relations:
• Links between program gender strategy and advocacy work.
• Links between program gender strategy and public awareness activities.
Project-level (and in some cases program-level) gender strategies should be
developed with input from the partner organizations.

1.4 RESULTS-BASED MANAGEMENT(RBM)
• Is a management strategy by which all actors, contributing directly or
indirectly to achieving a set of results, ensure that their processes, products and
services
• Canada International Development Agency (CIDA)defines results-based
management (RBM) as :
• “a program/project life-cycle approach to management that integrates strategy,
people, resources, processes and measurements to improve decision-making,
transparency, and accountability.
• The approach focuses on achieving outcomes, implementing performance
measurement, learning, and adapting, as well as reporting performance.

• Gender equality is a crosscutting theme of projects and must be integrated into
the project management lifecycle as well as the RBM tools and methodologies.
Stages in RBM into which gender considerations must be incorporated:
• Identify the problem and the underlying causes.
Assess the role and involvement of various stakeholders with respect to the
problem.
• Deﬁne realistic expected results based on appropriate analysis.
• Clearly identify the program beneﬁciaries and design programs to meet their
needs.

• Monitor progress towards results and resources consumed with the use of
appropriate indicators.
• Identify and manage risk, while bearing in mind the expected results and
necessary resources.
• Increase knowledge by learning lessons and integrating them into decisions.
• Report on results obtained and resources involved.

Example of RBM
Experts; equipment; funds
People trained; studies completed
Jobs created; incomes increased
Conditions improved: health
Input
out put
out come
impact

1.4.1. INTEGRATING GENDER AT THE PLANNING PHASE
Planning generally involves the following steps :
 Identification of the problem
 Stakeholder analysis
 Identification of desired results
 Identification of project/program beneficiaries
 Identification of risks

 UNDP lists the following factors to be taken into account when integrating a gender perspective
at the planning phase of a project or program :
• Relevant research that includes GA is identified and assimilated
• Participation of women and men from target population in identifying the problem ,needs and its
possible solutions
• Identifying specific needs of women and men and taken into consideration.
• Activities to meet women’s practical need and strategic interest are planned.
• Objectives and outcomes aiming to reduce gender inequalities are incorporated into logic model
• Monitoring and result indicators to measure the closing gaps between men and women and
incorporated into monitoring and evaluation tools

1.4.2 INTEGRATING GENDER AT THE IMPLEMENTATION PHASE
 Implementation consists of the set of activities that are designed to produce the
desired results
However, it also includes risk assessment, management of operations, and adaptation
of implementation strategies to cope with unforeseen events, to incorporate lessons
learned, and to capitalize on progress towards the desired results
As well, most organizations implement a communication plan in conjunction with
their development projects or programs

UNDP lists the following aspects as being important when integrating
gender concerns at the implementation phase of a project or program
The program/project contributes to the development and affirmation of women's and
men's potential
The management and deployed teams as well as partners are trained and proficient in the
gender and development approach
Openness and commitment to promoting equality are among the partner selection criteria
Female staff members are included at all levels, including management
Partners are sensitized to equality issues and trained in the gender approach

1.4.3 INTEGRATING GENDER EQUALITYAT THE MONITORING AND
EVALUATION PHASE
Monitoring is the ongoing assessment of a project’s implementation. It consists of
verification that the ongoing use of inputs, infrastructure, and services by the project’s
beneficiaries is in line with what was planned and serves to keep the project on course.
Evaluation is the periodic assessment of the relevance, performance, efficacy, and
impact of a project with respect to the objectives determined at the outset and it is
necessary in order to derive lessons or best practices that can be replicated in subsequent
projects
Both are central dimensions of overseas programming and an essential component of
results based management
 Integration of gender concerns into monitoring and evaluation processes ensures that
the practical needs and strategic interests of women and men have been considered and
that a real impact was achieved

According to the UNDP, the following factors can help to make gender equality
into program monitoring and evaluation system :
• Quantitative and qualitative indicators are used to measure the program impact on
women and men and on gender relations
• The result of the evaluation are broken down by gender (positive or negative impacts
on women and men).
• Women and men in target group participate in the evaluation process.
• Indicators have been defined to measure transformation of gender dynamics,
improvement in women s status , and increases in women's power and these outcomes
are considered integral to the program results on an equal footing with the other results

1.4.4 GENDER EQUALITY OUTCOMES AND GENDER-SENSITIVE INDICATORS
It must be done from the project planning phase onward if one is to ensure
that the project actually works in favor of greater equality between women
and men.
Indeed, the gender strategy should necessarily aim for lasting, concrete
results in the area of gender equality for the short, medium, and long term –
or what are known in CIDA parlance as immediate, intermediate, and ultimate
outcomes.
If, on the contrary, gender equality were excluded from the planning process
and there were no obligation to achieve results in this area, gender equality
would in all probability be given short shrift at the implementation phase.

The examples of outcomes indicating that the project or program will
have an impact on gender equality.
• Lower incidence of violence against women in the community .
• Fair access to information and program resource for women and men.
• Enhancement of women’s self-confidence.
• Better access to legal information for women.
• Increased access to public relations for women.
• Enhanced empowerment of women and men.
• Greater capacity of women to meet their own needs.
• Larger number of women the job market.
• Broadened career choices for women and men.

Indicator
• An indicator is a pointer.
• It normally summarizes a large amount of information in a single piece of
data, in such a way as to give an indication of change
• Indicators are quantitative or qualitative variables that allow stakeholders to
verify changes produced by a development intervention relative to what was
planned
QUANTITATIVE INDICATORS
It indicators are represented by a number, percentage or ratio
Examples: • Number of women in decision-making positions
• employment level • wage rates
• education levels • literacy rates

QUALITATIVE INDICATORS
• It indicators seek to measure quality and often are based on perception, opinion or levels
of satisfaction.
Examples: • women’s perception of empowerment, satisfaction with employment
quality of life, degree of confidence in basic literacy
Performance indicators
It's an instruments used to measure changes or improvements in gender relations or
women’s status during the period in question, and thus to verify progress towards the
desired results.
A suite of short-, medium-, and long range indicators is needed in order to track progress
over time.
Speciﬁc indicators to measure progress on gender equality must be deﬁned as an integral
part of the evaluation of a development program.

Sample indicators
OUTCOME INDICATOR
Fairer access to information for women and men • Numbers of women and men consulting
documentary resources of government on
subject
Fairer access to program resources (e.g., training
sessions) for women and men.
• Proportion of women participating in training
sessions delivered by the program.
Increased self-confidences of women • Percentage of women participating in the
program who report feelings of greater self-
conﬁdence.
• Number of women speaking during work
meeting

1.5 Gender-responsive budgeting
• The budget is a central feature of an organization’s planning process, since the
proper allocation of funds makes it much easier to achieve its objectives,
including those related to gender equality.
• It identifies who will use any given resource and for what purpose.
• GRB is a set of practices (including analysis and evaluation tools) designed to
ensure that women’s and men’s specific needs and interests are reflected in
budgeting priorities, processes, and structures.

• GRB is applicable to different levels of analysis (budget planning,
implementation, and authorization) as well as different organizational contexts
(local, regional, or national government, NGO).
• Applying the tool signiﬁcantly increases the likelihood of making progress on
gender equality.
• It should be clear that GRB does not mean making separate budgets for women
and men.
In GRB, speciﬁc budget line items can be provided for the following goals:
• Gender equality capacity building and training.
• Gender equality pilot project.
• Support for national women's institutions, women's organization and networks.
• Promotion of gender mainstreaming.
• Management of a database gender equality specialist.
• Research on gender equality and women's empowerment.

1.6 Minimum standards
The ethics of sustainable development and obligation is to make sure that
projects do not reinforce existing gender inequalities
This may seem obvious, yet it is common for economic development
initiatives to have this effect
For example:
• A project might finance men’s economic activities in a traditionally female-
dominated sector (e.g., ﬁsh drying)
• A project might invest in economic activities that jeopardize women's safety or
access to social services, or that leave them more vulnerable to violence
Therefore, there is a need for international standards that can instill a
common and concrete understanding of how a gender perspective should be
incorporated into projects and programs

1.7 Checklists
• Checklists are not a substitute for a thorough gender analysis, but they can at
least corroborate that minimum standards have been met.
• (CIDA), Canadian aid funds apply too, has a checklist for the projects and
programs it funds through the Canadian Partnership Branch
• It helps organizations administering gender equality criteria (which are guided
by its gender equality policy) to assess the effectiveness of gender
mainstreaming in their projects and programs
• Checklist for gender integration in programs/projects are:
 General framework and motivation, goals, target groups, objectives,
activities, indicators, implementation, monitoring and evaluation, risks,
budget, partners, appendix, best practices

INTEGRATING GENDER EQUALITY IN TO PROJECTS AND PROGRAMS

Conclusion
• In all projects and programmes to promote gender equality in better those
things are strictly accomplished like identification of target group, RBM,
Minimum standards, Checklists etc.
• RBM helps to guide the achievement of gender equality by setting a
framework for measuring results in gender equality and targeted gender-
specific interventions.
• Serious gender analysis and gender sensitive strategies should lead to the
formulation of specific gender outcomes and output
• While gender equality integrated into program and project, the ofﬁcers and
managers incorporate a gender perspective into every aspect and phase of
these initiatives.
• Also easy to empowerment, reduce gender gaps, dissemination of information
freely, etc.

Recommendations
• Gender equality is a sensitive issues in every aspects i.e. in social, economical
and also in political arena so that all of us participate to eliminate gender
inequality.
• Minimum standards should be fulfilled the as INGO developed for projects
and programs in to gender equality.
• Apply bottom up approach or participatory than top down approach to
eliminate the risks and to identifies the real problems in gender equality

INTEGRATING GENDER EQUALITY IN TO PROJECTS AND PROGRAMS

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