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INTRODUCTION 1

This study tells a story that surprisingly has not been told. While empirical data exist on why genderdifferences need to be taken into account in development, few studies are available on what happens at thecommunity level after an organization actually adopts more gender equitable approaches.

The flow of the document tracks a three part chain of change: first, how the participating organizationsdeveloped and implemented their gender mainstreaming strategies; second, the outcomes communitiesexperienced, project by project, as a result of the gender mainstreaming efforts, and third, the relationshipsbetween gender mainstreaming and broader development effectiveness, particularly the alleviation ofpoverty.

Chapter I, The Research Methodology, explains how the study developed and was carried out. This includesan overview of the research questions and the specific data collection methods.

Chapter II, The Study Countries and Organizations, provides a statistical profile of each of the four studycountries and a brief description of the five international NGOs and their country offices that were thepartners in this study.

Chapter III presents theMany Faces of Gender Mainstreaming: How the Organizations Did It. It offers an in-depthanalysis of the how tos of gender mainstreaming, using the CAWs Gender Integration Framework. Thisframework has four components: political will, technical capacity, accountability, and organizationalculture. In the chapter, the strategies of each organization are described and analyzed through these fourlenses. This chapter is a useful resource for organizations interested in implementing their own gendermainstreaming strategies.

Chapter IV reveals Voices for Change: The Impacts of Gender Mainstreaming at the Community Level. Here, the

perspectives of the nearly 900 villagers interviewed come alive. Using an innovative Gender Equality Wheelto categorize four stages of change, the chapter includes charts with detailed outcome data on each of the16 study communities. After these community snapshots, an analysis follows that digs deeper into theresults and brings many voices from the communities to the fore. The richness of these voices charts thechanging attitudes, mindsets, and actions, as the people move through the stages of the Gender EqualityWheel.

Chapter V considers Gender Mainstreaming and Development Effectiveness: The Research Findings. The chapterbrings together the data on gender mainstreaming from Chapter III and the data on community outcomesfrom Chapter IV and focuses on the studys overarching research question: When organizations mainstreama gender perspective in their operations and programs, how is the effectiveness of the their developmentwork impacted? The chapter examines different perspectives on development effectiveness and then

analyzes how in this study, gender mainstreaming emerged as a driving force for development. Thechapter ends with a summary of the direct benefits of gender mainstreaming on development effectiveness.

Chapter VI, Conclusions and Recommendations, highlights fourteen significant overall results of the study.The chapter also includes (1) a guide for development practitioners, Gender Mainstreaming Musts, based onthe experiences of organizations in the study; (2) recommendations for tackling the external policyenvironment, and (3) a listing of areas for future research.

Introduction to the Study


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2 RESEARCH METHODOLOGY

This chapter explains how the research studydeveloped and was carried out. This includes

an overview of the research questions, the specificdata collection methods, and the field researchprocess. It is a seminal study that lays thefoundation for future research directions. The focusis on learning about the impact of gendermainstreaming processes on the organizations,households and communities. It is not focused onevaluating any particular organizationsperformance.

Genesis of the StudyIn 2003, after having collaborated on gendermainstreaming efforts for seven years, InterActionsCommission on the Advancement of Women (CAW)and InterAction members began to consider therelationship between gender mainstreaming andimpact at the community level. An extensiveliterature review (see Appendix) conducted by theCAW concluded that studies linking gendermainstreaming to impact were minimal andlimited in scope. While empirical data exist on why

gender needs to be taken into account indevelopment and on what happens when it is or isnot, little could be identified on what happens inpoor communities when an organization actuallydoes adopt more gender equitable approaches. TheCAW decided to delve into the InterActioncommunitys own experience to discover moreabout the dynamics of gender mainstreaming andwhat difference it ultimately makes to developmenteffectiveness and poverty alleviation.

Planning and Implementation of

the StudyFollowing an outreach and consultation processwith InterAction members, five organizations infour countries emerged as the partners for the study:CARE/Niger; Catholic Relief Services/Kenya; HeiferZambia; Lutheran World Relief/Kenya; and WorldVision/Ghana. These organizations met thefollowing selection criteria:

Criteria for Selection of Organizationsand Study

Sites

Expressed interest of InterAction memberorganization and partner NGOs inparticipating.

One to two years experience inimplementation of a gendermainstreaming process in theorganization, as defined by the CAWsGender Integration Framework or anothersimilar approach.

Ability of the interested organization tooffer strong examples of where gendermainstreaming is having an impact onprograms and at the community level.

Willingness of the field office or programto serve as a study site.

Location in 3-4 African countries, ideallywith a distribution of East, West, andSouthern.

The development of the research design was guidedby consultations with several social scientists. A

steering committee of headquarters representativesalso contributed, particularly for the logistics andarrangements for the field research.

Dr. Meryl James-Sebro, an anthropologist, wascontracted as the consultant to carry out the fieldresearch and write the report. In November 2004,representatives from the all the participatingorganizations then met in Ghana to discuss the

I. Research Methodology

Genesis of Study Planning and Implementation of

the Study Field Research Overview How the Research Questions Were

Addressed

Significant Features of the Research

Chapter Highlights


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RESEARCH METHODOLOGY 3

initial findings and draw out lessons learned. Thisworkshop-style meeting facilitated theidentification of common themes and challengesacross the four study countries.

Field Research OverviewThe study was conducted between May and July2004, in Ghana, Kenya, Niger, and Zambia. Theresearcher spent approximately two weeks in eachcountry, except for Kenya, where four weeks werespent, with two weeks allotted to each of the two

partner organizations. The field researchencompassed 16 communities in the four studycountries, where nearly 900 women and menparticipated in focus groups to assess how gendermainstreaming had impacted their lives, theirhouseholds, and their communities.

The study used a combination of methods to collectdata, including: structured interviews with 36senior and program staff and with 35 project stafffrom the five organizations; an organizationalgender mainstreaming self-assessment check list;review of organizational and program documents;community focus groups with women and withmen; and interviews with other key informants,such as Ministers of Womens Affairs and leaders ofwomens organizations. Several of the datacollection tools are included to guide future researchin the Appendix.

The following questions guided the research andare addressed in the chapters indicated:

Primary Question

When organizations mainstream a genderperspective in their operations and programs, howis the effectiveness of their development workaffected? (Chapter V)

Sub-Questions:

How has the organization mainstreameda gender perspective in its operations?(Chapter III)

As a result of gender mainstreaming in itsoperations, what changed inprogramming (both in ongoing and newprograms)? (Chapter III)

After these measures were implemented,what changed in the communities served?(Chapter IV)

The chart on the following page presents thequestions with the data sources and data collectionmethods.

How the Research QuestionsWere AddressedThis study defines gender mainstreaming in termsof the CAWs Gender Integration Framework, whichincludes four dimensions: political will, technicalcapacity, accountability, and organizationalculture, and employs it as a mechanism fororganizing, analyzing and assessing organizationalresponses (see Chapter III).

The researcher conducted structured interviewswith a total of 36 senior administrative and programstaff that sought to identify the following: (1) specificchallenges leading to the adoption of gendermainstreaming strategies, (2) the ways in which

senior management communicated their supportfor gender mainstreaming, and (3) the administra-tive actions taken to implement them.

The researcher also examined organizationaldocuments, including mission statements, genderpolicies and other policy statements, strategic plans,annual reports, human resource policies, plans andreports on gender mainstreaming initiatives. A totalof 75 documents were reviewed.

Sub-Questions 1 and 2:How has the organization

mainstreamed a gender perspective in

its operations and programs?


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OverviewofResea

rchQuestions&DataCo

llectionTools

MAINQUESTION:Wheno

rganizationsmainstreamagende

rperspectiveintheiroperationsa

ndprograms,howisthe

effectivenessoftheirdev

elopmentworkimpacted?

Sub-Questions

Question1:

Howhastheorganization

mainstreamedagender

perspectiveinitsoperations?

Question2:

Asaresultofgender

mainstreaminginits

operations,whatchanged

in

programming(bothin

ongoingandnew

programs)?

Question3:

Sincegendermainstreami

ng

measureswere

implemented,whatchang

ed

inthecommunitiesserved

?

Interviews

SeniorStaff

Questionnaire

(23interviewed)

SeniorStaff

Questionnaire(partof

questionnaireabove)

(23interviewed)

ProgramS

taff

Questionnaire

(13interviewed)

Projectstaff

Questionnaire

(35interviewed)

ExternalCommunity

Interviews(20NGO

activistsand

4government

representatives

interviewed)

Do

cumentReview

Gu

idelinesforReview

ofOrganizational

Do

cuments(over75

documentsreviewed)

Gu

idelinesforReview

ofProgram

Do

cuments(over125

documentsreviewed)

Gu

idelinesforProject

Reviews:Documents

for

twoprojects

implementedbefore

gendermainstreaming

andforatleasttwo

pro

jectsimplemented

aftermainstreaming

percountry

Community

Focus

Groups

ProjectImpa

ctMatrix

Form(andParticipant

InterviewQuestions)

forrecording

focus

groupdiscussionsin

16communities,with

32focusgrou

ps(with

402women,

343men,

and75youth

)

Forms

StaffAssessmentof

Gender

Mainstreaming

Form(staffofeachof

thefiveorganizations

completedtheself-

assessmentform;

theseselfratingsare

presentedattheend

ofChapterIII)


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RESEARCH METHODOLOGY 5

With each of the five participating organizations,the researcher held a Gender MainstreamingAssessment Workshop, in which the researcheradministered an organizational self-analysis usinga 20 question forced choice continuum. This activityenabled staff members to examine their own genderawareness and gender sensitivity, and the impactof their work on the organizations gendermainstreaming approaches. All levels of staffSupport, Administration, Program Staff and SeniorManagementwere included.

Interviews with program managers identifiedways in which their gender analysis capabilitieswere developed and applied in their work, thesupport received from management, and the natureof any additional support that might be needed.They were also asked to identify program and otherchanges influenced by gender mainstreaming, thepositive or negative effects, and the direct or indirectconsequences for various sectors. The researcheralso examined program strategy documents,programming guidelines, evaluation guidelines,indicators, and sectoral strategies.

Review of Project Documents &Interviews with Project Staff

All of the organizations were asked to identify atleast two field sites for the research, which wouldhave totaled ten. In the end 16 sites were included.

In the four countries, project selection criteriaincluded the age of the project (in operation two ormore years) and evidence of the application of statedgender mainstreaming strategies. Prior to the sitevisits, the researcher examined project proposals,

plans, reports and evaluations. In keeping with theresearch design, the researcher also was to examinedocuments for non-gender-mainstreamed projectsin order to derive a fuller picture of the impact ofgender mainstreamed approaches since the use ofcontrol groups was not feasible for this study. Thisdocumentation proved to be either unavailable orof insufficient detail to serve as a comparison.Although not included in the original researchdesign, the researcher visited a small sample of non-gender mainstreamed projects that provided somegeneral insights but were not examined in depth.

The project documents and reports for the gendermainstreamed projects provided importantbackground material and a deeper understandingof the context in which projects were designed andexecuted. In all but one country, assistantresearchers helped to wade through the copiousdocumentation, provide translations, andsynthesize lengthy documents for quickcomprehension. A total of 125 documents werereviewed. In addition, 35 project staff wereinterviewed.

Focus Groups in 16 Communities

A total of 16 field visits in the four countriesinvolving nearly 900 women and men representedthe heart of the study. At least two gendermainstreamed projects were visited in each country.The researcher, accompanied by at least one projectstaff, visited the sites of gender mainstreamedprojects for meetings with project participants.Separate focus groups were conducted with womenand men of each community project, using a set ofstructured questions that applied to both women

and men and allowed for open ended discussions.The questions were designed to elicit informationon the advantages and disadvantages of the projectin which they were participating; their access andcontrol of resources; the different roles andresponsibilities of women and men. There was alsoan attempt to assess whether womens decision-making and leadership positions in the householdand in the community had improved since their

Sub-Question 3:

Since gender mainstreaming measures

were implemented, what changed in

the communities served?


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involvement in the project, and the degree to whichany improvement in this area had reached beyondthe boundaries of the immediate community.

Interpreters who spoke the local languages wereutilized to facilitate understanding of both questionsand answers. Independent interpreters werecarefully selected from outside of the organizationsin order to ensure neutrality and objectivity. AProject Impact Matrix form was used to record theresponses of women and men in the focus groupdiscussions. These responses were also tape

recorded to ensure accuracy.

Women and men gathered in separate groups inthe communities, eager to share their stories andboast of the impact of gendered projects on theirlifestyles . This sometimes required delicatemaneuvering of men out of the way in order to holddiscussions with the women. Tremendous care wastaken in ensuring that women and men did notoverhear each others responses, in order to avoidduplication of responses and maintainconfidentiality.

Government and NGO Meetings

In order to locate the study within a broader socialand political context, and, in particular, to gain anunderstanding of the work being carried out bygrassroots organizations, the researcherinterviewed 24 government officials and non-governmental organizations (NGOs). Thesemeetings provided a view of the externalenvironments in which developmentalorganizations were conducting their projects. Theyprovided the backdrop for understanding the

complex social and political realities which are oftenbeyond the scope of organizations that labor underenormous pressures to address immediate survivalneeds.

Significant Features of theResearchThe validity and strength of the findings of the studyrest on three qualities:

The utilization of multiple data collectionmethods and multiple sources.

The in-depth examination of each of thefive organizations, from how itmainstreamed gender in its policies,practices, and programs to the impact ofthese changes on the communities served.

The inclusion of a broad sample of 16communities in four countries, and thevoices of nearly 900 women and men inthose communities who participated infocus groups which were tape-recordedfor careful analysis.


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THE STUDY COUNTRIES & ORGANIZATIONS 7

II. The Study Countries & Organizations

This chapter presents social, economic andcultural profiles of the four research countries,

for a better grasp of the context in whichparticipating organizations operate. Countryprofiles are followed by brief descriptions of the fiveparticipating organizations, beginning with theirinternational headquarters, and followed by thecountry office included in the study. An overviewof each organization is provided, as well as aglimpse of its vision and mission, its policies,procedures and gender strategies.

The four study countries are: Ghana, Kenya, Niger,and Zambia.

The five study organizations include: World VisionGhana, Catholic Relief Services Kenya, LutheranWorld Relief Kenya, CARE Niger, and HeiferZambia.

Country Profiles Organization Profiles

Chapter Highlights

GhanaWorld Vision Ghana

KenyaLutheran World Relief

Catholic Relief Services

NigerCARE Niger

ZambiaHeifer Zambia

Women and men of TwifoDarmang, Ghana, gatherto tell of tangibleimprovements in thecommunity since womenhave assumed moreleadership positions in

palm oil processinggroups.


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8 CHAPTER II

GhanaHuman Development Index (HDI)

Ranking #131.

Gender Development Index (GDI)

Ranking #104.

Location

West Coast of Africa, fringed by the Atlantic Ocean,the Republic of Togo on the east, by Burkina Faso onthe north, and Cote dIvoire on the west (2005 CIAWorld Factbook).

Population

20.27 million; 50% female and 41.6 % of thepopulation under 14 years old (2004 AfricanDevelopment Indicators).

Life Expectancy

At birth, 56 years old (2005 CIA World Factbook).

HIV/AIDS

Adults living with HIV/AIDS, 3% (170,000 women;160,000 men); 34,000 children. AIDS Orphans atend of 2001 estimated at 200,000 (2004 AfricanDevelopment Indicators).

Maternal Mortality

5.4 per 1,000 live births (2003 Human DevelopmentReport).

Literacy

Overall adult literacy is 74.8%; 67.1% women and82.7% men (2005 CIA World Factbook).

EducationPrimary: 76.5% of girls; 83.8% of boys; .91 female tomale ratio. Secondary: 32.5% of girls; 39.9% of boys;.81 female to male ratio (2005 UN MillenniumProject).

Labor Force

Well endowed with natural resources, Ghana hasroughly twice the per capita output of the poorercountries in West Africa. Even so, Ghana remainsheavily dependent on international financial andtechnical assistance. Gold, timber, and cocoaproduction are major sources of foreign exchange.The domestic economy continues to revolve aroundsubsistence agriculture, which accounts for 35% ofGDP and employs 60% of the work force, mainlysmall landholders (2005 CIA World Factbook).Women constitute 52% of the agricultural laborforce, produce 70% of subsistence crops, and are 90%of the labor force in the marketing of farm produce(2004 Norwegian Council for Africa).

Political OfficeWomen fill 9.0% of seats in Parliament (2004 HumanDevelopment Report).

Religion

Christians, 63 %; Muslims, 16 %; traditionalreligions, 21 % (2005 CIA World Factbook).

Reflecting the changing gender roles, a World Visionproject officer tends to the baby of a co-worker during

a project site visit in Ghana. Men began to sharemany domestic chores including cooking, washing,

ironing, and caring for the children.


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KenyaHuman Development Index (HDI)

Ranking #148


Ranking #114

Location

East Africa, bordering the Indian Ocean in the east,Tanzania to the south, Uganda in the west, Sudan

to the northwest, Ethiopia to the north and Somaliaat the northeast border (2005 CIA World Factbook).

Population

31.35 million; 49.8 % female and 42.4 % of thepopulation under 14 years old (2004 AfricanDevelopment Indicators).

Life Expectancy

Kenyas life expectancy for 1996 had been estimatedat 65 years, but fell as a result of AIDS to 56 years(1997 Agence France-Press); life expectancy is now44.94 years (2005 CIA World Factbook).

HIV/AIDS

Adults living with HIV/AIDS, 15% (1,400,000women; 900,000 men); 220,000 children. 890,000AIDS orphans (2004 African DevelopmentIndicators).

Maternal Mortality


Literacy

Overall adult literacy is 85.1 %; 79.7% women and90.6% men (2005 CIA World Factbook).

Education

Primary: 93.4% of girls; 94.6% of boys; .99 female tomale ratio; Secondary: 29.2% of girls; 32.1% of boys;.91 female to male ratio (2005 UN MillenniumProject).

Labor Force

75% of the labor force works in agriculture, a sectorhard hit by recurring droughts and low prices forthe produce; women make up 75% of the agriculturalwork force. Half the population lives below thepoverty line, and the country continued toexperience a growing 9.8% inflation rate onconsumer prices as of 2003. Womens averagemonthly income is about two-thirds that of men.

Women hold approximately 5% of land titles in thecountry, leaving them with limited access andalmost no control over the proceeds of their labor(2003 Afrol News).

Political Office

Women fill 7.1% of seats in Parliament (2004 HumanDevelopment Report).

Religion

Protestant 45%; Roman Catholic 33%; indigenousbeliefs 10%; Muslim 10%; other 2% (2005 CIA WorldFactbook).


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10 CHAPTER II

NigerHuman Development Index (HDI)

Ranking # 176


Ranking #144

Location

Western Africa, fringed by Algeria, Libya, Chad,Mali, Nigeria, Benin, and Burkina Faso (2005 CIA

World Factbook).Population

11.43 million; 50.6% female and 49.3 % of thepopulation under 14 years old. 56% of the populationlives in rural areas (2004 African DevelopmentIndicators).

Life Expectancy

At birth, 46 years old (2004 Human DevelopmentReport).

HIV/AIDS

Adults living with HIV/AIDS, 1.2% (2004 HumanDevelopment Report).

Maternal Mortality

Among the highest in Africa. 16 per 1,000 live births(2003 Human Development Report).

Literacy


Education

Primary: 28.6% of girls; 42.2% of boys; .68 female tomale ratio; Secondary: 5.1% of girls; 7.7% of boys;.66 female to male ratio (2005 UN MillenniumProject).

Labor Force

Only 70,000 of Niger s 11 million inhabitants receiveregular wages or salaries, with 90% in agriculture(2005 CIA World Factbook). Most of the country lieswithin the Sahara, reducing arable farmland andincreasing livelihood insecurity. Since the 1980s,Nigers inability to feed itself has increased, withmost people facing food insecurity, disease andilliteracy on a daily basis. Most families producefood to cover their needs for five or six months.

Political Office

Women fill 1.2% of seats in Parliament (2004 HumanDevelopment Report).

Religion

Muslim 80%; indigenous beliefs & Christian 20%(2005 CIA World Factbook).

Women in Niger don colorful clothsand express joy at their increased

participation in community projects

and activities. Hana da shuny,they said in their Hausa language,laughing. Now our hand is dyed.(Now we are involved.)


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Human Development Index (HDI)

Ranking #164


Ranking #133

Location

A landlocked country in Southern Africa, boundedby Angola to the west, Namibia to the south,

Zimbabwe and Mozambique to the southeast,Malawi to the east, Tanzania to the northeast, andthe Democratic Republic of the Congo to thenorthwest (2005 CIA World Factbook).

Population

10.24 million; 50.2 % female and 45.6 % of thepopulation under 14 years old (2004 AfricanDevelopment Indicators).

Life Expectancy

At birth, 35 years old (2005 CIA World Factbook).

HIV/AIDS

Adults living with HIV/AIDS, 21.5% (590,000women; 410,000 men); 150,000 children. 570,000AIDS orphans (2004 African DevelopmentIndicators).

Maternal Mortality


ZambiaLiteracy


Education

Primary: 76% of girls; 80.3 % of boys; .95 female tomale ratio; Secondary: 21.1% of girls; 25.9% of boys;.81 female to male ratio (2005 UN MillenniumProject).

Labor Force

A tentative calm over the country emerged aftermany traumatic events since 1969, including civilunrest, two attempted coups, economic-driven riotsin Lusaka in 1990, and serious drought in 1992. Mainexports are cobalt, copper, lead, and zinc. Majorindustries include agriculture, brewing, cement,chemicals and mining, copper mining andprocessing, construction, foodstuffs, beverages,chemicals, textiles, fertilizer, and horticulture (2005CIA World Factbook).

Political OfficeWomen fill 12.0% of seats in Parliament (2004Human Development Report).

Religion

Christian 50%-75%; Muslim and Hindu 24%-49%;indigenous beliefs 1% (2005 CIA World Factbook).

Gender Issues in Zambia In addition, many traditional customs,such as the socialization of girls andboys, inheritance rights for women,

wife inheritance, early marriage forgirls and cross generational marriages,

are perpetuated through formal andinformal institutions, such as the family,

schools, and places of work, courts of

law and community structures.

In spite of the slight numerical superiority of women, genderimbalances that do not favor women exist in Zambias socio-

economic, cultural, and polit ical spheres. These imbalanceshave prevented women from effectively contributing to and

benefiting from the development process, according to the

National Gender Policy, March 2000.


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12 CHAPTER II

World Vision GhanaWorld Vision International

World Vision International is an internationalChristian, relief and development organization,working in nearly 100 countries worldwide topromote the well being of all people, with a specialfocus on children. The headquarters is in Monrovia,California. Their Partnership Vision Statementstates: Our Vision for Every Child, life in all itsfullness. Our Prayer for every heart, the will to

make it so.

World Vision Ghana

Mission

To emerge as the most dedicated Christianorganization working in deprived communities inGhana and providing for the physical, social andspiritual needs of the poor and vulnerable,especially women and children

Operations

Began operations in July 1979, with the support ofthree child sponsorship projects. The organizationworks with governmental and non-governmentalorganizations to promote holistic, integrated,people-focused community development. With ahead office in Accra, World Vision Ghanaimplements programs in all 10 administrativeregions under three operational sectors.

Gender Vision

A future where the relationship between womenand men, girls and boys reflects their equal worth,dignity and rights, and where gender diversity is

appreciated in all aspects of WorldVisions missionin Ghana.

World Vision Ghana Programs

Child/Youth and Family Sponsorship

Food Security

Micro-Enterprise Development Activities

Gender and Development Activities

HIV/AIDS Prevention, Care and Support

Relief and Rehabilitation

Water and Sanitation

Health and Nutrition

Education

Christian Witness and Leadership

World Vision on Gender andDevelopment

World Vision Ghana acknowledges the significant

correlation between gender issues, povertyalleviation, and the well being of children.

With a strategy paper that provides a framework

for implementation of gender sensit ive programs

and through gender workshops, staff are being

positioned to integrate gender in program

planning, design, implementation, monitoring and

evaluation to benefit women, men, boys and girls.

A gender self-assessment process created gender

awareness and helped staff identify theirweaknesses and strengths concerning gender

mainstreaming.

Excerpt from World Vision Ghana GAD Strategy Paper 2002


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Studies of gender inequities in Ghanafound that

Significant gender inequalit ies continue to limit womens capabilit ies and

constrain their ability to participate in and contribute to national development.

The majority of women live in the rural areas, which are the most economically

deprived despite providing most of the countrys resources.

Rural areas suffer dif ferential levels of poverty, primarily because of varying

gender roles.

Female workers are concentrated in agriculture and self-employed enterprises,

sectors particularly vulnerable to poverty because women lack access to

productive resources for their economic activit ies.

Hence, women are the most economically deprived and socially and culturally

impeded. Gender discrimination influences womens economic independence, as

well as decision-making at home, in the community, in poli tics, and religion.

Most of society still place emphasis on educating boys more than girls.

Men and women, boys and girls, do not equally share domestic chores.

Womens contribution in the home is heavy, unrecognized, unappreciated, and

unrewarded.

Women and girls suffer domestic and social violence.

Many cultural norms and tradit ional practices adversely affect the health, well-

being, and dignity of women and girls, e.g. female genital mutilation (FGM),widowhood rites, early child marriages, food taboos, etc.


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14 CHAPTER II

Catholic Relief Services (Global)Overview

Catholic Relief Services (CRS), founded in 1943 bythe Catholic Bishops of the United States, pursuesits mission to assist the poor and disadvantaged,leveraging the teachings of the Gospel of Jesus Christto alleviate human suffering, promote developmentof all people and to foster charity and justicethroughout the world.

Working through local offices and an extensivenetwork of partners, CRS operates on five continentsand in more than 90 countries. It aids the poor byfirst producing direct assistance where needed, thenencouraging them to help with their owndevelopment. Together, these two actions fostersecure, productive, just communities that enablepeople to realize their potential.

As the official international relief and developmentagency of the US Catholic community, CRS is also

committed to educating the people of the UnitedStates to fulfill global moral responsibilities byhelping the poor, working to remove the causes ofpoverty, and promoting social justice.

The CRS Guiding Principles

(from CRS Policy Document)

Dignity and Equality of the Human Person

All of humanity has been created in the image ofGod and possesses a basic dignity and equality thatcome directly from our creation and not from anyaction on our own part.

Rights and Responsibilities

Every person has basic rights and responsibilitiesthat flow from our human dignity and that belongto us as humans, regardless of any social or politicalstructures. The rights are numerous, and includethose things that make life truly human.Corresponding to our rights are duties andresponsibilities to respect the rights of others andto work for the common good of all.

Catholic Relief Services KenyaSocial Nature of Humanity

All of us are social by nature, and are called to livein community with others our full human potentialis not realized in solitude, but in community withothers. How we organize our families, societies, andcommunities directly affects human dignity and ourability to achieve our full human potential.

The Common Good

In order for all of us to have an opportunity to growand develop fully, a certain social fabric must existwithin society. This is the common good. Numeroussocial conditions economic, political, material andcultural impact our ability to realize our humandignity and reach our full potential.

Subsidiarity

A higher level of government or organization should not perform any function or duty that canbe handled more effectively at a lower level by peoplewho are closer to the problem and have a betterunderstanding of the issue.

Solidarity

We are all part of one human family whatever ournational, racial, religious, economic, or ideologicaldifferences and in an increasingly interconnectedworld, loving our neighbor has global dimensions.

Option for the Poor

In every economic, political, and social decision, aweighted concern must be given to the needs of thepoorest and most vulnerable. When we do this, westrengthen the entire community, because the

powerlessness of any member wounds the rest ofsociety.

Stewardship

There is an inherent integrity to all of creation andit requires careful stewardship of all our resources,ensuring that we use and distribute them justlyand equitably as well as planning for futuregenerations.


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CRS Kenya

Overview

CRS began work in Kenya in the early 1960s withthe provision of emergency relief. Developmentactivities began in the 1980s and the 1990s to meetthe growing need for social services, triggered byfood shortages, low income, soaring unemployment,and an increase in hunger and malnutrition.

CRS development strategy is to change thestructure of social, economic, cultural, and political

systems that create or perpetrate conditions ofinjustice (Annual Public Summary of Activity2003).

Along with its partners, CRS has developed anumber of programs to assist Kenyans through itsprogram areas in agriculture, health, HIV/AIDS,microfinance, emergency response and governance,global solidarity, and partnership. In particular,the Integrated Health and Agriculture Program(IHAP) has been designed to (1) improve the healthand nutritional status of children and women and(2) improve food availability and access forsmallholder farm and pastoral families.

CRS aims to incorporate its guiding principles ofgender, peace, and Catholic Social Teaching intodevelopment projects in order to maintain a strongcivil society.

Vision

Solidarity will transform the world to:

Cherish and uphold the sacredness anddignity of every person.

Commit to and practice peace, justice, andreconciliation.

Celebrate and protect the integrity of allcreation.

Program Areas

Emergency Response

Helping people affected by either complex or manmade emergencies such as war and naturaldisasters such as earthquakes, floods, and drought.

HIV/AIDSThe CRS HIV/AIDS policy calls for compassion, notsimply sympathy. It calls for an affirmation ofhuman dignity and responsibility and an ongoingsearch for effective means of addressing the AIDScrisis.

Microfinance

Targeting the self-employed poor, especially women,who have little or no access to formal credit.

Peacebuilding

Aimed to transform the way people, communities,and societies live to create a space in which mutualtrust and respect can flourish.

Projects

IHAP (Integrated Health and Agriculture Program)

Projects focusing on dry-land crops, seed fairs, andgrain storage. Resulted in reduction of soil erosion,increased production of dry land crops, andimproved disaster preparedness and mitigation fortarget populations.

Health (IHAP)

Child Survival and Water & Sanitation projects.Resulted in increased access to potable water andsanitation for 60,000 in targeted areas; improvednutritional status of 70,000 children under 36months; and improved maternal health care for100,000 women, aged 15-49.

Gender

A Gender and Human Rights project whichaddresses issues of domestic violence, control ofproperty, and female circumcision. A conscious anddeliberate action was made to engender the IHAP

programme at the design phase. As a result, 70% ofthe target beneficiaries are women.

HIV/AIDS

Focus on Anti Retroviral Therapy (ART) to orphansand vulnerable children.

Microfinance

Support for the development of rural financialsystems through diocesan financial institutions.


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16 CHAPTER II

Lutheran World Relief KenyaLWR East Africa Regional Office

The East Africa Regional Office was established in1983 in Nairobi, Kenya, overseen by a RegionalRepresentative. In 1993, it was registered in Kenyaas an international development agency under theNGOs Act with an overseas headquarters. The LWREast Africa Regional Office (LWR/EARO) coversKenya, Uganda, and Tanzania. Each country is

headed by a country program manager, whoreports to the regional representative in Nairobi.There are also program activities in Ethiopia andthe Southern Sudan.

Lutheran World Relief headquarters are based inBaltimore, Maryland. The organization works withpartners in 50 countries to help people grow food,improve health, strengthen communities, endconflict, build livelihoods, and recover fromdisasters.

The Kenya program focuses on food security and

mitigating the impact of HIV/AIDS. It is based onthe corporate commitment to eradicate poverty andinjustice, promote gender equity, protect theenvironment, and respond to both natural andhuman-caused disasters.

Because family in most of the East African region islargely patrilineal, and thus patrilocal residentialpatterns in which wives go to live with the familiesof their husbands LWR continues to entrenchgender mainstreaming as a critical developmentstrategy, exemplified in its work with two specific

partners:

1 Sudanese Womens Association in Nairobi(SWAN)

2 Farming Systems Kenya (FSK).

Sudanese Womens Association inNairobi (SWAN) ~ LWR PartnerProject Purpose

LWR partnered with Sudanese WomensAssociation in Nairobi (SWAN) in order to improvethe quality of life of Sudanese refugee women invarious Kenyan urban centers. LWR (1) providedaccess to working capital through an expanded and

better managed micro credit facility, (2) deliveredbusiness development and management training,(3) extended functional literacy to more members,and (4) supported women in undertaking morefocused peace building efforts in the Sudan.

More than 453 women benefited directly from thisproject with 7,248 indirect beneficiaries. SWAN alsostrengthened its own institutional capacity in orderto plan for and manage more sustainable and self-sufficient programs.

Mission and Objectives

To unite all Sudanese women in Kenya in aparticipatory manner that will enable the group toidentify and prioritize its needs and formulatestrategies to solve them in a dignified, collaborative,and culturally appropriate manner.

Consolidate and enhance the unity amongall Sudanese women living in Kenya andsensitize them for patriotic and nationalconsciousness, rather than divisivefactional ones.

Empower women economically, socially,

and politically through education andskills training for job creation.

Develop a comprehensive human rightseducation program for raising awarenessabout women and childrens rights asSudanese nationals.

Develop programs and procedures toeliminate all forms of harassment andviolence against Sudanese women, andassist female victims of violence.


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Strengthen the positive role of women inpeace and security.

Develop non-discriminatory training,including vocational training andreducing the gender gap in education.

Encourage efforts to promote changes innegative attitudes and practices towardswomen.

Provide support for childcare and otherservices to mothers.

Promote research and implementation ofan information strategy for ensuring a

balanced portrayal of women. Provide a forum for the expression of

ideas and culture for its members.

Farming Systems Kenya (FSK) ~ LWR

PartnerOverview

Farming Systems Kenya (FSK) is an indigenous NGOformed in 1981 through the initiative of the AfricaInland Church, Nakuru Region Lay PeopleFellowship (NLPF). Its main agenda is to reduce

poverty through agricultural development,targeting small farm holders who represent 80% ofthe Kenyan farming community. Poverty reductionis achieved by improving productivity to enhanceincome and food security through appropriatetechnologies.

Project Purpose

The purpose of this project was to empowersmallholder-farming communities in theimpoverished Nakuru district to improve theirproductivity, income, and living standards. Thiswould be realized through educating the farmersin organizational management and business skills,assisting them in the formation of marketingfederations, and providing credit to the most needyfarmers.

Vision

Facilitating the development of a wealthy,prosperous, and entrepreneurial smallholderfarming community.

Mission and Objectives

FSKs mission is to provide technical, financial,marketing support, and research backup toagriculturally based rural communities to helpthem achieve household food security andimproved household incomes. This goal is achievedby providing comprehensive training based on theFSK farmers training curriculum, seasonal credit,clinical veterinary services, marketing advisoryservices, farmer-based research, and communitymobilization. FSK targets small-scale farmers withtechnical and managerial support to achieve thefollowing objectives:

To assist small-scale farmers to becomebetter resource managers.

To assist small-scale farmers achieve self-sufficiency in food production and henceenhance household food security.

To encourage farmers to move fromsubsistence levels of farming to embrace acommercial dimension in order to ensuresustainability.

To develop and integrate appropriatetechnology in a participatory

environment. To respond to farmer-identified problems

through research and networking.


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18 CHAPTER II

CARE InternationalOverview

CARE International is one of the worlds largestindependent, international relief and developmentorganizations. Non-political and non-sectarian,CARE operates in more than 70 countries in Africa,Asia, Latin America, the Middle East, and EasternEurope.

Vision

A world of hope, tolerance, and social justice, wherepoverty has been overcome and people live indignity and security. CARE International will be aglobal force and partner of choice within aworldwide movement dedicated to ending poverty.The organization hopes to be known everywherefor an unshakable commitment to the dignity ofpeople.

Mission

To serve individuals and families in the poorest

communities in the world. Drawing strength fromglobal diversity, resources and experience, CAREpromotes innovative solutions and is an advocatefor global responsibility. It promotes lasting changeby:

Strengthening capacity for self-help Providing economic opportunity Delivering relief in emergencies Influencing policy decisions at all levels Addressing discrimination in all its forms

CARE NigerOverview

Established in 1974, CARE Niger has planned andimplemented more than 50 projects, amounting tomore than $70 million.

CARE Niger is currently conducting projects inconflict resolution and community mobilization,especially regarding water, food security, and

CARE Niger

natural resources management. Programs havebeen implemented in various sectors, including:

Livelihood security Civil society organization development Governance Gender Health HIV/AIDS Microfinance

CARE Niger is currently conducting approximately15 projects in the regions of Tillaberi, Dosso, Tahoua,Agadez, Maradi, Diffa, and Zinder.

VisionCAREs vision in Niger is to create a new spirit ofdevelopment, working in partnership with familiesand communities. Gender equality is viewed as acritical feature of this new spirit. CAREs goal is tocreate, in partnership with civil society actors, thepreconditions for a sustainable and equitabledevelopment, based on good governance andprotection of household resources.

CARE Niger Household andLivelihood Security Assessment

Women share very little of the political

power, both at the national level andwithin village communities. Similarly,women share little of the household

resources and have low participation inhousehold decisions, according to arecent Household and LivelihoodSecurity (HLS) assessment conducted by

CARE Niger. Nevertheless, women havethe major responsibility for thehousehold.


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Heifer InternationalOverview

Heifer International is a humanitarian assistanceorganization that has spent more than half a centuryalleviating hunger, poverty, and environmentaldegradation by helping communities to become self-reliant for food and income. Providing livestockand training to hungry families is Heifers uniqueapproach that originated with one simple idea

not a cup, but a cow. Since its beginning in 1944,Heifer has worked with millions of families in 125countries. Heifers holistic development approachis based on 12 cornerstones. Gender and FamilyFocus is one of the twelve Cornerstones of Heifersmodel for just and sustainable development, andGender Equity is also central to all othercornerstones. The quintessential cornerstone isPassing on the Gift. Recipients agree to shareoffspring of gift animals with others in need, makingthem equal partners with Heifer in the fight againstworld hunger. What they share is not only theanimals, but also the gift of hope and self-confidence.

Gender equity is at the center of this sharing.

Vision

A world of communities living in peace andequitably sharing the resources of a healthy planet.

Africa Program Mission

The Africa program, in partnership with ruralpeople, provides start-up-capital in the form oflivestock and related training, involves people intheir holistic development, and helps them to passon the skills to others.

Heifer International Gender Equity Program

The Gender Equity Program is rooted in Heifersvision of justice and commitment to equity thatvalues women, men, girls, and boys equally ascrucial partners for truth, justice and sustainabledevelopment. Heifer views gender equity as a social

justice and human rights issue that leads to endingpoverty and hunger. Gender and Family Focus isone of the twelve Cornerstones of Heifers model for

just and sustainable development. Gender equityis the core of all other cornerstones.

The goal of Heifers Gender Equity program is toachieve equity between women and men of all agesin sharing of resources, benefits, workloads, anddecision-making at all levels. In order to achievethis goal, Heifer employs two strategies that areintrinsically linked to each other: (1) Gendermainstreaming and (2) The specific targeting of thedisadvantaged, especially women and girls, in orderto redress the existing gender gaps.

Heifer ZambiaOverview

Heifer International started working in Zambia in1988 through the Christian Council of Zambia. From1993 to 1997, Heifer International workedcollaboratively with Africare, and then wasestablished as an independent NGO in 1998 as HeiferZambia. Heifer Zambia works in five provinces.Approximately 7,000 beneficiaries have become self-sufficient through the gifts of food, income producinganimals, and training in environmentally sustainablefarming. The program provides farmers with

productive resources and skills needed to overcomehunger and poverty and to achieve self-reliance.

Mission

To empower genuinely needy communities to alleviatehunger and poverty and to care for the earth.

Vision

By 2005, Heifer Zambia envisions an adequate,committed staff in partnership with stakeholders,working with genuinely needy families in fiveprovinces of Zambia to alleviate poverty andhunger through provision of livestock and training.They identify their key issues as adequate resources,project planning, gender issues, networking andcollaboration, program management, environ-mental issues, and sustainability of groups.

Core Values

Commitment to the organizational mission Accountability Honesty Sharing and caring

Heifer Zambia


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20 CHAPTER II

Heifer Project Zambia strives to empower rural communities in a gender-balanced manner in orderto uplift their status and improve their standards of living. While the strategic focus is to increase

participation of women in development at all levels, it is imperative to recognize the participationof men in planning and implementing and benefit ing from the projects. After all, it is the family as

a whole who will contribute to the success of the entire community.

1 ~ Passing on the gift ~ An embodiment of HIs philosophy ofpractical sharing and caring. Every family who receives ananimal signs a contract to pass on the fi rst female offspring toanother family in need and agrees to pass on to others thetraining and skills that they have acquired. Many groups alsochoose to pass back an additional animal or a portion of salesincome to support their project.

2 ~ Accountability ~ Groups define their own needs, set goals,

and plan appropriate strategies. HI provides guidelines forplanning the project, screening recipients, monitoring farmersprogress, and conducting self-evaluations. Groups areresponsible for submit ting semi-annual monitoring reports toHI.

3 ~ Sharing and caring ~ HI believes that global problems canbe solved if people are committed to sharing what they haveand caring about others. Though not easily measurable, this isone of the most important cornerstones. Sharing and caringreflect commitment to humane treatment of the animals in HIprojects and shared vision of justice for all people.

4 ~ Sustainability and self-reliance ~Because HI fundsprojects for a limited time, project groups must plan to support

themselves eventually. HI has found that self-reliance is mosteasily achieved when a group has varied activit ies andgenerates support from several sources.

5 ~ Improved animal management ~ Feed, water, shelter,reproduct ive efficiency, and health care are the essentialingredients in successful livestock management. These must beavailable so that the livestock provided by HI can be kepthealthy and productive.

6 ~ Nutrition and income ~Livestock contribute to humannutrit ion and well being in two ways. Directly, they providehigh quality protein and fiber and, indirectly, draft power forcrops and t ransportation, as well as manure for soil fert ili ty. Thelivestock should have potential for profitabilit y to provide

income for education, health care, housing, and all emergencies.As living savings accounts, livestock also provide long-termeconomic security.

7 ~ Gender and family focus ~ Gender refers to t he sociallydefined roles of men and women in each culture. HeiferInternationals Women in Livestock Development (WiLD) is oneof the approaches to support individuals and organizations thatpromote gender equit y and womens active part icipation inLivestock Development.

8 ~ Genuine need and justice~ HI is a partner to people whotruly need an opportunity to improve the quality of their lives

and who can benefit from modest support .

9 ~ Improving the environment ~ The introduction of HIlivestock should improve the environment by having a posit iveimpact on one or more of the following: soil erosion, soil fert ili ty,sanitation, forestation, biodiversity, pollution, wildl ife, andwatershed condit ions. In addition, the livestock should not causeor worsen any environmental problems.

10 ~ Full participation ~ HI works with grassroots groups orintermediary organizations representing grassroots groups. Atruly effective group has strong leadership and organization andis commit ted to involving all members in decision making.Members of the group own the project, and the groups havecontrol over all key decisions.

11 ~ Training and education ~ Groups decide their own t rainingneeds and local people are involved as trainers. Trainingincludes formal sessions as well as informal (farm visits,demonstrations model or promoter farmers) and is hands-onmore than academic. In addition to training in livestockhusbandry and care of the environment, groups have requestedtraining in diverse topics such as food processing, marketing,group formation, and human nutrition.

12 ~ Spirituality ~ Spiri tualit y is common to all people andgroups, regardless of their religion or beliefs. Spiri tuality isexpressed in values, beliefs about the value and meaning of life, asense of connectedness to t he earth, and a shared vision of thefuture. It often creates a strong bond among group members and

gives them faith, hope, and a sense of responsibil ity to worktogether for a better future.

The Twelve Heifer International Cornerstones


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THE MANY FACES OF GENDER MAINSTREAMING: HOW THE ORGANIZATIONS DID IT 21

This chapter responds to the two research

questions using data from extensive interviewswith 36 senior administrative and 75 program staffmembers and organizational documents.

Definition of GenderMainstreamingGender mainstreaming entered the development

vocabulary in the decade after the 1995 UN 4th WorldConference on Women. The Beijing Platform forAction (PFA) emphasizes gender mainstreamingthroughout all sectors. It stresses the importance ofall organizational actors (governments,international organizations, NGOs, civil society,and the private sector) incorporating a genderperspective in their work and considering thedifferential impact of programs on women and men.Specifically, the Platform for Action states that:

governments and other actors should promote an

active and visible policy of mainstreaming a genderperspective in all policies and programs so that, beforedecisions are taken, an analysis is made of the effects onwomen and men, respectively (Beijing Platform for

Action, 1995, paragraph 79).

The UN DefinitionIn 1997, the UN Economic and Social Council morefully defined gender mainstreaming in this way:

Mainstreaming a gender perspective is the process ofassessing the implications for women and men of anyplanned action, including legislation, policies orprograms, in all areas and at all levels. It is a strategy

for making womens as well as mens concerns andexperiences an integral dimension of the design,implementation, monitoring, and evaluation of policies

and programs in all political, economic and societalspheres so that women can benefit equally, andinequality is not perpetuated. The ultimate goal is toachieve gender equality (Agreed Conclusions, 1997/2).

In simpler language, gender mainstreaming is away to transform how an organization doesbusiness, so that addressing gender inequalities andvaluing both mens and womens full participationbecome integral to an organizations operations andeffectiveness.

Gender mainstreaming emerged as a result ofdissatisfaction with earlier approaches toaddressing gender gaps, according to a 2002 UNGender Mainstreaming Report from the UN Officeof the Special Advisor on Gender Issues andAdvancement of Women (United Nations, 2002, p.9). Earlier strategies tended to focus only onwomens projects and on specific targetedinitiatives, such as womens components withinlarger initiatives.

III. The Many Faces of Gender Mainstreaming:How the Organizations Did It

Question 1:How has the organization mainstreamed a

gender perspective in its operations?

Question 2:As a result of gender mainstreaming in it soperations, what changed in programming

(both in ongoing and new programs)?

Research Questions

Definit ion of GenderMainstreaming

The Gender Integration Framework Organizations in this Study and Key

Issues Gender Mainstreaming by Each

Organization

Chapter Highlights


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22 CHAPTER III

The UN report asserts that:

it became apparent that gender inequalities were notgoing to be resolved through marginal initiatives, butrather that broad processes of change, particularly atthe policy and institutional level, were needed Therewas also recognition that inequality between womenand men was a relational issue, and that inequalitieswere not going to be resolved through a focus only onwomen. (p. 9)

The UN five-year review of implementation of the

Beijing Platform for Action in 2000 provided a giantleap forward for elucidating the elements of aneffective gender mainstreaming strategy. The UNsponsored 12 virtual working groups on thethematic areas of the Platform for Action, includingone on institutional mechanisms and nationalmachineries that identified lessons learned andrecommendations on gender mainstreaming:

Promote both (1) the internal dimensions ofgender mainstreaming (womens leadershipand equality within the organizations ranks)

and (2) the external dimensions (womens fullparticipation in and benefits from programsor services).

Foster political will for gender mainstreamingas a first step to developing other vitalcomponents of gender integration.

Employ multiple approaches tocapacity building in gendermainstreaming, e.g. formal gendertraining sessions, training materialsdevelopment, mentoring programs,and working groups.

Develop meaningful gender anddevelopment plans, withaccompanying budgets (UnitedNations, 2000, p. 48-49).

The March 2005 UN Beijing +10 meetingadopted a resolution for strengtheningefforts to ensure that gender

mainstreaming is fully understood,institutionalized, and implemented.

The Gender IntegrationFramework (GIF)In this study, gender mainstreaming is defined interms of the Gender Integration Framework, which wasdeveloped from CAWs work with InterActionmember agencies from 1998-2002. The CAWsframework includes four dimensions, as depictedin the figure as parts of a growing tree.

At the root of the tree or process is Political Will,which becomes evident when top-level leadershippublicly supports gender integration, commits stafftime and resources, and institutes needed policiesand procedures. The other three dimensions growout of this demonstration of political will.

Technical Capacity entails changing organizationalprocedures, as well as building individual skills.Individuals can take their skills with them whenthey leave an organization, but new procedures and

systems become basic to how an organizationoperates.

Accountabilityinvolves carrots and sticks forencouraging and reinforcing new behaviors and

Technical

Capacity

Political Will

Accountability

Organizational

Culture


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practices; it ultimately requiresbuilding responsibility for genderintegration into job descriptions, workplans, and performance assessments.

Organizational Culture deals with theinformal norms and embeddedattitudes of an organization. ThePresident of Lutheran World Reliefcaptured the essence of organizationalculture with this statement:

We decided we wanted to be the best ongender, and that change permeated theorganization. It is a different consciousness.We are more intentional.

To be successful, any gendermainstreaming strategy must take allfour of these dimensions into account.

Because CAW has provided technicalassistance to all of the organizationsin this study, the Gender Integration

Framework is familiar to theseorganizations and has guided theirmainstreaming efforts.

The Gender Audit

Technical assistance to four of these organizationsincluded the Gender Audit training, which is CAWsmethodology for enabling organizations tosystematically analyze and address the status ofgender equality in all aspects of their operationsand programs. The Gender Audit identifies areas ofstrength and achievement, innovative policies and

practices, and continuing challenges as a foundationfor gender action planning.

TheGender Audit, whichcovers the organization itselfand its programs, includes three steps:questionnaire, focus groups, and action planning.In the action-planning step, an organizations seniormanagement team or a gender task force analyzesthe outcomes of the questionnaire and the focusgroups. Using the four-part Gender Integration

Framework, they develop a gender action plan, gearedto the specific strengths, weaknesses, andcircumstances of that particular organization.

Overall, the following characteristics of the GenderAudit process have been identified as catalysts forsuccessful gender mainstreaming:

A participatory approach that builds

strong organizational ownership. An action plan based on where an

organization is and wants to go, ratherthan imposing a particular direction.

Involvement of senior management.

World Vision Ghana: Gender Audit in 2002; action plan

developed and implementation is ongoing.

CRS Kenya: Training and technical assistance, 1998-1999;

CRS staff used the Gender Audit questionnaire to carry outits own self-assessment in 1999.

LWR/EARO: CAW Training, LWR HQ, 1998; gender analysis

training, East Africa Regional Office, 1998.

CARE Niger: Participated in CARE Global Gender Audit in1998.

Heifer Zambia: Series of CAW workshops and technicalassistance inputs to Heifer headquarters and several field

offices, which contributed to the development of agender policy in 1998-2000; Gender Audit with Heifer HQ,

2000/2001.

CAW Technical Assistance toOrganizations in the Study


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24 CHAPTER III

Organizations in this Study andKey IssuesThis study focused on five organizations WorldVision Ghana, Catholic Relief Services Kenya,Lutheran World Relief Kenya, CARE Niger, andHeifer Zambia, plus two partner organizations ofLutheran World Relief, a non-operationalinternational NGO. One of its partners, theSudanese Womens Association in Nairobi (SWAN),was the only organization that focused its programsprimarily on women. Four of the five internationalorganizations have a religious foundation.

The political will for gender mainstreaming most

often originated from the internationalheadquarters of the organizations. The leadershipclearly recognized the time, energy, and conscious,consistent effort required to do it effectively. Theleadership made the commitment in the belief thatthe results in development effectiveness could bewell worth the investment.

When organizations identify, embrace, andimplement a particular course of changethemselves, it appears that this process stimulatesa chain reaction of continuing change throughout

the organization and its programs.

Examination of these projects and programs in thefour African countries studied clearly reveals thatthere is no one face of gender mainstreaming.Commitment, flexibility, and follow-up wereevident in all the organizations studied. Despiteeach countrys deeply-embedded cultural practices,the almost immediate visibility of the high impactand positive rewards of gender mainstreaming

converted those who initially experienced extremediscomfort with womens empowerment and

movement into partnership and leadershippositions. Most importantly, this included evenskeptical men with serious concerns, both inadministration and in the field.

When that deep understanding and commitmentcome from the top, it creates an environment inwhich gender mainstreaming can flourish. But, itis in the potential of gender mainstreaming to reachbeyond program and project efficiency to transformthe larger community and effect wider social andeconomic change that its real force is registered.

Highlights of Gender MainstreamingStrategies

Gender mainstreaming found its greatest successin organizations where gender mainstreaming wasdirectly linked to the improvement of programquality and, specifically, to the eradication ofpoverty. Once implemented, gender mainstreaminggenerated an amazing capacity to challenge deep-rooted ideas and attitudes among the people mostaffected.

The ripple effect from headquarters to regional/national offices most profoundly touched theprogram personnel who were designing andimplementing programs and, ultimately, thecommunities they served. Follow-up of training wasa significant factor in exhibiting political will andorganizational support of gender issues.

The existence of a clearly articulated gender policythat is effectively communicated and widely

Deep understanding and commitment from the top creates an environment inwhich gender mainstreaming can flourish. But, it is in the potential of gendermainstreaming to reach beyond program and project efficiency to transformthe larger community and effect wider social and economic change that its

real force is registered.


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disseminated throughout the organization is one ofthe most significant indicators of an organizationscommitment to gender mainstreaming. However,there is room for improvement in this area in all ofthe organizations studied.

Initial reluctance to accept forceful gender equalitystrategiesprimarily by men was followed by awillingness to cooperate, once there was a climateof open debate and discussion with opportunitiesto air concerns. Even the most cynical men becameconvinced of the effectiveness of gender

mainstreaming when they saw and receivedacclaim for the marked improvement in projectperformance and the foresight shown by theirorganizations.

The most gender-sensitive environments existed inorganizations where all staff were perceived to beresponsible for gender mainstreaming, and theyunderstood and accepted that responsibility. Ingeneral, this was accomplished through repeatedsensitization and training, with expansion ofknowledge and awareness as the main

characteristics.

All organizations showed a need for thestrengthening of accountability systems. In somecases, the projects at the country level exhibitedgreater successes than were known at the upperorganizational levels.

Fuzziness in accountability in these organizationsoften resulted in differing levels of gender awarenessof staff, particularly with respect to the importanceof gender to development effectiveness. In all of theorganizations researched, persons responsible for

gender mainstreaming included the organizationsCountry Director, Senior Management, and theGender Coordinator or the Gender Training Officer.

Religion and Gender Mainstreaming

Religion frames the mission of four of the fiveorganizations studied. All but CARE were foundedon Christian beliefs, which pervade theorganizational culture, programs and projects.Organizational meetings and focus groups inalmost all of the partner communities began with

prayer. In at least three cases (two females and onemale), participants referred to the headship of JesusChrist as supportive of womens subordination.

CARE Niger, the one secular organizationrepresented in the study, operates in anenvironment that is 80% Moslem. In spite of itsstated non-sectarian orientation, which it clearlycommunicates to employees, CARE exercised greatsensitivity to the religious realities of its operatingenvironment in Niger.

CAREs mission was founded on the inescapable

reality of poverty linked to inequality, and theorganization has proceeded to take the proverbialbull by the horns by enlisting the assistance ofreligious leaders not only to explain themisconceptions and misinterpretations, but to re-educate communities. In fact, one womancommented that it is now the men who are callingupon other men to defend the rights of women(Hindatou Sayo, CARE Manager of Mata Masu

Dubara).

Changing Attitudes ~ The almost immediate visibility of the high impact andpositive rewards of gender mainstreaming converted those who initially

experienced extreme discomfort with the greater participation of women inleadership positions. Most importantly, this included even men, both inadministration and in the field who, previously, had serious concerns.


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26 CHAPTER III

The following section describes howWorld Vision Ghana carried out

gender mainstreaming, based on theGender Integration Frameworkthatincludes political will , technical

capacity, accountability, and

organizational culture.

In the global World Vision International operations,gender mainstreaming became a continual processthat began with explaining the concept of gender tostaff and sensitizing women and men to its criticalrole in effective development.

The driving force behind gender mainstreamingapproaches for World Vision Ghana became

identification of women and children as anespecially vulnerable section of the population andacknowledgment of the cultural norms thatsubordinate women.

In Ghana, the first step involved a basic needsassessment of field projects, followed by a genderanalysis, aimed at placing needs within therelational, social, economics, and political dynamicsof the community. Capacity building and trainingfollowed. Even before training, many of the mid-level Area Development Programme (ADP)managers were found to be knowledgeable,

conversant with gender issues and concepts, andimplementing gender strategies.

Once they identified gender gaps or specificapproaches to adjusting gender imbalances, ADPsdesigned program interventions within thedevelopment framework of the sectoralministries, and paid close attention to thedifferent ways in which they affected women, men,girls and boys. These staff-designed programsbecame the critical entry point for gendermainstreaming and the basis for measuring the

impact and effectiveness of gender mainstreaminginitiatives.

World Vision Ghana

Political Will

Gender Mainstreaming Mandated Globally

Initially mandated through the World Vision globalheadquarters in California, gender mainstreamingwas transmitted to the Ghana National Directorwho shared the concern, understanding, andawareness of the value of women to the

development process. This directive led to thedrafting of national strategies that clarified andcommunicated the meaning of gendermainstreaming as cutting across all dailyactivities, either in administration, project design,implementation, and especially on the ground.

Ghana Hires a Gender Coordinator and Conducts

Needs Assessment

When gender integration approaches began to shiftfrom Women and Development (WID) to Gender andDevelopment (GAD) in 1990, World Vision Ghanaappointed a Gender Coordinator and conducted agender needs assessment. The initial gender policy,which was developed for WID in 1992, wasmodified to reflect gender in June 1999 and revisedin March 2002. Its stated purpose:

To set parameters for commitment, attitudes and actionrelating to the integration of gender issues within WorldVisions mission.


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Ghana Forms Gender Task Force and Gender

Action Plan

A World Vision Ghana Gender Task Force wasformed and a Gender Action Plan 2002-2005 wasdrafted for approval and implementation by seniormanagement.

Budget Funds Committed to Gender Action Plan

in Ghana

To carry out the Action Plan, two percent of theannual budget was allocated for gender issues.

Ghana Analysis of Employment PatternsAfter employment patterns revealed that menoccupied all senior management positions, WorldVision Ghana made a deliberate attempt to involvemore women in decision-making processes, withspecific emphasis on improving the gender balanceon committees and teams. Finding qualified womenpresented a major difficulty.

Temporary Moratorium on Hiring & Promotion of

Men

World Vision Ghana instituted a two-year

moratorium on the hiring and promotion of men, apolicy that initially displeased most of the men.Currently three women are represented among the20 senior management staff in Ghana. Women nowoccupy seven key positions as Ghana AreaDevelopment Program Managers (ADPs) that, priorto gender mainstreaming, had been filled by men.

New Employment Patterns in Field Offices

In the field, women were intentionally employed atall levels for new projects. A gender mainstreamingfocus pinpointed the need to specifically target

women in program design and implementation.Getting qualified women, however, presented amajor difficulty. Imbalance mostly lay in the moretechnical areas, such as water management wherewomen apparently either do not want to work orare not adequately trained.

In the northern sector, not a lot more women have gainedthe knowledge and the education to the level we want,

but yet we are still improving, with the point that wewant women.

Male senior staff member

National Director Publicly Supports Gender

Coordinator

The Ghana National Director gave public supportto the Ghana Gender Coordinator during staffworkshops on gender initiatives. His attendanceand participation in gender analysis workshops,which included all male and female staff,communicated the seriousness attached to theprocess. One workshop participant said:

Before this workshop, I used to think that everythingabout gender was about women alone and a challengeto men. But now, I have come to understand that genderis really for the betterment of society as a whole and not

for its disintegration.

Gender training workshop participant

Expanded Parental Leave Policy

As further evidence of political will, World Vision

Ghana revised their parental leave policy, therebyincreasing maternity leave to 12 weeks, giving maleemployees a paternity leave of five days, andproviding time off for breastfeeding for women whoreturned to work (each afternoon off for the firsttwo months and two hours off for the next threemonths).

Technical Capacity

Gender Audit Conducted

The CAW Gender Audit was conducted from July

September 2002 in Ghana. All staff were involved,and they participated in training that increasedgender awareness and support for the integrationof gender into programs and projects.

Recognition That Staff Capacity is Critical

The organization quickly recognized staff capabilityas critical to successful gender mainstreaming. Theorganization contracted an external consultant to


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28 CHAPTER III

facilitate workshops and training sessions and toconduct gender audits. Gender analysis training,which began in January 2003, is on going.

Increase in Recruitment and Promotion of Women

In Ghana, capacity building, which was developedthrough training and research, led to an impressiveincrease in the number of women at the middlemanagement level from 27 to 45, compared with 55men. These women were both recruited andpromoted, and they represent a cohort from whichwomen will eventually be promoted to senior

management positions.

Gender Analysis Information Shapes Policies and

Programs

Information gathered through the gender analysiswas used to inform the design of programs andpolicies to ensure that gender concerns were takeninto consideration and to ensure that women andmen, boys and girls fully participate in and benefitfrom development efforts. (World Vision PolicyDocument)

Accountability

National Director and HR Manager Accountable

for Success

The National Director and Human ResourcesManager are held accountable for gendermainstreaming. While the Gender Coordinator ischarged with the responsibility of gendermainstreaming, the National Director providessupport and ensures that gender is addressed inthe strategic plan. Several committees were formed

to make decisions on gender issues.

Staff Monitor and Evaluate Gender Mainstreaming

The Area Development Programme officers (ADPs)monitored and evaluated the gendermainstreaming. The Gender Coordinator developeda checklist to establish, implement, and monitor thegender mainstreaming process.

Organizational Culture

Support Increased for Including Men in

Mainstreaming

Staff members reported a more positive attitudechange in staff with respect to the value of mensinclusion in gender mainstreaming approaches. Ingeneral, development was perceived as supportgiven to people in order to develop their ownpotential:

Its a continuous process. Its not a nine-day wonder,and with gender mainstreaming, both men and womenare made conscious of their capacity to improve theirquality of life through the development of their potential.


People Applaud Positive Role Models in Women

Managers

Despite concern by some men over affirmativeaction strategies for women, many men expresseda measure of pride in the positive role models that

women managers provided. They were particularlyproud of the positive influence of this progressiveaction on a society in which women had beenconstrained from full professional development.

Before men were talking to women [in the communities]who did all of the work. Now women are talking towomen who do work and contribute to the effectivenessof the work.


Men Acknowledge Relevance of Gender

Mainstreaming to Both SexesInternally, there was a recognition and appreciationof the various cultural backgrounds from whichmembers of staff came. Men, in particular,acknowledged the learning process and therelevance of gender mainstreaming in their ownlives. After exposure to gender mainstreamingissues, many learned to appreciate that they needto deal:


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more gently with women, to understand women in adifferent way, and to come to the realization that weneed to support women in a more friendly way.


Women Take Active Role in Self-Development

Many women responded by taking a more activerole in their own self-development through studyingand self-teaching in order to move to higherpositions.

Attitudes of Women also a Challenge

Womens attitudes, however, were viewed as notalways being too helpful in the short term. Forinstance, it might be expected that by engaging morewomen and deliberately moving women up theladder in the organization, they would work with:

a lot of commitment, a lot of respect, a lot of humility,but sometimes this is not what you would see. Rather,you see pride, disrespect. And sometimes this becomesvery (extreme), both to the ladies themselves and to usmen, because with this expectation, sometimes you keepasking yourself, Are we actually making the mark we

want to make? Did we allow them to have the rightexperience before perhaps giving this new responsibilityto them?

But I believe in all these things that were learning,we should be patient to give more training and moresupport. Whether they want to behave immaturely ornot, I believe the answer is more training, a lot morepatience, so that eventually we will bring them up tothe level, because I believe we have a responsibility tomove women up.


Women Working for Other Women

Mention was made of the negative response fromsome women who resisted other women coming towork for them. However, success in training,employing, and promoting women remains anotable program change at the organizational level

that is reflected in increased project success at thecommunity level.

Initial Negative Reaction from Male Employees

The organizations bold moves were not entirelysupported in Ghana, as many men felt that theappointment of more women implied that youwant to tone down the quality of your work. Manymale employees were very uncomfortable with thisexplicit attempt at restitution. Some men fearedthat the work would not progress as quicklybecause the ladies would fall ill. Others expressed

dissatisfaction that their workloads increasedbecause they were required to do the work of thewomen on maternity leave. In one department, aftermore women were hired, the staff of eight wassubsequently drastically reduced to three men.Three of the women took maternity leave and theother two left to join their husbands who wererelocating.

Some Men Support Gender Mainstreaming

In support of gender integration, one senior staffmember pointed to the meticulous work of a woman

with whom he had worked for 19 years and who isa mother, performing with equal excellence inorganizing her family life. He suggested thateveryone should learn time management skills fromwomen because Africa has paid a high price forfailing to efficiently manage time. However, anothermale senior staff member, while generallysupportive, pointed to the lack of information andproper communication as a major obstacle togender mainstreaming:

except when you dont educate men and women, and

they think that gender mainstreaming means feminism,then it goes a long way to destroying communities.They need to know that gender means the cohabitation[cooperation] of men and women.



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30 CHAPTER III

Next StepsIn the research, the following future needswere identified for World Vision Ghana:

Expansion of training programs. A more structured accountability

system. Structured opportunities for

honest and open discussionsaround male/female workrelations.

Linking gender and HIV/AIDS forthe mainstreaming of preventivestrategies in development work.

Structured communicationsprograms on gendermainstreaming and its direct linkto poverty eradication, withreference to the MillenniumDevelopment Goals.

Gender equality is an issue of development effectiveness, not just amatter of political correctness or kindness to women. World VisionGhana has acknowledged the significant correlation between genderissues, poverty alleviation, and the well being of children. Genderequality should not be addressed in isolation. It needs to be situated asone of the outcomes of a participatory and open process ofdevelopment, which involves all stakeholders including women, men,boys, and girls.

Staff member, World Vision Ghana

World Vision Ghanas GenderMainstreaming Strategy*The key commitments of the gender mainstreaming

strategy are as follows:

Design gender-sensitive policies and programs that are

equitably beneficial for both men and women, boys

and girls.

Identify barriers that prevent equal participation in

decision making at all levels, including men and

womens attitudes at the community level.

~ Identify specific actions to remove these barriers,

~ Ensure effective participation of women, men, boys

and girls at all levels

~ Ensure that program approaches benefit men and

women, boys and girls.

~ Ensure effective program delivery.

~ Identify harmful traditional practices and develop

specific actions to eliminate them.


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Policies and ProgramsDesign gender-sensitive policies and programs to ensure that overall development efforts are directed

to attain impacts that are equitably beneficial for men and women, boys and girls. In particular, theorganization will:

Support advocacy for justice for the poor and especially for women and the girl children.

Identify barriers including mens attitudes at the community-level that prevent women from

participating in decision-making at all levels.

Address gender imbalances relating to access to information, literacy, education, employment,

and resources, including land. Empower and equip women, men, boys, and girls to improve individuals and familys social,

cultural, economic, spiritual, and polit ical condition.

Strengthen the partnership among men and women, boys and girls in their sharedresponsibilities in the home, work place, the church, the community and the nation.

Integrate gender analysis into program design, monitoring, and evaluation to ensure effectiveprogram delivery and sustainable impact.

Ensure that women, men, boys, and girls have equal opportunities to participate in the

identi