Gender Analysis

1
Gender Analysis

• Source IASTP III Gender Mainstreaming and
  Analysis Course Manuals SICTP Gender Training
  Manuals 2005-2008 and Gender Analysis 9043 Study
  Guide 2007 Graduate Certificate in Gender
  Mainstreaming Policy and Analysis, Gender
  Consortium, Flinders University

Gender Analysis Workshop 2008 by the Gender
Consortium, Flinders University, For Engineers
Without Borders National Conference in 2008
2
Gender

• Gender is a term that refers to the social
  expectations, beliefs and rules that are
  attributed to the different biological sexes
  (Wadham et p.212).
• It differs between cultures and changes within
  cultures over time, across different locations
  and in response to external circumstances.

3
Analysis

• The word analysis in English comes from the
  Greek words ana and lusis meaning to loosen up or
  take apart (Wadsworth, 1997, p. 81)

4
Gender Analysis

• Gender analysis can therefore be used by
  practitioners to loosen up and take apart
  proposals, policies, projects, problems or issues
  in order to examine gender relations and any
  gender inequalities and inequities.

5
Gender Relations

• Gender relations are the social interactions and
  distribution of power between men and women.
• Gender relations are influenced by and intersect
  with other social relationships such as social
  class, ethnicity, sexuality and ability etc.

6
Key Gender Analysis Questions

• Gender analysis includes asking some of the
  following key questions as part of our work
• Who does what? (gender division of labour and
  gender roles) (productive, reproductive and
  community work).
• Who has what? (gendered access to and control
  over resources).
• Who decides and how are decisions made? (gendered
  access to decision-making and political power).
• Who gains? Who loses? (levels of empowerment and
  disempowerment).
• What gendering is taking place?
• Which men and women and boys and girls? (age,
  social class, cultural background, sexuality,
  ability etc).

7
Gender Analysis Frameworks

• Gender Analysis Frameworks are designed to
  assist us to focus our attention on key gender
  concepts and dimensions in our work such as
• The condition and position of women and men using
  sex disaggregated data
• Identifying the needs of women and men to ensure
  that women and men have equal opportunity to
  participate
• Gender relations
• Differing gender needs
• Levels of womens empowerment

8
Some points to consider

• No gender analysis framework, model or approach
  is likely to be perfect or comprehensive because
  each selects a limited number of factors as
  important.
• The factors reflect a set of values and
  assumptions which will influence the type of
  interventions that you select.
• You need to be aware of the thinking behind the
  gender frameworks.
• You can combine factors and tools from different
  frameworks to produce a hybrid version that
  best suits a particular purpose.

9
Handout

• The Gender Analysis Frameworks handout you will
  receive a copy of provides an overview of ten
  widely used gender analysis frameworks
• Netherlands Model (Gender Impact Assessment)
• Canadian Model (Gender-Based Analysis)
• South Australian Gender Analysis (SAGA)
• Gender Roles Framework (Harvard Analytical
  Framework)
• Womens Empowerment Framework (Longwe Framework)
• Gender Relations Framework (Moser Framework)
• Social Relations Approach (Kabeer)
• Gender Analysis Matrix (UNIFEM or Parker)
• Gender Budget Analysis Tools
• InterActions Gender Audit Tool

10
Gender Audit

• Gender Audit is a new and emerging organisational
  self- assessment and action planning tool. It
  enables organisations to evaluate their
  experience with gender mainstreaming and helps
  them plan for the future.

11
(No Transcript)
12
Gender Integration Framework COMPONENT 1
Political Will The ways in which leaders use
their position of power to communicate and
demonstrate their support, leadership, enthusiasm
for and commitment to working toward gender
equality in the organization.
Organizational Culture
Technical Capacity
Accountability
Political Will

• Actions Needed
• Adopt and advocate a gender policy
• Show public support in speeches and written
  communications
• Require new procedures for recruiting, hiring,
  promoting
• Institute ways to recognize progress

Example CARE /US senior management team created
a joint communications strategy for its gender
equality initiative.
13
Gender Integration Framework COMPONENT 2
Technical Capacity The level of individual and
organizational competencies needed to promote and
advance gender equality in an organization. The
How to of gender integration.
Organizational Culture
Technical Capacity
Accountability
Political Will

• Actions Needed
• Move beyond awareness to application
• Change organizational procedures as well as
  strengthen individual skills
• Nurture an ongoing community of learning amongst
  staff

Example Oxfam America and Heifer Project
Internationals gender workshops developed new
gender responsive tools for partner NGO selection
and for evaluation of field projects.
14
Gender Integration Framework COMPONENT 3
Accountability Mechanisms an organization
establishes to ensure it walks the talk on
gender equality.
Organizational Culture
Technical Capacity
Accountability
Political Will

• Actions Needed
• Provide rewards to encourage and reinforce new
  behaviors for vanguard individuals, units, or
  programs
• Set and assess annual targets for implementing a
  gender strategy
• Build responsibility for gender equality into job
  descriptions, work plans, and performance
  assessments

Example World Vision Ghana developed gender
work requirements in its personnel performance
review system, requirements that staff members
set and are held accountable for.
15
Gender Integration Framework COMPONENT 4
Organizational Culture The informal beliefs and
codes of behavior in an organization that support
or undermine gender equality.
Organizational Culture
Technical Capacity
Accountability
Political Will

• Actions Needed
• Start where an organization/office is ready to
  start and build from there
• Document and reward progress
• Create a climate of open communication
• Clearly prohibit forms of dominance and
  subordination inhibiting full contribution
• Make gender equality the organizations default
  mechanism

Example At Lutheran World Relief, We decided we
wanted to be best on gender and that change
permeated the organization. Its a different
consciousness. Were more intentional.
16
An overview of the process

• The Gender Audit Tool developed by InterAction is
  an organizational assessment and action planning
  tool.
• How does it work?
• Step 1 Questionnaire
  
  
• Step 2 Analysis of Results in Focus Groups
• Step 3 Action Planning

17
References

• March, C., Smyth, I. Mukhopadhyay, M. (1999) A
  Guide to Gender-analysis
• frameworks, Oxfam, Oxford.
• Yoland Wadsworth (1997) Do it yourself social
  research 2nd edition, Victorian
• Council of Social Services, Allen Unwin, NSW,
  Australia
• Wadham, B., Pudsey, J., and Boyd, R. Culture and
  Education (Pearson Education
• Australia), NSW 2007 pp 218-231
• Aligning Values and Action New Visions for
  Gender Integration and
• Organizational Effectiveness A workshop for
  program managers organised by
• ACFID, InterAction and IWDA held in Sydney 10
  July 2008
• Graduate Certificate in Gender Mainstreaming and
  Policy, Flinders University
• Learning From Experience Lessons In
  Mainstreaming Equal Opportunities
• http//www.scotland.gov.uk/Publications/2003/05/17
  105/21754