Strategies and Tools for Achieving Gender-inclusive Results

Ferdousi Sultana Senior Social Development Officer (Gender) Bangladesh Resident Mission, ADB

The views expressed in this paper are the views of the authors and do not necessarily reflect the views or policies of the Asian Development Bank ADB), or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this paper and accepts no responsibility for any consequence of their use. The countries listed in this paper do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.

What is Gender Inclusive Results?

A

program /project/institution identifies and addresses gender concerns and participation of men and women while endeavoring for achieving the organizational goal Inclusive Results need a combination of many actions and initiatives

Gender

Gender

mainstreaming is the key strategy

When Gender Inclusive Results Expected?

Gender Inclusive results are expected when the Project/Program design aims at reduction of gender disparities and promotes empowerment of women
ADB follows four Gender Mainstreaming Categories Gender Equity theme (GEN):

Effective Gender Mainstreaming (EGM):

Some Gender Benefits No Gender Elements or Benefits

Gender Mainstreaming

At the Operational Level: It integrates women and mens concerns and priorities in the design, implementation, monitoring and evaluation of policies, programs, projects in all political and economic and social agenda. At the Institutional Level: The institutions develop policies, strategies and programs that have a broad impact in setting the conditions to ensure that they respond to the needs and interest of women/girls as well as men/boys, ensure their participation and distribute benefits equitably.

Social, political, economic, legal contexts are important determinants of womens situations, institutional policies and actions for gender mainstreaming and responsiveness Action Areas Policy dialogue/Policy support Gender features and targets at different levels (outputs, activity, implementation layers) Resource allocation Capacity development Monitoring

Gender Mainstreaming: Importance of Context

Key steps for Gender Mainstreaming: Sex disaggregated data and gender analysis
Sex

disaggregated data and gender analysis for planning

GENDER ANALYSIS IS A TOOL THAT HELPS TO

Identify key stakeholders and their needs

Select institutions sensitive to gender issues Set objectives for programs and projects Identify data needs for design and monitoring Plan how activities will be implemented Evaluate policies and programs for likely gender differentiated impacts

Sex disaggregated data and gender analysis

Collection of data: Household surveys, employment surveys, demographic and health surveys, needs assessment surveys, livings standards surveys etc.; Data collection instruments to include sex disaggregated data for different variables Setting project-specific sexdisaggregated baseline data

Challenges in Sex-Disaggregated Data Collection

Who collects the data? What kind of data (national vs.regional/city)? Qualitative vs. quantitative data? Availability of baseline data? Source of data? (one-stop, dispersed, secondary or primary data collection) How is data analyzed? (is there capacity?) Comparability of data? Resources and time for data collection

Setting Realistic Gender Targets in Projects Baseline data and sound gender analysis; Identification of specific targets that are relevant and consistent with overall project/program design Setting SMART targets/indicators in gender action plans and design and monitoring framework consistent with country policies, strategies and plans

Sample Targets to ensure participation and influence Targets for womens involvement in project activities i.e:
water

user groups, O&M committees, slum improvement committees decision-making bodies (town level committees) equal employment policies for men and women in physical works or civil service, training and community awareness campaigns

Monitoring is crucial

Developing effective project monitoring and evaluation mechanisms; Regular reporting of GAP progress and gender-based results/impact; Capturing results is important Analysis of project results data for monitoring progress towards achievement of gender equality results for strategic decisions at the institutional level

Allocation of Resources for Gender Mainstreaming

Financial and human resources to implement GAP (PMO/PIU staff) Gender consultants Capacity development budget Monitoring and evaluation budget

Institutional capacity building

Gender capacity building of sector agencies and PIU staff for achieving gender equality results.
Capacity development can happen in many ways: Training, guidelines, operational mechanisms, hands on work, study visit, partnership in learning etc.

Institutional gender strategy calls for and facilitates gender capacity building
Major Issues in Capacity Development

Lack of project or grant resources for capacity development Lack of mechanisms to address GAD in training, operation and monitoring

Lack of capacity for capacity development

Achieving Gender Equality Results is a Dynamic Process

Baseline. Effective use of sex-disaggregated information and data for baseline-setting; Periodic performance assessment and reporting on GAP and DMF targets Mid-term review. Adequate monitoring of gender-related design features and targets, during loan review (esp. mid-term review missions) and adoption of remedial actions Completion: assessing gender-related results (from monitoring outputs to outcomes) institutionalizing project management system Systematic recruitment of dedicated Social/Gender and Development Specialist in PMU/PIU and/or EA/IA (and ADB support via RM-based GS) Better assessment institutional capacity of social/gender-related skills/expertise of ADB EAs/IAs for more effective design of capacity development initiatives

Challenges for Achieving Gender-Based Results

Challenges come at various stages and are to be addressed throughout the project cycle Impression that GAD action plans/strategies guidelines as additional in isolation of the organizational guidelines, policies, monitoring tools etc. Organizational assessments/strategy preparatory support of Govt. and Development Partners ignore GAD perspectives while developing them Constant encounter of negative attitude from various corners

Challenges for Achieving Gender-Based Results

Create understanding and commitments in EA/PMO/PIU staff on GAD and GAP commitments

Difficult to include GAD consultant/ activities during implementation unless included in design
Limited resources for GAP implementation Lack of full-time counterpart GAD officials GSs are intermittent, lack capacity for GAP implementation and sectoral issues Lack of understanding that GAD considerations are in line with the existing Govt. policies/ Five Year Plans etc. Weak identification of indicators and mechanism for GAP monitoring.

What ADB RM GSs Do?

Support project/EAs to develop guidelines, manuals, organize training, lateral learning on good practices to develop their capacity Support EAs in preparing/reviewing project/instituional gender strategies/plans Address institutions not only projects Introduce GoB and ADB tools (planning guidelines, GAPs etc.) Introduce monitoring tools and support for reporting in quarterly reports (i.e. DMFs, GAPs, quarterly monitoring formats) Support specific project capacity building Develop linkage and relationship for horizontal and vertical support Encourage forming Gender Forum

SARDs New Initiatives for Gender Inclusive Results Reporting

Introduction of GAP monitoring format

Qualitative assessment during reviews

Common parameters for rolling up results at the institutional (Legal/ policy reforms, gender capacity of staff) and beneficiary levels (access to resources, employment, services)

Example of a Gender-Inclusive DMF

Design Summary Performance Targets and Indicators with Baselines Impact: Improved access to municipal By 2018: services in (selected) coastal HH coverage with access to drinking water, sanitation, and drainage reaches 100% including low-income areas towns (2012 baseline) Prevalence of water- and vector-borne diseases reduced by 30% in the project area (2012 baseline) Outcome Population in (selected) By 2015: coastal towns with more Water Supply (WS) reliable municipal services Population with improved access to WS (additional 1.2 million people, coverage ration from 35% to 70%) targeting which are climate resilient, pro50% of below poverty line (BPL) and 75% female-headed HHs (FHHs) poor and gender-inclusive Time to fetch water reduced by 40% (2012 baseline) Sanitation Population with connection to septic tanks increased (additional 1.2 million people, coverage ration from 35% to 70%) targeting 50% of below poverty line (BPL) and 75% female-headed HHs (FHHs) (2012 baseline) Drainage Population with new or rehabilitated drainage increased (additional 1.2 million people, coverage ration from 35% to 70%) targeting 50% of below poverty line (BPL) and 75% female-headed HHs (FHHs) (2012 baseline) Solid Waste Management Population with access to improved solid waste management increased to 50% of BPL and 75% of FHHs (2012 baseline)

Example of a Gender-Inclusive DMF

Outputs 1. Improved municipal services Water Supply with climate-resilient, pro-poor # MLD of additional potable water production capacity and climate resilient and gender inclusive design in # km of new and/or rehabilitated WS pipelines installed (selected) coastal towns # HHs served with improved piped connection targeting 50% of below poverty line (BPL) and 75% female-headed HHs (FHHs) Sanitation # new septic tanks and/or X new toilets targeting 50% of below poverty line (BPL) and 75% female-headed HHs (FHHs) Drainage # km of drainage upgraded and climate resilient Solid Waste Management # garbage bins, collection equipment, and transfer stations installed # CBOs established (ULB evel) for primary collection (target: 30% women representation) 2. Strengthened local government and planning capacity for sustainable service delivery Institutional # of ULB staff trained on project planning/design, implementation, and O&M aspects [target: 40% BPL representation and 50% of women)] Governance ULB Coordination Committees formed in all project towns [target: 40% BPL representation and 50% of women)] # municipalities holding regular meeting of ULB Coordination Committees (50% of whom are women) Urban Planning Urban plans incorporating climate change considerations developed in all project towns utilizing GIS technology. Financial Issuance of order for realistic pro-poor lifeline tariffs targeting the specific needs of BPL and FHHs Improved billing and collection of tariffs and taxes Awareness Raising and Behavioral Change # awareness campaigns on climate change adaptation, disaster-risk reduction, water efficiency and conservation, water safety planning, and hygiene [target: 40% participation of BPL representatives (50% of whom women)] PMU established at central level: PIUs established in each project town [target: 30% women representation at technical/administrative level]

3. Project management and administration support