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Gender Concepts

Gender Concepts. Project seminar in Egypt , September 2010. 3 Working Concepts. Gender division of labour Practical needs and strategic interests Access and control. Gender Division of Labour. Men and women are often engaged in different kinds of activities

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Gender Concepts

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  1. GenderConcepts Project seminar in Egypt, September 2010

  2. 3 WorkingConcepts • Gender division of labour • Practicalneeds and strategicinterests • Access and control

  3. Gender Division of Labour • Men and womenareoftenengaged in different kinds of activities • The different types of activitiescanbedividedinto • Productiveactivities • Reproductiveactivities • Communityactivities

  4. Gender division of labour – cont. • Reproductiveactivities: • Activitiesrequired to guarantee the maintenance and reproduction of human resources • Examples of reproductivetasks • Cooking • Cleaning • Childcaring • In manycountrieswomenperform the majority of reproductiveactivities

  5. Gender division of labour – cont. • Productiveactivities: • Work done for pay in cashor kind. Includesmarketproductionwith an exchangevalue, and subsistence/homeproductives, withactualuse-value, and also potential exchangevalue • In most countriesboth men and womenareengaged in productiveactivities, but oftenverydifferentoneswithdifferentlevels of pay • More men thanwomenare professionals • Women more often in insecure and informalwork • Men engaged in cash-cropping; women in subsistencefarming • Men earn more thanwomen

  6. Gender division of labour - cont • CommunityActivities • Activities to ensure provision and maintenance of scarceresources of collectiveconsumption; localpolitics • The former oftencarried out by women as voluntaryunpaidwork • Men areoftenengaged in localpolitics, involving status and sometimespayment • Ex: securingwaterresources, establishinghealth units, buildingchurches and schools

  7. Gender division of labour • Whatdoes the gender division of labour has to withprojectwork?

  8. Practicalneeds and strategicinterests • PracticalNeeds • PracticalGenderNeedsare a response to immediateperceivednecessity, identifiedwithin a specificcontext. Theyarepractical in nature and oftenconcerninadequacies in livingconditionssuch as water provision, healthcare and employment. • They do not challenge, althoughtheyarise out of, gender divisions of labour and women’s position in society • Ex: maternalhealthcare, wellnear-by, micro-financetraining,

  9. Practicalneeds and strategicinterests • Strategicinterests: • Challenge the gender divisions of labour, power and control and mayincludeissuessuch as legal rights, domesticviolence, equalwages, and women’scontrol over theirbodies. Thesevaryaccording to context • Meeting theseinterestsassistswomen to achievegreaterequality and changeexistingroles, therebychallengingwomen’ssubordinate position.

  10. Why is a distinctionbetweenpracticalgenderneeds and strategicgenderinterestsimportant in projectwork?

  11. Access and Control • Access • Access to resourcesimpliesthatwomen/menareable to use and benefit from specificresources (material, financial, human, social, politicaletc) • Control • Control over resourcesimpliesaccess to a ressource and alsodecision-makingabout the use of the ressource • Ex: • Womencanaccess land withoutcontrolling it • Theycanalsoown land and thuscontrol – that is decide over the land (organisations, meetings, projectsgroups – about power)

  12. Why is the distinctionbetweenaccess and controlimportant for projectwork?

  13. Addressinggender in differentways • Gender-blind • Do not account for gender and inequalitiesmaybereinforcedor made worse THIS IS A NO-GO FOR PROJECTS FUNDED BY DUF • Gender neutral • Gender norms, roles and relations are not affected (not worsenedor not improved) • Genderspecific • Meetneeds of oneorothergenderwithinexisting distribution of policies • Gendertransformative • Transformunequal relations, transform power relations. Changes in control over resources and decisions-making and support to women’sempowerment

  14. YOUR PROJECTS • Is youproject (about to become) gender-blind? • Thinkabout the gendercontext of yourproject. What is • The gender division of labour • The genderedaccess and control over resources • Women and men’spracticalneeds and strategicinterests • Areyouaiming for it to become: • Gender-neutral • Genderspecific • Gendertransformative • Whatareyournext steps?

  15. Presentation and discussion • In groups of twopartnerships. Takingshift to be ’presentor’ group and ’advisor’ group. • Decidewho is first ’advisor’ group and who is ’presentor’ group. • Presentorgroup gives 15minuttespresentation. Thenadvisorgroup gives 10minuttes of suggestions and advice to presentorgroupwho has turnedtheir back away. The presentorgroup is not allowed to sayanything. Presentorgroupturnsaroundagain and gives 5 minutes of response. A time keeper is selectedamong the advisorgroup. • Youthenshiftroles and do the same again

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