Gender Audits - ICPS

1. Gender Audits - ICPS Monitoring and Evaluations Dr Carrie Pemberton Ford

2. A gender audit is essentially a “social audit”, • It belongs to the category of “quality audits”, which distinguishes it from traditional “financial audits”. • It considers whether internal practices and related support systems for gender mainstreaming are effective and reinforce each other and whether they are being followed. • It establishes a baseline; identifies critical gaps and challenges; • It recommends ways of addressing these gaps, also suggesting possible improvements and innovations. • It also documents good practices towards the achievement of gender equality in other organisations Gender Audits – what are they?

3. ILO and the Gendhttp://www.ilo.org/wcmsp5/groups/public/---dgreports/---gender/documents/publication/wcms_101030.pdfer Audit

4. enhances the collective capacity of the organization to examine its activities from a gender perspective and identify strengths and weaknesses in promoting gender equality issues. • It monitors and assesses the relative progress made in gender mainstreaming and helps to build organizational ownership for gender equality initiatives and sharpens organizational learning on gender through a process of: • Team building • Information sharing • Reflection on gender Key components of the Gender Audit

5. Establish a base line • Review policy documents in house • Engage teams on their experience of a gendered work space, and gender equity progress • Set up a survey process across the organisation with diagonal slices • Working towards building ownership, and understanding • Training • Rich conversation • Goal setting • Time lines Key points in the above?

6. Several “beyond gender” issues can be highlighted • organizational culture of overwork; • long hours at the office; time pressures; • the ‘bead curtain syndrome’ (where • people are only in contact vertically with their superiors and peers); • Hierarchical protocols inhibiting the movement of information anywhere! • the lack of proactive structures for sharing, learning and adapting. Beyond /or Gender impacted issues

7. Survey tools • Focus Groups • Audit tool for policy documents • Audit tool for legislative framework • Technical competency assessment • Organisational assessment • Operational assessment • Conversations – Open Space, Appreciative Enquiry • Positioning Gender front stage Tools for measuring

8. Current gender issues, debate and relationship to the national gender machineries • Mainstreaming as a cross cutting concern within the institution’s objectives, programme and budget • Mainstreaming in implementation of programmes and technical cooperation activities • Existing gender expertise and competence • Information and knowledge management on gender issues • Systems and instruments in use for accountability, evaluating and monitoring on gender equality • Choice of partner organizations • Advocacy products and public image • Decision-making on gender mainstreaming • Staffing and human resources concerning gender balance and gender-friendly policies • Organizational culture and its effects on gender equality • Perception of achievement on gender equality 12 principles of a participatory Gender Audit (ILO)

9. Participatory production Post it note articulation guar Antees voice within the Organisation OPEN Space or Appreciative Enquiry Provocative questions Hofstede's Onion – peeling away to the core

10. SDG 5 - go to relatoinship UNWOMEN – key partnerships Gender Mainstreaming concerns SIZE matters! Drawing our Venn of relationship

11. Time Framed • In Office - A fortnight’s activity • 3-4 member team • Select slice / diagonal across the organisation • Dip sampling of paper work • Reporting procedure sorted • Implementation of recommendations • Technical assistance to manage impacts • Leadership from Executive for OC Running an Audit

12. Though committed in principle to gender equality, conceptual clarity on gender concepts and gender • mainstreaming found to be rather limited • Gender is still considered an “add on” – need to make it “visible”, “specific”, “explicit”, “concrete” • and integrated • Limited exposure to gender mainstreaming tools and methodologies • How to integrate gender into technical areas is the “million dollar question” posed by all • Need to develop mechanisms for accountability on gender mainstreaming • Lack of specific gender indicators that would help track progress made or obstacles encountered • Lack of consistency and sustainability of gender mainstreaming throughout institutional structures and mechanisms • Need for management to explore ways of highlighting and giving recognition to good practices in gender mainstreaming Some findings – then what to do!

13. Importance of Gender Auditing • Internal • Technical Organisational Operational • External relations • With Partners • Third party implications – • Cascading the transformation • Gender and LGBT challenges Pointless? Or Essential

14. ILO • The Big Mission • The ILO considers gender equality as a key element in its vision of Decent Work for All Women and Men for social and institutional change to bring about equity and growth • Developing your organisational MISSION around Gender Equality – and its END Goal Why?

15. Exploring the UN Seal Tools for Gender Equity?

16. Monitoring and Evaluation • The Role of SDGs and the new UN SEAL What is being measured?

17. The gender audit paved the way for a broader debate on equality issues within our organisation, not only related to gender, but also in terms of the wider organisational culture. • Mr. Gotabaya Dasanayaka, Director General, Employers’ Federation of Ceylon (EFC), Sri Lanka Positive impact on equality

18. Project management • Desired Outcomes • Measured inputs • Desired Outputs • Who is undertaking what / Gendered implications • Time Frame • Disaggregated Data – across the Project • Not just the WHAT but the HOW! Monitoring and Evaluation

19. Impact of UN audits (2004): • Sensitization on gender strengthened within UN agencies • Gender equality issues receiving more focus in interventions with national partners • Gender task force set up to monitor gender equality Impacts of Gender Audits

20. Designing and managing M and E frames

21. Performance Indicators • The Logical Framework • Theory Based Evaluation • Rapid Appraisal Methods • Formal Surveys • Participatory Methods • Public Expenditure tracking • Cost effectiveness analysis • Impact evaluation • More detail of Pros and Cons in the World Bank book Different M and E tools

22. Session 2 - multi sectoral planning Mainstreaming Gender Equity planning

23. The Art of Noticing

24. Open Listening

25. Seeking out views

26. Addressing the Peacock Syndrome Creating intersectoral space and understanding Organisational cross cutting teams for design Appreciative Inquiry techniques Building Intersectoral capacity

27. Building inter-sectoral contributions Achieving the next level Honouring expertise and insights Resourcing Gender aware ‘technicians’ Every Sector matters

28. Whole Brain thinking Whole Team thinking Mind MAPPING the space

29. Iterative thinking: transformational interventions Kolbe Learning Cycle

30. What happened?

31. Drivers • Vehicles • Building Regs • Planning • Road Infrastructure • Health screening • Emergency Response Factors entailed

32. What Happened? Positive analysis

34. Driving back to reveal intersectoral impacts

35. Log Frame Building

36. Characteristic of good indicators Gender proofing the indicators Gendering Performance Indicators

37. Input indicators include indicators that measure the human and financial resources, physical facilities, equipment and supplies that enable implementation of a program. For example, data on an input indicator can tell whether supplies are coming in on time – budgets being allocated as designed in the planning stage. • Process indicators reflect whether a program is being carried out as planned and how well program activities are being carried out. Such indicators could, for example, focus on training staff or counselling clients; for instance, they give program managers an explanation of why one clinic receives more clients than other clinics. Gendering will ensure disaggregation by AT LEAST Male and Female access – but also should have built in a number of other intersectional measures where possible to access information on financial and political vulnerability, household precarity, disability, where available sexuality. (though this can have some significant challenges). Process indicators are often reported in the form of a number, for example, number of training sessions organized or number of educational materials developed – and are open to quantitative measures. • Output indicators report on the results of program efforts (inputs and processes/activities) at the program level. They inform us about the direct products aor deliverables of program activities and are usually reported as numbers, for example, number of providers trained or number of bed nets distributed. M

38. Outcome indicators measure the program’s level of success in improving service accessibility, utilization or quality. These types of indicators are often reported as percentages or rates, such as the percentage of the population with knowledge of HIV/AIDS, Tuberculosis and long-acting contraception. Data for outcome indicators often come from censuses, surveys or surveillance systems. These data sources typically provide data on both numerators and denominators, needed to calculate the necessary percentages to measure outcome indicators. Disaggregation COMPULSORY!! • Impact indicators measure the long-term, cumulative effects of programs over time on the larger social system or on a population’s health and well-being, such as changes in fertility rates, HIV infection and infant mortality rates (again disaggregated data). Such impacts are increasingly becoming difficult to attribute to a single program. Rather, a program may contribute to impacts at the population-level together with other programs. Areas of impact can be across legislative, cultural, economic, health impact, measurable – • Softer indicators – change for participants – baselining motivations, access, entitlement, participation, voice, perceived barriers, perception of safety – before and after project inception. Use of ICT Evaluation

39. select at least one indicator for each significant aspect of the program, including each significant input, output or overarching program objective. The selected indicators should link to the program’s framework. Also, a program should consider resources needed to collect and analyze data for each indicator. A program can, and most likely will, use multiple sources of data to measure its selected indicators, such as censuses, surveys, service statistics, qualitative research and administrative records. Indicators ca Specific – focused and clear • Measurable - quantifiable and reflecting change • Attainable - reasonable in scope and achievable within set time-frame • Relevant - pertinent to the review of performance • Time-Bound/Trackable - progress can be charted chronologicallyn also be selected based on the requirements of other agencies, such as the government and donor agency. Remember SMART –Remember Baselining as part of inception

40. SMART • Specific – focused and clear • Measurable - quantifiable and reflecting change • Attainable - reasonable in scope and achievable within set time-frame • Relevant - pertinent to the review of performance • Time-Bound/Trackable - progress can be charted chronologically Generating SMART relevant indicators

41. Project Cycle

42. Mapping through the Cycle – ownership co-ordination

43. GIS Geographic Information Systems and World Health Programme

44. FBOs and CBOs At the core of each technique, is a focus on providing accessible information to necessary stakeholders – and to provide data for project inception – planning and evaluation. Community-Led Mapping In community-based mapping, members of the community select the information they feel important, create or gather and map geographic and attribute data. This “ground-truth” information is typically shared openly, contributing to the larger commons of knowledge. These mapping efforts may be part of a larger participatory development, local planning, or advocacy process, and may serve as a base for citizen reporting (Sieber, 2006).

45. Program-Led Mapping • In program-led mapping—mapping efforts are driven by a program implementer— managers of community-based programs often need information about their community to better guide implementation—information which might not be collected by community driven mapping efforts in the necessary project-oriented time frame. These mapping efforts include identifying key areas or locations important around for instance water access and safe sanitation provision - and thus targeted and effective supply and sustainable engagement with the community around where the need is – and inform how the project will support the most vulnerable (a strategic requirement for the investment) – or gender equity in the provision of fresh services/ infrastructure into the region. Programme led mapping

46. At the heart of both of these methods is a process of community engagement for capturing and organizing local knowledge into a geospatial display to identify resources, visualize challenges, and plan/manage interventions to improve health outcomes. The community engagement process fosters trust between the community and implementing organization, and provides forums for information exchange and communication within the community being served, between the community and those serving it, and between the both of these and funders.Such communication provides implementers with better understanding of the relationship between a community’s priorities, existing services, and current distribution of whichever service / infrastructure improvement is being proposed. Community Mapping – capacity building and M and E

47. Empowerment and New Technology

48. Mapping – GIS and World Health 2012

49. Evaluation and mapping

50. Generating data