III. Entry Points and Instruments for Gender Mainstreaming - IFAD

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● ● the need to identify gendersensitive indicators for project monitoring and evaluation; the need for projects to offer more profitable productive activities for both men and women. In order to ensure that projects would in fact implement this knowledge and experience, each project developed an action plan over the course of each workshop. This consisted in identifying strategies and concrete activities, key persons and responsible institutions as well as financial resources needed to integrate gender aspects in project activities. Together with representatives from IFAD, the cooperating institutions and the regional programmes, representatives from each project worked together to develop a combined action plan that included project experience exchanges and training courses to be held in the different countries with the assistance of IFAD and the regional programmes. MAINSTREAMING GENDER ASPECTS IN THE DESIGN/ APPRAISAL OF NEW PROJECTS One of the results of the division’s PROSGIP was the development of practical guidelines 4 for headquarters and project staff in order to strengthen the incorporation of gender issues in their day-to-day work and in project formulation and implementation. The following is a summary of these guidelines, which should be seen as another entry point for gender mainstreaming developed by the division. Analysis of Gender Inequities in the Project Area As a basis for any proposal for gender mainstreaming in a given project, it is necessary to conduct a study on the gender situation in the targeted communities. Differences and inequities between men and women with respect to tasks, workload, access to resources and development opportunities need to be identified. This analysis justifies and sets the basis for the introduction of the gender equity goal in the project’s general and specific objectives, expected results and activities. 4 “Guidelines to Incorporate and Implement the Gender Approach in Rural Development Projects”. IFAD/Latin America and the Caribbean Division; revised version, June 1999. Dominican Republic
“ENGENDERING DEVELOPMENT IS COMPLEX AND INEQUITIES OF DECADES CAN NOT BE UNDONE IN A FEW YEARS. THE NEGLECT OF WOMEN’S NEEDS HAS BEEN GLARINGLY OBVIOUS, AS HAVE THE KINDS OF DISCRIMINATION THEY HAVE BEEN SUBJECT TO IN THE SOCIAL, ECONOMIC AND POLITICAL SPHERES. IT IS THEREFORE NATURAL, AND JUST, TO DISCRIMINATE IN THEIR FAVOUR.” Statement made by Jeffrey Dellimore, Deputy Director, Social Development Department at CDB at the inauguration of the Saint Lucia workshop. COOPERATING INSTITUTION Definition of Project-Specific Policy and Strategy for Gender Mainstreaming 5 When identifying the target group, a distinction must be made between man and woman-headed households and different strategies developed for each group. Projects need to define a gender-specific strategy for working with each group. Furthermore, they must identify factors that limit equal participation of stakeholders and define how gender issues are to be incorporated in each project component. A gender mainstreaming strategy helps to avoid the creation of marginal activities specifically for women, e.g., handicrafts, sewing, etc., instead of their integration as fullyfledged beneficiaries of the original project components. Separate “women activities” have often resulted in women’s exclusion from more profitable development alternatives. Political Will and Sensitization Training of project staff in gender issues and developing genderspecific strategies, participatory methods and tools and a gendersensitive monitoring system are in themselves no guarantee for attaining gender-related objectives. The political will to truly empower rural men and women, enabling them to take charge of their own development and to reduce gender inequalities, is one of the essential factors that determine project success. Sensitization of government counterparts and project staff, including project managers, through programmes such as PROSGIP, is essential. Positive changes in attitude towards a gender-sensitive approach and increased women’s participation in all project activities including at the project manager level, have been noted as two of the immediate results of PROSGIP. Gender-Sensitive Monitoring Indicators 6 It is now widely recognized that gender-sensitive monitoring and evaluation systems are important for effective project implementation. For this purpose, projects need to enhance their information and datacollecting systems, disaggregating data by sex. Performance, monitoring and success indicators need to be formulated in order to: ● measure advances made in the implementation of the project’s annual plan of operations in relation to gender mainstreaming; and ● monitor and evaluate the effects and impacts of project intervention on gender gaps among beneficiaries; i.e., determine whether the project has contributed to the increase or reduction of gender inequalities. Since qualitative changes (such as gender inequities) cannot be measured on a monthly or three monthly basis, special studies should be conducted on a yearly basis. 16 Costa Rica Dominican Republic Mexico 5 In Section 6, an experience with gender mainstreaming in project design in PRODAP-II, El Salvador, is presented.This experience is also reflected in the case study presented at the PROSGIP workshop in Chile, 1999. Case Study: Strategy to Implement Equity and the Gender Approach, PRODAP. R. Moreira and I. Schreuel, IFAD/PROSGIP, June 1999. 6 Refer to document on gender-sensitive monitoring and evaluation systems (English and Spanish).V. Budinich. IFAD/PROSGIP, 1998 and 1999.This baseline document was produced with the support of the Programme for Strengthening the Regional Capacity for Monitoring and Evaluation of Rural Poverty Alleviation Projects in Latin America and the Caribbean (PREVAL). Ecuador
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III. Entry Points and Instruments for Gender Mainstreaming - IFAD

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