Integrating Gender in a Results Based Management Approach

2. Integrating Gender in a Results Based Management Approach

3. Why Integrating Gender into RBM Makes Sense • Preferred management methodology for CIDA • Gender equality is a CIDA cross cutting theme • We NEED to see change: systemic, policy, practice, behavioral, awareness, knowledge, skills, commitment, access • Sex is the material link between gender as a social construction and the lived realities of women, men, girls and boys • We CANNOT be effective in our efforts as government, civil society and the development community more broadly in addressing socio-economic challenges if we do not take a gender responsive approach

5. What is a Gender Responsive Approach? • An approach to programming that RESPONDS to the contextual reality of unequal gender power relations and patriarchy, as core to analysis, design, implementation, monitoring and evaluation and measuring results • It goes beyond gender sensitivity to actually using this sensitivity to give expression to addressing gender inequality in respective interventions, thereby linking any changes being sought to also contribute towards changing gender power relations.

6. Some Points for Gender Responsiveness • Gender Responsiveness requires: • Recognition of unequal gender power relations and patriarchy as a core part of the context within which programming is taking place • Understanding of the pervasiveness of gender norms, values and unequal gender power relations on organizations and programming • Integration of this understanding into an analysis of programming, project design and implementation, management systems and processes and all elements of organizational life • Taking this gender sensitivity and analysis to inform programme delivery and organizational functioning in ways that challenge existing gender norms and practices towards change • Clearly linking changes/ results that the organization/ programme/ project sets out to achieve with contributing towards changing gender power relations • Challenging existing gender power relations • Working towards a broader transformation agenda • Linking this agenda to addressing other corresponding forms of inequality

7. CIDA Gender Equality Results

8. Results-Based PM Tools • Defining realistic expected results, based on appropriate analyses and set out in Logic Model; • Clearly identifying programmebeneficiaries and designing results-based programmesto meet their needs; • Monitoring progress towards results through the PMFwith the use of appropriate targets and indicators; • Increasing knowledge of results by learning lessons and integrating them into decisions; • Reportingon results achieved & the resources involved; • Linking the budget with identified results and costing accordingly through a Results-based Budget; • Identifying and managing risks linked to the identified results through a Risk Register; • Based on a Communications Plan disseminate results through media, advocacy, awareness raising, campaigns, publications etc. Risk Management Communications

9. A Check for Gender Responsiveness • What change does your project seek to bring about? • Think about it at the different levels of change – social, practice/behaviour, capacity • In what ways can the changes that you seek to bring about also contribute towards challenging and /or transforming unequal gender power relations? • What are the specific gender equality issues impacting on the project that you implementing?

10. Consultation with women • Gender root cause analysis • Strategic alignment with gender / human rights • Reporting on gender results • Gender impact evaluation • Review with gender lens • Dissemination • Ownership by women and men • Sustainability for women and men • Gender equality results • Gender based b • Engendered risk plan • M&E – sex disaggregated data, gender sensitive indicators • Engendered comms Plan Are Leadership Culture Systems responsive to women / girls? • Time management • Cost management • Risk management • Quality management • Comms management

11. Gender Neutral Gender Aware

12. The Importance of Gender Analysis Gender analysis will highlight the differential needs of women and men, girls and boys Gender analysis will highlight the basic and strategic needs of women The results chain will then be informed by an analysis of gender and associated social, political, economic, environmental issues Gender analysis will facilitate the development of gender results that are contextual, situational and multi-dimensional Gender equality / rights-based results will be identified at outcome levels as required by legislation, policy, agreed protocols

13. Using Root Cause Analysis to Determine Gender Needs • When an issue/problem is known in broad generalities and you must move to specific details, such as when developing logical steps to achieve an objective; • When developing actions to carry out a solution /plan; • When analyzing processes in detail; • When probing for the root cause of a problem; • When evaluating implementation issues for several potential options or solutions; • As a communication tool, to explain details to others.

14. Complexity of Gender in SA • The intersection of gender and “race” / ethnicity • The intersection of gender and class • The intersection of gender and culture • The intersection of gender and sexual orientation • The intersection of gender and employment • The intersection of gender and multiple inequalities (political, social, economic) • The differences between women themselves

15. Engendered Problem Tree Analysis Using a gender lens

16. Using the Gender Lens in Project Management as a Mainstreaming Tool

17. Mainstream and Margins Mainstreaming Mainstreaming

18. Planning Flow Corporate/PAA Program LM Project LM Strategic Outcome: Reduction in poverty for those living in countries where the Canadian International Development Agency engages in international development Ultimate Outcome: Increased food security strengthened agricultural performance and improved services that meet the needs of women, men, girls and boys (Ethiopia) Ultimate Outcome: Improved protection of rights (under the criminal justice system) for people living in Ethiopia (PREJ) Intermediate Outcome: Increased fairness, efficiency and competency of criminal institutions (PREJ) PA level – Intermediate Outcome: Enhanced accountability and effectiveness of institutions to respond to the needs and aspirations of women, men and children. Intermediate Outcome: More accountable and responsive Ethiopian institutions (ET) Immediate Outcome: Increased capacity of police to protect rights and investigate crime …. (PREJ) Immediate Outcome: More effective public sector, including improved performance by democratic and justice institutions (ET) Reporting Flow

19. What is a Gender Sensitive Result? A gender sensitive result is a describable or measurable change in unequal power relations between women and men that is derived from a cause and effect relationship.

20. Two Major Elements in “GenderResults” • CAUSALITY • CHANGE Measurable transformation • In a woman / girl • In a man / boy • In a group of women / girls • In a group of men / boys • In an organization • In a community • In a society • In a country Cause and effect relationship between an action and the results achieved – this can be described as the “If-then”or causal logic.

21. Who is reached Input Activity Output Outcomes What we use to do the work? What gender equality outcomes & impact we aimto achieve? Which women / men benefit? What we do? What we Produce? Performance Measures Project Management Framework Gender Responsive RBM Focus Typical PM Focus Gender Sensitive Performance Measures Indicators, baselines and targets

23. Gender Equality Results Logic Level 3 Results Level 2 Results Level 1 Results If ... then If ... then

24. Using an Engendered Logic Chain ? • Ultimate Outcome: Change in State for women, girls / men, boys • Intermediate Outcomes: Change in practice and/or behaviour of women / men • Immediate Outcomes: Change in knowledge, awareness or access for women and men • Outputs: Complete activities (good and services that benefit women / men) • Activities: What service providers do to mobilize inputs and create outputs that benefit women / men. ? ? ? ?

25. Gendered Results Chain Immediate Outcomes Intermediate Outcomes Ultimate Outcomes Increased ability of local government to undertake gender responsive health care planning Improved gender responsive delivery of local health care services Improved health conditions for women and girls in municipality X

26. Immediate outcome Inter-mediate outcome Ultimate outcome Development Results

27. Gender Results - Language of Transformation Results are about change – for the better • Change is signified by words such as: • Improved(health conditions for HIV+ mothers) • Increased(income of local women farmers) • Strengthened(decision-making capacity of women) • Reduced (vulnerability of girl / boy OVCs) • Enhanced(ability of women to negotiate safe sex) • Increased(involvement of men in parenting) • Expanded(opportunities for women’s entry into the labour market)

28. Performance Measurement Framework (PMF) • Used as a results-based monitoring and evaluation tool • Used to systemically plan the collection of relevant data to assess and demonstrate progress made in achieving expected results • Allows for the setting of project targets / milestones • Ensures performance information is collected on a regular basis • Allows for real-time, evidence-based management decision making to ensure achievement of results • Developed and monitored through consultation with partners, other donors, local stakeholders and sometimes beneficiaries

29. THE PERFORMANCE MEASUREMENT FRAMEWORK Title No. TeamLeader Country/Region Budget Dur a tion DATA EXPECTED BASELINE DATA INDICATORS TARGETS COLLECTION FREQUENCY RESPONSIBILITY RESULTS DATA SOURCES METHODS ULTIMATE OUTCOME i I . INTERMEDIATE OUTCOMES IMMEDIATE OUTCOMES OUTPUTS

30. Gender Sensitive Performance Indicators • A gender sensitive performance indicator is a unit of measurement that specifies what gender issue is being measured along a scale or dimension but does not indicate the direction or change. • Performance indicators are a qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a program or investment. • Performance indicators are neutral & do not indicate directionality & do not embed a target.

31. Quantitative(discrete measures): number of (women, girls) frequency of proportion of ratio of variance with % of etc.: Qualitative(experiential or perception): attitudes (of men, boys) skills perceptions of quality of level of (understanding) beneficiary opinion extent of congruence with presence of etc.: Examples of Gender Sensitive Performance Indicators

32. Criteria of aGood Gender Sensitive Performance Indicator • Validity : Does it specifically measure the stated gender result? • Reliability: Is it a consistent measure of women / men’s circumstances over time? • Sensitivity: When the gender result changes will it be sensitive to those changes? • Simplicity: Will it be easy to collect and analyze sex disaggregated information? • Utility: Will the information be useful for women / men’s decision-making and learning? • Affordability: Can the program/investment afford to collect the gender specific information?

33. Disaggregating Indicators Indicators need to be disaggregated wherever possible if they are to be useful for more focused decision making purposes: • Sex • Age • “Race” / ethnicity • Socio-economic status

34. Risk Register Purpose of the Risk Register: A risk register lists: • All the identified risks to project results • Identified risk level per result • The results of the risk analysis • A summary of risk response (mitigation) strategies The risk register should be continuously updated and reviewed over a regular reporting schedule for the length of the project. At the risk level account needs to be taken of possible risks to the achievement of the gender equality results

35. 1. Risk Identification • Environment scanning • Partner collaboration • Selecting key risk areas Feedback • 5. Evaluation • Improving the process • Organizational learning • Performance reporting Understanding Context • 2. Risk Assessment • Impact and likelihood • Risk ranking • Risk tolerance • Communications strategy • Gender considerations • Stakeholder consultation • Accountabilities • 4. Monitoring • Decision-making • Adjusting • Performance reporting • 3. Risk Response • Determining options • Mitigation options • Implementing Risk Management Process What are the key risks to achieving gender equality results?

36. Typical Risk Matrix

37. RiskRegister Template

39. From CIDA – thank you! • Contact Details: • Tamara Braam • tambraam@telkomsa.net • Philip Browne • cdn.browne@gmail.com