Gender Analysis and Tools

Training of Technical

Advisers on Gender
Analysis
Department of Environment and Natural Resources
Maricar R. Chan

Region IV-A (Calabarzon)

November 21, 2019

Abagatan ti Manila Alfonso, Cavite
National GAD Resource Program
Philippine Commission on Women
Maricar “Ycar” R. Chan
•Certified Member
National Gender Resource Pool
•GAD Technical Adviser

Light Rail Transit Authority
•GAD Consultant
Philippine Charity Sweepstakes Office
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•Former Planning Officer III, Corporate Planning Division

Subic Bay Metropolitan Authority
1
9
7
5
•Former Planning Officer II, Technical Services Division

National GAD Resource Program Philippine Commission on Women
What’s in my Presentation?
Gender Analysis Defined
Data and Materials for GA

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Levels and Tools for GA

Learning Objectives:
By the end of the training, participants shall be
able to:
• To develop a basic understanding of gender

analysis and its benefits; and
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• To become familiar with gender analysis tools,

approaches and data
• Does this situation
exemplify equal
opportunity for all
animals?
• Does the same thing

happen in
development
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programs?
National GAD Resource Program Adapted from Jagriti Shankar, Asian Institute of Technology
Implicit Assumptions of
Conventional Development
Programs
• Men are the head of household  Project activities
for economic benefits should focus on men
• Women are the caregivers of the family  Family
health-related interventions should be directed only
to women
• Housework or child care does not take much effort 
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Women can handle outside work with house work

• Development benefits will automatically reach
women!
National GAD Resource Program Adapted from Jagriti Shankar, Asian Institute of Technology
Gender analysis:
• Examines the differences in women's and men's lives,
including those which lead to social and economic
inequity for women, and applies this understanding to
policy development and service delivery.
• Is concerned with the underlying causes of these

inequities.
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• Aims to achieve positive change for women and men.

Gender analysis recognises that:
• Women's and men's lives,
experiences, needs, issues
and priorities are different.
• Women's lives are not all the

same; the interests that
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women have in common may

be determined as much by
their social position or their
ethnic identity.
Gender analysis recognises that:
• The life experiences, needs, issues, and priorities vary for
different groups of women and men (dependent on age,
ethnicity, disability, income levels, employment status,
marital status, sexual orientation and whether they have
dependents).
• Different strategies may be necessary to achieve equitable

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outcomes for women and men and different groups of

women.

The Rationale for Gender Analysis
• To better understand our

community (women,
men, girls and boys), our
partner-beneficiaries in
development.
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• To get better results from

development programs.
The Rationale for Gender Analysis
Gender analysis will help an

organization help raise questions,
analyze information, and develop
strategies to increase women's and
men's participation in, and
benefits from the programs,
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projects and services of the

government.
How do you do
Gender
Analysis?

Gender Analysis Steps
1 2 3 4
1. Collect Sex-Disaggregated Data

in the household, workplace, and
community on women’s and
men’s activities, roles and
responsibilities, access to and
control of resources, and needs
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and priorities.
We measure what we value. We only act over what is

valued and can only be adequately valued if we have data.
Who has what?
Who does what?
Who controls
what?
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1 2 3 4
2. Analyze the data by considering the factors behind the gender

patterns of division of labor, access and control of resources,
and needs and priorities
What are the reasons behind Why the

the gender profiles and gaps? gaps?
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• general economic conditions?

• education levels and training access?
• cultural and religious factors?
• political, institutional, and legal factors?
1 2 3 4
3. Assess the opportunities and constraints to women and men

to participate and benefit equally from development.
Evaluate basic assumptions of policies, programs.
What are
• What opportunities are there for
women and men to participate equally inopportunities
and
the decision-making in, resources
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distributed by, and benefits of

the project? constraints?
• What constraints and threats are there that
prevent women and men from
participating in or benefiting from the project?
1 2 3 4
4. Develop strategies and programs to

address these barriers and constraints. What to
 What new measures should
do?
be taken to address gender issues related
to division of labor, access and
control profiles?
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 How should the current project/

program be modified to improve the chances that
the gender goals will be attained, and the likelihood that
women and other marginalized groups will be disadvantaged
as a result will be minimized?
Collect sex-disaggregated data. Who does what?
1 Who has access? Who has control?
2 Analyze the data. What are the reasons behind the

profiles and gaps?
3 Assess the barriers and constraints to women and men’s

equal participation to and benefit from development.
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Develop strategies and programs to address the

4 barriers and constraints. What new measures should be
taken? How should the current measures be improved?
How the Process Should Be Done
• Gender analysis should be

undertaken using
participatory methodologies
that will engage both women
and men, as well as other
marginalized groups, in
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planning, decision-making and

other governance processes.
When to Conduct
Planning
Gender Analysis
Gender Analysis should/can
be undertaken at any/all
Monitoring Development Programming stages of a program/project
and Planning Cycle and Budgeting cycle, including:
Evaluation
• Identification of the
project;
• Planning or design of the
activity;
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Implementation • Implementation; and

• Monitoring and
evaluation.
Gender Analysis not as part of GAD Planning and Budgeting only,
National GAD Resource Program but as an integral part of the agency processes.
Data and Materials for Gender Analysis
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Data that can be analyzed
• Qualitative
• Narrative administrative reports
• Case studies
• Observation data
• Quantitative
• Tabulated data from official statistical databases (based on surveys,
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censuses)
• Numerical information from administrative reports
• Numerical/statistical data from research studies
Gender Analysis
Exercises
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2017-2018
Enrolment in Tertiary Education
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1,439,421 1,179,335
SOURCE: 2019 Fact Sheet on Women and Men in the Philippines, PSA
Labor Force Participation Rate
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2018 46.6% 75.1%

2017 46.2% 76.2%
Philippine Commission on Women SOURCE: 2019 and 2018 Fact Sheet on Women and Men in the Philippines, PSA
Inventory of Government
Human Resources (Career Service)
as of August 31, 2017
1st Level 2nd Level Total

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192,106 168,643 400,681 808,155 592,787 976,798

53% 47% 33% 67% 38% 62%
26
Source: CSC
Career Executive Service Statistics
AS OF AS OF
INDICATOR JUNE 30,
2016 FEB 28, 2019
TOTAL NO.
OF CES 2,735 2,686
POSITIONS
TOTAL NO. OF
OCCUPIED CES 1,986 1,116
(56.2%)
870 1,906 1,084
(57%)
822
POSITIONS (73%) (43.8%) (71%) (43%)
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TOTAL NO. OF 749 780

VACANT CES
POSITIONS (27%) (29%)

Source: CESB
Violence Against Women (NDHS 2017)
One in four women

aged 15-49 (24.4%) has experienced
physical, sexual or emotional
violence committed by their husband
or partner
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Protection from Violence
Out of 42,044 barangays,
90% have VAW desks
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National GAD Resource Program SOURCE: NATIONAL BARANGAY OPERATIONS OFFICE, DILG, DECEMBER 2018
Immunization Project in LGU Pigcawayan
• Immunizations
available every
Tuesday
• No one came
Photo: Julie McCarthy, NPR

Gender Analysis Case Study
An engineering company is given a contract to build an irrigation structure in a
small community. The engineers are told that they must discuss the project with
the community to make sure that it fills their needs. They are also encouraged to
employ local people and train them in various skills. The company meets with
local officials and, after much negotiation, they agree on the placement of the
irrigation structure and the numbers of people who will be trained in construction
and maintenance skills. The engineers and local government officials are
especially proud that they have managed to include two or three widows in the
training. The irrigation structure is finally built. It now provides water to the
fields and water for drinking and washing for the village.
However, it is noticed after several weeks that most women are not using the
irrigation structure. They are still taking a dangerous footpath to travel for hours
to another water source. Also, the women trained in maintenance seem, after
some
Philippine months,
Commission on Women lose interest in working on the project.
Levels and Tools for Gender Analysis

LEVELS AND TOOLS FOR GENDER ANALYSIS
Gender
Mainstreaming
Evaluation Framework
(GMEF)
Gender-responsive
Organization or
LGUs (GeRL)
Institution
Harmonized GAD
Project or Guidelines (HGDG)
Program
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Household and 24 hour activity profile

Community
Level
Levels of Gender Analysis
Household and Community Level

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24 HOUR ACTIVITY PROFILING
Time Activities Who Where Type of
activity

Results of the 24 hr activity profile
Hours (h) Minutes (m)/day
TASK
Women Men
Personal care (sleeping, eating,
grooming) 16h12m 11h16m
Employment 1h52m 4h15m
Studies 14m 11m
Domestic work (cooking, cleaning,
childcare, shopping, pet care) 5h20m 1h35m
Leisure 3h6m 5h5m
Travel (to/from work, leisure
activities, shopping, etc.)
1h14m 1h35m
Unspecified 3m 3m
Example: gender role identification
ACTIVITIES WOMEN MEN GIRLS BOYS
Productive
Gardening Household gardens and Wheat crops Household gardens and
maize maize
Livestock Care Year-round
Income Sell extra household Sell crops and Assist livestock/crop
Generation vegetables livestock sales
Reproductive
Water-Related Collect water daily
Food Lead food preparation Assist food preparation
Preparation
Childcare Lead childcare Secondary caregiver
Market-Related Shops in the
market
Community
Religious Sometimes attends Always attends Rarely attends Always attends
Activities
School Rarely finish primary Until secondary
Community work
Productive Organization of social events
Production of goods and Participation in organization
services Involves considerable volunteer
time
Usually with a cash value
24 Hr Venue for decision-making
Activity
ReproductiveProfile Leisure
Care and maintenance of the
Time for oneself
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household/family
Includes value formation and the Recreation
transmission of traditions Recharges physically, mentally,
Crucial to human survival yet often spiritually
National GAD Resource Program devalued
Project or Program

• A tool to ensure that programs and
projects undertaken by the
government in their various stages are
gender responsive.
What is the • The formulation and development of

the HGDG was initiated by NEDA,
HGDG? NCRFW, ODA-GAD Network with
funding assistance from UNDP and
ADB in 2004 to ensure that programs
and projects of the government (from
design to M&E) are gender-responsive

The HGDG is consists of 4 parts:
PART 1:
MANUAL
PART 2: DESIGN
CHECKLIST
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PART 3: PIMME
PART 4:
FIMME
PART 1: MANUAL
Contains the background, objectives and general

guidelines on the use and application of the tool
MANUAL
Offers a common set of analytical concepts and

tools for integrating gender concerns into
development programs and projects
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CONTENT
Achievement of Gender Equality and Women

Empowerment through, projects and programs.
OBJECTIVE
PART 2:
DESIGN
CHECKLIS
T
Ensures that programs /
projects are gender-responsive
Has two types:
a. Generic checklist
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b. Sector-specific checklists

GENERIC VS. SECTOR SPECIFIC
CHECKLISTS
SECTOR
GENERIC SPECIFIC
CHECKLIST CHECKLIST
Composed of twenty
Used to measure (20) checklists
the gender designed to measure
responsiveness of a the gender
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program or project responsiveness of the

not belonging to any program/project of a
sector given sector
Consist of ten (10) elements with each element is equivalent to two (2)
points
20 GAD checklist for various sectors:
Agriculture and Agrarian Reform Microfinance
Natural Resource Management Labor and Employment
Infrastructure. Child Labor

Private Sector Development Migration
Education Tourism
Health
Housing and Settlement Energy
Disaster Risk Reduction and
Women in areas under Armed Conflict
Management
Justice Development Planning
Information and Communication

Funding Facilities
Technologies
National GAD Resource Program Fisheries
USERS of the HGDG
Serve as guide in ensuring that GAD

perspective is integrated in the design,
Program and project developers, implementation, management and M&E
implementers and monitoring and
evaluation team of their programs and projects.
Determine the corresponding budget of

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the program or project that may be

attributed to their GAD Budget.
GAD Focal Point System
members
Introduction to the Harmonized Gender and
Development Guidelines (HGDG)
• Applications
• The guidelines apply to all types of

programs and projects, supporting:
• Identification and designing of

projects and programs
• Implementation and
management
• Monitoring and Evaluation

HGDG Application
Generic/Sector
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PROGRAM DOCUMENTS
• Program Proposal/Program design and concept framework
• Background, Rationale, Objective
• Budget for GAD activities
• Timeline of Implementation
• Monitoring and Evaluation Framework
HGDG CHECKLISTS
• Generic or sector specific checklists
HGDG GUIDE IN ACCOMPLISHING THE CHECKLISTS

• Reference in scoring the program document
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SUPPORTING DOCUMENTS
• Evidences to support the assessment (e.g. attendance sheet, photos,
activity report etc.)
INTERPRETATION OF THE GAD SCORE

Determines
National GAD•Resource Program
the percentage of the program budget to be attributed to GAD
What programs or projects can be attributed to
the GAD?
Flagship or Program
major with GAD
program score of
4.0

The Guidelines…
• Project Identification and Design
 Ten (10) Elements of a Gender-Responsive Project Design
1. Participation of women and men in the identification of

the development problem.
Related to
project 2. Collection and use of sex-disaggregated data in the
identification analysis of the development problem.
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3. Conduct of gender analysis to identify the gender issues

that the proposed project must address.

The Guidelines…
• Project Identification and Design
• Ten (10) Elements of a Gender-Responsive Project Design
4. Goals, objectives, outcomes, and outputs include GAD statements

that will address the gender issues in element #3.
5. Activities that respond to the identified gender issues, including
constraints to women’s participation.
6. Conduct of gender analysis of the planned project to anticipate
Related gender-related issues arising from the implementation of the
to designed project.
project
7. Monitoring indicators and targets which include reduction of gender
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design
gaps or improvement of women’s participation.
8. Project M&E system that includes a sex-disaggregated database.
9. Resources and budgets for the activities in element #5.
10.Planned coordination with the PCW or the agency’s GAD Plans.
Interpretation of Scores for GAD Budget Attribution
Corresponding Budget for the Year of the
HGDG Score Description Program that may be Attributed to the Agency
GAD Budget
0% or NO AMOUNT of the program/project budget
0-3.9 GAD is invisible for the year may be attributed to the GAD budget
Promising GAD 25% of the budget for the year of the

4.0 – 7.9 prospects (conditional program/project may be attributed to the GAD
pass) budget
50% of the budget for the year of the
8.0 – 14.9 Gender sensitive program/project, may be attributed to the GAD
budget
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75% of the budget for the year of the

15.0 – 19.9 Gender-responsive program/project may be attributed to the GAD
budget
20.0 Fully gender- 100% of the budget for the year of the program
National GAD Resource Program responsive may be attributed to the GAD budget
New Formula for GPB Attribution
Step 1
HGDG Score X 100% = % of annual program budget
Total HGDG attributable to GAD
Points
Step 2
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% of annual Annual = Attributable Amount

program budget X program to GAD
attributable to GAD budget
New Formula for GPB Attribution
16.5
x 100 = 82.5 %
20
82.5 % x P 50 million =
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P 41,250,000.00
PART III-Program and Project
Implementation, Management
and Monitoring and Evaluation
(PIMME)

What is PIMME?
 Used to review whether or not the mitigating

strategies or interventions to enhance the GAD
rating of the major program or project have been
implemented
 Used to inquire about the results of the program

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or project

HGDG Application
PIMME STAGE
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PROGRAM DOCUMENTS
• Project Status Progress/Accomplishment Report
• Monitoring and Evaluation Framework
• Impact Report
HGDG CHECKLIST
• PIMME (Box 16 and 17); FIMME (F2)
HGDG GUIDE IN ACCOMPLISHING THE CHECKLIST

• Reference in scoring the program document
SUPPORTING DOCUMENTS
• Evidences to support the assessment (e.g. attendance sheet, photos,
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activity report etc.)

INTERPRETATION OF THE GAD SCORE
• Determines the percentage of the program budget to be attributed to GAD

Rating of PIMME Checklist
61
Score of the Project Score of the

Management
M&E Checklist
Checklist (Box 16)
Maximum – 8 (Box 17)
points Maximum – 12
points
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Total = 20
points
SAMPLE LIST OF GENDER ISSUES BASED ON HGDG RESULTS
HGDG ITEMS WITH NO OR 0 SCORE GENDER ISSUE
Element 2: Collection of sex-disaggregated data and gender related information prior to
project design
Have gender information and sex-disaggregated data on the Lack of capacity among project
community, the industry, or sector (from official statistics, proponent on the collection and
research survey, business trends or profiles of current analysis of sex-disaggregated
enterprises, microenterprises, or enterprise-related training data or gender statistics for
programs) been considered in crafting the project concept, identification of tourism issue or
particularly in the analysis of the development/tourism issue problem.
or problem (item 2.0 of DOT Go Green Caravan assessed
using Tourism checklist)
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Element 6: Gender analysis of the designed project

Does the Facility monitoring and evaluation design include Lack of monitoring plan that will
indicators and targets for gender sensitivity/ responsiveness track the gender sensitivity or
of its projects? (Item 6.1 of DILG PCF assessed using F1 responsiveness of the project.
checklist)
SAMPLE LIST OF GENDER ISSUES BASED ON HGDG RESULTS
HGDG ITEM WITH NO OR 0 SCORE GENDER ISSUE

Element 9: Resources
Does the project have the expertise to Lack of capacity among
integrate GAD or to promote gender project staff to integrate GAD
equality and women’s empowerment? OR, or promote gender equality
does the project commit itself to investing and women’s empowerment.
project staff time in building capacity to
integrate GAD or promote gender equality?
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(Item 9.2 of DOLE Balik Pinay Balik

Hanapbuhay assessed using Labor and
Employment Checklist)
Organization or Institution
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Enhanced
Gender
Mainstreaming
Evaluation
Framework
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USER OF THE TOOL
GAD Focal
Point System
shall lead the conduct of the assessment
Staff members from

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relevant offices
that can help accomplish the tool such
as program implementers, may be
invited
THE GMEF
HANDBOOK
To provide context on the
process of updating the GMEF
and assist users on the
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application and interpretation

of its results

Enhanced
GMEF TOOL
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GAD Mainstreaming
Levels

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Raise people’s Generate support
for gender
awareness on gender
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mainstreaming

Put in place the key people,
necessary policies, support Irregular application of
GAD concepts and tools
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structures, systems and

mechanisms to facilitate and
sustain gender
mainstreaming
Integrate and consolidate gender
efforts to produce intended or
desired impact on women and
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men
Integrate GAD in the
mandates of the agency

Incorporate GAD in all
aspects of the agency’s
operations
Implement continuous
monitoring, evaluation and
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improvement of gender
mainstreaming efforts

Institutionalized GAD
programs are replicated in
other organizations
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GM efforts are further

enhanced based on
results of GAD M&E
GAD Mainstreaming Entry
Points

Entry Points of Gender
Policy
Mainstreaming
People Programs,
projects &
activities
Enabling
Philippine Commission on Women Mechanisms
GMEF Descriptor Matrix
(Banig)

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POLICY
13 Descriptors
POLICY (13 descriptors)
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
Foundation Formation Installation of Strategic GAD Application Commitment Replication and
Mechanisms Enhancement and Innovation
Institutionalization
1.1 Policies articulating 2.1 Policies reflecting 3.1 GAD 4.1. GAD policies of the 5.1 Organization’s GAD
support to GAD the organization’s agenda/Strategic organization resulted in policy/ies used as
Mandates and interest for gender Framework on GAD bridging gender gaps of model/standard by
establishing four mainstreaming issued adopted by the clients (internal and other organizations
essential elements of organization external)
GAD Planning and 2.2 Policies addressing
Budgeting issued the gender needs of the 3.2 Organizational/ 4.2. Policies continually
clients (internal and national and sectoral developed and/or
1.2 Existing policies external) of the plans integrated with enhanced based on the
reviewed for organization issued GAD perspective results of gender
consistency with analysis
emerging GAD issues 2.3 Policies issued by 3.3 National/Sector
and issued accordingly the organization use specific GAD policies 4.3 Vision, mission and
gender-fair language formulated by the goals of the organization
1.3 Broad statements of and images organization integrated with GAD
intentions or aspirations perspective
reflecting the
organization’s support
for GAD related
activities issued
PEOPLE
27 Descriptors
PEOPLE (27 descriptors)

Foundation Formation Installation of Strategic GAD Application Commitment Enhancement and Replication and Innovation
Mechanisms Institutionalization
1.1 People in strategic positions 2.1 Top management directs the 3.1 Top management directs 4.1 GFPS members able to serve 5.1 Top management raise GAD
designated to be members of implementation of the GAD PB integration of GAD in the as GAD resource persons within concerns during high level
the GFPS organization’s PAPs and the organization, including in meetings/discussions
performance indicators regional offices and attached
agencies 5.2 Organization’s staff
members recognized as GAD
1.2 GFPS members attended 2.2 Program implementers 3.2 GFPS and program 4.2 Top management directs the experts and tapped by other
appropriate and relevant trained on GA and use of GA implementers integrate GAD in monitoring of the organization’s organizations
trainings on GAD tools the development of the GAD PAPs
organization’s GAD PAPs
4.3 Concerned staff members 5.3. External clients recognized
1.3 Top management attended 2.3 Concerned staff members 3.3 Concerned staff members calibrate GAD PAPs to address as GAD champions by reputable
Basic GAD Orientation or GST trained on the importance of utilize SDD for GAD to enhance emerging gender issues local, national and international
collecting SDD and gender the organization’s GAD PAPs organizations
statistics 4.4 Top management and
1.4 Staff members attended 3.4 Top management support concerned staff members
Basic GAD Orientation or GST 2.4 Male employees involved the appointment of qualified reflect GAD functions in their
and appreciative of the women staff members to performance contracts or TORs
organization’s GAD PAPs leadership positions
1.5. Top management and GFPS 4. 5 Concerned staff members
members aware and conscious 3.5 Women assume critical roles develop tools and/or KPs on
of GAD-related policies and 2.5 Clients (internal and and authority in the GAD
mandates external) oriented on the GAD organization
PAPs of the organization 4.6 Clients (internal and
1.6. Top management allow external) participate in the
staff members to participate in 3.6 Clients (internal and planning and implementation of
GAD-related activities 2.6 Clients (internal and external) participate in the the organization’s GAD PAPs
external) articulate gender
National GAD Resource Program planning and implementation of
Philippine Commission onneeds/issues
Women in the the organization’s GAD PAPs
development of the
organization’s efforts
ENABLING
MECHANISM
ENABLING MECHANISMS (23 descriptors)
Foundation Formation Installation of Strategic Mechanisms GAD Application Commitment Enhancement and Replication and Innovation
1.1 GFPS or similar GAD 2.1 Functional GFPS 3.1 Other GAD Mechanisms 4.1 Other GAD Mechanisms 5.1 GFPS recognized and
mechanism established based on established coordinates, contributes towards the awarded as a model GAD
created/reconstituted in guidelines issued by monitors and reports attainment of its desired mechanism by reputable
accordance with MCW and relevant oversight agencies progress of implementation impact/s local, national and
pertinent policies issued by international organizations
oversight agencies 2.2 Other GAD mechanisms on gender mainstreaming
established 3.2 At least 30% of the total 4.2 At least 70% of the total
1.2 Exploratory activities organization budget organization budget 5.2 Other GAD Mechanisms
initiated with PCW or other 2.3 At least 5% of the total utilized to implement GAD utilized to implement GAD recognized as models by
agencies, institutions organization budget PAPs PAPs other organizations
and/or individuals to utilized to implement GAD
facilitate gender PAPs 3.3 GAD budget utilized 4.3 Database with SDD 5.3 100% of the total
mainstreaming judiciously* and/or gender statistics organization budget
2.4 Engagement with collects or generates utilized to implement GAD
1.3 Information collected agencies/LGUs, institutions sector-specific KPs on GAD PAPs
towards the establishment and/or individuals to
of database with SDD and facilitate conduct of GAD 3.4 Partnership with 4.4 M & E system of the 5.4 Centralized GAD
enhancement of M&E PAPs agencies/LGUs, institutions organization tracked the database established and
system* and/or individuals towards desired gender-related accessible to regional and
2.5 Organization able to the strategic impacts of the attached offices, clients
collect or generate SDD implementation of GAD organization’s GADPAPs and partner organizations
and/or gender statistics PAPs
4.5 KM System of the 5.5 KM system integrated
3.5 SDD/gender statistics organization has GAD- with GAD and replicated by
National GAD Resource Program utilized by the organization related knowledge products other organizations
Philippine Commission on Women in 3 or more levels of the
development planning cycle
PAPs
30 Descriptors
PAPs ( 30 descriptors)
Foundation Formation Installation of Strategic Mechanisms GAD Application Commitment Enhancement and Replication and Innovation
1.1 International/ national /local 2.1 GAD agenda, strategic 3.1 Implementation of GAD PAPs 4.1 Implementation and monitoring 5.1 Organization is recognized as a
GAD-related events observed by framework on GAD or GAD Code monitored of international, national and local GAD learning hub for its notable
the organization formulated GAD mandates sustained and GAD efforts
institutionalized
5.2 Convergence model resulting
1.2 Basic GAD orientation or GST 2.2 GAD Plan and Budget (GPB) 3.2 Organization’s and GAD PB and 4.2 Sector specific GAD capacity from partnerships recognized and
conducted for the organization’s developed based on the GAD GAD AR prepared, timely development sessions conducted replicated by other organizations
clients (internal and external) agenda/GAD Code, emerging submitted and endorsed for clients (internal and external)
issues, new international and 5.3 GAD KPs and GAD IEC materials
national GAD mandates and result 4.3 Regular application of GA tools used by other organizations
of gender analysis to assess gender-responsiveness of
1.3 Consultations with clients 3.3 Capacity development on GAD PAPs. Including ODA-funded
(internal and external) to identify 2.3 GAD deepening sessions for conducted and sustained for clients projects
gender issues and corresponding GFPs and concerned staff members (internal and external)
strategies conducted based on results of TNA or updated 5.4 Existing award/incentive
GAD policies and tools conducted 4.4 Sustainability action plan for system of the organization
1.4 Consultations with PCW and GAD PAPs developed integrated with GAD perspective
relevant organizations/ individuals 3.4 Capacity development on GAD
on GAD mainstreaming conducted 2.4 GA tools applied in the review, to develop internal GAD experts
enhancement or development of conducted
1.5 Existing IEC materials and KPs PAPs 4.5 Impact evaluation of GAD PAPs
reviewed and revised to ensure use 3.5 GA tools regularly applied in of the organization conducted
of gender-fair language and images 2.5 Facilities and services that the development planning cycle to
address gender issues and concerns assess gender-responsiveness of
1.6 GAD corner set-up of clients (internal and external) PAPs including ODA-funded projects
established
2.6 Orientation module for 3.6 GAD section in website

employees with gender sensitivity regularly updated
as core competency developed
2.7 IEC materials on GAD for clients 3.7 KM system as a mechanism to

(internal and external) developed
National GAD Resource Program transfer of knowledge on GAD set-
Philippine Commission onand disseminated
Women up
2.8 GAD section in organization’s

GMEF Organizational
Assessment Questionnaire

THE
ORGANIZATIONAL
ASSESSMENT
QUESTIONNAIRES
Maricar R. Chan

ORGANIZATIONAL ASSESSMENT
QUESTIONNAIRE - PEOPLE
0 0.41 0.83

Sample Questionnaire with answer…

GMEF Scoring Guide and
Sheet

Legend of Scores per Entry Point Level
SCORE LEVEL DESCRIPTION
1-7 points 1 - Foundation Formation
8-14 points 2 - Installation of Strategic Mechanisms
15-19 points 3 - GAD Application
20-23 points 4 - Commitment Enhancement and
24-25 points 5 - Replication and Innovation
OVER-ALL GMEF SCORE
SCORE LEVEL DESCRIPTION
0-30 points 1 - Foundation Formation
31-60 points 2 - Installation of Strategic Mechanisms
61-80 points 3 - GAD Application
81-95 points 4 - Commitment Enhancement and
96-100 points 5 - Replication and Innovation
GMEF
SCORE
SHEET
Maricar R. Chan

Assessment Results
= STRONG
POINTS
 How do you maximize these strong points to hasten

Maricar R. Chan
institutionalization of GAD in your agency?

 Target interventions to sustain efforts on gender
mainstreaming
Assessment Results
= Areas for Improvement

Maricar R. Chan
• Analyze the facilitating and hindering factors (Gender issue)

• Target interventions to further improve the overall level of
gender mainstreaming of the organization (GAD activity)
SANDIGANBAYAN GMEF
ASSESSMENT
FY 2016-2018
Maricar R. Chan
•••••••••••••••••••••••••••••••••••••••••••••
Date of Assessment: December 4, 2018

KEY AREAS
Policy
1. Issuance of initial policies on GAD 5.01
2. Issuance of policies to mainstream GAD in the organization 4.17
3. Integration of GAD in the Organization’s Policies 0.83
4. Updating and Continuous Enhancement of GAD Policies 5.17
5. Model GAD Policy 0
Sub-Total: 15.18
Level for Policy: Level 3
People
1. On Establishing GFPS & GAD Champions/Advocates 4.98
Maricar R. Chan
2. On GAD Initiatives & Capacity Development Activities 3.31

3. GAD Sponsorship & Related Programs 4.56
4. GAD Champions as Program Implementers 2.89
5. GAD Experts 0
Philippine Commission on Women Sub-Total 15.74
Level for People: Level 3
Enabling Mechanisms
1. Setting-up of Essential GAD Mechanisms 5.01
2. Functional GAD Mechanisms 4.5
3. Integration of GAD in the Organization’s Mechanisms 3
4. Advanced GAD Structures and Systems 1.5
5. Model GAD Structures and Systems 0
Sub-Total 14.01
Level for Enabling Mechanisms: Level 2
Programs, Activities and Projects (PAPs)
1. Initial Activities to Facilitate GAD Mainstreaming 3.72
2. Establishing Commitment towards GAD Mainstreaming 3.1
3. GAD Application 3.54
Maricar R. Chan
4. GAD Commitment and Institutionalization 3

5. Model PAPs 0.62
Sub-Total 13.98
Level for PAPs: Level 2
TOTAL SCORE 58.91
Over-All Level: Level 2
GMEF Assessment Results of SANDIGANBAYAN
KEY AREAS SCORES
2016 2018
Policy 2.5 (Level 1) 15.18 (Level 3)
People 13.24 (Level 2) 15.74 (Level 3)
Enabling
Mechanisms 9.66 (Level 2) 14.01 (Level 2)
PAPs 4.64 (Level 1) 13.98 (Level 2)

Over-all Score
30.04 (Level 1) 58.91 (Level 2)
SAMPLE LIST OF ORGANIZATIONAL
FOCUSED GENDER ISSUES BASED
ON GMEF RESULTS

GMEF RESULTS GENDER ISSUE
POLICY ENTRY POINT
Gender fair language and images not Inadequate knowledge and
yet used in policy issuances (2.3) awareness on the use of non-sexist
language in all official documents,
communications, and issuances
among GFPS members
GAD perspective not yet integrated in Low level of appreciation and
its organizational and/or sectoral knowledge on integrating GAD in
plan/s (3.2) organization plans and programs.
Results of gender analysis was not Gender perspective not
Maricar R. Chan
used in the development and/or considered/integrated in the

enhancement of policies (4.2) development/enhancement of
Policies or PAPs.

PEOPLE
Top management does not appoint • Absence of succession plan to train
women to leadership positions (3.4) women employees for leadership
positions
• Very low (20%) representation of
women in third (3rd) level posts.
• Lack of opportunity for competent
female employees to gain
additional knowledge and skill due
Maricar R. Chan
to multiple burden/stereotype
nature of leadership.

ENABLING MECHANISM
Organization utilized 5% or less of its Lack of capacity among GFPS
total budget to implement its GAD members to attribute major
Plan (3.2) programs/projects using the
Harmonized GAD Guidelines.
No sex-disaggregated data or gender Lack of capacity among technical staff
statistics utilized in the development on the utilization of sex-disaggregated
planning cycle (3.5) data or gender statistics.
Other GAD mechanisms are fully Absence of monitoring and evaluation
functional but has not yet system to assess the progress of the
Maricar R. Chan
contributed to the attainment of the GAD mechanisms in the organization.

desired impact/s (4.1)

PROGRAMS, ACTIVITIES, AND PROJECTS (PAPs)
No GAD orientation module • GAD core messages not integrated in existing
with gender sensitivity as a module for new employees.
core competency developed • Lack of awareness among HR staff to integrate
(2.6) GAD core messages in existing modules for
new employees.
GAD website has not been • Lack of personnel to conduct the updating and
updated for more than a monitoring of the GAD section/GAD website.
year (3.6) • Absence of GAD-related IEC materials.
Gender Impact assessment • Low priority given to conduct of gender impact
not yet conducted (4.5) assessment.
Maricar R. Chan
• GFPS and project/program personnel lack

capacity to undertake gender impact
assessment of major programs/projects.

“What hasn’t been
counted,
does not count!”
Maricar R. Chan

Maricar R. Chan

Thank
you
May the Filipino
for women and men, and
Listening the future generations
reap our efforts for
gender equality!
For other GAD concerns, you may reach me at:

09173239227
[email protected]

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Training of Technical

Region IV-A (Calabarzon)

November 21, 2019

•GAD Technical Adviser

•Former Planning Officer III, Corporate Planning Division

•Former Planning Officer II, Technical Services Division

Gender Analysis Defined

Data and Materials for GA

Levels and Tools for GA

• To develop a basic understanding of gender

• To become familiar with gender analysis tools,

• Does the same thing

Women can handle outside work with house work

• Is concerned with the underlying causes of these

• Aims to achieve positive change for women and men.

National GAD Resource Program

• Women's lives are not all the

women have in common may

• Different strategies may be necessary to achieve equitable

outcomes for women and men and different groups of

National GAD Resource Program

• To better understand our

• To get better results from

Gender analysis will help an

projects and services of the

National GAD Resource Program

1. Collect Sex-Disaggregated Data

We measure what we value. We only act over what is

National GAD Resource Program

2. Analyze the data by considering the factors behind the gender

What are the reasons behind Why the

• general economic conditions?

3. Assess the opportunities and constraints to women and men

distributed by, and benefits of

4. Develop strategies and programs to

 How should the current project/

2 Analyze the data. What are the reasons behind the

3 Assess the barriers and constraints to women and men’s

Develop strategies and programs to address the

• Gender analysis should be

planning, decision-making and

Implementation • Implementation; and

National GAD Resource Program

National GAD Resource Program

2018 46.6% 75.1%

1st Level 2nd Level Total

192,106 168,643 400,681 808,155 592,787 976,798

TOTAL NO. OF 749 780

National GAD Resource Program

One in four women

National GAD Resource Program

Photo: Julie McCarthy, NPR

National GAD Resource Program

Household and 24 hour activity profile

Household and Community Level

National GAD Resource Program

National GAD Resource Program

National GAD Resource Program

What is the • The formulation and development of