Gender Mainstreaming and Gender
Integration: Linkages, Intersections,
Bonds or GIF?
Patricia Morris, Ph.D., Director, Gender Practice
Development and Training Services (dTS)
June 16, 2014
Gender Mainstreaming and
Gender Integration as Linkages
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Mainstreaming
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Gender Mainstreaming and
Gender Integration as Intersection
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Integration
Gender Mainstreaming and
Gender Integration as Bond
• Gender
Integration
• Gender
Integration
• Gender
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Gender
Mainstreaming
Gender
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Gender Mainstreaming and Gender
Integration: InterAction’s Gender Integration
Framework
Political Will - Ways in which leaders use their position of power to
communicate and demonstrate their support, leadership, enthusiasm
for and commitment to working toward gender equality within the
organization and in the organizations programs and outreach.
Technical Capacity - Level of ability, qualifications and skills individuals
in an organization need to carry out the practical aspects of gender
integration for enhanced program quality, and level of
institutionalization of gender equitable organizational processes for
program implementation and monitoring.
Accountability - Mechanisms by which an organization determines the
extent to which it is "walking the talk" in terms of integrating gender
equality in its programs and organizational structures, including job
descriptions, performance evaluations, program reporting
requirements and evaluation systems.
Organizational Culture - Norms, customs, beliefs and codes of behavior
in an organization that support or undermine gender equality - how
people relate; what are seen as acceptable ideas; how people are
"expected to behave" and what behaviors are rewarded by the
organization.
Organizational
Culture
Technical
Capacity
Accountability
Political
Will
The Power of Gender Mainstreaming in
Enhancing Development Effectiveness
Gender Mainstreaming Activities
Gender Integration Activities
InterAction member organizations linked gender
equality directly to poverty alleviation.
InterAction member organizations reviewed their
projects for gender equality and changed their
approaches to (1) targeting of beneficiaries, (2)
participation of women and men, and (3) project
structures or partner agreements that perpetuated
gender inequity or gender stereotypes for both
sexes.
Top leadership demonstrated strong political will
to institutionalize gender throughout
organizational policies and procedures including
revamping personnel policies, hiring gender
specialists, establishing gender task forces and
conducting gender analysis training for all staff
including senior management.
At the project level, InterAction member
organizations directly addressed potential
opposition from men by listening to their concerns,
involving them as partners with women in the
projects and producing results that demonstrated
in concrete ways how gender inequality also
oppresses men and keeps them in poverty.
2005 InterAction Study: Revealing the Power of Gender Mainstreaming: Enhancing Development Effectiveness of NGOs in Africa. Five InterAction
members: CARE Niger, CRS Kenya, Hefier Zambia, LWR Kenya and World Vision Ghana.