HOW TO CONDUCT

A GENDER ANALYSIS
A GUIDANCE NOTE FOR UNDP STAFF

United Nations Development Programme

Bureau of Policy and Programme Support

Gender Team

2016
INTRODUCTION

The UNDP Strategic Plan places special emphasis on gender equality and the empowerment of women.
The SP integrates gender concerns into six of its outcomes, and gender equality is the sole focus of
outcome 4. UNDP Gender Equality Strategy, 2014-2017 provides strategic guidance to UNDP business
units to mainstream gender as they operationalize the UNDP Strategic Plan (SP), 2014-2017. To achieve
SP goals all UNDP country programmes and projects should include specific measures to address gender
inequalities and gender (and sex) disaggregated data and indicators.

In 2015, the UNDP Independent Evaluation Office (IEO) conducted a thematic evaluation of the
contribution of UNDP to gender equality and women’s. The evaluation found that “UNDP has yet to
develop a firm corporate policy that ensures gender analysis is a mandatory requirement in all
programming”, and recommends that “UNDP should focus on refining tools, instruments and processes
developed during the period 2008-2013 and focus on further internalizing the centrality of gender
equality and women’s empowerment to the achievement of all development goals among staff”. This
tool intends to respond to the 2015 evaluation.

The guidelines are designed for programme staff in charge of formulating and implementing
programmes and projects. It intends to help project managers to ensure that gender issues are
systematically integrated at each stage of the project cycle. It will also help to meet the Project Quality
System (Q&A) requirements at all stages of the project.

The tool is divided into two parts: the first part presents what is gender analysis as a tool and how to use
it to assess the differences in the lives of women and men, girls and boys and the relationships between
and amongst them. The second part provides guidance on how to apply gender analysis in Projects.
Finally, it includes an example of Terms of Reference to commission a gender analysis for programming.

UNDP would like to acknowledge that material has been drawn from different institutions and
organizations. We thank all UNDP colleagues to make this practical guideline possible.

Author: United Nations Development Programme

Published: 2016
TABLE OF CONTENTS

1. Gender Analysis: What you need to know …………………………………………….4

1.1 What is a gender analysis and what does it tell us?………………………….... 4
1.2 resources do we need for an effective gender analysis?………………………...….... 5
1.3 Why the gender analysis is linked to results based management cycle of the UNDP
programmes/projects? …………………………………………………………...……5
1.4 When do we use a gender analysis? ……………………………………………...…...5
1.5 What information a good gender analysis should provide? …..………………...…… 6

2. Gender Analysis in Projects..…………………………………..……..……………...….7

2.1 Develop a Situational Analysis……...……………………………………….………...7
2.2 Use Gender Analysis to develop your intervention strategies (theory of change and
Project priorities ………………………………………………….………………….8
2.3 Results Framework…………………………………….………...…..……………... 10
2.4 Budget and Work Plan……..…………………………………...…………………... 12
2.5 Monitoring and Evaluation …………………...………………….………………….13

3. Annexes……………………………………………………………………..………........ 15
Annex I: Essential Concepts in Gender Analysis …………………….....………....15
Annex II: Resources …………………………………………...………..…………16
Annex III: General Information for Terms of Reference to commission a gender
analysis for programming ……………………………..………………..………… 18

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I. GENDER ANALYSIS: WHAT YOU NEED TO KNOW
It is important to be clear about why and when to perform the analysis, what the scope entails, who is
to be involved and the amount of time and other resources you have to provide.

1.1. WHAT IS A GENDER ANALYSIS AND WHAT DOES IT TELL US?

 Gender analysis is the critical starting point for gender mainstreaming: The first step in a
mainstreaming strategy is the assessment of how and why gender differences and inequalities are
relevant to the subject under discussion. Without it gender mainstreaming is not possible.

 Gender analysis is a tool that

What is a gender analysis?
brings to the surface gender
disparities of a core problem. It •An intrinsic dimension of policy analysis
reveals the connections between
gender relations and the •Identifies specifically how public policy
development challenge to be affects women and men differently
solved, it indicates exactly what
•Demonstrates that policy and
that impact is likely to be, and implementation cannot be gender neutral
promotes alternative courses of in gendered societies
action.
• It is supported by specific analytic tools
 Gender analysis is a systematic
analytical process based on sex-disaggregated and gender information. This process is used to
identify, understand, and describe gender differences and the relevance of gender roles and power
dynamics in a particular context.

 A gender analysis helps ensure equitable participation of women and men in development
processes and projects. In some cases, gender issues may be significant to the process/project,
and play a determining role in outcomes. In other instances, they may be less significant, and
constitute rather a set of factors to be weighed with others.

 It should show the linkages between inequalities at different societal levels. Don’t forget that
neither women nor men form a homogeneous group. Gender relations intersect with many
categories of social identities, such as religious, political affiliation, ethnicity, social status, age,
and sexual orientation.

 If we don’t make those linkages explicit we run the risk of reinforcing existing imbalances.

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1.2. WHAT RESOURCES DO WE NEED FOR AN EFFECTIVE GENDER
ANALYSIS? 1

 Specialized expertise in gender issues and/or sector-specific needs, and an allocation of financial
resources for analyses.

 Access to national gender statistics, and operations research (i.e., findings derived from testing
pilot projects, and from programme monitoring and evaluation).

 Access to qualitative data generated through policy and academic research and participatory
assessments.

1.3. WHY IS THE GENDER ANALYSIS LINKED TO THE RESULTS BASED

MANAGEMENT CYCLE OF UNDP PROGRAMMES/PROJECTS?

The results of the gender analysis are the foundation for taking gender into account in all steps of
a project cycle. Conducting a gender analysis – whether in the design phase or at another point in the
project term – produces recommendations2 to:

1. Answer questions in regard to the (baseline) situation.

2. Develop a gender-responsive theory of change and devise a methodological approach.
3. Include gender issues within the scope of projects and programmes
4. Make necessary changes to the monitoring system.

When you link gender analysis to the result-based management cycle of development measurements it
also provides a basis for assigning the gender marker. Even if a project or programme does not include
gender relevance and is scores GEN 0, the decision to assign this marker must be based on the results of
the gender analysis.

1.4. WHEN DO WE USE A GENDER ANALYSIS?

Gender analysis can be done any time we are looking for ways in which to better understand and improve
our programmes/projects. However, there are definitely situations that present more opportune
moments to execute a gender analysis such as:

1
Adapted from UN Women, 2014
2
GIZ, 2011

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  During the initial design of a project
 Before the implementation of a policy
 During the midterm review and evaluation of a project or policy

Overall, we use a gender analysis when we need to develop a comprehensive situational analysis or
increase our understanding of gender issues and challenges in the countries we work. For example, we
implement a gender analysis when we want to better understand3:

 Levels of participation and involvement of women and men, e.g. in the labor market, community
decision-making, and use and control over natural resources

 Different experiences of specific development challenges such as poverty, migration, gang

violence, etc.

 Different outcomes from the same intervention, e.g. education, health services, land titling

 Barriers and constraints to full participation by different groups, i.e. in decision-making

 Specific vulnerabilities and inequalities, e.g. single-female headed households, rural women,
women with disabilities etc.

 Cultural and social patterns of behavior that appear to be direct opposition to the interests of
certain individuals and groups, e.g. taking girls out of school earlier than boys.

1.5. WHAT INFORMATION SHOULD A GOOD GENDER ANALYSIS PROVIDE? 4

The Gender Analysis can be conducted from the grassroots levels (the micro level), intermediate levels
(meso level), the highest political levels (macro level), and across all sectors and programmes of
development collaborations. A good gender analysis helps us to better understand:

 How the gender division of labour and patterns of decision-making effect programmes/projects,
and vice versa how programmes/projects effect the gender division of labour and decision- making.

 Gender differentials in activities surrounding access to control over resources such as income,
time, technologies and services. In addition, it helps us identify who has greater means to access

3
Source: United Nation Development Group, 2014

4
Resources: Adapted from: UNDP (2007), USAID (2011), UNDP (2015), EC (2009), NZAID (2006)

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 opportunities, for example in regards to land, livestock, financial services, health and education,
employment, information and communication, and benefits

 Power and Decision Making. This set of information refers to people’s ability to decide, influence,
control, and enforce individual and governmental power. It examines the capacities of existing
institutions and the mechanisms in place to reach out equitably to girls and boys, women and men,
and to promote gender equality among target groups. It also refers to one’s capacity to make
decisions freely, and to exercise power over one’s body, whether in one’s household, community,
municipality, and state.

 Legal rights and status. This dimension involves assessing how women and men are regarded and
treated by customary and formal legal codes, and the judicial systems. This includes an assessment
of state issued documentation such as identification cards, voter registration, and property titles.
Furthermore, a substantive evaluation will include the right to inheritance, employment, atonement
of wrongs, and legal representation.

 Women’s priorities, restraints and motivations: This category includes a review of the different,
but equally significant, needs and interests of women and men; depictions of the barriers faced by
women in seeking to meet their practical and strategic gender interests; an identification of
opportunities for greater equality and empowerment for women.

 Time. This area of information recognizes gender differences surrounding various needs of
availability and allotment of time. It examines the implications that gender differences have on
commitments and in turn the effects on poverty and work-life balance. Acknowledges the division
of productive and reproductive work; the identification of how time is divided throughout the day,
week, month, and/or year, and during the seasons. We can infer how this determines the contribution
of men and women to the welfare of the family, community, and society.

 Recommendations. A good gender analysis should help us understand the best approaches to
address gender inequalities and identify strategies to mobilize women’s agency.

2. GENDER ANALYSIS IN PROJECTS

As noted earlier, gender analysis is a vital tool for gender mainstreaming. Gender Analysis should
inform the fundamental stages of project design and planning. The depth and level of an analysis
depends on your specific situation and policy needs. Let us now examine how gender analysis works
throughout the process of mainstreaming during the different stages of project design and planning.

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2.1. DEVELOP A SITUATIONAL ANALYSIS

In a project design, gender analysis helps you to develop a situational analysis of a given context and
identify concrete development challenges. This brings to light the evidences of systemic causes of gender
inequalities associated to the problem you have selected. You must use this information to make
decisions about the design of your intervention (i.e., your intended goals, outcomes and target audience
and your planned actions) and be in line with corporate commitments.

This step requires an assessment of gender implications of working on, for example, environment,
poverty elimination, health development, and all other areas of development.

To undertake a detailed gender analysis, ensure that TORs for commissioned consultant/research
include the need for gender analysis, and that researchers have appropriate gender analysis skills.

The analysis of a problem/situation must include a holistic perspective of human rights, and related
obligations of Governments, international human rights standards, and recommendations made by
CEDAW and Universal Periodic Review (UPR)

STEPS:
1. Disaggregate information by sex, age, ethnic origin, etc. and indicate where disaggregated data is not available.

2. Actively involve women and men from diverse social groups in the analysis and identification of needs.

3. Collect background information. It involves a description of relevant actions/measures taken by the

government, other actors, women´s groups and UNDP to address gender inequalities on the issue/sector we
want to address through the project. Take into consideration any recommendations of preceding actions on
the issue.

4. Highlight gender issues in discussions with stakeholders during this stage.

5. Analyze relevant current gender information, especially socio-economic information, taking into consideration
among others: gender roles, access and control to resources; sexual division of labour; time poverty, power
relations and legal rights, etc.

6. Analyze systemic causes of the problem from a gender perspective.

QUESTIONS THAT INFORM A GENDER ANALYSIS AT THIS STAGE

How do you identify the different needs and interests of women and men?

– Did you analyze if the identified problems have the same impact on women and men?
– Did you include disaggregated information in the analysis of the problem?
– Did you identify gender gaps?
– Did you analyze the underlying causes of these gender gaps associated to the problem analysis?

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Did you identify existing national capacities in response to the gender inequalities associated with
the problem to be addressed by the project?

– Did you identify existing national capacities in response to the gender inequalities associated
with the problem to be addressed by the project?
– Have you taken into account the main recommendations for the country made by CEDAW and
UPR on the issue?
– Have all national legal frameworks and policies associated with the problem been included in
the analysis? (Do they integrate a gender perspective? / Are there gender equality or gender
specific policies addressed to women?)
– Did you identify comparative advantages of UNDP’s assistance, as well as lessons learned in
previous initiatives on the issue?

2.2. USE GENDER ANALYSIS TO DEVELOP YOUR INTERVENTION

STRATEGIES (THEORY OF CHANGE AND PROJECT PRIORITIES)

During this step UNDP and its partners have to develop strategies required to facilitate transformative
changes. Based on thorough contextual research and programmatic background, your theory of change
should create the pathways through which the outputs or intermediary results are expected to contribute
to the gender equality-related long-term development outcomes of a given sector.

You should appropriate the findings from the gender analysis into recommendations for
programme modalities, and provide a rationale for the programme objectives, targets and budgets
enabling donor, government and civil society agencies to develop a collective vision of what ‘success’
looks like. The theory of change also helps identify potential risks and unintended consequences, and
clarify assumptions about the prerequisites for progress. (UN Women, 2014).

This is the proper time to decide on gender strategies taking into account UNDP approaches, gender
benefits and differentiated impacts.

STEPS:
1. Articulate a theory of change to understand how change happens through gender mainstreaming.

2. Determine and explain the mix of strategies that will be utilized to support the achievement of results from a
gender perspective.

3. Analyze what partners and non-partners have to do to contribute to those changes.

4. Analyze institutional capacities from a gender perspective in order to facilitate and lead those changes.

5. Identify relevant actors to contribute to gender mainstreaming in the project cycle.

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QUESTIONS THAT INFORM A GENDER ANALYSIS AT THIS STAGE

What are the necessary strategies, actors and interventions to facilitate transformative changes
from a gender perspective?

– Is there an anticipated negative impact of the project on women and men (i.e. increased workload,
loss of access to resources such as credit, water, land and technology)?

– Does the proposed project diminish or challenge existing inequalities in the situation of men and
women?

– Will the proposed project change the perceptions or stereotypes about women and men, and their
roles, in any way?

– What options should be considered to strengthen a gender perspective?

– Where do opportunities, or entry points, for change exist? And how can they best be used?

– What specific mechanisms can be proposed to encourage and enable women to participate in the
project, despite their disadvantaged position?

– What is the long-term impact of women’s increased ability to take charge of their own lives, and
to take collective action to solve problems?

– What is the best way to build on and strengthen the government’s commitment to women’s
empowerment?

– Does the project make clear how UNDP will support capacity building required to facilitate
transformative changes in relation to gender equality in at least one area of intervention and
continues to show consistency in the other areas?

– Does the project clearly show an alignment to respective UNDP Strategic Plan and Gender
Equality Strategy 2014-2017 outcomes, SDG, and national policies?

2.3. RESULTS FRAMEWORK

As noted before, the results frameworks are underpinned with a theory of change. Programme results
formulation should be rooted in knowledge and evidence, hence results must stem from sound sectoral
and context-based gender analysis. It is particularly important that the results framework
adequately reflects a social and gender analysis that has been undertaken during the design and
shows consistency between the analysis of situation and the proposed programme.

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The statement of the goal, outcomes, outputs and indicators should include explicit references to gender
equality, and specific results and indicators showing the benefits to be gained by women and men.

Indicators should be able to measure changes in gender relations and institutions such as the law,
employment, social service provision, and local custom over the course of a project intervention. If the
gender dimension is not visible at the level of outcomes, it should be explicit at the output level.

STEPS:
1. Explore consistency between gender issues identified in gender analysis and the proposed project and RRF.

2. If the information and analysis is relevant, define gender equality as a specific outcome.

3. Identify the way gender will be systematically mainstreamed in the project outcomes and outputs.

4. Identify key activities for gender equality and women´s empowerment.

5. Develop measurable indicators and/or key questions referring to gender and appropriate to the intervention.

6. Identify measures to avoid, mitigate or manage any possible negative gender impacts of the project (See
Social and Environmental Screening Quality Standards).

7. Define the structure and capacities to be developed to respond to gender inequalities to be addressed by the
project.

8. Identify assumptions and risks from a gender perspective.

9. Explain the steps the Country Office will take to ensure project quality, effectiveness and efficiency is
improved from a gender perspective.

QUESTIONS THAT INFORM A GENDER ANALYSIS AT THIS STAGE

What gender equality results are achievable in the short, medium and long term?

– Does the proposed result framework specify how it will address the dimensions of gender
inequality described in the analysis? Does it include specific targets to close identified gender
gaps? If not, is there an explanation given of why it has not been considered?

– Have the outcomes and outputs been planned with the relevance and benefits in mind for both
women and men?

– Have specific gender outcome and output indicators and/or key questions been developed?

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– Do the outputs and activities included in the capacity development measures reduce gender
inequalities related to the issue?

– Who participated in choosing the objectives/results from the variety of needs to be addressed?

2.4. BUDGET AND WORK PLAN

Now it is time to demonstrate how UNDP has shown commitment to gender equality and
women´s empowerment. This priority must be reflected in the work plan, budget and the human
resources structure.

STEPS:
1. Highlight specific gender items in the budget. Define your strategy to track consistently the flow of gender-
focused resource allocation with UNDP policy.

2. Identify the necessary human resources with gender expertise for the implementation of the strategy.

QUESTIONS THAT INFORM A GENDER ANALYSIS AT THIS STAGE

Have adequate resources been provided for gender equality and women´s empowerment?

– Does the Work Plan identify specific gender activities? Through what organization(s) will
women be involved in the implementation and decision-making process of the Work Plan?

– Are access and equal participation of women and men a key criteria defined in the project for
opportunities, benefits and resources?
– Is there gender-focused resource allocation for gender equality and women´s empowerment?
Is it over 15% of the entire budget?

– Will be it possible to track the flow of these resources? Remember to assign the gender marker
(ideally GEN2 or GEN3).

– Will gender experts, women´s organizations and machineries be involved in project

implementation?

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2.5. MONITORING AND EVALUATION

Gender analysis can be used to help monitor progress from a gender perspective during the
implementation of a project. If gender analysis was part of the planning phase, then using gender analysis
in the monitoring and evaluation phase and Plan will allow you to see the extent to which your targets
and goals are in progress or were met.

For that purpose, gender issues should be mainstreamed in the Monitoring and Evaluation Plan.
Ensure that the agreed arrangements for programme management and M&E of the programme, and any
issues related to the availability of gender data, is reliable, accessible and timely. There should be a
gender indicator (as part of the Evaluation Plan) to measure the effects of the programme’s investment
in fostering equal opportunity in this section.

STEPS:
1. Include in the Monitoring and Evaluation Plan the why, when and who is responsible for monitoring gender
outcomes, outputs and targets.

2. Define responsibilities, necessary information, and resources needed (financial and human resources) for the
Monitoring and Evaluation phase.

3. Include in the project timeline gender specific activities, as well as training sessions to develop capacities for
monitoring and evaluation.

4. Include gender marker in the Monitoring and Evaluation Plan.

QUESTIONS THAT INFORM A GENDER ANALYSIS AT THIS STAGE

Does the monitoring framework include measures to monitor and evaluate progress on
gender equality?

– Is it explicitly included in the framework? Does the framework include measurable gender
indicators appropriate to the intervention?

– Are there specific activities, resources and responsibilities to track contributions of the project
on gender equality and women´s empowerment?

– Is gender marker included in the Monitoring and Evaluation Plan?

– Are specific gender capacities for monitoring and evaluation needed?

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WHEN TO CONSIDER AMENDING A PROGRAMME/PROJECT DESIGN:

If you are still in the design process, or reviewing project documents, collaborating on project design
activities, participating in project review meetings and debriefing project design, or participating in
evaluation and backstopping missions, you should consider amending your project design and reconsider
the following:

 If you identified any key gender issues that will impact the ability of the project to achieve its goals
or prevent women and men from benefiting equally, (e.g. positive actions to increase participation
rates for the less represented sex) amend your project to (e.g. new activities goals, gender indicators,
etc.) ensure that men and women benefit equally.

 If you identified that the needs of men and women, in relation to this project, are substantially
different, consider if it is necessary to create a separate project component focusing on women (or a
subgroup of women) or men (or a sub-group of men).

 If necessary, identify new relevant data that should be collected to track the gender-related project
impacts

 Identify any entry points or opportunities for empowering groups of women and/or men through the
project. (These opportunities or entry-points can be found in research and analysis, policy
development, use of statistics, training events and workshops/conferences)

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 OVERALL ISSUES TO REMEMBER 5

 All UNDP staff should take responsibility for being personally informed about gender
issues, gender analysis and gender mainstreaming, and seeking out ways of promoting
this understanding and commitment amongst colleagues, partner organisations or out-
sourced individuals or groups.

 All UNDP staff should ensure gender is incorporated into the terms of reference for the
identification/formulation phase to address and analyse the issue. (See Annex II)

 Employ gender specialists or social development specialists with gender expertise to assist
in the design, monitoring and evaluation of the project.

 Undertake participatory methodologies that actively involve women and men;

 Consult and partner with national women’s machinery at the appropriate level (national,
district, community) in the design and monitoring of the project.

 Assess the gender capacity of the implementing institutions as a part of overall capacity
development;

 Identify gender related linkages with other projects and programmes and incorporate
them into the documentation.

5
Sources: Adapted from: UNDP (2015); UNDP (2007); UN Women (2014); DFID (2002); EC(2009)
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ANNEXES
ANNEX I: ESSENTIAL CONCEPTS IN GENDER ANALYSIS

Sex and Gender: Sex refers to the biological differences between men and women, which are
universal and do not change. Gender refers to social attributes that are learned or acquired during
socialization as a member of a given community. Because these attributes are learned behaviors, they
can and do change over time (with increasing rapidity as the rate of technological change intensifies),
and vary across cultures. Gender therefore refers to the socially constructed attributes, roles, activities,
responsibilities and needs associated to men (masculine) and women (feminine) in a given society at a
given time, as well as any member of a specific community within that society.

Gender Relations: The social relationships between women and men. Gender relations are concerned
with how power is distributed between the sexes. They create and reproduce systemic differences in
men’s and women’s position in a given society. They define the ways in which responsibilities and
claims are allocated and the way in which each are value.

Changes in gender relations: Gender roles and characteristics in almost all societies have under-gone
many recent adjustments and changes. Changes in gender roles and relations often meet resistance, in
particular from traditional cultural forces. Anticipation and preparation for these forms of resistance in
relation to change in activities or the status and position of women is a valuable part of a project’s
gender strategy. Gender analysis can demonstrate that change in certain aspects of social roles and
relations between women and men can improve the quality and conditions of life for everyone.

Productive work: This is work that produces goods and services for exchange in the market place (for
income). Reproductive Care/Work: This includes but is not limited to child-bearing and nurture. It
has increasingly been referred to as “social reproduction” to indicate the broader scope of the term than
the activities associated with biological reproduction. Women and girls are mainly responsible for this
work, which is usually unpaid. There is an intersection of peoples’ productive and reproductive
responsibilities with policy priorities, which has repercussions at all levels of an economy and society,
and is the principal focus of a gender analysis.

Differential Access to and Control over Resources: It is important to distinguish how men and
women access resources (land, labor, credit, income, etc.) and their ability to have control. Access
gives a person the opportunity to benefit from the resource i.e. land to grow crops. Control allows a
person to make decisions about who can and how one uses the resource (s) i.e. sell land. Base-line data
in thorough gender analysis establishes whether there are any differences in men’s and women’s access
to four key categories of resources: 1. Economic/Productive/Resources: (land, credit, cash income,
employment) 2. Political 3. Resources: (education, political representation, leadership) 4. Time: (a
critical resource, which increasingly acquires a monetary value).

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Practical Gender Interests/Needs: Women and men have different roles and responsibilities and
therefore have different interests/needs. These are called gender interests, practical and/or strategic
needs. Practical and strategic gender interests/needs should not be seen as separate, but rather as a
continuum. By consulting women on their practical gender interests/needs an entry point to address
gender inequalities in the longer term (strategic gender interests/needs) can be created. Practical
Gender Needs: These are gender needs that women and men can easily identify, as they relate to living
conditions. Women may identify safe water, food, health care, cash income, as immediate needs.
Meeting women’s practical gender needs is essential in order to improve living conditions, but in itself
it will not change the prevailing disadvantaged (subordinate) position of women. It may in fact
reinforce the gender division of labor.

Strategic Gender Interests/Needs: Strategic gender interests/needs are those women identify because
of their subordinate position to men in their society. They disclose issues of power and control and the
gender division of labor. Strategic interests/needs may include, changes in the gender division of labor
(women to take on work not traditionally seen as women’s work, men take more responsibility for
child care and domestic work), legal rights, an end to domestic violence, equal wages and women's
control over their own bodies. They are not as easily identified by women themselves as their practical
interests/needs, therefore, they may need specific opportunities to do so. Condition and Position:
Development projects generally aim to improve the condition of people’s lives. From a gender and
development perspective, a distinction is made between the day-to-day condition of women’s lives and
their position in society. In addition to the specific conditions which women share with men,
differential access means women’s position in relation to men must also be assessed when
interventions are planned and implemented.

Condition: This refers to the material state in which women and men live, and relates to their
responsibilities and work. Improvements in women’s and men’s condition can be made by providing
for example, safe water, credit, seeds. (Practical gender needs). Position: Position refers to women’s
social and economic standing in society relative to men, for example, male/female disparities in wages
and employment opportunities, unequal representation in the political process, unequal ownership of
land and property, vulnerability to violence (strategic gender need/interests).

Transforming Gender Relations: Changes in gender relations transform long-standing patterns; one
change is acknowledged to bring others, and the nature and the degree of changes that occur in
women’s and men’s lives as a result of successful interventions, explain why “transform” is the active
construct chosen in this model. Transformation of this kind requires an understanding and parallel or
concurrent attention to practical needs and strategic interests. The choice is not “one or the other”; the
challenge is how to work with both --strategically, and practically.

Transformatory Potential: A gender analysis guided by this approach, applying the analytical
framework to development programming, uses the interwoven framework of concepts to assess the
transformatory potential of a given set of options -- which ones are most likely to ensure women get
equal access to the resources they need to maximize their productive and reproductive contributions to

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their households and societies.

Empowerment: Empowerment is about people, both men and women. It is a “collective undertaking,
involving both individual change and collective action”. Women’s empowerment means developing
their ability to collectively and individually take control over their own lives, identify their needs, set
their own agendas and demand support from their communities and the state to see that their interests
are responded to. In most cases the empowerment of women requires transformation of the division of
labor.

Discrimination: The Convention on the Elimination of all Forms of Discrimination Against Women
(CEDAW), approved by the United Nations in 1979, states that “Discrimination against women shall
mean distinction, exclusion, or restriction made on the basis of sex which has the purpose of impairing
or nullifying the recognition, enjoyment or exercise by women, irrespective of their marital status, on a
basis of equality of men and women, of human rights and fundamental freedoms in the political,
economic, social, cultural, civil or any other field’’ Systemic Discrimination: Systemic discrimination
is caused by policies and practices that are built into the ways that institutions operate, and that have
the effect of excluding women and minorities.

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ANNEX II. RESOURCES

– DFID, (2002), Gender Manual. A practical Guide for Development Policy and Practitioners, UK,
DFID,Social Development Division.

– EC, UNIFEM,ITC, (2009).Training Module: Introduction to Gender Analysis and Gender

Sensitive Indicators. Gender Campus, Torino, Italy.

– GIZ (2011), Gender Analysis. A Manual for the Gender differentiated design of technical
cooperation projects and programmes, Bonn, Germany.

– GIZ (2013), Gender Analysis- Frequently Asked Questions, Bonn, GIZ.

– UN, Executive Board of the
United Nations Development Programme, the United Nations
Population Fund and the United Nations Office for Project Services (2015); Management response
to the thematic evaluation of the UNDP contribution to gender equality and women’s
empowerment (2008-2013), DP/2015/30. New York, United Nations.

– UN Develop Group & UN System Staff College (2014). Frameworks for Gender Analysis. Power
Point. New York, USA.

– UNDP (3rd edition, 2007), Gender Mainstreaming in Practice: A Toolkit. Part II & I. Regional
Bureau for Europe and the Commonwealth of Independent States (RBEC), Bratislava.

– UNDP (2013-2014), Gender Mainstreaming Made Easy, Volume I&II. Resource Handbook for all
Staff. Country Office for UNDP Somalia.

– UNDP (2014a) Gender Equality Strategy 2014-2017, The future we want: rights and
empowerment. New York, UNDP.

– UNDP (2014b), Making Joint Gender Programmes Work. Guide for design, implementation,
monitoring and evaluation. New York, UNDP.

– UNDP (2015a). Social Environmental Screening Procedure. New York, UNDP.

– UNDP (2015b). Gender Mainstreaming in Environment & Sustainable Development Project. A

perspective from Asia-Pacific Region. Guidelines for UNDP Staff.

– UNWomen (2014). Gender Mainstreaming in Development Programming: A Guidance Note. New

York, UN Women.

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ANNEX III GENERAL INFORMATION FOR TERMS OF REFERENCE
(TOR) TO COMMISSION A GENDER ANALYSIS FOR PROGRAMMING
1. Background to the assignment

A clear description of why a gender analysis is required should be elaborated and should include
reference to previous studies (national reports on gender issues, sector-relevant supporting data,
monitoring reports, evaluations, etc.) that identified gender inequalities in the sector, or other inputs that
generated gender-related questions to be answered. It is important that the background information
indicates clearly the kind of inputs required for the subsequent design (or redesign) of the deliverables,
or what inputs from the gender analysis report are requested in terms of policy and procedural guidelines.

2. Study objectives

This section will state clearly what exactly will be studied under the gender analysis, including target
groups, scope, etc., as well as specific research questions to be answered

3. Methodology

The TOR should broadly specify the research methods to be used.

Like explained before, a gender analysis should be conducted using participatory methods and collection
of qualitative information as well as quantitative data disaggregated by sex. The TOR should also specify
whether the person or team conducting the analysis would be working with other gender experts (e.g.
national/international gender experts) or with sector specialists.

4. Qualifications of the researcher

For gender-sensitive participatory approaches, being able to communicate in the local language is
important. Other relevant qualification and experience required often include:

– A post-graduate degree in social sciences or another relevant field (e.g. labour economics);
– Training in the field of gender and development – a good indication of whether or not the
consultant has the relevant expertise;
– 5–10 years’ experience of conducting gender studies;
– Publications or field reports on gender issues that credit the consultant;
– Ability to work in a team – this is essential for gender analysis work, as the consultant will have
to liaise with many different groups at different levels, including perhaps policy-makers,
managers, field workers, technical experts and others;

Source: EC (2006); DFID (2004)

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