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a
PGUIF"TJBO%FWFMPQNFOU#BOL"%#BEPQUTgender mainstreaming
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"%#mT4USBUFHZ
b
includes gender equityBTPOFPGUIFWFESJWFSTPGDIBOHFBOEUIF$PSQPSBUF3FTVMUT
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c
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d
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a
"%#Policy on Gender and Development..BOJMB
b
"%#Strategy 2020: The Long-Term Strategic Framework of the Asian Development Bank, 20082020..BOJMB
c
"%#Review of the ADB Results Framework..BOJMB
d
"%#Guidelines for Gender Mainstreaming Categories of ADB Projects (Updated)..BOJMB
Why We Need Them
Gender Categorization System
at a Glance
(&/&(.
counted and
reported as
gender
mainstreaming
Some Gender
Elements
(SGE)
Gender Equity
Theme
(GEN)
Effective Gender
Mainstreaming
(EGM)
No Gender
Elements
(NGE)
}

Tip Sheet No. 1


)NITIAL)DENTICATIONOFA0ROJECTS
Gender Mainstreaming Category
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JOJUJBMQPWFSUZBOETPDJBMBOBMZTJT*14"DPOEVDUFEEVSJOH
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What are the key gender issues in the sector and
subsector that are likely to be relevant to this project
or program?
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empowerment by improving womens access to and
use of opportunities, services, resources, assets, and
participation in decision making?
$PVMEUIFQSPQPTFEQSPKFDUIBWFBOBEWFSTFJNQBDU
POXPNFOBOEPSHJSMTPSXJEFOHFOEFSJOFRVBMJUZ
FHMPTTPGMBOESJHIUTPSFNQMPZNFOUOFHBUJWF
JNQBDUTEVFUPSFTFUUMFNFOUSJTLTPG)*7"*%4
human trafficking?

How to Assign a Gender Mainstreaming Category


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BQQSPWBMJODPOTVMUBUJPOXJUIUIF1PWFSUZ3FEVDUJPO(FOEFSBOE4PDJBM%FWFMPQNFOU%JWJTJPO34(4PGUIF3FHJPOBMBOE4VTUBJOBCMF
%FWFMPQNFOU%FQBSUNFOU
Gender
Category Outcome Expectations Design Criteria
Gender Equity
Theme (GEN)
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and/or womens empowerment by narrowing gender
disparities through
Y BDDFTTUPTPDJBMTFSWJDFTFHFEVDBUJPOIFBMUIBOE
water supply and sanitation);
Y BDDFTTUPFDPOPNJDPSOBODJBMSFTPVSDFTPS
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land, and markets);
Y access to basic rural or urban infrastructure
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distribution, or urban services for the poor); and
Y enhancement of their voices and rights
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Y Gender analysis is conducted in design with collection of baseline
TFYEJTBHHSFHBUFEEBUB
Y &YQMJDJUHFOEFSFRVBMJUZBOEPSXPNFOmTFNQPXFSNFOUPVUDPNFTBSF
SFFDUFEJOUIF%.'PVUDPNFTUBUFNFOUXJUIHFOEFSQFSGPSNBODF
PVUDPNFJOEJDBUPST
Y ("1 JTJODMVEFEXJUIHFOEFSJODMVTJWFEFTJHOGFBUVSFTDMFBSHFOEFS
targets and monitoring indicators, and/or components to narrow
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Y *EFBMMZHFOEFSUBSHFUTBOEEFTJHOGFBUVSFTBSFSFFDUFEJOBMMQSPKFDU
PVUQVUTBOEUIF%.'
Y 331NBJOUFYUEJTDVTTFTHFOEFSJTTVFTUISPVHIPVUBOE%VF%JMJHFODF
(poverty and social section) explains how the project will narrow
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Y ("1JTMJOLFEUP331JODPSFBQQFOEJYBOEJODMVEFEJOUIF1SPKFDU
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Y "DPWFOBOUJOMPBOBHSFFNFOUPSBDUJPOTJOUIFQPMJDZNBUSJYPG
QPMJDZCBTFEQSPHSBNTJTJODMVEFEUPTVQQPSUJNQMFNFOUBUJPOPGUIF
("1PSHFOEFSEFTJHOGFBUVSFT
Effective Gender
Mainstreaming
(EGM)
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to women by directly improving their access to social
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or basic rural or urban infrastructure, and/or by enhancing
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"MMEFTJHODSJUFSJBTBNFBT(&/
a
#VU
Y 5IFSFJTOPSFRVJSFNFOUGPS%.'PVUDPNFTUBUFNFOUJOEJDBUPSTUP
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in each output; and
Y %.'TIPVMEIBWFBUMFBTUPOFUBSHFUJOEJDBUPSJONPSFUIBOPG
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Some Gender
Elements (SGE)
Y 5IFQSPKFDUJTCZOBUVSFlikely to directly improve
womens access to services, opportunities, and
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EFWFMPQNFOUNJDSPOBODFSVSBMXBUFSTVQQMZBOE
sanitation, food security and emergency food and
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design criteria; or
Y 5IFQSPKFDUJTunlikely to directly improve womens
access to services, opportunities, and voice, but
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GFBUVSFTUPFOIBODFCFOFUTGPSXPNFOTFF%FTJHO
$SJUFSJBDPMVNOGPSFYBNQMFT
Y Where resettlement is included, attention to women
in mitigation plans needs to go beyond the
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"HFOEFSSFTQPOTJWFSFTFUUMFNFOUNJUJHBUJPOQMBO
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Y 4PDJBM(FOEFSBOBMZTJTEVSJOHEFTJHOTUBHF
Y "XFBL("1PSJOBEFRVBUFHFOEFSEFTJHOGFBUVSFTUIBUEPOPUNFFU
UIF&(.EFTJHODSJUFSJB
Y 4PNFQSPBDUJWFHFOEFSGFBUVSFTJEFBMMZUXPSFRVJSFEGPS4(&
DBUFHPSJ[BUJPO&YBNQMFTPGQSPBDUJWFHFOEFSGFBUVSFTRVBMJGZJOH4(&
p Female employment targets in construction
p 4BGFUZQSPWJTJPOTGPSXPSLFSTTVDIBTIFMNFUTGPSDPOTUSVDUJPO
workers and protective gloves for garbage collectors
p Womens involvement in operation and maintenance
p Income generation/skills building
p 1BSUJDJQBUJPOJOSPBETBGFUZQSPHSBNT
p Womens involvement in the selection of community infrastructure
and technology
p #VEHFUFEDBNQBJHOGPS)*7"*%4PSUSBGGJDLJOHQSFWFOUJPO
p Gender capacity building for executing agency
p $POTVMUBOUPSOPOHPWFSONFOUPSHBOJ[BUJPOXJUIHFOEFSFYQFSUJTF
included in project implementation teams
Y 3FTFUUMFNFOUQMBOT
p 4FQBSBUFPSKPJOUDPNQFOTBUJPOQBZNFOUT
p Joint land and housing titles
p 4FQBSBUFSFIBCJMJUBUJPOBOEMJWFMJIPPESFTUPSBUJPOBTTJTUBODF
p 4QFDJBMBTTJTUBODFGPSGFNBMFIFBETPGIPVTFIPMETPSFMEFSMZ
females during relocation
No Gender
Elements
(NGE)
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UBOHJCMFCFOFUTUPXPNFOBOEHJSMTEVSJOHUIFQSPKFDU
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PXUPXPNFOHJSMTJOUIFMPOHFSUFSN
5IFQSPKFDUEFTJHOEPFTOPUJODMVEFBOZHFOEFSGFBUVSFTPSBDUJPOT
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a
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EFTJHOUIF%.'BOEQSPKFDUOBODJOHUPRVBMJGZGPS&(.DBUFHPSZ

GEN/EGM Criteria in Design:


Other Modalities
Policy-Based Loans/Asian Development Fund (ADF)
Grants:"HFOEFSBDUJPOQMBO("1JTOPUNBOEBUPSZ
GPSQPMJDZCBTFEPQFSBUJPOT)PXFWFSUIFQPMJDZNBUSJY
TIPVMEJODMVEFTQFDJDHFOEFSSFMBUFEQPMJDZBDUJPOT
and/or measures that are likely to directly result in
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and the main text of the report and recommendation
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demonstrate how the program actions will result
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FNQPXFSNFOU
Sector Loans:"("1JTSFRVJSFEGPSUIFPWFSBMMQSPKFDU
BOEGPSFBDITVCQSPKFDUJOTFDUPSMPBOT
Sector Development Loans/ADF Grants: For these
DPNCJOFEQSPKFDUBOEQSPHSBNMPBOTPS"%'HSBOUT
B("1JTSFRVJSFEGPSUIFQSPKFDUBOEHFOEFSCBTFE
policy actions need to be included in the policy matrix
PGUIFQSPHSBN
Multitranche Financing Facilities (MFFs):"("1JT
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FBDIQFSJPEJDOBODJOHSFRVFTU1'35IFGBDJMJUZXJEF
("1TIPVMECFJOUFHSBUFEJOUPUIFTFDUPSSPBENBQ
BOEDPWFOBOUFEJOUIFGSBNFXPSLOBODJOHBHSFFNFOU
5IF1'3("1TIPVMECFJODMVEFEJOUIF'BDJMJUZ
"ENJOJTUSBUJPO.BOVBM.''WFSTJPOPGUIF1SPKFDU
"ENJOJTUSBUJPO.BOVBM5IFFYDMVTJPOPGB("1JOUIF
PWFSBMMGSBNFXPSLEPFTOPUNFBOUIBUGVUVSF1'3TVOEFS
UIFGBDJMJUZDBOOPUCFDBUFHPSJ[FEBT(&/&(.&BDI
1'3JTDPVOUFEBTBTFQBSBUFQSPKFDUIFODFQSPKFDU
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What Are Key Gender Design
Features?
Sex-
disaggregated
targets
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FHNFFUJOHTUSBJOJOHTTLJMMT
development, jobs in construction and
NBJOUFOBODFSFQSFTFOUBUJPOJOEFDJTJPO
NBLJOHHSPVQTFHXBUFSVTFSTmHSPVQT
local government councils); and access
UPQSPKFDUCFOFUTFHFEVDBUJPO
scholarships and stipends, credit,
employment)
Gender-sensitive
physical
infrastructure
Girls dormitories in schools; housing
for female teachers or female extension
workers; separate male/female toilets;
womens section in markets and bus
terminals; private space for women in
PPESFGVHFDFOUFSTXPNFOPOMZ
compartments or separate seating in
public transport; sealed road shoulders
near villages and settlements; lightweight
dumpsters for solid waste collection;
GFNBMFGSJFOEMZEFTJHOPGXBUFSQVNQT
HSJEPSPGGHSJEFMFDUSJDJUZGPSMJHIUJOHBOE
QSPEVDUJWFVTFTIPVTFIPMEMFWFMCJPHBT
digesters and cleaner cooking fuels
Policy, legal,
and institutional
reforms for
gender equality
(FOEFSFRVBMJUZMBXTPOMBOEQSPQFSUZ
rights, local governance, and domestic
violence; public expenditure reforms
to improve education for women and
NBUFSOBMIFBMUIBGSNBUJWFBDUJPOJO
recruitment, employment, and retention
of female civil servants; reform of pension
and social safety net programs to avoid
HFOEFSCJBTJOFMJHJCJMJUZBOECFOFUT
Measures to
mobilize women
/POHPWFSONFOUPSHBOJ[BUJPOTXJUI
female staff, female extension workers,
implementation agency or community
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to facilitate womens participation;
SFRVJSFNFOUUPIJSFMPDBMNFOBOEXPNFO
JOQSPKFDUXPSLXJUIFRVBMQBZGPSFRVBM
work provisions
Gender capacity
development
Gender training for project executing
or implementing agencies and service
delivery agents; involvement of womens
ministry in project steering committees;
IJSJOHQSPKFDUCBTFEHFOEFSTQFDJBMJTUT
VTFPGTFYEJTBHHSFHBUFEEBUBGPSQSPKFDU
monitoring and impact assessment
Tips and Resources
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information on good practices and emerging
innovative examples of gender mainstreaming in
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4APAVAILABLERESOURCES5IF(FOEFSBOE
%FWFMPQNFOU$PPQFSBUJPO'VOEBOEUFDIOJDBM
BTTJTUBODFSFTPVSDFTJF+BQBO'VOEGPS1PWFSUZ
3FEVDUJPO5FDIOJDBM"TTJTUBODF4QFDJBM'VOE
and regional technical assistance) can be used
for research/studies, project preparation, capacity
development, policy/advisory support and pilot
BDUJWJUJFTJGOFDFTTBSZ
#ONSULTEARLYON34(4DBOSFWJFXESBGU("1T
BOE%.'TUPBTTFTTEFTJSFEHFOEFSDBUFHPSZ
Tips for Incorporating Gender in RRP Documentation for GEN/EGM Projects
Background: Include at least one paragraph explaining womens involvement in the sector, highlighting any constraints to their
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Impact/Outcome: For GEN theme projects, the outcome statement and/or outcome indicators should mention gender issues or
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Outputs: &YQMBJO BOE QSFTFOU EBUB PO IPX FBDI PVUQVU JG SFMFWBOU XJMM QSPNPUF BOE GBDJMJUBUF XPNFOmT QBSUJDJQBUJPO "OZ
QFSGPSNBODFUBSHFUTGPSXPNFOmTQBSUJDJQBUJPOBOECFOFUTTIPVMECFNFOUJPOFEIFSF
Due Diligence (Poverty and Social Section): Include at least one paragraph, preferably under a subheading Gender Impacts to
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Assurance/Covenants: *ODMVEF B MPBO BTTVSBODF BOEPS DPWFOBOU PO HFOEFS BDUJPO QMBO ("1 JNQMFNFOUBUJPO JG POF XBT
QSFQBSFE
Design and Monitoring Framework (DMF): &OTVSF UIBU HFOEFS QFSGPSNBODF JOEJDBUPST BOEPS ("1 HFOEFS UBSHFUT GPS GFNBMF
QBSUJDJQBUJPOBOECFOFUTBSFJODMVEFEJOUIF%.'QFSGPSNBODFJOEJDBUPSTDPMVNO'PS(&/QSPKFDUTUIJTTIPVMEBQQMZUPPVUDPNF
MFWFMBOEBMMPVUQVUTXIFSFBTGPSFGGFDUJWFHFOEFSNBJOTUSFBNJOH&(.QSPKFDUTUIJTTIPVMEBQQMZUPBUMFBTUPGPVUQVUT
8IFSFCBTFMJOFTFYJTUUIFZTIPVMECFJODMVEFEJOCSBDLFUTOFYUUPUIFDPSSFTQPOEJOHJOEJDBUPSBOEPSUBSHFU
Gender Action Plan: ("1T NVTU CF B MJOLFE EPDVNFOU UP UIF SFQPSU BOE SFDPNNFOEBUJPO PG UIF 1SFTJEFOU NBOEBUFE VOEFS
0QFSBUJPOT.BOVBM$qBOEJODMVEFEJOUIF1SPKFDU"ENJOJTUSBUJPO.BOVBMJO4FDUJPO7***("1TTQFDJDUPBOJOEJWJEVBMQFSJPEJD
OBODJOHSFRVFTU1'3TIPVMECFJODMVEFEJOUIFDPSFBQQFOEJYFTUPUIF1'35IF("1TIPVMENJSSPSUIFPVUQVUTBOEPVUDPNFT
PGUIFQSPKFDU(FOEFSQFSGPSNBODFUBSHFUTBOEJOEJDBUPSTJOUIF("1TIPVMECFDPOTJTUFOUXJUIUIPTFJOUIF%.'
Policy Matrix:(FOEFSQPMJDZBDUJPOTTIPVMECFJODMVEFEJOUIFQPMJDZNBUSJY
4
"TJBO%FWFMPQNFOU#BOL 1VCMJDBUJPO4UPDL/P5*. "QSJM 1SJOUFEPOSFDZDMFEQBQFS
A Good Practice Example
#AMBODIAS2URAL2OADS)MPROVEMENT0ROJECT%'-
a
Gender Action Plan with DMF Gender Indicators Highlighted
Project Outcome:
4BGFDPTUFGGFDUJWFZFBS
round road access in remote
agricultural areas in seven
QSPWJODFTPG5POMF4BQ#BTJO
p 3PBEBDDJEFOUTEFDSFBTFJOUIFQSPKFDUBSFBCZGSPNCBTFMJOF
p "WFSBHFUSBWFMUJNFTPOQSPKFDUSPBETEFDSFBTFCZGSPNCBTFMJOF
p "WFSBHFUSJQMFOHUITPOQSPKFDUSPBETJODSFBTFCZGSPNCBTFMJOF
p 4IBSFPGSVSBMSPBEOFUXPSLJOBWFSBHFPSHPPEDPOEJUJPOJODSFBTFTUPGSPNCBTFMJOF
p 1SPKFDUSPBETXJMMCFBDDFTTJCMFZFBSSPVOECZ
Project Output 1:
3PBE3FIBCJMJUBUJPO
p "UMFBTUPGVOTLJMMFEMBCPSFSTIJSFEGPSSPBESFIBCJMJUBUJPOBOENBJOUFOBODFXJMMCFGFNBMFXJUI
QBZFRVJUZ
p No child labor on civil works contracts
p 3PBETIPVMEFSTXJMMCFTFBMFETVSGBDFFOBCMJOHDBSUTXJUIXIFFMTUPSFEVDFUIFCVSEFOPOXPNFOBOEHJSMT
XIPIBVMXBUFSJOSVSBMBSFBT
Project Output 2:
3PBE"TTFU.BOBHFNFOU
p $BQBDJUZCVJMEJOHPGMPDBMDPOUSBDUPSTPOHFOEFSBOEMBCPSCBTFEBQQSPQSJBUFUFDIOPMPHZ
p 4FYEJTBHHSFHBUFEEBUBCBTFUPUSBDLUIFVTFPGMPDBMMBCPS
p $PNNVOJUZDPOUSBDUTUPXPNFOGPSSPBENBJOUFOBODFXPSLT
p "UMFBTUXPNFOSPBETJEFNBJOUFOBODFXPSLFST
Project Output 3:
3PBE4BGFUZBOE4BGFHVBSET
1SPHSBN
p "MMQSPKFDUSPBETJOWJMMBHFTXJUITQFFECVNQTBOESPBETBGFUZTJHOBHFGPSTBGFUZPGDIJMESFO
and pedestrians
p "DPNNVOJUZCBTFESPBETBGFUZDBNQBJHOXJUIXPNFOGBDJMJUBUPST
p *ODMVTJPOPG)*7"*%4BOEIVNBOUSBGDLJOHBXBSFOFTTBOEQSFWFOUJPOQSPHSBNTEVSJOH
and after construction
p #BTFMJOFTPDJPFDPOPNJDTVSWFZEBUBXJMMCFEJTBHHSFHBUFECZTFYCZ
Project Output 4:
$MJNBUF$IBOHF"EBQUBUJPO
p &NFSHFODZXBSOJOHTZTUFNTXJMMFOHBHFXPNFOJOUIFQMBOOJOHTUBHFT
p 1SPWJTJPOTXJMMCFJODMVEFEGPSXPNFOJOBDUVBMPQFSBUJPOPGUIFTZTUFNT
p $MJNBUFDIBOHFBEBQUBUJPOXJMMJODMVEFDPNNVOJUZCBTFEXPSLQSPHSBNTJOWPMWJOHXPNFOJOQMBOUJOHBOE
DBSJOHGPSSPBETJEFUSFFTBOEPUIFSQMBOUT
Project Output 5:
&GDJFOU1SPKFDU.BOBHFNFOU
p "MMTUBGGPGUIF1SPKFDU.BOBHFNFOU6OJUBOEUIF4PDJBMBOE&OWJSPONFOUBM6OJU4&6PGUIF.JOJTUSZ
PG3VSBM%FWFMPQNFOU.3%XJMMCFUSBJOFEPOTPDJBMBOEHFOEFSJTTVFTCZ
p "UMFBTUPGUIFOFXMZFTUBCMJTIFE.3%4&6TUBGGXJMMCFGFNBMFCZ
a
"%#Report and Recommendation of the President to the Board of Directors: Proposed Loan to the Kingdom of Cambodia for the Rural Roads Improvement Project
-PBO$".
What Is a Project Gender Action Plan?
1
Tip Sheet No. 2
Y A Project Gender Action Plan (GAP) is ADBs key gender mainstreaming tool and mechanism for
ensuring gender-inclusive design and implementation of projects.
Y GAPs give visibility to and accountability for gender mainstreaming. They make gender
mainstreaming tangible and explicit in program and project design and implementation.
Y GAPs include quotas, targets, activities, and design features to address gender-equality issues,
BOEUPGBDJMJUBUFXPNFOmTJOWPMWFNFOUQBSUJDJQBUJPOJOBOEUBOHJCMFCFOFUTGSPNUIFQSPKFDU
Y GAPs provide a road map for project implementation, monitoring, and evaluation.
Y ("1TIFMQEFMJWFSQSBDUJDBMCFOFUTUPXPNFOBOEGBDJMJUBUFTUSBUFHJDDIBOHFTJOHFOEFSSFMBUJPOT
Why Prepare Gender Action Plans?
Y Good-quality GAPs result in
p increased participation by women in project activities;
p more equitable access to project and program
resources, including skills training, technology, and
government services;
p JNQSPWFEQSBDUJDBMCFOFUTGPSXPNFOTVDIBT
JODSFBTFEJODPNFHSFBUFSOBODJBMTFDVSJUZBOE
more livelihood options; and
p progress toward gender equality, including changing
household decision-making patterns, membership or
leadership in community-based organizations, and
increased mobility.
Y GAPs provide an easy-to-follow template for gender
mainstreaming that can be replicated in different
sectors and situations.
Y GAPs improve the quality of project implementation
by keeping a focus on the people that projects intend
to serve, specifically identifying constraints to the
participation of poor men and women, and developing
strategies and actions to ensure equitable access to
project resources, employment opportunities,
skills training, credit, technology, and basic
public services.
Y GAPs help achieve overall project objectives
and enhance sustainability of benefits by
including strategies for a balanced approach
between project civil works, social mobilization,
capacity development, training, and skills
building to deliver project outcomes.
Sustainability is also enhanced through
establishing womens community-based
organizations, linking women with existing
government services, and providing
employment and income opportunities.
Gender Action Plans:
Clarifying Myths
Y GAPs are NOT stand-alone projects or separate
project components for women with a different
source of funding. GAPs mirror and are closely
aligned with project outputs. They are an integral
QBSUPGUIFQSPKFDUEFTJHOOBODJOHJNQMFNFOUBUJPO
arrangements, and monitoring and evaluation
mechanisms.
Y ("1TBSF/05DPOOFEUPUIFTPDJBMTFDUPST
(e.g., education, health, water supply and sanitation),
and can be developed for all sectors, including
hard infrastructure sectors such as transport and
energy, and in different modalities such as sector
development and policy-based loans.
a
Good-quality gender action plans (GAPs) are required for projects categorized as Gender Equity Theme (GEN) or as Effective Gender Mainstreaming (EGM). See details in
Tip Sheet No. 1: Understanding and Applying Gender Mainstreaming Categories.
What to Watch Out for in Preparing a Gender Action Plan
A Good-Quality GAP
a
Common GAP Pitfalls
p A GAP is based on sex-disaggregated data and detailed
gender and social analyses, which identify key gender
inequalities and constraints that the project will aim
to improve.
p A GAP includes clear, realistic, and appropriate targets and
RVPUBTGPSXPNFOmTQBSUJDJQBUJPOBOECFOFUTCBTFEPO
sex-disaggregated baseline data.
p "("1JODMVEFTTQFDJDHFOEFSEFTJHOGFBUVSFTBOE
activities.
p 5JNFCPVOEHFOEFSTQFDJDQFSGPSNBODFNPOJUPSJOH
indicators are included in the design and monitoring
framework (DMF).
p GAPs should be simple with clear actions.
p It is understood and fully owned by executing and
implementing agencies with outlined responsibilities and
implementation timeline.
p A GAP includes a long-term project gender specialist and
TVGDJFOUCVEHFUBMMPDBUJPOGPSJNQMFNFOUBUJPOBOEHFOEFS
capacity building for executing and implementing agencies.
p A GAP is included in the Project Administration Manual
(PAM).
p GAP implementation is covenanted in loan agreements
of investment projects or tranche release conditions in
policy loans.
p Limited baseline sex-disaggregated data collection and
HFOEFSBOBMZTJTNBLFJUEJGDVMUUPEFUFSNJOFLFZHFOEFS
disparities or set appropriate gender-inclusive targets
and activities in project areas.
p A GAP is too general and design features are not aligned
with and hard to reconcile with project outputs and
the DMF.
p Limited gender design features and few solid gender
performance indicators in the DMF are included under
each project output.
p -BDLPGPSMJNJUFECBTFMJOFBOERVBOUJBCMFHFOEFS
targets are included in the GAP.
p GAP targets are either over- or under-ambitious.
p A GAP is overly process oriented without clear output
targets and time-bound, concrete deliverables.
p A GAP is too complicated with too many actions.
p It is not fully understood or owned by project executing
and implementing agencies.
p A GAP includes intermittent inputs of a project gender
specialist and inadequate budget allocation for GAP
implementation.
p Only some elements of a GAP are integrated in the PAM.
p Comprehensive GAP implementation is not covenanted
or included as tranche release conditions in policy loans.
Key Steps and Tips in GAP Preparation to Strengthen Project Design
1. Baseline Data Collection and Setting Targets
Without sex-disaggregated baseline data and gender analysis, it is not possible to identify realistic gender-based
targets for the GAP and the design monitoring framework (DMF) that are relevant to overall project outcomes and
outputs. While most national surveys (e.g., household, employment, demographic, health, and living standards) collect
sex-disaggregated data on some variables, the quality is still weak and inconsistent across different sectors. In the
BCTFODFPGSFMJBCMFOBUJPOBMEBUBCBTFTEFWFMPQJOHQSPKFDUTQFDJDCBTFMJOFEBUBJTFTTFOUJBMUPVOEFSTUBOEUIFEJGGFSFOU
roles, responsibilities, constraints, and needs of men and women in project areas for effective project design, progress
monitoring, and impact evaluation.
Before collecting sex-disaggregated data during GAP preparation, ask
What kind of data is required (e.g., national, regional project area)?
What data are neededqualitative or quantitative? How are qualitative data collected?
Are baseline data available for comparison?
What is the source of data (one-stop, dispersed, secondary, or primary)?
Are data comparable among various units or sources?
Who collects the data? What resources and timeline are required for data collection and analysis?
How are data analyzed? Is there capacity for gender analysis?
2
2. Gender Analysis
Focus gender analysis in project design on
Access and control
Identify tasks and activities performed by women and
men in the community. Who does what, where, how,
and when in project areas? Are there time, mobility,
social, cultural, and economic constraints that may
interfere with womens participation in project activities,
and hinder achievement of expected project outputs
and outcomes?
Access to and control of resources
Identify any gender-based constraints in access and
control of resources (e.g., land, forest, water, energy,
technology, credit, education, training, markets, and
information networks) that are necessary to accomplish
expected outputs.
Decision-making power
Document any cultural, social, legal, and other
constraints limiting womens participation in decision
making at the household and community levels, or the
use of resources and distribution of project benefits.
Needs and priorities
Analyze gender-differentiated needs and priorities
in project areas. Ensure both men and women are
consulted and involved in project design. Assess who
will likely benefit or lose, and how this will impact on
the sustainability of project benefits.
Institutional capacity
Describe the types of institutions necessary to
achieve the projects expected results. Assess
their commitments and capacities to implement
gender-inclusive projects. Ensure nongovernment
organizations and womens organizations are consulted
and their capacities as service providers are assessed.
3. Ownership of GAPs
To achieve gender-inclusive project results, project executing and implementing agencies need to fully understand and
PXO("1T"TBSTUTUFQEFUBJMFE("1TOFFEUPCFEFWFMPQFEKPJOUMZXJUIQSPKFDUFYFDVUJOHBOEJNQMFNFOUJOHBHFODJFT
using participatory approaches during the project inception phase, which will need to be followed by ongoing support,
mentoring, and formal gender training during project implementation. The GAP is more likely to be adopted as an integral
part of the project, if you
Articulate a strong rationale for promoting gender equality and womens empowerment that is directly linked
to overall project outcomes.
Develop targets for enhancing womens participation, representation, access to resources, and decision-making
power that are linked to project outputs and can be amended based on field realities and incremental progress
during project implementation.
Include mutually acceptable gender-based targets and indicators in the DMF to ensure timely monitoring
of womens participation and benefits.
Describe the detailed GAP activities, targets, resources, responsibilities, and timeline in a GAP implementation
plan.
Confirm ADBs requirements to report on gender-inclusive results as reflected in loan covenants.
Gender Analysis and GAPs Help Projects
Achieve Gender-Inclusive Results. HOW?
Y Collect sex-disaggregated data and information
to identify mens and womens constraints, needs,
and priorities.
Y Design and implement projects effectively with
gender-inclusive outcomes, outputs, and targets
for projects and programs.
Y Overcome gender-based constraints that hamper
capabilities and productivity.
Y Reduce the time and energy women spend on
labor-intensive tasks.
Y Promote gender-balanced access to resources,
services, and opportunities.
Y Ensure that new technologies do not increase
womens workload or adversely affect women.
Y Improve gender equity in education, training,
and income-earning opportunities.
Y Ensure women have equal access to jobs, skills
training, and wages.
Y Promote mens and womens participation and
decision making at the community level.
Y Strengthen institutions and increase gender
awareness.
Y Increase community ownership and sustainability
of projects.
Y Monitor and evaluate project impact on men
and women.
3
4
Asian Development Bank Publication Stock No. TIM135452 April 2013 Printed on recycled paper
a
ADB. 2010. Report and Recommendation of the President to the Board of Directors: Proposed Loan to the Peoples Republic of Bangladesh for the Sustainable Rural
Infrastructure Improvement Project (Loan 2696-BAN).
A Good Practice Example
Bangladesh: Sustainable Rural Infrastructure Improvement Project
a
Gender Action Plan with DMF Gender Indicators Highlighted
Project Outcome:
Widened access to economic
opportunities and social services
for poor and women
p Income opportunities generated for 100,000 women.
p Wage differentials between men and women in construction narrowed.
Project Outputs:
Output 1:
Improved rural roads
p Ensure 30% womens participation in infrastructure planning and implementation.
p Employ and train 30% women in labor contracting societies on construction of roads and markets, and 1,200 women in tree plantation and
road maintenance; 13,000 person-years of employment created for women.
p Train 1,200 women in income-generating activities and introduce compulsory savings in bank accounts.
p Orient contractors on core labor standards, such as equal pay for equal work, for women laborers.
Output 2:
Improved rural market
JOGSBTUSVDUVSFXJUITQFDJD
provision for women
p Improve 92 growth center market facilities with 15% space allocation for women.
p Womens market section completed in 50 markets with about 500 shops allocated to women traders.
p Train 500 female shop owners in business skills, shop management, and market management committee functions, and link them with
traders association.
p Provide renewable energy and piped water supply in three growth center market facilities covering womens sections.
p Install separate toilets for men and women in market centers.
Output 3:
Improved rural infrastructure
management
p Improve Union Parishad (UP) governance through performance-based approaches, including womens participation on ward-level meetings.
p Include women UP members in all training provided to local government.
p "UMFBTUGFNBMFQBSUJDJQBUJPOJOHFOEFSUSBJOJOHGPSQSPKFDUNBOBHFNFOUBOEFMETUBGG
p *OWPMWF-(&%EJTUSJDUTPDJPMPHJTUBOETVCEJTUSJDUDPNNVOJUZEFWFMPQNFOUPGDFSJO("1JNQMFNFOUBUJPO
p Ensure 30% women, including female UP members, in climate change awareness-raising program.
Output 4:
Support for project management
p 1SPWJEFHFOEFSDPOTVMUBOUBOEOBODJBMSFTPVSDFTGPS("1JNQMFNFOUBUJPO
p Ensure gender-inclusive monitoring, evaluation, and reporting with sex-disaggregated data in project management and information system.
Report impact on female shop owners and women in labor contracting societies.
Lessons for Developing Effective Project Gender Action Plans
Gender strategies and action plans are most effective at delivering results when
they incorporate a number of good practice elements. No single element by itself
is a formula for success. Good practices include the following:
1. Undertake quality social and gender analyses.
p Conduct comprehensive gender analysis during project design to inform
development of the GAP.
p *EFOUJGZDPOTUSBJOUTUPXPNFOBOENFOQBSUJDJQBUJOHJOBOECFOFUJOH
from the project.
p Develop strategies for each project output to ensure that women and
NFOQBSUJDJQBUFBOECFOFU
2. Identify clear, realistic targets linked to loan outcome and outputs.
p Set gender targets and develop design features for womens
QBSUJDJQBUJPOBOEBDDFTTUPQSPKFDUSFTPVSDFTBOECFOFUTGPSNPTU
program and/or project outputs.
p Include gender performance indicators at outcome and/or in majority of
outputs in design and monitoring frameworks.
p Targets and strategies should enable step-by-step progress, bringing
incremental changes and challenging culture without threatening it.
p Linking targets to outcomes and outputs will help stakeholders
understand the rationale for focusing on women.
p 5BSHFUTGBDJMJUBUFNPOJUPSJOHBOESFQPSUJOHPGQBSUJDJQBUJPOBOECFOFUT
3. GAPs must be fully owned and understood by the executing agency.
p 6TFBQBSUJDJQBUPSZBOEFYJCMFBQQSPBDIUPEFWFMPQJOHUIF("1
p A strong rationale that is directly linked to overall project objectives
is needed for targeting and working with women.
4. Include gender capacity building in the GAP.
p Both formal training and ongoing gender technical support and
mentoring are needed for developing skills, ownership, and commitment
of executing agencies and implementing units.
5. Provide adequate skills and resources for GAP implementation.
p Long-term gender specialists in executing agencies are assigned to
project teams with adequate resources to ensure GAP implementation.
p Nongovernment organizations contracted to implement project activities
should have demonstrated gender capacity.
6. Revisit GAP and gender design strategies at inception to develop
a detailed GAP.
p GAPs are an essential road map for project implementation.
p GAPs need to be tested and reviewed in the early stages of project
implementation.
p Detailed activities, targets, resources, and responsibilities for
JNQMFNFOUBUJPOOFFEUPCFJEFOUJFE
7. Monitor and follow up gender-related targets and activities.
p Systematic follow-up is needed to ensure that policy reforms and
GAPs are implemented. Routine monitoring and reporting promotes
good results.
p Gender-sensitive indicators and gender-related risks should be included
in project design and monitoring frameworks.
8. Use tranche release conditions and loan covenants.
p Include tranche release conditions in policy-based loans to achieve
positive gender equality results.
p Implementation of GAPs and/or strategies should be covenanted in loan
BHSFFNFOUTJOBEEJUJPOUPTQFDJDFMFNFOUTPG("1TTVDIBTBDUJWJUJFT
and targets for womens participation and access to project resources.
p Loan covenants increase the likelihood that executing agencies, project
teams, and ADB will monitor the implementation of the GAP and gender-
related results.
1
Tip Sheet No. 3
Key Factors in GAP Implementation:
Executing Agencies
Leadership support from senior management for sector-
based gender policies and gender-inclusive project
outcomes
Ownership of GAPXJUIVOEFSTUBOEJOHPGJUTSBUJPOBMFFH
XIZUBSHFUJOHXPNFOBOEJNQMFNFOUJOH("1XJMMDPOUSJCVUF
to meeting overall project outcomes and outputs
Institutional mechanisms that incorporate gender-inclusive
policies and operational measures, such as GAPs and sex-
disaggregated monitoring systems, to track progress of
project implementation
Commitment for GAP implementation demonstrated
by motivated project directors
Gender expertise through recruitment of a long-term
project gender specialist for oversight and support for
GAP implementation
Resources adequate project funds for GAP
implementation and gender capacity building
PartnershipXJUIBMMQSPKFDUTUBLFIPMEFSTBOEPUIFS
development partners in GAP implementation
Gender capacity buildingPG&"*"TUBGGUISPVHIPOHPJOH
support of ADB resident mission gender specialist, project-
TQFDJDUSBJOJOHMBUFSBMMFBSOJOHBOEQFFSFYDIBOHFTUP
improve understanding of sector-based gender issues, gain
OFXTLJMMTBOEUPPMTGPSHFOEFSNBJOTUSFBNJOHBOEFOIBODF
motivation for GAP implementation
Lessons learned from challenges and successful
approaches in mainstreaming gender issues in previous
QSPKFDUTXJUIJOUIFTBNFTFDUPS
Continuity of project directors, gender specialists, and
HFOEFSGPDBMQPJOUTXIPVOEFSTUBOEUIFQSPKFDUmTHFOEFS
based objectives and requirements for GAP implementation
Key Roles in GAP Implementation
Main Roles: 1SPKFDUFYFDVUJOHBOEJNQMFNFOUJOHBHFODJFT&"T*"TBSFSFTQPOTJCMFGPSHFOEFSBDUJPOQMBOT("1TJNQMFNFOUBUJPO
BOESFQPSUJOH5IFQSPKFDUHFOEFSTQFDJBMJTUTJOQSPKFDUNBOBHFNFOUPSJNQMFNFOUBUJPOVOJUT1.6T1*6THVJEFPWFSBMM("1
JNQMFNFOUBUJPOXIJMFQSPKFDUHFOEFSGPDBMQPJOUTBUEJTUSJDUUPXOPSWJMMBHFMFWFMTJOUIFQSPKFDUBSFBBTTJTUXJUI("1JNQMFNFOUBUJPO
5IFQSPKFDUTUFFSJOHDPNNJUUFFDPNQSJTJOH&"*"TUBGGBOEHFOEFSGPDBMQPJOUTNBZQSPWJEFPWFSTJHIUGPS("1JNQMFNFOUBUJPO
Supporting Roles: Resident mission gender specialists provide ongoing gender technical advice and guidance, and assistance
PO("1JNQMFNFOUBUJPO5IFZBMTPFOHBHFJOHFOEFSQPMJDZEJBMPHVFXJUI&"T*"TJOUIFDPOUFYUPG("1JNQMFNFOUBUJPOBOETIBSF
lessons and effective strategies that can be replicated across sectors and programs.
Solid arrows: oversight function
Broken arrows: provision of guidance
Local-Level Gender Committees
(This is not a general practice,
although some local bodies may
have gender committees.)
Project Executing Agency (EA)
ADB Resident Mission
Gender Specialists
Project Steering Committee
(PSC)
(Ideally with gender focal points
of PSC member ministries/
agencies and/or departments, and
sometimes the national womens
machinery)
Project Implementing Agency (IA)
Project Management/
Implementation Unit (PMU/PIU)
p Project Gender Specialist
(National, long term)
p International Consultants
(short term, not always present)
2
Tips: How to Prevent Delays in GAP Implementation
Challenges Solutions
1SPKFDUEJSFDUPST1%THFOFSBMMZIBWFMJNJUFELOPXMFEHF
and understanding of existing government policies
POHFOEFSFRVBMJUZBOEXPNFOmTFNQPXFSNFOUBOE
MBDLJODFOUJWFTUPBDIJFWFUIFQSPKFDUmTHFOEFSCBTFE
objectives and GAP commitments.
#VJMEDPNNJUNFOUPG1%TCZJOGPSNJOHUIFNPGUIFDPVOUSZmTOBUJPOBM
policies on gender equality.
&YQMBJOUIF("1SBUJPOBMFBOEIPX("1JNQMFNFOUBUJPOXJMMDPOUSJCVUF
UPNFFUJOHPWFSBMMQSPKFDUPVUDPNFTPVUQVUT
$POWJODF1%TPGUIFWBMVFPGHFOEFSJODMVTJWFBQQSPBDIFTXJUI
sector-based gender training, peer exchanges, and regional lateral
learning seminars.
6TFSFTVMUTUPFODPVSBHF&"TUPSFQMJDBUFFGGFDUJWFEFTJHOBQQSPBDIFT
in other projects and sectors.
Project gender specialists (GSs) are often hired on
intermittent or short-term contracts, lack capacity to
address sector-based gender issues, sometimes lack
adequate language skills, and have limited ability to
understand the project GAP and to support the project
management team in GAP implementation.
3FHVMBSMZWJTJUTBNQMFQSPKFDUTJUFTXJUIUIFQSPKFDU(4TUPPCTFSWF
IPX("1BDUJWJUJFTBSFCFJOHJNQMFNFOUFEXIZBDUJWJUJFTBSFEFMBZFEBOE
IPXQSPCMFNTDBOCFSFTPMWFE4VHHFTUTUSBUFHJFTBOEBDUJPOT
for tackling delays.
Build capacity of project GSs through day-to-day consultations, technical
advice, guidance, and project-based training on GAP implementation.
Allocate budget for translation of GAP implementation guidance
in local languages.
4PNFUJNFTUIF&"mTSFMVDUBODFBOEJOTVGDJFOUBMMPDBUJPO
of project resources for GAP implementation lead to
recruitment of intermittent project GSs and inadequate
implementation of GAP activities and achievement
of targets.
&YQMBJOUP&"TUIBUJ("1JTOPUBTFQBSBUFQSPKFDUCVUBOFTTFOUJBMQBSUPG
the overall project design, and (ii) GAP implementation needs project funds
for the achievement of project outputs and outcomes.
&YQMPSFTPVSDJOHBEEJUJPOBMGVOETGPS("1BDUJWJUJFTPSHFOEFSDBQBDJUZ
development from other sources.
8FBLHFOEFSFYQFSUJTFBOENPOJUPSJOHNFDIBOJTNTGPS
("1JNQMFNFOUBUJPOJO&"T*"TMFBEUPMJNJUFESFQPSUJOH
on GAP implementation and results.
1SFQBSFB("1JNQMFNFOUBUJPOQMBOXJUI&"*"TJOUIFFBSMZTUBHF
PGQSPKFDUJNQMFNFOUBUJPOXJUIDBSFGVM("1SFWJFXBOESFOFNFOU
Incorporate sex-disaggregated indicators in project monitoring systems
PG&"T*"TXJUICBTFMJOFEBUB
&OTVSF("1JNQMFNFOUBUJPOTUBUVTJTSFQPSUFEJOUIFRVBSUFSMZQSPKFDU
QSPHSFTTSFQPSUTTVCNJUUFECZ&"TUP"%#
Project Gender Specialist: Roles and Responsibilities
p "TTJTUJOEFWFMPQJOHTFDUPSXJEFHFOEFSQPMJDZJOTUJUVUJPOBMNFDIBOJTNTQSPHSBNTBOE
procedures for GAP implementation.
p "TTJTUQSPKFDUUFBNTUPSFWJFXBOESFOFHFOEFSUBSHFUTPSBDUJWJUJFTBOEQSFQBSFEFUBJMFE("1
JNQMFNFOUBUJPOQMBOTUPBMJHO("1BDUJWJUJFTXJUIQSPKFDUPVUQVUT
p 1SFQBSFBDPNQPOFOUXJTFBOOVBMQMBOBOECVEHFUGPSHFOEFSSFMBUFEBDUJWJUJFTBOEJOUFHSBUF
these in the overall annual plan of the project.
p Assist in the development of a gender capacity-building plan.
p Facilitate implementation of gender features in all relevant project outputs.
p "TTJTUUIF1.61*6UPQMBOEFTJHOBOEEFMJWFSUSBJOJOHBOEPSJFOUBUJPOUPQSPKFDUTUBGGPOTFDUPS
based gender issues and explain GAP objectives or requirements.
p Provide social or gender inputs for training at the institutional and community levels.
p Maintain oversight of GAP implementation, identify constraints, and prepare strategies
to overcome them.
Planning
Implementation
Monitoring
and Reporting
p $POTVMUSFHVMBSMZXJUIXPNFOCFOFDJBSJFT
p Assist in developing a sex-disaggregated project monitoring and evaluation system, identify
baseline data needs, and ensure collection of sex-disaggregated data.
p .POJUPS("1JNQMFNFOUBUJPOQSPHSFTTPOBSFHVMBSCBTJTXJUIFMEWJTJUTBOERVBSUFSMZSFQPSUJOH
of progress and results.
3
The Project Administration Manual:
Reference Document for GAP Implementation
5IF1SPKFDU"ENJOJTUSBUJPO.BOVBM1".rUPCFVTFECZUIF&"T*"TJODMVEJOHUIF1.61*6BOE"%#rTFUTPVUQSPKFDU
implementation agreements on roles and resources to guide and monitor project implementation and evaluate project impact.
"HFOEFSJODMVTJWF1".BTPVUMJOFECFMPXJTOFDFTTBSZUPFOTVSFUIF&"*"BTXFMMBTUIF1.61*6VOEFSTUBOETUIFQSPKFDUmT
GAP objectives, implements and monitors GAP activities, and reports on GAP results.
Project Description and Implementation Plans: Sections I and II include key GAP features and activities relevant to
project outputs.
Procurement and Consulting Services: Section VI includes terms of reference for a gender and social development
TQFDJBMJTUQSFGFSBCMZXJUIBMPOHUFSNDPOUSBDU
Gender and Social Dimensions: Section VIIIJODMVEFTUIFEFTJHOQIBTF("1BOEEFTDSJCFTUIFUFDIOJDBMBOEOBODJBM
resources available for GAP implementation.
Performance Monitoring, Evaluation, Reporting, and Communication: Section IXJODMVEFTUIFQSPKFDUmT%.'XJUINBJO
("1GFBUVSFTJOEJDBUPSTUBSHFUTBOECFODINBSLTBOEEFTDSJCFTIPXUIF("1XJMMCFNPOJUPSFEBOESFQPSUFE
Resident Mission Gender Specialist
a
: Roles and Responsibilities
Planning Implementation Monitoring/Reporting
"TTJTU&"TUPPVUMJOFterms of
reference and work plans for
project gender specialists or
consultants.
-FBE&"T*"TUPprepare
detailed GAP implementation
plans during the early stages of
project implementation.
Work with project teams and
gender specialistsUPSFWJFX
BOESFOFHFOEFSUBSHFUTBOE
activities in the GAP and design
BOENPOJUPSJOHGSBNFXPSL
(DMF). Revise GAP and DMF
XIFOOFDFTTBSZ
1SPWJEFHVJEBODFUP&"T
to strengthen their gender
capacities by
p facilitating the development of
gender strategies, guidelines,
and manuals on GAP
implementation; and
p proposing institutional
mechanisms and gender
advisory forums to provide
leadership and guidance on
sector-based gender issues
and monitoring gender
equality results.
Present and explain GAP
SFRVJSFNFOUTUP&"T*"TBOEXPSL
XJUI1.6TJOTDIFEVMJOHBOE
FMEJOHPGHFOEFSDPOTVMUBOUT
BOEJOQSFQBSJOHXPSLPXBOE
implementation schedule.
Build gender capacity of EA/IA
project staff, gender specialists, and
focal points through
p regular consultations, policy
dialogue;
p technical advice on GAP
JNQMFNFOUBUJPOXJUIUSBJOJOHPO
IPXUPJNQSPWFHFOEFSSFTVMUT
p sector- and project-based gender
USBJOJOHJOUFHSBUJOHHFOEFSJO&"
training modules; and
p TVQQPSUJOH&"*"QBSUJDJQBUJPOJO
MBUFSBMMFBSOJOHXPSLTIPQTBOE
peer exchanges.
"TTJTU&"*"BOEPS1.61*6UP
establish a gender-inclusive project
monitoring and evaluation system
XJUIHVJEBODFPODPMMFDUJPOBOBMZTJT
and reporting of sex-disaggregated
data related to GAP activities
and targets.
Guide project gender consultants
on GAP requirements; read and
revise consultant reports.
Participate in project review missions
JOUIFFMEUP
p assess GAP implementation;
p record GAP implementation progress
against gender targets and indicators
against baseline data;
p JOUFSWJFXCFOFDJBSJFTPOQSBDUJDBMBOE
TUSBUFHJDCFOFUTJODMVEJOHXPNFOmT
participation and access to project
SFTPVSDFTBOEQSPHSFTTUPXBSEHFOEFS
FRVBMJUZJODMVEJOHXPNFOmTEFDJTJPO
making in the household and community;
and
p QSPWJEFXSJUUFOJOQVUTUPNJTTJPO
reports on GAP implementation results,
challenges, and solutions.
Prepare monitoring and reporting
templates on GAP implementation for
JODPSQPSBUJPOJO&"RVBSUFSMZQSPHSFTT
reports.
Ensure GAP implementation progress
and meeting of gender targets are included
JOBJEFNNPJSFTBOECBDLUPPGDFSFQPSUT
PGSFWJFXNJTTJPOTQSPKFDUDPNQMFUJPO
SFQPSUTBOE"%#mTQSPKFDUSFQPSUJOHTZTUFN
(e-Ops).
Document lessons learned from
HFOEFSJODMVTJWFQSPKFDUTXJUIDBTF
studies or project completion reports for
potential replication of successful gender
mainstreaming approaches in designing
similar projects.
a
3FGFSSJOHUPCPUIOBUJPOBMHFOEFSPGDFSTBOEHFOEFSDPOTVMUBOUTJOUIF"TJBO%FWFMPQNFOU#BOLmTSFTJEFOUNJTTJPOT
4
Asian Development Bank Publication Stock No. TIM135452 April 2013 Printed on recycled paper
A Good Practice Example
Nepal Skills for Employment Project
1
GAP Implementation Plan Selected View
A detailed GAP implementation plan is developed during the early stages of project implementation after the project teams are
GPSNFEBOEFMEFE*UJTCBTFEPOGVMMSFWJFXBOESFOFNFOUPGUIF("1BOEBHSFFNFOUTCFUXFFO"%#BOE&"*"POUIFSFDSVJUNFOU
PGBQSPKFDUHFOEFSTQFDJBMJTUUIFOFFEGPSDPMMFDUJPOPGCBTFMJOFEBUBBOEUIFDPOSNBUJPOPOBWBJMBCMFSFTPVSDFTGPS("1
implementation. It outlines the allocation of responsibilities for implementation, monitoring and reporting, and sequencing of gender-
related activities.
Component 1: Increased Access to Market-Oriented Short-Term Skills Training
Subcomponent 1.2: Delivery of short-term skills training for formal and international labor markets supported
Sub-
component Activities
Yearly
Output
(20082011)
Result Indicators
(Outputs)
Responsible
Organization/
Person
1.2.1:
Analyze
Labor
Market
Demand
Include gender perspective during labor market study
to identify priority trade and employment opportunities
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needs are of priority occupations
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20082010 (FOEFSJTTVFTOFFETJOWPDBUJPOBM
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consultant
"EWFSUJTFNFOUEFNBOEBOBMZTJTXJMMJEFOUJGZEFNBOEGPS
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Sep 2008
2010
Survey conducted and results
published
$5&751*6
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Aug 2008
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-.*4GVODUJPOJOHXJUIHFOEFS
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Prioritize
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training packages.
Feb 2008
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$5&75XJMMEFWFMPQPSSFWJTFDVSSJDVMBJOXPNFOGSJFOEMZ
skills training.
20082010 OFXPSSFWJTFEDVSSJDVMBBSF
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module into skills training curriculum.
20082010 /FXPSSFWJTFEUSBJOJOHXJMMIBWFMJGF
TLJMMT7"8)*7"*%4NPEVMF
$5&751*6
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criteria.
20082011 ($&SFTQPOTJWF551TTFMFDUFE PIU
.BLFQSPWJTJPOGPSQBSUJDJQBUJPOPGXPNFOBOE%(TJOTLJMMT
USBJOJOHJODMVEJOHTBGFBOEXPNFOGSJFOEMZFOWJSPONFOU
(separate toilets, hostels, and child care facilities).
20082011 8PNFO%BMJUTBOEPUIFS%(T
participated per project targets
1*6551T
4FMFDU551TUIBUDBOPSHBOJ[FNPCJMFUSBJOJOH 20082010 %BMJUTBOEXPNFOHSBEVBUFEGSPN
mobile training
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training at the local level.
20082011 XPNFOHSBEVBUFEJOXPNFO
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graduated in other trainings;
25% Dalits graduated
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20082010 OBUJPOBMSFHJPOBMNFFUJOHBOE
EJTUSJDUNFFUJOHTPSHBOJ[FE
per year
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1*6551T
OBODJBM
institutions
&4$QSPWJEFTQSJPSJUZUPXPNFO%BMJUTBOEPUIFS%(T
in employment.
20082011 8PNFO%BMJUTBOEPUIFS%(T
FNQMPZFEWJB&4$
&4$%P-&1
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$4*%#$PUUBHFBOE4NBMM*OEVTUSJFT%FWFMPQNFOU#PBSE$5&75$PVODJMGPS5FDIOJDBM&EVDBUJPO7PDBUJPOBM5SBJOJOH%$4*%FQBSUNFOUPG$PUUBHFBOE4NBMM4DBMF
*OEVTUSJFT%(EJTBEWBOUBHFEHSPVQ%P-&1%FQBSUNFOUPG-BCPSBOE&NQMPZNFOU1SPNPUJPO&4$&EVDBUJPO4FSWJDF$FOUFS'/$$*'FEFSBUJPOPG/FQBMFTF
$IBNCFSPG$PNNFSDFBOE*OEVTUSJFT($&HFOEFSDBTUFBOEFUIOJDJUZ-.*4-BCPS.BSLFU*OGPSNBUJPO4ZTUFN.06NFNPSBOEVNPGVOEFSTUBOEJOH1*6QSPKFDU
JNQMFNFOUBUJPOVOJU5/"USBJOJOHOFFETBTTFTTNFOU551UFDIOJDBMUSBJOJOHQSPWJEFS7"87JPMFODF"HBJOTU8PNFO
1
ADB. 2004. Report and Recommendation of the President to the Board of Directors: Proposed Loan to the Kingdom of Nepal for the Skills for Employment Project
-PBO/&1
1
Tip Sheet No. 4
Why Reviewing, Monitoring, and Reporting Are Critical
Y The Corporate Results Framework of the Asian Development Bank (ADB) includes key operational performance
indicators for (i) gender mainstreaming in 45% of all ADB operations and 55% of all Asian Development Fund
operations, and (ii) completed sovereign operations delivering intended gender equality results.
Y ADBs Gender Equality and Womens Empowerment Operational Plan (20132020) shifts focus from at entry
design to better implementation and monitoring to ensure delivery of the intended gender equality results and
outcomes. Improving implementation and monitoring will also ensure gender action plans (GAPs) in design
documents become an integral project implementation tool, facilitating achievement of gender-inclusive targets
and outcomes.
Y GAP implementation poses many challenges that have to be resolved in a timely manner with regular monitoring
and capacity development. Unless GAP activities and targets are achieved, intended project outputs and
outcomes may not be realized or sustained.
Y Reporting on gender equality and womens empowerment results enhances ADBs development effectiveness
and accountability, and makes contributions to gender equality tangible at the country and regional levels.
Key Factors for Effective Monitoring
and Reporting
YRoutine collection of sex-disaggregated data is
necessary for meaningful assessment of a projects
progress and gender equality results and outcomes.
Networking between resident mission (RM) and
project gender specialists (GSs), gender focal points,
and national gender focal agencies leads to better
JEFOUJDBUJPODPMMFDUJPONPOJUPSJOHBOESFQPSUJOHPG
sex-disaggregated data and information.
YContinuous dialogue, guidance, and supervision
by RM GSs are required for timely gender action
plan (GAP) implementation. Ongoing guidance to
executing and implementing agencies (EAs/IAs)
on GAP implementation is needed beyond regular
project review missions. To assess womens
QBSUJDJQBUJPOBOECFOFUT3.(4TNVTUJOUFSWJFX
BOEFOHBHFJOEJTDVTTJPOTXJUICFOFDJBSJFTJO
UIFFME
YGender-inclusive project monitoring mechanisms,
such as the design and monitoring framework
(DMF), facilitate the monitoring, measuring, and
reporting of gender-related targets, indicators, and
results on men and womens participation, access
UPQSPKFDUSFTPVSDFTCFOFUTBOEJNQBDUT
YProject GAP implementation monitoring matrix is a
practical tool to regularly monitor GAP implementation
progress, identify obstacles and solutions to
achievement of GAP targets, and summarize gender
results in the project completion report. It is attached
to the EA/IA quarterly project progress reports.
YGender capacity development for EAs/IAs on
project- and sector-based gender issues organized by
RM GSs on a regular basis helps project teams and
directors to improve GAP implementation, monitoring,
BOESFQPSUJOH4VGDJFOUSFTPVSDFTTIPVMECFQSPWJEFE
for gender capacity development.
YStandardization of project reporting is necessary to
consolidate sector- and country-based gender results.
To do this, it is important to prioritize indicators in the
GAPs that are consistent within and across sectors
and ideally aligned with ADB Corporate Results
Framework indicators and/or the Gender Equality and
Womens Empowerment Operational Plan indicators.
2
Project Inception Mission
During loan inception missions, it is important to discuss with
the EA the arrangements, personnel, and resources necessary
for implementation of the project GAP. In many instances,
at this early stage, the project management unit and the full
implementation team may not have been formed or recruited.
Hence, discussion during inception may need to be more
general with more detailed discussion of GAP implementation
requirements conducted later when consultants and project
teams are in place to commence activities.
YExplain the GAP rationale and requirements and how
GAP implementation will contribute to meeting overall
project outcomes and outputs.
YDiscuss with the EA: (i) allocation of roles and
responsibilities for GAP implementation, monitoring, and
reporting; (ii) sequencing of gender activities, including
SFDSVJUNFOUBOEUJNJOHPGFMEJOH(4TBOEJJJBMMPDBUJPO
of resources for GAP implementation.
YSet realistic step-by-step actions.
YCheck arrangements for collecting sex-disaggregated
baseline data for monitoring.
Y$POSNJGBEFRVBUF(4mTSFTPVSDFTBSFBWBJMBCMFJO
project teams to support GAP implementation.
YReview selection criteria and nongovernment
organization contracting procedures to ensure they have
demonstrated gender capacity.
YReview requirements for EA project progress reports to
ensure they include reporting on GAP implementation.
YProvide gender input into inception missions back-
UPPGDFSFQPSU#503BOEBJEFNNPJSF
YRevisit the GAP with EAs/IAs and project implementing
UFBNTUPDPOSNUIBUUIFNFDIBOJTNTTUSBUFHJFTBOE
targets included in the GAP are relevant and achievable.
3FOFUBSHFUTBOEBDUJWJUJFTJGOFFEFE
YIdentify who is responsible and accountable for
implementing different elements of the GAP, including
how GAP implementation will be monitored and reported.
YEnsure that the phasing of hardware and software
components (e.g., civil works against capacity
development, social mobilization, training, etc.)
is complementary to maximize the impact and
effectiveness of the GAP.
YEnsure formal, structured, and ongoing gender capacity
building for all stakeholders, including national GSs in the
EAs/IAs.
Project Reviews
(RM GS participation required at least once a year)
YVisit a sample of project sites and interview selected
CFOFDJBSJFT
YMonitor GAP implementation progress on gender
activities, targets, and design features using sex-
disaggregated data, and report progress using the
GAP implementation monitoring matrix.
YReview EA/IA capacity and systems to collect sex-
disaggregated data.
YEnsure GAP activities are well phased with project
outputs to maximize GAP effectiveness.
YAssess constraints to womens participation and
recommend strategies and actions to address
constraints.
YAdjust GAP activities and targets, if necessary, and
SFFDUDIBOHFTJOUIFSFWJTFE%.'BOEQSPKFDU
administration manual.
YReview progress of project outputs and compliance
with loan covenants.
YInclude GAP implementation progress, any
recommended actions, and/or GAP revisions in detail
in the Key Findings and Agreements section of the
aide-mmoire, and a summary in the BTOR.
YEnsure EAs report progress on GAP activities and
achievement of gender targets in quarterly project
progress reports with GAP implementation monitoring
matrix attached as an annex.
YEnsure GAP implementation progress and meeting of
gender targets are described and reported in ADBs
project performance system (e-Ops).
1
1
*GOBUJPOBMHFOEFSPGDFSTPSHFOEFSDPOTVMUBOUTIBWFMJNJUFEBDDFTTPSJOVFODFPO"%#QSPDFTTFTUIFZOFFEUPXPSLDMPTFMZXJUISFTJEFOUNJTTJPOQSPKFDUPGDFSTUPFOTVSF
GAP implementation is monitored and reported.
Early Phase of Project
Implementation
YEnsure project implementation teams clearly understand
GAP rationale and why it is important for women to
QBSUJDJQBUFBOECFOFUGSPNQSPKFDUBDUJWJUJFT
ADB RM
GS and
Project
0GDFST
ADB HQ
GS and Team
Leaders
EA Project
GS and
IA Gender
Focal
Points
3
Midterm Project Review
(RM GS participation required for all GEN/EGM projects)
The midterm review is a critical juncture in project
implementation to assess if a project is on track to meet
its intended outcomes, GAP implementation results, and
if any midterm corrections are required to accelerate
progress. While RM GSs do the same tasks outlined
under project reviews, midterm review requires
additional tasks as follows:
YReview GAP implementation progress on gender
activities, targets, and design features including
progress toward meeting gender-related outcomes.
Ensure reporting that uses sex-disaggregated data.
YAssess constraints to GAP implementation, and with
the review team, recommend midcourse corrections
to improve implementation, outreach, and results
for womens participation, access to resources,
BOECFOFUT
YAdjust GAP activities and targets, if necessary,
BOESFFDUDIBOHFTJOUIFSFWJTFE%.'BOE
Project Administration Manual.
YAssess how results for women are contributing
to the achievement of overall project outcome.
YPlan for qualitative impact assessments on GAP
achievements before project completion.
YWhere possible, assess progress toward changes in gender
relations, including womens participation in decision
making at household, community, or project levels.
Y1SFQBSFBEFUBJMFEXSJUUFOBTTFTTNFOUPGOEJOHTSFMBUJOH
to the implementation of GAP and gender-related results
for incorporation in the midterm review report.
Final Project Review
5IFSPMFPGUIF3.(4JOOBMQSPKFDUSFWJFXNJTTJPOT
includes the following:
YCollecting gender-based results against original GAP
using sex-disaggregated data and impact stories
YAnalyzing and evaluating the effectiveness of GAP
design, implementation, and monitoring
YReporting on GAP implementation assessment and
gender-based results in the aide-mmoire and BTOR
Y Ensuring the governments project completion report
will include (i) sex-disaggregated data, analysis of
GAP implementation, and gender results; (ii) GAP
implementation Appendix against original GAP;
and (iii) suggestions on improvements for gender
mainstreaming in follow-on projects in the same sector
Lao PDR: Northern Region Sustainable Livelihoods Project
a

GAP Implementation Monitoring Matrix Select View
Output 1: Enhanced Productivity of Village Livestock Systems
DMF
Indicators
GAP
Activities
GAP
Targets
Responsible
Organization/
Person Progress/Challenges/Issues
Latest
Update
50% women
CFOFDJBSJFT
in 300
villages
Organize training
at a convenient
time for women
50% women
in village-
based training
programs
NPD
PGS
Achieved: On-the-job training conducted to improve livestock
productivity of upland ethnic farmers through (i) building rapport
with villages, (ii) forming LPGs, (iii) facilitating farmer groups and
village learning activities, and (iv) linking farmers to resources;
95% of trainees/farmers (10,778 out of 11,322) are women.
Nov 2011
Set quota for
women to
participate
in the training
70%80%
women in
training aimed
at smaller
livestock
NPD
PGS
Partially Achieved: Training on small livestock (pig, goat, and
poultry) raising for women has increased.
96% of total participants (6,644 out of 6,919) are women
Women are expected to be at 80% (9,600 out of 12,000)
Good progress to date: 69% achieved against overall target
Nov 2011
50% of VLF
loans are
provided
to women
Encourage
womens VLF
participation
with separate
meetings
Ensure joint
husband/wife VLF
registration
At least
30%50% of
BMMCFOFDJBSJFT
under the VLF
are expected
to be women
NPD
PGS
Achieved: 2,777 VLF members (49%) have taken credit out of a
target of 6,000
2,708 (90%) women have taken credit out of a target of 3,000
for income-generating activities
717 members used credit for raising large ruminants; 1,272 for
QJHTGPSHPBUTGPSQPVMUSZBOEGPSTIDVMUJWBUJPO
in 86 villages
Nov 2011
DMF = design and monitoring framework, GAP = gender action plan, LPG = livestock production group, NPD = national project director, PGS = project gender specialist,
VLF = village livestock fund.
a
ADB. 2004. Report and Recommendation of the President to the Board of Directors: Proposed Loan and ADF Grant to the Lao Peoples Democratic Republic for the
Northern Region Sustainable Livelihoods Through Livestock Development Project (Loan 2259-LAO).
4
Asian Development Bank Publication Stock No. TIM135452 April 2013 Printed on recycled paper
Country Portfolio Review
Country portfolio reviews provide an annual overview of
the project portfolio performance. RM GSs should
YDiscuss with the head of the project administration
unit and with the country director the inclusion of GAP
implementation performance in the agenda of the
country portfolio review mission (CPRM).
Y Prepare discussion points on overall GAP
implementation performance across the portfolio with
suggested revisions to address implementation delays.
YEnsure CPRM aide-mmoire and BTOR adequately
report on gender issues.
Gender in Midterm Project Review
Aide-Mmoire Key Findings and Agreements: Include a Detailed Paragraph on GAP Implementation
p Report GAP implementation progress on key activities (e.g., hiring of project gender specialist; gender capacity building of EA/IA;
womens participation in social mobilization, community development planning, skills building, and leadership training).
p Discuss progress against DMF gender indicators/targets, assess likelihood of achieving them, and suggest revisions.
p Assess if there is a systematic project monitoring system for collection of sex-disaggregated data.
p Discuss reasons for incomplete/delayed activities and unmet targets. Include time-bound remedial actions agreed with the EA.
p Provide a detailed assessment of GAP implementation by project outputs in aide-mmoire Appendix.
BTOR Key Findings and Agreements: Include a Summary Paragraph on GAP Implementation
p Report on overall GAP implementation progress and discuss whether expected gender targets will be met.
p -JTUTQFDJDUJNFCPVOEBDUJPOTSFWJTJPOTBHSFFEXJUIUIF&"UPBDDFMFSBUF("1JNQMFNFOUBUJPOGPSUIFSFNBJOEFSPGUIFQSPKFDU
Nepal Country Portfolio
Review Guidelines
To ensure regular monitoring of gender-based progress
and results, all quarterly project performance reports and
CPRMs in Nepal report on gender and social inclusion
(GESI) results in (i) womens participation in project activities
and decision-making positions, (ii) gender-inclusive policy
and institutional reforms, (iii) womens employment and
livelihood options, (iv) womens capacity development/
training, and (v) GESI-sensitive monitoring and evaluation
systems. Standardization of project results aims to
consolidate sector- and country-based results on gender.
Parameters/Indicators Progress Update
Issues and
Challenges
Policies/Strategies and Mechanisms
p Policies/strategies/legal framework developed, reformulated, or amended (#, type )
p Unit/Section established or GESI focal point appointed (#, type)
p Staff/Consultant with GESI expertise recruited by EAs/IAs (#, %)
p Adoption of GESI-responsive budgeting and auditing
(Progress updates with quantitative
and qualitative data disaggregated)
(Reasons for
incomplete
implementation,
unmet targets
or delays, etc.)
Participation and Access (Disaggregate by sex, caste, and ethnicity [S/C/E])
p Participation in community groups: farmers and building groups, water supply
and sanitation user groups (#, %)
p Participation in decision-making structures: infrastructure and water supply
and sanitation committees (#, %)
p "DDFTTUPOBODJBMSFTPVSDFTBOEFYUFOTJPOTFSWJDFT
Women:
Dalit: %M, %F
Janajati: %M, %F
Others: %M, %F
Same as above
Capacity Development (Disaggregate by S/C/E)
p Participation in capacity development training, group mobilization, and skills
development (e.g., vocational training, cooperative and entrepreneurship training,
and technical training on operation and maintenance) (#, %)
"ENECIARIES
Government
Nongovernment Organization
Private Sector
Same as above
Access to Employment and Livelihood Opportunities (Disaggregate by S/C/E)
p Employment and livelihood options generated (#, %, type)
p Skilled, unskilled, professional
p Assets owned (number and type) and entitlement received
"ENECIARIES (same as above) Same as above
Monitoring and Evaluation (M&E)
p GESI-sensitive M&E system established
p M&E system institutionalized in the EAs/IAs
(Progress updates same as above) Same as above
Projects categorized as gender theme (GEN) and effective gender mainstreaming (EGM) include a gender
action plan (GAP) in design. GAP implementation performance and results need to be reported.
3FQPSUJOHDPODSFUFSFTVMUTPOIPX"TJBO%FWFMPQNFOU#BOL"%#QSPKFDUTCFOFUFEXPNFOBOEHJSMTIFMQT
measure ADBs development effectiveness and direct contribution to advancing gender equality in the region.
Completed sovereign operations delivering intended gender equality results is a key Level 2 performance
JOEJDBUPSJOUIF$PSQPSBUF3FTVMUT'SBNFXPSLUPNFBTVSFIPX"%#QSPKFDUTCFOFUXPNFOBOEHJSMTBOEUIF
effectiveness of ADB projects in advancing gender equality in the region.
ADB tracks how it is enhancing gender equality and womens empowerment at the country and regional levels by
consolidating project-based GAP implementation results through project performance and completion reports.
Why Report on Gender Equality and Womens Empowerment Results?
1
Tip Sheet No. 5
What Determines a Successful Project
in Terms of Gender Equality Results?
Y Projects categorized at entry as GEN or EGM report
gender equality results achieved at exit in project
completion reports (PCRs).
Y Projects are rated successful in delivering gender
equality results when these
report on gender equality results achieved at
outcome (if relevant) and output levels;
use sex-disaggregated data for reporting results;
describe in detail achievements in meeting GAP
targets and activities against baseline indicators; and
include a GAP matrix appendix reporting results
against GAP targets, features, and activities.
Y Project achievements reported against the GAP targets
and activities are assessed as successful if
70% of GAP activities are implemented and
completed,
75% of gender-related targets in the GAP are
achieved.
Y PCRs provide evidence on compliance with gender-
related covenants.
Y Projects rated unsuccessful are generally not assessed
or rated successful on gender equality results.
Gender-Inclusive Results
in Project Completion Reports
Some Key Gender Equality
Results of ADB Projects
The project outcome and/or outputs directly address gender
equality by narrowing gender disparities through
Y Human capacity development with increased access
to social services (e.g., education, health, social
protection) and training (e.g., female teachers,
vocational and skills training, apprenticeships)
Y Economic empowerment with improved access to
economic resources or opportunities (e.g., employment
and income-earning opportunities, markets); productive
assets (e.g., land use and ownership rights, appropriate
technologies, agricultural inputs); and financial services
(e.g., credit, savings, and insurance)
Y Reduction of time poverty with affordable access to
infrastructure and services (e.g., clean water supply
and sanitation, reliable electricity and other energy
sources, labor-saving technologies, and roads and
safe transport services)
Y Voice and decision making with enhancement of
womens voices and rights (e.g., participation and/or
representation in decision-making processes and
structures [e.g., water user groups, sanitation
committees, building groups for small community
infrastructure, slum improvement committees];
political empowerment [e.g., local governance
structures, leadership training]; or access to
grievance mechanisms).
2
Suggestions for a Gender-Inclusive
Project Completion Report
Main Text
Evaluation of Design and Implementation: State how the
projects gender strategy or GAP activities were relevant to
project outcome and outputs, listing key gender targets and
indicators in design and main gender results at completion
using sex-disaggregated data. Also, highlight any
institutional mechanisms established or improved, enabling
environment to facilitate GAP implementation.
Evaluation of Performance/Impact Section: Describe any
evidence of project outcomes on gender relations; womens
decision-making power, income, and employment; and
womens time savings and improved welfare from access to
basic infrastructure and social services. Assess the extent to
which the expected gender-related outputs were achieved.
Give reasons for any deviations and indicate whether these
BGGFDUFEFYQFDUFECFOFUTGPSXPNFO
Overall Assessment and Recommendations: A brief
quantitative and qualitative assessment of GAP
implementation success, whether the project contributed to
longer-term gender capacity in the sector, and any lessons
learned or recommendations on how to address gender
issues in future projects in the same sector.
Appendixes
Design and Monitoring Framework (DMF): Report gender
results with sex-disaggregated data against the relevant
DMF gender-based performance targets and indicators.
Gender Equality: This is a separate appendix in two parts:
a narrative analysis and the GAP matrix.
1. Narrative Analysis:
A summary gender assessment describing
x the quality and relevance of the gender strategy
or GAP to project outcome and outputs;
x the effectiveness of GAP strategies, targets, and
activities; and
How Should Gender Issues Be Addressed in PCRs?
Y The project completion report (PCR) ideally should have a comprehensive assessment of project performance on gender by
analyzing the following:
Relevance of gender issues to project objectives and whether gender was adequately mainstreamed in project design
and implementation;
Effectiveness of gender action plan (GAP) and gender-related outcomes, outputs, targets, and indicators in the design and
monitoring framework;
%FCIENCYPGQSPKFDUmTSFTPVSDFBMMPDBUJPOCPUIIVNBOBOEOBODJBMGPS("1JNQMFNFOUBUJPOBOENPOJUPSJOH
Sex-disaggregated project results demonstrating reductions in gender disparities against baseline indicators; and
Likely sustainability of project outcomes on gender equality and womens empowerment based on both quantitative data
and qualitative impact assessments.
Y 5IF1$3FWBMVBUFTHFOEFSNBJOTUSFBNJOHBUUIFQSPKFDUMFWFM*UTIPVMETQFDJDBMMZTUBUFXIBUXPSLFEXIBUEJEOPUBOEUIFJS
underlying reasons, with lessons learned on how to improve gender mainstreaming in design of new projects to enhance ADBs
contributions to gender equality and womens empowerment.
x a summary of gender equality results and how they
contributed to overall project success.
GAP achievements discussing
x summary of key gender equality results (both
qualitative and quantitative) under each output with
sex-disaggregated data;
x gender equality results presented in terms of
QSBDUJDBMCFOFUTTVDIBTQBSUJDJQBUJPOBDDFTTUP
SFTPVSDFTBOEJOQVUTBOECFOFUTEFSJWFEGSPNUIF
project (see table on page 3);
x any failed, delayed, or incomplete GAP activities
and unmet gender targets explaining lessons
MFBSOFEPO("1EFTJHOBXTPSDPOTUSBJOUT
encountered in GAP implementation and
monitoring;
x a short qualitative analysis highlighting any strategic
CFOFUTUPXPNFOJODMVEJOHBDDFTTUPBOEDPOUSPM
of resources, economic empowerment, legal
reforms, capacity development, voice and rights,
as well as changes in gender relations at the family,
community, institutional, and national levels, if
relevant; and
x lessons learned on successful and unsuccessful
aspects of GAP design, implementation, and
achievements, with recommendations for future
projects in the same sector.
2. GAP Matrix: Provide a GAP implementation
achievements matrix (or in the case of policy-based
lending, a policy matrix with gender-related policy
actions) with a table including
x a left column showing GAP activities, targets,
and/or gender-inclusive design features (or policy
actions) per project output; and
x a right column showing Achievements at Project
Completion providing a brief assessment of
each GAP activity with completion details and
achievement of targets reporting sex-disaggregated
data providing numbers and percentages (e.g.,
1,000 women [40% of total] participated in training).
3
0RACTICAL"ENETSFOR7OMEN 3TRATEGIC"ENETSFOR7OMEN
Secured employment and cash incomes, or access
to other income-generating opportunities
p Progress toward economic empowerment
p Access to incomes and more control of income, savings, and
investments
p Increased confidence, status, and voice in family and community
decision making
p Mens increased approval and support for womens work outside
the home
p Mens increased share of child care and housework
"DDFTTUPBOECFOFUTGSPNOBODJBMBOECVTJOFTT
TFSWJDFTDSFEJUIPVTJOHOBODFQFOTJPOTBOE
TPDJBMTBGFUZOFUCFOFUT
p Increased financial security, control of income, and economic
empowerment
p Joint or personal bank accounts, assets, and land titles
p Progress toward enactment of gender equality laws on land
and/or property rights, social security/pension benefits, and joint
bank accounts
Access to health care facilities and providers;
improved health services
p Better health and nutrition of women and children
p Increased utilization of health services by women
p Time savings from reduced care work
Access to and participation in schooling in closer
QSPYJNJUZBOECFOFUTGSPNTDIPMBSTIJQTTUJQFOET
school completion, technical and vocational
training, and acquisition of skills for employment
p Higher literacy and human capacity development
p Improved skills and knowledge
p Intergenerational benefits of girls education
p Improved access to better jobs and higher incomes
Time savings from safe, reliable, and affordable
water supply and sanitation services; electricity
connections, alternate energy sources, and labor-
saving technology
p Womens increased engagement in economic and leisure activities
p Better womens and family health
p Reduced drudgery work for women and girls
p Increased girls school enrollment and participation
Better, faster, cheaper, and safer access to social
and public services; employment, markets,
and other income-generating and economic
opportunities through improved roads and transport
p Increased mobility, safer and secure travel
p Improved girls school enrollment and retention
p Progress in womens economic empowerment
p Nonagricultural wage employment for women
p Higher utilization of health services
"DDFTTUPBOECFOFUTGSPNFYUFOTJPOTFSWJDFT
inputs, and appropriate technology in agriculture
(e.g., farm equipment, livestock, new farming
practices, seeds and fertilizer, market information)
p Increased productivity and income leading to economic empowerment
p Improved skills and knowledge
p Improved asset ownership
Social mobilization; quotas for womens
participation as members and leaders in community
organizations or local decision-making bodies
(e.g., water user and sanitation groups, building
groups, ward-level committees, trade associations,
slum improvement committees, etc.)
p Increased voice in community decision making
p More respect for women from spouses/community
p Mens increased approval and support for womens participation and
leadership in local government structures and community-based
organizations, and willingness to listen to womens needs and priorities
Gender-sensitive infrastructure design including
separate toilets, girls dormitories, womens market
sections, separate waiting rooms in public buildings
and transport infrastructure in some sociocultural
contexts
p Increased mobility leading to human capacity development and
economic empowerment
p Better health, hygiene, and safety

Tips: How to Identify Evidence of Project Outcomes on Women
4
Asian Development Bank Publication Stock No. TIM135452 April 2013 Printed on recycled paper
A Good Practice Example
Pakistan: Sustainable Livelihoods in Barani Areas Project
Select Excerpts: Appendix on Gender and Development
a
1. Narrative Analysis
a
ADB. 2012. Completion Report: Sustainable Livelihoods in Barani Areas Project in Pakistan. Manila.
To maximize positive impacts on womens lives, a gender and development (GAD) strategy was formulated at project appraisal focusing
on (i) female participation in community-based organizations (CBOs) and their active engagement in the planning, implementation,
and monitoring of rural infrastructure schemes; (ii) upgrading womens socioeconomic status through improved literacy and income-
generating skills; and (iii) providing them with better access to resources and services. The project design was highly relevant in
addressing the needs of women in Barani areas (rainfed dryland rural areas) with overall achievements surpassing GAD targets. Gender-
based quantitative outcomes and outputs for medium- and small-scale interventions were not included in GAD strategy, but the strategy
of forming womens CBOs to set a GAD agenda was effective. The interventions of literacy, skills training, microcredit, water supply, and
biogas also positively impacted the lives of women. Given the overall strength of womens CBOs and the commitment of Punjab Rural
Support Programs, the project performed well and had positive impacts on the lives of rural women.
Encouraging a 40%50% womens participation in CBOs was a successful strategy to ensure access by women to project resources
through improved leadership skills, funds management, and monitoring. Womens CBOs executed 29% of completed schemes. The
participation of women in CBOs improved their access to credit; $15.5 million in loans were disbursed to women (69% of the total). Of
the 57,772 CBOs office bearers and activists trained by the project, 44% were women. These activities had a positive impact on gender
relations at the CBO level as they spurred recognition of womens representation and changed the culture of segregation, decision
making, and power relations. The project generated 29,774 person-months of employment in project offices, consulting firms, and
partner nongovernment organizations, 20% contracted to women. Womens employability improved through off-farm income generation,
skills training, and access to microcredit. The government of Punjabs evaluation report noted a significant decline in the unemployment
rate of women beneficiaries from 77% to 43%. Eighty-four percent of the women trained in stitching/embroidery and 74% of women with
beautician/parlor management skills were employed. The majority of women interviewees said that they now have better control over
their income, resulting in higher levels of self-confidence and assertiveness in household decision making.
The project qualifies as a model gender-inclusive rural development project and can be replicated with minor adjustments in
implementation arrangements and quantifiable targets. Future rural development projects in Pakistan should include proper professional
diploma courses for educated women with better value in the job market such as medical and dental technicians, female health visitors,
computer operators, primary school teachers, etc. These diploma courses provide jobs resulting in improved social status for educated
women while also enabling improved service delivery to rural women and girls.
2. GAP Matrix Select View: Project Gender and Development Achievements
Project GAD Features and Targets Achievements at Project Completion
Project Output: Targeted Poverty
Alleviation/Off-Farm Activities
GAD Features/Targets:
p 50% of the targeted beneficiaries of the
off-farm income-generating activities
and skills training will be women.
p Create links with microfinance
institutions for microenterprise
development.
p 2,110 women (comprising 56% of total trained) were trained in off-farm income generation
skills in various trades
p 59,690 women were linked with microcredit facilities (61% of total)
p $15.55 million in loans were disbursed to women (69% of the total)
p 28,385 women (28% of total borrowers) received loans for microenterprise
p 1,876 women received embroidery machines under 15 small-scale infrastructure schemes
p 5,603 person-months of jobs were contracted to women professionals during project
implementation (19% of total)
Project Output: Literacy Through
Skills Training
GAD Features/Targets:
Literacy and skills training will be provided
to about 12,000 rural women
p 13,868 women and girls (116% of targets) completed a 6-month literacy and livelihood
program. Of these, 13,827 women and girls were trained for 1.5 months60% in tailoring,
28% in embroidery, 12% in beauty therapy, and 0.5% in fabric painting.
p 618 centers were established and 618 female teachers were trained; 3,708 person-months
of jobs were provided to women literacy teachers and 2,472 person-months to women
skills trainers.
p Womens literacy and training resource centers were established in all 10 districts with
multimedia facilities and resource libraries including training manuals.
p The model was replicated by the government of Punjab and the Japan International
Cooperation Agency.
1
Tip Sheet
Urban Development Planning
and Design
Gender Issues
Gender-responsive urban planning can contribute to
HFOEFSFRVBMJUZBOEXPNFOmTFNQPXFSNFOUJOTJHOJDBOU
ways through the provision of (i) accessible and
affordable infrastructure and services for water supply
and sanitation, waste disposal, electricity, transport,
and housing; (ii) security of tenure; (iii) employment and
income-generating opportunities through formal and
informal labor markets; and (iv) safety and security for all
citizens in growing urban neighborhoods.
Gender-Responsive Design
Infrastructure and Service Delivery
Develop mechanisms (e.g., participatory consultations
and mandatory quotas, as necessary) for involving
women in the planning, design, management,
operation, and maintenance of urban infrastructure
and services.
Closely involve women in site planning and design.
Consider gender-responsive physical design of
urban infrastructurevendor markets, bus and train
terminals, municipal buildings, and separate male and
female toilets in public spaces and buildings.
Consider redesign of service technology and
equipment (e.g., easy-to-handle water taps and lighter
garbage bins and containers).
Ensure accessibility and affordability of basic services
such as water supply and sanitation, electricity, waste
disposal, transport, and health care.
Economic Development
Train women as engineers and technicians, sanitation
masons, system operators, and bill collectors.
Promote both skilled and unskilled womens access to
employment in infrastructure construction, operation,
and maintenance with decent working conditions;
set targets or quotas and compliance clauses in
civil works contracts for adherence to core labor
standards.
Framework for Gender Issues
in Urban Development
Access and affordability of services
Technology choice, location, and pricing options
Womens participation and representation
in decision-making bodies
Safety and security issues
Clean environment and better health
Employment and entrepreneurship opportunities
Land, property, and asset ownership
Gender-Inclusive Approaches
in Urban Development
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p Promote wage parity between men and women in
construction and civil works.
p Consider maintenance contracts for womens groups
for small civil works, roadside maintenance, drainage
clearance, solid waste management, etc.
p Consider how poor womens employment and
entrepreneurship can be supported and enhanced
through expanding local markets, simplifying
business registration procedures, establishing
womens business associations, improving access
to credit for poor women, providing off-peak bus
services, and regularizing labor contracts for civil
works to hire local labor with equal wage.
Zoning and Land Use Planning
Consider zoning and land use planning that offer
poor households security of tenure close to informal
markets and employment centers.
If relocation of households is inevitable due to
infrastructure construction, consider locating new
housing developments with better access to water
and sanitation facilities, transport, and security
services and close to markets or manufacturing
centers or both, to give women and men more
employment and income-earning opportunities.
Physical Safety and Security
Collect sex-disaggregated data on safety
and security.
Consider issues of privacy and safety for water
and sanitation facilities.
Provide street and lane lighting, pavements, and
sidewalks in urban settlements.
Provide links with local police units for safety and
security.
Consider conducting violence against women
surveys, safety audits, and exploratory walks.
Capacity Development
Train local authorities in gender-inclusive urban
policy making and programming.
Improve capacity of womens groups and informal
neighborhood networks to engage in urban planning
and decision-making processes.
Urban Water Supply
and Sanitation
Gender Issues
Water and sanitation services are critical for poverty
reduction, particularly for women and girls, as these
(i) reduce the drudgery and heavy workload for women
and girls in their household roles for water collection,
carriage, storage, and treatment; (ii) release girls from the
burden of water collection, allowing them to potentially
attend school; (iii) improve the health of women and their
children through reduced waterborne diseases; (iv) reduce
womens caring activities due to health improvement of
the family; and (v) reduce womens time poverty, enabling
them to spend more time on income-generating activities,
community development initiatives, social obligations,
and leisure. Women also have opportunities to become
active agents of change in the water and sanitation sector
in their communities through leadership and membership
in water users associations, sanitation committees, and
waste disposal management committees, as they can
contribute to critical decisions affecting their lives.
Gender-Responsive Design
1. Consider womens needs in accessing water points;
number, types, and location of facilities; and child
safety.
2. Consider womens preferences on technology
(community taps or pumps, household connection,
and wells), and individual or shared facilities.
3. Design water infrastructure to be women-friendly,
e.g., hand pumps or taps they can operate easily.
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4. Include women in the supervision of well
construction.
5. Prioritize location choices for water supply and
sanitation facilities that reduce the heavy work
burden of women and girls, and consider their needs
for privacy and security.
6. Involve women in decisions on latrine design
(including communal toilet blocks), technology,
MPDBUJPOOBODJOHBOENBJOUFOBODF
7. Address affordability concerns among low-income
households and those headed by women.
Consider free connection or fees into billing for
equitable tariff structure. Analyze what connection
fees, pricing, payment methods, and operation
BOENBJOUFOBODFBSSBOHFNFOUTCFTUUUIFOFFET
of women and men.
*EFOUJGZTQFDJDSPMFTBOETFUUBSHFUTGPSXPNFOmT
participation in water users associations and water
user and sanitation committees.
9. Adopt policies for equal training opportunities
for males and females (50% for each) in system
operation and maintenance, water source protection
and water quality monitoring and testing,
meter calibration, and public and personal hygiene
awareness.
10. Consider government incentives (e.g., grants and
scholarships) to train female engineers and water
technicians.
11. Improve water supply operations and services by
introducing ways to make utilities accountable for
gender inclusiveness and responsiveness:
Ensure customer service departments target
women-consumer groups.
Establish sex-disaggregated consumer database.
Target womens groups for hygiene, sanitation,
BOEFGDJFOUXBUFSVTFBXBSFOFTTQSPHSBNT
Include women in public consultations on water
connection charges and pricing.
Set female targets or quotas for new recruitments
in utilities (e.g., customer services, meter readers,
water quality testing) including more women
in management.
Subcontract to womens self-help groups for
meter reading, billing, and collection.
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Urban Governance
Gender Issues
Urban governance is more than just operation and
maintenance of infrastructure and urban services.
It is also civic engagement and ensuring participation
of all stakeholders in decision making. Women and
men have different priorities and needs in terms of
infrastructure and services regarding water supply
and sanitation, transport, and housing. Womens lack
of participation or low representation in decision-making
processes related to urban services and governance
means their needs and priorities are rarely considered
in urban planning and investments.
Gender-Responsive Design
1. Support meaningful participation of women and
men in urban development by identifying community
needs and priorities through baseline surveys,
consultations, and community-based awareness-
raising campaigns.
2. Promote gender-responsive good governance
by increasing womens voice in local decision
making by
electing women to key leadership positions
in urban governance structures, e.g., town
and ward-level committees and market
management committees, trade associations,
water users associations, water user
and sanitation committees, and slum
improvement committees;
FOTVSJOHXPNFOmTSFQSFTFOUBUJPOJOOBODJBM
management (reviewing tariffs and user fees)
and in budget and tender committees;
involving more women in operation and
maintenance and in setting service standards
(solid waste collection, transport, etc.); and
involving women in the planning, design, and
location of services.
3. Strengthen the capacity of womens community-
based organizations or nongovernment
organizations and civil society partners to
mobilize women in advocating for their needs
and priorities, and holding service providers
accountable in providing safe, reliable, and
affordable services.
Urban Housing
and Housing Finance
Gender Issues
While women have access to land and housing, they
often do not have property rights and control over
resources, which limit their (i) asset base, (ii) decision-
making power on housing location and design,
(iii) productive and/or income-earning activities, and
JWBDDFTTUPDSFEJUBOEIPVTJOHOBODF
Gender-Responsive Design
1. Collect information on mens and womens legal
rights to land and property, and inform women
of their legal rights through awareness-raising
campaigns and community consultations.
2. Provide joint titles for husbands and wives in all
housing developments.
3. Encourage secure tenancy or ownership for both
women and men. Long-term tenure can stimulate
the building of extensions where women can operate
small enterprises and earn income.
4. Consider mixed-use zoning (residential and
commercial) allowance in low-income housing
settlements to promote womens home-based
enterprises.
5. Instead of relocating poor households to new
sites (often in the periphery of the city), consider
in situ relocation by granting land titles to those
with makeshift shelters (joint titles for husbands
and wives) and provide better access to water,
sanitation, transport, and security services in
the area. A
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6. Consider resettlement only if it is inevitable and make
sure new housing settlements are close to markets
and employment centers.
*OWPMWFCFOFDJBSZXPNFOBOENFOUISPVHI
community-based organizations (including womens
groups) in determining housing designs and
locations, and incorporate their various preferences
such as
Avoid a housing design that would unnecessarily
add to womens domestic work (e.g., earth
PPSTPSPWFSDSPXEJOHPGEJGGFSFOUGVODUJPOT
Consider a housing design that will provide
women with adequate space and facilities
(i.e., work space, storage, and lighting for
home-based income-generating activities);
provide electrical outlets in cooking areas
to allow for the possible use of electrical
appliances in the future (this may encourage
families to save money for the purchase of
labor-saving devices).
Design simple house plans that could easily
be expanded as household income grows.
8. Promote community-based savings and credit
groups to give the urban poor and women access
to small loans for incremental housing improvements.
'PSIPVTJOHOBODFBQQMJDBUJPOTFTUBCMJTIDSJUFSJB
that
do not discriminate against women and men
in informal sector employment with irregular
incomes;
ensure eligibility for couples in consensual
unions; and
ensure eligibility for poor and disadvantaged
households and those headed by women, with
possible quotas and affordable down payment,
repayment, and collateral requirements.
10. Minimize paperwork and bureaucratic procedures to
encourage uneducated or illiterate women and men
UPBQQMZGPSIPVTJOHOBODF
Urban Transport
(Mass Transit Systems)
Gender Issues
Women and men have different needs and constraints
and are affected differently by transport services. Well-
designed, gender-responsive urban transport services
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Asian Development Bank Publication Stock No. TIM135452 April 2013 Printed on recycled paper
6
can (i) improve womens access to education, health, and
social services; (ii) provide easier and faster access to
markets and employment; (iii) improve mobility and save
time for women; (iv) reduce workload and improve welfare;
(v) increase returns with higher usage uptake as women
are often the main users of public transport; and (vi) better
respond to demand for all users, both men and women.
Gender-Responsive Design
1. Gender-responsive physical design features and
HFOEFSTQFDJDQMBOOJOHPGNBTTUSBOTJUSBJMPSCVT
infrastructure systems can improve transport service
accessibility, safety and security, convenience, and
affordability.
Consider separate buses or sections for female
passengers, and separate female carriages on
rail services.
Consider whether the steps are too high for
women to climb onto buses and whether the
handrails are too high for women to reach; and
make space for strollers, baby carriages, and
shopping bags.
Ensure well-lit stations, bus stops, and
surrounding areas for security and safety.
Ensure separate male and female toilets at bus
and rail stations.
Consider separate seating spaces at stations,
especially in some cultural contexts.
Assess affordability of transport services and
multimodal ticketing.
Consider bus and train schedules that meet
needs of both men and women (during both peak
and off-peak hours).
2. Employ female transport workersdrivers, ticket
sellers and collectors, and station attendants.
Consider targets and quotas.
Capacity Building
and Project Management
Gender Issues
Institutional capacity to plan, manage, implement, monitor,
and evaluate gender-inclusive urban development projects
is weak in most development agencies. To achieve gender-
equality results in development, government agencies
and their partner institutions in project implementation
need to integrate gender-inclusive measures in their
operational work and institutional policies and strategies to
ensure women can directly participate in and beneft from
development programs.
Gender-Responsive Design
1. Include gender equality issues in sector policy,
procedures, and operations manuals.
2. Promote more women in government,
nongovernment, and private service providers.
3. Train elected female ward councilors and heads
of water user and sanitation committees in
understanding their roles, and provide them with
leadership skills.
4. Engage women as staff, consultants, and facilitators.
5. Provide gender awareness training for executing
and implementing agencies, and municipal and
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6. Expose project directors and staff to good practices
in gender mainstreaming through study visits, peer
exchanges, and lateral learning forums.
7. Assist sector agencies with development of
institutional gender strategies covering both
operational work and human resources development
policies.
8. Improve the capacities of executing agencies and
project implementing units to collect, analyze, and
use sex-disaggregated data.
9. Establish sex-disaggregated monitoring, reporting,
and evaluation systems.
10. Use proven tools, such as gender action plans,
to guide implementation and achievement of
gender-related targets and activities in project
and program works.
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