The crucial question is, do we need other programming instruments? What should we do to ensure that gender equality and inclusiveness are part of our accountability system in the programming cycle? From our perspective, it is necessary to use a social lens in your existing instruments, and we are interested in practising the social lens and its related lessons with you in your programming.
Look at your results chain and ask yourself again:
1 - What are the strategic gender issues and practical gender needs?
What are the strategic gender issues and related practical gender needs that the programme aims to address? What change in the status quo regarding gender roles is at stake?
Remember the two key strategic issues:
- Who has access and control over resources and decision-making?
- What is the current triple role of women (reproductive, productive, community) in the programme and what needs to happen to avoid it increasing disproportionately?
2 - What is the social system?
Do your results cover all four quadrants in stakeholder types and objectives so that strategic change can happen? Take the perspective of system thinking and related complexity in which you intervene. Consider your end user's formal and informal context together with their change areas combined with the system they are part of.
3 - Who is participating?
Remember that participation comes in different forms. Depending on the state, access to the programme can vary widely, thus making resources not consistently available. What type of participation is foreseen in the programme for the different stakeholders? Is the type of participation used to support the strategic change goal?
4 - Which doors are you opening?
This is the level deeper than participation. Facilitation of stakeholders is essential in order to get them engaged. For this reason, the process needs to convince them that these behavioural changes are necessary considering they are the programme's goals. Then, walking through these seven doors showed below is the way to change behaviour effectively. That's the reason MDF uses this model.
The programme is the 'educator'. It needs to open the doors one by one for the stakeholders to be convinced of the need for change. A different way to visualise the same principle is:
Do your strategies, outputs and activities take this process sufficiently into account? For example, what do you need to open door after door? Do your results (especially outputs and activities) allow you to open them for each stakeholder you plan to influence?
Do you want to learn more? Talk to our Trainer & Consultant Jolanda Buter