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Purpose of the checklist
Why is gender important in education projects?
Key questions and action points in the project cycle
Strategies for gender mainstreaming in education
>>Appendices
Selected References
Gender Checklist: Education

Appendices

Appendix 1: Project Implementation Process

KEY ISSUES SUGGESTED ACTIONS
Executing Agency (EA)
Gender sensitivity of implementing agency
  • Conduct gender and participation training for high-level EA officials/staff.
  • Encourage gender training for staff at all levels.
  • Contact the national women’s machinery for support.
Staffing and budgeting
  • Obtain EA’s commitment to increasing female permanent staff and ensure budget allocation for gender training.

Project management
  • Ensure that women are represented in any project steering committee.
Monitoring and Evaluation (M & E)
 
  • Develop M & E arrangements: (i) internal M & E by project staff; (ii) external M & E by NGOs/consultants, as necessary; and (iii) participatory monitoring by male and female beneficiaries.
  • Disaggregate all relevant indicators by gender.
Reviews
 
  • Incorporate an assessment of the project’s impact on various social groups, disaggregated by gender.

Appendix 2: Terms of Reference (TOR) for Gender Specialist

INITIAL SOCIAL ASSESSMENT (ISA) IN PPTA FACT FINDING SOCIAL ANALYSIS AND DESIGN IN PPTA
  • Identify and analyze poverty features and gender issues in the education sector, and suggest the educational sector instrument that will be most effective in reducing poverty.
  • Identify and describe the target population. Disaggregate data by gender, considering gender differences in educational status, enrollment, and dropout and completion rates by age and level.
  • Examine the differences between subpopulations. Point out any differences in access to education between girls/boys and women/men within these groups.
  • Examine the target population’s needs and demands for the project. Consider, for instance, whether girls/women and boys/men have different needs for physical facilities for education/training, and how these differences might affect the proposed project.
  • Identify absorptive capacity. Consider how women and men will participate in the project—their motivation, knowledge, skills, and organizational resources—and how the project will fit into their culture and society. Identify constraints on girls’/women’s participation in educational projects (school fees, gender-based roles and responsibilities in the household, etc.).
  • Identify government and nongovernment agencies and organizations that have a focus on women or interest in GAD and that might contribute to the project.
  • Ensure that women and men are consulted and involved in project design and implementation.
  • Conduct gender analysis, as follows:
    • Identify the differences in educational needs and opportunities between boys and girls, men and women.
    • Identify structures and processes—legislation, social and political institutions, cultural practices, learning and teaching institutions’ practices, etc.—that can perpetuate women’s/girls’ advantage.
    • Assess whether the curricula and schoolbooks reinforce gender stereotypes.
    • Identify gender gaps among professional teachers.
    • Identify the role of women in school management at the local and national levels.
  • Examine the proposed institutional and organizational framework and determine the extent of women’s participation in the proposed intervention and their representation in project management.
  • Examine the capacity of the proposed project to improve access and participation for major target groups, particularly the poor.
  • Assess the relevance of the proposed system for monitoring and evaluation, including the availability and use of gender-disaggregated data and gender-sensitive indicators suitable for measuring women’s participation and empowerment.
  • Examine possibilities for cooperation with NGOs, including those that focus on women’s issues or on GAD.


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Selected References