CANADA NEPAL GENDER IN ORGANIZATIONS

Section II: NGO Capacity building for gender equality

11. Application of Skills and Knowledge

| PNGO Initiative Fund (PIF) | Community-based Initiatives Fund (CBI) |

11.1. Gender Friendly Organization Development

Applying their learning meant first and foremost applying their knowledge in their own organizations. Changing the vision statement to reflect a GRO mandate, developing personnel and administrative policies that are gender sensitive, developing a gender policy, and nurturing a culture of gender equality and inclusiveness, are some examples of the organizational change implemented as a result of the CNGO interventions.

Some examples of policies that demonstrate the gender-responsiveness of their organizations:

Women and men paid the same for performing the same tasks.
Female staff given 45 days paid pregnancy leave.
Male staff members given 15 days paternity leave when their wife gives birth.
When hiring staff, women with less formal education but the skills to do the job given preference.
Female and male staff members get 15 days leave to observe funeral rites.
New mothers are not required to do fieldwork for five months after returning from maternity leave. They work in the clinic or office.
Pilot the mobilization of husband and wife implementation teams especially for distant fieldwork.
Priority for staff positions given to women and Dalit.
If male staff harass women or female staff harass men, they will be punished as per the policy. If there is no applicable policy, the management body will take action.
The workday will be shortened to five hours for the first year when a female staff has first or second child. A one-hour break daily will be granted for breast-feeding.
A quota is set so that at least a minimum number of women participate in trainings or other key activities. Childcare is provided.
Simple language used in all communications due to the low literacy levels of some members, especially women
A Gender Lens Committee checks that all activities are gender sensitive.
Female staff members are paid a 5% increment for two months if they give birth to a girl.

Sample gender policies are included in Reference #9 of Section 6.

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11.2. PNGO Initiative Fund (PIF)

Training requires practice to be effective. CNGO included an opportunity for PNGOs to practice and internalize the skills and knowledge covered in the training workshops, as well as other CNGO supported learning events. The PIFs were useful in sharpening their gender sensitivity and practicing use of a gender lens.

At each learning event, PNGOs developed an Action Plan, and as part of this Action Plan, they were encouraged to develop small proposals for delivery of the learning to other participants. Follow-up for developing the PIF part of the Plan was the responsibility of the cluster NGO coordinator, who provided coaching advice to the PNGO to improve their proposal writing skills. The NGOC approved the PIF (including budget), monitored implementation and approved the event report and expense report. Whenever possible, the NGOC or a CNGO trainer observed and gave feedback on the PIF.

Funds were provided for actual expenses such as travel, meeting hall rental, snacks, and materials. CNGO did not provide any reimbursement for PNGO members who delivered the training or other event; therefore, they committed their volunteer time. Also participants in the PIF did not receive any allowance.

After initial success with the Fund, CNGO increased the amount of funds available and encouraged the PNGOs to submit additional PIF proposals.

The range of activities included:

Training/briefing other members of their organization who were unable to attend the CNGO training workshop, thereby replicating the knowledge through the organization and creating a common understanding of the capacity building process and the content, especially gender concepts
Training their group members (many PNGOs worked with saving and credit groups or groups formed for other reasons)
Holding interaction programs on gender awareness with district stakeholders - DDC, VDC, other NGOs, Line Agency staff, municipal staff, politicians
Organizing community events such as celebrating International Women's Day or holding street drama's
Essay and proverb competitions on gender concepts in schools and the community

Topics covered the range of CNGO training workshops, such as gender awareness training, group dynamics, program implementation, organizational development, linkages development, gender in sectoral programs, gender and NGOs role in District Periodic Planning, and violence against women.

PIFs were an opportunity for TOFs to practice their facilitation skills. By communicating the training or learning to PNGO members not able to attend the training, the PIFs enabled the organization as a whole to mainstream gender into its structure and processes more easily and successfully.

With some PNGOs that did not have active and funded programs at the beginning of the CNGO program, the PIFs proved to be a catalyst to spark their organization alive. They were motivated and encouraged by their successes to continue their growth process. PIFs also gave the NGOC and CNGO trainers an opportunity to observe their performance and give useful feedback and coaching, which was an incentive for the PNGOs to do the PIFs also.

Although the PIF was primarily intended for PNGO skill development, other organizations gained capacity through their exposure to the training. In some cases, the PNGOs applied their training to the same group thus building capacity over time.
The PIF funding through CNGO support also served to provide some legitimacy to the events in the eyes of others. The events gave a focus for PNGOs to develop training materials and promotional materials, spreading the gender equality message. By investing their own time (rather than paid time) in these events, the PNGOs demonstrated to themselves and to others their commitment to gender equality and developing to be a Gender Resource Organization. CNGO has from the beginning of the Project emphasized the importance of building linkages for gender equality and to enhance their ability to attract resources for their work. The PIFs gave them entry points and exposure to various organizations including DDC and VDCs.

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PIF Guidelines: available from CNGO

11.3. Community-based Initiatives Fund (CBI)

As one of the final inputs to the PNGO capacity building process, CNGO provided funds (Community-based Initiatives Fund – CBI) for implementation of three projects per PNGO to practice / apply and institutionalize their new skills, and to increase their credibility and recognition as Gender Resource Organizations. A secondary purpose was to contribute to gender equality development within their district - with communities, with other NGOs and with local government.

Each PNGO designed – using PRA tools and consultation with the target beneficiaries – a small project, implemented the project and submitted final reports to CNGO. CNGO coached the PNGOs throughout the process. The first project, CBI #1, focused on gender integrated organizational capacity building of several local NGOs/CBOs, known in the project as “PPNGOs” ⁷. On average, these small projects were completed within one year, and project budget averaged Rp. 500,000 ($10,000 Cdn). The PNGOs benefited by developing skills in gender integrated organizational capacity building to enable them to replicate the CNGO model and also establish linkages with like-minded NGOs. They needed to demonstrate their own gender clarity to be able to convince other NGOs. The secondary yet important benefit was several more gender sensitive NGOs in each of the CNGO districts that support gender change; 42 NGOs/CBOs were reached in this way.

The second project, CBI #2, targeted community groups and addressed practical and strategic gender needs, such as women’s rights, literacy, income generating activities and provision of drinking water. The main activity was training, although some small infrastructure was included in some projects. These projects were implemented over the same one year period as CBI #1, beginning in fall 2002 and completed in fall 2003. Project budgets were about Rp. 500,000. PNGOs benefited by sharpening their skills in gender integrated project design and delivery that was responsive to community identified needs. The projects also strengthened the PNGO relationship with communities, and deepened awareness of community needs during the conflict situation.

The CBI #3 projects facilitated linkages with Line Agencies and local bodies (District Development Committee – DDC and Village Development Committee - VDC) staff, in the absence of district politicians. The PNGOs developed gender integrated training packages tailored to the needs of different agencies, such as District Agricultural Office, VDC secretaries and District Health Office. These projects were implemented over a six month period, from fall 2003 to spring 2004. Project budgets averaged Rp. 400,000. PNGOs deepened their training skills and strengthened linkages with local government, thereby gaining experience in interacting with and influencing government officers, and a better understanding of government programs. Collaborating with Line Agency extension workers on gender concepts strengthens gender conceptual understanding among people who can then integrate these concepts into their daily interaction with community people.

CBI funds covered salaries and activity expenses related to the proposed project. Although this may appear to be a departure from the non-funding approach, it came after PNGOs had committed more than two years to developing new skills and implementing change in their organizations and still did not provide funding for on-going programs. The application process and criteria were developed with input from the PNGOs and Nepali team members. Funds were budgeted for each PNGO but were not dispersed until project proposals met specific standards.

CBI Fund Guidelines: available from CNGO

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