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I The Gender Audit
I A Process for Organizational
I Self-Assessment and Action Planning
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I Commission on the
I~~ Advancement of Women
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I @ DITiJ\f@I?Action®
American Council for Voluntary International Action

I Commission on the Advancement of Women

1717 Massachusetts Avenue, NW #701
Washington, DC 20036
Phone 202-667-8227
I http://www.interaction.org

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I The Gender Audit
I A Process for Organizationa'
Se'f-Assessment and Action Planning
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By Patricia T. Morris, Ph.D.
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CA Deputy Director

With contributions from:

I Suzanne Kindervatter Ed.D., CA W Director
Amy Woods, M.S., CAW Program Associate
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Graphic Design: Julie D. Olsen, 1995
I Layout: Julie Montgomery, M.A., CAW Program Associate

©InterAction, 1999.
I ISBN 0-9678813-3-1
All rIghts reserved. First Edition
ISBN Pending

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TABLE OF CONTENTS
I
The Gender Audit: An Overview 1
I Rationale
Purpose
I Assumptions
Making Organizations Gender Responsive
I Overview of the Gender Audit Process 4
I Preparing for the Gender Audit Process 5

I Conducting the Gender Audit 6

I List of Questions in Gender Audit Questionnaire

Sampling Strategies
Data Collection
I Analyzing the Results
Univariate Analysis
I Composite Analysis
Bivariate Analysis
I Presenting the Gender Audit Questionnaire Results 15

I Using the Gender Audit Results in Action Planning 19

I Summary 20

References 21
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Appendixes
I CAW Gender Audit Questionnaire, 1998
CAW Gender Audit Codebook
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I THE GENDER AUDIT: AN OVERVIEW

I Development can only have a beneficial outcome for women

when the working culture, structure, systems and procedures,
and underlying values of the institution which shape women's lives
I themselves reflect a concern for gender equity.
Fenella Porter, Ines Smyth and Caroline Sweetman*

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Those who work on gender in development and humanitarian assistance organizations are be-

I coming more aware of the role organizational structure and organizational culture play in the design
and delivery of gender sensitive programs and projects. The differential access to and control over
resources and benefits women and men encounter through development projects and humanitarian
relief efforts are inextricably linked to the gendered nature of the organization providing the assis-
I tance. As Caroline Sweetman argues, "Working on gender issues obliges organizations to set their own
houses in order, and change aspects of the organizational culture which discriminate against women
staff and women 'beneficiaries'."l
I A fundamental premise underlying the CAW's support of InterAction member agencies' gen-
der equity initiatives is that gender equity must be integrated in member organizations programming

I and organizational practices to bring about sustainable organizational change. Thus, the CAW's Gen-
der Audit is designed to capture both the programming and organizational characteristics in InterAction
member agencies.

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I The Gender Audit is an assessment tool and process for organizations to use in identifying
staff perceptions of how gender issues are addressed in their programming portfolio and internal
organizational processes. The Audit is designed to garner information on the gender status in organi-
I zation vis a vis the Gender Equity Amendments in the PVO Standards, InterAction's ethical and opera-
tional principles. The Amendments, encompassing governance, management, personnel and programs,
are:

I C1 Develop a written policy that affirms a commitment to gender equity in organizational

structures and in staff and board composition;
C1 Train program staff in gender analysis for program planning, implementation and evalua-
I C1
tion;
Institute gender analysis and planning in all phases of the program process, in collaboration
with local NGO partners;

I C1 Integrate gender sensitivity into human resource development for staff at all levels to
improve organizational effectiveness, promote non-discriminatory relationships and respect
for diversity in work and management styles;

I • Fenella Porter, Ines Smyth and Caroline Sweetman, eels. (1999) Gender Works: Oxfam Experience in Policy and Practice,Oxfam
Publishing, Oxford, pp. 3-4.
1 Caro! Sweetman, ed. (199n Gender in Development Organizations, Oxfam (UK and Ireland) p.l.

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D
D
Include gender awareness in job performance criteria;
Strive to increase the number of women in senior decision-making positions and on Boards
of Directors:
I
D

D
Institute family friendly policies and create an environment that enables both women and
men to balance work and family life;
Develop policies and practices that support equal pay for equal work; and
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D Establish a mechanism, consistent with the organization's mission and constituency, which
operates with a mandate from the CEO to promote and monitor the integration of gender
equity in programs.
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The Audit provides organizations with a tool and approach to assess their compliance with the
Gender Equity Amendments and to develop an action plan for addressing identified weaknesses and
enhancing strengths. The results of the Gender Audit provide organizations with three useful out-
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puts: (1) a reflection of the status of gender equity within the organization, (2) a baseline for collec-
tive discussion and analysis, and (3) a participatory process that builds organizational ownership for
the agency's gender equity initiative. The Audit enables organizations to identify the impact of gender
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relations on their agency's culture, processes, programs and organizational performance. When the
specific patterns of gender relations in an organization are uncovered, it becomes possible to work
within the organization to change the unequal patterns and to reinforce the equalizing ones, making the
organization more gender responsive.
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The CAW's Gender Audit is based on several key assumptions: I
1.

2.
Gender inequality is often embedded in organizations' values, culture, processes and
programs.
Gender inequality in organizations often inherently favors masculinist content and work-
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ing styles and disadvantages feminine/feminist content and working styles.
3. Organizational change in support of gender equity involves changes in women's and men's
roles and relations.
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4. Gender equality can enhance organizations' productivity, efficiency and sustainability

5.
because gender cross cuts every sector and section within organizations.
Gender equity in organizations is achievable and positive sum in the long run. I
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The CAW's experience with InterAction members consistently highlight the significance of
four (4) important elements in transforming gender blind organizations into gender responsive ones: I
Political Will - evidenced when top-level leadership publicly support gender integration,
D
effectively communicate the organization's commitment to gender equity, commit staff
time and financial resources, and institute needed policies and procedures.
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D Technical Capacity - evidenced in increased staff skills in gender analysis, adoption of new
systems for gender disaggregated data, and the development of gender sensitive tools and
procedures. I
D Accountability - evidenced in institutional incentive and requirement systems that encour-

D
age and reinforce behaviors within individuals and within an organization as a whole.
Organizational Culture - evidenced in a gender-balanced staff, a gender sensitive gover-
nance structure, and the equal valuing of women and men's working styles.
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- Vision
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GENDER INTEGRATION FRAMEWORK ~~~ \"..

Integrating gender in an organization's activities and structures has both an external and
internal dimension. Externally, gender integration fosters the participation of and benefits to women and men m an
organization's initiatives or services. Internally, gender integration promotes women's leadership and
-~~
r "'/----" ) - .
equality in an organization's own policies and structures. ----.. ( ) f ). _
"'\r g ani z a«i 0 n a I v -j _
Process
Gender integration is an organic process, akin to a living tree. At the root of the process is
'\ ;Qu It)t(r~J /y--)
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political will. An organization with strong political will, like a tree with strong roots,
can support the development of three vital branches:
accountability and a positive organizational culture.
technical capacity, -'II'" .---.
'------_._--}
,
_., SJ
-'"---...-

Sustainability
To become institutionalized, gender integration builds organizational capacity
and ownership in gender-sensitive programming, organizational structures, and
procedures, as the four interdependent parts develop:
• Political will becomes evident when top-level leadership publicly support
gender integration, commit staff time and financial resources, and institute needed policies
and procedures.
• These conditions lead to a favorable organizational culture, which involves progress toward
a gender balanced staff and governance structure, as well as equal valuing of women and men in
the workplace.
• As organizational culture transforms, technical capacity must develop, including staff skills
in gender analysis, adoption of systems for gender disaggregated data, and
development of gender sensitive tools and procedures.
• Because gender integration ultimately involves organizational change, systems of
-~.- ... --
accountability are also essential. Both incentives and requirements are necessary to
encourage and reinforce new behaviors, within individuals and within an organization as a whole.

Framework developed by Suzanne Kindervatter, Commission Director; Patricia Morris, Gender and Development ~V~·· //
\
Specialist; and Amy Woods, Program Associate. January 1999. ./(.('\ -J )
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Commission on the Advancemenfo'--Women"- /

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CJlnterAction®
-.s- 1717 Massachusetts Ave., NW #70 I
Washington, DC 20036
Phone: 202-667-8227
www.interactioD.org
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The CAW's Gender Audit is a two-stage process that allows for the collection of information
to assess the status of gender equity in development and humanitarian assistance organizations. The
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first stage of the Gender Audit process is the Gender Audit questionnaire. The questionnaire was
designed to help organizations assess the range of understanding, attitudes, perceptions and reported
behavior among staff in their own organization. The responses to the questionnaire also serve as a
baseline of staff perceptions on the status of gender equity in their organization's programs and
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processes. The questionnaire focuses on the following five (5) areas of programming and six (6) areas
of organizational processes: I
Gender Audit Questionnaire Outline:

I. Programming I
1.
2.
3.
Program Planning and Design
Program Implementation
Technical Expertise
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4. Monitoring and Evaluation
5. Partner Organizations I
II. Organization

1. Gender Policies I
2. Staffing
3.
4.
5.
Human Resources
Advocacy, Marketing and Communications
Financial Resources
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6. Organizational Culture
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The second stage of the Gender Audit process is the Discussion, Analysis and Planning Phase.
This is the point where a focused review of the results of the Gender Audit questionnaire by staff of
the organization takes place. The review provides the basis for action planning in support of an
organization's gender equity initiative. The analysis phase presents staff with the compilation of the
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questionnaire results and involves them in exploring the findings and trends in more depth. Depending
on the size of the organization, the second stage of the audit process may take one of three shapes.
For small organizations (less than 50 staff and no overseas units), all staff can be involved in the focus
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group discussion and planning sessions. For medium size organizations, (50 to 300 staff and few
overseas units), focus group discussions and planning sessions with representatives from the various
divisions should be convened. For large organizations (over 300 staff and a significant number of I
overseas units), convene a Gender Task Force comprised of representatives from all levels and divi-
sions in the organization.

The output of the Gender Audit process should be a detailed action plan that builds on the
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organizational strengths in support of gender equity and outlines initiatives, strategies, processes and
guidelines to integrate gender in the weaker areas. The desired outcome of the Gender Audit process
is shared ownership and action to move toward a gender-friendly organization.
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Institutional assessments like the Gender Audit require a strategy to communicate the initiative's
I rationale, purpose and intended impact on the staff's day to day work as well as the overall organiza-
tional mission. For the Gender Audit process to run smoothly, it requires consistent and demonstrated
political will from senior managers in the organization. An effective and transparent communications
I strategy allays the fears and cautiousness often found in organizations launching a gender equity
initiative.

I A communications strategy is a plan, method or series of maneuvers for obtaining a specific

goal or result, in this case the understanding of and support for the organization's Gender Audit.
Strategic communications for the Gender Audit process focus on the needs of the organization's staff
and the organization itself. In this case, the primary objectives of an internal communications strat-
I egy is to promote broad participation in the organization's assessment of gender equity in programs
and organizational structure.

I The CAW recommends inclusion of the following steps for your organization's Gender Audit
communications strategy:

I 1. Have senior manager's spell out your organization's gender equity mission. The
organization's senior managers should discuss what it is they are trying to accomplish. If
there is an organizational gender policy, it should be reflected in your internal communica-
tion goals and regularly shared throughout the organization.
I 2. Convene a brainstorming meeting. Your organization's top decision-makers, gender task
force or advisory group should hold an initial communications strategy session to clarify
I where communications ranks in the organization's gender equity initiative and in the plans
for carrying out the Gender Audit. End the meeting by finalizing communications goals.
Prepare a final communications plan with an implementation procedure, which clearly iden-

I tifies the channels and content of communication. Memos, meetings, newsletters, e-mails
and other channels of communication should all be mutually reinforcing.

3. Place communications high on your priority list for the conduct of the Gender Audit.
I You should have a clear understanding of where your communications strategy fits in your
overall objectives and priorities for the Gender Audit, your gender equity initiative and
the organization's overall goals. The strategy should cover all phases of the Gender Audit
I - beginning with an announcement of the initial launch of the Gender Audit to regular
updates of intermediate progress throughout the implementation stage, and conclude with
communications highlighting the final evaluation of the initiative.

I 4. Commit to being proactive. An internal communications strategy requires recognition of

the need for the strategy and strong personal commitment to flourish. Ensure that every-
one in the entire organization is shown the relationship between the elements in their jobs
I and the information being sought through the Gender Audit. Creativity and energy go a
long way in fashioning a successful internal communications strategy.

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I 2 Adapted from The J'ossey-Bass Guide to Strategic Communications for Non-Profits, Kathy Bonk, Henry Griggs and Emily
Tynes, 1999, Josey-Bass, Inc. San Francisco, CA and the work of InterAction's Commission on the Advancement of Women.

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The Gender Audit assessment is conducted in two phases. Phase one, the Gender Audit ques-
tionnaire, staff complete a questionnaire based on the elements of the Gender Equity Amendments.
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Depending on the agency's size, all staff or a sample of the staff answer the Gender Audit's 82 ques-
tions. Phase two, the Focus Group/Task Force sessions, take what is learned from the questionnaire to
develop a gender action plan. The Gender Audit process, when conducted in a systematic and partici-
patory manner, results in increased organizational understanding, ownership and readiness to act on an
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agency-wide gender equity initiative. The following section provides directions on how to conduct
phase one of the Gender Audit. I
Phase I: The Gender Audit Questionnaire

The Gender Audit questionnaire is designed to solicit three types of information concerning I
the status of gender equity in development and humanitarian assistance organizations. The three
categories of information are the following: (1) to what extent, (2) to what intensity, and (3) with what
frequency? I
To what extent?

Questions or statements designed to determine the extent of gender equity have the follow-
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ing response categories:
Cl Not at all - there is no policy or system in place, little awareness by staff, no training
available, and no expressed commitment by leadership.
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Cl To a to a limited extent - there is a policy being developed or in place but not implemented,
the system is somewhat effective, dialogue on values or norms has begun, minimal training
provided, leadership supportive but not proactive.
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Cl To a to a moderate extent - there is a policy in place and usually implemented, the system

Cl
is usually effective, values and norms commonly expressed, training available to
some staff, and leadership is clearly supportive.
To a to a great extent - policy is fully in place and reliably implemented, the system is
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usually effective, values and norms are widely shared, training is Widely implemented, and

Cl
leadership is strongly and visibly committed.
To the to the fullest extent - a comprehensive policy is fully implemented and monitored,
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the system is very clear and effective, value and norms are widely shared and evident in
actions, there are well-designed training programs regularly available for a large number
of staff, and leadership champions the issue. I
To what intensity?
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Questions or statements designed to determine the intensity of gender equity have the
following response categories:

Cl Strongly agree - very clear and strong support for the statement.
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Cl Agree - support for the statement.
Cl
Cl
No Opinion - neither support of lack of support for the statement.
Disagree -lack of support for the statement.
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Cl Strongly disagree - very clear and strong lack of support for the statement.
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I With what frequency?

Questions or statements designed to determine the frequency of gender equity have the
following response categories:
I o Always - very consistent and regular practices, behaviors and implementation of policies.
o Frequently - fairly reliable practices, behaviors and implementation of policies.
I o Occasionally - meaning irregular practices, behaviors and implementation of policies.
o Seldom - infrequent, inconsistent practices, behaviors and implementation of policies.
o Never - no practice, behaviors or implementation of policies.

I The two areas the questionnaire seeks information on the extent, intensity and frequency of
gender equity are programs and organizational processes. The CAW considers these two areas central
to the Gender Audit process as best practices from the InterAction community support the impor-
I tance of institutionalizing the integration of gender equity in both member agency programming and
organizational policies.3 As indicated earlier, there are several dimensions of programming and orga-
nizational processes, which are distinguished in the Gender Audit questionnaire. On the programming

I side, five (5) dimensions are explored. Three of those dimensions cover the phases of the program
process. Those dimensions are (1) program planning and design (2) program implementation and (3)
monitoring and evaluation. The other two dimensions focus on (1) technical expertise and (2) partner
organization relations. There are 4-7 questions in each sub-section of the programming section of the
I questionnaire. Table I provides an explanation of the kind of information each sub-section of the
programming section seeks from questionnaire respondents.

I Table I.
Programming Dimensions Types of Information Sought

I Program Planning and Design The extent to which gender sensitive organizational
procedures and methods are used to conceptualize and

I design development and humanitarian assistance projects in

the field.
Program Implementation The extent and intensity of gender responsive

I Technical Expertise
implementation of field projects.
The extent and frequency of technical gender expertise in
the organization.
I Monitoring and Evaluation The extent and intensity with which gender disaggregated
data and information is incorporated in the monitoring and
evaluation of organizational projects and program outcomes.
I Partner Organizations The extent to which gender equity is integrated in an
agency's partner or local NGO affiliate relations.

I On the organizational side, six (6) dimensions are explored. As in the programming section there
are 4-5 questions in three of the sub-sections, (1) gender policy, (2) staffing, and (3) advocacy, mar-
keting and communications of the organizational portion of the questionnaire. The other three sub-
I sections, (1) organizational culture, (2) human resources, and (3) financial resources accordingly have
20,12 and 4 questions. The six dimensions on the organizational section of the questionnaire and the
types of information sought from respondents are listed in Table II.

I 3Kari Hamerschlag, Annemarie Reerink, Suzanne Kindervatter (ed.), (1998), 2nded. Best Practices for Gender Integration in
Organizations and Programs from the InterAction Community, InterAction, Washington, DC.

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Table II. I
Organizational Dimension Types of Information Sought

Gender Policy The nature, quality, extent and intensity of

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support for the organizations gender policy.
Staffing The extent of gender balance in
organizational staffing patterns.
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Human Resources The level, extent and intensity of gender
sensitive human resource policies, family
friendly policies, and gender considerations
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in hiring and personnel reviews.
Advocacy, Marketing and Communications The quality and extent of gender sensitivity
in the organization's communications and
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Financial Resources
advocacy campaigns.
The level and extent of organizational
resources budgeted to support gender
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Organizational Culture
equity efforts.
The extent and intensity of gender I
sensitivity in the organizational norms,
structures, systems, processes and relations
of power. I
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The Gender Audit formally begins when staff respond to the questions, thereby initiating a
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sketch of their knowledge and perceptions of the status of gender equity in their organization. The
following is a list of the questions included in each sub-section of the Gender Audit questionnaire. It
is important to know exactly what questions are asked in the questionnaire to understand the meaning
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of the answers given in response.

o Program Planning and Design I

1. Is the integration of gender equity in programs/projects mandated in your organi-
zation?
2. Are gender equity goals and objectives included in program/project design?
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3. For each program/project, is there a needs assessment, including an analysis of
gender roles and responsibilities in the targeted community?
4. Are best practices in gender integration in programming incorporated in subse- I
quent program/project design?
5. Are gender questions or criterion included in your program/project proposal ap-
prova/process?
6. Does your organization use participatory methods to incorporate the views and
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preferences of both male and female community members in project design?
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I o Program Implementation

1. Does the implementation plan for programs/projects include activities that

strengthen skills and provide women with equal access to services and training?
I 2. Does the implementation plan for programs/projects include activities that
strengthen skills and provide men with equal access to services and training?
3. Do your project implementation strategies and plans take into account existing

I 4.
gender roles and interests of both male and female participants?
Female beneficiaries of my organization's programs/projects value and see our
programs/projects as beneficial to their lives.
5. Male beneficiaries of my organization's programs/projects value and see our pro-
I 6.
grams/projects as beneficial to their lives.
My organization has developed the capacity to recognize and handle resistance to
addressing gender issues in our programs/projects.
I o Technical Expertise

I 1. Is there a person or division responsible for gender in your organization?

2. Is there assigned staff responsibility for gender integration in different depart-
ments?
3. Do staff have the necessary knowledge, skills and attitude to carry out their work
I with gender awareness?
4. Does your organization consistently draw upon a person or division within the or-
ganization who is responsible for gender programming?
I 5. Is there training of project and program staff in gender planning and analysis?
6. Program/project planning, monitoring, evaluation and advisory teams in my organi-
zation consist of members who are gender-sensitive and include at least one per-

I son with specific expertise and skills on gender issues.

o Monitoring and Evaluation

I 1. Is gender disaggregated data collected for projects and programs?

2. Is the gender impact of projects and programs monitored and evaluated?
3. Does your organization have sectoral specific indicators that include a gender
I dimension?
4. Gender disaggregated data provides useful information for program/project evalu-
ation and subsequent program/project design.

I 5. My organization's programs/projects contribute to the empowerment of women

and the changing of unequal gender relations.
6. My organization's programs/projects contribute to increased gender equity in the
following areas:
I • Material well being
• Access to resources
I •
•
Access to training
Participation in decision-making
• Self-respect/legal status

I 7.
• Control over benefits
My organization's programs/projects contribute to increased gender equity in the
following areas:
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• Material well being
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• Access to resources
•
•
•
Access to training
Participation in decision-making
Self-respect/legal status
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•
•
•
Control over benefits
Control over resources
Participation in public sector
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• Beneficiaries view of the project's benefit to their lives

o Partner Organizations I
1. Is commitment to gender equity a criteria in your organization's selection of part-
ner or local NGO affiliates?
2. Is a gender policy included in the written agreements outlining your organization's
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relationship with partner or local NGO affiliates?
3. Does your organization provide training and tools on gender planning, analysis an d
evaluation to partner or local NGO affiliate staff?
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4. What are some of the obstacles to incorporating gender analysis in program/project
planning, implementation and evaluation in your organization? Please check all that
apply. I
•
•
•
Unit size
Level of staffing
Office culture/environment
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• Natural culture
•
•
Lack of financial resources for gender programming
Lack of staff training on gender
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• Lack of gender analysis tools
•
•
Lack of support from senior management
Low organizational priority for gender issues I
• Other
o Gender Policy I
1. Does your organization have a written gender policy that affirms a commitment to
gender equity?
2. Does your gender policy have an operational plan that includes clear allocation of I
responsibilities and time for monitoring and evaluation?
3. Is gender taken into account during strategic planning for organizational activi-
ties?
4. Everyone in the organization feels ownership over the gender policy.
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5. Management takes responsibility for the development and implementation of the
gender policy. I
CI Staffing

1. At headquarters, has there been an increase in the representation of women in

senior management positions in the past few years?
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2. In the field, has there been an increase in the representation of women in senior
management positions in the past few years?
3. Has there been an increase in the representation of women on your organization's
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board in the past few years?

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4. Are there proactive strategies implemented to recruit or promote women into se-
I nior management positions?
5. Does management show respect for diversity in work and management styles in
your organization?
I o Human Resources
1. Is there a written equal opportunity policy?
I 2.
3.
Are there flexible work arrangements in your organization?
Is there a maternity and paternity leave policy?
4. Is there a child care and dependent care leave policy?
I 5.
6.
7.
Is gender awareness included in all job descriptions?
Is gender awareness included in job performance criteria?
Is there training of staff in gender awareness and sensitization?
8. Is there training of senior management and members of boards in institutionalizing
I 9.
the integration of gender into the management of the organization?
My organization promotes teamwork. involving both men and women.
10. Management is committed to promoting female representation at senior levels of
I 11.
my organization. including the Board.
There has been a gradual increase of gender expertise among staff members in my
organization.

I 12. Good performance in the field of gender is rewarded in my organization.

o Advocacy, Marketing and Communications

I 1. Are advocacy campaigns and initiatives planned and informed by a gender perspec-
tive?
2. Are your advocacy policies and plans influenced and advised by women's organiza-
I tions, networks and gender experts?
3. Is gender incorporated in your organization's communications, fund-raising and media
strategies?
I 4. Is a gender perspective reflected in your publications, for example books, bro-
chures,newsletter?

o Financial Resources
I 1. Has your organization budgeted adequate financial resources to support it's gen-
der integration work?
I 2. Are financial resources allocated for the operationalization of the gender policy at
all levels?
3. Is staff training in gender issues and analysis systematically budgeted for?
I o Organizational Culture
1. Does the organization comply with gender sensitive behavior, for example in terms
I 2.
of language used, jokes and comments made?
Does the organization comply with gender sensitive behavior and procedures to
prevent and address sexual harassment?
I 3.
4.
Is staff in your organization committed to the implementation of a gender policy?
Are gender issues taken seriously and discussed openly by men and women in your
organization?

I 5. Is gender stereotyping (e.g. "those gender blind men" or "those feminists,") ad-
dressed and countered by individual staff members in your organization?

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6. There is a gap between how men and women in my organization view gender issues.
7. The staff in my organization are enthusiastic about the gender work they do. I
8. Staff in my organization think that gender fits into the image of our 0 rgan i za-
tion.
9. Women in my organization think that the organization is woman friendly.
10. Men in my organization think that the organization is woman friendly.
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11. My organization has a reputation of integrity and competence on gender issues
amongst leaders in the field of gender and development.
12. My organization could do much more than it is currently doing to institutionalize
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gender equity.
13. The organizational culture in my organization places a higher value on the ways
males tend to work and less value on the ways females tend to work.
14. Meetings in my organization tend to be dominated by male staff.
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15. The working environment in my organization has improved for women over the past
two years.
16. It is unfair to promote women more than men in my organization's field programs/
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projects.
17. In my organization, males have a much easier time establishing personal and profes-
sional networks within the organization than do females.
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18. In your organization, what are three characteristics of an ideal worker?
19. What do you think your organization should do to take action on gender integra-
tion?
20. Please describe any successes or challenges you have experienced in
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integrating gender in programming or other aspects of work in your organization.
This information will be used in follow-up research and in the targeting of support. I
o Demographic Information

1.
2.
Are you male or female?
What is your position in your organization?
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3. Where is your base of work located?
4. What is your age? I
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The information from the Gender Audit questionnaire should come from the responses of
staff selected as a representative sample of the organization undergoing the audit. Depending on the
size of the organization, the CAW recommends the following sampling strategies. For small to medium
organizations or a small country office (less than 100 staff), all staff should complete the question-
naire. For medium to large organizations, a representative sample of at least 25-30,},0 inclusive of a
proportional number of respondents from each unit or department including overseas offices should
be taken. Organizations with a large number of non-program staff may wish to administer the program
section of the questionnaire exclusively to program staff if there are clear indications that non-
program support staff are completely unfamiliar with the organization's overseas programs. In this
case, non-program staff will only fill out the organization section.

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I The CA W has found that the response rate for the Gender Audit questionnaire increases not
only when a detailed communications strategy is in place, but also when issues of confidentiality are
part of the design of the administration of the questionnaire. Consequently, the CAW recommends
that the questionnaire be delivered to staff via interdepartmental mail with a return stamped enve-
I lope.

The CAW has also experimented with the administration of the questionnaire via e-mail. For
I this option to work effectively given current technology it should have a neutral recipient to meet
confidentiality requirements. It also requires either download capability or an on-screen facility able
to prOVide adequate screen formatting of the questionnaire. In short, e-mail administration of staff
responses to the questionnaire requires additional technical support, training and instructions.
I
I Once you have collected staff responses to the questionnaire, you can begin the analysis of the
data. The data can be tallied by hand, calculator or through a statistical analysis software package like
I SPSS.l The CAW recommends that you conduct the following three types of analysis on the data you
collect from the questionnaire:

I 1. Univariate Analysis
2. Composite Measure Analysis
3. Bivariate Analysis

I Univariate Analysis

Univariate analysis focuses on the responses of a single question at a time. It helps us to

I describe the range and the average answer respondents provide for to each question. For example,
when we calculate descriptive statistics for responses to the question "Program/project planning,
monitoring, evaluation and advisory teams in my organization consist of members who are gender-

I sensitive and include at least one person with specific expertise and skills on gender issues," we may
find an average response of "occasionally," with 6% saying "always," 2310 reporting "frequently," 30%
saying "occasionally," 26% reporting "seldom," and 1510 saying "never."

I Arriving at these percentages is rather straightforward. You basically tally the number of
respondents providing the same response category for each question. In other words, you count the
number of respondents who, strongly agree, agree, etc. for each question. The totals for each re-
I sponse category can then be translated into percentages by dividing that number by the total number
of respondents. Hence if there were 100 staff that filled out the questionnaire and 20 of them
strongly agreed with the first question, it would translate to 2010. It is important to translate the

I number of responses into percentages since they facilitate comparisons across questions. It is also
useful to identify the average answer for each question. Since the Gender Audit questionnaire re-
sponse categories are ordinal, the response category with the most responses represents the average
answer.
I
I 4Information on SPSS, Statistical Packages for the Social Sciences, may be found on the worldwide web at <http://
www.spss.com>.

I 13

I
 I
Composite Analysis
I
On the other hand, the composite measure analysis is an index made up of the answers respon-
dents provide on multiple questions that represent various indicators of a single concept, like technical
capacity or one of the organization dimensions like human resources. When we calculate a composite
measure statistic for technical capacity we may find that respondents on average rate the level of
I
gender integration in the organization's technical capacity as 1.8 on a scale of 1-5 with one being low
and five being high. I
Creating composite measures or indexes is a three-part process. First, you must identify the
questions that make up the concept or dimension you wish to measure. The CA W recommends that you
create composite measures for the five (5) programming dimensions and the six (6) organizational
dimensions. Second you sum the scores for each respondent's answer to the questions for the se-
I
lected dimension. Be sure to exclude "don't know" responses. Third, you divide the sum by the number
of questions for the selected dimension. The result is a composite measure for each respondent. Once
you have calculated the composite score for each respondent, you can proceed to calculating the
I
average composite score for the entire sample. The CAW also recommends that you create composite
scores for the four (4) concepts in the Gender Integration Framework presented above. The ques-
tions the CAW recommends for inclusion in the composite scores for the four concepts are presented I
in the Table III. Please refer to the Gender Audit codebook in Appendix II for a key to identify the
questions the variable names in Table III refer to.
I
Table III.
Gender Integration Questions to Include in Composite MeasurelIndex I
Framework Concepts
Political Will Mandate, goals, criteria, policy, plan, strategy, own, manage,
senior, field, board, recruit, diverse, budget 1-4
I
Technical Capacity All the questions in the technical expertise sub-section of the

Accountability
questionnaire
Data, impact, sector, desiqn, power, job 1-2
I
Organizational Culture All the questions in the organizational culture sub-section of
the questionnaire I
Bivariate Analysis

Bivariate analysis opens the possibility to explore cause and effect by focusing on two vari-
I
ables at a time. Of particular interest in a bivariate analysis are the differences in female and male
staff responses to the Gender Audit questions. We may find for example that more men either agree
or strongly agree that at their organization more value is placed on the way men work and less on the
way women work. Because the response categories for the questions are ordinal, the CAW recom-
I
mends that you crosstabulate the answers to the questions in the program and organization sections
with the answers to the questions in the demographic section of the questionnaire. This analysis allows
you to highlight patterns that emerge which answer the question does knowing a respondent's sex,
I
position, age or region of work help to better predict their responses to the questions in the program
and organization sections. If you are using a statistical software package, measures of association
(Cramer's Vand/or the Contingency Coefficient) should be calculated and you should conduct the chi- I
square test of statistical significance. The measures of association indicate the extent and strength
of the relationship between the demographic factors and the responses to the programming and orga-
nization questions. The test of statistical significance lets you know to what extent the results you
found in the crosstabulations could have occurred simply by chance or are systematic (meaning the
I
14
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differences in the answers are related to the differences in the demographic factors like whether one
I is male or female, in the field or at headquarters, etc.).

The CAW also recommends that you calculate the correlation (Spearman's Rho) for the com-
I posite measures, particularly the four (4) concepts in the Gender Integration Framework in Figure I.
The correlation analysis helps you to identify the strength of the relationship between political will,
organizational culture, technical capacity and accountability.

I Narrative responses should be reviewed to get a sense of respondents' range of answers. For
the question on the characteristics of a good worker the top responses should be tallied and pre-
sented. For the question on recommended actions, top responses should be tallied and presented.
I Responses to this question should also be grouped into the four concepts of the CAW's Gender Inte-
gration Framework and presented. Finally, a sampling of frequent and interesting answers to the
question on successes and failures should also be presented.
I
I Once you have completed the analysis of the questionnaire results, you should prepare to
present the results back to the staff of your organization. It is important for an organization to be
I aware that the Gender Audit questionnaire provides data for analysis and that the action plan develops
out of this analysis. The Gender Audit is not designed to present an expert plan for an organization to
adopt. It is designed to have the action plan emerge from the participatory deliberations of the

I agency's staff. Consequently, it is important to critically review. summarize and display the audit
results in a user-friendly manner. The CAW has found bar and pie charts to be indispensable for the
display of univariate analysis results. Tables have been most useful in the presentation of bivariate
analysis results.
I Since the Gender Audit questionnaire results are to be used in subsequent action planning
sessions, the CAW also recommends the use of a newsletter format for presentation of the most
I salient questionnaire results and as an initial review document for the action planning sessions. Figure
II is an example of a Gender Audit newsletter. The newsletter includes the following set of informa-
tion the CAW recommends for inclusion:

I o
o
The number of staff responding to the Gender Audit questionnaire
The percent of staff respondents in different positions in the organization
o The percent of organizational regions represented by staff
I o
o
The percent of male and female staff responding to the questionnaire
The organization's average composite score for the four (4) components of the CAW's
Gender Integration Framework

I o
o
The organization's composite score for the five (5) program dimensions and the six (6)
organizational dimensions
Salient differences in male and female responses to questions in the programming and
organization sections of the questionnaire
I o Regional differences in the composite score for the four (4) components of the CAW's
Gender Integration Framework

I
I
I 15

I
Figure 2: Gender Audit Newsletter
I
InterAction~
Commission on the Advancement of Women I
SAMPLE GENDER AUDIT RESULTS I
February 1999
I
700 Compassion Fund Staff Complete Fertile Ground for Gender Integration
at the Compassion Fund
I
Gender Audit
The results of the gender audit indicate that staff find a
Approximately 700 Compassion Fund staff participated in the
Compassion Fund's Gender Audit questionnaire launched last
welcoming environment for gender integration at the
Compassion Fund. The Compassion Fund scores in the
I
November. Of the 689 respondents, 59% were male staff. The medium range for three of the Commission on the
majority of the respondents (52%) to the gender audit were
between the ages of 31-40 with 14% ranging in ages 22-30; 28%
Advancement of Women's Gn1er Integration FrtlTf1i!lJXJ1k
components (free Diagram on page 2). The framework is a I
ranging in ages 41-50 and 6% ranging in ages 51-62. Responses to tool used by the Commission to measure staff perceptions of
the gender audit questionnaire came from all of the Compassion
Fund's regions including Asia, East Africa, SouthIWest Africa,
their organizations' level of gender integration. The
Commission's experience with InterAction members
suggests that organizations exhibiting the requisite level of
I
Latin America, and the US headquarters. po/itiml will accompanied by a positive ~ adJure,
REGION ~ aamnttthility and taJ.miJ:al expertise, integrate
gender quite successfully in their programs, management,
I
0 Asia 26% and human resources procedures.

0 East Africa 24%

On a scale of 1-5, with "1" indicating a low level on the
gender integration components and "5" indicating high, the
Compassion Fund scored a 2.6 on political will, a 3.2 on
I
0 SouthlWest Africa 44%
organizational culture, and a 2.7 on accountability. These
0 Latin America 19% scores, falling in the medium range, suggest an organizational
openness at the Compassion Fund for gender integration
I
0 US Headquarters 7% efforts in those three areas. The remaining area, technical
capacity, with a score of 2.0 highlights the need!opening for
improvement in this area. I
7he Ommissim's experiJ:m!wiJh InterAetim rn8r1lm sug§?StS that
mganizatims exhibiting the mptisite leai ifpo/itiml 'lJi11 aarrnjkl11iaJ I
INSIDE THIS ISSUE by a posiJiremganizatimal adJure, ~ t:«ml11JahiJit ani

1 700 Compassion Fund Staff Complete Gender Audit

tB1miatl expertise, irmgrate wJer quite sua:essfiJJy.•.

These results fall in line with the recommendations staff

I
1 Fertile Ground for Gender Integration at the identified in the gender audit. Over half of the staff

2
Compassion Fund
Staff Identified Obstacles to Gender Integration at the
respondents (52%) recommended that the technical capacity
of staff be improved through gender analysis and evaluation
I
Compassion Fund workshops and!or the development and institutionalization

2 How the Gender Integration Process Works of gender analysis tools for project design and evaluation.
Almost 40% of the staff respondents (38%) recommended I
that political will be improved by actions like the
3 Differences in Male and Female Staff Responses

3 Staff Ratings of the Compassion Fund's Gender

Integration Activities
development of a clear gender policy and the allocation of
adequate funds for gender related tasks. A smaller
percentage of staff (10%) suggested actions in the
I
Cartinu£d 00 saxnJ aiJmn, JMW 2

7be Canptssim Fund GtnIer AuditResults 1

I
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I
the Compassion Fund employees representing a wide range of organizational culture component, such as making gender
I staff positions filled out the gender audit questionnaire. equity an organizational norm and increasing the number of
women at the project manager level. Eight percent of
POSI'fION respondents focused on the accountability component and

I 0 Field Support Staff 4%

suggested the inclusion of gender awareness as a core staff
competency and as an evaluation criterion for project
coordinators.
0 HQ Support Staff 12%

I 0 M&E Support Staff 3%

0 Project Support Staff 33%

I 0 Regional Program management 13%

0 Sector Staff 19%

I 0 Senior Management Team 15%

I
I STAFF IDENTIFIED
OBSTACLES TO GENDER
I INTEGRATION AT THE
How THE GENDER INTEGRATION
PROCESS WORKS:
COMPASSION FUND Integrating gender in an organization's programs and

I o Lack of staff training on gender 68 %

organizational structure is an organic process, which is akin to
a living tree. The tree above symbolizes the gender integration
process. At the core or base of the process is political 'Will,
o Lack of gender analysis tools 60%

I o
o
National culture
Lack of financial resources for
49%
represented by the roots of the tree. An organization with
strong political will, like a tree with strong roots, is able to bear
much fruit, in this case the fruits of gender integration -
gender programming 37%
ta:hnical capacity, f1lXXJUJ1tI:1biity and a positive arganizatianal adture.
I o

o
Low organizational priority for
gender issues
Level of staffing
36%
32%
Strong political will, exhibited in a commitment of staff
time and organizational resources, facilitates a process for
building organizational technical capacity and ownership to

I o
o
Office culture!environment
Lack of support from senior
management
30%

19%
attain gender sensitive programming, organizational structures
and procedures. Organizational structures and procedures
promote effective institutional accountability. Strides in the
o Unit size 17%
I 01HER OBSTACLES IDENTIFIED By STAFF:
areas of political will, technical capacity and institutional
accountability are sustained by a positive political culture
whose institutional goal is the participation of and benefits to
women and men in development and humanitarian assistance

I o Not enough time due to emergency relief and

other important issues
programs while promoting women's leadership and equality in
programs and organizational structures.
o Gender not a priority in project planning and A sustainable gender integration process grows out of an

I o
design
Host government restrictions and resistance to
organizational commitment of political will, staff time, and
resources to: strengthen technical capacity, promote a positive
organizational culture; and institute mechanisms for individual,
gender equity
programmatic, and organizational accountability. -}
I o Too few qualified women

I 1he Canpzsim Fund Gender Audit Results 2

I /1
 Staff's Ratings of the Compassion
I
DIFFERENCES IN MALE AND
Fund's Level of Gender Integration
I
FEMALE STAFF RESPONSES The following table includes the average of staffs assessment

TO THE GENDER AUDIT of the Compassion Fund's level of gender integration in the
11 areas covered in the gender audit:
I
Male and female staff responses differed in the following
areas:
Program Design

Program Implementation
3.0 -moderate extent

3.0 -moderate extent

I
I. More men, about 90%, either agree or strongly agree
that female beneficiaries see the Compassion Fund's
programs as beneficial to their lives.
Technical Expertise
Monitoring and Evaluation
1.8 -limited extent
3.4 -moderate extent
I
2. More females, over 20%, saw office culture as an
obstacle to gender equity.
3. More men feh that there was only limited staff
Partner Organizations

Gender Policy
20 -limited extent

28 -moderate extent
I
ownership ofthe Compassion Fund's gender policy.
4. Less women felt that management had respect for
diversity in work and management styles.
5. More women, over 50%, felt that gender awareness
Staffing
Hwnan Resources
32-moderateextent

3.2 -moderate extent

I
was not included in all job descriptions. Marketing and Communications 3.0 -moderate extent
6. More men, over 40%, felt that management was
committed to promoting females to senior level
positions.
Financial Resources 2.2 -limited extent I
Organizational Culture 3.2 -moderate extent
7. More men, over 50%, agreed that there had been a
gradual increase in gender expertise among staff.
8. More women, about 30%, disagreed that there are
I
rewards for good performance in the field of gender.
Regional Dtffererr:es in Framework Components
9. More women, about 50%, felt that there were no
resources allocated by the organization for the
operationalization ofthe gender policy.
Political Organizational
I
Will Culture
10. More men, about 30%, felt that organizational
enforcement of the organization's sexual harassment
policy is done to a great extent.
Asia Moderate
2.6
Moderate
3.2
I
II. More women, 35%, felt that only to a limited extent
E.Africa Moderate Moderate
are gender issues taken seriously and discussed
equally among men and women in the organization.
12. More women, about 50010, felt the gender
SfW Africa
2.9
Moderate
3.2
Moderate
I
2.5 3.0
stereotypes are not addresses at all or addressed only
to a limited extent in the organization.
13. More men, 40%, agree that the organization is
L. America

USA
Moderate
2.9
Low
Moderate
3.2
Moderate
I
woman friendly and also agree, 40%, that men 2.8
1.9
create organizational networks easier than women.
14. More men, almost 60%, either agree or strongly
agree that male staff dominates meetings.
Accountability Technical Expertise
I
15. More men, almost 70%, either agree or strongly
agree that at the Compassion Fund more value is
placed on the way men work and less on the way
Asia

E. Africa
Moderate
2.6
Moderate
Low
2.0
Low
I
women work. 2.2
2.7
SfW Africa Moderate
2.9
Low
1.8
I
L.America Moderate Moderate

USA
3.0
Moderate
2.5
Low
2.5

1.8
I
I
The Qmp:tssim FmJ Gentler AuditResuits J

I
I
I
I The results of the Gender Audit questionnaire and the Gender Audit newsletter constitute
the baseline information for collective organizational discussion and action planning. The CAW recom-
mends that this process be a participatory one either through focus group discussions or through the
deliberations of a representative Gender Task Force. The discussion and action planning sessions
I should include the following two steps:

1. A review of the Gender Audit results, which can be facilitated with the newsletter. This

I review helps staff in the focus groups or on the Gender Task Force to examine the reflec-
tion the questionnaire results paints of the status of gender equity in the organizations
programs and organizational processes.

I 2. A discussion of action steps to address identified weaknesses and enhanced strengths.

This step can be facilitated by a presentation of the action-recommendations staff
proposed in the questionnaire. These action recommendations are most useful when they
I are placed in the four (4) categories of the CAW's Gender Integration Framework. The
following are examples of action recommendations under the four categories:

I o Political Will
• Develop clear gender policy and have courage to implement it at all levels
• Allocate funds to train staff
I •
•
Require gender disaggregated data
Hire more women for field positions
• Present and popularize gender equity

I • Include gender equity goals and objectives in projects

o Technical Capacity
• Strengthen staff analytical and program skills in gender analysis
I •
•
Awareness and prOVide tools for staff and partner organizations
Create regional gender training teams
• Involve men

I o Organizational Culture
• Make gender equity an organizational norm
• Integrate gender equity in everyday procedures
I •
•
Use informal and formal techniques to promote gender equity
Continue to discuss issues of gender equity with impartiality
• Ensure that human resource policies are flexible for women and men and

I family friendly
o Accountability
• Make gender a performance criteria for project staff
I •
•
Encourage gender sensitive program/project planning and design
Include gender awareness as a core staff competency
• Recognize and reward good work on gender equity

I
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I 19

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I
Working for the realization of gender equity in the work of development and humanitarian
assistance organizations requires advocacy and interventions both in the field and at headquarters. I
The CAW's Gender Audit process is one tool to help organizations assess where they are and what they
need to do to increase gender equity in their programming portfolio and internal organizational pro-
cesses. The Gender Audit enables organizations to not only get the information they need for action
planning, but to also build organizational committment to move ahead with all parties on board. The
I
CAW cannot over-emphasize the importance of the Gender Audit as a participatory process, nor can it
over emphasize the need for internal mechanisms of information sharing to facilitate the flow of ideas
and plans. As InterAction member agencies and other organizations strive to promote equitable and
I
sustainable development and humanitarian assistance, and as they strive to comply with InterAction's
Gender EqUity Amendments, the Gender Audit process provides a handy tool.
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20
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I REFERENCES1
Australian Council for Overseas Aid, (1993), Women in Development and Affirmative Action Audit,
I ACFOA, Deakin, Australia.

Ellen Springer (1996), Tool for Organizational Gender Diagnosis, NOVIB, The Netherlands.

I PLAN International, (19XX), Guidelines for Integrating the Gender Equity Principle into PLAN's Do-
mains, Warwick, Rhode Island.

I Beryl Levinger and Evan Bloom (1997), Discussion Oriented Organizational Self-Assessment, http://
www.edc.org/INT/CapDev/dosintr.htm.

I Oxfam International, (1997), Oxfam International Gender and Diversity Mapping Tool.

BRAC, (1997), "Staff Attitudinal Survey," BRAC Technical Manual: An Action-learning Approach to

I Gender and Organizational Change, BRAC, Danka: Bangladesh.

Mandy Macdonald, Ellen Springer and Irene Dubel, (1997), "Guidelines for a Gender Assessment of an
Organization," Gender and Organizational Change: Bridging the Gap Between Policy and Practice, Royal
I Tropical Institute, The Netherlands.

Commission on the Advancement of Women, (1995) Gender Survey, InterAction, Washington, DC.
I
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I I The listed sources were consulted in the development and design of the CAWs Gender Audit Questionnaire. A number of the
issues and questions in these documents were adapted and modified for the questionnaire.

I 21

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I APPENDIX 1:
I CA W Gender Audit Questionnaire, 2000

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I f
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-------------------
O[Ji]J@crAction®
American Council for Voluntary International Action

Commission on the Advancement of Women

Gender Audit©
2000

-& ii
 Commission on the Advancement of Women

Gender Audit©
2000

InterAction's Commission on the Advancement of Women is working with member organizations to help them
develop a strategy to integrate gender more fully into its programming and organizational structure.

The Commission on the Advancement of Women was created in 1992 by InterAction's Executive Committee and
provides services to promote gender equity in the policy and practice of InterAction member agencies. As part
of your organization's plans to build on its successes to date and to address remaining challenges, InterAction's
Commission on the Advancement of Women has been asked to conduct a "Gender Audit," a process in which all
staff within the organization take stock of the current status of gender equity. While few organizations in the
world can claim to have achieved gender equity, the purpose of a gender audit is to help identify areas of
strength and achievements, innovative policies or practices, and continuing challenges as a basis for action
planning.

The Gender Audit focuses on two dimensions, programming and organizational structure. The Commission has
identified key indicators of progress towards achieving gender equity based on the experience of other members
and on research on gender and organizational change.

Once you have completed and returned the audit, your responses will be tallied and analyzed. The results of the
analysis will serve as the basis for a focus group process where a representative sample of individuals from
your organization will meet to discuss the salient issues identified in the analysis of the audit responses. At the
completion of the focus group process, the Commission will present recommendations to your organization's
management team for consideration in your organization's strategic planning process.

a2y iii
-------------------
The Gender Audit is divided into two sections. Each section has a number of sub-sections which focus more
closely on a specific area within that section. The questions and statements you are being asked to respond to
are preceded by a list of terms and an explanation of the response categories. Read the questions or statements
in each section and check the response category that best describes your response to the question or
statement. Your responses will be tallied with the responses of your fellow staff members. Your identity and
responses will remain confidential.

-?r- iv
 DEFINITION OF TERMS:
GENDER The socially learned roles and responsibilities assigned to women and men in a given culture and the
societal structures that support them.

GENDER EQUITY A condition in which women and men participate as equals, have equal access to resources, and equal
opportunities to exercise control.

GENDER SENSITIVE Being aware of the differences between women's and men's needs, roles, responsibilities, and
constraints.

GENDER ANALYSIS An organized approach for considering gender issues in the entire process of program or
organizational development. The purpose of gender analysis is to ensure that development projects
and programs fully incorporate the roles, needs, and participation of women and men. Gender analysis
requires separating data and information by sex (known as disaggregated data) and understanding
how labor, roles, needs and participation are divided and valued according to sex (whether one is a
man or a woman). Gender analysis is done at all stages of development projects.

~ v
-------------------
GENDER AUDIT OUTLINE:

I. PROGRAMMING

A. Program Design and Guidelines

B. Program Implementation

C. Technical Expertise

D. Monitoring and Evaluation

E. Partner Organizations

II. ORGANIZATION

A. Gender Policies

B. Staffing

C. Human Resources

D. Advocacy, Marketing and Communications

E. Financial Resources

F. Organizational Culture

vi
~7
 EXPLANATION OF RESPONSE CATEGORIES:

The Gender Audit is designed to solicit three types of information (1) to what extent?, (2) to what intensity?, and
(3) to what frequency?

TO WHAT EXTENT?
Questions or statements designed to determine the extent of gender integration have the following response categories:

Not at all- there is no policy or system in place, little awareness by staff, no training available, no expressed commitment by leadership.
To a to a limited extent· there is a policy being developed or in place but not implemented, the system is somewhat effective, dialogue on values
or norms has begun, minimal training provided, leadership supportive but not proactive.
To a to a moderate extent - there is a policy in place and usually implemented, the system is usually effective, values and norms commonly
expressed, training available to some staff, and leadership is clearly supportive.
To a to a great extent - policy is fully in place and reliably implemented, the system is usually effective, values and norms are widely shared,
training is widely implemented, and leadership is strongly and visibly committed.
To the to the fullest extent - a comprehensive policy is fully implemented and monitored, the system is very clear and effective, value and norms
are widely shared and evident in actions, there are well-designed training programs regularly available for a large number of staff, and leadership
champions the issue.
Do not know or DK- a lack of knowledge to respond to this question.

TO WHAT INTENSITY?
Questions or statements designed to determine the intensity of gender integration have the following response categories:

Strongly agree· very clear and strong support for the statement.
Agree - support for the statement.
No Opinion· neither support of lack of support for the statement.
Disagree. lack of support for the statement.
Strongly disagree. very clear and strong lack of support for the statement.

TO WHAT FREQUENCY?
Questions or statements designed to determine the frequency of gender integration have the following response categories:

Always· very consistent and regular practices, behaviors and implementation of policies.
Frequently - fairly reliable practices, behaviors and implementation of policies.
Occasionally. meaning irregular practices, behaviors and implementation of policies.
Seldom· infrequent, inconsistent practices, behaviors and implementation of policies.
Never - no practice, behaviors or implementation of policies.
Do not know or DK- a lack of knowledge to respond to this question.

2/J vii
-------------------
Please check the response that most accurately 4. Are best practices in gender integration in programming incorporated
describes your answer to the following questions in subsequent program/project design?
and statements:
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent
I. PROGRAMMING
[ ] to the fullest extent [ ] do not know

A. Program Planning and Design 5. Are gender questions or criterion included in your program/ project
proposal approval process?
This section focuses on procedures and methods used to
conceptualize and design development projects in the field.
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent
1. Is the integration of gender equity in programs/projects
mandated in your organization? [ ] to the fullest extent [ ] do not know

[ ] not at all [ ] to a limited extent 6. Does your organization use participatory methods to incorporate the
views and preferences of both male and female community members
[ ] to a moderate extent [ ] to a great extent in project design?
[ ] to the fullest extent [ ] do not know
[ ] not at all [ ] to a limited extent
2. Are gender equity goals and objectives included in [ ] to a moderate extent [ ] to a great extent
program/project designs?
[ ] to the fullest extent [ ] do not know

[ ] not at all [ ] to a limited extent

B. Program Implementation
[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know This section focuses on how development projects actually operate in the
field.
3. For each program/ project, is there a needs assessment,
including an analysis of gender roles and responsibilities in 1. Does the implementation plan for your organization's
the targeted community? programs/projects include activities that strengthen skills and
provide women with equal access to services and training?
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent [ ] not at all [ ] to a limited extent
[ ] to the fullest extent [ ] do not know [ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know
viii
ZfJ9
r
 2. Does the implementation plan for programs/projects 6. My organization has developed the capacity to recognize and handle
include activities that strengthen skills and provide men organizational resistance to addressing gender issues in our
with equal access to services and training? programs/ projects.

[ ] not at all [ ] to a limited extent [ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] to a moderate extent [ ] to a great extent [ ] Disagree [ ] Strongly Disagree
[ ] to the fullest extent [ ] do not know

3. Do your project implementation strategies and plans take c. Technical Expertise

into account existing gender roles and interests of both male
and female participants? This section focuses on the level ofyour organization's staff expertise in
gender analysis and evaluation.
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent 1. Is there a person or division responsible for gender in your
organization?
[ ] to the fullest extent [ ] do not know

4. Female beneficiaries of my organization's [ ] not at all [ ] to a limited extent

programs/projects value and see our programs/projects as [ ] to a moderate extent [ ] to a great extent
beneficial to their lives.
[ ] to the fullest extent [ ] do not know

[ ] Strongly Agree [ ] Agree [ ] No Opinion 2. Is there assigned staff responsibility for gender integration in
[ ] Disagree [ ] Strongly Disagree different departments?

5. Male beneficiaries of my organization's programs/projects [ ] not at all [ ] to a limited extent

value and see our programs/projects as beneficial to their
[ ] to a moderate extent [ ] to a great extent
lives.
[ ] to the fullest extent [ ] do not know
[ ] Strongly Agree [ ] Agree [ ] No Opinion
3. Does your organization consistently draw upon a person or division
[ ] Disagree [ ] Strongly Disagree within the organization who is responsible for gender programming?

[ ] not at all [ ] to a limited extent

[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know
;t,
",'!J
ix
- - - - - -- - - - - - - - -- - - -
4. Do staff have the necessary knowledge, skills and attitude D. Monitoring and Evaluation
to carry out their work with gender awareness?
This section focuses on the extent to which gender disaggregated data
[ ] not at all [ ] to a limited extent and information is incorporated in the monitoring and evaluation of your
organization's development projects and on program outcomes.
[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know
1. Is gender disaggregated data collected for projects and programs?
5. Have members of your organization received training in
gender planning and analysis? [ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent
[ ] not at all [ ] to a limited extent [ ] to the fullest extent [ ] do not know
[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know 2. Is the gender impact of projects and programs monitored and
evaluated?
6. Program/project planning, monitoring, evaluation and
advisory teams in my organization consist of members who [ ] not at all [ ] to a limited extent
are gender-sensitive and include at least one person with [ ] to a moderate extent [ ] to a great extent
specific expertise and skills on gender issues.
[ ] to the fullest extent [ ] do not know

[ ] Always [ ] Frequently [ ] Occasionally 3. Does your organization have sectoral specific indicators that include a
[ ] Seldom [ ] Never gender dimension?

[ ] not at all [ ] to a limited extent

[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know

4. Gender disaggregated data provides useful information for

program/ project evaluation and subsequent program/ project design.

[ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] Disagree [ ] Strongly Disagree

x
J/
 5. My organization's programs/projects contribute to the participation in
empowerment of women and the changing of unequal the public sector [ ] YES [ ] NO [ ] DK
gender relations. beneficiaries view of the
project's benefit to their
[ ] Strongly Agree [ ] Agree [ ] No Opinion lives [ ] YES [ ] NO [ ] DK
[ ] Disagree [ ] Strongly Disagree
E. Partner Organizations
6. My organization's programs/projects contribute to
increased gender equity in the following areas:
This section focuses on the level of gender integration in your
organization's relations with partner or local NGO affiliates.
material well being [ ] YES [ ]00 [ ]~
access to resources [ ] YES [ ]00 [ ]~ 1. Is commitment to gender equity a criterion in your organization's
access to training [ ] YES [ ]00 [ ]~ selection of partner or local NGO affiliates?
participation in
decision-making [ ] YES [ ]00 [ ]~ [ ] not at all [ ] to a limited extent
self-respect/legal status [ ] YES [ ]00 [ ]~ [ ] to a moderate extent [ ] to a great extent
control over benefits [ ] YES [ ]00 [ ]~ [ ] to the fullest extent [ ] do not know
control over resources [ ] YES [ ]00 [ ]~
2. Is a gender policy included in the written agreements outlining your
participation in
organization's relationship with partner or local NGO affiliates?
the public sector [ ] YES [ ]00 [ ]~
[ ] not at all [ ] to a limited extent
7. My organization's programs/projects collect gender
[ ] to a moderate extent [ ] to a great extent
disaggregated data in the following areas:
[ ] to the fullest extent [ ] do not know
material well being [ ] YES [ ] NO [ ] DK
3. Does your organization provide training and tools on gender
access to resources [ ] YES [ ] NO [ ] DK planning, analysis and evaluation to partner or local NGO affiliate
access to training [ ] YES [ ] NO [ ] DK staff?
participation in
decision-making [ ] YES [ ] NO [ ] DK [ ] not at all [ ] to a limited extent
self-respect/legal status [ ] YES [ ] NO [ ] DK [ ] to a moderate extent [ ] to a great extent
control over benefits [ ] YES [ ] NO [ ] DK [ ] to the fullest extent [ ] do not know
control over resources [ ] YES [ ] NO [ ] DK
~ xi
-------------------
4. What are some of the obstacles to incorporating gender 1. Does your organization have a written gender policy that affirms a
analysis in program/ project planning, implementation and commitment to gender equity?
evaluation in your organization? Please check all that
apply.
[ ] not at all [ ] to a limited extent
[ ] organization size [ ] to a moderate extent [ ] to a great extent
[ ] level of staffing [ ] to the fullest extent [ ] do not know
[ ] office culture/environment
2. Does your gender policy have an operational plan that includes clear
[ ] national culture
allocation of responsibilities and time for monitoring and evaluation?
[ ] lack of financial resources for gender programming
[ ] lack of staff training on gender [ ] not at all [ ] to a limited extent
[ ] lack of gender analysis tools [ ] to a moderate extent [ ] to a great extent
[ ] lack of support from senior management [ ] to the fullest extent [ ] do not know
[ ] low organizational priority for gender issues
3. Is gender taken into account during strategic plmming for
[ ] other, please specify below: organizational activities?

[ ] not at all [ ] to a limited extent

[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know

II. ORGANIZATION 4. Everyone in the organization feels ownership over the gender policy.

Experience shows that there are usually underlying [ ] Strongly Agree [ ] Agree [ ] No Opinion
reasons outside of the strictly programmatic realm [ ] Disagree [ ] Strongly Disagree [ ] NA
which affect the dynamic of programming. Please
take a moment to reflect on the following areas. 5. Management takes responsibility for the development and
implementation of the gender policy.

A. Gender Policy [ ] Always [ ] Frequently [ ] Occasionally

[ ] Seldom [ ] Never [ ] NA
This section focuses on the nature and quality of your
organization's gender policy.

.i3 xii
 B. Staffing 5. Does management show respect for diversity in work and
management styles in your organization?
This section focuses on the gender composition of staff in your
organization. [ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent
1. At headquarters, has there been an increase in the [ ] to the fullest extent [ ] do not know
representation of women in senior management positions in
the past few years?

[ ] not at all [ ] to a limited extent

c. Human Resources
[ ] to a moderate extent [ ] to a great extent This section focuses on human resource policies and the level and extent
[ ] to the fullest extent [ ] do not know of gender considerations in hiring and personnel assessments.

2. In the field, has there been an increase in the representation 1. Is there a written equal opportunity policy?
of women in senior management positions in the past few
years?
[ ] not at all [ ] to a limited extent
[ ] not at all [ ] to a limited extent [ ] to a moderate extent [ ] to a great extent
[ ] to a moderate extent [ ] to a great extent [ ] to the fullest extent [ ] do not know
[ ] to the fullest extent [ ] do not know
2. Are there flexible work arrangements in your organization?
3. Has there been an increase in the representation of women
on your organization's board in the past few years? [ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent
[ ] not at all [ ] to a limited extent [ ] to the fullest extent [ ] do not know
[ ] to a moderate extent [ ] to a great extent
3. Is there a maternity and paternity leave policy?
[ ] to the fullest extent [ ] do not know

4. Are there proactive strategies implemented to recruit or [ ] not at all [ ] to a limited extent
promote women into senior management positions? [ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent

3f£~'
[ ] to the fullest extent [ ] do not know
i' xiii
 4. Is there a child care and dependent care leave policy? 9.
- - -- - - -
My organization promotes teamwork, involving both men and
women as equal partners.
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent [ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] to the fullest extent [ ] do not know [ ] Disagree [ ] Strongly Disagree

10. Management is committed to promoting female representation at

5. Is gender awareness included in all job descriptions?
senior levels of my organization, including the Board.

[ ] not at all [ ] to a limited extent

[ ] Strongly Agree [ ] Agree [ ] No Opinion
[ ] to a moderate extent [ ] to a great extent
[ ] Disagree [ ] Strongly Disagree
[ ] to the fullest extent [ ] do not know
11. There has been a gradual increase of gender expertise among staff
6. Is gender awareness included in job performance criteria? members in my organization.

[ ] not at all [ ] to a limited extent

[ ] Strongly Agree [ ] Agree [ ] No Opinion
[ ] to a moderate extent [ ] to a great extent
[ [ ] Disagree [ ] Strongly Disagree
[ ] to the fullest extent ] do not know

7. Is there training of staff in gender awareness and 12. Good performance in the field of gender is rewarded in my
sensitization? organization.

[ ] not at all [ ] to a limited extent [ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] to a moderate extent [ ] to a great extent [ ] Disagree [ ] Strongly Disagree

[ ] to the fullest extent [ ] donotknow

8. Is there training of senior management and members of

boards in institutionalizing the integration of gender into
the management of the organization?

[ ] not at all [ ] to a limited extent

[ ] to a moderate extent [ ] to a great extent
[ ] tp the fullest extent [ ] do not know

'-:?~ xiv
 4. Is a gender perspective reflected in your publications, for example
D. Advocacy, Marketing and books, brochures, newsletters?
Communications
[ ] not at all [ ] to a limited extent
This section focuses on the quality and gender sensitivity your [ ] to a great extent
organization's communication and advocacy campaigns. [ ] to a modera te extent
[ ] to the fullest extent [ ] do not know
1. Are advocacy and market ing campaigns and initiatives
planne d and inform ed by a gender perspective?

[ ] to a limited extent E. Financial Resources

[ ] not at all
ed
[ ] to a moderate extent [ ] to a great extent This section focuses on the level of the organization's resources budget
[ ] to the fullest extent [ ] do not know for gender equity.

1. Has your organiz ation budget ed adequa te financial resources to

suppor t its gender integra tion work?
2. Are your advocacy and market ing policies and plans
influenced and advised by women 's organizations,
networ ks and gender experts? [ ] not at all [ ] to a limited extent
[ ] to a modera te extent [ ] to a great extent
[ ] not at all [ ] to a limited extent [ ] do not know
[ ] to the fullest extent
[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know 2. Are financial resources allocated for the operationalization of the
gender policy at all levels?
3. Is gender incorpo rated in your organization's
communications, fund-raising and media strategies? [ ] not at all [ ] to a limited extent
[ ] to a modera te extent [ ] to a great extent
[ ] not at all [ ] to a limited extent [ ] do not know
[ ] to the fullest extent
[ ] to a modera te extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know 3. Is staff training in gender issues systematically budget ed for in your
organization?

[ ] not at all [ ] to a limited extent

[ ] to a modera te extent [ ] to a great extent
[ ] to the fullest extent [ ] donotk now

.::u xv
- - - - - - - - - - - - - - - -- - - 5. Is gender stereotyping (e.g. "those gender blind men", or "those
F. Organizational Culture
feminists,") addressed and countered by individual staff members in
your organization?
This section focuses on the level of gender sensitivity in the
culture of your organization.
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent
1. Does the organization encourage gender sensitive behavior,
for example in terms of language used, jokes and comments [ ] to the fullest extent [ ] do not know
made?
6. There is a gap between how men and women in my organization
[ ] not at all [ ] to a limited extent view gender issues.
[ ] to a moderate extent [ ] to a great extent
[ ] Strongly Agree [ ] Agree [ ] No Opinion
[ ] to the fullest extent [ ] do not know
[ ] Disagree [ ] Strongly Disagree

2. Does the organization reinforce gender sensitive behavior 7. The staff in my organization are enthusiastic about the gender work
and procedures to prevent and address sexual harassment? they do.

[ ] not at all [ ] to a limited extent [ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] to a moderate extent [ ] to a great extent [ ] Disagree [ ] Strongly Disagree

[ ] to the fullest extent [ ] do not know

8. Staff in my organization think that the promotion of gender equity fits
into the image of our organization.
3. Is staff in your organization committed to the
implementation of a gender policy?
[ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] not at all [ ] to a limited extent [ ] Disagree [ ] Strongly Disagree

[ ] to a moderate extent [ ] to a great extent

9. Women in my organization think that the organization is woman
[ ] to the fullest extent [ ] do not know friendly.

4. Are gender issues taken seriously and discussed openly by [ ] Strongly Agree [ ] Agree [ ] No Opinion
men and women in your organization?
[ ] Disagree [ ] Strongly Disagree
[ ] not at all [ ] to a limited extent
[ ] to a moderate extent [ ] to a great extent
[ ] to the fullest extent [ ] do not know
xvi
~7
 10. Men in my organization think that the organization is 15. The working environment in my organization has improved for
woman friendly. women over the past two years.

[ ] Strongly Agree [ ] Agree [ ] No Opinion [ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] Disagree [ ] Strongly Disagree [ ] Disagree [ ] Strongly Disagree

11. My organization has a reputation of integrity and 16. It is unfair to promote women more than men in my organization's
competence on gender issues amongst leaders in the field of field programs/projects.
gender and development.
[ ] Strongly Agree [ ] Agree [ ] No Opinion
[ ] Strongly Agree [ ] Agree [ ] No Opinion [ ] Disagree [ ] Strongly Disagree
[ ] Disagree [ ] Strongly Disagree
17. In my organization, males have a much easier time establishing
12. My organization could do much more than it is currently personal and professional networks within the organization than do
doing to institutionalize gender equity. females.

[ ] Strongly Agree [ ] Agree [ ] No Opinion [ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] Disagree [ ] Strongly Disagree [ ] Disagree [ ] Strongly Disagree

13. The culture of my organization places a higher value on the 18. In your organization, what are three characteristics of an ideal
ways males tend to work and less value on the ways worker?
females tend to work.

[ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] Disagree [ ] Strongly Disagree

14. Meetings in my organization tend to be dominated by male

staff.

[ ] Strongly Agree [ ] Agree [ ] No Opinion

[ ] Disagree [ ] Strongly Disagree

.sp xvii
- - - - - -- - - - - - -- - - - --
19. What do you think your organization should do to take This section focuses on the basic demographics information of the audit's
action on gender integration? respondents.

1. Are you male or female?

[ ] male [ ] female

2. What is your position in your organization?

[ ] senior management team

[ ] program staff
[ ] administrative staff
20. Please describe any successes or challenges you have [ ] support staff
experienced in integrating gender in programming or other
aspects of work in your organization. This information will 3. Where is your base of work located?
be used in follow-up research and in the targeting of
support. [ ] at headquarters
[ ] at a field office

4. What is your age?

xviii
{?
I
I
I
I
I APPENDIX 2:
I CA W Gender Audit Codebook

I
I
I
I
I
I
I
I
I
I
I
I xix
tl°
I
-------------------
@ O[fi)l1@[(Acfion®
American Council for Voluntary International Action

Commission on the Advancement of Women

Gender Audit Codebook

GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

Program Planning and Design

MANDATE 1. Is the integration of gender [1 ] not at all

equity in programs/projects [2 ] to a limited extent
mandated in your
organization?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

GOALS 2. Are gender equity goals and [1 ] not at all

objectives included in [2 ] to a limited extent
program/project design?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

~ xx
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

NEEDS 3. For each program/project, is [1 ] not at all

there a needs assessment, [2 ] to a limited extent
including an analysis of gender
[3 ] to a moderate extent
roles and responsibilities in the
targeted community? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

BEST 4. Are best practices in gender [ 1 ] not at all

integration in programming [2 ] to a limited extent
incorporated in SUbsequent
[3 ] to a moderate extent
program/project design?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

CRITERIA 5. Are gender questions or [ 1 ] not at all

criterion included in your [2 ] to a limited extent
program/project proposal
[3 ] to a moderate extent
approval process?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

~.,.,/'

xxi
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
I
CODES

METHODS 6. Does your organization use [ 1 ] not at all

participatory methods to [2 ] to a limited extent
incorporate the views and
[3 ] to a moderate extent
preferences of both male and
female community members in [4 ] to a great extent
project design.
[5 ] to the fullest extent
[7 ] do not know

Program Implementation

ACCESS1 1. Does the implementation plan [ 1 ] not at all

for programs/projects include [2 ] to a limited extent
activities that strengthen skills
[3 ] to a moderate extent
and provide women with equal
access to services and [4 ] to a great extent
training?
[5 ] to the fullest extent
[7 ] do not know
ACCESS2 2. Does the implementation plan [ 1 ] not at all
for programs/projects include [2 ] to a limited extent
activities that strengthen skills
and provide men with equal
[3 ] to a moderate extent
access to services and [4 ] to a great extent
training?
[5 ] to the fullest extent
[7 ] do not know

X::f' xxii
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

ACCESS3 3. Do your project [ 1 ] not at all

implementation strategies and [2 ] to a limited extent
plans take into account
[3 ] to a moderate extent
existing gender roles and
interests of both male and [4 ] to a great extent
female participants?
[5 ] to the fullest extent
[7 ] do not know

VALUE1 4. Female beneficiaries of my [5 ] Strongly Agree

organization's [4 ] Agree
programs/projects value and
[3 ] No Opinion
see our programs/projects as
beneficial to their lives. [2 ] Disagree
[1 ] Strongly Disagree

VALUE2 5. Male beneficiaries of my [5 ] Strongly Agree

organization's [4 ] Agree
programs/projects value and
[3 ] No Opinion
see our programs/projects as
beneficial to their lives. [2 ] Disagree
[ 1 ] Strongly Disagree

CAPACITY 6. My organization has [5 ] Strongly Agree

developed the capacity to [4 ] Agree
handle resistance to
[3 ] No Opinion
addressing gender issues in
our programs/projects. [2 ] Disagree
[1 ] Strongly Disagree

Vr
,.
xxiii
-------------------
I. GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
I CODES
I

Technical Expertise

DIVISION 1. Is there a person or division [1 ] not at all

responsible for gender in your [2 ] to a limited extent
organization?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

STAFF1 2. Is there assigned staff [1 ] not at all

responsibility for gender [2 ] to a limited extent
integration in different
[3 ] to a moderate extent
departments?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

STAFF2 3. Does your organization [ 1 ] not at all

consistently draw upon a [2 ] to a limited extent
person or division within the
organization who is [3 ] to a moderate extent
responsible for gender [4 ] to a great extent
programming?
[5 ] to the fullest extent
[7 ] do not know

ftj-
xxiv
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

SKILLS 4. Do staff have the necessary [ 1 ] not at all

knowledge, skills and attitude [2 ] to a limited extent
to carry out their work with
[3 ] to a moderate extent
gender awareness?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

TRAIN 5. Have members of your [ 1 ] not at all

organization received training [2 ] to a limited extent
in gender planning and
[3 ] to a moderate extent
analysis?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

EXPERT 6. Program/project planning, [5 ] Always

monitoring, evaluation and [4 ] Frequently
advisory teams in my
[3 ] Occasionally
organization consist of
members who are gender- [2 ] Seldom
sensitive and include at least
[1 ] Never
one person with specific
expertise and skills on gender
issues.

Monitoring and Evaluation

L£J>'"
{;~
xxv
-------------------
1 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES
I [ 1 ] not at all
DATA 1. Is gender disaggregated data
collected for projects and [2 ] to a limited extent
programs?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

IMPACT 2. Is the gender impact of [ 1 ] not at all

projects and programs [2 ] to a limited extent
monitored and evaluated?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

SECTOR 3. Does your organization have [ 1 ] not at all

sectoral specific indicators that [2 ] to a limited extent
include a gender dimension?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

DESIGN 4. Gender disaggregated data [ 5] Strongly Agree

provides useful information for [ 4] Agree
program/project evaluation
and subsequent [ 3] No Opinion
program/project design. [ 2] Disagree
[ 1 ] Strongly Disagree

~ (1",.,.,. xxvi
ff {? ~
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

POWER 5. My organization's [ 5] Strongly Agree

programs/projects contribute [ 4] Agree
to the empowerment of women
[ 3] No Opinion
and the changing of unequal
gender relations. [ 2] Disagree
[ 1 ] Strongly Disagree

6. My organization's
programs/projects contribute
to increased gender equity in
the following areas:

EQUITY1 material well being [ 2] YES

[ 1 ] NO
[ 7] OK
EQUITY2 access to resources [ 2] YES
[ 1 ] NO
[ 7] OK
EQUITY3 access to training [ 2] YES
[ 1 ] NO
[ 7] OK
EQUITY4 participation in decision-making [ 2] YES
[ 1] NO
[ 7] OK
EQUITY5 self-respect/legal status [ 2] YES
[ 1] NO
[ 7] OK

yp xxvii
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

EQUITY6 control over benefits [ 2] YES

[ 1 ] NO
[ 7] OK

EQUITY7 control over resources [ 2] YES

[ 1 ] NO
[ 7] OK

EQUITY8 participation in the public sector [ 2] YES

[ 1] NO
[ 7] OK

7. My organization's
programs/projects collect
gender disaggregated data in
the following areas:

DATA9 material well being [ 2] YES

[ 1 ] NO
[ 7] OK

DATA10 access to resources [ 2] YES

[ 1] NO
[ 7] OK

DATA11 access to training [ 2] YES

[ 1 ] NO
[ 7] OK

DATA12 participation in decision-making [ 2] YES

[ 1 ] NO
[ 7] OK

xxviii
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

DATA13 self-respect/legal status [ 2] YES

[ 1] NO
[ 7] DK

DATA14 control over benefits [ 2] YES

[ 1] NO
[ 7] DK

DATA15 control over resources [ 2] YES

[ 1 ] NO
[ 7] DK

DATA16 participation in the pUblic sector [ 2] YES

[ 1] NO
[ 7] DK

DATA17 beneficiaries view of the project's [ 2] YES

benefit to their lives [ 1] NO
[ 7] DK

Partner Organizations

PARTNER 1. Is commitment to gender [1 ] not at all

equity a criteria in your [2 ] to a limited extent
organization's selection of
[3 ] to a moderate extent
partner or local NGO affiliates?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

~
Jl>
xxix
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

LOCAL 2. Is a gender policy included in [1 ] not at all

the written agreements [2 ] to a limited extent
outlining your organization's
[3 ] to a moderate extent
relationship with partner or
local NGO affiliates? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

TOOLS 3. Does your organization [ 1 ] not at all

provide training and tools on [2 ] to a limited extent
gender planning, analysis and
[3 ] to a moderate extent
evaluation to partner or local
NGO affiliate staff? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

4. What are some of the

obstacles to incorporating
gender analysis in
program/project planning,
implementation and evaluation
in your organization? Please
check all that apply.

OBSTACLE1 organization size [ 2] YES [ 1] NO

OBSTACLE2 level of staffing [ 2] YES [ 1 ] NO

OBSTACLE3 office culture/environment [ 2] YES [ 1] NO

OBSTACLE4 national culture [ 2] YES [ 1 ] NO

Sf xxx
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

OBSTACLE5 lack of financial resources for [ 2] YES [ 1] NO

gender programming

OBSTACLE6 lack of staff training on gender [ 2] YES [ 1 ] NO

OBSTACLE7 lack of gender analysis tools [ 2] YES [ 1] NO

OBSTACLE8 lack of support from senior [ 2] YES [ 1] NO

management

OBSTACLE9 low organizational priority for [ 2] YES [ 1] NO

gender issues

OBSTACLE10 other TEXT

Gender Policy

POLICY 1. Does your organization have a [ 1 ] not at all

written gender policy that [2 ] to a limited extent
affirms a commitment to
[3 ] to a moderate extent
gender equity?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

PLAN 2. Does your gender policy have [ 1 ] not at all

an operational plan that [2 ] to a limited extent
includes clear allocation of
[3 ] to a moderate extent
responsibilities and time for
monitoring and evaluation? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

s~ xxxi
-------------------
, GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
i
CODES

STRATEGY 3. Is gender taken into account [1 ] not at all

during strategic planning for [2 ] to a limited extent
organizational activities?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

OWN 4. Everyone in the organization [ 5] Strongly Agree

feels ownership over the [ 4] Agree
gender policy.
[ 3] No Opinion
[ 2] Disagree
[ 1] Strongly Disagree
[7 ] NA

MANAGE 5. Management takes [5 ] Always

responsibility for the [4 ] Frequently
development and
implementation of the gender [3 ] Occasionally
policy. [2 ] Seldom
[1 ] Never
[7 ] NA

Staffing

.e;:'=
...,,~,.
xxxii
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

SENIOR 1. At headquarters, has there [ 1 ] not at all

been an increase in the [2 ] to a limited extent
representation of women in
[3 ] to a moderate extent
senior management positions
in the past few years? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

FIELD 2. In tlie field, has there been an [ 1 ] not at all

increase in the representation [2 ] to a limited extent
of women in senior
[3 ] to a moderate extent
management positions in the
past few years? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

BOARD 3. Has there been an increase in [ 1 ] not at all

the representation of women [2 ] to a limited extent
on your organization's board in
[3 ] to a moderate extent
the past few years?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

sy
xxxiii
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

RECRUIT 4. Are there proactive strategies [ 1 ] not at all

implemented to recruit or [2 ] to a limited extent
promote women into senior
[3 ] to a moderate extent
management positions?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

DIVERSE 5. Does management show [ 1 ] not at all

respect for diversity in work [2 ] to a limited extent
and management styles in
[3 ] to a moderate extent
your organization?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

Human Resources

WRITE 1. Is there a written equal [ 1 ] not at all

opportunity policy? [2 ] to a limited extent
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

~:c--
xxxiv
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

FLEX 2. Are there flexible work [1 ] not at all

arrangements in your [2 ] to a limited extent
organization?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

LEAVE 3. Is there a maternity and [1 ] not at all

paternity leave policy? [2 ] to a limited extent
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fUllest extent

CHILD 4. Is there a child care and [1 ] not at all

dependent care leave policy? [2 ] to a limited extent
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

JOB1 5. Is gender awareness included [1 ] not at all

in all job descriptions? [2 ] to a limited extent
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

~7b xxxv
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
! CODES

JOB2 6. Is gender awareness included [ 1 ] not at all

in job performance criteria? [2 ] to a limited extent
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

AWARE 7. Is there training of staff in [ 1 ] not at all

gender awareness and [2 ] to a limited extent
sensitization?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

INSTITUTE 8. Is there training of senior [ 1 ] not at all

management and members of [2 ] to a limited extent
boards in institutionalizing the
integration of gender into the [3 ] to a moderate extent
management of the [4 ] to a great extent
organization?
[5 ] to the fullest extent
[7 ] do not know

TEAM 9. My organization promotes [ 5] Strongly Agree

teamwork, involving both men [ 4] Agree
and women.
[ 3] No Opinion
[ 2] Disagree
[ 1] Strongly Disagree

J? xxxvi
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

PROMOTE 10. Management is committed to [ 5] Strongly Agree

promoting female [ 4] Agree
representation at senior levels
of my organization, including
[ 3] No Opinion
the Board. [ 2] Disagree
[ 1] Strongly Disagree

INCREASE 11. There has been a gradual [ 5] Strongly Agree

increase of gender expertise [ 4] Agree
among staff members in my
organization.
[ 3] No Opinion
[ 2] Disagree
[ 1 ] Strongly Disagree

REWARD 12. Good performance in the field [ 5] Strongly Agree

of gender is rewarded in my [ 4] Agree
organization.
[ 3] No Opinion
[ 2] Disagree
[ 1 ] Strongly Disagree

Advocacy, Marketing and

Communications

ADVOCACY 1. Are advocacy campaigns and [ 1 ] not at all

initiatives planned and [2 ] to a limited extent
informed by a gender
perspective?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know
.>'1
xxxvii
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

ADVICE 2. Are your advocacy policies [ 1 ] not at all

and plans influenced and [2 ] to a limited extent
advised by women's
organizations, networks and
[3 ] to a moderate extent
gender experts? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

MEDIA 3. Is gender incorporated in your [ 1 ] not at all

organization's [2 ] to a limited extent
communications. fund-raising
and media strategies?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

PR 4. Is a gender perspective [ 1 ] not at all

reflected in your publications. [2 ] to a limited extent
for example books. brochures,
newsletters?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

Financial Resources

,}7 xxxviii
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

BUDGET1 1. Has your organization [ 1 ] not at all

budgeted adequate financial [2 ] to a limited extent
resources to support its
[3 ] to a moderate extent
gender integration work?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

BUDGET2 2. Are financial resources [ 1 ] not at all

allocated for the [2 ] to a limited extent
operationalization of the
[3 ] to a moderate extent
gender policy at all levels?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

BUDGET3 3. Is staff training in gender [ 1 ] not at all

issues and analysis [2 ] to a limited extent
systematically budgeted for in
[3 ] to a moderate extent
your organization?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

Organizational Culture

6tJ
xxxix
-------------------
,.
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

COMMENT 1. Does the organization comply [1 ] not at all

with gender sensitive behavior, [2 ] to a limited extent
for example in terms of
language used, jokes and
[3 ] to a moderate extent
comments made? [4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

HARASS 2. Does the organization comply [ 1 ] not at all

with gender sensitive behavior [2 ] to a limited extent
and procedures to prevent and
address sexual harassment?
[3 ] to a moderate extent
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

COMMIT 3. Is staff in your organization [ 1 ] not at all

committed to the [2 1to a limited extent
implementation of a gender
policy?
[3 1to a moderate extent
[4 1to a great extent
[5 ] to the fullest extent
[7 ] do not know

~I
xl
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

DISCUSS 4. Are gender issues taken [ 1 ] not at all

seriously and discussed [2 ] to a limited extent
openly by men and women in
[3 ] to a moderate extent
your organization?
[4 ] to a great extent
[5 ] to the fullest extent
[7 ] do not know

STEREO 5. Is gender stereotyping (e.g. [ 1 ] not at all

"those gender blind men" or [2 ] to a limited extent
"those feminists,") addressed
[3 ] to a moderate extent
and countered by individual
staff members in your [4 ] to a great extent
organization?
[5 ] to the fullest extent
[7 ] do not know

GAP 6. There is a gap between how [ 1] Strongly Agree

men and women in my [ 2] Agree
organization view gender
issues. [ 3] No Opinion
[ 4] Disagree
[ 5] Strongly Disagree

WORK 7. The staff in my organization [ 5] Strongly Agree

are enthusiastic about the [ 4] Agree
gender work they do.
[ 3] No Opinion
[ 2] Disagree
[ 1 ] Strongly Disagree

61-~
xli
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
I CODES

IMAGE 8. Staff in my organization think [ 5] Strongly Agree

that the promotion of gender [ 4] Agree
fits into the image of our
organ ization. [ 3] No Opinion
[ 2] Disagree
[ 1 ] Strongly Disagree

THfNK1 9. Women in my organization [ 5] Strongly Agree

think that the organization is [ 4] Agree
woman friendly.
[ 3] No Opinion
[ 2] Disagree
[ 1] Strongly Disagree

THINK2 10. Men in my organization think [ 5] Strongly Agree

that the organization is woman [ 4] Agree
friendly.
[ 3] No Opinion
[ 2] Disagree
[ 1] Strongly Disagree

INTEGRITY 11. My organization has a [ 5] Strongly Agree

reputation of integrity and [ 4] Agree
competence on gender issues
amongst leaders in the field of [ 3] No Opinion
gender and development. [ 2] Disagree
[ 1] Strongly Disagree

h3 xlii
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

MORE 12. My organization could do [ 1] Strongly Agree

much more than it is currently [ 2] Agree
doing to institutionalize gender
[ 3] No Opinion
equity.
[ 4] Disagree
[ 5] Strongly Disagree

CULTURE 13: The culture of my organization [ 1] Strongly Agree

places a higher value on the [ 2] Agree
ways males tend to work and
[ 3] No Opinion
less value on the ways
females tend to work. [ 4] Disagree
[ 5] Strongly Disagree

MEETINGS 14. Meetings in my organization [ 1] Strongly Agree

tend to be dominated by male [ 2] Agree
staff.
[ 3] No Opinion
[ 4] Disagree
[ 5] Strongly Disagree

PAST 15. The working environment in [ 5] Strongly Agree

my organization has improved [ 4] Agree
for women over the past two
[ 3] No Opinion
years.
[ 2] Disagree
[ 1 ] Strongly Disagree

61
xliii
-------------------
GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

UNFAIR1 16. It is unfair to promote women [ 1 ] Strongly Agree

more than men in my [ 2] Agree
organization's field
programs/projects. [ 3] No Opinion
[ 4] Disagree
[ 5] Strongly Disagree

UNFAIR2 17. In my organization, males [ 1] Strongly Agree

have a much easier time [ 2] Agree
establishing personal and
[ 3] No Opinion
professional networks within
the organization than do [ 4] Disagree
females.
[ 5] Strongly Disagree

THREE 18. In your organization, what are

TEXT
three characteristics of an
ideal worker?

ACTION 19. What do you think your

TEXT
organization should do to take
action on gender integration?

6.-5- xliv
 GENDER AUDIT SECTION FIELD (VARIABLE) NAME QUESTION RESPONSE CATEGORIES AND
CODES

EXAMPLES 20. Please describe any of the TEXT

successes or challenges you
have experienced in
integrating gender in
programming or other aspects
of work in your organization.
This information will be used in
follow-up research and in the
targeting of support.

Demographics

SEX 1. Are you male or female? [ 1] male [2 ] female

POSITION 2. What is your position in your [4 ] senior management staff

organization? [3 ] program staff
[2 ] administrative staff
[1 ] support staff

BASE 3. Where is your base of work [ 1] at headquarters

located? [ 2] at a field office

AGE 4. What is your age? NUMBER

GAt
xlv