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When it comes to the community the social conditions do play a prominent role in determining development participation of women and men in its own way. People take time in understanding the benefit of rural support programmes. In case of women especially in rural areas of the Frontier province mobilisation for social organisation and development awareness is difficult task albeit not impossible.
The organisation operates in seven districts of the Frontier province and is targeting 71,020 rural households with its development initiatives. The programme has organised 47,881 rural households into COs and 23,139 households into WOs SRSP extends social guidance message to all rural households with assumption that 75 percent of them would be willing to organise while remaining 25 percent are either not willing to organise or better off. In case of women, all rural women are the target group of SRSP since economically and socially deprived and lack opportunities to participate effectively in development process and get recognition for their contribution.
The gender programme at the field level aims at increasing women’s participation and bringing them into mainstream development process. Participation does not mean just formation of WOs and their representation but the fact that their voices should be heard and they are given equal opportunity to decide for themselves. In a region characterised by apparent gender disparities, restricted women’s mobility and limited development opportunities, mobilising women for social organisation in conservative rural setting is a difficult choice. SRSP is meeting this challenge in a concerted manner. For bringing in positive change and making a real difference in people especially women’s lives the development organisations have to play a role of change agent. SRSP’s existence or for that matter any other poverty alleviation programme in the development scene is due to the fact that there is unfair distribution of resources and power imbalance in the society. As a result of which there emerge different hierarchies and classes. The hierarchies and classes perpetuate unequal power relations between poor and well off and women and men. We are also aware of the fact that all such initiatives seeking social justice and equity of impact are bound to meet resistance from the traditional class structures. This resistance becomes more apparent in case of women development initiatives. The power structures never wants to create space willingly for vulnerable segments. Any move for social change creates unrest among them and exploitation starts on the plea of disruption of cultural and Islamic values and age-old family and societal norms. One such example in SRSP was that of Charsadda programme region.
During 1997, in Charsadda the traditional religious leaders started opposing SRSP programme approach, staff credence, credit disbursements, application of service charge and organisation’s emphasis on women’s programme. These leaders have a good influence on the local population and even organised communities pressurised to stay back from the programme. During the crisis there was a lot of pressure on women communities. Programme was slowed down for sometimes and activities were affected. In the process 32 men and 26 women organisations became inactive. It was the time when social mobilisation through WO formation was going well and women activists’ training and their exposure was given increased emphasis by SRSP. However, it is a matter of relief and inspiration for SRSP as the majority of the community organisations withstood the external pressure and persevered to participate in development activities. Women organised groups also put up a brave face to the hostile situation. In view of Charsadda situation, SRSP become cautious to gender awareness in other programme regions as well. The gender focus programme objective was redefined and it was stressed to move systematically at the field level. Objective set for three years gender focus programme was that of creating gender sensitivity and facilitating gender mainstreaming within the organisation. Nevertheless, gender perspective and awareness at the field operation secures due place.
Empowerment of communities especially of women is central point of programme support for poverty alleviation. All development interventions are meant to create confidence among women that they are capable of handling inputs and generate income. SRSP’s follows a two-pronged strategy of addressing practical and strategic needs of rural women. Gender approach is holistic and further emphasises upon meeting strategic interests of women along with the practical needs. Creating awareness, organising them into groups, fostering linkages, encouraging capital pool and skill training are a few examples of addressing strategic interests.
Gender balance in women organisation formation stands at 35 percent. It is less than men organisations. SRSP seeks to increase the ratio and new funding proposal plans to raise the balance to 50 percent. The interim proposal also plans equal number of men/women organisation formation. The social organisation of women needs to be looked at from community’s perception and situation of women in rural areas. Change in community’s attitude is a slow process. There are examples where women organisation activists formed both women and men organisations in adjoining area. The role of an activist Khatima Bibi, Kohat region in formation of men and women organisation deserves praise. It is worth mentioning here that Women’s World Summit Foundation, Geneva is considering Khatima for their annual award for creativity and courage. Her profile was sent to the Foundation by SRSP.
There are many instances where women organisation members motivated community men to get organise. Similarly men do support women in organisation formation. In Abbottabad, women activists after attaining leadership, management skill training become more active and even conducted introductory dialogue for the Social Organisers. These are the empowerment indicators.
Change in perception of organised men communities is visible. They have started realising the benefits of WO formation and are recognising contribution made by their household women. In a recent PI study by GMO Charsadda, it is stated that PI of drinking water supply solved the water problem of the community and men did recognise the role of women on this front. Women informed ‘that men appreciate our efforts but do not mention that openly’. Obviously this will take time.
On credit front, the women target group is availing of benefits by earning handsome amounts in livestock management. Livestock milching loans prove profitable for women. Average monthly income range between Rs. 500-2,000. According to women they have access to the income as they are selling milk through children or middlemen. Decisions regarding expenditure varies from case to case and most often it is spent on household immediate needs but at least increased woman’s value within a household. Livestock loans also create assets for woman, however her control over its selling is yet to be determined.
In April 1998, results of Assessment of Institutional Maturity (AIM) exercise in Kohat were documented. This exercise is an attempt to ascertain the level of sustainability assumed by the women and community organisations. The organisations were judged against a set of indicators and formed during the period January 1991 and December 1995. In the social mobilisation under the category of organisations moving towards sustainability 8 WOs scored 0.54 as compared to 57 COs score of 1.36. However, 51 WOs came under the category of organisations with reasonable sustainability as compared to 52 COs. The socially demobilised organisations’ category encompassed 5 WOs in comparison to 10 COs. It was analysed that though WOs are lower in maturity in savings growth as compared to COs but their regularity in savings is substantially higher than men. The main reason being women have less access to sustained income and hence, lower saving rate but they save regularly. Women should concentrate on improving their local initiatives, management systems, and establishment of rules and networking with other C/WOs.
AIM covered 7 women specific indicators under the title of women and the enabling environment. Mobility is an important factor to gauge movement of women towards their development and confidence in them. Out of 64 WOs in the Kohat region 56 percent organisations were reported to have visited SOU or gone outside the village for training and managers’ conferences. In an environment severely bound by cultural constraints and prejudices, it is remarkable achievement. WOs are part of villages where counterpart men organisations are also active. A total of 34 percent WOs in Kohat have planned jointly with their counterpart COs and have secured a good maturity score of 1.62. The indicators of women and capital security acknowledged that out of a total 64 WOs approached for AIM exercise, a total of 50 ie 78 percent have members who know about their individual savings. These WOs operate their savings themselves. It was also reported that women from 45 WOs are contributing towards household income by undertaking and adopting income-generating activities. AIM exercise should include indicators for reporting the extent of women’s control over income earned by them.
 Programme concerning the target group is looked at from gender perspective after a shift in approach. Gender disaggregated data enables the professionals to do comparisons and look at women activities in relation to men. Gender issues are being raised especially by gender focal points at different forums. The issues relate to increased number of women activists training, initiation of leadership, management skill training (LMST) with modifications to adjust less literate women and a second basic activist course in areas where LMST cannot be arranged. Apart from this other issues raised are increased interaction with community women, more facilities for women participating in managers’ conferences, priority to women needs in case of joint Productive Investments, focus upon enterprise activities & skill training, and increased credit portfolio for women to take on income generating activities. It is also stressed that credit availed by women must be used by them to encourage their active participation in development process.
SRSP through GFP, during the three years seeks to create more gender sensitive environment within the organisation and facilitate the gender mainstreaming process. This objective was set in September 1997 through a consultative process within the Gender Core Group. Kausar Khan, the consultant also participated in the parleys. The route drawn earlier by SRSP representative group in October 1996 was revisited and it was analysed that boxes of the route relates more to the organisation’s political, technical and cultural point of view. It was observed that there is lack of clarity about gender among the staff at various levels. There is a need to focus upon the organisation people, system and culture. The sensitivity at the organisational level is important in order to make a real difference at the field level. Even at the time of diagnostic workshop in 1996, the need surfaced for creating gender sensitive culture within the organisation but somehow the focus was more on taking initiatives at the field level without beginning charity from home.
In the aftermath of Charsadda situation as earlier mentioned and staff feedback regarding organisation’s emphasis on pushing hard the gender agenda, it was strategised to move systematically and not to fight on too many fronts. Nevertheless, realising the importance of GFP and gender approach, the organisation still focuses upon programme level activities with gender perspective.
As mentioned in the revised GFP proposal the route was redrawn keeping in view the objective and actions taken in relation to activities depicted in various boxes. The programme definitely has moved forward in terms of realisation of its objective. Specific objectives of creating gender awareness and balance in access, decision making, control and allocation of resources by organisation are set to move towards attainment of a wider objective. These specific objectives are more explicitly listed under immediate objectives in GFP Logical Framework Analysis, incorporated in the interim proposal for Novib, 1998-99.
 So far Gender section of SRSP in assistance with the gender groups conducted 6 sensitisation workshop for staff members. At the orgnisational level, after the structural changes the focus was on making staff familiar with gender concepts and analytical tools. Gender aware planning, monitoring and evaluation is impossible without imparting required knowledge and skills to the staff. There is a clear shift in attitude and perception of those professionals who have attended gender workshops and involved in gender interactive dialogue at different forums. For an organisation involved in sensitivity process itself, the internal gender assessment would have been of little value, unless assessed externally. Novib’s End-of-Phase Evaluation team commented on gender programme of SRSP by stating that ‘SRSP has achieved much in the integration of gender into programme sections and in the sensitisation of the staff. The recommendations given by the team were already discussed by the organsiation itself with them. Before evaluation report, SRSP in the interim proposal presented GFP and its activities through LFA. Regional diagnosis is part of the GFP activity plan but could not be done as yet due to non-availability of SRSP’s consultant.
GFP has put gender on top of the organisation’s development agenda, as we consider it strategic input. For creating gender sensitive attitude and initiation of gender practices, SRSP as a part of gender infrastructure formed gender groups within the organisations. Emergence and permanence of gender groups is one of the expected outcomes of GFP. The formation of these groups encompassing staff from different areas of expertise and levels of the organisation illustrates sharing of responsibilities and having a sense of GFP ownership. The purpose of forming these groups is to internalise the gender concept and programme within the organisation and make the gender issues everyone’s issues. These forums are used for planning of gender workshops, carrying out gender training & debate sessions, discussion and monitoring of programme activities with gender perspective. The  gender core and the regional groups have important role to play in the realisation of GFP objectives. Some of the indicators for gauging their progress are # of meetings, # of participants –members/others, regular participation, meeting duration, # of gender issues discussed, nature of issues, issues raised for decision at programme planning meetings forums and # of training or debate sessions held.
After a shift in approach, there is increased emphasis upon enhancing women staff especially in technical areas where community needs support and guidance. All the programme regions including Novib funded areas have technical women staff to cater for rural women needs. This move resulted into successful implementation of technical packages at the WO level. The women technical staff is also providing support to COs. There is an overall awareness for recruiting more women professionals. A recent development is the elevation of women SO to the position of Social Organisation Unit in-charge in Kohat region. Another woman Social Organiser also looks after Lachi Social Organisation Unit. At present the gender balance in staff within the organisation is 23 percent.
In the aftermath of social guidance intervention strategy and gender approach, the women activist training secured prominent place on the development agenda. The Human Resource Development section (HRD) arranges two types of training, ie 3-days basic activist training and leadership, management and skill training (LMST) of 7-days. So far 564 women of 252 WOs received basic activist training. Follow up of the activists showed good impact of training on WOs overall management and personal growth of the trainees themselves. The second tier training remained the domain of CO only for sometimes due to its advanced nature and restricted women’s mobility, their low level of awareness and illiteracy. However, after raising of issue on different occasions by the gender focal points, HRD arranged a dialogue with other NGOs and their master trainers. Ideas for advance course for WOs was discussed and as a result HRD’s women Human Resource Development Officer (HRDO) in assistance with the chief designed WO oriented ? –days LMST for WOs. The course was tested in Abbottabad region and results were quite encouraging. The activists seemed more confident after this training and proud to relate their experience. So far 2 advance courses have been conducted for 19 WO members of Abbottabad region. Compared to women 272 men activists were exposed to LMST. In Mansehra 59 women were also trained as village accountant.
Gender is an important session on both these training courses. In the activist training for both women and men it is shared under the title of women’s role in development while in LMST the session is of Gender & Development. GMOs and women and men HRDOs take the sessions. The participants during the session express views on division of labour. HRD professionals observed that through these exercises the participants themselves start recognising the important role being performed by women. In many cases women are more enthusiastic about gender issues and their analysis. They in simple manner state the prevalence of power imbalances and attribute this to the way society is.
To know changes in individual attitudes and work behaviour gender related aspects need to be incorporated in the activists’ assessment checklist. HRDOs being gender focal points are made responsible to complete the task in assistance with GMO.
Structural Changes
GFP started at a time when SRSP itself as an organisation was thinking of adopting a more gender sensitive approach towards development. A good indicator for operationalisation of GFP was presence of willing environment within the organisation especially at policy making and management levels. Another positive aspect was the mixed nature of the organisation serving both women and men communities. In mid 1996 certain structural changes such as dissolution of WiD section, reassignment of WiD Coordinators into GMOs, creation of Social Sector section and assignment of gender programme to that section heralded SRSP’s participation in Novib initiated GFP.
 After Novib’s invitation for GFP in December 1995, the idea was discussed within the management and WiD Coordinators also participated in deliberations. However, extensive dialogue over the matter was not carried out in terms of involvement of everyone in the organisation at the initial stages. That is why often the staff says that shift from WiD to GAD was abrupt. At that time except a few staff members there was lack of awareness about gender. It would have been good if before everything organisation had arranged a few gender conceptual clarity workshops for the staff. It is understandable that for people and organisation working on one pattern for so many years and then changing the course is difficult though not impossible. It was also a new experience for the organisation to talk about gender and make a visible shift in the approach to women’s programme and organisational structure. One reason was also the reassignment of the same WiD Coordinators as GMOs. It was difficult for the staff especially women social organisers to adapt to the change. For them the WiD Coordinator was a point of reference. Finalisation of GMOs job description took some time. A change in GMOs role also indicated an absence of focal point for social organisation and WO trouble shooting for women Social Organisers.
The assessment of GMOs role is one of the activities under GFP. Initially it was also decided that they would be placed in the Monitoring & Evaluation section after review of six months. The matter was discussed in programme planning meetings and it was decided that at least till the end of GFP period the posts would remain with the Social Sector & Gender Issues section to facilitate gender mainstreaming process within the organisation in a coordinated manner. However, recently a process initiated to further clarify the role of GMOs and specify activities needs to be overseen by them from gender perspective.
First Gender Diagnosis
In October 1996, a gender diagnosis workshop was carried out with 17 representatives of SRSP. The gender route was introduced to the participants by the gender consultant, Kausar Khan. The workshop was of 5 days duration with 2 days devoted to gender conceptual clarity and 3 days for gender diagnosis. The diagnosis was done in small groups and strength and weaknesses of SRSP were identified keeping in view the route checklist. The objective of the workshop was to give basic conceptual clarity of gender and draw a gender route depending upon the results of the diagnosis. This route would be followed by the organisation through a sequence of activities. A basic expectation of the participants was to understand the gender concept and its need for development organisations. Fears regarding disturbance of social set up, gender another name of feminism and social, religious and cultural issues could not be allayed and are still surfaced from time to time especially from those not familiar to the concept.
The group at large spelled out an objective of creating gender sensitive culture through a gender strategy, gender sensitive planning and monitoring system, gender integrated training for staff and communities and addressing of imbalance in access and control over resources for empowerment of women. GFP proposal specifies the same objective of creating more gender sensitive environment within the organisation by the end of June 2000. A series of gender sensitisation workshop was a result of the first gender diagnosis workshop.
This activity had positive effect in a sense that gender awareness and analysis process initiated within the organisation as well as ideas emerged for gender proposal and strategy. It was however, observed that due to time constraint the process was pushed and debate on gender activities could not take place. There was insufficient time to discuss the gender route checklist within the groups since it was quite new framework for the participants. It would have been more useful if after a separate gender sensitisation workshop the same participants had been involved in the diagnosis process.
 At this stage we can safely say that enough gender sensitivity has been created among key staff members. Especially the core group members are better placed to take initiatives. It would be useful to carry out another diagnosis for monitoring as well as strategic planning purposes. Regional diagnosis would also be of added value, as it would provide systematic line of action to GMOs along with the regional Gender Groups to work on. The process will be initiated once Novib assists in identification of a consultant to carry out one diagnosis along with a strategic planning. For regions the diagnosis exercise will be carried out in assistance with the local consultant.
The Gender Focus Group (GFG) brings in its fold the Gender Core Group (GCG) at the core office level and five Regional Gender Groups (RGG) at the regional level. The groups have been formed to facilitate the process of gender mainstreaming and sensitivity. The formation of these groups serves the purpose of gender support mechanism to give continuing momentum to GFP. Since the onset of the groups one meeting of focus and three meetings of the core group were held. While the regional groups hold meetings in every two months. Charsadda and Kohat gender groups are regular in their meetings. While in Abootabad though the group is formed but due to non-existence of the post of GMO the activity did not receive much attention especially after the resignation of ex- woman Senior Social Organiser (performing responsibility of GMO as well). Similarly in Mansehra, due to a vacant post of GMO, the gender group meetings did not remain consistent. However, recently in gender programme planning meeting it was decided that Abbottabad and Mansehra regional groups would be reactivated. Chief Gender Issues will attend the forthcoming meetings herself with agenda item of TORs of gender groups and identification of steps to make the forum more effective.
The gender consultant also attended two of the core group meetings. In one of the meeting lesson learnt from Nepal GAD-PMES were shared with the group. The regional forums did planning of their workshops, carried out gender sessions for new staff members, discussed programme and organisational level gender issues and considered the recommendations of Natural Resource Management workshops etc. Group members especially the mid professional take keen interest in the proceedings. Regional Programme Officers of Charsadda and Kohat regularly participate in the group meetings. The recommendations of the groups are given due recognition.
The formation of gender groups is an effective strategy for building alliances within the organisaton for serious gender work. The focal points now consciously raise gender issues at different forums. That is why it is important to focus upon strengthening these groups to enable them to play more positive role in overall programme.
 Gender training is for change and institutes a process of transformation. At SRSP we consider training a practical step for achieving strategic output. At the organisation level after the structural changes the focus was on making the staff familiarise with gender concepts and to equip them with gender analytical tools. In order to translate the benefits at the field level it is important to increase the gender knowledge of the staff.. Gender aware planning, implementation, monitoring and evaluation is impossible without imparting the required knowledge and skills to the staff. A round of gender conceptual clarity workshop was completed.
Regions |
Theme |
Women |
Men |
Total |
Charsadda |
Sensitisation |
12 |
8 |
20 |
Charsadda |
NRM |
12 |
8 |
20 |
Kohat |
Sensitisation |
12 |
22 |
34 |
Kohat |
NRM |
12 |
16 |
28 |
Mansehra |
Sensitisation |
12 |
10 |
22 |
Mansehra |
NRM |
12 |
10 |
22 |
Abbottabad |
Sensitisation |
6 |
7 |
13 |
Head Office |
Sensitisation |
8 |
9 |
17 |
Gender Core Group |
Sensitive Attitude & Practice |
6 |
7 |
13 |
Gender Core Group |
Sensitive Attitude & Practice |
6 |
6 |
12 |
The purpose of these workshops was to create conceptual clarity and awareness of gender issues. In these workshops mostly exercises from Oxfam module were practiced. These were introduced by Kausar Khan in the first gender workshop. Gender perception, childhood messages, gender balanced village vision, diamond ranking, Gender Analysis Matrix, self-perception and gender sensitised dialogue were the common features of these workshops. Hopes and fears of the participants also illustrated similar pattern. The participants hoped to become clear about gender, increase their gender knowledge and learn required skills to practice further. The participants often expressed fear that acceptance of GAD by the community and its practical application would be difficult. Since an idea and approach alien to our culture, thus efforts to change social structure may disturb the existing norms and values of the society.
 In almost all workshops initially enlisted fears allayed towards the end of workshops. The learning statements illustrated this. The participants pointed out that sessions clarified their misconception and increased their gender understanding. It was interesting to see good understanding of gender on one hand and personal blocks and prejudices on the other creating resistance for gender work. During the course of events, exercises like self-perception and diamond ranking enabled the staff to understand that gender roles are changeable and existing pattern of gender roles and relations in development affect women and men differently.
 In these training sessions men participants often raised this point that when gender is related to both women and men than why always emphasis is upon women. Some take it as advocacy for women’s rights. Men often feel threatened as those who have power oppose gender as it challenges the prevailing system and power structures. In response to this the resource persons try to convince them with giving fact and figures of women status and establish that they are more vulnerable and deprived relative to men. It is important to understand women’s needs and rights in order to address those in the development programmes. However, the strategy should not be that of crusade against men. They should be taken along and aspects of social justice and gender relations to class and age need to be touched too.
All these sensitisation workshops proved effective as provided opportunity to staff to spell out their fears and debate the issues. These workshops were conducted by SRSP gender group trainers and were quite a challenging work. We are pleased to see the positive results of this input by and large. The staff also appreciated the internal trainers input. The workshops though helped SRSP in realisation of its objective of gender sensitivity and mainstreaming yet attitudinal change is a long-term process and participation in one workshop cannot ensure practical changes at personal and organisational level.
For these workshops two local case studies were also developed by the gender group trainers. One was used for gender analysis of a development intervention through Gender Analysis MatrixThat was found useful by all and also applied by GMOs and a Consultant in their WO case studies. Other was a case study ‘Who is to Blame?”. It was about a teenaged girl who leaves home without the consent of her family members to meet her cricket idol. The father and a brother decided to kill her. One of the questions asked from the participants was whether the decision on the part of the family to kill her was correct?
 A few participants played out the case. It was an interesting and revealing session and exposed gender blocks quite clearly. The characters depicted the roles of father, mother, brother and policemen in such a situation. In the Kohat training session the response of men was quite aggressive as they favoured the decision to kill the girl since she had disgraced the family. In Abbottabad all the participants opined that the society and family was responsible for the situation. One interesting response came from a woman Social Organiser who favoured the verdict of killing the girl. Initially she was adamant that women are empowered and not disadvantaged. On further inquisition by the resource person she said that even if the family allowed the girl to live society would not leave her in peace since women are vulnerable in this society.
The activity plan of GFP contains a series of workshop on gender issues in different programme sectors. In this regard three ‘Gender Issues in NRM’ workshops were held in Charsadda, Kohat and Mansehra regions to look at the effectiveness of the packages and identify gender gaps. The purpose of the analysis was to know the impact of programme interventions, further streamline the same by integrating the gender perspective into planning, implementation and monitoring & evaluation through designing gender sensitive indicators for the packages.
For analysis of NRM packages Harvard Analytical tool was used. This tool was adapted to suit our programme needs. The tool was revised after each workshop and desired changes were made. In all these workshops a few programme packages were revised. In Charsadda, analysis of packages revealed that there has been considerable impact of activities on women’s income especially where they have taken loans from SRSP. Women in most of the cases have control over income and are saving their earned amount. It was, however, observed that if packages were technically streamlined there would be a greater impact on women folk. The issues identified and recommendations made were translated into actions by and large. Increase in number of poultry units for demonstration is one example in both Kohat and Charsadda.
 In Mansehra region the NRM analysis made it evident that there is a need to carefully deal with practical women needs. In certain cases it was observed that outcome is not in line with the objective set. The access and control pattern remained same for women even after successful implementation of certain activities. It was observed that NRM activities are mostly of traditional nature. When a subsistence level activity converts into a commercial venture very often the ownership shifts from women to men. In Kohat, apart from the same above stated observation, it was found out that individual interventions do not contain activities aimed at long term strategic implications for a target group, thus impact evaluation also does not concentrate on this. Keeping in view this fact the need emerged to outline strategic objectives relating to women. In that case package activities should also be geared towards that end. Need also surfaced for analysis of NRM packages especially to understand gender division of labour and impact on women’s condition and position. Future impact assessment will cover this aspect.
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