GM, GA and GMEF

Gender Mainstreaming as a
Strategy to Implement the MCW
Department of Education Makati

March 22, 2018
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National GAD Resource Program

Philippine Commission on Women
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SESSION OUTLINE
1 Overview of GA and GM
Enhanced Gender Mainstreaming Evaluation
2 Framework (GMEF) Tool
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3 Application of the GMEF Tool

Introduction to Gender
Analysis and Gender
Analysis Tools
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TWIN-TRACK APPROACH OF GAD
An alternative but
One approach is to
complementary
design projects and
approach is to
programs to make life
challenge the status quo
'easier' for women (and
or address the perceived
men) and help them in
inequalities between
their given gender roles;
men and women.
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Gender Mainstreaming: Line of Sight
Gender Gender- Women’s Gender
Mainstreaming Responsive Empowerment Equality
Governance
• Gender Equality as the goal

• Gender and Development as the approach
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• Gender Mainstreaming as the strategy

• Gender Analysis as starting point
Gender Analysis
• Examines the differences in
women's and men's lives,
including those which lead to
social and economic inequity for
women, and apply this
understanding to policy
development and service delivery.
• Is concerned with the underlying

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causes of these inequities.

The Rationale for Gender Analysis
• To better understand our

community (women,
men, girls and boys), our
partner-beneficiaries in
development.
• To get better results from
development programs.
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Gender analysis aims to achieve equity,
rather than equality.
Why?
• Gender equity takes into consideration the differences in women's
and men's lives and recognises that different approaches may be
needed to produce outcomes that are equitable.
WHILE…
• Gender equality is based on the premise that women and men
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should be treated in the same way.

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Gender Mainstreaming: Line of Sight
Gender Gender- Women’s Gender
Mainstreaming Responsive Empowerment Equality
Governance
• Gender Equality as the goal

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• Gender and Development as the approach

• Gender Mainstreaming as the strategy
• Gender Analysis as starting point
Why do Gender Analysis?
• Gender analysis will help an organization raise

questions, analyze information, and develop
strategies to increase women's and men's
participation in, and benefit from the programs,
projects and services of the government.
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How do you do
Gender
Analysis?
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Gender Analysis Steps
Collect sex-disaggregated data. Who does what?
1 Who has access? Who has control?
2 Analyze the data. What are the reasons behind the

profiles and gaps?
3 Assess the barriers and constraints to women and men’s

equal participation to and benefit from development.
Develop strategies and programs to address the

4
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barriers and constraints. What new measures should be

taken? How should the current measures be improved?
Establishment and/or
Maintenance of GAD
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Philippine Commission on Women Database
Statistics on filipino women and men's
education
• The 2008 Functional Literacy, Education and Mass Media Survey (FLEMMS)
shows that of the estimated 68 million Filipinos 10 years old and over in 2008,
95.6% are basically literate. The basic literacy rate among females is 96.1%
while 95.1% among males.
• Functional literacy among females in the same period is also higher at 88.7% as
against 84.2% among males.
• In the 2003 FLEMMS, the results show that 8 out of 100 (more than 2 million)
Filipino women and 11 out of 100 (around 3 million) Filipino men cannot read
and write.
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• There were an estimated 5 million illiterates of the 58 million Filipinos 10 to 64

years old during that period.
education
• Women who are considered basically literate (those who can only read and write)
were estimated at 26 million (90 for every 100 women), higher than men at an
estimated 25 million (87 in every 100 men). This is evident in the elementary and
high school completion rates where females were consistently higher than males.
• Aside from acquiring basic literacy, women with numerical skills (functional literacy)
were estimated at 25 million (86 for every 100 women), also higher than men with
numerical skill estimated at 24 million (82 for every 100 men).
• Another requisite of functional literacy aside from the basic reading, writing and
numerical skill is the ability to communicate and comprehend. In that period, there
were an estimated 20 million (69 in every 100) women in this level of functional
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literacy while men in this level were estimated at 18 million only (63 in every 100).

education
• Girls have fared better in terms of enrolment indicators in elementary and secondary
education. At public elementary level during the school year 2010-2011, female Net
Enrollment Ratio (NER) was computed at 91.07 percent while male NER was lower at 88.78
percent. This means that there were around 9 in every 100 girls and 11 in every 100 boys
aged 6 to 11 who did not go to school during that period.
• The Gender Parity Index (GPI) which is used to assess differences between girls and boys
enrollment is computed at 1.03 (103 girls in every 100 boys) which means that more girls
had enrolled in elementary education than boys during that period.
• The Net Enrollment Ratio in the public secondary level during the same school year was
lesser compared with elementary level. Female NER was 66.09 percent (66 in every 100
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girls) while male NER was 56.63 percent (57 in every 100 boys) all aged 12 to 15 years.
There was a greater disparity between girls and boys in high school at 1.17 GPI which is
equivalent to 117 girls in every 100 boys.
education
• The completion rates for SY 2010-2011 indicated that more girls were able to complete
the prescribed number of years in both elementary and secondary education. The
completion rate of females at the elementary level was 77.14 percent (77 in every 100
girls), while male completion rate was 67.65 percent (68 in every 100 boys) with 1.14 GPI
(114 girls in every 100 boys).
• The completion rate of female in the secondary level is higher at 80.27 percent (80 in
every 100 girls) compared with that of male at 69.88 percent (70 in every 100 boys), with
gender disparity at 1.15 GPI or equivalent to 115 girls in every 100 boys.
• Average Dropout Rate (ADR) at the elementary level was lower for female at 5.02 percent
compared with male at 7.45 percent. This means that 5 in every 100 girls and 7 in every
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100 boys failed to finish the school year 2010-2011. The Gender Parity Index is computed
at 0.67 which implies that only 69 girls in every 100 boys dropped out in that period.

education
• In the school year 2008-2009, data revealed that 89.58 percent of the public
elementary school teachers are female; only 10.42 percent are male teachers. In the
public secondary schools, 77.06 percent are female; only 22.94 percent are male
teachers.
• The 2007 Census of Population also shows that about 3 out of 5 persons (63.3
percent) in the household population 5 to 24 years old had attended school at
anytime during the School Year 2007 to 2008. School attendance was higher among
females (64.0 percent of all females aged 5 to 24 years) than among males (62.7
percent of all males aged 5 to 24 years) during the said school year.
• Other census finding is that, among those with academic degrees, there were more
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females (56.2 percent) than males (43.8 percent). Similarly, among those with post
baccalaureate courses, females (56.3 percent) outnumbered males (43.7 percent).
LEVELS & TOOLS FOR
GENDER ANALYSIS
Household and Community Level
Gender Analysis Matrix (GAM)
24 hour activity profile

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LEVELS & TOOLS FOR
GENDER ANALYSIS
Project or Program
Harmonized GAD Guidelines

(HGDG)
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LEVELS & TOOLS FOR
GENDER ANALYSIS
Organization or Institution
PCW’s Gender Mainstreaming

Evaluation Framework (GMEF)
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ILO’s Participatory Gender

Audit (PGA)
Integrating women’s and men’s
concerns and experiences in the
GM design, implementation,
monitoring and evaluation of
policies, programs and projects.
Gender Mainstreaming
Gender Mainstreaming
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National
National GADGAD Resource
Resource ProgramProgram
Photo Credit: Dennis , MD

RA 9710: THE MAGNA CARTA OF WOMEN
All government agencies , offices , bureaus,
instrumentalities, SUCs, GOCCs and LGUs shall
pursue the adoption of gender mainstreaming as a
rights
strategy and eliminate
to promote gender
and fulfill discrimination
women’s human in
their systems, structure, policies, programs,
processes and procedures.
(Chapter 6 Section 37)

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Ge
n
Mainstreaming
de
r
Gender Perspective into
Mainstream
Gend
Governance and
r e
Ge
nd
er
Development
DECISIONS AND POLICIES
goals and objectives
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budgets and resources

program implementation
mechanisms
What is GAD Mainstreaming?
• Processes and strategies to ensure

the recognition of gender issues on a
sustained basis
• Assessment of the implications for

men and women of policies,
legislations, programs and projects
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What is GAD Mainstreaming?
Inclusion of a gender Allocating adequate logistics

perspective in the design and for the conduct of gender-
implementation of plans and responsive activities in the
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programs to carry out regular programs of the

agency mandates organization.
ENHANCED
Gender
Mainstreaming
Evaluation
Framework
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National
COVERAGE
CONTENTS OF THE ENHANCED GMEF
FEATURES OF THE ENHANCED GMEF

?
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DESCRIPTORS OF THE FOUR ENTRY

POINTS
USE OF THE TOOL
1. Guide agencies & LGUs in assessing the
progress of their gender mainstreaming
efforts; and
2. Help identify next steps to be done.

These next steps could be addressed
thru their GAD Plans and Budgets for
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implementation and M&E.

USERS OF THE
TOOL GAD Focal
Point System
shall lead the conduct of the assessment
Staff members from

relevant offices
that can help accomplish the tool
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such as program implementers,

may be invited
CONTENTS OF
THE
ENHANCED
GMEF
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CONTENTS OF THE
ENHANCED GMEF
A. GMEF
HANDBOOK
To provide context on the
process of updating the
GMEF and assist users on
the application and
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interpretation of its results

CONTENTS OF THE
ENHANCED GMEF
B.
ORGANIZATIONA
L ASSESSMENT
QUESTIONNAIRE
S
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CONTENTS OF THE
ENHANCED GMEF
GENDER MAINSTREAMING EVALUATION FRAMEWORK
(GMEF) ORGANIZATIONAL ASSESSMENT TOOL
SCORE SHEET

Name of Organization Assessed: ______________________
Date Administered: ________________________________
Inclusive Period of Assessment: _______________________
C. GMEF
Score Sheet
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FEATURES OF THE
ENHANCED GMEF
A. Levels of Gender
Mainstreaming
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Levels
of Gender Level 4
Level 5
Replication and
Innovation
Mainstream Level 3
Commitment
enhancement and
institutionalization
ing Level 2
Installation of
GAD
Application
strategic
mechanisms
Level 1
Foundation
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Formation

Levels of Gender
Mainstreaming
Level 1
Foundation Raise people’s Generate support for
Formation awareness on gender gender mainstreaming
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Levels of Gender
Mainstreaming
Level 2
Installation
of strategic Put in place the key Irregular
mechanisms people, necessary policies, application of GAD
support structures, concepts and tools
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systems and mechanisms

to facilitate and sustain
gender mainstreaming
Levels of Gender
Mainstreaming
Level 3
GAD Application
Integrate and consolidate Integrate GAD in

gender efforts to produce the mandates of
intended or desired impact the agency
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on women and men

Levels of Gender
Mainstreaming
Level 4
Commitment
enhancement and
institutionalization
Incorporate GAD in Implement continuous

all aspects of the monitoring, evaluation
and improvement of
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agency’s operations
efforts
Levels of Gender
Mainstreaming
Level 5
Replication and
Innovation
Institutionalized GAD GM efforts are

programs are further enhanced
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replicated in other based on results of

organizations GAD M&E
FEATURES OF THE
ENHANCED GMEF
B. GAD Mainstreaming
Entry Points
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Four Entry Points
Policy
Programs,
Projects &
Activities
(PPAs)
People
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Enabling
Philippine Commission on Women Mechanisms
POLI
CY
• Official statements and
pronouncements of support for
• Department Orders
• Executive orders
• Guidelines
• Policy Enhancement/ Improvement
• GAD Framework/GAD Strategic
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Plans

PEOP
LE
(sponsor, change agent, target, advocate)
• Top management express support
for Gender Mainstreaming
• Recognition of GFPS and staff

members as GAD experts
• Clients (internal and external) able

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to participate in the planning,

implementation and M&E of PAPs
ENABLING
MECHANISMS • GFPS System
• Capability building on GAD
• Database with SDD/GS
• GAD M&E
• Knowledge Management (KM) System on GAD
• GAD Plan and Budget
• Networking efforts (developing networks and
evolving partnerships)
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PROGRAMS,
ACTIVITIES,
PROJECTS • Review and issuance of revised
policies towards GM
• PAPs establishing enabling
mechanisms for GM
• Application of GA tools
• IEC Campaigns
• Creation and regular updating of
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GAD corner and website

FEATURES OF THE
ENHANCED GMEF
C. GMEF Descriptor Matrix
(Banig)
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POLICIES
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13 Descriptors
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
Foundation Formation Installation of Strategic GAD Application Commitment Replication and
Mechanisms Enhancement and Innovation
Institutionalization
1.1 Policies articulating 2.1 Policies reflecting the 3.1 GAD 4.1. GAD policies of the 5.1 Gender
support to GAD organization’s interest for agenda/Strategic organization resulted in responsive policies
Mandates and gender mainstreaming Framework on bridging gender gaps replicated by other
establishing four issued GAD adopted by clients (internal and organizations as
essential elements of the organization external) models or standard
GAD Planning and 2.2 Policies addressing the
Budgeting issued gender needs of the 3.2 Organizational 4.2. Policies continually
clients (internal and and sectoral plans developed and/or
1.2 Existing policies external) of the integrated with enhanced based on the
reviewed for organization issued GAD perspective results of gender analysis
consistency with
emerging GAD issues 2.3 Policies issued by the 3.3 Sector specific 4.3 Vision, mission and
and issuances organization use gender- GAD policies goals of the organization
accordingly fair language and images formulated by the integrated with GAD
organization perspective
1.3 Broad statements of
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intentions or
aspirations reflecting
the organization’s
support forNational
GAD GAD Resource Program
related activitiesCommission
Philippine issued on Women
PEOPLE
27 Descriptors
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Foundation Formation Installation of Strategic GAD Application Commitment Enhancement Replication and
Mechanisms and Institutionalization Innovation
1.1 People in strategic 2.1 GFPS members and 3.1 GFPS and program 4.1 Staff members and GFPS members 5.1 Top management
implementers skilled in integrating served as GAD resource persons to championed GAD concerns
positions designated to be program implementers GAD perspective in the development attached and regional offices during high level meetings/
members of the GFPS trained on gender analysis and and implementation of PAPs discussions
use of gender analysis tools for 4.2 Top management and concerned staff
1.2 GFPS members attended GAD PB preparation 3.2 Top management required members tracked the contributions of 5.2 Organization’s staff
integration of GAD in organization’s their GM efforts towards the fulfillment of members recognized as GAD
appropriate and relevant MFOs, Program/ Activities/Projects national and international commitments experts by other
trainings on GAD 2.2 Top management directed the (PAPs) and performance indicators on GAD organizations
implementation of the GAD Plan
1.3 Top management 3.3 Top management implemented 4.3 Top management and concerned staff 5.3 External clients
policies and programs in support of members reflected GAD functions in recognized as GAD
attended orientations on 2.3 Clients (internal and the appointment of qualified women performance contracts or terms of champions by reputable
GAD external) aware of the GAD to leadership positions reference (TOR) local and international
programs and policies of the organizations
1.4 Top management and organization 3.4 More women assumed critical 4.4 Concerned staff members calibrated
roles and authority in the programs to address emerging gender
GFPS members aware and organization issues
conscious of GAD related 2.4 Clients (internal and
policies and mandates external) articulated gender 3.5 Clients (internal and external) 4.5 Concerned staff members developed
needs/issues in designing PAPs particularly women, actively GAD tools and knowledge products
participated in the planning and
1.5 Top management implementation of PAPs 4.6 Clients (internal and external)
supportive of GM efforts 2.5 Concerned staff members particularly women, actively participated
and has allowed the trained to collect sex- 3.6 Staff members used and applied in the monitoring and evaluation and
collected sex-disaggregated data to enhancement of PAPs
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organization staff members disaggregated data surface gender issues towards

to participate in GAD- enhancement of the organization’s
related activities 2.6 Male employees involved and PAPs
appreciative of the
1.6 Organization’s staff organization’s GM efforts
members oriented on GAD
ENABLING
MECHANISMS
23 Descriptors
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Foundation Installation of Strategic GAD Application Commitment Replication and
Formation Mechanisms Enhancement and Innovation
1.1 GFPS or similar 2.1 Functional GAD focal 3.1 Other GAD Mechanisms 4.1 Other GAD Mechanisms 5.1 GFPS recognized and
GAD mechanism point system established established by the organization contributed towards the awarded as a model GAD
created/ based on provisions of PCW coordinated, monitored and attainment of its desired impact mechanism by reputable
reconstituted in 2011-01 reported progress of local, national and
accordance to MCW implementation 4.2 Organization utilized 70% international organizations
and pertinent policies 2.2 Organization established or more total budget to on gender mainstreaming
issued by concerned Other GAD mechanisms to 3.2 Organization utilized 30% or implement GAD activities based
oversight agencies enable gender responsive of more of total budget to on the GAD PB 5.2 Other GAD Mechanisms
PAPs implement GAD activities based recognized as models by
1.2 Organization on the GAD PB 4.3 GAD database generated other organizations
initiated exploratory 2.3 Organization GAD plan sector specific knowledge
activity with PCW or utilized at least 5% of total 3.3 Organization utilized GAD products on women and men 5.3 Organization utilized
other agencies, agency budget budget judiciously* 100% of total budget to
institutions and 4.4 M & E system of the implement GAD activities
individuals to 2.4 Organization worked 3.4 Organization partnered with organization tracked the based on the GAD PB
facilitate gender with agencies, institutions agencies, institutions and desired gendered related
mainstreaming and individuals on GAD to individuals towards the strategic outcomes and impacts of PAPs 5.4 Centralized GAD
facilitate gender implementation of GAD on clients (internal and database established and
mainstreaming programs external) accessible to regional and
1.3 Organization attached offices, clients and
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collected data towards 2.5 Organization database 3.5 Organization utilized sex- 4.5 Knowledge Management partner organizations
the establishment of able to generate sex- disaggregated data/gender System of the organization
GAD database and disaggregated data/gender statistics used in gender in the produced and shared GAD- 5.5 System for knowledge
enhancement of M&E statistics* developing cycle related KPs transfer of the organization
system* integrated with Gad and
Philippine Commission on Women replicated by other
organizations
PAPs
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30 Descriptors
Foundation Formation Installation of Strategic GAD Application Commitment Replication and
Mechanisms Enhancement and Innovation
1.1 International/ national 2.1 GAD agenda and/or strategic GAD 3.1 Implementation of GAD 4.1 Implementation and 5.1 Organization is
/local GAD-related events framework formulated
mandates, policies and PAPs monitoring of international, recognized as a GAD
observed by the organization
2.2 GAD Plan and Budget (GPB) developed monitored national and local GAD learning hub for its notable
1.2 GAD orientation and GST
is based on the GAD agenda, emerging mandates sustained and gender mainstreaming
issues, new international and national GAD
conducted for the mandates and result of gender analysis 3.2 Organization’s GPB and GAD institutionalized in the efforts
organization’s clients (internal AR prepared, timely submitted organization programs
and external) 2.3 GAD deepening sessions based on results and endorsed 5.2 Convergence model
of TNA or updated GAD policies and tools
conducted 4.2 Sector specific GAD resulting from partnerships
1.3 Consultations with clients 3.3 Capacity development on GAD capacity sessions conducted recognized and replicated
(internal and external) to
identify gender issues and
2.4 GA tools applied in selected programs conducted and sustained for clients for clients (internal and by other organizations
and in the review and implementation of
corresponding strategies PAPs (internal and external) external)
conducted 5.3 GAD knowledge
2.5 Facilities and services that address gender 3.4 Capacity development on GAD 4.3 Application of GA tools in products used and adopted
1.4 Consultations with PCW issues and concerns of clients (internal and
external) established and implemented
to develop internal GAD experts agency PAPs including ODA- by other organizations
and relevant organizations/ conducted funded projects
individuals on GAD
mainstreaming conducted
2.6 Orientation module for employees with institutionalized 5.4 Existing
gender sensitivity as core competency
developed
3.5 GA tools regularly applied in award/incentive system of
1.5 Existing IEC materials the development planning cycle 4.4 Sustainability action plan the organization integrated
reviewed and revised to ensure 2.7 IEC materials on GAD for target audience of GAD efforts developed with GAD perspective
use of gender sensitive (internal and external) developed and
3.6 GAD website regularly updated
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language and images disseminated

4.5 Impact evaluation of GAD

1.6 GAD corner set-up
2.8 GAD section in organization’s website 3.7 Organization’s knowledge mainstreaming efforts
created, updated and accessible.
management system as a conducted
mechanisms for knowledge transfer
of GAD-related knowledge
National GAD Resource Program products set-up
FEATURES OF THE
ENHANCED GMEF
D. GMEF Organizational
Assessment Questionnaire
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ORGANIZATIONAL ASSESSMENT
QUESTIONNAIRE - PEOPLE
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FEATURES OF THE
ENHANCED GMEF
E. GMEF Scoring Guide

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GMEF Score Guide per Entry and Over-all Level
RANGES LEVEL DESCRIPTION

Level Per Entry 1-7.99 points 1: Foundation Formation
Point
8-14 .99 points 2: Installation of Strategic Mechanisms
15-19.99 points 3: GAD Application
20-23.99 points 4: Commitment Enhancement and Institutionalization
24-25 points 5: Replication and Innovation
RANGES LEVEL DESCRIPTION

Over-all Level 0-30.99 points 1: Foundation Formation
31-60.99 points 2: Installation of Strategic Mechanisms
61-80.99 points 3: GAD Application
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81-95.99 points 4: Commitment Enhancement and Institutionalization
National GAD Resource Program 96-100 points 5: Replication and Innovation

Guide for
Administering
the GMEF
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ADMINISTERING THE
GMEF GFPS members shall lead the
conduct of GMEF Assessment
MOVs should be prepared and
properly secured
and invite staff members from
relevant offices
Establish the timeline of the Validated ratings should be

assessment e.g. 2013-2017 submitted to PCW along with
the copy of all MOVs
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Consolidated ratings maybe

reported in a plenary session Apply the GMEF at least once
for validation every 3 years
Level of Gender Mainstreaming
of some agencies that were
assessed using the GMEF Tool
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GMEF Assessment Results of NEDA
KEY AREAS SCORES
2014 2015 2016
Policy 17. 49 (Level 3) 17. 49 (Level 3) 18.33 (Level 4)
People 20.33 (Level 4) 20.33 (Level 4) 21.59 (Level 4)
Enabling 16.50 (Level 3) 16.50 (Level 3) 17.50 (Level 3)

Mechanisms
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PAPs 14.03 (Level 2) 15.01 (Level 3) 16.11 (Level 3)
Over-all Score 68.35 (Level 3) 69.33 (Level 3) 73.53 (Level 3)

Strong Points/Areas for Improvement- PAPs
Strong Points Areas for Improvement
1. NEDA has issued policies In support of 1. Conduct regular updates of the GAD
GAD such as the observance of section in the NEDA website;
international and national GAD-related 2. Develop an orientation module with
events and conduct of GAD capacity gender sensitivity as a core
development sessions for its competency for employees;
employees; 3. Establish knowledge management
2. NEDA has integrated the agency’s system as a mechanism to transfer
training on development planning with GAD knowledge; and
a module on gender analysis; and 4. Integrate GAD in the existing rewards
3. It monitoring gender-related concerns and incentives mechanism of NEDA
in international commitments such as
the SDGs, specifically, Goal 5 on
Gender Equality
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Philippine Commission on Women 70
01/26/2022
GMEF Performance Updates of Priority Agencies 2016 – Levels
Division Policy People Enabling Mechanisms PAPs Overall

Agency
2014 2016 2014 2016 2014 2016 2014 2016 Overall
Baseline 2015 Update Baseline 2015 Update Baseline 2015 Update Baseline 2015 Update Baseline 2015 2016 Update
Levels Levels Levels Levels Level
DA 2 2 3 3 2 3 2 3 2 3
DENR 3 2 4 4 3
DOLE 4 3 3 4 3 3 2 3 3 3
DPWH 2 2 3 3 3 2 2 3 2 2 3 2 2 3
MED
DTI 3 3 3 4 2 4 2 3 2 3
PS 1 1 2 3 2 2 1 1 2 2
TESDA 3 3 3 4 3 4 3 3 3 3
DND 4 4 3 3 2 2 3 3 3 3
DEPED 2 2 1 2 1 2 1 1 1 2
CHR 4 4 4 3 3 3 2 3 3 2 2 3 3 3 3
CSC 3 3 4 4 2 2 3 4 3 3 3
NAPC 3 3 3 3 2 2 2 3 3 3
DOJ 2 2 2 2 2 3 2 2 2 2
PDAD
DBM*
DSWD 3 3 4 4 3 3 2 3 3 3
NEDA 3 3 3 4 4 4 3 3 3 2 3 3 3 3 3
OPAPP 2 3 3 4 3 3 3 3 3 3
3 3 4
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POPCOM 3 3 5 4 4 5 3 3 3 3 4 4
CHED 4 4 4 3 3 4 2 2 2 2 3 3 3 3 3
COA 3 4 4 4 4 4 3 3 3 3 4 4 3 3 4
DILG 3 3 3 3 3 3 2 3 3 3
DOH 2 2 3 3 4 4 3 3 3 3 3 3 3 3 3
TSD
DOT 4 4 4 4 2 2 3 3 3 3
National
DOTrGAD Resource Program
3 3 3 3 2 2 2 3 2 2
DOST 2 2 2 3 4 4 2 2 2 3 3 4 3 3 3
PNP 3 3 3 3 3 4 3 3 3 2 3 3 3 3 3
GMEF Performance Updates of Priority Agencies 2016 – Scores
Policy People Enabling Mechanisms PAPs Overall

Division
Agency
2014 2014 2014 2014 Overall
Baseline 2015 2016 Baseline 2015 2016 Baseline 2015 2016 Baseline 2015 2016 Update Baseline 2015 2016 Update
Score Update Score Update Score Update Score Score
DA 9.98 12.48 16.17 19.53 10.17 15.01 14.13 17.53 50.45 64.55
DENR 16.66 21.22 14.00 24.26 76.14 0.00
DOLE 21.67 19.17 19.09 22.00 17.00 18.05 10.75 17.69 68.51 76.91
DPWH 8.32 12.50 16.68 16.17 17.00 18.66 13.01 13.01 15.51 11.72 12.76 18.61 49.22 55.27 69.46
MED
DTI 15.84 17.52 17.81 22.84 11.00 16.01 14.80 20.78 59.45 0.00 77.15
PSA 6.65 6.65 12.44 15.33 9.83 9.83 5.73 5.73 34.65 37.54
TESDA 18.35 19.17 19.07 21.56 16.00 20.50 18.35 19.13 71.77 80.36
DND 20.00 20.00 16.17 17.00 12.00 12.00 15.34 15.34 63.51 64.34
DEPED 9.17 9.99 7.44 9.09 6.33 8.33 5.01 7.42 27.95 34.83
CHR 20.00 20.84 20.84 15.70 15.70 15.70 14.50 15.00 15.50 12.26 12.26 15.45 62.46 63.80 67.49
CSC 17.51 18.98 20.34 21.17 11.84 13.17 18.22 20.79 67.91 74.11
NAPC 17.50 17.50 19.06 19.48 13.50 14.00 11.85 15.15 61.91 66.13
DOJ 14.18 14.18 11.60 14.93 11.51 15.00 9.67 11.85 46.96 55.96
PDAD
DBM 0.00 0.00

DSWD 15.84 17.51 20.75 20.75 17.50 18.00 11.68 15.22 65.77 71.48 0.00
NEDA 17.49 17.49 18.33 20.33 20.33 21.59 16.50 16.50 17.50 14.03 15.01 16.11 68.35 69.33 73.53
OPAPP 14.17 15.00 19.91 21.56 18.00 18.00 16.75 16.75 68.83 71.31
©VJ Pangan
POPCOM 17.50 17.52 24.2 23.73 22.84 24.18 16.00 17.01 18.5 17.75 20.91 23.12 74.98 78.28 90
CHED 20.01 20.01 20.01 18.24 18.24 21.56 11.67 13.00 13.00 13.71 15.14 15.14 63.63 66.39 69.71
COA 16.67 20.00 20.00 20.33 20.33 22.49 15.00 15.00 18.00 18.58 20.24 20.74 70.58 75.57 81.23
DILG 17.53 17.53 18.65 18.65 18.01 18.01 13.98 15.74 0.00 68.17 69.93
DOH 11.67 11.67 15.00 19.48 20.32 20.32 16.17 16.17 16.17 16.99 16.99 16.99 64.31 65.15 68.48
TSD
DOT 22.53 22.53 20.33 22.84 11.01 13.01 16.58 18.12 70.45 76.50
DOTr on Women
Philippine Commission 15.85 15.85 16.98 16.98 10.33 10.33 13.17 15.26 56.33 58.42
DOST 10.82 10.82 10.82 16.99 20.33 20.33 11.67 11.67 11.67 15.75 15.75 20.08 55.23 58.57 62.90
PNP 15.01 15.01 15.84 17.80 17.80 20.77 16.01 16.01 16.50 13.50 15.15 17.08 62.32 63.97 70.19
Summary (as of 2016 update)
Level 1 Level 2 Level 3 Level 4 Level 5 TOTAL
1 13 20 2 0 36
 36 agencies assessed using the GMEF Assessment Tool

 1 in level 1 (Foundation Formation)
 13 in level 2 (Installation of Strategic Mechanisms)
 20 are in level 3 (GAD Application)
 2 in level 4 (Commitment Enhancement and
©VJ Pangan
Institutionalization)
 0 in level 5 (Replication and Innovation)
Reflecting the
GMEF Results
in the GAD Plan & Budget
©VJ Pangan

Reflecting the GMEF Results in the
GAD Plan and Budget
Descriptors with  How do you maximize

high scores these strong points to hasten
represent the institutionalization of GAD in
strong points of your agency/LGU?
an organization
©VJ Pangan
 Target interventions to sustain

efforts on gender
mainstreaming
GAD Plan and Budget
Descriptors with low or zero scores represent the areas where
actions are needed to enhance implementation
 Analyze the facilitating and

hindering factors (Gender Issue)
 Target interventions to further improve the

©VJ Pangan
over-all level of gender mainstreaming of

the organization (GAD activity)
GAD Plan and Budget
Agency may only prioritize

Input in formulating some of the GMEF
GAD agenda.
©VJ Pangan
assessment results for

inclusion in their GAD plan
GAD Plan and Budget
Training expenses on
the use of the enhanced
GMEF tool
GAD Plan
and
Budget
Conduct of periodic
©VJ Pangan
assessment using the

tool
of the tool maybe accessed and
downloaded from the PCW
website:
http://www.pcw.gov.ph
©VJ Pangan

FAQs on GMEF
©VJ Pangan
National
All agencies are highly encouraged
Are all agencies required to to administer the GMEF as per
administer the GMEF? PCW MC 2016-03
“Use of the Enhanced GMEF”.
Yes, LGUs may also administer the

©VJ Pangan
Can LGUs also administer the GMEF since the indicators are
GMEF? applicable to both agencies and
Philippine Commission on Women LGUs.
The HGDG is a gender analysis tool
What is the difference that measures the gender
between the HGDG and responsiveness of programs and
the GMEF? projects while the GMEF is an
organizational assessment tool.
Some of the indicators are similar

Why are some of the to countercheck validity of
indicators redundant responses. This is called vertical
©VJ Pangan
across entry points? and horizontal alignment of

indicators
Do agencies/LGUs that No, the validation of ratings is
will administer the the responsibility of the
GMEF have to submit agency/LGU but they are
the ratings to PCW for encouraged to inform PCW of
validation? their GMEF assessment results
PCW encourages a department/line
Can regional offices, agency to include the ROs during the
internal bureaus and CO’s assessment but the ROs may
attached agencies opt to administer the tool separately
administer the GMEF for purposes of assessing its GM
©VJ Pangan
separately from the efforts. Attached agencies should

parent/line agency? administer the GMEF separately.
Can agencies submit a
particular means of Yes, they need to only indicate
verification (MOV) only once that the said MOV has already
if several questions are been submitted
requiring it?
No, since agencies with ‘unique

Are agencies with unique mandates’ can replicate efforts
mandates (e.g. COA) exempted internationally (e.g. other Supreme Audit
from some level 5 questions Institutions can replicate efforts of COA)
provided they can attest that said
©VJ Pangan
since it will be difficult for them

to replicate their GAD efforts? international entity have used their GAD
policy, mechanism or PAP as a model.
The MCW and the GMEF are actually
complementary rather than
Why does the GMEF require contradictory. An agency’s budget can be
more than 5% utilization of the 100% gender-responsive through
GAA when the MCW only attribution of the cost of major programs
requires at least 5% of the thru the use of HGDG.
budget to be used for GAD?
 The agency is commendable because
it has attained gender-
responsiveness and has effectively
addressed gender issues of its
What will happen if an agency internal and external clients.
attains an over-all rating of level  PCW will also use the GMEF baseline
©VJ Pangan
5 in the GMEF? results as basis for its awards system

to recognize agencies with
Philippine Commission on Women noteworthy GM efforts
©VJ Pangan

WORKSH
OP
ANSWERING THE
GMEF ASSESSMENT
QUESTIONNAIRE
©VJ Pangan

PLENA
RY
SHARING OF RATINGS
AND EXPERIENCES IN
THE ADMINISTRATION
©VJ Pangan
OF THE GMEF TOOL

GMEF WORKSHOP
4. Identify 2-3 action points (Gender
Issue) based on the items that your
1. There will be 8 groups. Each
group is weak or lacking. Write
group will be assigned an entry
these action points in the metacards.
point.
5. Put corresponding mitigating
2. Assign a facilitator in your strategy (GAD Activity) of the action
group. Discuss and answer the points identified.
questionnaires to the best of
your knowledge. Have a 6. There will be a plenary presentation
consensus rating for each item. of the workshop results. Assign a
presenter of your group’s output.
3. Total the scores and transfer in
©VJ Pangan
the GMEF score sheet.

Duration: 1 hour
Guide in presenting the GMEF
Results
The process of Score per entry point to
administering the highlight the weak and strong
tool points in terms of GM efforts
Sharing of issues, challenges

and experiences in
administering the tool
©VJ Pangan
Duration: 10-15 minutes

Philippine Commission on Women per group
THANK
YOU May the Filipino people and

for the future generations
LISTENING. reap our efforts for
gender equality!!!
©VJ Pangan
VICHEL JUGUILON-PANGAN
••••••••••••••••••••••••••••••••••
Independent Gender and Development Specialist
Member, PCW GAD Resource Pool
vicheljuguilon@gmail.com
09178161654

GM, GA and GMEF

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Gender Mainstreaming as a

Strategy to Implement the MCW

Department of Education Makati

National GAD Resource Program

National GAD Resource Program

3 Application of the GMEF Tool

National GAD Resource Program

National GAD Resource Program

• Gender Equality as the goal

• Gender Mainstreaming as the strategy

• Is concerned with the underlying

causes of these inequities.

• To better understand our

National GAD Resource Program

should be treated in the same way.

National GAD Resource Program

National GAD Resource Program

National GAD Resource Program

National GAD Resource Program

• Gender Equality as the goal

• Gender and Development as the approach

• Gender analysis will help an organization raise

National GAD Resource Program

National GAD Resource Program

2 Analyze the data. What are the reasons behind the

3 Assess the barriers and constraints to women and men’s

Develop strategies and programs to address the

barriers and constraints. What new measures should be

National GAD Resource Program

• There were an estimated 5 million illiterates of the 58 million Filipinos 10 to 64

National GAD Resource Program

National GAD Resource Program

Gender Analysis Matrix (GAM)

24 hour activity profile

National GAD Resource Program

Harmonized GAD Guidelines

National GAD Resource Program

PCW’s Gender Mainstreaming

ILO’s Participatory Gender

Photo Credit: Dennis , MD

(Chapter 6 Section 37)

National GAD Resource Program

budgets and resources

• Processes and strategies to ensure

• Assessment of the implications for

National GAD Resource Program

Inclusion of a gender Allocating adequate logistics

programs to carry out regular programs of the

FEATURES OF THE ENHANCED GMEF

DESCRIPTORS OF THE FOUR ENTRY

2. Help identify next steps to be done.

implementation and M&E.

Staff members from

such as program implementers,

National GAD Resource Program

interpretation of its results

National GAD Resource Program

National GAD Resource Program

National GAD Resource Program

National GAD Resource Program

National GAD Resource Program

National GAD Resource Program

systems and mechanisms

Integrate and consolidate Integrate GAD in