Amnesty International's Gender Action Plan Underlag till styrelsemöte 1-2 maj 2004

Till: Styrelsen
Från: Sekretariatet
Datum: 28 maj 2004

AI Index: POL 38/001/2003

A GENDER ACTION PLAN FOR AI

1. Introduction
On 18-20 July in Oxford, UK, the Secretary General Irene Khan convened a meeting on gender and Amnesty's internal "culture".  The meeting brought together external experts, activists and staff from within the movement to examine the internal challenges and possibilities we face as we embark on the Violence against Women (VAW) campaign.  The meeting identified consistency between our public statements on women's human rights and our internal "culture" and organizational behaviour as being essential to the Campaign's success.  A detailed record of the meeting is available as a separate document and a list of meeting participants is included as Appendix A

2. Towards a Gender Action Plan for AI
The starting point for the Action Plan is the belief that the incorporation of gender perspectives into the organizational culture and ongoing work of AI will strengthen not only AI's VAW campaign but its work on women's human rights and from there the quality and effectiveness of its work at the broadest levels.

3. Mandate for an AI Gender Action Plan
The mandate for a Gender Action Plan for AI is established by a number of interventions, some of which are specific to women, others of which are more general in character.
Successive ICMs have directed the movement's attention to the more comprehensive incorporation of a gender perspective into AI's work.  The 1995 ICM, through its Decision 28 sets out the movement's strategic plan for 1996-2001 called for an implementation throughout the movement of "standards consistent with AI values including human resource management strategies covering such issues as multiculturalism and gender equity."  This was followed by Decision 32 of the 1995 ICM asking the IEC to "conduct a quantitative and qualitative gender-based evaluation of AI's research, campaigning, development, publicity and organisation structures " since the first report on Women in the Frontline was published in 1991.  It also asked the IEC " to request all sections to ensure a focus on gender in their mandate training and development sessions and their strategy planning processes."

UN instruments identify obligations that also implicate AI. Article 2 of the Convention of Elimination of all Forms of Discrimination Against Women (CEDAW) called on States to "pursue by all appropriate means and without delay a policy of elimination discrimination against women"  and Article 3 asked that " State parties shall take in all fields, in the political, social, economic and cultural fields, all appropriate measures including legislation to ensure the full development and advancement of women, for the purpose of guaranteeing them the exercise and enjoyment of human rights and fundamental freedoms on a basis of equality with men".

According to a publication by the United Nations' Office of the Special Adviser on Gender Issues: "Gender equality is a goal that has been accepted by governments and international organizations.  It is enshrined in international agreements and commitments." (OSAGI (2002). Gender Mainstreaming: An Overview. New York: United Nations)

The Beijing Platform of Action (1995) creates obligations for which AI should be prepared to account by calling on "Governments and other actors to promote an active and visible policy of mainstreaming a gender perspective into all policies and programmes, so that, before decisions are taken, an analysis is made of the effects on women and men, respectively." (Paragraph 79).

AI has publicly endorsed many of the goals associated with Gender Action plans, for example "To increase the participation of women in NGOs and in human rights defender protection networks at all levels of responsibility and in proportion to the place of women in base activities.  For all actions, the various forms of harassment and violence directed towards women based on questions of gender, will be taken into account." (Results of the Human Rights Defenders Summit, Paris, December 1998).

With respect to more focussed capacity building and planned preparations, campaign evaluations have identified that AI must build towards long-term change by establishing feasible long-term campaign goals, and should continue working on identified issues until the goal is either met or clearly off the political agenda.
 
4. Mandate for Internal Change
The STOP VAW Campaign and the changes it envisions are situated within the context of the movement's adoption of a new Integrated Strategic Plan.  The new ISP will focus AI on change to enable significant advance in the way we work and the outcomes we secure.  The proposed Gender Action Plan - crucial to the success of the Campaign - is designed to fit within the environment and priorities of the ISP.  It identifies the specific opportunities for advancing AI's work on women in support not only of a successful VAW campaign but also strengthening of AI's capacity to work long term for women's human rights and for gender equality.  These opportunities are most clearly stated in the ISP's Human Rights strategy but importantly are also found in the Organizational and Financial strategies.  

5. Definitions, Concepts and Language
Discussions on gender issues are often confused by competing interpretations or uses of the term 'gender', translation difficulties, varying cultural starting points and different expectations.  However, as stated earlier this Action Plan is based on the international commitments to equality between women and men and gender mainstreaming.
This paper does not set out an exhaustive list of terms and definitions however there are some terms which will be frequently used and for which common definitions will be helpful:

· Gender  refers to the social attributes and opportunities associated with being male and female and the relationships between women and men and girls and boys, as well as the relations between women and those between men.  These attributes, opportunities and relationships are socially constructed and are learned through socialization processes. They are context/ time-specific and changeable.  Gender determines what is expected, allowed and valued in a women or a man in a given context.  In most societies there are differences and inequalities between women and men in responsibilities assigned, activities undertaken, access to and control over resources, as well as decision-making opportunities. Gender is part of the broader socio-cultural context. Other important criteria for socio-cultural analysis include class, race, poverty level, ethnic group and age.

· Gender is not only about women.   Male gender identities are often overlooked, or taken for granted, because traditional male characteristics are treated as the norm, whereas female characteristics are treated as deviant.  Gender mainstreaming efforts are often thought of as being developed by and for women.  However, mainstreaming looks at the impacts of policies and programs on men and women, assessing all disadvantages that result from the construction and institutionalization of gender.  Relationships between men and women are interdependent.  Challenging male roles are therefore inherent in gender equality initiatives.  Hence, men, as well as women, need to be involved and engaged in that change.

· Sex by contrast with gender, refers to the biological state of being female or male.

· Mainstreaming a gender perspective  is the process of assessing the implications for women and men of any planned action, including legislation, policies or programs in all areas and at all levels.  It is a strategy for making women's as well as men's concerns and experiences an integral dimension of the design, implementation, monitoring and evaluation of policies and programs in all political, economic and societal spheres so that women and men benefit equally and inequality is not perpetuated.  The ultimate goal of any gender mainstreaming initiative is to achieve gender equality. (1997 Agreed Conclusions, ECOSOC)

· Gender mainstreaming  must include the intersectionality  of identities. A gender analysis must address the intersection of race, class, ethnicity, sexuality, age and ability and how roles and expectations can change based on these intersections.

· Women's empowerment  can be understood as a process whereby women, individually and collectively, become aware of how power structures, processes and relationships operate in their lives and gain the self confidence and strength to challenge the resulting gender inequalities."  Empowerment involves awareness raising, building self-confidence, expansion of choices, involvement in decision making and increased access to and control over resources.  

· Gender equality  "refers to norms, values, attitudes and perceptions required to attain equal status between women and men without neutralizing the biological differences between women and men."

· Gender equity  which is the exercise of equal rights and entitlements leading to outcomes which are fair and just, and which enable women to have the same power as men.

· Gender balance  on the other hand, refers to the numbers of women and men in various positions throughout a specific institution.  The term refers to both quantitative aspects (the number of women and men in various positions) and qualitative aspects (the extent to which women and men have equal career opportunities to serve not only at all levels, for example, though promotion, appointment, training and mentoring, but also in all occupations for which they are qualified).  Attention to gender balance prompts consideration of male/female staffing ratios at all levels of an organization.

· Gender-blind  refers to policy and procedures that are developed and implemented manner ignoring the different, socially determined roles, responsibilities, and capabilities of women and men, whereby women tend to be disadvantaged, leaving them with less economic, social and political power compared to men.

· Gender equitable organization  is an organization that creates an environment which results in an equality of outcomes for both men and women.
Effective communication about gender related terminology and the aspirations and processes of the proposed Gender Action Plan implies that we will need to agree also on a consistent approach to translations in AI's core languages.  This is an important first step towards commandeering movement wide support for and engagement with preparations for the VAW campaign.
 
6. Key assumptions

A number of assumptions underpin the proposed Gender Action Plan:
· That AI is not yet but should aim to be a gender equitable organization.
· That more visible and coherent efforts towards this goals must be in place to ensure AI's voice on VAW is both credible and authoritative.
· That internal change is needed and is achievable.

Based on diagnostic work undertaken over several years at a number of locations within AI and reinforced by the Oxford meeting, we assume that gender equity within AI can be promoted if we seek appropriate change in the following areas:

6.1 Incorporate gender into internal policy & strategies
- Adopt internal policy reforms to prevent and eliminate gender discrimination (for example, in employment, recruitment, and performance evaluation processes).
- Ensure that gender is mainstreamed throughout the organization and not confined solely to the VAW Campaign.
- Build a gendered budget analysis across the IS and sections and structures (not only for the VAW Campaign)
- Ensure monitoring and evaluation is included as part of the implementation of the GAP

6.2 Strengthen leadership of and accountability for gender mainstreaming
- Secure the endorsement of AI's leadership.
- Ensure AI's leadership is knowledgeable about gender, committed to change and accountable for change.  

6.3 Promote a gender sensitive organizational culture
- Promote the need for an open, gender sensitive working culture.
- Undertake gender audits across the movement.
- Train leaders, activists, volunteers and staff in gender sensitivity.
- Increase research and actions on women.
- Integrate women and intersectionality issues into all areas of work.
- Promote use of non-discriminatory language and images.
- Engage and welcome men's participation in the VAW campaign.

6.4 Encourage capacity building and facilitate learning
- Create a safe, constructive learning environment for both women and men and promote a greater understanding of gender, VAW and women's human rights.
- Prioritize resources to support continued learning and create analytically appropriate, relevant and accessible training materials.

6.5 Develop effective partnerships
- Establish meaningful partnerships with other organizations working on women's human rights.
- Establish guidelines/ best practices on how to conduct ourselves in partnerships with the women's movement.  
- Dedicate sufficient resources - both human and financial - to create meaningful and successful relations with other NGOs.
- Build trust, best-practice exchange and support between sections/ structures and with the IS.
 
(Nedanstående text ska egentligen presenteras i tabell-form)

PROPOSED GENDER ACTION PLAN
2003-2005

GOAL  
1. Build a gender-equitable organizational environment open to learning, flexibility and change.
2. Secure  credibility of AI's VAW campaign by making public our own commitment to address VAW within the organisation
3. Ensure that gender-sensitivity permeates throughout all aspects of AI's work.
4. Evolve empowering and meaningful partnerships -between S/S and with the IS-within sections/structures an d the IS-between AI and the women's movements

OBJECTIVE
1. An internal strategy and two year international plan of action on gender equity to be in place by 25 November 2003 and being implemented by time we launch the Campaign on 08 March 2003.
2 AI's "zero tolerance on VAW" policy within the organisation is made public on the eve of the VAW campaign
3. Use the VAW campaign as the driver for change in gender-sensitizing AI's research, action and membership development.  
4a. S/s participation in the design and implementation of the VAW campaign is made a core part of S/S and IS processes.  
4b. Women's human rights activists and networks in s/s and their vital role in the VAW campaign are fully supported by S/S and the IS.
4c. Developing sections and structures are given support in their participation in the VAW campaign.
4d. "Best practice" on consultation and partnership with the women's movements are identified, promoted and sustained.

ACTIVITIES
1.Tools and methodologies on  gender audit and gender analysis for defining "how gender equity translates in AI" are designed, promoted actively and widely available to the movement  
2.Training needs of sections/structures (S/S) and IS on "gender" are systematically identified and assessed.  
3. S/S and the IS undertake a gender audit and incorporate the result into OP2 of the ISP.
4.The IEC and national boards undertake gender-sensitive sessions as part of their commitment to gender equity.
5. Commission external experts to review and draft guidelines on:
a. sexual harassment
b.gender-and culture-sensitive conduct of AI personnel in field missions and representational activities.
c. Gender- and culture-sensitive use of language and images in our research, fundraising and campaign materials (including in the internet)
6.Senior leadership in S/S and IS to draw up measures for addressing incidents of VAW within AI prior to the launch of the VAW campaign.
7. The IS, in consultation with the VAW steering committee and IWHRN, initiate the drafting of guidelines on the following to inform translation and media work of the campaign. a. gender-sensitive language and terminologies
b. gender-sensitive images and visuals
c. gender-sensitive media work
8.Develop research methodology on non-state actors and intersectionality of gender with other identities.
9.Establish benchmarks on AI research on women's human rights
10. IS / VAW Campaign Steering Committee cooperation to implement the GAP is established.
11. S/S' internal strategies highlight commitment and support to enhancing leadership role of women in all levels and aspects of the organisation.
12 S/S and IS develop common knowledge base on women's movements and best practice on partnerships and consultations.
13. The new VAW campaign WOOC guidelines are widely promoted in within the movement.

RESULTS
1. A movement-wide gender audit and analysis to start by 25 November 2004 and the results are made public.
2. The results of the gender audit and gender analysis are used to further build and sharpen the Action Plan within OP2.
3.Training and other capacity-building activities around gender accompany the implementation of the Gender Action Plan, for volunteer /activist and staff inductions and HRE program;
4.Gender -sensitive policy is developed in relation to membership recruitment; valuing paid and unpaid work; and terms of employment and professional development for staff.
5. Policies and guidelines are written and made known to all in the movement and the public
6. Policies and guidelines are replicated in all sections and structures
7.Policies and guidelines to facilitate and inform a gender sensitive VAW campaign are written and made known to all in the IS, sections and structures including decentralised units.
8. Gender-sensitive research methodologies (existing and new ones) promoted widely through a systematic training programs at the IS and S/s.
9. The role of the VAW Campaign Steering Committee is communicated to the movement and the IS.
10. Clear targets for supporting women in leadership are set.
11. The Gender budget as a tool is used in development strategies and plans.
12. Guidelines and tools to support approaches to and partnerships with women's movements made available particularly on:
a. tapping women's NGOs expertise
b. using other NGOs research
c. joint platforms
d. entry/exit strategies in partnerships/coalition building.
13. Initiatives to en-gender human rights defenders' work are supported.  
14. Role of women's rights activists as Words is mainstreamed and highlighted in AI's research and campaigning.

SUCCESS MEASURES
1. High level commitment by the leadership measured through:
a. high level focal point for the international action plan at the international and section level.
b. gender budget beyond the VAW campaign is allocated to support the implementation of the Action Plan
2. Gender audit and mainstreaming initiatives are made part of an ongoing process of change and not as one-off, short -term commitment.
3. A progress report to the ICM in 2005 showing a marked change in policies, learning and methodologies.
4. Commitment to the VAW campaign and women's human rights is mainstreamed and owned both by men and women in the movement.
5. Enhanced credibility of the movement based on feedback from the public and our partners.
6. Reports of incidents of VAW within AI are dealt with sensitively, decisively and within legal and "best practice" standards.  
7. Increased and more visible research and actions on VAW and women's human rights.
8. Participation of other social movements and groups working on "identity" issues in the VAW campaign is visible.
9. AI activists and staff become more sensitive to gender issues.
10.Portrayal of women and girls as survivors and agents of change in AI's campaigning and media work.  
11.Greater trust between the movement's various entities and between AI and the women's movements.
12.Finding common solutions to problems affecting movement-wide campaigning is enhanced.
13.Women in leadership positions in sections, especially in the South are made more visible.
14.The VAW campaign enhances development in S/S in the South.
15.Participation and support by the women's movements in the VAW campaign is visible, concrete and long-term.
16.Increased number of WOOC projects focusing on VAW.