Posted Date: May 20, 2001
Integrating gender in programs and organizational structures is essential for PVOs on the eve of the next millenium
Integrating gender in programs and organizational structures is essential for PVOs on the eve of the next millenium. As C.L. Mannings, chief executive officer of OIC International , explained it, mainstreaming gender "makes organizational sense." Why, how and what CEOs from the InterAction community have done to integrate gender in their organizations was the focus of the Forum 99 panel entitled "Mainstreaming from the Top: CEO Perspectives on Integrating Gender in US PVOs."
Sponsored by InterAction’s Commission on the Advancement of Women, the panel of CEOs or their representatives included Kathryn Wolford, Lutheran World Relief; Charles MacCormack, Save the Children; C.L. Mannings, OIC International; Sam Worthington, Childreach; Jim DeVries, Heifer Project, International; and Patricia Morris, formerly of InterAction (Director of Programs at Women for Women International as of January 3, 2005). The panel facilitator, Meredith Richardson, Pearl Buck International, led the audience through an interactive dialogue where CEOs shared the various reasons why their organizations launched a gender initiative, the components of the initiative, and the successes and challenges resulting from the initiative.
CEOs cited female board members, staff and clients in the field as well as the InterAction Gender Equity Standards as some of the major reasons for launching their gender initiatives. Some of the action steps CEOs identified include the development of a gender policy, gender training for program staff and an institutional self-assessment on gender and justice. Some successes CEOs have realized include gender balance in staffing, programming through a gender lens, and support from both males and females in partner organizations.
Most CEOs agreed that working in different cultures has been the greatest challenge to their efforts at gender mainstreaming. As Kathryn Wolford said, this effort requires "walking slowly with those who are willing to raise questions in their own societies." All the CEOs agreed that leadership from the top is critical to the success of a gender initiative. Success also requires the support of others in the organization. As Sam Worthington noted, gender mainstreaming in Childreach emerged out of the "political move by a core group of change agents in the organization."
|
 |
|
|
|
