Administrative Order No. 09 - Guidelines on Gender Mainstreaming (GM) Strategies for Agriculture and Fisheries Extension (AFE) System

1. Creation of GAD Focal Point System (GFPS) Mainstreaming GAD practices requires strong commitment and leadership from the management and decision-makers within an organization or institution. Thus, supported by guidelines issued by appropriate oversight agencies like PCW, the Commission on Higher Education (CHED), and the Department of the Interior and the Local Government (DILG), the creation of GFPS will help accelerate and institutionalize gender mainstreaming within the AFE agency /institution. Their pivotal role in shaping policies, resource allocation, and organizational culture is crucial for fostering gender equality and women's empowerment in the agency. As the driving force behind GM efforts, management sets the tone by endorsing gender-responsive policies and integrating gender perspectives into all aspects of the organization's work. The PCW's Memorandum Circular No. 2011-01 entitled Guidelines for the Creation, Strengthening, and Institutionalization of the GAD Focal Point System outlines the procedures for the establishment, strengthening, and institutionalization of GFPS and clarifies the roles and responsibilities, composition, and structure of the GFPS. For the Department of Agriculture (DA), the DA Special Order No. 796, series of 2023, follows this Memorandum Circular to advocate, guide, coordinate, and monitor the GM efforts of the organization. The structure of the GFPS, which is followed by the SO, is composed of the Executive Committee (ExeCom), Technical Working Group (TWG), and a Secretariat. This can be adopted, whether at the national and regional levels or depending on the scope and coverage of the AFE stakeholders. The heads of agencies/divisions/units and other members of the management committee must lead the GFPS as part of the ExeCom. This is to facilitate the full integration of GAD concerns into their operations and delivery of PAPs. Also, the GFPS, as part of the TWG, shall include Budget Officers, Planning Officers, and representatives from the Committee on Decorum and Investigation (CODI). Assigned Focal Persons shall also be assigned to assist in implementing GM strategies in their operating units. It is highly recommended that plantilla/regular positions be designated as members to ensure continuity. Further, the ~ + .da .gov.ph 0/dacentralphilippines representation of external AFE partners, as members of the GFPS, is encouraged to generate and provide feedback that can help improve the operationalization of GM strategies in the AFE institution. If possible, a designated GAD office and corner (which can be physical or virtual) shall be provided. This refers to a safe and comfortable space that features the various GAD initiatives and information being engaged by the AFE agency /institution.

2. Development and strengthening of GAD Policies The backbone of GM strategies are the policies that would enable effective implementation and integration of gender perspectives at all levels of society. These policies serve as the foundation for fostering gender equality and women's empowerment in the AF sector. The issuance of GM/GAD-related policies is essential because it offers clear guidelines, frameworks, and standards for incorporating gender perspectives in the designing, planning, budgeting, implementing, monitoring, and evaluating PAPs. These also ensure that GAD concerns are addressed and gender considerations are integrated into the policy and decision-making process. The priority GAD-related policies to be crafted shall focus on the institutionalization of GFPS, the establishment of a GAD office and corner, the conduct of timely gender analysis through the available audit/assessment instruments and tools, the collection and maintenance of sex-disaggregated database, the use of gender-inclusive language, and the implementation of appropriate trainings and other capacity-building activities for the GFPS, the personnel of the AFE institution, and their external clients. Moreso, there should be a policy to incorporate GAD-related topics in the trainings and other capacity- building activities implemented for external clients. Basic knowledge of GM strategies and GAD shall be considered as a basic competency needed by AEWs across the country. Also, AFE agencies/institutions shall create their own GAD Agenda, which covers its mandates and is consistent with the DA GAD Agenda, especially those addressing gender issues and concerns in the AF sector. This should be in accordance with the PCW's MC No. 2018-04 entitled Revised Guidelines for the Preparation of the Gender and Development Agenda. With an established GAD Agenda, the agency can develop its GAD Vision, Mission, and Goals anchored on its mandate and the strategic interventions, indicators, and targets to be pursued to achieve GAD goals over a period of time. These policies, information, and advocacies should also be reflected in the AFE agency /institutions' physical and/ or online GAD Corner.

3. Establishment of GAD sex-disaggregated database (SDD) To formulate effective policies and implement relevant PAPs, another important GM strategy is the development and maintenance of GAD SDDs. As a management tool, the GAD SOD shall be collected, stored, and analyzed to provide evidence- based information that differentiates between the experiences, needs, and contributions of women and men. This database helps decision-makers make more informed choices to address gender disparities effectively. @l ~ .gov.ph 0/dacentralphilippines It enables the identification of gender gaps in various spheres, tracking progress on gender equality indicators, and evaluating the impact of policies and PAPs on different gender groups. Also, it informs resource allocation, facilitates gender- responsive planning, and strengthens gender analysis. Moreover, the database aids in advocacy efforts, raising awareness about the importance of gender equality, and supporting the development of gender-responsive policies and legislation. AFE agencies/institutions shall systematically and responsibly collect data from its personnel and external clients through the administration of surveys, training/learning needs assessments, profile sheets, evaluation and feedback forms, as well as the conduct of interviews and focus group discussions (FGDs) and the provision ofreports. This should not only focus on separating the number of clients/beneficiaries reached by the PAPs of an AFE agency /institution but also on the socio-demographic statistics of women and men beneficiaries, the roles and benefits received by women and men in the specific intervention, the access of women and men in interventions, the level of competencies of women and men beneficiaries, and the adoption rate of technologies between women and men, among others. Existing forms and databases used by the AFE agencies/institutions may be revised and updated as necessary to suit the requirements of a GAD SDD.

4. Conduct of Gender Analysis To support the institutionalization of the other GM strategies, the conduct of gender analysis (GA) is necessary to identify gender issues and the actions and PAPs to be undertaken to address them. Connected to the establishment of GAD SDD, GA provides information that will help understand why gaps exist. It involves gathering and examining quantitative and qualitative data highlighting the differences in roles, values, power dynamics, and behaviors between women and men. This analysis helps identify how access to economic assets, productive resources, and decision-making participation is shaped by gender. Also, based on these insights, the GA must highlight potential differential impacts on women and men and propose solutions to ensure equal access, participation, and benefits for all targeted beneficiaries. As a guide for the conduct of GA, the PCW's Gender Mainstreaming Evaluation Framework (GMEF) and Chapter 4 - Guide for Administering the Enhanced Gender Mainstreaming Evaluation Framework of the Handbook on the Application of the Enhanced Gender Mainstreaming Evaluation Framework can be used as reference since it provides different tools for AFE agencies/institutions in assessing their levels of GAD mainstreaming. Specifically, GA can be undertaken at three (3) levels. First, at the community level, project implementers can conduct a Situational Analysis (SA) to examine the distinct circumstances and conditions of women and men regarding a specific issue or concern. This type of GA aims to identify gender-related challenges and delve into their underlying causes. By understanding the disparities between genders, project implementers can develop strategies to address these issues and create opportunities for promoting gender equality in the context of the given concern. The SA serves as a foundation for informed decision-making and targeted interventions to foster greater gender equity and inclusivity in the community. Gw~ .da .gov.ph 0/dacentralphilippines Second, at the organizational level, there is PCW's GMEF and its Descriptor Matrix which consists of 93 descriptors in total representing the four GMEF entry points discussed earlier. The GMEF descriptors demonstrate both vertical and horizontal correlations. Vertically, a positive response to these descriptors indicates the agency's progress across different levels of gender mainstreaming, from the initial stage of Foundation Formation to the advanced level of Replication and Innovation. Horizontally, positive responses to the descriptors show how each entry point contributes to and enhances the achievement of gender mainstreaming objectives at each level. By understanding the connections both within and between these descriptors, the agency can effectively track its gender mainstreaming journey and gauge the impact of different entry points in realizing gender equality goals. Third, at the PAPs level, the NEDA and PCW's Harmonized Gender and Development Guidelines (HGDG) serve as a valuable tool for GAD planning and budgeting. It facilitates the assessment of the gender responsiveness of major programs and projects undertaken by government agencies through its GAD checklists that can be utilized by implementers and members of the GFPS throughout the entire project cycle, from its design to monitoring and evaluation. A more detailed checklist can be utilized to address relevant issues or factors in the regions and sectors, but should observe the core requirements contained in the HGDG. Moreover, the HGDG acts as a common instrument, promoting the integration of gender perspectives in development initiatives among government agencies, donor organizations, and various stakeholders involved in the development process.

5. Compliance with GAD Planning and Budgeting The GAD budget policy was introduced through the General Appropriations Act (GAA) in 1995 as "The Women's Budget" to support with actual resources the implementation of programs and projects on the ground, focused on gender advocacy and commitment to women's empowerment. This policy directs all government departments and agencies to allocate a minimum of five percent (5%) of their total annual budgets for gender programs, projects, and activities. It has been an important feature of the annual GAA and further strengthened by RA No. 9710 or the Magna Carta of Women. Further, this defines the national policy for the recognition, protection, fulfillment, and promotion of the rights of Filipino women. It mandates all government instrumentalities to adopt GM as a strategy for implementing the law in which GAD Planning and Budgeting is an essential mechanism. A GAD Plan and Budget is a systematically designed set of programs, projects, and activities with corresponding budgets carried out by government agencies and departments, including their attached agencies, offices, bureaus, state universities and colleges, government-owned and controlled corporations, local government units and other government instrumentalities over a given period to address the gender issues and concerns in their respective sectors and constituents. It systematizes an agency's approach to gender mainstreaming, women's empowerment, and gender equality. 2 2 Policy Development, Planning, Monitoring and Evaluation Division - Philippine Commission on Women. Trends and Updates on the Submission, Review, and Endorsement of FY 2018-2019 Gender and Development Plans and Budgets and Acceptance of FY 2017-2018 GAD Accomplishment Reports. July 2019, p. 2. @)+ .da .gov.ph 0/dacentralphilippines The PCW-NEDA-DBM released Joint Circular 2012-01, entitled Guidelines for the Preparation of Annual GAD Plans and Budgets (GPBs) and Accomplishment Reports to Implementthe Magna Carta of Women, which presents the guidelines and procedures for the formulation, development, submission, implementation, and monitoring and evaluation including the accounting of results of agency annual GPBs, and GAD accomplishment reports (AR). It also provides the mechanics for the development of PAPs to respect, protect, and fulfil! the rights of women in the socio-cultural, economic, and political spheres. The results of the GA and the HGDG tools, as well as the multi-year GAD Agenda, shall also used as bases to identify direct and attributed GAD-related PAPs in the GPB. It is encouraged that resource speakers from the accredited GAD resource pool be tapped to work closely with the AFE agency /institution, primarily the GFPS and Technical Working Group (TWG) to ensure that PAPs are funded and implemented. Specifically, the GAD Checklist for Agricultural and Agrarian Reform Projects from NEDA can be used to assess whether proposed PPAs have high GAD attribution.

6. Conduct of GAD Capacity-Building Interventions GAD capacity-building interventions are vital for advancing gender equality and women's empowerment. These raise awareness and understanding about gender inequalities, equip individuals with skills to identify and address gender gaps, and promote gender-responsive practices in policies and projects. It also strengthens the institutional memory by developing internal GAD champions and external advocates for GM strategies. Consistent with the priority policy to implement and incorporate GAD-related topics in the provision of trainings and other capacity-building activities, a set of GAD topics/subject matter shall be determined and provided to internal personnel and external clients of an AFE agency /institution. Specifically, the GFPS shall be trained on various topics mandated by the PCW including the use of HGDG Tools, Gender Analysis for project implementers, and GAD Planning and Budgeting. General gender sensitivity and use of gender- inclusive language trainings shall be provided to all personnel of an AFE agency /institution, especially the new hires/ entrants. As a strategy, the orientation and induction trainings of new hires/entrants shall include GAD- related topics. Internal personnel trammgs cover topics on basic GAD concepts, gender sensitivity, gender analysis, project proposal preparation using HGDG tools, GAD agenda, GAD planning and budgeting, and the importance of sex-disaggregated data, among others. It also includes aspects related to laws on sexual harassment, Violence Against Women and their Children (VAWC) and capacity development for VAW Desk Officers. Further, the trainers and program implementers should consciously and purposively incorporate GAD as a cross-cutting concern for external trainings. Basic topics on gender sensitivity shall be incorporated as part of their technical and functional trainings. Moreover, the training modules and knowledge products used shall also adhere to GAD standards and protocols, and be designed to be gender-sensitive and use inclusive language. ~ ~ -da.gov.ph 0/dacentralphilippines

7. Use of Gender-Inclusive Language The use of gender-inclusive language as defined by the United Nations is a pivotal aspect in GM practices that aim to uphold gender equality and inclusivity in communication. Gender-inclusive language acknowledges the diversity of gender identities, moving beyond binary distinctions and embracing non-binary and gender-nonconforming individuals. By avoiding the reinforcement of harmful gender stereotypes, gender-inclusive language challenges traditional norms and ensures that all genders are represented and respected. It promotes equality by treating everyone with equal respect, affirming the principles of human rights and dignity. Also, adhering to gender-inclusive language creates a welcoming environment, where individuals feel valued and included, fostering a sense of belonging for everyone. This approach enhances communication by reaching a broader audience and avoids alienating or excluding individuals based on their gender identity. In both spoken and written communication, it is essential to consistently use gender-inclusive language. When using images in Information, Education, and Communication (IEC) materials, ensure representation of both women and men and reflect the perspectives of both genders in stories. Avoid using visual materials that perpetuate gender stereotypes. Also, Section 13 of the Implementing Rules and Regulations of the Magna Carta for Women mentions that gender stereotypes and images in educational materials and curricula should be adequately and appropriately revised. For written documents, CSC released Memorandum Circular No. 12, s. 2005, entitled Use of Non-Sexist Languages in All Official Documents which encourages government officials and employees to use non-sexist language in all its official documents, issuances, and communications. The use of non-sexist language in preparing letters, memoranda, and other communications encourages individuals to make a conscious effort to avoid implicit and explicit discriminatory language against women and men. This, in turn, will help promote gender sensitivity in the workplace.

8. Collaboration and Partnership with Other AFE Agencies/Institutions To institutionalize gender mainstreaming across the AFE system, establishing strategic partnerships among extension providers and partners is necessary. Networking for gender mainstreaming includes the establishment oflinkages and the formation of joint activities with other gender advocates in governmental and non-governmental organizations. Also, the conduct of different knowledge-sharing activities, orientations, and participation in activities of AFE networks and communities of practices are encouraged to facilitate the sharing of insights and ideas on the implementation of GM strategies and GAD PAPs as well as discussion on possible joint implementation of GAD-related initiatives in which cost and resource sharing can be made. This can also be a venue for the harmonization of GAD PAPs to improve efforts in addressing gender issues and the conduct of gender analysis. i@i -da.gov.ph 0/dacentralphilippines Further, AFE agencies/institutions can avail of the PCW's technical assistance in enhancing and finalizing the GAD Agenda, annual GAD planning and budgeting exercises, annual GAD accomplishment reporting, and assessment for the GMEF. At the regional level, AFE agencies/institutions can participate in the Regional Gender and Development Committee (RGADC) initiatives to initiate, coordinate, and monitor gender-related activities and to recommend gender-related policies in the region. The Committee can also discuss gender issues and concerns, and share good practices and experiences on gender mainstreaming.

9. Establishment of an Awards and Recognition System To incentivize and recognize the actions and efforts made toward the institutionalization of GM strategies and implementation of GAD PAPs to promote gender equality in the AF sector, AFE agencies/institutions shall establish an awards and recognition system, which can be part of their broader Program on Awards and Incentives for Service Excellence (PRAISE) system. The awards and recognition system shall be designed to encourage creativity, innovativeness, efficiency, integrity, and productivity in incorporating a gender perspective in the aspects of the program/project cycle, addressing gender issues related to the AF sector, and advancing the rights and empowerment of women in the sector. Individual and group awards may be identified and provided with corresponding incentives. VII. MONITORING AND EVALUATION OF AFE GENDER MAINSTREAMING STRATEGIES The GFPS members shall use the GMEF, with assistance from PCW if necessary, to measure the agency's performance in gender mainstreaming, as well as pinpoint best practices along with areas for improvement for mainstreaming the GAD perspective in the agency. The GMEF assessment results will then serve as inputs in the development and formulation of the agency's GAD Agenda and annual GPBs. The GAD Agenda, progress, and year-end reports shall be submitted by AFE agencies/institutions to the PCW for monitoring, evaluation, reporting of GEWE results, and as necessary, provision of technical assistance on its implementation. AFE agencies/institutions shall adhere to the timelines, requirements, processes, and protocols of the PCW's monitoring and evaluation (M&E) system. Any changes or updates in the M&E system as issued in relevant PCW guidelines shall also be strictly adhered to by AFE agencies/institutions. Further, as part of the implementation of this guidelines, ATI shall also monitor the accomplishments, best practices, and innovations, as well as issues and problems encountered by AFE agencies/institutions in the adoption and institutionalization of the GM strategies. Moreso, a timely evaluation will be conducted in line with the implementation of the guidelines in which adherence, attribution, and outcomes related to the provisions of this guidelines will also be looked into and included in the study. VIII. COMMUNICATION PLAN As part of its dissemination mechanisms, the ATI through its Network of Training Centers, shall disseminate this guidelines to all relevant AFE stakeholders within their respective areas of jurisdiction. This will also include the conduct of information campaigns, @)~ .da.gov.ph 0/dacentralphilippines orientations, knowledge sharing, and other dissemination activities and the development and distribution of printed and digital format knowledge products. IX. . SEPARABILITY CLAUSE The provisions in this guidelines shall be declared separable, and if any portion or part has been declared as unconstitutional, unenforceable, and/or invalid, the other provisions that are not affected shall thereby continue to be in full effect and remain valid unless declared otherwise. X, AMENDATORY AND SUPPLEMENTARY ISSUANCES As deemed necessary and appropriate, the guidelines may be amended, modified, or revised to ensure its use and relevance. Further, any supplemental guidelines may be developed and issued to elaborate on the specific provisions specified in this do cument. Xt. EFFECTIVITY This order shall take effect immediately following the completion of its publication in the Official Gazette or a newspaper, or general circulation and filing with the Office of the National Administrative Register, UP Law Center, and shall remain in force unless terminated. OMULGATED this-'w( day ofOcrobt't: 2023. DOMIN NIBAN I ,kv t-\?-~ r enior ry ('f ~ ii l!l •- DA·CO-OSEC-AO20230926-0000I r ,. f www.da .gov.ph 0/dacentralphilippines IP