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Organizational Gender Analysis (ASTI) and Project Case Study (“Commercialization of a Locally Developed Human Breast Milk Pasteurizer”): Executive Summary

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As part of the course requirements in WD231 (Gender Responsive Planning and Administration) under Ms. Titan Barrameda, the group (composed of Cindy Cruz, Queen Olivar, and Jeng Tetangco) carried out an organizational gender analysis of an S&T organization. The organization chosen for the study is the Advanced Science and Technology Institute (ASTI). ASTI is an R&D institute under the Department of Science and Technology (DOST) that is mandated to undertake R&D in the advanced fields of information and communications technology (ICT) and Microelectronics.

The Advanced Science and Technology Institute at UP Diliman

The Advanced Science and Technology Institute at UP Diliman

The methodologies used by the group in gathering data include interview with ASTI GAD Focal Person and ASTI Planning Officer. Most of the information about ASTI was gathered from existing documents (ASTI Strategic Plan 2006-2010; ASTI Personnel Data; Pasteurizer Project Documents).

Findings of the organizational gender analysis reveal that overall, ASTI has not implemented gender mainstreaming in the organization. This is reflected in ASTI’s V-M-G-S, policies, programs and projects, organizational structure, and organizational processes, which do not include gender. Although ASTI has an Annual GAD Plan and Budget, this is prepared in compliance with the requirements of NCRFW/NEDA/DBM, and is not indicative that gender mainstreaming is being institutionalized. Currently, the GAD Focal Person is carrying out the institution’s gender-related initiatives as an additional task. It is not part of her terms of reference. The Human Resource Officer position, who should be the GAD Focal Person, is currently unfilled. The HR Officer position also does not include in its terms of reference “gender competence”.

The presence of gender advocates within the organization is important to spearhead gender mainstreaming initiatives. Technically, it is the GAD focal person who advocates, coordinates, guides, and monitors the development and implementation of ASTI’s GAD plan and GAD-related programs, activities and projects. However, it is also critical for the ASTI management to fully support gender mainstreaming initiatives in order to jumpstart the institutionalization of gender mainstreaming in the Institute.

Based on the findings and results of the gender analysis of ASTI, the group provides the following recommendations:

  • As an input to ASTI’s GAD Planning, a review of policies, particularly Human Resources (HR) policies, be carried out to determine how gender can be integrated in these policies, with the end goal of institutionalizing this in ASTI.
  • There should be corresponding policy changes in order for gender mainstreaming to happen. A detailed GAD Plan should be prepared, specifying strategies for the institutionalization of gender in ASTI’s policies, programs, and projects. A GAD budget should also be equitably allocated in the agency General Appropriations Act (GAA).
  • On the program level, gender mainstreaming can be integrated in the Organizational Development Program that includes human resource development, process development, and knowledge management; and Technology Transfer Program.
  • On the project level, it is critical to integrate gender in the project development stages – project planning, design, implementation, and evaluation. ASTI should consider the impact of its ICT projects on social development, if its projects are to contribute not just to the development of the national S&T framework, but to the overall national goals in addressing poverty.  
  • Gender competence should be included as one of the qualifications of the HR Officer, and the terms of reference of the HR Officer should be modified to include gender. If the HR Officer is not gender competent, then she/he should be made to attend gender-related seminars/workshops.  
  • Gender inequality is not seen as an issue within the organization, but this does not mean that it does not persist. Organizational processes have a gender subtext – concealed processes subtly and latently producing gender distinctions. A more in-depth study of gender relations and distinctions in ASTI can be undertaken to find out more extensively how the gender subtext come into play in ASTI’s work processes, systems and practices, and culture.
“Organizational Gender Analysis of the Advanced Science and Technology Institute (ASTI) and the Gender Analysis of the Project ‘Commercialization of a Locally Developed Human Breast Milk Pasteurizer'” written by Jeng Tetangco, Cindy Cruz-Cabrera and Queen Olivar | March 2007

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Author: cindycatz: occasional pianist and coffee shop philosopher

fond of the sun, sky, sea, sand and starfish; passionate about literacy, education, media, feminisms, development, popular culture, counterculture, migration phenomenon, anthropology and the fourth world; fascinated with crochet, sushi-making, fiction, creative non-fiction, storytelling, some films and series | books and comics | anime and manga | music and videos | bands and groupies, Latin and Italian, mom-and-pop consumerism, tavern bards and cafe philosophers, trinkets and bric-a-bracs, and steampunk and lolita couture; and absolutely enamored with nail polish and bag charms, frappucinos and margaritas, conversations and moments, her 41 year-old piano, and - of course - CATS. credentials? visit about.me/cindycruzcabrera & ph.linkedin.com/in/cindycruzcabrera/

2 thoughts on “Organizational Gender Analysis (ASTI) and Project Case Study (“Commercialization of a Locally Developed Human Breast Milk Pasteurizer”): Executive Summary

  1. Pingback: Organizational Gender Analysis and Project Case Study: Table of Contents | Papers, Pursuits and Purrsuasions

  2. Pingback: Organizational Gender Analysis and Project Case Study: Abstract and Blog Post List | Papers, Pursuits and Purrsuasions

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