5. National constraints

Well intended government proclamations about gender seem too often to be taken as all that is needed. Conversion into sector strategies and institutional reform lags way behind. Cultural norms and customs are often cited as barriers to full involvement of women in decision-making, and the time-consuming nature of participatory processes deters agencies keen to demonstrate physical progress in project implementation. Historic land and water rights favouring men and lack of childcare options also hamper efforts to extend women’s influence in water planning and management.

Fortunately there is a growing portfolio of good examples to show how the constraints can be overcome, providing there is political will, resources are made available, and political leaders have the patience and persistence to see reforms through. South Africa is seen as the shining example. The TOP describes an extensive process of negotiation and public consultation that has enabled the South African Department of Water Affairs and Forestry to overcome cultural and legislative barriers and to adjust its approaches regularly to make a pro-poor and gender-equitable policy work on the ground (to read more, go to the box in Chapter 2, section 4).

Donor agencies have to take part of the blame for deficiencies in gender perspectives. The TOP cites examples from Africa and Asia in which donor-driven programme approaches ignore even existing indigenous management systems in which women have found ways of exerting influence. Donors are also seen to reinforce gender discrimination through their own staffing and project management guidelines. The criticisms and recommendations for integrating gender analyses into the project cycle are expanded in Chapter 2, section 5; and Chapter 3 of the TOP then focuses on practical ways of mainstreaming gender approaches in each phase of the project cycle.