| Abstract: | This article describes and analyzes the BRAC Gender Quality Action-Learning (GQAL) Program. BRAC aims to bring about organizational change and improve program quality through issue analysis, action planning, and implementation with an understanding of gender. During the 1990s, BRAC increased the number of women staff and set up a women's committee. In 1993, it piloted a gender training program. By 1994, BRAC did not know what the real problems were. A needs assessment was carried out among 400 staff in various program types and levels and revealed 3 empowerment issues. An intuitive understanding did not translate into creative solutions. Staff preferred non-confrontation in dealing with women's subordination in the family and community. Staff strongly believed in training as a way of changing behavior and values. BRAC is an organization in transition. The goal is changing the relationship between men and women. BRAC needs multiple perspectives of men and women staff and primary stakeholders. BRAC is gendered. Quantitative targets must be balanced with quality improvements. Quality occurs by analyzing the process and outcomes of programs. The GQAL program and cycle began in 1995. The GQAL outcome was improved working and democratic relationships and more open communication. Success was based on, for example, a field-based learning intervention, followed by trained facilitators, and innovative and tested methodology. Constraints were the perceived lack of top management support in some programs, frequent transfers of staff, and natural disasters. The authors identify future issues. |
