corporate-level evaluation on gender equality and women’s empowerment ifad’s office of...
DESCRIPTION
Corporate-level Evaluation on Gender Equality and Women’s Empowerment IFAD’s Office of Evaluation. Evaluation Committee, 65 th session 25-26 November 2010. Background. IFAD adopted a Gender Plan of Action (2003-2006) - PowerPoint PPT PresentationTRANSCRIPT
1
Corporate-level Evaluation on Gender Equality and Women’s
Empowerment
IFAD’s Office of Evaluation
Evaluation Committee, 65th session
25-26 November 2010
222
Background IFAD adopted a Gender Plan of Action (2003-2006)
In July 2008, the Programme Management Department issued a Framework
for Gender Mainstreaming
In October 2009, IFAD received the Global MDG3 Champion Torch
This is the first corporate-level evaluation on gender by the Office of
Evaluation
3
Evaluation Objectives
To assess the relevance of IFAD’s corporate strategy about gender
equality and women’s empowerment and how effectively has it been
reflected in country strategies and projects
What results have actually been achieved on the ground in promoting
gender equality and women’s empowerment?
Generate a series of findings and recommendations for IFAD’s future
activities related to gender equality and women’s empowerment
3
4
Process Discussion of preliminary findings in Evaluation Committee in July 2010
Discussion with OP in September
Exchange with CLP in October
Final report issued in early November
Presentation to Evaluation Committee in November
Pre-Board Seminar followed by Board discussion in December
5
Findings
Corporate strategy and its implementation
There is a general consensus among the Board, Senior Management and staff of the importance in promoting gender equality and women’s empowerment for sustainable agriculture and rural development
IFAD’s corporate strategy on paper is broadly relevant and consistent though fragmented
across numerous documents
IFAD has played a major leadership role in policy and advocacy in regional and
international platforms
The Fund is better than its peers, especially in its results-orientation on gender
5
6
Findings (contd.) Corporate strategy and its implementation
The effectiveness is moderately satisfactory in the first two strategic objectives but moderately unsatisfactory in the third strategic objective
The translation of strategy into action has not been entirely adequate. It did not take into account relevant corporate business processes
There does not appear to be a common understanding of: (i) related terminology: gender equality, gender equity, gender mainstreaming, women’s empowerment; and (ii) causes and dynamics of the gender problematic, leading to a wide range of solutions pursued
Specific, earmarked investments favoring gender and women’s empowerment in operations is difficult to aggregate and not systematic across the portfolio
7
Findings (contd.)
Results from past operations and current portfolio
Overall, performance of past projects is moderately satisfactory, but variable
across projects and countries
Introduction of innovative solutions to gender in past operations was
moderately unsatisfactory. There are few examples of scaling up
Gender equality and women’s empowerment is increasingly incorporated in
recent COSOPs and projects
7
8
Findings (contd.)
Corporate business processes Corporate business processes are key for gender results on the ground but they were not
adequately considered in IFAD’s current strategy and remain weak
Human Resources There is neither incentive for excellence in this area, nor consequence for staff who give
low or no priority to the issue. Overall, there is a poor incentives and accountability framework
Staff work planning and performance assessments is not results-oriented in terms of gender achievements. Compliance culture predominant
Gender-balance in staffing has improved over time, especially in the junior professional
levels. IFAD compares well against UN organizations and the IFIs
Six of 23 mission members were women (26%) in the 5 COSOPs reviewed in 2009, and
only 2 gender experts. Twenty-four of 124 mission members were women (19%) in 21
projects approved between 2003-2009, and only 6 gender experts 8
9
Findings (contd.)
Corporate business processes
Human Resources (contd.)
Formal gender-friendly HR policies are in place, but organizational culture does not
often encourage women or men who challenge traditional workplace practices
Results framework
IFAD has a good results framework on gender. However, it consists of multiple layers
with different gender indicators
Knowledge management
Learning and knowledge on gender is not pulled together, nor is progress
systematically monitored and reported
9
10
Findings (contd.) Corporate business processes
Budget Funding for specific gender work (thematic studies, self assessments, HQ capacity building, etc) has
depended heavily on supplementary funds and TAGs. It is difficult to discern the amount of administrative
budget allocation towards gender activities
Architecture Gender desk in Policy and Technical Advisory division has made useful contributions, but does not have
an annual results-based work plan
Divisional Gender Focal Points is inadequate and their contribution is limited
Gender Thematic Group is mainly a platform for exchanging information, but has no coherent annual
work plan, targets, budget, etc.
Governance The Board has not exercised adequate guidance or oversight, for example, by not clearly requesting
consolidated reporting on performance
11
Conclusions
The importance of gender equality and women’s empowerment for sustainable agriculture and rural
development is clear
The Fund has played a leadership role and developed a comparative advantage, and is better than
its peers
Achievements are moderately satisfactory in the first two strategic objectives and moderately
unsatisfactory in the third strategic objective
The fragmented nature of IFAD’s strategic guidance
The strategic guidance is limited only to operational areas and does not cover corporate business
processes. Corporate business processes are critical for better gender results, but they are mostly
weak
11
12
Conclusions (contd.)
Results from past IFAD-financed operations are on the whole moderately
satisfactory
Recent COSOPs and operations reveal improved design and performance
The Executive Board has neither requested for reports on the performance
nor ensured the allocation of necessary resources
There is a gap between strategy and action: Are we walking the talk?
13
Recommendations
Develop an evidence-and results-based corporate policy on gender equality and
women’s empowerment, covering both operational and corporate business processes
This should not be just another paper document for the Board
Invest in building a common understanding on the theory of gender, and document
cross-cutting issues and good practices
Innovation and scaling up on gender should be adopted as one of the “big bets”
Executive Board and Senior Management need to more actively monitor and report
progress on gender equality and women’s empowerment
13
14
Recommendations (contd.) Apply a results-oriented work planning and performance
management system with incentives and accountability, in
order to shift from compliance to impact achievement
Track investments and budgets
Conduct a comprehensive review of the Fund’s gender
architecture
Promote dedicated training
Assess gender equality and women’s empowerment in
evaluations