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									Corporate-level Evaluation on
Gender Equality and Women’s

   IFAD’s Office of Evaluation

              Informal Seminar
       Executive Board – 101st Session
              13 December 2010
   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 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

   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

    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
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

Findings (contd.)

    Results from past operations and current

   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

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
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

Findings (contd.)
    Corporate business processes
   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

   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.

   The Board has not exercised adequate guidance or oversight, for example, by not clearly   10

    requesting consolidated reporting on performance

   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

Conclusions (contd.)

   Results from past IFAD-financed operations are on the whole moderately

   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?


   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
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
   Promote dedicated training
   Assess gender equality and women’s empowerment in


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