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Corporate-level Evaluation on Gender Equality and Women’s

Empowerment

IFAD’s Office of Evaluation

Informal SeminarExecutive Board – 101st Session

13 December 2010

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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?

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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

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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