Corporate-level Evaluation on Gender Equality and Women’s Empowerment IFAD’s Office of Evaluation

1. Corporate-level Evaluation on Gender Equality and Women’s EmpowermentIFAD’s Office of Evaluation Evaluation Committee, 65th session 25-26 November 2010

2. 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 2 2

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