2012 WDR Gender Equality and Development Implications for the World Bank
Jeni KlugmanDirector, Gender and DevelopmentWorld Bank
GENDERNET-World Bank Consultation — 3 February 2012Addis Ababa, Ethiopia
Outline
• New opportunities and risks• Strategic directions for the World Bank
New opportunities and risks
Opportunities:• WDR2012• Country and regional interest• Senior management attention – beyond own network MD• Fruits of earlier investments and analysis
Risks:• Significant risk of fatigue around time of mid term IDA
review and DC implementation paper – fall 2012 demonstrable progress plus patience.
Strategic Directions for the WBG- Progress to date
1. Informing country policy dialogue and raising awareness
2. Enhancing country level gender diagnostics
3. Scaling up lending for domestic priorities
4. Increasing the availability of gender-relevant data and evidence
5. Leveraging partnerships
Strategic Directions
1. Informing country policy dialogue
WDR2012 dissemination - tailored to country context Regional and network companion reports Knowledge management and learning: PRMGE site as the “go-to” site for
information, tools and links on gender• Review and revamp guidance notes, toolkits for relevance and usefulness• Work on the launch site, navigability and attractiveness• Learning events – direct and e-learning: e.g. CAS Academy, DPL Academy,
Economist boot camp, Sector Weeks, SD Training and Accreditation Program• 2 Communities of Practice ( CoP on best practice operational experiences
managed by PRMGE, CoP on gender in SDN)
Impact on government’s policy: Female employment is on the top of the
agenda. The new Employment Strategy, features
female employment prominently. The May 2010 Prime Ministry ‘Circular on
Female Employment’ lays out provisions to ensure gender equality in the workplace, tailoring vocational training and non-formal education to the needs of women, and increasing access of working mothers to access child care services.
The Government is considering allowing for more flexible contracting of women and providing second chance learning opportunities so that women without basic skills can be productively employed.
Turkey Informing country policy dialogue
Strategic Directions
Expand the breadth & depth of country specific analysis of gender inequalities – linked to the policy dialogue & program
For every major activity and operation, two basic questions are asked:• Is gender important?• How do you know?
Support to countries:• Strategic engagement in country and regional efforts – cross support
1. Informing country policy dialogue1. Informing country policy dialogue
2. Enhancing country level gender diagnostics
Household Energy
Water and Sanitation
Climate mgmt
Data
Partnerships
Spins
82$ million KAPAP baseline
Kenya Country Program
Enhancing country level gender diagnosticsGender smart agriculture
GAP support for
gender integration
DataAnalysis
Gender smart agricultural operations (e.g., ASAL advice, value chains)KAPAP monitoring and impact evaluationPolicy dialogue of agriculturePolicy dialogue on waterPolicy dialogue on household energy
Vertical: Italy,
MoWI, WSP
Exposure to global best
practice, South- South
In Bank: 150$ million
WASSIP indicators, programs, CPS model
Gender smart water
sector policy
dialogue
Initial GAP contribution for
capacity building of MoWI GFPs
Horizontal replication: Household Energy
WATSAN gender-disaggregated data
Kenya Country Program
Enhancing country level gender diagnosticsGender smart water sector
Afghanistan Enhancing country level gender diagnostics
Objective: – to understand the constraints and opportunities for
women and men in moving up the agricultural value chain by producing more crops such as grapes/raisins, almonds, and saffron.
Findings: – Women in rural areas are generally engaged in harvesting
and basic post-harvest processing at home orchards or compounds. Men are primarily engaged in production and provide market linkages by travelling to the local market to buy input supplies or sell produce.
– Social and cultural traditions are the main constraints for accessing market information.
– Opportunities for women producers are through (i) mobilization of women’s groups, (ii) development of women’s extension services, (iii) training on harvesting and post-harvest handling, (iv) use of information technology in extension and marketing outreach.
Consultations:– The report was presented at a workshop organized by the
Ministry of Agriculture, Irrigation, and Livestock. Officials from other ministries, participated along with donor agencies, women producer groups, and women extension workers participated.
Combat excess deaths of girls and women Address disparities in economic opportunities Reduce disparities in societal voice Tackle the reproduction of gender inequalities across generations
And.. New gender project coding will allow to forecast the extent of gender in the
pipeline. Monitor financing patterns and support on request AGI- school to work transition of young women
1. Informing country policy dialogue
1. Informing country policy dialogue
2. Enhancing country level gender diagnostics
3. Scaling up lending for domestic priorities, including
Strategic Directions
Work to enhance Genderstats and related efforts. Strategic investments to improve the evidence base for what works – policy
focused research on enterprises, labor markets and social protection. Focus on less understood and frontier areas.
1. Informing country policy dialogue
1. Informing country policy dialogue
2. Enhancing country level gender diagnostics
3. Scaling up lending for domestic priorities
4. Increasing the availability of gender-relevant data and evidence
Strategic Directions
Strategic Directions
Establishing new Advisory Council on Gender and Development New phase of the Global Private Sector Leaders Forum focused on female
employment in firms. Mobilizing partnerships with the private sector Collaborating with UN Women Mobilizing financing
1. Informing country policy dialogue
1. Informing country policy dialogue
2. Enhancing country level gender diagnostics
3. Scaling up lending for domestic priorities
4. Increasing the availability of gender-relevant data and evidence
5. Leveraging partnerships
Community of Practice
Organizational Structure to deliver
Executive Board
President
Knowledge and Learning:
HD WBI
PREM
FPD
SDN
Regional Operations
AFR
EAP
ECA
LAC
MNA
SAR
Operational Services, Policy &
Systems
OPCS
MDs
VPs
MDs monthly meetings
Quarterly ScorecardRegional Gender Action Plans
Annual Gender Monitoring Report, WDR 2012 Implications, Corporate Scorecard, IDA 16
Country Programs
GAD Board
Sector staff, country teams, gender focal points
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LCR Gender Action Plan FY12-FY14
Pillars:1. Mainstream gender into CASs, & relevant financial and knowledge
programs: focusing on those sectors with strong corporate commitments
2. Addressing Persistent and Priority Areas of Inequality: identified through analytical work and consultations
3. Gathering and Sharing Evidence on What Works
Priorities:1. Endowments: Maternal mortality and teenage pregnancy, boys
underperformance in school 2. Economic Opportunity: participation in the labor markets and
entrepreneurship 3. Agency: gender and youth (teenage pregnancy) and gender-based
violence.
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Targets• Achieve 100% highly satisfactory rankings for gender inclusion in
all CAS (in FY12,FY13, and FY14-PRMGE’s criteria)• Maintain good gender mainstreaming in SP, Health and ARD;
increase gender mainstreaming in infrastructure • Implement one gender activity per CMU per year • Produce one piece of country-level gender diagnostic work per
CAS cycle
LCR Gender Action Plan FY12-FY14