Presentation on the gender integration and mainstreaming in CGIAR and CGIAR Research Programs

1. GENDER: INTEGRATION AND
MAINSTREAMING IN CGIAR AND
CGIAR RESEARCH PROGRAMS
GLOBAL PLANNING MEETING
11-15 FEBRUAY 2012
Chanda Gurung Goodrich,
Principal Scientist- Empower Women

2. CGIAR Level
The CGIAR’s Strategic
Results Framework
(2011) identifies
gender inequality as a
critical area that
directly affects the
achievement of its 4
system-level
outcomes –
SRF- conceives
research on gender as
a theme that cross-
cuts the CGIAR RPs
because significant
opportunities exist for
cross-program
synergy and
efficiency.
Establishing a robust,
properly resourced
capacity to address
the gender
dimensions of
agricultural research
and development at
the Consortium level
is central to the
CGIAR’s new results-
oriented approach.
Consortium Level
Gender Strategy (2012)
commits to:
(a) deliver research
outputs with
measurable benefits to
women farmers in
target areas within 4
years of inception of
any given Program
(b) ensure the
deployment of best-in-
class scientific talent for
this purpose

3. Specific outputs to be produced:
• CGIAR RPs implement a high standard of gender analysis
that is firmly mainstreamed into their research by 2015
• A Consortium-wide policy on quality standards for gender
analysis
• A premier gender and agriculture research capacity
established via strategic partnerships fostering a high level
of scientific rigor in social and gender analysis in CGIAR
• CGIAR RPs deliver gender-responsive research outputs with
positive impacts on gender equality benefiting at least 1
million women in the CGIAR RPs’ main target areas by 2015

4. Critical to success will be:
• Recruitment of gender specialists because many CGIAR RPs do not
have sufficient capacity to implement Gender Strategies
• Improved capacity for using gender and social analysis among non-
specialists
• Collaboration across Programs – for synergies in capacity-
development, shared research sites & methods, joint M & E, and to
establish shared quality standards
• CGIAR RPs to allocate sufficient funding to gender research - need to
invest in high quality social science that is the foundation for gender-
responsive research

5. Approach: Clear and enforceable
accountability mechanisms designed
• Monitoring of each CGIAR RP’s Gender Strategy
results
• Budget - the resources it allocates to achieve these
• Capacity - deployment of gender expertise.
Gender Performance Scheme

6. Key procedures to ensure accountability
established by the Consortium :
• All CGIAR RP’s are required as a minimum to have (i) an approved
Gender Strategy (ii) a work-plan that integrates implementation of
the Strategy and a dedicated gender budget in 2013.
• If monitoring (annually)shows that a CGIAR RP’s implementation of
its approved Gender Strategy is below minimum standards agreed
with the CO, the CO will give feedback and require the CGIAR RP to
improve its gender research.
• A CGIAR RP that is not implementing an approved Gender Strategy or
that fails to improve after feedback will be put on warning that its
overall performance could be qualified by the CO as unsatisfactory.

7. Steps taken
• In early 2012 a senior advisor for gender research
was appointed at the Consortium office
• Gender and Agriculture Research Network
established to support the development and
implementation of a Gender Strategy by each
Program.
• Gender Performance Scheme

8. What all this means…
• In 2013 all CGIAR RPs are required to engage
in effective implementation of their gender
research strategy.
• “Opting out” from the integration of gender
into CGIAR RP research is no longer an
option.

9. PROGRAM LEVEL

10. Key actions
1. All CGIAR RPs have an explicit Gender Strategy (GS) -
(a) integrate attention to gender inequality into the Program’s
main agenda
(b) conduct strategic research on overcoming crucial
impediments to a more gender-equitable flow of benefits.
Contents of the GS: Rationale; Goal and Objectives; Theory of Change
and Impact Pathways; Activities; Monitoring and Evaluation; Budget;
Team and Management Structure; Capacity
Formal submission process: by the CGIAR RP Director, to the Chief
Science Officer, copy to the CEO and to the Sr. Gender Advisor, who will
then provide the CSO with a written assessment.
Final approval will be in the form of an answer by the CSO to the
submission by the CGIAR RP Director

11. 2. The GS has to be implemented within 6 months of the CGIAR RP’s
inception
3. Formulation of an annual Program-level gender work plan based on
the GS that specifies the activities required for integration and
mainstreaming, with well-defined responsibilities assigned at all
relevant organisational levels (16 February 2013)
4. Address the need to front-load capacity via recruitment, training
and partnerships with sources of gender expertise external to the
CGIAR
5. Institutionalise the practice of budgeting realistically for gender
research as part of the normal plan of work and budget so that
commitments to do gender research are actually met.

12. 6. Ensure that research outputs bring demonstrable and measurable
benefits to women farmers in target areas within 4 years following
the inception of the CGIAR RP.
7. By 2014 staff training , recruitment and strategic partnerships ensure
sufficient gender expertise in the CGIAR RP.
8. Collaboration of gender researchers across Programs: to minimise
duplication & fragmentation of effort among scarce human
resources; exploit strategic opportunities for synergy.
9. Implement rigorous performance monitoring with incentives- meet
internationally recognized quality standards for social science
research on gender; for institutionalizing the policy and practice
required for mainstreaming.

13. WORK PLAN:
Outcomes and Indicators

14. Type of outcome
Given the expectation that CGIAR RPs will begin to show measurable
benefits in target areas within four years of inception (this will be the
time-frame, at least initially):
• R & D outcomes should be such that they can be evaluated for
relevance and importance in relation to results-oriented criteria that
any Program needs to deliver on poverty and on gender
• Gender-responsive indicators should to be highly sensitive to change
in a relatively short time-frame, easy to measure and significant.
Therefore the Outcomes should be intermediate outcomes

15. Top 3 indicators in an agriculture R4D
program*
• The extent to which women are involved in the crop/sector in terms
of production, marketing, or processing has not decreased (or has
increased) as a result of the program
• Reduction of gender disparities in access to productive resources
and control of incomes as a result of the program
• Improvements in diets or nutritional status of individuals,
particularly in areas where there are marked gender disparities in
nutritional status/nutrient adequacy
*Meinzen-Dick and Quisumbing (2012)

16. Examples of gender-responsive intermediate
outcome indicators
• Improvements in men & women’s knowledge relevant to use of related technology
• Gender-differentiated changes in workloads (qualitative + quantitative)
• Increase in the returns to women’s (unpaid) farm labor
• Integration into plant breeding of sex-differentiated preferences for proposed
varietal traits
• Men & women’s adoption rates of new technologies (e.g. an index across
commodities, systems and natural resource management )
• market entry rates for men & women (in various market channels)
• Shares of income going to men vs. women from increases in productivity and
increases in sales
• Food access & consumption ( qualitative + quantitative measures)
• institutional changes in the inclusiveness of value chains
• Changes in norms governing gender relations in production and marketing
• Men & women’s use of agricultural advisory services to access the technologies
• Gender-differentiated participation in and income shares from payment for
environmental services.

17. THANK YOU