2012 WDR
Gender Equality and Development
Implications for the World Bank
GENDERNET-World Bank Consultation — 3 February 2012
Addis Ababa, Ethiopia
Jeni Klugman
Director, Gender and Development
World Bank
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)
Turkey
Informing country policy dialogue
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.
Strategic Directions
1. Informing country policy dialogue
1. Informing country policy dialogue
2. Enhancing country level gender diagnostics
 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
Kenya
Country
Program
Enhancing country level gender diagnostics
Gender smart agriculture
Data
Partnerships
Spins
82$ million
KAPAP baseline
Data
GAP
Analysis
Gender smart agricultural operations (e.g., ASAL
advice, value chains)
KAPAP monitoring and impact evaluation
Household
Policy dialogue of agriculture
Energy
Policy dialogue on water
Policy dialogue on household energy
Water and
Sanitation
support for
gender
integration
Climate
mgmt
Kenya
Country
Program
Enhancing country level gender diagnostics
Gender smart water sector
WATSAN genderdisaggregated data
Initial GAP
contribution for
capacity Vertical:
building of
Italy,
MoWI GFPs MoWI,
WSP
Exposure to
global best
practice,
South- South
In Bank:
150$ million
WASSIP
indicators,
programs,
CPS model
Horizontal replication: Household Energy
Gender
smart water
sector policy
dialogue
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.
Strategic Directions
1. Informing country policy dialogue
2.Informing
Enhancingcountry
country policy
level gender
diagnostics
1.
dialogue
3. Scaling up lending for domestic priorities, including




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
Strategic Directions
1. Informing country policy dialogue
2.Informing
Enhancingcountry
country policy
level gender
diagnostics
1.
dialogue
3. Scaling up lending for domestic priorities
4. Increasing the availability of gender-relevant data and evidence
 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.
Strategic Directions
1. Informing country policy dialogue
1.
policy
dialogue
2. Informing
Enhancing country
country level
gender
diagnostics
3. Scaling up lending for domestic priorities
4. Increasing the availability of gender-relevant data and evidence
5. Leveraging partnerships
 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
Organizational Structure to deliver
Executive Board
Annual Gender Monitoring
Report, WDR 2012 Implications,
Corporate Scorecard, IDA 16
President
MDs
Knowledge and
Learning:
FPD
VPs
SDN
HD
WBI
PREM
Operational
Regional Operations Services, Policy &
Systems
AFR
MNA
EAP
LAC
ECA
SAR
MDs monthly meetings
OPCS
Quarterly Scorecard
Regional Gender Action Plans
GAD Board
Community of Practice
Sector staff,
country teams,
gender focal
points
Country Programs
LCR Gender Action Plan FY12-FY14
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.
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
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LCR Gender Action Plan FY12-FY14
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
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