Project Implementation
The opportunities for integrating gender at key points in the project life cycle
Hard Problems
Problem 1
Gender teams are called in for support too late in the program design or investment cycle, resulting in missed opportunities to strengthen projects.
Consequences
Gender experts weigh in when there’s no time to make meaningful shifts
Gender due diligence is conducted ad hoc as opposed to systematically
Problem 2
Sector teams are able to access project budget regardless of gender outcomes, so GM work continues to be an optional add-on.
Consequences
Gender budget is siloed and not tied to program outcomes
While sector teams have the largest implementing budgets, they are not incentivized to prioritize gender
What we heard
“What we often find is that sector teams go 'oh we haven't got the gender people at the table, let's invite them in’, but the project is already kind of cooked. So we end up adding in a few words, but that’s it.”
“If we include gender in due diligence we would go from sprinkling a gender lens in ad hoc wherever the project lead feels like it applies, to gender at least being considered early on in a risk assessment of an investment.”
Opportunities
for Problem 1
How might we design systems to engage gender teams at the right moments?
This might look like…
Recurring office hours and gender chats for project teams.
Including a set of gender gates into the project lifecycle.
for Problem 2
How might we leverage the budget allocation process to incentivize gender integration into programs?
This might look like…
Requiring a gender strategy at the project level, developed by implementing partners within first 3 months of a project, with specific gender goals and outcomes.
Tying gender performance indicators to payment.