SNV Rwanda Case Study

1. SNV Rwanda Case Study Gender Audit 2007 Presentation to SNV Rwanda Master Class Dr Shirley Randell AM September 2007

2. Name of client • UNIFEM and other strategic partners: - MIGEPROF - DFID - UNDP

3. Context Description • SNV Rwanda first gender audit in 2002 - conducted by external consultants - limited implementation of its recommendations • 2006 gender audit - external consultants assisted in the development of a gender audit methodology for Rwanda - coordinated across a range of agencies

4. Process • In collaboration with SNV Rwanda, UNIFEM, MIGEPROF, UNDP and other strategic partners • Each agency trialed the methodology in its own organisation before reaching agreement on a preferred common gender audit methodology

5. Goal of assignment • Major goal - significant progress towards gender equality in Rwanda by establishing a gender audit methodology that was capable of adaptation to all government, non-government and private sector agencies, leading to changed organisational behavior • SNV Rwanda participated in the process to share learning with other agencies in Rwanda

6. Expected impact • Strengthened capacity of gender activists, managers and staff in national and local organisations in order to achieve the gender pillar in Rwanda’s Vision 2020, the gender objectives of the Economic Development and Poverty Reduction Strategy, and MDG3: gender equality and women’s empowerment

7. Secondary goal • To trial the audit process in SNV Rwanda, to see whether SNV Rwanda’s policies, practices, systems, procedures, culture and resources were being used in the most effective way to deliver the organisation’s commitments to gender equality within the ‘governance for empowerment’ framework. - self-assess organizational performance - fully engage staff in the process - recognize strengths and weaknesses - develop an action plan

8. Expected impact • Gender-aware advisers working to a detailed plan of action to facilitate the effective implementation of gender as a value within ‘governance for empowerment’

9. Main activities • SNV Rwanda worked collaboratively with 14 organisations - seven other bilateral and multilateral development agencies and NGOs and INGOs – DFID, SIDA, UNDP, NPA, UNFPA, Action Aid & Trocaire - Local agencies - NURC, NWC, World Vision Pro-Femmes, CLADHO, and CCOAIB

10. Time period 1 October 2006 • PC, SA Gender and DFID consultant coordinator of the project met with the CD to seek and obtain agreement for SNV Rwanda to participate in the national gender audit methodology process

11. Time period (cont) 10 October • first gender audit planning meeting of 10 agencies to clarify the objectives, scope & arrangements for the assignment. • Agreement was reached on the seven agencies to participate - first round (Group A: DIFD, UNDP and SIDA) - second round (Group B: SNV, NPA, UNFPA, Action Aid and Trocaire) • expectations, tools and skills needed, resources needed and the framework for the gender audits

12. Time period (cont) • October-December 2006: SNV gender advisers attended regular meetings of the group to develop - a calendar for the audits, - gender audit methodology of a Balanced Score Card approach (BSC) - guidelines for focus groups, key informant interviews, questionnaires and documentary surveys. • Group A began their gender audits.

13. Time period (cont) • January-February 2007: Group B began their gender audits • SNV gender advisers conducted a documentary survey, distributed questionnaires in English, French and Kinyarwandan to all staff, arranged focus groups with clients and advisers, and interviewed regional staff • The data was analysed • Regular meetings and reports back from Group A agencies were very informative and encouraging to Group B auditors

14. Time period (cont) • March 2007: All staff in SNV Rwanda were involved in a self assessment of the data and action planning for future improvement using the BSC and traffic lights approach for scoring. • A national gender auditors’ synthesis workshop was held to enable review progress of all participating organisations, to synthesize findings and to consider dissemination, possibilities for joint action and sustainability for the project. • Two dissemination workshops were held to disseminate the process and findings of the gender audit to government and to non-government agencies.

15. Time period (cont) • April 2007 • All participants met to agree on a final process of gender audit methodology to be adapted for use in all agencies in Rwanda. • A report of the SNV Rwanda gender audit was prepared and widely distributed to all staff, other agencies in Rwanda and all SNV ESA country offices.

16. Time period (cont) April and May 2007 • Six Rwandan organisations (Group C) began their gender audits using the agreed methodology, helping to further build the momentum of the process and adding to the national pool of gender auditors • The national gender audit methodology was presented to the Minister of MIGEPROF by the consultants, for adoption

17. Time period (cont) • May 2007: The first SNV Rwanda gender working group meeting was held to review the action plan arising from the gender audit and to assign responsibilities and timing to the action • June 2007: A Master Class was conducted for advisers at which sector action plans were presented, all integrating gender as part of governance for empowerment strategy • July 2007: The action plan was reviewed by the SNV Rwanda gender committee, progress was monitored and further action was planned

18. Results (output & outcome) • A national gender audit methodology was developed, including the BSC and traffic lights approaches • Guidelines for a documentary survey, staff questionnaires in English, French and Kinyarwandan, focus groups with clients and advisers, and interviews were prepared

19. Results (output & outcome) (cont) • SNV Rwanda participated in regular inter-agency workshops with eight other agencies conducting audits. • A further six national agencies used the national gender audit methodology in conducting their gender audits. • Staff conducted a self assessment and produced a gender action plan

20. Results (output & outcome) (cont) • A report of the SNV Rwanda gender audit was widely distributed • The gender audit has been a key influence in giving gender a higher focus in Rwanda as well as within SNV Rwanda, where an action plan is being implemented to increase our capacity to meet the MDG3 of gender equality and women’s empowerment in all our work.

21. Results (effect and impact) • SNV’s collaborative participation in the process of developing a gender audit methodology for Rwanda has enhanced stakeholders’ commitment to gender mainstreaming and capacities for gender auditing: - setting up of Rwanda peer review mechanism - database on suppliers with equality policies - greater weighting given to women- only businesses in procurement

22. Results (effect and impact) cont • Influence on SNV Rwanda policy, practice and thinking: - review of how training days are used - review of capacity needs of all advisers in relation to improved understanding of gender issues - review of staff child care policies - development of sexual harassment policy • Endorsement of GoR for gender audits in ministries, to become a function of the new Gender Observatory.

23. Results (effect and impact) cont • Heightened awareness of gender mainstreaming among SNV advisors, clients and partners: - this type of focus group discussion had not been held before with partners and clients --they now have a clearer under- standing of SNV's position on gender equality --SNV now has a better understanding of the issues and problems faced by partners and clients in relation to gender • National pool of gender auditors extended

24. Results (effect and impact) cont • Improved understanding of gender issues among drivers and cleaners developed during focus groups. • inclusion of gender progress on the agenda of regular meetings of the SNV Rwanda Management Team. • Widespread recognition and reception of SNV Rwanda’s final report in Rwanda and among countries in the region.

25. Critical success moments • The agreement of the Country Director to the participation of SNV Rwanda in the gender audit process • The completion of the guidelines for four kinds of data analysis • 100 percent of staff completed the questionnaire

26. Critical success moments (cont) • The number of staff participating in the self assessment and action planning workshops • The well-planned successful workshops for participating agencies which trained gender auditors and gave them skills to conduct the audit • The development of an action plan that was distributed to all staff

27. Critical success moments (cont) • Extension of the gender audit to umbrella NGO agencies in the third round (Group C) • Awareness at each of our meetings of the dedication and competence of stakeholders involved in this process • Support of GoR for our efforts

28. Critical success moments (cont) • Presentation of national gender audit methodology to MIGEPROF for government adoption • SNV Rwanda’s report back to government and NGO meetings showing significant leadership in the field

29. Lessons learned • Some participants in the joint agency gender audit meetings started well, but their own work commitments led to fewer participants in meetings • Email communication from the consultants proved effective in canvassing views • Some organisations found they did not have the tools to undertake gender work, or did not know how to use existing tools; they therefore identified the need to increase capacity in this respect

30. Lessons learned (cont) • Some organisations found that although there were strong policies and practices in support of gender equality, there were no systems or procedures for ensuring implementation; there was a need, therefore, for systemisation of policy and practice • Many gender auditors did not have necessary auditing skills, hence the organisation of workshops by the external consultants to develop these. There was marked improvement after this process

31. Lessons learned (cont) • Undertaking the data collection was a huge commitment for busy gender advisers and continued follow up was needed to ensure completion of the documentary survey. The external consultants were called on for extra support in this process. • The support of the Country Director was significant in the commitment of staff to the process

32. Lessons learned (cont) • Making an action plan is important and involving all staff in the plan gives commitment to its implementation • A critical requirement for monitoring action plan implementation is to have a committee with responsibility for keeping items on the agenda with senior management • There needs to be personal commitment from all staff members to the gender audit process

33. Lessons learned (cont) • It is important to involve men in the process • Establishing a peer review mechanism within the audit network is important • A network of gender auditors is to be established to maintain impetus to the gender audit process within the 14 organisations

34. Recommendations for learning and follow-up • A report of the SNV gender audit has been disseminated to all staff, to other agencies in Rwanda and to SNV ESA country offices • The case study will be disseminated on the SNV Corporate Gender Dgroup network and through the ESA Gender Dgroup • An article will be sent to Nethwork

35. Specific data • DAD’s spent in 2007 40 • DAD’s expected to be spent in total:40 • Output – SNV score 4 • Output – client score 4 • Outcome 4 • Start date January 2007 • Expected end date July 2007