Leadership for Change: making it work for girls and women

Intervention Summary and Business Case

Leadership for Change: making it work for girls and women A programme to strengthen the enabling environment of DFID’s Strategic Vision for Girls and Women

Gender Team Governance, Open Societies and Anti-corruption Department Policy Division July 201

Content Intervention Summary

Page 1

Strategic Case

5

Appraisal Case

12

Commercial Case

17

Financial Case

21

Management Case

23

Annexes Annex 1: Vital Voices stories Annex 2: Women Win stories Annex 3: Evidence behind impact and outcome Annex 4: Diagrammatic form of the theory of change Annex 5: Evidence behind inputs, outputs and outcomes Annex 6: Strength of evidence used Annex 7a: assessment

Climate

Annex 7b: Climate assurance note

change

change

and

environment

and

environment

Annex 8: Economic appraisal Annex 9: Allocation of funds by programme component Annex 10: Logical Framework Annex 11: Risks and mitigation actions

1

Intervention Summary What support will the UK provide?

Over three years (2012-2015), the UK will invest up to £ 4.5 million in a programme that will help girls and women in a number of DFID’s 28 focus countries to have greater leadership, decision-making and participation opportunities at all levels of society, and in all aspects of their lives.

Why is UK support required?

The UK Government is putting girls and women at the heart of international development and leading international action to support girls and women is one of six Business Plan priorities for DFID. The DFID Strategic Vision for Girls and Women sets out the ambitious results we are committed to deliver by 2015 for girls and women to: delay first pregnancy and support safe childbirth; get girls through secondary school; get assets directly to girls and women; and prevent violence against them. The Strategic Vision also commits us to strengthening the enabling environment for girls and women - strengthening legal frameworks and women’s role as leaders; working with boys and men as agents of change; supporting local action; and engaging women’s participation in planning and decision making processes.

This programme targets three key areas within the enabling environment which undermine the ability of girls and women to become effective agents of change in their communities, countries and globally. These are: 1. A lack of leadership skills and opportunities – Where girls and women are largely excluded from public life, they are unable to realise their full potential, either as individuals or as leaders inspiring others towards wider change.

Their ability to participate as equals is hindered by a lack of confidence, knowledge, skills, opportunities and connections/networks. The use of violence, intimidation and coercion against girls and women reinforces their subordinate status, takes power out of their hands and limits their opportunities and the decisions they can make for themselves. The programme will build the leadership skills of adolescent girls and women which will improve their ability to influence decisions that impact their lives at all levels.

2. A lack of involvement in political processes - Without equal chances to participate in political processes and to advance an agenda for girls’ and women’s rights, institutions and policies are more likely to systematically favour the interests of those with more power and influence.1 However, there has been little focus on the impacts of women’s political participation in formal or informal political2 processes and organisations.3 The programme will gather evidence which will be used to inform policies that better address girls’ and women’s needs.

3. The attitudes and behaviours of boys and men - Better evidence is needed to ensure that programmes are based on approaches for sustaining long-term attitudinal and behavioural change towards gender equality among boys and men, and the interplay between such change and institutions and practices.

2 There is an increasing body of evidence on boys and men which demonstrates that interventions can lead to more equal relationships between men and women (e.g. in marriage and other family relationships, at work, etc.), and improved health and social outcomes. This programme will gather the evidence needed to support projects which will improve services for girls and women.

DFID support for this intervention will contribute to UK Government priorities related to open societies and open economies, the empowerment of girls and women, economic growth and poverty reduction. DFID’s Strategic Vision for Girls and Women recognises the importance of an environment that supports them to participate fully in society and in the economy. The Vision is built on an implicit understanding of the Golden Thread that links women’s civil and political liberties, their role as leaders in all spheres and their engagement in economic and social activities.

This programme will contribute to strengthening evidence and increased learning on key areas of DFID’s work on the Golden Thread such as voice in democratic processes, participation in civil society, and accountability of governments to citizens. It will increase understanding of the links between their participation in political processes and civil society and engagement in economic activities. It will also shape new ways of working on behavioural change and with new partners (including the private sector). It will also contribute to informing the design of more effective programmes on giving girls and women new opportunities across the different contexts in which DFID works.

Gender equality and women’s empowerment are central development goals in their own right and key to achieving better development outcomes. A growing body of evidence shows that empowering girls and women and reducing gender gaps in health, education, labour markets and other areas is associated with higher economic growth, greater agricultural productivity, improved food security, better health, nutrition, and education of children, and a variety of other outcomes. 4 We know that the benefits of investing in girls and women are transformational – for their own lives and for their families, communities and economies. Empowering girls and women is critical to achieving all the MDGs. Yet even when services and assets (including health, education, justice/legal, financial, and infrastructure services) are made available, girls and women are often unable to access them or benefit from them due to political, cultural, social and institutional barriers. To ensure that women are able to benefit from services and assets requires improvements in the enabling environment: this means explicitly addressing the attitudes and behaviours, social norms, policies, legislation, and institutional practices that perpetuate gender inequality and discrimination and hinder girls’ and women’s ability to make informed choices and control the decisions that affect them. Experience also demonstrates that to tackle these challenges and ensure that policies, programmes and services address the reality of women’s lives implies meaningfully involving both girls and women and, boys and men, in the design, development and monitoring of services, programmes and policies.5

3 Specific attention should be given to fragile and conflict-affected states (FCAS). FCAS are characterised by weak institutions, limited infrastructure and service provision, ongoing insecurity and exclusionary political settlements 6 which exacerbate inequalities and exclusion, and can present specific challenges for the empowerment of women.7 Creating an enabling environment for girls’ and women’s empowerment is not solely about providing services. It is also about enabling girls’ and women’s meaningful participation in national and local decision making processes as politicians, leaders, citizens and stakeholders. This will shape the design of more appropriate services and policies to meet girls’ and women’s needs and provide a context for improved development results in areas such as education, wealth creation and violence against women, as well as more inclusive peacebuilding and statebuilding processes. 89

What are the expected results?

We expect that this programme will lead to increased influence and leadership of 24,300 girls and women in informal and formal decision-making in the communities and countries where the programme will operate. In the longer term, not only will this result in increased access to services and assets (education, health, family planning, financial, and justice services) by women and their children, but also in the improvement of those services.

The individual components of the programme will contribute to the above overarching result in the following ways:  Supporting the leadership skills and opportunities of 24,300 girls and women will improve their ability to influence decisions that impact their lives at all levels and enable them to advocate for changes that will improve the lives of many other girls and women in their communities and countries. This programme will: i) Mobilise, connect, empower and support a network of 300 women leaders (including Parliamentarians, NGO managers, businesswomen and entrepreneurs) and ii) Develop the leadership skills of 24,000 adolescent girls through sport.  Strengthening evidence on understanding the impacts of women’s political participation in formal and informal political processes and organisations will encourage greater commitment and insight of how to improve the effectiveness of their involvement. This will be used to inform and strengthen policies and legislation that better address girls’ and women’s needs.  Strengthening evidence on engaging boys and men in support of gender equality, especially in relation to how institutional structures and practices can change and sustain positive attitude and behaviour change, will support improved programming in this area. Based on this evidence, projects will be better able to offer girls and women improved access to a wider range of services which are more responsive to their needs, and increase the likelihood that they benefit from these services.

4

Summary of the programme Outcome: Increased influence of women as leaders in formal and informal decision-making processes.

Outputs 1. Increased girls’ and women’s leadership skills so they become effective leaders and agents of change 2. Improved evidence and understanding of the impacts of women’s political participation and sustained positive change in the attitudes and behaviour of boys and men Inputs - Leadership training, mentoring and networking support for established (and emerging) women leaders; - Provision of sports programmes combined with education and skills building for adolescent girls; - Gathering of evidence on the impacts of women’s political participation, and sustained positive attitudes and behaviours of boys and men.

The three components highlighted above have been brought together under this Business Case for the following reasons: 1. They aim to strengthen DFID’s knowledge on what works and what does not work (and why) on delivering interventions around a positive enabling environment for girls and women.

2. The strategic choice to combine two different approaches in building girls’ and women’s leadership allows DFID to try something new around key aspects of the Vision’s enabling environment. Vital Voices, on the one hand, focuses on mentoring, networking and pairing established and emerging women leaders from different sectors of society and the economy (from NGOs and Parliaments to businesses). On the other hand, Women Win builds the leadership of adolescent girls through their participation in sports activities, as well as challenging the attitudes and behaviours of communities towards girls’ decision-making and voice.

3. The evidence gathering component will directly feed into the implementation of girls’ and women’s leadership programmes. The potential, hence, for improving these interventions as they are being delivered is greater as all the partners will have the opportunity to discuss challenges and gains regularly and compare them with the evidence being collected.

4. The proposed partners (Women Win and Vital Voices) have experience of working with the private sector to build girls’ and women’s leadership.

Working together on this programme will allow WW and VV to share and maximise our learning on this crucial and innovative aspect of our work.

5. The challenges of measuring influence in decision making and behaviour change in gender equality is central to the work of the partners. Hence, our emphasis on designing and implementing detailed workplans for monitoring partners’ results –including small qualitative pieces of research.

5

Strategic Case Context and need for DFID intervention A positive enabling environment is characterised by gender-sensitive policies, legislation and programmes, institutional mechanisms and social norms that foster the empowerment and advancement of women.10 Establishing it involves simultaneously promoting the leadership skills and opportunities of girls and women to transform societies while at the same time gaining a better understanding of what helps and hinders female leaders’ ability to bring about better development outcomes for girls and women.

Three key areas of the enabling environment which we will support: We will develop leadership skills of girls and women and a supportive environment for women leaders to improve their ability to act as agents of change in their communities, countries and at a global level.

We will contribute to understanding the outcomes of women’s political participation in either formal or informal political processes and organisations to encourage commitment to support their participation.

We will improve the evidence on how positive attitudinal and behavioural change among boys and men towards girls and women could be sustained in the long-term. This will lead to improved programming in this field by getting a better insight of the interplay between such changes and institutional structures and practices.

Evidence is limited but the potential for learning and innovation is considerable: Innovation: we will work with organisations which have new approaches to developing girls’ and women’s leadership

Learning: we will contribute to understanding: (i) what works, what does not and why, and different approaches to the development of women’s leadership and political voice; and (ii) the impact of changing attitudes and behaviours of boys and men with regard to gender equality.

1. GIRLS’ AND WOMEN’S LEADERSHIP Globally girls and women occupy a significantly lower proportion of leadership positions in the private and public sector than men.11 When attempts are made to include them in decision-making forums (at all levels) it is too often in ways that ignore the conditions that limited their access at the outset. This can undermine attempts to bring about substantive and sustained change in their lives and the lives of others.12 Programmes working with girls and women (particularly young women) often do not address the underlying causes of disempowerment that limit their ability to influence political agendas.13 Programmes that focus on improving girls’ and women’s leadership skills generally deliver one-off (capacity) training that offers little in the way of on-going support for emerging leaders to operate in formal and informal political settings typically dominated by men or to deal with harassment, and sexual and physical violence which increases as women enter the public sphere and challenge the status quo.

Furthermore, evaluations of leadership programmes tend to focus on the individual skills sets of programme participants rather than the impact of their leadership on development outcomes for girls and women; or their ability to inspire others to

6 increase their involvement in decision-making processes or more sustainable peace processes and settlements.14 2. WOMEN’S POLITICAL PARTICIPATION Much of the recent debate on women’s political participation has focused on the best approaches for increasing women’s representation, voice, influence and leadership in formal political processes. Research indicates that:  Quotas increase women’s numerical representation in local and national representative bodies.15  But that increases in numerical representation do not automatically translate into strengthened voice, influence and leadership because effective political participation is also shaped by informal institutions and processes, and that these women may not represent the interests of other girls and women.

Women’s increased political participation may lead to change through both direct and indirect processes:  Direct changes in political outcomes – e.g. in India local level gender quotas have been associated with increased spending on WATSAN infrastructure which has disproportionately large benefits for girls and women.  Indirect changes in social and political norms – e.g. data from an RCT in West Bengal indicates that exposure to women leaders as a result of local level quotas leads to changes in men’s stereotypes of women16. Analysis of the impact of local level gender quotas further shows that the gap between the aspirations of adolescent boys and girls decreases in villages where a female leader has been elected.17  Indirect changes in political settlements – e.g. in Liberia where women mobilised to call for an end to violence and through their actions contributed to the eventual signing of a peace agreement.

However, the evidence base of these impacts is extremely limited and much of it comes from research into India’s local government processes.

3. BOYS AND MEN It is now widely recognised that if we do not work with boys and men to change deeply entrenched, discriminatory attitudes and behaviours then efforts to improve the lives of girls and women will fail, or at least not be sustainable. There is also enough evidence to demonstrate that deep-rooted gender norms and values (that heavily influence our attitudes and behaviours) undermine girls’ and women’s ability to make informed choices and control the decisions that affect them. 18 Yet political, social and economic institutions and laws routinely perpetuate rigid divisions of labour and harmful gender stereotypes. Such stereotypes hinder girls’ and women’s leadership, even where on a personal and community level boys and men have less rigid attitudes and behaviours. We currently know little about how positive changes in men’s and boys’ attitudes and behaviours at a personal and community level can be (and have been) sustained through changes in institutional practices and policy reform. There is also little evidence on how this in turn could lead to fundamental changes in the way institutions operate.

DFID’s rationale for involvement

7 The programme will contribute to the objective of the DFID Business Plan 20112015: ‘to lead international action to improve the lives of girls and women’. DFID’s Strategic Vision for Girls and Women recognises that our support to girls and women cannot only focus on work around the four pillars19 but also requires an environment which enables women to participate fully in society and political processes including through:  Work with boys and men to re-dress unequal gender relationships;  Support to girls’ and women's participation in national and local decision making processes as politicians, leaders in civil society and in business, and stakeholders including in fragile and conflict-affected contexts;  Sustainable grassroots action for social change, including women's movements that challenge discrimination against girls and women.20 This policy is based on the assumption that an environment which supports women’s equal participation in society and politics provides the best foundation for their engagement in economic activities and enables them to contribute fully to economic growth and poverty reduction.

Based on DFID’s policy, the programme will aim to: 1) Increase girls’ and women’s leadership skills and opportunities, ability to act as agents of change in their communities, countries and at a global level and ultimately deliver development outcomes for all, 2) Improve the evidence base on the impacts of women’s participation in formal and informal political processes, and 3) Increase the evidence base on approaches for sustaining long-term attitudinal and behavioural change towards gender equality among boys and men, and the interplay between such change and institutions and practices.

Programme

DFID’s proposed intervention Increase girls’ and women’s leadership skills and opportunities, girls and women to become effective leaders and agents of change

Programmes considered in appraisal case

Implementing partner

The Global Leadership Network (GLN) will mobilise, connect, empower and support women change leaders so that they, in turn, can be effective catalysts and resources for transforming the conditions of women and the poorest of the poor.

The Building Young Women’s Leadership Through Sports programme will work with grassroots organizations to design, develop and implement high quality sports programmes to build leadership skills amongst adolescent girls.

Vital Voices

Examples of focus countries (to be confirmed) Afghanistan, Nigeria, Kenya, Liberia, Haiti, East Timor *Countries proposed by partner and subject to final agreement

Women Win

Bangladesh, Cameroon India, Kenya, Uganda *Countries proposed by partner and subject to final agreement

8 Improve understanding of the impacts of women’s political participation and sustaining positive change in the attitudes and behaviour of boys and men.

Robust evidence on the impact of women’s political participation in informal and formal political processes Robust evidence on sustaining long-term change in the attitudes and behaviours of boys and men

Call for proposals

Global

Call for proposals

Global

Innovation: implementing partners The implementing agencies selected to implement this programme share DFID’s focus on empowering girls and women to become effective leaders and agents of change in their communities, countries and globally, including to strengthen local and global responses to the priority areas in the DFID Strategic Vision for Girls and Women (e.g. violence against women and girls, delaying marriage and first pregnancy and increasing assets for girls and women). Globally, it is increasingly difficult to ensure that international women’s rights are protected and strengthened and the Global Leadership Network (see below) can make an important contribution to this. The agencies already have excellent track records delivering and supporting programmes to build girls’ and women’s leadership skills.

They also have a new approach in delivering leadership interventions which we want to learn from. We propose funding specific programmes developed (and tested) by the partner organisations but aim to scale up their outreach.

VITAL VOICES: GLOBAL LEADERSHIP NETWORK (GLN) Aims The GLN will:  Develop greater public awareness and political will on: delayed marriage, reduced violence against women and girls, increased assets and income for girls and women, public leadership and governance.  Achieve or advance legislative commitments to increase women's equality and access to economic resources.

Participants 300 leaders from around the world in government, business, civil society, education and media. The women will come mainly from Asia and Africa. They will have a proven record of improving the lives of girls and women and passing on leadership skills and knowledge to other emerging women leaders in their communities.

Strategies The GLN will support the network members (through virtual and face-to-face interactions) to:  Develop a common platform and programme of action on the four critical issues listed above;  Design and run media campaigns;  Develop and share effective and innovative service delivery models within and across countries and issue areas;  Develop models for skill-building and partnerships for businesswomen, service providers and other network leaders;  Link network members to experts in their fields, including from the private sector.  Develop and share strategies for mitigating backlash against individual women and changes to the status quo.

Previous Over the last ten years Vital Voices has built a strong and growing network of inspiring emerging women experience leaders and globally recognized established leaders. They have already “trained and mentored more than 8,000 emerging women leaders since 1997 and these women have returned home to train and mentor more than 500,000 additional girls and women in their communities”21.

Vital Voices has made engagement of men a critical component in various of its programs and in its aims to advance its mission overall. For example, the Human Rights Department, through the Global

9 Partnership to End Violence Against Women – a collaboration between Vital Voices and the Avon Foundation for Women – engages men in awareness raising campaigns.

The GLN will work with leaders who have broken through discriminatory barriers to build up a track record of representing disadvantaged women. They will mentor emerging leaders as a way to pass in their own learning. For case stories from VV’s women leaders please see Annex 1 WOMEN WIN: BUILDING YOUNG WOMEN’S LEADERSHIP THROUGH SPORTS PROGRAMME Aim To build the leadership skills, self-confidence and advocacy skills of girls and young women through sporting activities. Young women will become agents of change within their families and communities, challenging gender norms and they will have increased control over decision making in key areas (economic, social and health). Ultimately this will make them role models for other girls in their society.

Participants The programme will hope to reach 24,000 adolescent girls from marginalised communities in Asia and Africa. They will work with grassroots organisations that already have good experience reaching and running activities for girls and young women in communities where girls and young women generally lack a public presence and voice.

Strategies Through this programme Women Win will:  Build the capacity of programme partners to design, develop and implement high quality girl sport programmes that give beneficiaries the courage and self-confidence to access and exercise their rights and make their own decisions within their families and communities. It will include components that look at supporting and protecting girls in the case of violence, intimidation or coercion resulting from their involvement in the programmes.  Build monitoring & evaluation capacity of programme partners to create a body of evidence around sport as a strategy to build leadership skills, and empower girls to make their own choices.  Organise outreach events to give girls a platform to raise their voice in their communities.  Take the learning and best practices that are happening on the ground and make them available for a larger audience. This will help other players in the sector to improve their practices around amplifying girls’ voices in society.

Previous Women Win already have a history of investing in grassroots women’s organisations and strengthening experience their capacity to use sport as an innovative strategy to build the self-confidence and social and health assets of girls. These grassroots organisations have the knowledge to create sport programmes that are suitable for the local context. This programme will build on this work and focus more strongly on building the capacity of young women to become agents of change in their communities and for grassroots organisations to monitor and evaluate this work.

Women Win’s partners have worked with boys in countries such as India, South Africa, and Uganda, especially in projects around violence against girls.

For more information on some of the adolescent girls leaders supported by WW, please see Annex 2.

The two partners will meet at least once a year to build their knowledge and knowhow on delivering leadership interventions. It is also expected that the results generated through the evidence gathering on women’s political participation and, boys and men will feed into the partner’s programmes design. Finally, it will also be explored if partners’ programmes could be implemented in the same countries which will increase the potential impact of the results planned.

Evidence gaps: implementing partners The gathering of evidence will be conducted by organisations that have technical specialism in one or other of the two key areas (boys and men; women’s political participation as well as across a range of different contexts including FCAS).

Two separate contracts will be awarded: one for gathering evidence on the impact of women’s political participation; and the second on sustaining positive attitudes of boys and men. Given that a different set of technical skills is required for these two assignments, two separate contracts will be awarded through competitive open calls for proposals managed by DFID’s Gender Team. The evidence products will be

10 disseminated amongst DFID country offices and internal and external professional networks.

Theory of change Problem - Even when services (health, education, justice/legal, financial, and infrastructure) and assets are made available, girls and women are often unable to access them or benefit from them due to underlying systemic and structural causes of gender inequality, physical insecurity as well as discriminatory attitudes and behaviours.

Overall impact Reduced poverty of girls and women Assumption: Increased provision and uptake of services by girls and women leads to better development outcomes for them.

Impact Assumptions: Women leaders who benefit from the programme use their influence to attempt to change policy and legislation and to encourage further women leaders.

Outcomes (medium term) Outcomes (short term)

Increased and improved provision and take-up of services by girls and women Women leaders have strong links to other women and other relevant individuals and groups in their communities so that they are in a position to effectively coalesce a wider ‘voice’ that ensures policies, programmes and services address the realities of girls and women and therefore are more effective at reducing poverty.

Changes in policy and legislation in favour of improved service delivery for girls and women will feed through to actual improvements in services.

Empowered girls will be able to challenge gender norms and take up services, supported by boys and men

Increased influence of girls and women in informal and formal political and community decision-making Improved accountability: Women (participants of programmes and those the participants influence) more effective at demanding/improving services, policies – through advocacy and media campaigns

Men and male leaders supportive of women’s participation in decision-making at all levels (in countries and communities where the projects/research are being implemented)

Greater political will, legislative commitment to women’s participation in formal and informal political and community decision-making, informed by a strong evidence base in the countries where the projects are implemented.

Women leaders support and inspire more women in their communities to make changes on areas that affect them

When we create the opportunity for girls’ and women’s full participation in developing the policies and programmes that impact on their lives, and when we empower girls and women to exercise their full rights, improvements and benefits can be sustained over the long-term.22

11 Girls’ and women’s increased influence in informal and formal political decision-making can lead to better and more accessible services for women because: - Girls and women are best-placed to understand their own daily realities and the changes that need to take place in order to improve their lives and so can use their influence to bring about better services for girls and women and to address economic, social and political factors that hinder women’s access to services and their ability to benefit from them in the first place.23,24,25,26,27,28,29,30 - When girls and women themselves are driving the development agenda through their leadership in politics, civil society and business there is likely to be greater accountability and ownership regarding service design and development.31,32,33 - Women leaders inspire and mentor others in their communities and beyond to improve their own lives and the lives of others.34,35,36,37,38 - By virtue of being influential leaders they challenge the harmful gender stereotype that women are ineffectual outside the domestic sphere. This engenders positive attitudes regarding women’s capabilities which in turn leads to greater familial and community support for girls and women to make choices and act upon them.39 For a comprehensive discussion of the evidence behind the expected impact and outcome please see Annex 3. A diagrammatic form of the theory of change can be found in Annex 4. A detailed analysis of the evidence behind inputs, outputs and outcomes is included at Annex 5.

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Appraisal Case The “do nothing” counterfactual The range of countries across which the project may operate is significant.

Therefore, it will not be possible to establish a counterfactual in each of these countries in terms of the extent to which: 1. women are able to effectively influence formal and informal political processes: even when using proxy measures, it will be difficult to attribute any changes in them to programme outputs and outcome. For example, if number of women legislators is used as a proxy for women’s influence in decision making, there are likely to be a number of factors on this indicator other than the programme, and 2. women are able to access services: If this is proxied by measuring outcomes such as proportion of pregnant women attending health centres, or average number of years of schooling completed by girls, the programme is most likely to have an effect on these types of measures only in the immediate locality in which it works. However, data may only be collected at a much higher (for example, national) level.

Due to these difficulties, it has not been possible to establish a counterfactual at the outcome level. Instead, a counterfactual has been identified at the output level, where it is argued that in the absence of the project, the work of Vital Voices and Women Win would be maintained at the same level as in recent years.

Moreover, a review of the available evidence on women’s political participation and the attitudes and behaviours of boys and men carried out to inform this Business Case has found very little (or weak) evidence in this area (see Annexes 3 and 5).

Therefore, it is argued that the counterfactual is no (or weak) evidence in this area.

Rejected options There was appetite for an intervention which adopted a fresh approach to working with girls’ and women’s leadership and participation. It was therefore logical that the project should work with organisations which have (i) an established track record of success in addressing key aspects of the enabling environment for gender equality and (ii) a record of success in designing and implementing innovative approaches in this field.

Over the last year, Vital Voices and Women Win approached DFID with different proposals including such original approaches and were therefore identified as potential partners. As such, their knowledge and experience have fed into the design process, through close cooperation between DFID and these partners.

This means that the ‘options’ considered here are not conceived of in terms of possible intervention methods to tackling the enabling environment, or in terms of implementation partners. The decisions on those ‘options’ were, to some extent, predetermined by the appetite for innovative approaches - which were already being used by the potential partners, and the resulting involvement of these organisations’ close involvement in the project design to date.

13 Whilst we accept that this limits the extent to which a value for money assessment of different options can be undertaken, we argue that it remains the best way forward given the novelty of this area of work for DFID. As such, ‘the’ options discussed below are, in effect, simply implementation options, rather approach/design options. Two different combinations of outputs are considered alongside a “do nothing” counterfactual.

Three options identified Option One: The “do nothing” option This option assumes that in the absence of this intervention, Vital Voices and Women Win will continue to operate over the project period (2012-2015) in the way that they have operated to date, with a similar level of financial resources. The scaling-up of activities that both organisations envisage with DFID resources will not take place.

Option Two: The “innovation” option This option proposed the financial support to Vital Voices and Women Win as they work in innovative ways with girls and women to increase their leadership and to generate positive externalities.

Therefore option two delivers the “do nothing” option as well as:  a scaling-up of Vital Voices’ work on leadership of women (by an additional c£1.2 million over the lifetime of the project, compared to the do nothing option) ; and  a scaling up of Women Win’s activities on development of girls’ leadership skills through sport (by an additional c£1.5 million over the lifetime of the project compared to the do nothing case).

Option Three: The “innovation + evidence” option This option involves providing support to Vital Voices and Women Win, as above, as well as additionally seeking to fill the evidence gap which currently exists with respect to women’s political participation and attitudes and behaviours of boys and men. Hence, option three delivers all that the “do nothing” option and option two deliver, and, in addition:  the development of an evidence base which can be used to support future programming (to be delivered through two separate calls for proposals totalling c£1.7 million over the lifetime of the project).

Strength of the evidence base for each feasible option The evidence base is the same for all the three options identified, and centres on demonstrating whether or not the intended outputs are likely to be achieved.

Annex 6 outlines the evidence in support of the different components of the project.

It also discusses the strength of this evidence using the following criteria: 1. whether the study directly measures the intended outcome of the programme or uses proxy measure 3. whether or not the study is from the same country setting as the programme

2. the size of the study

4. whether or not all the relevant studies have found the same results

14

Overall, the evidence supporting a link between increased leadership of girls and women and improved delivery and uptake of services by girls and women is weak. This is partly because many of the studies listed do not specifically measure the programme outcome and impact outlined in this business case. It is argued that the relative scarcity of evidence in this area is also due to the difficulties in measuring and evaluating behavioural and attitudinal change. For this reason, the monitoring strategies of the programme’s partners, as described later, will aim to capture the impact on services and development outcomes for girls and women.

Moreover, if option three is pursued, the project will gather evidence on social and institutional practices that hinder or advance women’s leadership in order to better understand the difficulties faced by these women in formal and informal decisionmaking settings.

Since the same evidence supports all three options, the weakness of the evidence does not help to inform the decision as to which option should be pursued.

Climate change and environment assessment Please see Annex 7a for climate change and environment assessment; and Annex 7b for climate change and environment assurance note.

The direct environmental impact will be small – mostly the effect on climate change of air travel by the Vital Voices network. This will be monitored and organisations will report on this annually. We will explore options with the partners to ensure that carbon offsetting is undertaken where possible.

There are potentially significant climate and environment opportunities. As an example, most community-based climate change adaptation interventions are strongly dependent on the role of women for the intervention to be successful. There is a good opportunity through the programme for greater women’s leadership and decision-making to impact positively on environmental stewardship and service delivery, including for example the provision of water and sanitation services or behavioural changes as part of climate change adaptation.

Costs and benefits The economic appraisal analyses in detail the costs associated and the benefits expected under each option (please see economic appraisal in Annex 8).

The benefits are difficult to quantify and this is made even more difficult by the wide geographical reach of the proposed partners’ interventions (i.e. Vital Voices and Women Win). The project appraisal is therefore a qualitative assessment of the extent to which each option achieves each benefit.

The economic appraisal argues that although the future benefits from the evidence component are uncertain, they are potentially great relative to the additional expenditure required for this option. Therefore option three (innovation + evidence) should be chosen.

Summary Value for Money Statement

15 A value for money ratings assessment40has been applied to this project in order to compare options 2 and 3 (the value for money of the “do nothing” option was not assessed, as this does not involve the use of DFID funds). The results of this assessment are reported in Annex 8.

On the basis of this assessment, option three should be chosen on value for money grounds. As is arguably the case with all development projects focusing on transformative change, but particularly when they are innovative projects, there is always some element of risk. As with all innovation, risks can and will be monitored, managed and mitigated throughout the project.

Risk 1: whether or not the partners will be able to effectively manage an upscale in the size of their programmes to deliver the envisaged results Whether Women Win’s programme model which has been successful to date can be effectively expanded to other countries and the extent to which it will be successful in these differing contexts. For example, will it be able to effectively engage the hardest to reach girls in the most difficult contexts? With regards to Vital Voices, the key risks relate to the up-scaling of their networking activity. This includes the extent to which, at scale, they are able to effectively identify and bring together the right women: that is, those who will inspire others to become leaders.

Risk 2: the extent to which achieving greater leadership amongst adolescent girls and women serves to increase their influence in formal and informal decision-making There is evidence that girls and women use influence to bring about change for girls and women and to encourage other girls and women to do the same.

However, this evidence does not exist in all of the countries across which this project will work. It is possible that the assumptions which are underpinned by this evidence from some countries will not hold when tested in different contexts. It is for this reason that this project is, and needs to be innovative. It offers crucial space to build evidence on whether what works in one set of conditions works in another context, and if not how approaches could be adapted to ensure similar successes.

Risk 3: the extent to which the influence of women in decision making will lead to improvement of development outcomes for women The evidence on this link is mixed but the evidence gathering component of this programme should serve to explore why this is the case. It is possible; however, that it will find that there are external factors/crises/shocks which influence the achievement of development outcomes which are outside the project’s specific remit of the enabling environment for girls’ and women’s’ participation. If this is the case then, even if girls and women do have greater influence in decision making, the desired impact on service delivery and uptake for girls and women may not be achieved.

Mitigation of risks The principal way in which these risks will be mitigated against is through quarterly monitoring and evaluation of Women Win’s and Vital Voice’s programmes (see Management Case for more detail on quarterly monitoring and programme management). This should ensure that if they are not having the intended effect, changes are made.

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Vital Voices monitors impact through the use of qualitative assessments, field visit observations and representative case-studies. They will increase their use of monitoring and quantitative metrics through this project, increasing the analytical rigour of their results framework. Vital Voices also plans to monitor broader societal trends and country-level statistics, using available national data from established international sources, especially UN Women, the World Bank, the UNDP Human Development Report.

Women Win intends to monitor its outputs through research with the help of external partners such as the International Center on Research for Women (ICRW) and the Population Council. Women Win is also looking to build the use of creative media (video) for qualitative evaluation. It is planned that having created these methodologies, Women Win will then train its partners in their implementation, allowing them to consistently collect and analyse quantitative data through an online platform.

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Commercial Case Direct procurement Component: Evidence Gaps

The following sub-components of the programme will be procured directly:  Call for proposals on gathering evidence for understanding the impact of women’s political participation in both formal or informal political processes and organizations to encourage commitment and more effective work to support their participation.  Call for proposals on gathering evidence on approaches for sustaining longterm attitudinal and behavioural change towards gender equality among boys and men, and the interplay between such change and institutions and practices.

The result of these calls for proposals will be a contract to one organisation (or consortium of organisations) to commission the research on political participation; and a separate contract to another organisation(s) on the assignment around men & boys.

Procurement of these services will be through competitive open tendering according to OJEU procedures, and selection of organisation(s) for each subcomponent will be carried out by DFID Policy Division as follows:  Politics, State and Society Team and Gender Team: women’s political participation  Gender Team: boys and men The Gender Team will manage the contracts for each sub-component. The Politics, State and Society Team will provide technical leadership (and possibly administrative support) for the sub-contract on women’s political participation. In addition, colleagues from CHASE will ensure that a fragile and conflict approach is included in the TORs as well as evidence products of the above sub-components (e.g. including key questions about women’s political participation in peacebuilding/statebuilding; and the role of men as enablers of increased women’s leadership in post-conflict contexts).

The gathering of evidence component appears most suitable for funding through a direct contract arrangement because of the following:  The necessary expertise is likely only to be available via one specific or consortium of international (and national) organisations  This will open the field to a wider range of candidates that have a strong technical expertise background but might not be known by DFID. Having two separate calls for proposals would also be easier to manage than one single call because the technical expertise for the two different themes (boys and men and women’s political participation) lies in two different teams in DFID. We also judge that separate contracts are more appropriate because the optimal technical skills and knowledge needed to deliver the two assignments are likely to be provided by different organisations.

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Competition to drive commercial advantage The use of tendering for the procurement of technical expertise to carry out the evidence products will ensure that commercial advantage is achieved through competition. The adjudication of proposals will primarily be on the basis of ability to deliver a specified set of technical outputs to an adequate standard at a reduced budget. However, adjudication will not be on the basis of cost alone; additional considerations such as quality, relevant experience, and proposed approaches to delivering the outputs will also be considered, in order to ensure that optimal value for money is obtained.

Proposals will be reviewed by a group of colleagues from Policy Division, CHASE and Research and Evidence Division. Funding for successful organisations will be available for three years. Exact award amounts will be finalised after a detailed appraisal of proposals involving assessment against scoring criteria, which will be drawn up by the programme team.

Key cost elements The major cost driver for these sub-components will be professional services. Dissemination costs will be additional costs and these will be analysed and monitored according to DFID’s communications restrictions. The management charges will also be agreed to ensure that these are set at an appropriate level according to latest DFID’s guidance. The contract will incorporate steps to be taken in the event of poor performance and failure to deliver the expected results and value for money. In line with DFID Procurement Group (PrG) best practice, the contract will include key performance indicators (for example to ensure timely invoicing and reporting).

Terms of Reference will be used to define the framework (including key performance milestones/indicators detailed in agreed work plans, quality of evidence products, and budget control) within which organisations will be expected to work; these will provide the benchmark against which satisfactory performance is measured.

Procurement Process The Gender Team will provide PrG with relevant information required for execution of the procurement process. This will include TORs, award/evaluation criteria, schedule on when each of the procurement stages is expected to be completed and relevant background programme information. Organisations will be invited to submit expressions of interest and those who meet the essential selection criteria will be invited to submit a full proposal and budget.

Evaluation criteria for the selection of the preferred suppliers could include:  Experience in conducting research on boys and men and women’s political participation, including focus on fragile and conflict-affected states  Ability to provide sufficient competent resources and the assurances that the team described in the proposals will be available by the time work starts  Strong skills and ability to synthesise information into concise policy-friendly resources – policy briefs, case studies, communications pieces, etc.  A proven commitment to and understanding of gender equality  Value for money for DFID investment (e.g. Unit costs, fee rates)

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Management and monitoring of performance Calls for proposals

Management tools DFID Gender Team will complete an annual review of the organisations performance using indicators and milestones agreed at the outset of the assignment.

Women’s Political participation – Gender Team overall lead (proportion of programme manager and Gender Adviser) with technical leadership (and possibly administrative support) led by PSST Team (Social Development Adviser)

Boys and men - Gender Team lead. Gender Adviser to provide technical leadership. Programme manager (proportion) to provide management support.

PD policy leads (as above) will agree with the organisations a work plan with clear milestones and targets; and request the organisations to provide updates through quarterly narrative and financial reports. The organisation will be requested to produce a budget aligned with the workplan to allow DFID to link performance and spend

Monthly financial progress will be monitored against work plans and financial forecasts. Payments will be made in arrears and against satisfactory performance (quarterly).

Indirect procurement Accountable grants Component 1: women leaders Indirect procurement Component 2: adolescent girls leaders Indirect procurement

Accountable Grant to Vital Voices Accountable Grant to Women Win

There will be two accountable grants (Vital Voices and Women Win) given that: 1. Vital Voices and Women Win are not-for profit organisations and fulfil DFID’s Procurement Group criteria for accountable grants. The Board of Directors of both organisations are composed of high profile women and men from very diverse backgrounds (including private businesses, communications, academia, finance).

2. Both organisations have implemented similar interventions in a number of countries and there is a good track record of achievements. Therefore, an accountable grant will enable them to expand their reach through provision of additional resources.

3. Both organisations’ objectives and areas of activity are consistent with DFID priorities of poverty reduction and empowerment of girls and women, as set

20 out in the DFID Business Plan 2011-2015 and DFID’s Strategic Vision for Girls and Women.

4. Both organisations meet the criteria for PD funding civil society organisations.

The accountable grants will be based on a detailed programme proposal with work plans, budget and key performance indicators submitted by the partner organisations and aligned with the DFID logframe. DFID will track progress and budget execution through monthly financial reports and quarterly and annual narrative reports.

Additional background information about the two implementing organisations: Vital Voices was founded in 1997 by then First Lady Hilary Rodham Clinton as a government initiative within the United States State Department. The organisation has since established itself as a non-governmental, bi-partisan organisation (charitable, non-profit status reached in 2000). Their mission is to foster the safely, security and prosperity and voice of women in ways that benefit society as a whole through supporting women’s economic empowerment, political leadership and human rights.

Women Win is registered in three countries and has a formal non-profit status in each of these countries (Netherlands, US and UK). Women Win Limited (referred to as Women Win UK) was formally recognized as having charitable, tax-exempt status in 2010. Women Win is a global organisation that uses sport as a strategy to advance girls’ and women's rights. They envision a world where girls and women are strong leaders and agents of change in their communities.

Value for money A desk review carried out by DFID Gender Team (through information publicly available) has shown that the organisations have in place reasonable policies and procedures and systems for managing their finances and procurement (this assurance only applies at the time that the review was done in June 2012). Both organisations have established offices with a well-functioning management, financial and administrative staff; and their accounts are audited annually by independent auditors. Following approval of the Business Case DFID will undertake a full due diligence on all organisations before Accountable Grants or contracts are signed and before any funding is disbursed. This will allow us to ensure that any conditions recommended by the due diligence can be incorporated into the funding arrangements and effectively manage any risks highlighted by due diligence.

The main cost drivers of the two accountable grants are: personnel; support to institutions to develop and deliver sports projects; training, networking, mentoring scheme; development and maintenance of network tools and research (including the use of detailed monitoring and evaluation of impact tools) and dissemination/uptake activities. Costs will be minimised through careful planning and monitoring of implementing partner budgets and expenditure.

As mentioned earlier, a strategic decision was taken to support the innovative approaches of both Women Win and Vital Voices in building girls’ and women’s leadership. The experience and expertise of both these organisations will permit us to try something new around key aspects of the Vision’s enabling environment. Since DFID aims to learn from these interventions, direct engagement with them, rather than open competition, is justified.

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Financial Case Total estimated programme cost is £4,500,000 million over 3 years.

Costs for programme implementation with Detailed costs for gathering of evidence Vital Voices and Women Win will be products will be finalised following the call for finalised during an inception phase. proposals.

Programme Year 2012-13 Year 2013-14 Year 2014-15 Grand total per components component Vital Voices £1,248,495 £493,868 £449,551 £305,076 (US$ 775,303) (US$ 705,733) (US$ 478,927) (US$ 1,959,963) Women Win £1,537,319 £541,874 £508,548 £486,897 (€1,836,704) (€647,401) (€607,585) (€581,718) Evidence Gaps £300,000 £1,712,714 £706,370 £706,370 Grand total per year

£1,335,742

£1,664,469

£1,498,343

£4,498,528

Exchange rate US$/GBP 0.637 Exchange rate Euro/GBP 0.8378 Oanda online currency exchange accessed 31 January 2012 - 30 day average over January 2012

It should also be noted that there are costs associated with due diligence (roughly £5,000 per report, which could therefore amount to roughly £20,000). This amount will be found from within the programme budget for the evidence gaps.

The approximate allocation of funds to individual components of the programme can be found in Annex 9. Women Win and Vital Voices have provided provisional budgets. We note that the general and administration costs for Vital Voices are high and we are working with them to negotiate these down to an appropriate level, in line with DFID guidance. We are working with both organisations to agree final budgets which ensure value for money and are aligned with the logframe.

Accountable grants

Call for proposals

Disbursement of funds to Women Win and Vital Voices will be quarterly in arrears.

The contracted lead service provider will be reimbursed quarterly in arrears on satisfactory performance.

The organisations are expected to provide monthly forecast expenditure.

The organisations are expected to provide monthly forecast expenditure.

The accountable grant arrangements will stipulate details of the terms of payments (quarterly in arrears upon receipt of quarterly performance and financial report).

Payments for directly procured services will be governed by the terms of the contracts.

Assessment of financial risk and fraud Our judgement is that Women Win and Vital Voices have efficient, effective systems in place for financial accounting and management, and fiduciary risk is low.

22 Both organisations have external and independent annual audit processes in place.

Once approval for the business case is received we will award both organisations “pre-grant approval� status subject to a successful due diligence check. Only once we are happy with the due diligence checks, including checks on financial risks and fraud, will we will enter into the Accountable Grant arrangements.

Organisations under direct procurement (call for proposals) will also be subject to due diligence checks, including to assess financial risks and frauds, before the signing of contracts for commissioning of work.

All organisations will ensure measures are in place to minimise fiduciary risk and achieve value for money in agreements with sub-contracted partners.

Monitoring, reporting and accounting of expenditure Monitoring and accounting of expenditure will take place using standard DFID procedures for inspecting invoices to ensure value for money and compliance with agreed fees and reimbursable costs.

Accountable grants

Call for proposals

Quarterly performance reports -progress in achieving outputs (aligned with logframe)

Quarterly performance reports –against workplan/logframe

Quarterly financial statements (aligned with logframe)

Quarterly detailed expenditure to support invoices (aligned with workplan/logframe)

Annual certified audit statements/reports

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Management Case General oversight 1. Gender Team Leader will oversee and be accountable for the progress and management of all the components of the programme. She/he will monitor technical and financial performance of all the organisations involved.

2. Gender Team programme manager(s) (proportion) will have responsibility for strategic programme management / day-to-day management of the project.

3. Gender Adviser on Policy and Evidence in the Gender Team - reporting to the Gender Team Leader - will have overall technical oversight of all the components under the programme. He/she will also have technical leadership of the evidence gaps products on boys and men 4. A Social Development Adviser in the Politics, State and Society Team in PD will have technical leadership of the evidence gaps products on women’s political participation.

Given that the reports on evidence will cover a wide range of aspects, the two advisers named above will liaise with a number of appropriate colleagues in different divisions/departments. This engagement across the organisation will consider the quality of work being developed, how effectively it is being disseminated and whether there are ways to improve the uptake and dissemination.

In particular, Social Development Advisers in CHASE and RED will provide technical inputs for the evidence component as follows:  Support around TORs, call for proposals, review of proposals, workplan  Assess quality of evidence products  Support dissemination and uptake of evidence products  Support the DFID Annual Review and Project Completion Report processes Monitoring, measurement and evaluation of results This programme is complex as it will work with different organisations and deliver different “types” of results (e.g. stronger women leaders vs. synthesis of evidence available). This demands that a strong monitoring and evaluation (M&E) strategy is designed in detail and established early on during the inception phase for each of the different partners and components. The standard DFID Annual Review and Project Completion Reports will be completed as detailed below.

DFID and the partner organisations will examine different possibilities for learning and disseminating evidence products as the project goes along, such as: informal meetings in London and case studies used by partners’ public campaigns. These are in addition to quarterly and annual reports, and an annual joint workshop bringing all the partners together (including the evidence gap components) in London.

The DFID Annual Review template was amended in late 2011 to include a section on feedback from beneficiaries about the results and implications for project performance. The engagement of beneficiaries as part of the Annual Review process

24 will ensure that programmes are informed by those ultimately impacted and will increase DFID’s and its partners’ transparency and accountability. a) Vital Voices Vital Voices concentrate their M&E on qualitative assessments, field visit observations and representative case-studies. It will monitor the nature, growth and quality of leadership developed by participation in the network. Vital Voices will seek independent, objective and external advice on monitoring and research throughout the design and implementation process of the programme.

The organisation will develop a questionnaire for all members of the network where they will be asked to provide information about their own activities, collaboration, outreach and impact – as well as document the latest observable data from their countries and operating environments. This will help each network member establish their baseline capabilities and their targets.

Near the end of the programme, an extensive survey will be conducted of network members and a sample of their key partners and mentees will be conducted to assess the accomplishment of the multiplier effect. A final report at the end of the project will concretely address how (and to what extent) Vital Voice’s leadership credibly contributed to the programme successes as well as the individual and collective capacities of women change leaders. b) Women Win Women Win will use innovative (online) tools for measuring impact at individual girl, community, and organisational levels. Women Win and partners will collect and capture data for baseline, mid line and end line studies using surveys, discussion groups, and creative media (video). Using an online platform, Women Win and its partners will share learning and data, thus increasing the quality and quantity of evidence based data to measure and inform programme and project outcomes.

Women Win will develop a methodology on how best to define and document a change in practice/behaviour in its programme areas. Women Win will further invest in tools and training to build the body of evidence supporting how sport programmes can develop leadership, raise girls’ voices, and challenge gender stereotypes in the family and community. It will seek partners in research institutions that are active in this area. c) Evidence gaps Given the difficulty in quantifying or monetising the results of the different evidence products, there will be a need to learn from other initiatives in Policy Division and RED (e.g. new RCTs and think tanks accountable grants). Analysis of the uptake of research into policy by DFID and the international development community is also vital. A detailed monitoring plan of the evidence gaps component will be drawn up by the partner organisations and DFID at the start of the project contract.

DFID monitoring and reporting

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Quarterly Annual

End of programme

for all partners under the three components Monitoring against the programme logframe will be provided in performance and financial report to DFID by all organisations working under this programme.

As part of the Annual Review, there will be a workshop of DFID and all partner organisations to review the work programme and progress made. This will also be an opportunity to learn from each other, to explore the linkages between the evidence gathering products and the results on the ground from Women Win and Vital Voices and to bring in feedback from beneficiaries.

Annual discussions + quarterly and annual reports + quality assessments by DFID staff (through field visits if possible) will inform DFID’s Annual Review DFID’s Project Completion Report on quality of the work delivered by all the organisations, the performance of the organisations, and the achievement of the logframe targets will be compiled by DFID’s staff Evaluation plans

There will not be an external evaluation for the whole programme.

Assessing impact is an important aspect of this programme. Vital Voices and Women Win will finalise evaluation plans during the Inception Phase.

The evidence gaps component will not be evaluated; but will be rigorously monitor based on best practices from across DFID (e.g. RED).

Logframe A logframe for the programme can be found in Annex10. At this stage, there is only one logframe for the four components of this project.

For a detailed account of risks and mitigation plans please see Annex 11.

1

World Bank, 2012, The 2012 World Development Report (WDR) on Gender Equality and Development, Washington DC: World Bank 2 By informal political processes we mean – ‘the use of means outside of formal political structures to pursue public ends’.

3 Gendered Politics of Inclusive Development (an evidence review by BRAC during the Inception Phase of Effective States and Inclusive Development RPC - ESID) 4 John Ward, Bernice Lee, Simon Baptist and Helen Jackson, 2010, Evidence for Action: Gender Equality and Economic Growth, London: Chatham House 5 Ward Op. Cit. Pathways of Women’s Empowerment, 2011, Empowerment: A journey not a destination, Brighton: Institute of Development Studies 6 DFID, 2010, Building Peaceful States and Societies, A DFID Practice Paper.

7 See for example, Clare Castillejo, 2011, Building a State that Works for Women: Integrating gender into postconflict state building, FRIDE working paper no. 107; Elisabeth Porter, 2007, Peacebuilding: Women in International Perspective, Abingdon: Routledge; Louise Olsson et al.,2004, Gender Aspects of Conflict Interventions: Intended and Unintended Consequences, Oslo: International Peace Research Institute.

8 Chattopadhyay, R. and Duflo, E., 2003, ‘The Impact of Reservation in the Panchayati Raj: Evidence from a Nationwide Randomized Experiment’ http://ideas.repec.org/p/feb/natura/0027.html 9 Wallerstein N, 2006, What is the evidence on effectiveness of empowerment to improve health? Copenhagen, WHO Regional Office for Europe, Health Evidence Network report; http://www.euro.who.int/Document/E88086.pdf (accessed 01 February 2006) 10 UN, 2005, Enhancing Participation of Women in Development through an Enabling Environment for Achieving Gender Equality and the Advancement of Women, Expert Group Meeting, Bangkok, Thailand, 8 - 11 November 11 United Nations, The Millennium Development Goals Report 2010, United Nations, New York, 2010 12 Brody, 2009, Gender and Governance: Cutting Edge Pack, Brighton: Bridge, IDS, and Dr.MusimbiKanyoro (Secretary General, World YWCA), 2006, Challenges to Women’s Leadership, Speech in

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honour of YWCA of Salt Lake 100 years celebration July, 13, 2006 13 Pathways of Women’s Empowerment, 2011, Op. Cit. 14 Heather Lyne de Ver& Fraser Kennedy, 2011, An analysis of Leadership Development Programmes working in the context of development, Research paper 11, Developmental Leadership Program 15 UN Women, 2011, Progress of the World’s women. Julie Ballington 2010. ‘Implementing Affirmative Action: Global Trends, IDS Bulletin 41 16

Beaman, L., Chattopadhayay, R., Duflo, E., Pande, R. and Topalova,P. (2009). ‘Powerful Women:Does Exposure Reduce Bias?’ The Quarterly Journal of Economics, vol 124, no. 4 pp 14971540 17 Beaman, L., Duflo, E., Pande, R., and Topalova, P., Female leadership raises aspirations and educational attainment for girls: a policy experiment in India. Science 3 Feb 2012. 582-586 18

Barker, G., Contreras, J.M., Heilman, B., Singh, A.K., Verma, R.K., and Nascimento, M., 2011, Evolving Men: Initial Results from the International Men and Gender Equality Survey (IMAGES). Washington, D.C.: InternationalCenter for Research on Women (ICRW) and Rio de Janeiro: InstitutoPromundo 19 Four Pillars of the DFID’s Vision for Girls and Women are: Delay first pregnancy and support safe child birth, Get economic assets directly to girls and women, Get girls through secondary school, Prevent violence against girls and women 20 DFID, 2011, A new strategic vision for girls and women: stopping poverty before it starts, London: DFID 21 http://www.vitalvoices.org/about-us/about 22 DFID, 2011, ‘Strengthening Empowerment and Accountability in International Development: DPC Paper on Emerging Guidance’, DFID Internal paper 23 Chattopadhyay, R. and Duflo, E., 2003, ‘The Impact of Reservation in the Panchayati Raj: Evidence from a Nationwide Randomized Experiment’,Econometrica, vol. 72, no. 5, pp. 1409–43 http://ideas.repec.org/p/feb/natura/0027.html 24 Beaman, L., Duflo, E., Pande, R., and Topalova, P., ‘Political Reservation and Substantive Representation: Evidence from Indian Village Councils’, India Policy Forum, 2010, Ed. SumanBery, Barry Bosworth and ArvindPanagariya, Brookings Institution Press and The National Council of Applied Economic Research: Washington, DC and New Delhi, Vol. 7. http://www.hks.harvard.edu/fs/rpande/papers/politicalreservationandsubstantiverepresentation.pdf (accessed 01/02/2012) 25 Figueras, I. C., 2009, ‘Are female leaders good for education? Evidence from India,’ Economics Working Papers we077342 26 Chen, L. J., 2010, ‘Do Gender Quotas Influence Women's Representation and Policies?’, The European Journal of Comparative Economics, vol. 7, no. 1, pp. 13-60 http://eaces.liuc.it/18242979201001/182429792010070102.pdf(accessed 01/02/2012) 27 Knack, S. and Sanyal, P., 2000, “Making a Difference: How Women In Politics Affect HealthandEducation Outcome”, World Bank Mimeo.

28 Lori Beaman, Esther Duflo, PetiaToplova, 2012, Female Leadership Raises Aspirations and Educational Attainment for Girls: A Policy Experiment in India, ScienceDOI: 10.1126/science.1212382 29 Jha, R., Nag, S., and Nagarajan, H. K., 2011, ‘Political Reservations, Access to Water and Welfare Outcomes: Evidence from Indian Villages’, ASARC Working Paper 2011/15 http://www.crawford.anu.edu.au/acde/asarc/pdf/papers/2011/WP2011_15.pdf (accessed 01/02/2012) 30 The World Bank and International Finance Corporation, 2012, Women, Business and the Law: Removing Barriers to Economic Inclusion, The World Bank and International Finance Corporation 31 Pathways of Women’s Empowerment,2011, Op. Cit. 32 Llanos and Sampleet al, 2008, From Words to Action: Best practices for women’s participation in Latin American political parties, International IDEA, Stockholm 33 Castillejo, C., 2009, Seminar: Strengthening Women’s Citizenship in the Context of Statebuilding, FRIDE http://www.fride.org/expert/315/clare-castillejo , and Yost, C., 1998, ‘Introduction’ in A Changing Asia: Women in Emerging Civil Societies. The Asia Foundation http://www.onlinewomeninpolitics.org/beijing12/rpt_chan1.pdf (accessed 01/02/2012) 34 Chattopadhyay, R. and Duflo, E., 2003, ‘The Impact of Reservation in the Panchayati Raj: Evidence from a Nationwide Randomized Experiment’ http://ideas.repec.org/p/feb/natura/0027.html 35 Beaman, L., Duflo, E., Pande, R., and Topalova, P., ‘Political Reservation and Substantive Representation: Evidence from Indian Village Councils’, India Policy Forum, 2010, Ed. SumanBery, Barry Bosworth and ArvindPanagariya, Brookings Institution Press and The National Council of Applied Economic Research: Washington, DC and New Delhi, Vol. 7. http://www.hks.harvard.edu/fs/rpande/papers/politicalreservationandsubstantiverepresentation.pdf (accessed 01/02/2012) 36 Deininger, K., Jin, S., Nagarajan, H. K., Fang, X., 2011, ‘Does Female Reservation Affect Long-Term Political Outcomes? Evidence from Rural India’, Policy Research working paper, World Bank, Washington, DC http://econ.worldbank.org/external/default/main?pagePK=64165259&piPK=64165421&theSitePK=469382&menu PK=64166093&entityID=000158349_20110628093513 (accessed 01/02/2012)

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Brady, Martha, RaguiAssaad, et al. 2007,’Providing new opportunities to adolescent girls in socially conservative settings: The Ishraq program in rural Upper Egypt, New York: Population Council.

38 Lori Beaman, Esther Duflo, PetiaToplova, 2012, Female Leadership Raises Aspirations and Educational Attainment for Girls: A Policy Experiment in India, ScienceDOI: 10.1126/science.1212382 39 Beaman, L., Duflo, E., Pande, R., and Topalova, P.,Op. Cit. 40Barnett, C et al (2010) “Measuring the Impact and Value for Money of Governance and Conflict Programmes”.

Final Report, December.