Development of a New Gender and Diversity (G&D) Strategic Plan 2005-2008

2004 was a transition year for G&D. Following its external review in 2003, G&D launched into a highly consultative strategic planning process that involved the CGIAR leadership, hundreds of staff members, and other SO units. Learning from ICT/KM and IDRC, G&D used modified "outcome mapping" as a strategic guide for program design. The approach is particularly well suited to programs that seek long-term systemic and behavioral change. The result is a new 4-year strategy designed not only to build on the gains of our first four years (1999-2003) but also to chart new territory by building closer links to the core mission of the CGIAR. The process included the following components:

• The Looking Forward e-conference (March-April) wasdesignedto tap staff members' ideas and priorities for the future of G&D work in the CGIAR and to identify the most promising pathways for having an impact. A total of 146 staff members from all centers contributed to this exciting two-week event.
• Consultation with CDC/CBC (May, ICARDA, Aleppo)included review of the external review recommendations and discussion of future priorities, including the idea of centers setting their own goals for gender and diversity. The leadership approved a four-year renewal of the G&D Program.
• 15 center-specific G&D human resources reports (May) provided senior management of each center with an analysis of their center's own human resources data and gender and diversity staffing; the report was based on 2003 survey results and benchmarks for goal setting.
• Inter-center consultations (May-June), consisted of centers' individual consultations with management, human resources personnel, and center staff about priorities for G&D work. The internal discussions covered policy issues as well as practices and recruitment trends, with checklists provided by the G&D Program.
• The G&D Strategic Planning Workshop (June, IWMI, Colombo) guided participants through a series of goal-setting exercises designed to support the drafting of centers' individual 1-, 3-, and 5-year goals for policies, practices, and staffing related to gender and diversity. In turn, participants set "progress markers" for G&D and helped G&D staff understand how they could best support centers in achieving those goals.

The external review of G&D identified improved internal management accountability by center as a fundamental step for improving G&D progress in the CGIAR. Accountability again emerged in the e-conference as a leading strategic issue. The cornerstone of the G&D Program's new strategy therefore focuses on supporting progress toward the centers' 1-, 3-, and 5-year goals for policy, practices, and staffing.

Collaboration with Individual Future Harvest Centers

G&D's work with centers in 2004 focused on women's leadership, expanding the mentoring program, and providing vigorous support for diversity-positive recruitments. In addition, G&D introduced two new spouse employment services (Partner Jobs and Permits Foundation).

Collaboration with Other SO Units

SAS-HR. G&D provided financial support and input into development of the OneStaff multimedia CD and integration of gender and diversity issues into the First Level Leadership Program.

CGIAR Secretariat and SAS-HR. G&D participated in the development of a new leadership development program for CGIAR senior management.

ICT-KM. G&D staff served on the ICT-KM advisory committee and participated in the working group for the Virtual Resources Center. The program also contributed to the Knowledge Sharing/Institutional Learning and Change (KS/ILAC) conference at the International Center for Tropical Agriculture (CIAT).

SAS-HR, CGIAR Secretariat, and Science Council. G&D provided input into the development of center performance indicators for "quality and relevance of staff."