0 C T0 B E R 2 0 0 1 -~ - .', : .7 23050 gender 'diversity: PROGRAM OF THE CONSUJTATIVE GROUP ON , INTERNATIONAL AGRICULTLURAL RE5EARCK-(CGIAR) Progirvam of okand uget <2002 -. . , . , , . . . . PREPARED BY:VICKI WILDE, 7. - ., - .~ .* .~-. - I - .1. Program Leader I ., . . gender diversity * i v ! ' \ ~~~A P40OGRAM OF TRELtTSATIVE GRtOUP ON , - ,. INTERNATIONAL GRICtULTURAL ESEAACH CGIAM) CGIAR , , ' The Consultative Group on Tuternatiopal Agricultural ' In1999, this prograp was broadened to include Reseach (CGIAR) was created in i971 fiwn an' diversity. The propram provides support to the association of public and private members that Centers thrugh small grants, technical assistance, - ' '. . . . . ', ~anid management tonsulting, traiin and support a system of 16 intemational agricultural d managi en oonsulTie train aenda r information services, The CGIAR Gender and .mearch centers known as Fuure Harvest Centers. pliversity Program is hosted by ICRAF (Nairobi, ;Woking in more tdon 100 countries, The Fute Keny'a) and the Program Leader is Vicki Wilde Harvest Centers mobilize cutting-edge science to __gv.ilde(,ciar.ora). reduce hunger aid poverty, improve hunvan niiUition The Gender and DiversityProgram seeks to, use and iealth, and protect the envitonment The Centers divetsity to strengthen internl and external * 0 - are located in 12 developing and 3 developed - partnerships that enhance the relevance and imnpact countries ant are sponsored by Tlle Wod Bank, the of the Cents, by creating and maintaining a - Food and Agriculture Organization (FAOY, and the - organizational culture that: 'United Nations,Development Progran (UNDP) The CGIAR budget in 2000 wag US $340 million. All * Attracts and retains the world's best women and new technologies arising from the Center's research men; are freely availabile'to everyone. For mbre , ' * Encourages the recruitment andpromotion of nfornmation about the CGIAR, see: www.cgiar.org under-e ed &rouP, , * Establishes a workpllace climate of genuine GE?iDER AND DIVERSITY PROGRAM respect, equity and high morae; The CGIAR Gender and Diversity Progrin serves to * Promotes a heathy balance between cultivate a workplace where diversity is celebraied . - profe.ssional andva lives; and all staff are empowered to give-their best to * Inspires world-class competency in-multi- enrich hture harvests. Its overall goal is to,assist the culural teimwork, cross-cultural * . . . > . > ~~~~~~~~~communicaition and intoniational mansageent; 16 CGIAR Centers to seek out and collectively gain. c a r mng from the diversity inherent within the global E;mpowers and enthuses all.women tuind men in or~anzatiqn. The ~nd iversit- r g .r m the ystem to maximi7e professional efficacy and coUectively contribute their best; and grew out of a 1991 CGIAR initiative on gender . . the Centers.to promote * Rewards leadership, creativity ard innovation staffing aimed -at assisting the Centers to promote the that employs and celebrates diversity in the recruitment, accomplishme,nt, advancement and - Centers. - retention of women scientists and professionals. CIAT Centro Itlernacionalde Tropical (COLOMBIA) ,, s . ~~CIFOR; Center for hitemafional Fotestr y R,eseatch (IND)ONESIA) ,.- . CIMMYTI- . Cenfro Internacionalde Mijoramiento de Maiz yTrigo (MEXICO- CIP Centro Internacional de la Papa (PERU) . ICARDA International Center for Agriculturl Resea h in the Dry Areas (SYRIA) ' ICLARM - international Center for Living A4uatic Resources Management (MALAYSIA) ICRAF Internatioal Center for Research in Agroforestry (KENYA) ICRISAT Ipternational Crops Research Institute for the Semi-Arid lTopics (INDIA) IFPRI International FoodPolicy-Rese6rch Institute (UJSA) , . IWMI bIternational Water Man,gemnent hstitute (SRI LANKA) IITA Inteanational Institute of Tropical Agricultu,re (NIGERIA) , , - ILRI Inteniational Livestock Rpasch lrs,titute (KENYA) IPGRI Intemational Ptant rGenetics Resoures Institute (ITALY) , - . IRRIL International Rice Research Institute (PHILIPPINES) .. -ISNAR IntenWational srvice for Natibnal Agricptural`Rosearch (THE NETHEP,LANDS) WARDA West Africa Rice Development Association (COTE D'IVOIRE) CGIAR GENDER AND DIVERSITY PROGRAM PLAN OF WORK AND BUDGET 2002 Introduction The CGIAR Gender and Diversity Program (G&D) activities in 2002 will focus on working with diversity in practice with the Future Harvest Centers and priority research teams. In fact, the directors general co-authored this work plan: They chose the G&D activities of greatest priority for their centers. In 2001, G&D * consulted with all 16 centers on their priorities for working with gender and diversity1 * documented staffing issues and patterns throughout the CGIAR2, and * collected, reviewed and tested best diversity practices from around the globe. For 2002, G&D gives priority to worlking hand in hand with center management, human resources personnel anid an array of staff members and partners participating in CG research teams. The year 2002 will see many G&D impacts. WORKING WITH DIVERSITY IN PRACTICE The Future Harvest Centers are case studies in diversity--in their staffs' and clients' nationality, culture, religion, age, discipline, gender.... Of a total of 7,851 CGIAR employees, 1,022 are internationally recruited staff (IRS). And of the IRS, 49 percent come from developing countries. Eighteen percent of IRS is female. People from 100 nationalities work in the system.3 In fact, the centers have capitalized on diversity since their inception. The CGIAR's scientific successes would hardly have been possible without the rich 1 All 16 centers were consulted during G&D's workshop in Nairobi, September 2000, "CG Centers Working with Diversity for Excellence and Impact," as well as G&D's innovatiVe "Working with Div,ersity E-Conference for Directors General and Their Teams" held April- May 2001. In addition, the G&D's program leader has personally consulted a wide array of CG staff members during Xisits to 13 centers thlus far. 2 G&D established the baseline for gender and dixversity in the CGIAR through a comprehensive survey of representation and compensation in 1999. See G&D working paper no. 25, "Gender and Div ersity in the CGIAR: A New Baseline". In 2001 we updated and expanded the information to feature data on both IRS and NRS over a 5-year period. See G&D working paper no. 31, "Gender and Diversity in Times of Change". Statistics come from G&D's 2001 staffing survey. variety of viewpoints, skills and strategies of its global network of international and national staff and partners. So why do we need the CGIAR Gender and Diversity Program? The scientific excellence and commitment to the CG's mission makes this worldwide, virtual, research and development network a rare one indeed. Even so, many people have expressed that the system listens to only some of its stakeholders' voices, recognizes and rewards the contributions of some, but not all. In fact, many stakeholders suspect that the CGIAR could create and offer far more than it does now, if its full potential the potential of all contributors-were tapped. This quest--to bring out the best that each participant has to offer--is what "working with diversity" is all about. Working with diversity explicitly has the power to liberate the richness of the skills, views, and creativity as vet untapped by the CGIAR system. Until now, however, working with diversity within the CGIAR has been rather ad hoc, uneven in effort and results. To cultivate and nurture diversity in a more deliberate fashion is precisely what G&D-hand in hand with the centers themselves--is ready to do. To pursue this goal, G&D proposes to focus the majority of its 2002 resources on supporting the centers through small grants and through concentrated effort in four areas: Strengthening teams and partnerships; implementing an HIV/AIDS policy; encouraging diversity-friendly recruitment; and building internal capacities for G&D. G&D's work to produce systemwide products-- including research papers and policy models--will continue, but not as intensively as in earlier years. 1. Small Grants to Support New G&D Activities During our "Working with Diversity E-Conference for Directors General and Their Teams" in April-May 2001, centers signed up for their choice of G&D activities (see table 1) and applied for US$250,000 in G&D small grants to support implementation over 2001-2002. In 2001, the Program Leader visited IWMI, CIFOR, ISNAR, IPGRI and ICRISAT to initiate planning and implementation of G&D activities, and US $100,500 in small grants was disbursed. An additional USS130,000 in G&D small grants will be disbursed to centers in 2002. CGL4R Gender & Dive-sity Program 2 Plan of I 'o?k- & Budget 2002 Table 1. Gender and Diversity Program "Options for Action" Selected by Future Harvest Centers during "Diversity in Action E- Conference" ClAIAlE ~ ~ .-, _ - / Center -9''o- CIATVV V ICRAF v V V IFPRI V/ ILRI V V= IPGRI V / a IRRIVV ISNAR V V MIMI _ ICRISAT V V V V CIFOR V V/ CIP __ _ _ V V VV/ ICARDA V V = II. Strengthening Teams and Partnerships Seven Future Harvest Centers have chosen to work with G&D to foster high- performance research teams through explicit diversity work. The centers are ILRI (animal health), IWVMI (SWIM-2), IPGRI (In Situ Plant Genetics), ICRISAT, CIAT, CIP and ICARDA. Like the centers themselves, CG teams are typically rich in diversity multidisciplinary, multicultural, multi-institution and multi-location as well as gendered. They usually operate face-to-face as well as in virtual reality. These teams become a showcase of diversity dynamics, the best as well as the worst. Depending on how it is handled, their diversity leads either to greater innovation and more profound problem-solving--or to lost opportunities, impass and inefficiencies stemming from weak communication and lack of mutual understanding. Participating research teams will learn to identify, understand and put to good use their internal and external diversities, with important implications for the research itself. Each team will enjoy the benefits of working with a world-class diversity facilitator for in-depth needs assessment, training and practice, for both face-to- face and virtual team dynamics. In addition, team members will have access to a web site featuring on-going documentation of each team's progress, plus on- line, virtual team facilitation. CGAIR Gender & Diversity Program 3 Plan oJ I Vork & Budget 2002 Each center will have the opportunity to contribute to a well-defined set of methodologies and indicators, and to production of a rich database on how surfacing gender and diversity issues within research teams affects the resulting research agendas, technology developments and impacts. BENEFITS OF STRENGTHENED PERFORMANCE THROUGH WORKING WITH DIVERSITY This activity is expected to: * Create exceptionally high-performance teams and partnerships * Increase organizational excellence and impact due to greater ability of diverse teams to leverage their creativity and problem solving abilities and better relate to diverse external clients/partners * Increase awareness of the emerging knowledge concerning the best uses of virtual teams and keys to their success * Raise awareness of multiple communication technologies that can help solve problems over geographical, temporal and cultural differences * Facilitate continuous learning and knowledge-exchange opportunities through a user-friendly, interactive website * Assist center management to work more effectively in international teams, at the center or dispersed - Document how gender and diversity can be a valuable resource, leading to powerful research results and increased impact. 111. From Policy to Practice on HIV/AIDS in the Workplace In 2001 G&D produced the pivotal document HIT7/AIDS in the CGIAR WVorkplace: Model Policies and Practices based on our survey of Future Harvest Centers and numerous other international organizations. This report outlines the best workplace policies and practices to deal wvith the epidemic and offers guidance for education and prevention. Based on the global survey, we distilled the five most important policy commitments for an organization to help prevent the disease and ensure fair treatment of those lixing with it. They are: 1) A ban on pre-employment screening for HIV 2) Voluntary HIV/AIDS testing available, counseling encouraged, and confidentiality assured CGIAR Gender & Diversi' Program 4 Plan of W liork & Budget 2002 3) No termination of staff infected with HIV/AIDS 4) Health insurance benefits for international staff with HIV/AIDS 5) Health insurance benefits for national and local staff with HIV/AIDS. A number of CG centers are in the process of adopting these policies; these centers include ICLARM, ICRAF, IRRI, IWMI, WARDA and IITA. But one of the key policy recommendations in particular has proven difficult for most centers to implement: health insurance coverage for nationally recruited staff with HIA. Insurance providers tend to either refuse to cover HlV/AIDS altogether or set rates prohibitive for the centers. This difficulty leads to a fundamental inequity: HIV-positive IRS may obtain health care and drugs that helps keep them alive and productive for years. Not so nationally recruited staff (NRS), for whom triple-drug therapy would remain out of reach. G&D proposes three types of follow-up work on this pressing topic in 2002: a) A global survey of insurance schemes for HIV/AIDS coverage, exploring the companies engaged and costs paid by other international organizations b) A pilot project with ILRI and ICRAF in Nairobi to document exactly what it would take to provide national staff with access to "triple drug therapy" and medical counselling c) A systemwide survey designed to measure progress toward implementing thle five fundamental policy commitments. The survey is slated for May 2002-a year after the policy models were shared throughout the system. BENEFITS OF APPROPRIATE POLICIES AND PRACTICES FOR HIV/AIDS IN THE WORKPLACE This activity is expected to: * Generate ideas and examples of good practice for education and prevention programs * Help prevent further HIV infection among center staff and their family members * Find the best mechanism(s) for health insurance policies that incorporate care for those with HIV/AIDS, whether IRS or NRS * Provide case studies on how to access and provide triple drug therapy to CG staff who need it CGL4R Gender & Diversity Program 5 Plan of 11 ork & Budget 2002 * Help CGLAR staff explore some of the more sensitive issues related to HIV/AIDS, such as cultural barriers to discussion of the disease * Foster a compassionate workplace that refuses to discriminate on the basis of disease. IV. Strengthening Recruitment Practices for Diversity In 2001, G&D initiated four studies, both quantitative and qualitative, to explore how to make recruitment practices as diversity-friendly as possible. We will be following up these studies vigorously in 2002. The first study was G&D's in-depth analysis of the four most recent director general recruitments (ICRAF, ILRI, CIFOR and IITA). Thc findings highlight the role of board members in managing gender and diversity issues in executive selection. As a follow-up in 2002, G&D proposes to design and pilot a short-course on "diversity issues in executive selections" specifically for board members, perhaps beginning with the boards who will be responsible for the next round of director- general recruitments. Our second major study was a survey of all CG staff--the first ever- comprehensive study of staff demographics, covering both internationally recruited and nationally recruited staff. The study analyzes stafling patterns between January 1995 and August 2001, with particular attention to the balance between women and men, and between IRS and NRS; position distribution by gender; and diversity trends reflected in the distribution of staff by their region of origin. The third studv is now in process, due at the end of 2001. This research explores new ways for the CGIAR to expand its applicant pool of qualified women and nationals from Part II Countries. In addition, the study is examining novel recruiting campaigns and approaches that could be uniquely successful for the CGIAR. Emerging recommendations include the use of headhunters and creative marketing efforts to attract outstanding women. These suggestions will be tried out in a pilot effort at IFPRI, CIMMYT and IPGRI in 2002. Funds permitting, more centers may experiment with the recommendations as well. The results of the pilots will be measured against the centers' baselines established in 2001. The fourth study is also underway, due in 2002. It will document the pool of women scientists around the world, by region and discipline. This study is expected to reveal new sources of qualified women. CGf,4R CGender & Diver.dvy Program 6 Plan of 1 oork- & Budget 2002 Box 1. Advice to Centers Undertaking an Executive Search 1) Clarify your strategy to ensure that strategic definitions and visions are clearly articulated. Also consider whether strategic or discipline-based considerations might unnecessarily limit the pool of qualified candidates, along gender or ethnic lines. 2) Consider leadership traits without reducing them unwittingly to single qualities or cultural images. Management research shows that women generally excel over men in specific leadership skills, yet few people picture women as leaders. Enquire about candidates' records in developing new leaders as well as mentoring women and developing country nationals. 3) Ensure diversity and quality of the Search Committee and consider including a human resource professional highly trained on gender and diversity issucs. Diversity among selection committee members really does make a difference. Most importantly, select search committee members who have a track record of promoting diversity in their own organizations. 4) Consider a brief diversity awareness workshop for board members, including an introduction to competency-based interviewing skills, an introduction to gender and other common biases in leadership assessment, and discussion of the multi-cultural context for the selection. 5) Expand the quality of the applicant pool through all means possible, including broad-based advertising in all regions, internet listings, professional search consultants, and most importantly through active networking. Pay additional attention to the promotional quality of the ainouncements. Nev er put unqualified wvomeni or developing country nationals on the list for the sake of diversifying the list. That is tokenism, always to be avoided. 6) Pursue nominations vigorously and ask search committee members, staff, and professional search consultants to personally contact nominees and encourage the candidate to consider, if appropriate, a formal application. Do not make assumptions about women candidates' family commitments and prior career decisions. 7) Employ professional external search consultants who can make vital contributions to the quality and integrity of the search effort. They should be particularly skilled at reference checks, helping avoid the complications of reference checking within a tight network of candidates, colleagues and search committee members. Include gender and diversity considerations in the consultants' contracts. 8) Involve the staff at various points in the search and selection process, ensuring that-staff participation is widened and deepened beyond the senior management level in order to elicit a wide range of nominees and views. Caution must be exercised to avoid reinforcement of the status quo through "dominani coalition" dynamics. 9) Apply 'due diligence' during the entire process. asking at every step whether the search committee or the Board has done everything possible to improve the search and selection process-and whether they have considered the gender and diversity implications at each stage. BENEFITS OF STRENGTHENING RECRUITMENT PRACTICES This activity is expected to: * Strengthen the ability of centers to reach the best possible candidates CGLIR Gender & Diversity Program 7 Plan of I l Work- & Budget 200 2 * Help the centers avoid bypassing a major segment of the supply pool due to subtle, often unintentional, biases in procedures and practices * Broaden the ability of centers to 'cast the net ever more widely', reaching more regions of' the world and tapping into new netwvorks of women and developing-country scientists and professionals * Increase the quality of the selection process by training search committee members in how to reach more diverse applicants, reduce potential gender and diversity bias, and consider candidate skills from multiple perspectives * Provide statistics to show the gender and diversitv composition f'or IRS, each level of NRS, and for international searches * Enhance the visibility and reputation of the Future Harvest Centers as desirable places to work for all potential scientific candidates, particularly members of under-represented demographic groups. V. Building Internal Capacities for G&D One of G&D's fundamental goals is to institutionalize gender and diversitv issues within the daily work of every CG center. Since most aender and diversity issues are everyone's responsibility, every day, the G&D strategy is to work with scientists and human resources personnel in addition to senior management. We are actively working with the centers to build their internal capacities for gender and diversity. This activity includes facilitating better center-to-center sharing of related policies, challenges and successes. G&D has pioneered a participatory approach to e-conferencing and virtual support, in addition to on-site orientation and training during center visits. G&D also helps fund CG staff to attend relevant training opportuniities offered Iby G&D as well as others. Fortunately, each center has a number of people who believe in the diversity challenge, people willing to learn new things, experiment with new ways, and make a difference. Many of these individuals are participating as Gender and Diversity Focal Points. New gender and diversity staff committees have also formed to help implement the new diversity strategies of CIAT. ICARDA, ICRAF, ILRI, IRRI and ICRISAT. The focal points and staff committees are making important headway toward institutionalizing gender and diversity activities inside their centers. CGL4R Gender &Diversiiv Program 8 Plan of ldork1 & Budget 2002 Box 2. Is Your Organization Truly Multicultural? The CGIAR Gender and Diversity Program defines a multicultural organlization as one in w hich: I. The diversity of knowledge and perspectives that different groups bring to the organization has shaped its strategy, its work, its management and operating svstems, and its core values and norms for success, and 2. Members of all groups are treated fairlyv, eel included, hasve equal opportunities and are represented at all organizational levels and functions. The network of focal points nearly doubled in 2001-from 26 to 51 throughout the system. In addition, the focal points expanded to include representatives of national staff as well as regional sub-offices. This inclusiveness helps bring out voices within the system that would likely othernvise remain unheard, adding a new element to the program. In 2002, G&D proposes to design and pilot an exciting new strategy for capacity building: a mentoring program designed for the younger scientists, especially women and Part II nationals. G&D will commission a benchmarking study of the best practices and programs related to staff mentoring and will partner with at least one center to launch a pilot mentoring initiative. Preliminary results will be shared throughout the system. An increasing number of international organizations find that mentoring programs-between members of senior staff and management and junior members from under-represented groups-helps create a new corporate culture that genuinely values diversity. Minority culture mentees (including women) benefit from the views of "insiders" on how to succeed. Mentors often benefit just as much from the opportunity to see their organization afresh through the eyes of a newcomer. In addition, as relationships of trust develop and mentors come to understand the difficulties their mentees face, the "old-timers" can become powerful allies in the quest for organizational change. G&D will also continue its strategies for active dialogue and capacity building with the centers through: a) Virtual support to focal points and gender and diversity staff committees C'GLIAR Gender & Diversity Program 9 Plan of I ior-k & Budget 2002 b) Helping fund CG staff members' participation in key gender and diversity- related conferences and training opportunities, and c) Providing center-specific training on request. BENEFITS FROM BUILDING INTERNAL CAPACITY TO WORK WITH GENDER AND DIVERSITY This activity is expected to: * Create a common understanding of gender and diversity throughout the CGIAR * Point up the current problems that can be addressed by working with diversity * Identify and empower change agents throughout the system * Benchmarlk the centers' current best practices Highlight gains both large and small that illustrate the benefits of gender and diversity work * Gain the commitment and involvement of senior management, scientists and human resources staff--and communicate that commitment to all. SYSTEMWIDE POLICY AND RESEARCH WORK Working with Diversity in Policy Good diversity management requires good human resoturces management. The full benefits of diversity can only be realized wlhen the centers have a well- honed human resource management system in which issues of equity, inclusion, dignity, well-being and opportunity are central. This year G&D provided an opportunity for CG members to craft a vision for diversity in the CGIAR. Wc accomplished this by organizing the "Diversity in Action E-Conference for Directors General and Their Teams. In 2002, we propose to develop policy models that truly bring the system's vision for gender and diversity issues to life, based on the results of the e- conference as well as continuing discussions with the centers. These suggested policies would be forward-looking, compelling, and tailored to CG needs: * Policy models for an "inclusive workplace" will include the most strategic HR issue facing the CGIAR today: the one-staff concept. CGLIR Gender & Diversity P-ograrn 10 Plan of 1 ork- & Budgel 2002 * Policy models for a "workplace culture of dignity" will focus on anti- harassment and anti-discrimination issues. * Models to promote "well-being" Will focus on HIV/AIDS, work/life balance strategies and spousal employment. * Finally, policy models for "opportunity" will be designed to foster strategic career development, especially for young women and Part II nationals. Box 3. The Vision for Diversity in CGIAR-Created by CGIAR Directors General and their teams during the 2001 "Diversity in Action E-Conference" Vision To cultivate standards of excellence for diversity in the work-place, equal to our standards for science, empowering all stafF to contribute their best to enrich future harvests. Purpose We are a global organization, born of a global community, diverse in professional discipline, nationality, gender, race, culture, ethniciqt, language, age, religion and sexual orientation. W\,'e seek these differences, seizing the opportunities that our great diversity offers in the service of tropical agricultural research. Core Values Our core focus is the practice of high quality science to reduce hunger and poverty, improve human nutrition and health, and protect the environment. To achieve our purpose we must attract and continuously learn to best utilize and retain our diversity. By honoring and capitalizing on our differences: we strengthen intemal and external partnerships, and enhance the relevance and impact of the Centers. WVe create and maintain an organizational culture that: * Attracts and retains the world's best women and men; * Encourages the recruitment and promotion of under-represented groups; * Establishes a workplace climate of genuine respect, equity and high morale: * Promotes a healthy balance between professional and private lives; * Inspires world-class competency in multi-cultural teamwork, cross-cultural communication and international management: * Empowers and enthuses all women and men in the system to maximize professional efficacy and collectively contribute their best; and * Rewards leadership, creativity and innovation that employs and celebrates diversity in the Centers. Other resources for policy development include the leading-edge human resource work of CIAT and IWMI, extensive consultation with HR managers in several other centers during 2001, and the best practices of other international organizations. CGIAR Gender & Diversip) Program 11 Plan of IIork & Budge/ 2002 Working with CG Women in Policy and Practice Throughout the practice and policy work described above, G&D is working to ensure that gender issues are explicitly mainstreamed. Yet certain situations need to be addressed directly. For instance, women currently hold only 7.5 percent of senior management positions within the CG1AR. The proportion of women in the top four position levels actually declined between 1995 and 2001. New female stalf tends to be clustered at the lower rungs of the career ladder.4 Further, G&D's analysis of staffing trends reveals that we are losing good women. On the one hand, the Future Harvest Centers are not attracting enough of the world's qualified women scientists. On the other, women staff members are more likely to leave the system than men. These facts raise important questions. The anecdotal evidence from a number of sources over the pa,t two years suggests that women are leaving the CGIAR for gender-specific reasons. In other words, those who depart believe that, as women, they cannot succeed in their centers. If this word-of-mouth is true, there are grave implications f'or women's presence and advancement in the CG system, and for gender equity in general. But data and information, sensitively and systematically gathered, are necessary to understand what may be happening. G&D proposes to commission research on a representative sample of both male and female staff who have left the CG during the last three to five years. We will analyze mobility as well, tracking the career patterns of both women and men within the CGIAR. The aim will be to evaluate whether and how gender differences may have figured in a decision to leave the system. Was it the pull of better positions elsewhere? Security issues? Family issues such as children's education, spousal employment, or work/family imbalance? Perhaps the frequent travel? Or a sense that no matter how well she performs she will never be recognized/promoted/taken seriously? We need to know. To support diverse recruitment, G&D continually updates its Cast the Net Widely Database. As the number of women scientists and professionals around the world continues to grow, this contact list will become ever more significant. Currently it includes some 2,500 highly skilled women, of whom 56 percent are from developing countries. Already the database has helped centers widen their search during I 17 recruitments. 4 See Gender and Diversity in Times of Change: Staffing Trends and Organizational Change Strategies," G&D, October 2001. CGIAR (;ender &Diveasi!y Program 12 Plan of f'ork- & Budget 2002 The CGIAR Women's Leadership and Management Course is a highly valued legacy of the Gender Staffing Program. This course continues to be in high demand among CG wvomen because of high staff turnover as well as the seminar's excellent reputation for practical skill building. The Gender and Diversity Program continues to subsidize and help develop the course curriculum and training materials, especially those covering diversity management. CIAT has volunteered to host the course in 2002. The course was hosted in 2001 bv ICRISAT in India, with CG women from eight centers in addition to women from four African NARs and the Food and Agriculture Organization. PROGRAM GOVERNANCE The Gender and Diversity Program is hosted by ICRAF in Nairobi, its legal and administrative home. An Advisory Board governs the program; this board consists of representatives of the major stakeholder groups within the CGIAR system. Board members have overall responsibility for ensurilng that the program is of high quality, responds to the needs and priorities of the centers, builds on cutting-edge knowledge and experience, and is run efficiently and responsibly with a view to delivering maximum impact. Day-to-day management is the responsibility of Program Leader Vicki Wilde. Box 4. Gender and Diversity Program Advisory Board: CDC Representative and Board Chair Mervl WvXilliams ICLARM CBC Representative Lucie Edwards ICRAF CDDC Representative Claudio Cafati CIMMYT CDDC Representative Coen Kramer ISNAR Donor Representative Klaas Tamminga Netherlands Secretariat Shirlev Geer CGIAR IRS Focal Point Representative tba NRS Focal Point Representative tha NARS Representative Joy Tukahirwa Uganda External Advisor Leena Lahti IMF Program Leader \Vicki Wilde G&D CGL4R Gender e Diversity Program 13 Plan of ll ork & Budnge 2002 Annex 1. Gender and Diversity Program Products (2000 - 200 1) WorkinPe N Title 24 Working with Diversity, A Framework for Action (October 2000) 25 Gender and Diversity in the CGIAR: A New Baseline (October 2000j 26 Tuning In: Guidelines for Creating In-House Cultural Orientation and Awareness (October 2000) Workshop Summary for CG Centers Working with Diversit' for 27 Excellence and Impact, ICRAF, Nairobi, Kenya, 18-22 September 2000 (October 2000) 28 HI V/AIDS in the CGIAR Workplace: Model Policies and Practices (May 2001) 29 Center Self-Assessmentfor a Woman-Friendly Workplace (May 2001) 30 Executive Selection in the CGIAR: Implications for Gender and Diversity (October 2001) 31 Gender and Diversity in Times of Change: Staffing Trends and Organizational Change Strategies (in process) 32 Model Human Resources Policiesfor Gender and Diversity in the Future Harvest Centres (in process) CD and User's Guide: Diversity in Action E-conference for Directors General and Their Teams (October 2001) CGIAR Gender & Dizvesity Program 14 Plan of ork- & Budgel 2002 Annex 2. Proposed Budget for 2002 The 2002 budget for the activities proposed by the CGIAR Gender and Diversity Program totals US$ 643,931, an increase of 12% over the 2001 budget. Of this sum, 73 percent would fund services and products for the centers directly. This includes USS 150,000 in small grants. I 'Divfiv ty iu Practice = Servicet -i *roducts for Centers A46,786 1. Small Grants to Centers to Support New G&D Activities 150,000 II. Strengthening G&D in Research Teams and Partnerships (7 centers) On-line virtual teams training and support 22,000 G&D consultants for F2F team facilitation anid training 35,000 Workshop for consultant diversityv facilitators to consolidate issues and methods (fees and 28,000 travel) -January 2002 Compilation of materials, methods and indicators 5.200 III. From Policy to Practice on HI V/Aids in the Workplace Survev of insurance schemes for NRS-HI\/Aids coverage 2,200 ICRAF/ILRI pilot for access to triple drug therapy 3,500 HIV/Aids and CG workplace policy surney of progress 2,500 IV. Stren=gtheningRecruitmentAPractices for Diversity_ _ Design and pilot G&D sessioins for CG Boards 14,800 1 "Cast the net widely" database 2,000 Pilot G&D head hunting service 6,000 Develop and pilot marketing materials featuiing CG women 5,000 Global study to document pool of women scientists 30,000 V. Building Internal Capacitiesfor G&D Design and pilot of mentoring program 12,840 G&D focal points communications 3,400 Support to G&D committees 3,000 Cost-share training opportunities 15,000 Provision of center-specific training upon request 6,5(10 VI. Advancement of CG Women Women's leadership and management course 2,080 VII. G&D Web Site 35,000 G&D Staff Program leader $61% time) 68,364 Admin assistant (17%o time) 1.402 G&D travel to centers Iconsultants, program leader) 15,000 2 Systemwide Research Work 65 12, HR policy models for inclusion, dignity, well-being, opportunity 10,600 Gender analysis of retention and mobility study 12,000 G&D brochure 2,000 Editing, design, printing, dissemination of G&D series 20,000 G&D Staff )-oram leader- (I 7%/ time) 18,655 I Admin as.sistant (22°'o time) 1,870 CGJLAR G7ender & Diversil* Proeram 15 Plan ojfl11ork-& Budget 2002 3 Pregr~ut)ev$opmen4 i 95,02 Advisory Board, AGM, conferences 15,000 Travel 20,000 Office overhead, equipment and materials 30,000 _G&D Staff Program leader (2 2' o time) 24,877 Admin assistant (61% time) 5,143 4 C~tiu-genc . .5E .{ ; *15,000 SaSo{2 E 2..tX.l Proposed Budget Allocations 0 Program Development and * Contingency Management 2% 15% 0 Systemwide Policy and Research Work 10% E Services and Products for Centers 73% C(LIAR Gender & Diversiy Program 16 Plan of f 1o`ork & Budgel 2002 Annex 3. Funding for the CGIAR Gender and Diversity Program It is estimated that US$ 116,958 in new funding is needed for 2002. This estimate is based on an optimistic scenario in which 2001 donors continue to fund G&D in 2002 with an equivalent level of support. It also assumes an estimated US$66,000 in new resources through DED's earmarking of [2,000 for G&D in its funding to each of 11 centers (with matching funds from the Secretariat). Should 2002 funding levels fall short of the proposed total budget of US$643,931 priority would be given to the diversitv in practice services and products for the Future Harvest Centers committed to in 2001, especially the activities for strengthening teams and partnerships and strengthening recruitment practices. The new activities proposed, i.e., diversity training for boards, HIV/Aids follow-up, piloting a new mentoring program, and the retention and mobility study, necessarily would be postponed. 'Funds reiveved e ; 9--- 20-0 2001 EstM 20it02- - Grants balance brought forward 245,865 122,951 15,916 CGIAR - Secretariat 100,000 133,000 CGIAR - Centre Directors' Committee 200,000 100,000 100,000 Ford Foundation 75,000 Norway 63,553 58,138 55,000 tha Denmark 94,706 37,801 Gernanrv 19,266 Netherlands ii 112,538 99.557 tba International Development Research Center 16,233 5,241 Switzerland 90,500 tba DFID iii 33,000 Total Funds 379,492 478,849 568,008 Total Expenditure 133,627 355,898 552,092 Balance of Funds 245,865 122,951 15,916 i Program commencedJuly 01 1999 1999 funds proxided to Gender Staffing transition program ii DFID earmarked [2,000 of its funding to 11 centers for G&D, to be matched by the Secretariat. CGIAR Gender & Diversity Program 17 Pn of 11 orb- &Budget 2002