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Sport in Society. 2015 Sep 14; 18(8):895-908.In 2006, UNESCO partnered with the Women's Tennis Association (WTA) claiming that women's tennis can help foster gender equality. This partnership was based on the notion that the empowerment of women and girls is integral to sustainable international development; yet, girls and women are positioned as both the barrier and solution to development. This document analysis uses the UNESCO–WTA project in Cameroon to critique the problematic nature of development assumptions and the approach of gender mainstreaming while contextualizing women's empowerment as a loaded term that often ignores social, political, and economic constraints. The implications of this analysis serve to reiterate calls for sport for development and peace initiatives to situate both sport and gender in their local contexts. It is also important to question the lack of accountability and transparency demonstrated by this particular corporate social responsibility partnership.
Journal of International Women's Studies. 2007 Nov; 9(1):212-233.This essay analyzes the contributions of three Young Women's Christian Association leaders who chaired the nongovernmental organization forum planning committees during the UN Decade for Women (1975-1985). It assesses the effectiveness of their leadership and addresses questions of distribution and uses of power within women's international NGOs and in relationship to the global feminist community. (author's)
London, England, Overseas Development Institute, 2005 Apr.  p. (Working Paper No. 244)The Research and Policy in Development (RAPID) programme at the Overseas Development Institute (ODI) has been working since 1999 to promote development policy-making processes that are evidence-based and focused on the needs of the poor. One of the key dimensions of the RAPID programme at ODI is 'knowledge and learning systems in development agencies'. This study synthesises existing research on knowledge and learning in the development sector, and draws out eight key questions for examining related strategies and systems in development agencies. Together, these questions make up a comprehensive Knowledge Strategies Framework, which bears close resemblance to the framework used by the ODI to assess complex processes of change within the development and humanitarian sector. The dimensions of this new Knowledge Strategies Framework are mapped out as Organisational knowledge, Organisational links, Organisational contexts, and External factors. The study then presents the analysis of data collected on current knowledge and learning practices in 13 selected case study organisations1. This data was gathered via desk based reviews, interviews, consultations with agency staff and focus groups. The Knowledge Strategies Framework is used to analyse and synthesise these findings, to formulate the recommendations of the study, and to suggest key next steps. (excerpt)