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  1. 1

    Corporate evaluation on strategic partnerships for gender equality and the empowerment of women: final synthesis report.

    United Nations. UN Women. Independent Evaluation Office

    2017 Jan.; New York, New York, UN Women, 2017 Jan. 118 p.

    In its Corporate Evaluation Plan 2014-2017, the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) Independent Evaluation Office (IEO) committed to conduct a corporate evaluation of UN Women’s work on fostering strategic partnerships. This Synthesis Report is the final product of the Corporate Evaluation on Strategic Partnerships for Gender Equality and the Empowerment of Women (GEEW). The evaluation was conducted by an external independent team between September 2015 and September 2016 and managed by the UN Women IEO. The evaluation is intended to enhance UN Women’s approach to strategic partnerships for the implementation of the 2014-2017 Strategic Plan with the aim of ensuring that gender equality is reached by 2030. It is also expected to contribute to an understanding of how UN Women’s strategic partnerships can facilitate a strong position for gender equality and women’s empowerment within the current global development context and the 2030 Agenda for Sustainable Development (Agenda 2030). The objectives of this formative evaluation were to: a. Assess the relevance of UN Women’s approaches to strategic partnerships given the changing global development landscape. b. Assess effectiveness and organizational efficiency in progressing towards the achievement of organizational results within the broader dynamic international context (e.g., Sustainable Development Goals [SDGs], etc.), with attention to achievement of specific organizational effectiveness and efficiency framework (OEEF) results. c. Determine whether or not the human rights approach and gender equality principles are integrated adequately in UN Women’s approach to its strategic partnerships. d. Identify and validate lessons learned, good practice examples and innovations of partnership strategies supported by UN Women. e. Provide actionable recommendations with respect to UN Women strategies and approaches to strategic partnerships.
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  2. 2

    World Bank Group gender strategy (FY16-23) : gender equality, poverty reduction and inclusive growth.

    World Bank

    Washington, D.C., World Bank, 2015 98 p.

    By many measures, 2015 marks a watershed year in the international community's efforts to advance gender equality. In September, with the adoption of the Sustainable Development Goals (SDGs), UN Member States committed to a renewed and more ambitious framework for development. This agenda, with a deadline of 2030, emphasizes inclusion not just as an end in and of itself but as critical to development effectiveness. At the center of this agenda is the achievement of gender equality and empowerment of all women and girls (SDG 5). In addition to governments, the private sector is increasingly committed to reducing gaps between men and women not just because it is the right thing to do, but because it makes business sense. Gender equality is also central to the World Bank Group’s own goals of ending extreme poverty and boosting shared prosperity in a sustainable manner. No society can develop sustainably without transforming the distribution of opportunities, resources and choices for males and females so that they have equal power to shape their own lives and contribute to their families, communities, and countries. Promoting gender equality is smart development policy.
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  3. 3

    1997: the year of making tough choices.

    DiPerna P

    EARTH TIMES. 1997 Jan 1-15; 10(1):5-7.

    During 1997, the international community will move from the five-year cycle of UN summit-level conferences to a phase in which the policy goals arising from these conferences must be implemented. The success of that implementation will depend upon the choice of starting points; the balance of finance, technology, and political courage; the ability to plan specifics while viewing generalities; and the ability to preserve global responsibility in the face of global economic competition. 1997 will be marked by new UN leadership, by whether the US places environmental issues on par with economic and international affairs, and by how the issue of funding Agenda 21 is resolved. In addition, more women are needed in positions of political and economic leadership at all levels to implement the goals of the UN Conference on Environment and Development (UNCED). Another concern which must be met in 1997 is the growing divide between the public discussions of the completed UN conference cycle and the private process embraced by the World Trade Organization, which may nullify the terms of many international environmental agreements. The most easily implemented agreement reached at the UNCED was the Climate Change Convention (which would control emissions) but the voluntary target has been effectively scrapped, and 1997 will see the adoption of a realistic goal or admitted failure in implementation. Additional issues include the codification of public policy goals in privatization contracts, stemming current weapons exportation, exposing and decrying unethical expedient alliances between northern fossil fuel industries and developing countries, and promoting wildlife protection.
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