1. Analysis of the SNV Rwanda Gender Audit Report to Staff on Results of Gender Analysis Dr Shirley Randell AM

2. Balanced Scorecard – adapted to Rwanda GAP Accountability to HQ Is our vision of gender equity coherent with that of our ‘parent’ organisation? Innovation & Learning To achieve our vision, how can we apply lessons to improve our performance? Reputation with Partners / Clients & Constituencies How should we appear to them? How should we relate to them? Internal Operations & Competences What do we need to excel at to achieve our GE vision? Gender Equity in Rwanda

3. ACCOUNTABILITY TO HQ SNV gender policy is in place Gender mainstreaming refers to the integration of gender in all aspects of the organisation and the Advisory Practice, and is translated into practical action plans

4. SNV intervention strategies aim to contribute to gender equality outcomes and our human resource policies complement and support our commitment to gender equality In regard to the linkage of our country policy on gender equality and financial resources, we need to adapt SNV strategy to the Rwanda context We also need to contribute to ongoing discussions on internal and external financial indicators in a gender mainstreaming situation

5. Internal Operations & Competences In general, gender mainstreaming is in place We need some improvement in: Checking staff competencies in gender in their PDRP and PAR Providing coaching and follow-up for portfolio teams.

6. Providing gender-friendly user tools and checklists Including, in calls for tenders, a request to providers to provide their gender policy Forming a working group across agencies to consider developing a joint policy on engendering the contracting process Creating a gender prize and provide recognition for good work in gender

7. Innovation & Learning SNV is a learning organisation Keeping a focus on gender analysis in all our interventions Documenting the outcomes of our work related to gender issues Developing gender budgeting skills through master classes

8. Innovation and Learning More efforts are needed on: Engendering output and outcomes on evaluation forms Increasing participation of gender advisors in different areas of SNV Rwanda’s work

9. Relations with Partners and Clients SNV is highly regarded for its gender work by partners and clients Informing partners and clients of the new developments on gender issues and strategy within SNV (MoU’s and activity contracts) Providing opportunities for partners and clients to share good policies and practices on gender with each other

10. Relations with Partners and Clients Emphasis is needed on: clarifying partners’ and clients’ roles towards gender equality and advocacy In terms of incentives and rewards, it was realized that SNV lagging behind and a recommendation was made on providing incentives to partners and clients in the form of moral support and publishing good practice

11. Balanced Scorecard – adapted to SNV - Rwanda Accountability to HQ SNV HQ policy is clear and is translated effectively to regional and country levels Innovation & Learning SNV is a learning organisation and we need to provide more documentation on our gender work Reputation with Partners / Clients & Constituencies SNV is held in high regard and we want to provide incentives for good gender practice Internal Operations & Competences Gender mainstreaming is in place – we need more coaching and gender-friendly checklists Poverty Reduction in Rwanda

12. Lessons Learnt Facilitation: external support (both international and local support) was of good use Participation: SNV staff as well as partners and clients fully participated Information was gathered from Headquarters and Regional offices by use of documents, interviews, phonecalls

13. Lessons Learnt Methodology 1.Documentary review: the process of using this method was time consuming as it needed more concentration and patience 2.Key informant interviews were not carried out, because of lack of time, however good data was available through focus groups