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D1 pm - session 3 - Ana Maria Ruiz, OECD

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This presentation was made by Ana María Ruiz, at the 3rd Experts Meeting on Gender Budgeting held at the OECD Conference Centre, Paris, on 19-20 September 2019.

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D1 pm - session 3 - Ana Maria Ruiz, OECD

  1. 1. INFRASTRUCTURE AND GENDER 3rd Experts Meeting on Gender Budgeting Paris, 19 September 2019 Ana María Ruíz Rivadeneira Policy Analyst Public Governance Directorate
  2. 2. • Many believe that women will automatically benefit from infrastructure projects in the same way as men. • Women and men often use infrastructure differently, due to their different social roles, economic status or preferences. • The lack of a gender perspective can have significant negative effects on the life conditions of women and gender equality. Why a Gender Perspective in Infrastructure?
  3. 3. Women as users of infrastructure Inadequate access to water, sanitation and hygiene facilities disproportionally affect women Improvements in transportation infrastructure can have significant effects on women’s physical mobility A large majority of women worldwide feel unsafe in public transport and have been victims of some type of physical or verbal harassment and other forms of violence
  4. 4. Women as decision-makers Women are heavily under-represented throughout the infrastructure lifecycle globally (Only 19% of leadership positions are held by women) The transport sector remains a male- dominated sector An advantage of women’s involvement in the governance of city infrastructure is their greater sensitivity to environmental risks
  5. 5. Joint Gender-Sustainability Lens in Infrastructure • Need for an integrated policy approach with a gender lens and gender disaggregation of infrastructure data in order to better inform and support the development of quality and sustainable infrastructure for all
  6. 6. Why focus on Infrastructure Governance? • Better governance will improve return on public investment but also draw in more private financing for infrastructure • Governance failures inhibit the delivery of high-quality infrastructure • Citizens are concerned that their perspective is not (or not visibly) taken into account • Investors expect government to be a competent and reliable partner and to promote a stable business climate for investment as well as a bankable pipeline of projects
  7. 7. • Good governance is necessary for planning, selecting and delivering the right infrastructure, on time, and on budget • Objective: making the right projects happen, in a way that is cost effective, affordable and trusted by investors, users and citizens 7 Why focus on Infrastructure Governance? The Infrastructure Governance Cycle Source: OECD (2015), Towards a Framework of the Governance of Infrastructure
  8. 8. OECD Framework for the Governance of Infrastructure: Getting Infrastructure Right (2017) 8  Ten dimensions or “success factors”  Policy options to identify an enabling environment  Building on several OECD instruments (public procurement, integrity, budgeting, MLG) • The Framework for the Governance of Infrastructure has been recognised as the main policy framework to ensure countries invest in the right projects
  9. 9. Moving towards an OECD recommendation on Governance of Infrastructure 9 • Long-term strategic vision • Co-ordination across levels of government • Evidence informed decision making Strategic vision and planning • Manage threats to integrity • Ensure good regulatory design • Stakeholder engagement Enabling framework • Fiscal sustainability, affordability and VfM • Efficient and effective public procurement Affordability, financing and value for money • Make sure the asset performs throughout its life • Resilient public infrastructure Life-cycle Perspective
  10. 10. Infrastructure Governance and Gender Budgeting • OECD recommendations on Governance of Infrastructure are particularly relevant to:  Achieve more gender inclusive infrastructure projects  Ensure gender mainstreaming and direct involvement of women throughout the infrastructure governance cycle Strategic vision for infrastructure Co-ordinate infrastructure policy across levels of government Systematic and effective stakeholder engagement Evidence informed infrastructure decision making Making sure that the asset perform throughout its life cycle
  11. 11. • How can infrastructure governance be used to improve policy development and address gender inequalities? • How do the OECD recommendations better address gender disparities in infrastructure? • Would you like to share any examples on how infrastructure development and prioritisation has taken gender considerations into account? What is the role of gender in infrastructure governance?
  12. 12. Strategic Vision for Infrastructure Ensuring the strategic long-term vision for infrastructure has a gender perspective:  Incentivises infrastructure to be planned, prioritised, delivered and managed in consideration of women needs  Helps outgrow political and short-term arguments to allocate resources in a gender-biased way  Key element to foresee coming demographic features and imbalances that prevent widening and transfer of the intergenerational gender gap
  13. 13. Co-ordinate infrastructure policy across levels of government Integrate a gender perspective in infrastructure policies and projects across all levels (vertical) and entities (horizontal) of government:  Advance national social policy and women’s well-being objectives with sustainability goals in mind  Tackle gender deficit in access to resources, asset control and governance (i.e. utilities, energy and transportation sectors)  Address gender and sustainability impact of urban policies, infrastructure development, cross-border corporate activity and other transboundary spillovers
  14. 14. Systematic and effective stakeholder engagement Ensure the participation of women throughout the entire cycle of the infrastructure project:  Public consultation creates opportunities for gender related groups to become advocates of their benefits and provides incentives for good performance  When envisioning the project itself, having a better assessment of investment needs, projects’ sustainability and its future implications for women  Enhances legitimacy of the project amongst the stakeholders and brings a sense of shared ownership
  15. 15. Evidence informed infrastructure decision making Collect data that enables analysis with a gender perspective:  Need for systematic collection of relevant disaggregated data on men and women (usage and provision) by type of infrastructure  Collected data should include a results and impact assessment with a gender perspective, allowing unveiling secondary and unseen effects  Strengthening of institutional capacities to carry out such assessments is a critical piece of the equation going forward
  16. 16. Making sure that the asset perform throughout its life cycle Maintain a gender responsive performance of infrastructure services:  Identify potential problems faced by female end-users during the operational phase of the infrastructure project  Put in place mechanisms to monitor, communicate and address potential gender-related shortcomings  Foresee construction of new assets as well as modernisation and maintenance of the existing network based on gender-related needs  Boost formal participation of women in procurement and delivery of projects
  17. 17. September (2019) • Internal Consultation in GOV • Gender budgeting meeting October / November (2019) • Consultation with SBO and PGC • Consultation with other relevant bodies December (2019) • Circulation of consolidated draft • Agreement from PGC to declassify draft recommendation January (2020) • Public consultation • Agreement from PGC for transmission to council for adoption OECD recommendation timeline February (2020) • Final round of consultation with SBO and other relevant bodies March (2020) • Engagement with country members April (2020) • Approval of draft Recommendation by PGC for transmission to Council May (2020) • Ministerial Council Meeting
  18. 18. THANK YOU Questions: Ana Maria Ruiz Rivadeneira Anamaria.ruiz@oecd.org

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