With just under 10% of its 270 total staff under permanent contracts and a lack of specialised personnel, its organisational capacity was constrained. The World Bank reports that reorganisation initiatives further debilitated the institution, leading to the discontinuation of some of its most important functions.6 This example confirms that high-level leadership committed to gender equality goals with access to potential political allies can be crucial to the mechanism’s effectiveness and long-term viability. These areas, however, have been identified among the top barriers for promoting gender equality by OECD countries.