promoting gender equitable opportunities in agricultural ... - weman

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PHASE THREE WORKSHEET: ASSESSING THE CONSEQUENCES OF GENDER-BASED CONSTRAINTS (CONT.)GENDER-BASEDCONSTRAINTWHAT ARE THE CONSEQUENCES OF THIS CONSTRAINT ON:PRIORITIZINGCONTRAINTSPROJECTOBJECTIVESWOMEN'S ECONOMICADVANCEMENTEFFICIENT ANDCOMPETITIVE VALUECHAINSWomen are oftenconstrained fromWomen will find it harderto engage in economicValue chains are oftencapital-constrained, which4accessing financialactivities that requirereduces upgrading efforts.capital because theynew capital (e.g., startlack ownership ofbusinesses, purchaseassets that can serveadditional land oras collateral.heavy machinery, hireemployees).Women are oftenconstrained from fillingTo increaseemployment inPersistent discriminatoryattitudes about womenOccupationalsegmentation reduces3senior managementhorticultural productionrestrict their employmentoverall efficiency andand technicaland processing: Gainsopportunities and arecompetitiveness of valuepositions in processingin employment throughbarriers to realizingchains by not taking fullfirms because ofthe project activity,economic empowerment.advantage of the potentialdiscriminatory socialwhen disaggregatedof qualified women.attitudes towardby sex and occupation,women’s employmentwill show no changeand ability to managein the relative status ofmen.men and women.99
Step 2. Prioritizing constraints.Once practitioners have considered the consequences of GbCs, they should prioritize the constraints to identify themost critical issues to address. Laying out the possible consequences in the previous step should help practitionerssee which GbCs have the potential to affect the program negatively. In the next step, practitioners will brainstormpossible actions to overcome constraints. GbCs can have multiple factors or root causes that create the constraints,which means that addressing or alleviating any one constraint may require the articulation of several differentstrategies. For this reason, focusing on a select number of GbCs allows the design of actions to concentrate on afinite set of factors.ProcessDetermining the priorities is influenced by a variety of factors, including the project timeline, budget, short-term andlong-term goals, and reporting requirements. It also means considering where action can have multiple spillovereffects, that is, where the leverage points exist.The Twanya EAST ProjectIn the case of the Twanya EAST project, staff reviewed the consequences of each of the GbCs they identified andprioritized them as follows:1. Women are often constrained from improving the overall quality and quantity of horticultural crops becausethey lack access to services provided by producer associations as a result of membership requirements forlandownership.2. Women are often constrained from improving on-farm productivity because of time-poverty linked to theirhousehold labor responsibilities.3. Women are often constrained from filling senior management and technical positions in processing firmsbecause of discriminatory social attitudes toward women’s employment and ability to manage men.4. Women are often constrained from accessing financial capital because they lack ownership of assets thatcan serve as collateral.As a first priority, the staff felt it was important to ensure that both men and women had access to the services thatcould improve the quantity and quality of their crops. The long-term gains in addressing this GbC would strengthenboth horizontal and vertical linkages and might result in a stronger relationship between the buyer and the producerassociation.Second, the staff considered women’s lack of time because identifying ways of reducing women’s time burden inthe household would contribute to their economic advancement by freeing them for productive activities. It wouldallow them to participate in and benefit from program activities and potentially increase on-farm productivity.Because the data on employment had not been disaggregated by sex, Twanya EAST project staff was unclear whetherthe discriminatory attitudes were contributing to occupational sex segmentation. However, they recognized that tosupport women’s economic empowerment and meet USAID gender policy requirements, they needed to ensure thatthe project did not support discriminatory practices. Moreover, staff felt that encouraging firms to adopt a genderequalworkplace might attract buyers whose consumers were more concerned about the origins of their products.Finally, because the staff was facilitating market linkages with buyers who could embed credit and other servicesin contracts with producer associations, the Twanya EAST project considered addressing women’s lack of creditdirectly to be the least critical priority.PROMOTING GENDER EQUITABLE OPPORTUNITIES IN AGRICULTURAL VALUE CHAINS 100
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PROMOTING GENDEREQUITABLE OPPORTUNI
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Curt Carnemark/The World BankACKNOW
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INTRODUCTION TO THE HANDBOOK 5Purpo
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Introductionto the Handbook
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as employees, entrepreneurs, and le
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ORGANIZATION OFTHE HANDBOOKThe Hand
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CHARACTERISTICS OFGENDER EQUITABLEA
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IntroductionFrameworkPart I of the
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Gender roles are the behaviors,task
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PRACTICES ANDPARTICIPATIONIdeas abo
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women farm the valley bottomplots i
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Scott Wallace/The World BankFramewo
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disposition of family land upon the
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TABLE 2: ILLUSTRATIVE GENDER-BASED
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ACCESS TO LANDOwnership, control, a
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ACCESS TOWELL-DESIGNEDTECHNOLOGYTec
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ENGAGING FARMERSIN AGRICULTURALRESE
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HORIZONTALLINKAGESImproving the com
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EQUITABLEPARTICIPATIONAND MEMBERSHI
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VERTICALLINKAGESThe rationale for v
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ox 7THE WOMEN-OWNED AND MANAGED SHE
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INCREASINGACCESS TO MARKETINFORMATI
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Box 10GENDER PERCEPTIONS CREATE DIS
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STRATEGIES1.Identify and address po
Page 51 and 52: EMPLOYMENTAgriculture remains highl
Page 53 and 54: INCREASINGEMPLOYMENTOPPORTUNITIESEv
Page 55 and 56: ox 18Curt Carnemark/The World BankF
Page 57 and 58: PROMOTING WOMENENTREPRENEURSAlthoug
Page 59 and 60: Table 3: Gender Equitable Strategie
Page 61 and 62: Alejandro LipszycThe World BankFram
Page 63 and 64: IntroductionProcessHOW TO USE THEIN
Page 65 and 66: Table 4: Summary of ingia-vc proces
Page 67 and 68: A new component of this project is
Page 69 and 70: ExportersOf the 272 exporting firms
Page 71 and 72: SUPPLEMENTARY INTERVIEW DATAThe Twa
Page 73 and 74: A Producer: Mrs. Oluko is a maize f
Page 75 and 76: Scott Wallace/The World BankProcess
Page 77 and 78: Step 1. Identify key groups of acto
Page 79 and 80: Step 3. Organize and present the da
Page 81 and 82: FIGURE 3: PASSION FRUIT VALUE CHAIN
Page 83 and 84: DIMENSION INFORMATION ABOUT WOMEN I
Page 85 and 86: TABLE 6: SAMPLE QUESTIONS FROM THE
Page 87 and 88: Continued - PHASE ONE WORKSHEET: OR
Page 93 and 94: PHASE TWO: FROM GENDERINEQUALITIES
Page 95 and 96: Step 3. Formulate a cause and effec
Page 97 and 98: PHASE TWO WORKSHEET: FROM OBSERVED
Page 99 and 100: Step 1. Hypothesizing the consequen
Page 101: PHASE THREE WORKSHEET: ASSESSING TH
Page 105 and 106: This exercise is important to bette
Page 107 and 108: EXPLOITATIVE STATUS QUOThis quadran
Page 109 and 110: PHASE FOUR WORKSHEET: TAKING ACTION
Page 111 and 112: PHASE FIVE WORKSHEET: DEVELOPING IN
Page 113 and 114: Measuring Changes in Sex Segmentati
Page 115 and 116: Curt Carnemark/The World BankProces
Page 117 and 118: IntroductionConclusionToday, women
Page 119 and 120: A better quality oflife for womenan
Page 121 and 122: 46. Gladwin, “Gendered Impacts.
Page 123 and 124: Deininger, Klaus and Lyn Squire.
Page 125 and 126: Lilja, Nina, Jacqueline Ashby and N
Page 127 and 128: Gender assessmentA term often used
Page 129 and 130: UpstreamUpstream in a value chain r
Page 131 and 132: Dolan, Catherine and Kristina Sorby
Page 133 and 134: ANNEX 2: ILLUSTRATIVE SCOPE OF WORK
Page 135 and 136: Annex 3: ADDRESSING GENDER ISSUES I
Page 137: not usually captured in traditional
Page 140 and 141: Curt Carnemark/The World BankU.S. A
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