promoting gender equitable opportunities in agricultural ... - weman

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LEVEL OF EFFORTThe exact level of effort required to employ the INGIA-VC process will depend on the number of commoditiesconsidered in the assessment, the number of regions, travel time, and other variables, all of which can extend thetime necessary for completing the data collection and analysis process.Table 1 provides a guideline for estimating the level of effort required for the INGIA-VC approach.TABLE 1. GUIDELINES FOR DETERMINING LEVEL OF EFFORT REQUIRED FOR A SINGLE VALUE CHAINTASKBackground readingInterviewsNUMBER OF DAYS3-5 days3-4 days per region in-country (assuming roughly 4 interviews a day) forthe field visits with value chain actors (farmers, processors, transporters,exporters)1-2 days per region per value chain for interviews with project staff andother donors and NGOsDebriefWriting of the assessment and recommendations1 days5 daysNOTE: These estimates do not include travel time and assume only one commodity is being assessed.131
Annex 3: ADDRESSING GENDER ISSUES INGLOBAL VALUE CHAIN DEVELOPMENTGender issues are overlooked in most value chains, though they fundamentally shape the totality of production,distribution, and consumption within an economy. From production to processing, gendered patterns of behaviorcondition the jobs and tasks of men and women, the distribution of resources and benefits derived from incomegeneratingactivities in the chain, and the efficiency and competitiveness of value chains in the global market. Agrowing body of economic and empirical evidence suggests that addressing gender issues in value chains canimprove programs’ efforts to achieve both greater gender equity and more effective value chain operations:✪✪ Increasing women’s employment can reduce poverty through intergenerational transmissions of wealth. Womenplay key roles in human development and the creation of human capital. When women control cash earnings,households spend more on human development inputs such as food and education. In Bangladesh, one studyshowed that for every 100 taka lent to a woman, household consumption increases by 18 taka, as opposed toan 11-taka increase in consumption for every 100 taka lent to men.✪✪ Addressing gender-based constraints in employment and productivity can increase competitiveness. Whenmore than half of a country’s potential labor force is not used efficiently, competitiveness with other countries isnegatively affected. In Thailand, Cargill Sun Valley implemented family-friendly, gender-sensitive policies targetedto its largely woman-dominated work force resulting in reduced absenteeism and labor turnover, and improvedproductivity. Evidence from Kenya and elsewhere suggests that women and men can be equally productivewhen given equal access to inputs, training, and other factors of production.✪✪ Increasing women’s employment increases economic growth. A correlation exists between gender equalityand economic growth in cross-country comparisons and in comparisons done over time. Studies in 61countries found a positive correlation between growth and women’s labor force participation between 1980and 1990.Thus, gender differences are at work in the “full range” of activities that comprise a value chain. A gender approachto value chain analysis and development allows for the consideration of groups and individual men and women’saccess to productive activities; differential opportunities for upgrading within the chain; gender-based division ofactivities; and, how gender power relations impact economic rents among actors throughout the chain.The GATE project developed a two-pronged approach to addressing gender issues in value chain development.The first is a methodology for conducting a gender and pro-poor economic analysis of value chains. The secondmethodology provides program implementers with a framework and tools for considering how gender issues caninform the design, implementation and monitoring of USAID value chain programs.A GENDER AND PRO-POOR VALUE CHAIN ANALYSISMETHODOLOGYGATE has developed a gender-oriented value chain analysis to explore opportunities to improve market outcomes,raise productivity and wages, and to foster pro-poor growth in the sector being analyzed. Value chain analysesrecognize that various configurations of actors may influence capabilities and possess different levels of bargainingpower. GATE’s analysis focuses on the institutional arrangements that link producers, processors, marketers, anddistributors, and recognizes that power differentials among these actors may influence outcomes along the chain.Recognizing that men and women occupy different positions across the chain, GATE integrates a gender andpro-poor analysis that aims to uncover the economic, organizational, and asymmetric relationships among actors132
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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
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EMPLOYMENTAgriculture remains highl
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INCREASINGEMPLOYMENTOPPORTUNITIESEv
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ox 18Curt Carnemark/The World BankF
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PROMOTING WOMENENTREPRENEURSAlthoug
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Table 3: Gender Equitable Strategie
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Alejandro LipszycThe World BankFram
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IntroductionProcessHOW TO USE THEIN
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Table 4: Summary of ingia-vc proces
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A new component of this project is
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ExportersOf the 272 exporting firms
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SUPPLEMENTARY INTERVIEW DATAThe Twa
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A Producer: Mrs. Oluko is a maize f
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Scott Wallace/The World BankProcess
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Step 1. Identify key groups of acto
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Step 3. Organize and present the da
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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
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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 and 102: PHASE THREE WORKSHEET: ASSESSING TH
Page 103 and 104: Step 2. Prioritizing constraints.On
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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
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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: ANNEX 2: ILLUSTRATIVE SCOPE OF WORK
Page 137: not usually captured in traditional
Page 140 and 141: Curt Carnemark/The World BankU.S. A
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