Participants folder Workshop Upgrading your toolbox, May 25 2011
Upgrading your toolbox
Unpacking gender in agricultural value chains
A half day open APF event
Nairobi
May 25 2011
Programme
Title: Gender analysis of agricultural value chains
Date: May 25, 2011
Organisation: APF Kenya Network
Facilitator: Mike Mike Muchilwa (SNV Kenya)
Resource person: Angelica Senders (Fair and Sustainable Advisory Services/ ICCO)
Participants: APF Kenya Network members
Venue: Nairobi (to be determined)
Objective:
Equip participants with the skills and tools needed to assess gender participation in agricultural value chains.
At the end of this workshop the participants will have:
· Global insight in the concepts used to analyze agricultural value chains from a gender perspective;
· Practiced with a selection of these tools, based on own practice;
· Agreed on the relevance of - and interest in follow up activities on this topic within the APF Kenya Network.
ProgrammeTime / Activity and Objective
9.00- 9.30: / Arrival and reception
With coffee and tea
9h30 / Getting to know each other
· Who is who?
· Why is gender important for us in VCD?
9h45 / Expectations
· What are our expectation for this ½ day workshop
10h15 / Presentation of the programme
10h20 / Why attention for gender crucial for VCD
· Summary of the most convincing arguments
10h30 / APF and gender & VCD
· What is the opinion of APF on gender, in particular in the Kenya programme
10.30 – 10.45 / Coffee and tea
10h45 / The importance of a gender sensitive analysis of a value chain
· The action perspective
11h00 / Introduction of group work on 3 Tools for gender sensitive value chain analysis
1. Selection of a value chain
2. Gender mapping of a value chain
3. Analysis of costs and benefits of an upgrading strategies for men and women
11h15 / Practice with the 3 tools (Group Work)
· Practitioners examine the 3 tools from their own perspective and formulate pro and cons
12.00 – 12.30: / Plenary session
· The groups present the result of their group work
· Overview of pros and cons of the different tools
12.30 – 13.00 / Evaluation and follow up
13h00- 14h00: / Lunch
Tool 1 Selecting a value chain
Objectives:
· Compare a number of value chains based on growth and gender criteria
· Select a value chain for upgrading which provides potential to achieving the objectives of gender sensitive value chain development.
Why?
Selecting a value chain or sub- sector on superficial observation bares the risk of choosing a sector with little potential for either upgrading or to achieve gender objectives. For this reason it is important to base the selection of the value chain or subject on the objectives of the development intervention.
With whom?
Farmers (men and women) and practitioners
How?
The selection of the value chain is based on three sets of criteria related to:
1. Market/ growth potential
2. Potential to contribute to increased women empowerment and gender equality, the chain must ‘work for women’
3. Pragmatic arguments
The following steps will be followed to select a value chain:
Step 1: Information gathering
Step 2: Participatory workshop
Step 3: Drafting of a report with the final selection
The emphasis of this tool description is on step 2
Step 1: Information gathering: the information on this three criteria for chain selection can be gathered based on secondary sources (e. research reports) in combination with interviews of and discussion with various stakeholders including government, NGOs, donors and private sector, CBOs, women & men producers to gather data on market demand, agronomy & environment and to identify key actors for various agricultural products in the specific geographical area. Specific attention is to be given to characteristics of the market structure for these products and the potential for smallholder and women’s participation.
Step 2: Participatory workshop: The actual selection of the value chain/ sub sector should be based on a stakeholder meeting (or various meetings), using a participatory tool to collect opinions from different perspectives. This ensures that proposals are based on a balancing of the needs and interests of different actors. Aim for consensus on strategies to be adopted thus contributing to transparency on decision-making and accountability of local actors.
Starting the workshop, it is important to present the information gathered in the first step on the market demand and potential to women for women. The following criteria should be assed in plenary or in groups, using a scale from 0 (no, not at all) to 5 (yes, very important).
A. Assess the growth potential
Lead questions
1. What are the prospects for future demand growth?
2. Are traders willing to buy more of the product?
3. Can new products be developed through processing, or product improvement for which a market exists?
4. Can the product be supplied to the consumer at attractive costs?
5. What are the competitive advantages of producers (low cost, product characteristics)?
6. Is there potential for increased cooperation in the value chain?
7. Do enterprises in the value chain have the management capacity for upgrading and innovation?
8. Is infrastructure, qualified lab our force, raw material, inputs sufficiently available?
9. Are financial services sufficiently available?
10. Are business development services for quality improvement of the production process sufficiently available?
B. Assess the potential for women’s empowerment and gender equality
Lead questions
1. Is the share of women employed in the value chain relatively high?
2. Are there many female entrepreneurs in the value chain?
3. Do women control equipment and assets?
4. Do women have (or can they acquire) the skills needed for interesting value addition through processing or product diversification?
5. Do women control the sales income and the enterprise?
6. Can the work take place close to home?
7. Is this a value chain with low barriers to enter for poor entrepreneurs (small scale of production, low start-up costs, not requiring major capital investment, using low-tech skills).
8. Is this a value chain with low barriers to enter for women (time and mobility, access to technology and assets, cultural constraints)
9. Does this value chain offer new opportunities for women
10. Is the activity in the value chain in line with livelihood conditions (year-round income, using family labor, rapid returns, contributing to food security, keeping the environment intact, not reducing availability of clean water).
C. Compare value chains
If the excel sheet is used a matrix can be generated in which the different value chains are plotted on an x-axe representing growth potential and an Y-axe representing gender potential.
Annex 1 Questionnaire for participatory session
Lead questions
1. What are the prospects for future demand growth? / Scores / Weight
3 / Total
2. Are traders willing to buy more of the product? / 2
3. Can new products be developed through processing, or product improvement for which a market exists? / 1
4. Can the product be supplied to the consumer at attractive costs? / 1
5. What are the competitive advantages of producers (cost, product characteristics)? / 3
6. Is there potential for increased cooperation in the value chain? / 2
7. Do enterprises in the value chain have the management capacity for upgrading and innovation? / 3
8. Is infrastructure, qualified lab our force, raw material, inputs sufficiently available? / 3
9. Are financial services sufficiently available? / 1
10. Are business development services for quality improvement of the production process sufficiently available? / 1
Total / 20
B. Assess the potential for women’s empowerment and gender equality
Lead questions / Scores / Weight / Total
1. Is the share of women employed in the value chain relatively high? / 2
2. Are there many female entrepreneurs in the value chain? / 2
3. Do women control equipment and assets? / 3
4. Do women have (or can they acquire) the skills needed for interesting value addition through processing or product diversification? / 1
5. Do women control the sales income and the enterprise? / 2
6. Can the work take place close to home? / 1
7. Is this a value chain with low barriers to enter for poor entrepreneurs (small scale of production, low start-up costs, not requiring major capital investment, using low-tech skills).
8. Is this a value chain with low barriers to enter for women (time and mobility, access to technology and assets, cultural constraints)? / 2
9. Does this value chain offer new opportunities for women? / 4
10. Is the activity in the value chain in line with livelihood conditions (year-round income, using family labor, rapid returns, contributing to food security, keeping the environment intact, not reducing availability of clean water)? / 2
Total / 20
If a qualitative approach is used, in groups, participants make a balanced decision based on the evaluation of the market /women empowerment potential of the different value chains. They present their results to the plenary, backing their decision with main arguments (important opportunities or important or lethal constraints).
D. Take pragmatic criteria into account to compare the value chains with potential.
Outreach
· Important size of the value chain in relation with project resources
· Significant number of women employed and new job opportunities
· Significant number of small farmers, - enterprises and - companies
· Significant area covered
Prospects of success:
· Own initiatives and commitment of chain actors, their readiness for change.
· Existence of some level of organization of chain actors.
· Sufficient resources (time, funds, and know-how) of the agency selecting the chain to invest in chain development.
· Existence of partners to collaborate with, demand of investors and partners.
· Existence of institutions and service providers (financial, entrepreneurial, technological, gender) to support value chain actors.
· Conducive framework conditions and business environment.
Programme-related aspects:
· Relevance to priorities of government economic policy (“thrust sectors”).
· Corresponding to project objectives, mandate and resources.
· Relevance to mandated area.
· Synergies and scope for cooperation with other support programs.
Step 3: Drafting of a report with the final selection incorporating comment of various stakeholder.
Recommendations
Potential dilemma of the process of selecting a value chain for upgrading is the choice; do we opt for a low-value ‘women’s product’ or do we select one with high barriers for women to enter in which more value is added?
· A traditionally ‘women’s product’: minor increases in income, low margins, yet opportunities to strengthen organisation, build skills, negotiate with private sector and access market services.
· A mixed organisation in (for example) a bulk export commodity market: higher income, but opportunities are for fewer ‘exceptional’ women, and/or women face barriers to taking on new roles.
· Programmes could plan to work with both, or move focus from the first – as an ‘Incubator- to the second, over time.....
Credits: This tool is based on material from P. Lindo and M. Vanderschaeghe and partly based on Oxfam GB programme grow, sell, thrive, Linking Gendered Household Analysis and Market Analysis, 2010
Requirements:
- Materials: Flipcharts and markers
- If quantitative approach is applied: Laptop with excel sheet (available)
- The excel sheet for this tool is available in a draft version via
Tool 2 Gender Mapping of the Value Chain
Objectives
· To get a global gender sensitive picture of the value chain, the actors involved their linkages and the percentages of man and women in each chain segment.
· Gain insight in the difference in between man and women in terms of activities as well as access and control over resources.
· Identify opportunities for women to upgrade their position
With whom?
This tool can be used with farmers (men and women), but also with practitioners.
Why?
For a good understanding of a value chain an analysis of the actors involved is important; particularly if value chain upgrading it to benefit women.
This analysis should not only be quantitative, but should also include an analysis of (differences in) opportunities and constraints to participate in the chain as well as an analysis of differences in power (positions) in the value chain governance.
How
· Use flip charts markers and coloured cards.
· Make a schematic representation of the value chain
· Use coloured cards to mark down observations
Step 1: Make a visual presentation of the value chain.
Think about:
· What are the main functions and activities involved in the chain
· What are the main actors in the chains, what sort of enterprises are there at different points in the value chain?
· How many men and how many women are involved at different stages? (use symbols and numbers)
· What are the roles and activities of women in the value chain?
· What are important actors outside the chain (e.g. business service providers, financial service providers, chain facilitators etc.)?
· What are important factors and actors influencing the value chain?
Step 2 Opportunities and constraints for women
In this step we analyze what are the constraints that hamper the competitiveness of women and restrict their inclusion in the value chain. What can reduce these potential limitations? And what are opportunities for economic empowerment of women.
1. How are women participating in the value chain; as business owner, as member of a family business, as member of a economic association (cooperative) or as employee?
2. Where are women absent?
3. How many jobs are generated by business for men and women?
4. How do women participate in different associations?
5. What factors in the policy, cultural or commercial environment contribute positively or negatively on their participation?
6. If this value chain is exclusive for men or women, why is that the case?
7. How do women contribute to the quality of the product? In which way do men contribute to the quality?
8. How much value added is produced in each part of the chain? Who creates it, men or women?