agenda, day 5

Agenda, day 5

08:50 Picture

09:00 How change happens

09:30 Introduction to GEM

10:30 Break

10:45 WEL week hypotheses

11:45 Expectations review

12:45 Thank you to Azerbaijan team

13:15 Lunch

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Agenda, day 5

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10:30 Break




13:15 Lunch

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How Change Happens in Households and Markets

for Women’s Agency

Approach for action learning 1. Gather evidence on women’s agency in different contexts

2. Work in multi-disciplinary groups, present and be ready to be challenged about our ideas and assumptions about women’s lives, work and agency

3. Apply learning in a concrete programme (Azerbaijan strawberry project), practice asking questions from different stakeholders and propose strategies and next steps

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1. Focus on HOW change happens, aside from WHAT needs to change

2. Oxfam as actor in a much wider, more complex process.

3. Oxfam’s role as facilitator, convenor and broker

How change happensShift in Mindset: How change happens

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Agenda, day 5

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10:30 Break




13:15 Lunch

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Gendered Enterprise and MarketsInitiative

Oxfam’s approach to facilitating sustainable agricultural market and value chain development to empower smallholder farmers, promote women's economic leadership, and manage

risks including climate change

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What’s new about GEM?..... for SSFs nothing much

Farm System:

The land, soil, water, seeds and techniques smallholders are using to cultivate their crops

Household System:

The family, culture and community in which the smallholder resides

Market System:

The products, the people and the economic culture supported by markets services and operating in the market environment

What’s new about GEM?.....for Oxfam a little

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Power in market systems

WomensEconomic

Leadership(WEL)

Climate Change

Adaptation / Risk Reduction

GEM

Why GEM?

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Approach Rationale

Systems-level Systemic change in power

Comprehensive Greatest chance of success

Markets-based Sustainable

POWER in Markets

...is not equal

Think about these 3 areas:

1) Unequal power in the ‘rules governing markets’;2) Unequal power between big and small companies;3) Unequal power between big and small farmers

Within each of these areas, there is unequal power between women and men

40-50% = subsistence (e.g. maize), buy in food, and get most cash from

off farm work.

40-50% = subsistence (e.g. maize), buy in food, and get most cash from

off farm work.

3-15% = regularly

selling into markets

3-15% = regularly

selling into markets

1-2% ‘market-ready’ farmers(2% farmers have 50% of sales)

20-30% = occasionally connected to markets and are food buyers

20-30% = occasionally connected to markets and are food buyers

Market-basedEnterpriseapproaches

1) The least powerful, are those who are most often outside the market altogether

Power in Markets

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POWER in Markets

For returns and value:

• Trade across multiple channels or markets

• Increase quality

• Remove traders taking ‘rents’ or monopolies

• Increase negotiation power through aggregation

• Add value to the product through differentiation or processing

In which markets can smallholders take on new roles or increase their power to increase returns?

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Climate change adaptation

Climate Change and Natural Disasters;

How can development projects respond to these challenges?

Climate Change and Natural Disasters;

How can development projects respond to these challenges?

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Climate change undermines the sustainability of

livelihoods

Credit: Oxfam 16

Climate change adaptation

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Vulnerability is location specific... and varies between and within communities

EXPOSURE: Natural disasters and climatic changes people are exposed to.

SENSITIVITY: degree to which the climatic changes and disasters will affect people and activities.

ADAPTIVE CAPACITY: The potential of individuals,

communities, and societies to be actively involved in the processes of change, in order to minimise negative impacts and maximise any benefits from changes in the climate.

• Households interact with markets for goods and services, but not exclusively.

• Women’s decisions to invest time

and resources in market create

tensions, which when left unattended,

leave WEL prospects low.

Women’s Economic Leadership

HH

Natural resources

HH unpaid caring work

Social networks (barter)

State economy –

basic services, social

protection

Market economy

AB

CDEF

HG Step B - Household analysis

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GEM Toolkit

a step-based approach to prioritise tasks and make key decisions for current and/or new projects.

Case studies and tools to provide support in developing your own tools and documents.

Find it on the OGB Intranet and GEM Sumus web pages.

Later steps being developed with your input…. so please provide input!

Develop new market

chains or business

model

Sector ormarket opportunity

identification

Gendered & adapted market

mapping

Design programme

Situational analysis –

household system

Implementation and monitoring

Develop partnerships and engage

stakeholders


farm system

Develop new market

chains or business

model

A

B

CDE

F

HG

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GEM Toolkit

Develop new market

chains or business

model

Sector ormarket opportunity

identification

Gendered & adapted market

mapping

Design programme


household system

Implementation and monitoring

Develop partnerships and engage

stakeholders


farm system

Develop new market

chains or business

model

A

B

CDE

F

HG

Smallholder Cassava

Production

Land and Property RightsNatural Resources & Environment Quality

Technical Expertise

Gender Roles & behaviours

Competition

Production

Savings Credit InsuranceMarket Information

Inputs Transport

Business Development

Trade Facilitation

Cassava, Nasarawa, Gendered & Adapted Market Map

Market Services

(Dis) Enabling Environment

Opportunities

Current Activities

Key:

Governance

Local market/wholesaler

(dried cassava)

Akpu processor(fresh cassava)

Trader

Local consumer

Local grinders

Exporters

Local market traders

Consumers

Millers

Bread millers

Wholesale/retail

Gari processor(fresh cassava)

Industrial processor(fresh cassava)

Pharmaceuticals & Food producers

Consumers

Co-operative gari/akpu processing

Local traders

National buyers (wholesale)

Retailers Consumers

Trade rules

Consumer TrendsInfrastructure

CCA / DRR

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Smallholder Cassava

Production

Cassava, Nasarawa, Gendered & Adapted Market Map

Market Services

(Dis) Enabling Environment

Opportunities

Current Activities

Key:

Local market/wholesaler

(dried cassava)

Akpu processor(fresh cassava)

Trader

Local consumer

Local grinders

Exporters

Local market traders

Consumers

Millers

Bread millers

Wholesale/retail

Gari processor(fresh cassava)

Industrial processor(fresh cassava)

Pharmaceuticals & Food producers

Consumers

Co-operative gari/akpu processing

Local traders

National buyers (wholesale)

Retailers Consumers

Can Solar ovens be used to prevent

depletion of firewood?

Can women generate savings and generate returnsfrom this business?

How many extra hours will it need?

What percentage are women?

Land and Property RightsNatural Resources & Environment Quality

Gender Roles & behaviours

Competition

Governance

Trade rules

Consumer TrendsInfrastructure

Technical ExpertiseProduction

Savings Credit InsuranceMarket Information

Inputs Transport

Business Development

Trade FacilitationCCA / DRR

Can women raise financial capital to procure these services?

Will women have the same access to market information?

How often are roads impassable?

Is there an opportunity to harvest rainwater and save time?

Are farms located out of flood risk?

Can women participate and take a leadership role in a cooperative?

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GAMM

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Gendered and Adapted Market Map

Bangladesh

WELCOME FROM BANGLADESH

Resilience through Economic Empowerment, Climate Adaptation, Leadership and Learning: REE_CALL

Increased intensity of low-pressure systems

Changed ocean temperature and currents (fish distribution)

Country-wide:

Increased temperature

Changing seasons and rainfall patterns within seasons

More variable monsoon

Decreased winter rain

Increased cyclone and storm surge intensity

Salinity intrusion

Sea level rise (coastal inundation and erosion)

More intense monsoon & glacial melt (river and flash floods, river erosion)

Designing market programmes differently

Analysis phase Steps A - C:(1) population and location(2) product/sector

Programme design Steps D – F:(3) Market mapping and key opportunities or barriers(4) design of interventions

& activities(5) Stakeholder engagement

Programme implementation

Gendered market selection

Gendered & adapated

market mapping & stakeholder

analysis

Right solutions/ strategies: how change happens

AB

CDEF

HG

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Systems Thinking

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How does a Systems approach work?

Have we identified....

The underlying causes rather than symptoms?

The responsible actor to take to scale?

How to change system function?

Systems Thinking

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• Systems Thinking helps you understand who to work with and where to intervene.

• Scalable and sustainable

• Prioritise interventions

• Successful exit strategy

• Avoid unintended consequences

• How change happens

How does it change the way we design programmes?

How to apply Systems Thinking? Step by step approach

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Symptoms

2. Identify constraints and opportunities

1. Illustrate market system(s)

Causes

Elaborate ‘picture’ of market system for key sector(s) and all its elements

3. Underlying causes

4. Interventions

Explore which key constraints/ opportunities exist and why they persist

Explore what are the drivers and underlying causes behind the issue/opportunity

Determine how to to implement potential solutions and who is willing to ‘drive’ them

Can the issue be solved / opportunity be realised?(if not, walk away)

Analyse critical potential solution (is it achivable/what is the impact?)

Is action required? (nice to have/need to have?)

Who are the actors?(whose role is it,

who will pay?)

Market Map

PESTEL

Fishbone diagramIssue/opport. tree

Prioritise / triage

Potential tools:

AB

CDEF

HGStep E

GEM components

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Support / training

GEM toolkit

Project development

(concept notes)

Global learning (research Qs)

Country- and regional-level feedback

Community of practice

For more information, visit:

http://growsellthrive.org

https://sumus.oxfam.org/gem-initiative

Thank you!

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http://sumus.oxfam.org/gem-initiative

Agenda, day 5

08:50 Picture



10:30 Break




13:15 Lunch

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Agenda, day 5

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10:30 Break




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Agenda, day 5

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13:15 Lunch

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Our hypotheses on Women’s Agency from the 4th WEL / GEM Action Learning week:

Contributing to global learning

Question on the bus:

“What are the 5 most useful findings about Women’s Agency that we have discovered

this week that we can offer as global learning to other country programmes trying

to increase WA in market programmes”

We defined Women’s Agency as:

1. Economic income: Increased women’s income is a catalyst in increasing women’s agency (Ethiopia, Sri Lanka, Azerbaijan). It has been seen to increase negotiation power around care work & the status of women in their communities. Therefore, projects should aim to increase women’s income, and monitor the impact of this on women’s agency

2. Attitudes and beliefs: social attitudes and beliefs about gender constrain Women’s Agency so it is not enough to work on increasing women’s income alone. Attitudes and beliefs are not insurmountable. We need – from the project design stage – to assess social attitudes and beliefs on gender and design strategies to change these. e.g. can we challenge the attitude that ‘women can’t drive’ in the Barda area, e.g. through driving lessons / publicity campaign.

3. Care –work constrains the time women have to invest in economic enterprise. We must – at project outset – get an understanding of which elements of care work are seen as the most ‘feasible’ for renegotiation. This ‘feasibility’ assessment should be done separately with female and male members of project households, at project start, middle and end – to see if the concept of what is renegotiable care work has changed during the project period, and if care-work is being redistributed.

How change happensFive hypotheses (1 -3)

4. Institutions and Women’s Agency: institutions are enablers or blockers to achieving Women’s Agency. At project design, we need to conduct an institutional gender assessment to identify likely positive or negative role and impact of each & then design our project to engage the positive and neutralise the negative. (e.g. Engage Aran to do organising of women’s groups, engage the school whose teachers are reprimanding boys who wash dishes)

5. Gender-based-violence: GBV needs to be benchmarked at project start and periodically monitored, as it is possible that a market-based programme may increase (Colombia) or decrease (Sri Lanka) the risk of GBV.

How change happensFive hypotheses (4 & 5)

Action:

- go to the hypothesis that you feel most passionate about!

- Can you ‘sign up’ to this hypothesis

- If not, debate a change to it (but we need an agreed alternative hypothesis from you!!)

- If yes, spend 10 mins thinking about how you will apply this hypothesis to your programme to increase W.A (and be ready to report

this to the group)

WEL in different countries: case studies, implementation, achievements How projects increase women’s negotiation, and the different contexts by country How different countries address HH issues

How WEL and GEM are connected How WEL projects can be sustainable Supporting WEL in (social, religious) conservative contexts Role of actors in value chain in bringing economic leadership

Transformational change in projects Gender analysis in livelihoods programmes New tools (incl. risk management) to help women be economically empowered Practical application of gender-based tools Link between care economy and market Involving private sector to increase women’s income and empowerment

What does and doens’t work, e.g. lessons learned from livelihoods experience

HH level negotiations that prevent GBV

How change happensExpectations

Agenda, day 5

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10:30 Break




13:15 Lunch

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agenda, day 5

Documents