Agenda, day 5

1. 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

2. 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

3. How Change Happens in Households and Marketsfor Women’s Agency

5. Approach for action learning • Gather evidence on women’s agency in different contexts • Work in multi-disciplinary groups, present and be ready to be challenged about our ideas and assumptions about women’s lives, work and agency • Apply learning in a concrete programme (Azerbaijan strawberry project), practice asking questions from different stakeholders and propose strategies and next steps

6. Shift in Mindset: How change happens How change happens • Focus on HOW change happens, aside from WHAT needs to change • Oxfam as actor in a much wider, more complex process. • Oxfam’s role as facilitator, convenor and broker

7. 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

8. 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

9. What’s new about GEM?..... for SSFs nothing much Market System: The products, the people and the economic culture supported by markets services and operating in the market environment Household System: The family, culture and community in which the smallholder resides Farm System: The land, soil, water, seeds and techniques smallholders are using to cultivate their crops

10. What’s new about GEM?.....for Oxfam a little Power in market systems WomensEconomicLeadership(WEL) Climate Change Adaptation / Risk Reduction GEM

11. Why GEM? Approach Rationale Systems-level Systemic change in power Comprehensive Greatest chance of success Markets-based Sustainable

12. POWER in Markets 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 ...is not equal

13. Power in Markets 1) The least powerful, are those who are most often outside the market altogether 1-2% ‘market-ready’ farmers (2% farmers have 50% of sales) 3-15% = regularly selling into markets Can we help farmers move up a level? Market-basedEnterpriseapproaches 20-30% = occasionally connected to markets and are food buyers 40-50% = subsistence (e.g. maize), buy in food, and get most cash from off farm work.

14. 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?

15. Climate change adaptation Climate Change and Natural Disasters; How can development projects respond to these challenges?

16. Climate change undermines the sustainability of livelihoods Credit: Oxfam

17. Climate change adaptation Vulnerability is location specific... and varies between and within communities

18. Women’s Economic Leadership • 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. HH unpaid caring work Market economy State economy – basic services, social protection H HH G A F B Social networks (barter) E C Natural resources D • Step B - Household analysis

19. 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! Implementation and monitoring H Design programme G A Situational analysis – farm system F B Situational analysis – household system E C D Sector ormarket opportunityidentification Develop partnerships and engage stakeholders Develop new market chains or business model Gendered & adapted market mapping Develop new market chains or business model

20. GEM Toolkit Implementation and monitoring H Design programme G A Situational analysis – farm system F B Situational analysis – household system E C D Sector ormarket opportunityidentification Develop partnerships and engage stakeholders Develop new market chains or business model Gendered & adapted market mapping Develop new market chains or business model

21. Cassava, Nasarawa, Gendered & Adapted Market Map (Dis) Enabling Environment Infrastructure Governance Consumer Trends Gender Roles & behaviours Natural Resources & Environment Trade rules Quality Land and Property Rights Competition Akpu processor (fresh cassava) Local traders Gari processor (fresh cassava) National buyers (wholesale) Retailers Consumers Co-operative gari/akpu processing Smallholder Cassava Production Local consumer Bread millers Trader Millers Wholesale/retail Local market/wholesaler (dried cassava) Local grinders Local market traders Key: Exporters Consumers Current Activities Industrial processor (fresh cassava) Pharmaceuticals & Food producers Consumers Opportunities Market Services Inputs Production CCA / DRR Transport Trade Facilitation Technical Expertise Market Information Savings Credit Insurance Business Development

22. Cassava, Nasarawa, Gendered & Adapted Market Map (Dis) Enabling Environment Infrastructure Governance Consumer Trends Gender Roles & behaviours Natural Resources & Environment Trade rules Quality Land and Property Rights Competition 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? Can Solar ovens be used to prevent depletion of firewood? What percentage are women? Akpu processor (fresh cassava) Local traders Can women generate savings and generate returnsfrom this business? How many extra hours will it need? Gari processor (fresh cassava) National buyers (wholesale) Retailers Consumers Co-operative gari/akpu processing Smallholder Cassava Production Local consumer Bread millers Trader Millers Wholesale/retail Local market/wholesaler (dried cassava) Local grinders Local market traders Key: Exporters Consumers Current Activities How often are roads impassable? Industrial processor (fresh cassava) Pharmaceuticals & Food producers Consumers Opportunities Market Services Inputs Production CCA / DRR Transport Trade Facilitation Technical Expertise Market Information Savings Credit Insurance Business Development Can women raise financial capital to procure these services? Will women have the same access to market information?

23. GAMM Gendered and Adapted Market Map Bangladesh

24. WELCOME FROM BANGLADESH Resilience through Economic Empowerment, Climate Adaptation, Leadership and Learning: REE_CALL

25. More intense monsoon & glacial melt (river and flash floods, river erosion) Decreased winter rain Increased cyclone and storm surge intensity Salinity intrusion Increased intensity of low-pressure systems Changed ocean temperature and currents (fish distribution) Sea level rise (coastal inundation and erosion) Country-wide: Increased temperature Changing seasons and rainfall patterns within seasons More variable monsoon

26. Designing market programmes differently Gendered market selection 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 & adapated market mapping & stakeholder analysis H G A F B E Right solutions/ strategies: how change happens C D

27. Systems Thinking 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?

28. Systems Thinking How does it change the way we design programmes? • 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

29. How to apply Systems Thinking? Step by step approach Symptoms Potential tools: 1. Illustrate market system(s) Elaborate ‘picture’ of market system for key sector(s) and all its elements Market Map 2. Identify constraints and opportunities Explore which key constraints/ opportunities exist and why they persist PESTEL Explore what are the drivers and underlying causes behind the issue/opportunity Fishbone diagram Issue/opport. tree 3. Underlying causes 4. Interventions Determine how to to implement potential solutions and who is willing to ‘drive’ them Prioritise / triage H G A F B Can the issue be solved / opportunity be realised? (if not, walk away) Causes E C D 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?) Step E

30. GEM components National, regional, global Support / training Project development (concept notes) GEM toolkit Community of practice Global learning (research Qs) Country- and regional-level feedback

31. Thank you! • For more information, visit: http://growsellthrive.org https://sumus.oxfam.org/gem-initiative

32. 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

33. 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

34. 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

35. Our hypotheses on Women’s Agency from the 4th WEL / GEM Action Learning week:Contributing to global learning

36. 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”

37. We defined Women’s Agency as:

38. Five hypotheses (1 -3) How change happens • Economic income:Increased women’sincome 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 • 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. • 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.

39. Five hypotheses (4 & 5) How change happens 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.

40. 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)

41. Expectations How change happens • 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

42. 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