1. INTERNATIONAL FOOD POLICY RESEARCH INSTITUTE
Gender Strategies and
Methods for M&E
INTERNATIONAL LIVESTOCK RESEARCH INSTITUTE

2. Outline
 A stratification of strategies
 General /common strategies
 Using data (especially baseline data) to
develop specific strategies
 How do we know strategies are working?

3. A stratification of strategies
Gender Aware
Gender Blind
Exploitative Accommodating Transformative

4. A stratification of strategies
Gender
Exploitative
Take advantage of rigid gender norms and existing
imbalances in power to achieve program objectives.
Expeditious in the short run but unlikely to be sustainable
Can result in harmful consequences and undermine the
program’s intended objective
Gender
Accommodating
Acknowledge the role of gender norms and inequities and
seek to develop actions that adjust to and often compensate
for them.
No active strategy to seek to change the norms and
inequities
Focus on limiting any harmful impact on gender relations.
Gender
transformative
Actively examine, question, and change rigid gender
norms and imbalance of power
Encourage critical awareness among men and women of
gender roles and norms
Challenge and address the distribution of resources and
power relationships between women and others in the
community

5.  Rationale: That through gender training an
awareness on gender inequalities in women‟s status,
access and control over resources will be created
• lead to better integration of women‟s concerns, needs
and priorities in development policy planning and
practice.
 A large mass of gender training manuals, modules
and checklists developed
 Concerns over treating gender as a technical
issue==transformational gender training
Strategies: Capacity Building

6. Integrationist Gender Training Transformative Gender
Training
Gender training as a stand-alone
initiative
Gender training as part of
institutional reform
Focus on gender roles Focus on gender relations
Describe gender inequalities Analyze gender inequalities
Gender mainstreaming through increasing
number of women within organization /
groups
Gender mainstreaming through integration of
gender equality concerns into the analyses and
formulation of all policies, programs and project.
Greater focus on technical skill Balance in focus on personal, political and technical
aspects of gender training
Creates gender awareness and sensitivity
through one off trainings
Gender training as a continuous and iterative
process combining class room training with non-
training strategies
Does not demand accountability
of institutions
Demand accountability of institutions
Better integration of women in
the society
Structural and systematic transformation of the
society.
Training as an end Training as a mean to an end
No impact assessment of training Impact assessment of training

7. Making gender capacity building effective…
 Links to personal, social and institutional transformation
 Transformative rather than a reformist tool..including
use of transformative approaches
• challenging the ideological, socio-cultural, economic,
political and institutional frameworks and structures that
create and recreate gender inequalities
“focus on developing skills on the integration of gender perspective
has led to „technicalization‟ and depoliticisation of gender training”
 Long term commitment to capacity building, not one
offs, not an event but a process
 Combine training with non training strategies ( CB a
necessary but not sufficient condition)

8. Targeting approaches
 Targeting of resources, activities or services to
specific groups of individuals with anticipation of
changes in their “situation” relative to others
 Different levels of targeting
• whole projects, project components, activities,
resources, assets, services

9. Targeting approaches
 There are some advantages to targeting
• Reduce inequalities in distribution of key resources,
assets (positive discrimination)
• Processes such as capacity are directed to those that
need, or can use it..
• Matching of interventions to needs and therefore
potential for higher impact
 Caution
• Targeting can lead to more marginalization if not well
done (backlash, withdrawal of other services)
• Discussions on need for targeting will all concerned
groups

10. Collective Action
 Use of groups to improve rights and access to
services, accumulation of assets, linkages to
markets, management of resources is a well-
established means of social and economic
empowerment

11. Collective action:
 Key issues
• Are women only groups more appropriate for
reaching women than mixed only groups?
Governance, leadership, women‟s voice and
representation
• Form new groups or use existing ones?
How representative are the members in
these groups? Do the poor participate in
collective action?

12. Participatory Approaches
 Involving rural women in the design of technologies
products and services that are intended for their
use and in the planning of services that are
intended to reach them
 Women‟s participation in the design of water,
transportation, energy, farm technology, asset
transfer schemes

13. From Data to strategies
 What informs strategies to
address gender issues?
 Past project experiences
/experiences from other
organizations
 Stakeholder consultations
on key issues and potential
strategies
 Local knowledge of issues
and context
 Use of gender data
(baseline data, case studies
etc)

14. East Africa Dairy Development
 Gender strategies informed by;
• Analysis of a baseline report carried out in Kenya,
Rwanda and Uganda
• Consultative meetings between the EADD gender focal
persons from the 3 countries and ILRI
• Consultations and discussions with staff and partners in
EADD
 Strategies are specific, addressing the real issues and
owned by project stakeholders /partners
 Integrated into annual work plans of project staff and
partners

15. Process Approach
M&E and
Learning
Identification of key
gender issues
based on baseline
data and field
experiences
Identification of
potential strategies
to address key
issues
Develop indicators to
measure progress and
effectiveness of these
strategies
Implementation of
proposed strategies
Assessment
evaluate the
effectiveness of
these strategies
Documentation
and sharing of
experiences and
lessons

16. Key issues at different levels of the
project
Low access and use of improved technologies, inputs and services by women and
female headed household
Women lack assets-means of production and assets such as land, financial
capital, livestock etc. it‟s therefore difficult for women to invest in cows and land
that do not belong to them
Low and ineffective participation by women in meetings
Low registration of women in groups
Women not actively taking up leadership roles and when they do, they are taking
the roles of treasurer or Secretary in groups
Milk is delivered to CPs by women but money is collected by men/husbands.
Few women buy shares and involved in management of chilling plants
Attitudes towards gender issues are not always positive and there exists gender
stereotypes amongst staff that get transferred to the work with groups and
communities
Majority of staff have low skills on how to deal with the gender issues and how to
integrate gender in their work

17. From results to strategies
 Low participation of
women in marketing
co-operatives
• Proposed project
interventions for milk
marketing =chilling
plants based on a co-
op model
 Low ownership of
shares by women in
farmer managed co-
operatives and
infrastructure
0
10
20
30
40
50
60
70
80
90
100
Kenya Rwanda Uganda All countries
%ofmaleandfemaleregistered
Men and women registration in co-operatives
Male Female

18. Addressing key issues
 Discussions with gender focal persons and other
project staff on reasons for these trends
• Proposed focus group discussions with both
men and women farmers on reasons for low
registration by women and low purchase of
shares
• Key causes:
Low access to finances
Cultural issues around women‟s status and
place in the hh
Proposed strategies for joint registration
have not worked due to cultural issues

19. Multiple strategies for different
contexts
Low registration
and purchase of
shares by women
Tailor services being offered to the chilling
plants to meet specific needs of women (e.g
the payment system) and monitor extent to
which women buy shares based on this
Use women groups who open a group supply
number to which they contribute milk (instead
of cash contributions). Part of the income
from this is then used to buy shares for the
group members.
Propose to a few chilling plants to test a
subsidized price for shares to women
Set up a revolving fund for women with
potential links to microfinance and village
banks
Capacity building for transforming gender
relations and attitudes

20. Key results form the baseline studies
 Women keep more and have more control of
milk sold in the evening to informal markets
compared to milk going to formal channels..co-
ops
• Milk is delivered to co-ops by women but money is
collected by men/husbands.
 Possible causes
• Men are registered as members, women do the milking
and deliver the milk
• Payment is through back accounts which are in the
names of male heads of households
• Money is also diverted due to the payment schedule of
the chilling plant (monthly/ or bi weekly)

21. Multiple strategies for different
contexts
Income to women
from milk sold in
co-ops /CPs very
low
Evaluate feasibility of payment systems which
women are more likely to have access to e.g
Mpesa, ZAP. This will be based on an
assessment of ownership of mobile phones by
women (asset ownership not disaggregated
during baseline).
Combine both formal and traditional milk
marketing to ensure women do not lose
control of milk income (morning milk taken to
CPs, evening milk sold through informal
channels).
Capacity building for transforming gender
relations and attitudes
Village banks and increasing capacity for
women to become members

22. How do we know these strategies
work?
 Effectiveness of the strategies
• in addressing the issue
• cost effectiveness
• other?
 What indicators:
• Qualitative /quantitative
• Local indicators /scientific indicators
• Core key set of indicators complemented with
qualitative studies

23. How do we know these strategies
work?
 Some methods..
• Regular monitoring and field data collection
Integration of variables into existing tools
e.g participation data, register of
shareholders
Regular analysis; to feed back into the
analysis
 Case evaluation of specific strategies
 To integrate in impact assessment