Presentation by Jemimah Njuki at the FAO-ILRI Workshop on Integrating Gender in Livestock Projects and Programs, ILRI, Addis Ababa, 22-25 November 2011.

1. Gender in Project Implementation
Jemimah Njuki
Team Leader: Poverty, Gender and Impact
FAO-ILRI Workshop on Integrating Gender in Livestock Projects and Programs,
ILRI, Addis Ababa, 22-25 November 2011

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
Exploitative Accommodating Transformative
Gender Blind

4. A stratification of strategies
Take advantage of rigid gender norms and existing imbalances in
Gender power to achieve program objectives.
Exploitative Expeditious in the short run but unlikely to be sustainable
Can result in harmful consequences and undermine the
program’s intended objective
Gender Acknowledge the role of gender norms and inequities and seek
to develop actions that adjust to and often compensate for them.
Accommodating No active strategy to seek to change the norms and inequities
Focus on limiting any harmful impact on gender relations.
Actively examine, question, and change rigid gender norms and
Gender
imbalance of power
transformative 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. Strategies: Capacity Building
• 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

6. Integrationist Gender Training Transformative Gender
Training
Gender training as a stand-alone Gender training as part of
initiative institutional reform
Focus on gender roles Focus on gender relations
Describe gender inequalities Analyze gender inequalities
Gender mainstreaming through increasing Gender mainstreaming through integration of gender
number of women within organization / groups 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 Gender training as a continuous and iterative process
through one off trainings combining class room training with non-training
strategies
Does not demand accountability Demand accountability of institutions
of institutions
Better integration of women in Structural and systematic transformation of the society.
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 and livelihoods
analysis, 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
Identification of key
gender issues based Identification of
on baseline data and potential strategies
field experiences to address key issues
Documentation and Develop indicators to
sharing of measure progress and
experiences and effectiveness of these
M&E and
lessons Learning strategies
Assessment
evaluate the Implementation of
effectiveness of proposed strategies
these strategies

16. Key issues at different levels of
the project

17. From results to strategies
• Low participation of
women in marketing co-
operatives
– Proposed project Men and women registration in co-operatives
100
interventions for milk
% of male and female registered
90
marketing =chilling 80
plants based on a co- 70
60
op model 50
40
30
• Low ownership of shares 20
10
by women in farmer 0
managed co-operatives Kenya Rwanda Uganda All countries
and infrastructure 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
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
Low registration and Use women groups who open a group supply
purchase of shares number to which they contribute milk (instead of
by women 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
•
studiesmore control of milk
Women keep more and have
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. 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

22. 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

23. Multiple strategies for different
contexts
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).
Income to women
from milk sold in co- Combine both formal and traditional milk
ops /CPs very low 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