Opportunities and challenges of costing sectoral policies and interventions, Rwanda experience

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  • 1. OPPORTUNITIES AND CHALLENGES OF COSTING SECTORAL POLICIES AND INTERVENTIONS Costing the Agricultural Gender Strategy Rwanda Experience Bolivia, 12 September, 2013
  • 2. MINAGRI 2013 Outline 2 Gender Context in Rwanda Benefit of Use of validated Agricultural Gender Strategy Costing Experience Challenges and Way Forward Rwanda Agricultural Gender Strategy Lessons learned and recommendations
  • 3. MINAGRI 2013 Rwanda Agricultural Gender Strategy  April 2011 the Agricultural Gender strategy and its costing were approved in a workshop chaired by the Permanent Secretary of MINAGRI at Laico Hotel in Kigali. Main Actors:  Ministry of Agriculture and Animal Resources  Gender Monitoring Office  Ministry of Gender and Family Promotion  UNWOMEN  CIDA 3
  • 4. MINAGRI 2013 Gender Context in Rwanda 4 STRATEGIC FRAMEWORKS 1994 2003 2010 2020 EDPRS I Vision 2020 National Gender Policy PSTA I 2004/07 PSTA II 2008/12 PSTA III 20013/17 OPERATIONAL PROGRAMMES EDPRS II Rwanda National Constitution of 2003 Agricultural Gender Mainstreaming Strategy Political Will
  • 5. MINAGRI 2013 5 Gender Mainstreaming in the Strategic Plan for Transformation of Agriculture II (PSTA II) PROGRAMME 1: Intensification and development of sustainable production systems PROGRAMME 2: Support to the professionalizati on of producers PROGRAMME 3: Promotion of commodity chains and development of agribusiness PROGRAMME 4: Institutional development PSTA programmes  Rwanda’s Agricultural Gender Strategy emerged during the implementation of PSTA II (2008-12)  Gender was mainstreamed in the four PSTA III Programmes
  • 6. MINAGRI 2013 Costing Experience  Partners in the Agricultural Sector having gender in their intervention were grouped in the Agricultural Sub Sector Working Group, through which they gave their contribution in regards to costing of the sectoral gender mainstreaming strategy  Main national gender machineries (MIGEPROF & GMO)were also involved in the above sub-Sector working group  The review of existing statistics and relevant reports was used as a methodology to conceptualise the strategy 6
  • 7. MINAGRI 2013 Costing Experience Cont’d  Based on identified gaps, related interventions were proposed  Proposed interventions were costed referring to the tariffs and conditions of different goods and services provided by the Public Procurement authority.  Identifying all tasks necessary to execute every activity highlighted in the strategy that was deemed important in the realization of strategy outputs,  Assigning costs to all identified tasks based on market rates guided by the rationale for the activity as the underpinning principle (rates, quantities, inputs) 7
  • 8. MINAGRI 2013 8 The rates used in the costing were obtained from the guidelines on market issues in MINAGRI, and the regulation related to public procurement and public expenditure in Rwanda. After the availability of the draft document, all Partners in the wide Sector working group also contributed and validated it. Possible investors were identified in the sub sector working group, mainly UNWOMEN and the Ministry of Agriculture. After the availability of the draft document, all Partners in the wide Sector working group also contributed and validated it.
  • 9. MINAGRI 2013 One of the activities identified was to recruit a Gender Expert to insure implementation of the Sectoral Gender Strategy. The recruitment was completed by July 2012 As a result, the PSTAIII document is gender responsive Other activities have already been implemented (eg: A Needs Assessment Study on Gender responsiveness of Agricultural service delivery, Capacity building of Agronomists, Veterinarians and Service Providers in Gender Responsive Service Delivery, Gender mainstreaming in different policies and strategies at the Ministerial level) 9 Benefit in the Use of validated Agricultural Gender Strategy (example)
  • 10. MINAGRI 2013 CAADP Cycle II: Private Sector Participation 10 Challenges Way forward FROM... There is still an understanding that gender mainstreaming is a task of the gender expert, and that it is a secondary issue. Despite the Political Will, institutional arrangements and all other existing opportunities, There still tendency to ignore the request of gender disaggregated data. The plan to engender existing Monitoring and Evaluation Tools will help to get gender disaggregated data regularly Engendered PSTA targets will make every staff feel responsible while implementing related program
  • 11. MINAGRI 2013 11 Lessons learned and recommendations Gender Mainstreaming Strategies are very useful tools in line with prioritising gender related interventions in the sector Engendering responsive targets in sector strategies is the right way towards the elimination of existing gender gaps Every sector of the economy should have its own gender mainstreaming strategy Engendering Monitoring and Evaluation tools is very crucial, in order to take informed decisions.
  • 12. MINAGRI 2013 Thank You Merci 12