Srategies and m&e


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Srategies and m&e

  2. 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. 3. A stratification of strategies Gender Aware Gender Blind Exploitative Accommodating Transformative
  4. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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 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. 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. 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. 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