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