GENDER AND MARKET GOVERNANCE - Food … Market Governance... · The Westin Hotel, Dhaka, March 5,...

Gender and Market Governance

The Westin Hotel, Dhaka, March 5, 2015

GENDER AND MARKET GOVERNANCE

Ramona Ridolfi, Marie Cadrin, Zahra Khan, & Richard Rose

5 March, 2015

Session Objectives and Overview

Objective 1:Understand

the concepts and relevance

of gender and market

governance.

• Objective 2: Investigate

gender and market

governance gaps.

• Objective 3: Formulate

your takeaways and apply

these to your own work.

1. Brief PROSHAR overview,

Marie Cadrin

2. ENHANCING MARKET

LINKAGES presentation

Richard Rose

3. Gender Equality and

Women’s Empowerment

Concepts – Ramona Ridolfi

4. Market Governance – Zahra

Khan

5. Q&A

6. Group task to investigate in

gender and market

governance gaps.

7. Reflection on takeaways



Marie Cadrin Chief of Party – USAID-funded PROSHAR ACDI-VOCA

CoP of PROSHAR (Program for Strengthening

Household Access to Resources) since 2011.

25 years of experience in the areas of

livelihoods, food security and microfinance,

with the goal of improving household incomes

and/or the health status of mothers and

children.

Advocate for women’s empowerment in the

economic, social and civil society sectors.



Richard Rose Technical Director – Programs for International Development Enterprises (iDE) in Bangladesh

ccx

Responsible for the Food Security and Nutrition

and Agricultural Markets portfolios. Including:

Profitable Opportunities for Food Security

(PROOFS) project funded by the Embassy of

the Kingdom of the Netherlands (EKN)

USAID-funded Cereal Systems Initiative South

Asia – Mechanization and Irrigation (CSISA-MI)

iDE’s technical advisory support to the USAID

MYAP Program for Strengthening Households

Access to Resources (PROSHAR)

Previously a consultant for Swisscontact for the

AusAID-funded Introducing Market Development

Indonesia (IMDI) program.



Zahra Khan Gender and Market Development Technical Specialist – iDE Bangladesh

ccx

Zahra works with the Programs Unit at iDE

managing the organization’s gender portfolio and

supporting all activities related to the USAID

MYAP Program for Strengthening Households Access to Resources (PROSHAR).

Zahra has previously worked on governance

related interventions with The Urban Institute in

Washington DC for USAID’s Democratic Effective

Municipalities Initiative (DEMI) in Kosovo.



Ramona Ridolfi Gender Manager – HKI Bangladesh

Responsible for gender integration within all

program aspects at HKI Bangladesh.

Direct lead of gender-focused initiatives,

including:

TOPS-funded Nurturing Connections adaptation

in Satkhira (South-West Bangladesh)

Gender and Market Governance Study for

PROSHAR.

Co-founder and Chair of the (I)NGOs Gender

Working Group in Bangladesh.

Previous experience in USAID-funded Nobo Jibon

program and in UN Women Pakistan and Australia.



Program for Strengthening Household Access to Resources

MYAP Award Number: AID-FFP-A-10-00012



PROSHAR



PROSHAR



WHAT WERE THE COMMUNITY

INSTITUTIONS THAT WERE DEVELOPED

THROUGH THE EML COMPONENT?


5 March, 2015

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Richard Rose, iDE Bangladesh. The Importance of Creating Demand, Challenges and Learning. CODESPA Conference: Technologies and services for the Base of the Pyramid.

Challenges and keys to maximize its social impact, Madrid, Spain, 6th November, 2014

Mission to create income and livelihood

opportunities for poor rural households.

iDE delivers Market Systems Development

through:

- Technology commercialization

- Institutional commercialization

- Product design and innovation

Focused on:

- Agricultural Markets

- Food Security & Nutrition

- Water, Sanitation & Hygiene (WaSH)

- Technology & Innovation

• Founded in 1982

• iDE currently operates 12 country programs in Asia,

Africa, and Latin America

• Delivered more than 250 projects in market and

private sector developed valued at over $150 million

in over 20 countries worldwide

• Funding from more than 90 donors, including USAID,

the Bill and Melinda Gates Foundation, DFID, CIDA,

and the World Bank

• Recipient of over 10 international development and

design awards since 2004

• Employs over 500 staff worldwide

Market Development: Reaching the Most Vulnerable


iDE’s technical approach in PROSHAR looked at

adapting M4P for livelihoods programs

This involved:

Building the capacity of the

implementing partners

(Shushilan, CODEC, Muslim Aid)

to deliver market-based

interventions

Developing market infrastructure

to commercialize groups and

benefit poor and vulnerable

populations



12

Building upon investments PROSHAR made in

group formation and technical capacity

Producer Groups with Master Trainers Individual Producers



P

P

P

P

P MT

13 Gender and Market Governance


This social and intellectual capital provided a basis

to commercialize the groups and build apex CIs

Producer Groups Farm Business Groups

FBG

FBGs serve to:

- Formulate business

plans/ identify

production

opportunities

- Transfer technical

knowledge within a

wider forum

- Enable bulk

purchases of inputs

- Represent the

producers to public

and private service

providers



Farm Business Groups

Market linkages between the FBGs and the local

public/ private sector, and service providers

FBA

CP

Input and service

providers

Buyers

Commodity buyers

FBG



The system has nurtured trust-based commercial

relationships and market access for the small-holders/

livelihoods groups

Increased and diversified production as a

result of technology transfer

Increased production in poultry, tilapia

75.9% (2014) cultivate a new

crop/product as a result of PROSHAR

intervention (2013 – 42.7%)

PROSHAR Annual Survey 2013-14

Improved commercial behaviors PG members bulking as a result of PROSHAR

intervention increased from 4.1% to 71.2%

Sales for FBG members (in Oct-Dec 2013 - USD

9617 and in Jul-Sep 2014 - USD 146,656);

increased sales in CP from USD 292 in Oct-Dec

2013 to USD 69,696 in Jul-Sep 2014

Improved market access Increased market access for agricultural

smallholders – now 60.1% (2014)

compared to 47.4% (2013)

Increased market access for alternative

livelihood groups members – now 88.6%

(2014) compared to 65.6% (2013)



Considering gender and market governance

Governance

How can the infrastructure

created continue to serve

the vulnerable groups?

Gender

Is a key consideration with

regards to vulnerability

given the strong focus from

PROSHAR on gender

Female Male



GENDER EQUALITY AND WOMEN’S EMPOWERMENT


5 March, 2015

Helen Keller International – Helen Keller International (HKI) has more than 180

programs reaching 100 million people each year in 21 African and Asian countries, as well as in the US.

– In Bangladesh: food security (Homestead Food Production), access to income, nutrition and blindness prevention.

Mission – To save the sight and lives of the most vulnerable and

disadvantaged. We combat the causes and consequences of blindness and malnutrition by establishing programs based on evidence and research in vision, health and nutrition.

HELEN KELLER INTERNATIONAL: WHO WE ARE

18

Gender: – Gender Equality and Women’s Empowerment is a key focus of

the organization’s work.

– Integrated across programs, from nutrition to HFP and market inclusion. Helen Keller in Burma, 1955

Photo: © Public Domain

WHY FOCUS ON “GENDER EQUALITY” AND “WOMEN’S EMPOWERMENT” WITHIN THE MARKET SYSTEM DESCRIBED IN PROSHAR?


19 USAID Leo Brief - WEE

“Inclusive Market Systems have the structures that enable women’s equal access to resources and catalyze women’s agency to act upon the acquisition of those resources and influence the system they live in”. [USAID – WEE]

• Gender Equality refers to a society in which men and women enjoy the same rights, opportunities, resources, obligations, and benefits. Gender equality does not suggest that men and women are the same, but that everyone has equal value and the right to not be discriminated against based on their gender or biological sex.

• Women’s Empowerment is a critical aspect of achieving gender equality. Women’s empowerment is achieved when women and girls acquire the power to act freely, exercise their rights, and fulfill their potential. While empowerment often comes from within individuals themselves, cultures, societies, and institutions create conditions that facilitate or undermine the possibilities for empowerment.

[USAID, LEO BRIEF - WEE]


20

WHAT ARE SOME UNIQUE BARRIERS THAT WOMEN FACE WITHIN MARKET SYSTEMS?


21

- Resources - Opportunities - Networks - Services

- Mobility - Time

MOBILITY

Ability to leave the homestead to seize market opportunities without movement being scrutinized and controlled by others, ability to collaborate with peers and leaders.

Female Business Advisors: “I do not go to Dhaka, my husband goes. He goes to different shops and sells karchupi to whom gives him the highest price.”


22

TIME CONSTRAINTS The burden of household duties and

time spent conducting unpaid and

unrecognized domestic labor

(cooking, cleaning, child care etc.),

Female Business Advisor: “After completing all the household chores they [female producers] do the production work as quickly as possible.”


23

“Ability to make decisions and act on opportunities that lead to advancement.” [USAID – WEE]

Her Voice!

Photo: © M.Ameen/HKI

COMMUNITY ATTITUDES/GENDERED RULES


24

Gendered Rules Descriptions

Informal Norms Gender-roles, taboos, expectations

Relations How men and women engage in relationships

Formal Laws Rules of conduct formally recognized (e.g.: personal property and inheritance laws)

Policies Regulations, procedures and other principles formally adopted by an institution (farmers’ cooperative policy).

Source: USAID LEO BRIEF - WEE

Source: Springfield Center



INTRODUCING MARKET GOVERNANCE


5 March, 2015

What is Market Governance?



Market governance can be understood as

the formal or informal rules that affect the

behavior of various economic actors in a

particular market system

Governance is implicitly addressed in the

M4P approach:

Aligns with market actor incentives

Takes on facilitative role

How can we analyze, address and monitor

governance related constraints?

How to Analyze Governance Issues?

file:///C:/Users/Richard/Downloads/ediscussion_on_governance_and_m4p.pdf



5 Principles of Good Governance

Accountability



Refers to a relationship of control of power between a principal and an

agent as well as to the obligation of people holding power to explain their

decisions. In addition, it concerns the duty of the controlling agencies to

reward good performance and to sanction abuses of power.

Transparency

Implies that people can obtain information about the rationale underlying

decisions, decision-making criteria, the intended manner of implementing

a decision, and any insight into its effects.

Principal Agent

Answerability

Enforcement

Figure 1: Conceptualization of Accountability

5 Principles of Good Governance

implies that all population segments need to be connected to the political

and social processes that affect them.

Participation

Non Discrimination

means that no group may be excluded from power and resources. This implies

that proactive public integration policies for excluded or marginalized groups

need to be implemented

Efficiency

implies that financial and human resources are used in optimal fashion (in other

words, the target is fixed in relation to the resources, or the resources are adapted

to the fixed target), without waste, corruption, or delays.



What Is The Relevance of Market Governance?

Where are the gaps?

How could local market system be sustainably enhanced?

What interventions should be developed and deployed to support

the governance, formal or informal, of the local market system to

the benefit of the poorest and most vulnerable?

How can market infrastructure developed under projects

continue to work in the interest of the poorest and most

marginalized farmers once project is over?



Focus on:

Incentives of market actors

State of marginalized producers

Market Systems Map



QUESTIONS?


5 March, 2015

Market Systems Map showing gender information

Female Male

FBG

Local out put buyers

Local input sellers

Large scale buyers

Inputs suppliers

Producers

PG

PG

FBA





GROUP WORK

Task 1: Describe the relationship between

the market actors in the circle.

Task 2: Identify the potential gender

constraints of the market actors in relation

to each other.

Task 3: Identify some of the issues related

to accountability, transparency, non-

discrimination, efficiency and participation

and how they could be overcome.


Female Male


Local input sellers

Large scale buyers

Inputs suppliers

Producers

PG

PG

FBG FBA



FBG


Female Male

FBG


Local input sellers

Large scale buyers

Inputs suppliers

Producers

PG

PG

FBA



CPMC


Female Male

FBG


Local input sellers

Large scale buyers

Inputs suppliers

Producers

PG

PG

FBA



CPMC



THANK YOU


5 March, 2015

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