Gender in Agricultural programs: Learning Gender in Agricultural programs: Learning

from Practice from Practice

Workshop on Workshop on Improving agriImproving agri--practice: adding practice: adding

value for Women in Agriculturevalue for Women in Agriculture--ICRW ICRW

2424thth May 2011, May 2011,

Gerald MutindaGerald Mutinda-- East Africa Dairy Development Project, NairobiEast Africa Dairy Development Project, Nairobi

OverviewOverview

� Brief about EADD,

� How Gender Analysis was conducted

� The kinds of Data collected & at what Nodes

� How data was/is used to shape implementation & outcomes

� Bottlenecks during implementation associated to lack of gender data

� Conclusions & lessons

EADD in briefEADD in brief

• A 4 (& ½) years smallholder dairy project

• Vision-Double dairy income in 179,000 families

• Knowledge based interventions to:• Sustainably increase dairy productivity & efficiency

• Expand dairy markets and increase access

• Through the dairy-hub approach

• Countries; Kenya, Rwanda & Uganda

• A consortium of partners led by Heifer international- Technoserve, ILRI, ICRAF, ABS

• Funded by BMG Foundation

Cornerstone of the project: the hub Cornerstone of the project: the hub

approachapproach

How Gender Analysis was conducted

1. Dairy sub1. Dairy sub--sector value chain analysis sector value chain analysis

Source:

Value chain of both formal and informal market is fragmented, with low level of vertical integration

Players • ~ 1.8 M smallholders

• ~ 5K large farms

• Large number of individuals using bike, foot or vehicles

• A number of bulking centers

• ~ 70 chilling plants, not all operational

• 34 registered, 3 large

• Informal: a number of brokers and hawkers

• Formal: a number of agents and distributors

• Mobile: a large number of traders selling milk door to door

• Fixed: kiosks, stores, supermarkets

Integration • Can be done by producers or by processors when they buy directly from producers

• Owned by either producers or processors, some donor-funded

• Own chilling plants and some parts of transport chain

• Producers and transporters sometimes sell milk directly to end consumer

Production TransportChilling

andbulking

Processing

Transport/distribution

Retail

Source: Interviews, market research, KDB, IFC, ILRI

Informal and formal

Formal

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•Analysis not sufficiently Gendered

•Very minimal gender

disaggregation of data

•Data collected; production, Transport, Chilling & Bulking;

processing Distribution &

Retailing

The first transportation mean is usually a The first transportation mean is usually a

bike, foot or donkeybike, foot or donkey

Transport

Chilling

plant

Broker/hawkers

• Maximum capacity ~100lt

• Average distance 10-30km

• Buys milk at 7-8 am, delivers by 9,10

am, a maximum of one run a day

• Earn a spread of ~ 4Ksh/liter (buy at

17Ksh, sell at 21ksh)

• Successful transporters have long

term relationships with buyers and

sellers

• Most pay cash to producers, some

extend cash advances

Source: Interviews

Sector characteristics

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The link to markets-”transportation” extremely male (youths) dominated

2. Project baseline survey2. Project baseline survey--� Dedicated a whole chapter on; “Gender, dairy

production and marketing”

� Focused more on Household production dynamics

� Data was gender disaggregated to a great extent

Is Gender blind VCA a missed opportunity?; Project Baseline can be remedial

Project baseline surveyProject baseline survey-- Kind of DataKind of Data

Patterns of ownership-livestock & other assets; Electronic, communication, transport related, farm equipment and tools

Access to & use of general & livestock technologies-irrigation, improved breeding strategies-A.I. Expenditure on livestock services

Access to & use of other services (credit, training, membership in groups, investing credit to dairying, reasons not accessing credit)

Decision making patterns (e.g. use of A.I, sale of milk, dominance influence or joint,

Participation in milk markets & membership in Coops- proportion selling milk,

Who receives money from sale of milk- morning and evening milk, formal and traditional markets

General household characteristics – headship & farm management (Resources, age, experience farming, years of schooling

Usage of data to shape implementation & outcomesUsage of data to shape implementation & outcomes

� A gender strategy was developed- informed by the baseline survey & other field analysis;

� site specific gender analyses- e.g. division of labor in pastoralist sites,

� Based on the gender strategy and review of field experiences,

◦ Results oriented annual action plans are developed

◦ Mainstream M & E outcomes, outputs, targets and milestones were reviewed- Engendered

◦ Training and staff capacity development programme developed.

Gender strategyGender strategy-- Household dynamics & ProductionHousehold dynamics & Production

Key issue 11. Decision making at the production level still largely remain with men

Low women decision / joint decision

making in livestock issues

• Targeted gender training in groups

• Exposure visits for both men and women that

demonstrate benefits of shared decision making and

women’s involvements e.g visits to successful dairy

women farmers

Key issue 12. Move from pastoralists’ to intensive system of farming where women have higher workload with no

revenue. Women are thus resisting change

a) Added labour for women e.g feeding

and watering of cows in intensive and

zero grazed systems and yet no

additional income for them

• Analyse the labour issues involved in shifts from

pastoral system to the intensive system for women

Gender strategyGender strategy-- Participation Participation

in Farmer marketing groupsin Farmer marketing groupsKey issue 8: Low registration of women in groups. While joint registration has been taken up, it has its own shortcomings and

names are on paper but women still do not participate

Men are the decision makers

when it comes to registration in

groups.

• Sensitization to both men and women during the group formation

processes of the benefits of having more than one registered

member of family.

• More actively combine use of women groups and mixed groups

Key issue 9: Women not actively taking up leadership roles and when they do, they are taking the roles of treasurer or

Secretary in groups

Women not taking up leadership

positions in groups and DFBAs/

co-operatives

Gender sensitization to the executive committee

• Empowerment training for women leaders/ potential leaders that

includes basic training on leadership skills, organizational and

facilitation skills

• Develop a mentoring system for women leaders and potential leaders

that include exchange visits to groups led by other women

• Strengthen roles taken by women leaders by making them participate

in sub-committees.

Gender strategyGender strategy-- Chilling &Chilling &

bulking issuesbulking issues

Key Issue 6: Milk is delivered to CPs by women but money is collected by men/husbands. As a result, some women divert milk

from the chilling plants. Money is also diverted due to the payment schedule of the chilling plant (monthly/ or bi weekly)

Although joint registration has been

implemented, it has its own short

comings in that names are on paper

but women still do not receive the

money from milk sales

• Group discussions with women on possible solutions

• Test strategies such as group registration of women in the

chilling plants

Women keep more and have more

control of milk sold in the evening to

informal markets compared to milk

going to chilling plants

• Combine both formal and informal milk marketing to ensure

women do not lose control of milk income.

• Encourage registration of women in the chilling plants

Bottlenecks Bottlenecks � Sluggish uptake of the practice of gender

disaggregating data/information,

� Which constrained planning & gender responsiveness of the project,

� Low appreciation of the inherent gender inequity

◦ = limited commitment & accountability among staff

� Anecdotal gender outcomes concealed

LessonsLessons

� A gender aware livestock project is not just a technical project!- is compelled to indulge in HH/community dynamics,

� Capacity of project staff on gender is often assumed leading to missed opportunities

� Women likely to curve new roles in the Traditional markets compared to more formal CP hubs (a research question!)

� Male farmers are interested in change, especially when it makes a business sense to HH wellbeing!

Thank You!