Prototype Guide for Integrating Gender€¦ · Thiele Graham,Prain Gordon,Devaux Andre. Prototype Guide for Integrating ... Research Program on Roots,Tubers and Bananas and by PIM,the

Prototype Guide for IntegratingGender into Participatory

Market Chain Approach Mayanja Sarah, Barone Silvia, McEwan Margaret,Thomas Bernet,

Amaya Nadezda,Terrillon Jacqueline,Velasco Claudio, Babini Claudia,Thiele Graham, Prain Gordon, Devaux Andre.

Prototype Guide for IntegratingGender into Participatory Market

Chain Approach

Mayanja Sarah, Barone Silvia, McEwan Margaret,Thomas Bernet,Amaya Nadezda,Terrillon Jacqueline,Velasco Claudio, Babini Claudia,

Thiele Graham, Prain Gordon, Devaux Andre

CREDITS

This publication of the International Potato Center (CIP) has been supported by RTB, the CGIARResearch Program on Roots,Tubers and Bananas and by PIM, the CGIAR Research Program on Policy,Institution and Market.

© International Potato Center, Lima, Peru

ISBN:DOI:

CIP publications contribute with important development information to the public arena.Readers are encouraged to quote or reproduce material from them in their own publications.As copy-right holder CIP requests acknowledgement and a copy of the publication where the citation or mate-rial appears. Please send a copy to the Communication and Public Awareness Department at theaddress below.

International Potato CenterP.O. Box 1558, Lima 12, [email protected]

www.cipotato.orgProduced by CIP

Correct citation for this publication:Mayanja S., Barone S., McEwan M.,Thomas B.,Amaya N.,Terrillon J.,Velasco C., Babini C.,Thiele G., PrainG., Devaux A. (2016). Prototype Guide for Integrating Gender into Participatory Market Chain Approach.International Potato Center, Lima, Peru.

Production CoordinatorsSilvia Barone, Claudio Velasco

Corresponding authorsSarah Mayanja, [email protected]; Silvia Barone, [email protected];Claudio Velasco, [email protected]

Design and LayoutJosé Jiménez, Silvia Barone

This document presents strategic guidelines still under preparation.We encourage the use of the ideas present-ed here on the understanding that the source is recognized, and welcome comments to help us improve theexposed information.The ideas expressed here are the authors' alone and do not necessarily reflect the officialposition of the International Potato Center (CIP).

Año 2016

Prototype Guide for Integrating Gender into Participatory Market Chain Approach III

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Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VII

Background Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Arguments for integrating a gender perspective into PMCA . . . . . . . . . . . . . . 12What are the expected changes introduced by this guide? . . . . . . . . . . . . . . . . 13How to use this trainer guide: important points before starting . . . . . . . . . . . . 13What this guide can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13What this guide cannot do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Learning objectives of the Prototype Gender-Integrated Trainer Guide for PMCA 14What are the PMCA phases and the corresponding gender tools to be used? . 15The gender tools for PMCA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Tool 1: Gender -sensitive Impact Filter . . . . . . . . . . . . . . . . . . . . . . . . . . 17Tool2: Gender Organizational assessment of partner organization . . . . . 17Tool3:Gender sensitive value chain mapping . . . . . . . . . . . . . . . . . . . . . . 18Tool4: Gender based contraints Analysis and planning . . . . . . . . . . . . . . . 18Tool5: Gender risk and benefit analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 18

What capacity-development challenges are likely? . . . . . . . . . . . . . . . . . . . . . . . 19 How are the capacity-development challenges going to be faced? . . . . . . . . . . 19

Workshop 1 Introduction to PMCA: market chain assessmentand opportuniy identification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Training PMCA phase 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Backstopping PMCA Phase 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Suggested Structure of Workshop 1 Sessions . . . . . . . . . . . . . . . . . . . . . . 27Workshop 1 Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Assignment 1: Group Work - SWOT Analysis . . . . . . . . . . . . . . . . . . . . 32Tool1: Gender-Sensitive Impact Filter . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

TABLE OF CONTENTS:

Chapter 1. Introduction: gender-sensitive training on PMCA application . . . . . . . 9

Chapter II.Training workshops and backstopping activities . . . . . . . . . . . . . . . . . 21

Prototype Guide for Integrating Gender into Participatory Market Chain Approach IV

Tool 2: Gender Organizational Assessment of Partner Organization . . . 42Tool 3. Gender-Sensitive Value Chain Mapping . . . . . . . . . . . . . . . . . . . . 51Assignment 2. PMCA Evaluation and Planning . . . . . . . . . . . . . . . . . . . . . 58

Workshop 2— Analysis of Market and Innovation Opportunities . . . . . . . . . . 59Training PMCA phase 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Backstopping PMCA phase 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Suggested Structure of Workshop 2 Sessions . . . . . . . . . . . . . . . . . . . . . 62Workshop 2 - Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Tool 4. Gender-Based Constraint Analysis and Planning . . . . . . . . . . . . . 67

Workshop 3. Launching the innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Training PMCA phase 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Backstopping PMCA phase 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74Suggested Structure of Workshop 3 Sessions . . . . . . . . . . . . . . . . . . . . . 76Workshop 3 - Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78Tool 5. Gender Risk-Benefit Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Workshop 4. Planning post PMCA activities . . . . . . . . . . . . . . . . . . . . . . . . . . . 86Suggested Structure of Workshop 4 Sessions . . . . . . . . . . . . . . . . . . . . . 87Workshop 4-Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

Annex 1. List of suggested tools to be used for each training workshop and PMCA phase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91Annex 2. Example of application of tool 2: gender organizational assessmentof partner organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Annex 3. Example of application of tool 3: results of a Gender-Sensitive Mapping of the Cooking Banana Value Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . 98Annex 4. Example of application of tool 4: gender-based constraint analysis and planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98Annex 5. Example of tool 5: gender risk-benefit analysis . . . . . . . . . . . . . . . . . 100Annex 6.Additional on-line training material supporting the present guide in introduction to gender mainstreaming in VCD . . . . . . . . . . . . 102

Annexes. Examples of tools application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Prototype Guide for Integrating Gender into Participatory Market Chain Approach V

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We acknowledge the support of the CGIAR Research Programs on Roots,Tubers andBananas (RTB) and on Policy and Institution and Market (PIM) respectively, which haveenabled south-south learning between colleagues based in Africa and Latin America,and among field practitioners engaged in integrating gender into value chain approach-es, tools and interventions.

We also value the support of the OFSP-AIS program, funded by ASARECA, throughwhich, in 2012/2013, we began the effort of integrating gender into the ParticipatoryMarket Chain Approach (PMCA) in East Africa (Kenya,Tanzania, and Uganda).A similarundertaking by colleagues from Latin America started in April 2013, during an OFSP-AIS gender in business planning workshop, where CIP's researchers participated andinitiated an intense collaboration to develop additional tools for mainstreaming genderin the PMCA, and to test and validate them in the Andean countries.The impetus forpublishing this prototype guide came one year later, in April 2014 in Entebbe, whenRTB and PIM co-funded a workshop to review CGIAR efforts of mainstreaming gen-der in value chains.At this workshop, CIP researchers discussed and approved thePMCA gender tools with key inputs and reflections from colleagues from Bioversity,CIAT and IITA.

A special thank goes to CIP researchers, Margaret McEwan and Sarah Mayanja, for thevaluable contribution to develop and adapt the first version of the gender responsivetools for PMCA.We would like to thanks Gordon Prain, Leader of CIP Centre ofExcellence for Social and Health Sciences and Innovation Systems, and Andre Devaux,CIP Latin American and Caribbean Director, for their support and commitment to thegender and value chain agenda.We owe a special thanks to Graham Thiele, Leader ofthe RTB Program, for the important feedbacks and theoretical reflections providedduring the workshop held in Uganda in 2014, and afterwards.We can't fail to acknowl-edge contributions from Thomas Bernet from FiBL (but previously with CIP) for hissupport contributions during the process. Also, a special thanks goes to NetsayiMudege, the Gender Research Coordinator at CIP, for the inputs and the supervisionin the approach used for mainstreaming gender in the PMCA.

ACKNOWLEDGMENTS

We are pleased to express a deep and sincere thank to Silvia Barone for undertakingthe coordination role during reviewing and integration of inputs and for the finaliza-tion of the guide; to Jacqueline Terrillon, a consultant from the professional network ofAgriProFocus, for all the expertise during gender workshops and tools development,and to Nadezda Amaya, Claudio Velasco and Claudia Babini for their assistance in revi-sion of the gender tools and the final publication of this guide.

Finally, we are also grateful to José Jiménez for his support in the layout and cover artof the guide.

VI

Prototype Guide for Integrating Gender into Participatory Market Chain Approach VII

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The Prototype guide for integrating gender into the Participatory Market ChainApproach seeks to build understanding on gender issues into value chain interventionsand to create the capacities of PMCA's facilitators in applying gender analysis anddeveloping gender-sensitive strategies to promote equitable opportunities for men andwomen to access to and benefit from the PMCA intervention.

This guide is a prototype document developed from lessons learned during fieldresearch and exchanges between CIP researchers and PMCA practitioners from EastAfrica and the Andes.

To develop a gender-sensitive PMCA, gender components were integrated into thePMCA's methodology in the form of specific tools that accompany the PMCA's phasesof analysis and intervention.Two types of gender tools are presented in the guide: newgender tools nested into critical points of PMCA and a review of existing PMCA toolsthat have been made gender-sensitive.

The gender tools are meant to help users to consider critical gender issues, such as:an improved understanding of men's and women's division of roles and power posi-tions in the value chain, a better identification of specific gender needs, an in-depthanalysis of the opportunities and risks for men and women when new businesses arecreated, and the need of promoting gender-equitable market-driven solutions. Learningand capacity development of trainees are achieved through a sequence of trainingworkshops developed along the three phases of PMCA and their skills are reinforcedby backstopping activities.

The underlying concept is that value chain development interventions such as PMCA,when designed with gender-equitable principles, can foster both competitiveness andenhance poverty-reduction goals.

It is expected that PMCA facilitators who have been introduced to the gender analysisand gender tools presented in this guide will be able to design more gender-responsive,efficient and inclusive value chain interventions.

ABSTRACT

Prototype Guide for Integrating Gender into Participatory Market Chain Approach 9

Chapter I

Introduction: gender-sensitivetraining on PMCA application

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Background introduction

The Participatory Market Chain Approach (PMCA) is a pro-poor value chain (VC)methodology aiming at stimulating market chain innovations that promote win-winrelationships between market actors and smallholder farmers in order to facilitatetheir participation into the value chain. It was developed in 2005 by the InternationalPotato Center (CIP) with the experience gained in the Andes.This methodology hasbeen applied to several VCs during the last ten years including East Africa and Asia,and has proved to be a powerful approach to fostering market-driven innovations andfacilitating smallholder inclusion.

Two methodological support tools related to the PMCA approach have been developed:

The PMCA User’s Guide (2012), which supports PMCA implementations guidedby facilitators and the institution leading the process (available in English andSpanish);

A Trainer’s Guide, which provides strategic guidance to trainers who are buildingcapacity of PMCA facilitators (available only in Spanish)

Both guides have been applied and validated in the Andes, East Africa and South WestAsia. Based on the applications of the PMCA in East Africa (between 2011 and 2013),CIP researchers and partners identified a major methodological gap in consideringgender issues among VC actors, and therefore the need to make the methodologymore gender sensitive. Indeed, the existing guides lack an adequate focus, as well aspractical instruments on how to analyze and address constraints faced by differentvalue chain actors (men, women, young men, young women), which, in turn, limit thePMCA's effectiveness to ensure more equitable access to opportunities and benefits

Chapter I Introduction: gender-sensitive training onPMCA application

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generated along the chain.These limitations would consequently impair the goal ofhelping reduce gender inequalities of the beneficiaries of the intervention and theywould potentially affect value chain performance.

To address this gap, CIP colleagues in Africa and Latin America have developed, testedand/or adapted several gender-analytical tools to complement the PMCA methodolo-gy and make it gender responsive.This experience gave rise to an ongoing South-South knowledge sharing and learning process between Africa and Latin Americaregions related to methods and tools that aim at improving the link between small-holders and markets.

The process has been supported by the CGIAR Research Program (CRP) on RootsTubers and Bananas (RTB) and the CRP on Policy Institutions and Markets (PIM).Based on this experience and on the previous guides, this document proposes a sys-tematic strategy to incorporate gender tools into the PMCA and to assist trainers inthe development of PMCA facilitators' capacities for the application of the gendertools.

Arguments for integrating a gender perspective into PMCA

A number of arguments have been put forward to emphasize the importance of agender perspective and of gender-sensitive analytical tools for value chain analysis,such as:

(i) Social justice: human rights translate differently for men and women.(ii) Poverty reduction: fighting poverty is hard if you are gender blind.(iii) Economic consideration: gender inequity is a missed business opportunity (KIT,

AgriProfocus & IIRR, 2013).

Chakrabati (2013) argues from a broader perspective that: "Only when gender equali-ty is assured, economies can make use of society's potential talent as well as encour-age innovations that create wealth". Consequently, the current guide stresses theimportance of applying a gender perspective, supported by specific gender tools, toPMCA implementations and trainings.


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What are the expected changes introduced by this guide?

It is expected that PMCA facilitators, who have been introduced to gender analysisand planning tools presented in this guide will have skills to design more gender-responsive, efficient and inclusive value chain interventions that meet both men's andwomen's needs and interests1, and to adjust the methodology according to the speci-ficities of the context and of the value chain's actors involved.

How to use this trainer guide: Important points before starting

This document is a prototype guide for integrating gender into PMCA; it is comple-mentary to the existing PMCA User's and Trainer's Guides. It reflects the structure ofthe existing Trainer's Guide (Spanish version) and presents a sequence of four trainingworkshops for PMCA capacity building where, gender analysis and tools are intro-duced in each phase of PMCA. This guide intends to be a support document forPMCA trainers as well as for PMCA facilitators during the implementation. It providesgender tools and new insights from field practice.The guide will be validated throughfield applications in different contexts, and the tools will undergo a series of field trialsduring 2016-2017 in Africa and Latin America.

What this guide can do

Introduce key concepts on gender and value chain: why, how and when to intro-duce gender in VC analysis and intervention.

Introduce and integrate gender analysis and perspective into the PMCA capacity-building process, specifically considering the PMCA training workshops describedin the previous PMCA Trainer's Guide and outlined in this guide.

Describe how to incorporate gender concerns throughout the three phases ofPMCA, by using gender analysis, planning and evaluation tools or existing PMCAtools with a gender lens, and provide illustrative examples of how to use thosetools.

Identify check points of each PMCA phase for helping trainers in their backstop-ping activities, ensuring that gender concerns are effectively incorporated.


What this guide cannot do

Provide a detailed full conceptual and illustrative description of the PMCAmethodology and training process, which is described in the PMCA User'sGuide and in the Spanish version of the PMCA Trainer's Guide.

Prescribe which, among the different gender tools proposed, are the mostappropriate for particular VC settings.

Provide a detailed description of the pros and cons of various gender tools. Create full expertise in gender analysis and planning.

Learning objectives of the Prototype Guide for Integrating Gender intoPMCA

The objective of this guide is to help PMCA trainers effectively teach PMCA facilita-tors how to incorporate a gender perspective and use specific gender tools during aPMCA application.The gender capacity-building process follows the sequence ofworkshops and backstopping activities as requested in the PMCA training process.Trainers should work to achieve results at three levels: knowledge, skills and attitudes,as shown in the following scheme.

EXPECTED LEARNING ACHIEVEMENTS

PMCA TRAINING

Knowledge of critical aspects of PMCA the-ory and practice

Skills needed for an efficient PMCA planning,facilitation and monitoring

Attitudes of the potential PMCA facilitators(interests and perceptions about the PMCA,attitude towards value chain actors, and waysof working and approaching problems).

GENDER-SENSITIVE PMCA TRAINING

Knowledge and understanding general genderconcepts and their implications

Skills needed for facilitating and applying genderanalysis and evaluation tools

Shift in attitudes that stimulate awareness andinterest on gender issues and commitment toaddress them.


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What are the PMCA phases and the corresponding gender tools to beused?

The PMCA methodology comprises three phases: Phase 1. Rapid market chain assessment and identification of innovation

opportunities. In this phase a Research and Development (R&D) organization(such as NGO, research institution, etc.) initiates the PMCA process by selectingthe market chain to work on, identifying potential partners and carrying outexploratory market chain appraisal. Phase 1 ends with a final public event, wheremarket chain actors (farmers, traders, processors, and market agents), meet thePMCA leading institution that presents the results of the market chain appraisaland shares actors´ different expectations, constraints and capabilities, and facili-tates discussion on possible innovations.

Phase 2. Analysis, selection and prototype development of identifiedopportunities. During phase 2, the R&D organization establishes thematicgroups, which focus on a particular innovation opportunity in the commodityvalue chain and facilitates meetings.These meetings are designed to: i) fostermutual trust and knowledge-sharing among participants, ii) to deepen the analy-sis of the potential market chain innovations, and iii) to pilot the development ofthe selected innovation (business plan and prototype development). Likewise thefirst phase, this second also ends with a final event where each thematic grouppresents their progress, common objectives and the activities realized to fullydevelop market chain innovations. During this phase, the group and the facilitatorwill meet and engage with other actors in the process of innovation.

Phase 3. Launch of innovation. In this last phase the market chain actors col-laborate for practical innovation processes with the support of the R&D organi-zation.This phase focuses on the activities needed to launch specific innovationsand may take from three to six months. It closes with a large final event in whichthe innovations are launched to a wider group including donors, politicians andinvestors.

In each of these phases, the PMCA implies the application of specific tools for analysisand for decision-making purposes.This gender guide proposes the inclusion of a gen-der perspective through two approaches:

By introducing gender analysis, planning and evaluation tools. By incorporating a gender focus to the existing PMCA tools.


The following table presents new or existing PMCA tools, classified by their level of gender and the corresponding phase of PMCA where they should be used.

Phase 1

Assessment andopportunityidentification

Phase 2

Analysis anddevelopment ofopportunities

Phase 3

Launch of innovation

Name

Gender OrganizationalAssessment of PartnerOrganization (tool 2)

Gender-Sensitive ValueChain Mapping (tool 3)

Gender-Based Constraint Analysis andPlanning (tool 4)

Gender Risk-BenefitAnalysis (tool5)

Level ofgender

significant

significant

significant

significant

Name

SWOT analysis (see box C9page 38, User's Guide)

Gender-Sensitive ImpactFilter (tool1)2

Qualitative Assessment ofthe Market Chain (pg. 41, andpg. 139 Trainer's Guide )

Focus Groups (tool5 User'sGuide)

Rapid Market Appraisal(tool3 User's Guide)

Quantitative Market Study(tool4 User's Guide)

Business Plan and Cost-Benefit Analysis (tool 7 User'sGuide)

Marketing ConceptDevelopment (tool 6 User'sGuide)

Level ofgender

none

significant

some

some

none

none

none

none

PMCA PHASES AND CORRESPONDING GENDER TOOLS

New PMCA Gender Tools Existing PMCA tools

Table1. PMCA phases and corresponding gender tools: new gender tools developed for each one of the PMCAphases (left), and existing PMCA tools made gender-sensitive (right column).Note: the level of gender-responsiveness in all tools has been categorized according to three levels: none, some andsignificant.

2. The impact filter tool was already present in the User's guide but had no gender focus in it.


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The gender tools for PMCA:

Five gender tools for analysis and planning are introduced in this guide.These toolswill be introduced throughout the PMCA training workshops presented in the nextchapter.The tools are:

Tool 1: Gender-Sensitive Impact Filter

The Impact Filter tool is part of the PMCA User Guide (tool1 of User's guide) andhas been revised to incorporate a gender perspective.The Gender-Sensitive ImpactFilter is used in PMCA Phase 1 and provides a rapid qualitative evaluation of theexpected impacts that different market opportunities are likely to have on poverty,society and environment.The Gender-Sensitive Impact Filter tool looks at possibleimpacts of market opportunities on: i) potential to involve women in market chainactivities and in decision-making and ii) potential effect on women's and men's income-generating opportunities, access to resources, and capacity building.This tool will helpto focus on those potential innovations that are most likely to produce the desireddevelopment impacts, including on women's economic empowerment, while not exert-ing a negative impact on the most vulnerable actors.

Tool 2: Gender Organizational Assessment of Partner Organization

This tool consists of a survey questionnaire that aims at collecting and analyzing theperspective of public and private institutions and stakeholders that influences or sup-ports the PMCA intervention.The analysis focuses on understanding both:i) the gender awareness and knowledge of the gender context (gender norms and

rules)ii) the gender responsiveness of the institutions (i.e. whether they have built-in

mechanisms to ensure gender balance within the organization and to carry outinterventions aimed at improving gender equality).

After conducting the interviews, the PMCA facilitator can decide whether the inter-viewed organization can be a potential partner in ensuring that identified gender-basedconstraints are addressed and to what extent it may need some capacity building ingender mainstreaming.This tool is used at the beginning of PMCA Phase 1, along withthe Qualitative Assessment of Market Chain (see Trainer's Guide), and it provides use-ful information on the market chain context to feed into the Gender-Sensitive ValueChain Mapping (tool3).


Tool 3: Gender-Sensitive Value Chain Mapping

This tool enables users to capture information on the roles and the power position ofmale and female actors along the market chain and reveals existing gender issues thatmay impede market chain development.The Gender-Sensitive Value Chain Mappinggives insights on what actions or strategies can support the development of gender-responsive innovations. It is used during Phase 1, prior to the first event, within theR&D organization facilitating the PMCA. Linked to the use of the Gender-SensitiveImpact Filter (tool1), it fosters reflections on gender issues along the chain in a sys-temic way.The tool can also be used during the Final Event of phase 1, together withthe invited actors, to analyze and discuss more explicitly the gender constraints intothe identified (commercial) innovations.

Tool 4: Gender-Based Constraints Analysis and Planning

This tool is complementary to the Gender-Sensitive Value Chain Mapping tool (tool3),and allows a deeper understanding and identification of gender-based constraints andstrategies to address them. It provides insights into gender roles and activities alongthe different nodes of the value chain, while also identifying the constraints faced bythese actors in accessing resources and services needed to carry out their activities.Moreover it facilitates an analysis of the identified gender-based constraints by lookingat their consequences, both for the actors and for the sector as a whole, making itpossible to prioritize the most crucial constraints to be addressed.This tool is bestused in phase 2, after that a market opportunity has been selected by the thematicgroup. It can be first used by facilitators and then validated in a participatory way withthematic group members. Information collected through the Gender-Based ConstraintAnalysis and Planning tool can be useful to be integrated into the Business Plan (tool7User's Guide)

Tool 5: Risk and Benefit Analysis

The Gender Risk-Benefit Analysis is a useful participatory assessment tool to quicklyevaluate the effect that implementing a business opportunity has on female and malechain actors considering relevant dimensions such as amount of work, income, socialposition and/or market position.The tool helps to ensure that business opportunitiesdo not exert a negative effect on either female or male chain actors. It is used duringPhase 2 and 3 with thematic groups.


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What capacity development challenges are likely?

Sharing the theoretical and practical knowledge needed to enable new PMCA facilita-tors to use the methodology in a new context can be a difficult task. Besides deepmethodological insights, in many cases attitude changes are needed from the facilita-tors in order to interact with the variety of market chain actors involved in a theintervention.At the same time, new insights need to be converted into practical skillsfor facilitating the PMCA process and applying the different tools.These challenges become more complex when a PMCA trainer is not available in thelocation where the PMCA is being applied, and that some training and backstoppingneed to be provided through emails, skype or telephone in addition to face-to-facemeeting.This implies that the PMCA trainer must be flexible enough to adapt thetraining modules to a new context, considering the characteristics of the value chainsin which the PMCA is applied, as well as the level of knowledge and experience of thefacilitators and their training needs.

How are the capacity-development challenges going to be faced?

The capacity-building strategy for PMCA aims to respond to this complexity throughthe use of four sequenced training workshops and corresponding backstopping activi-ties integrated into the three structured phases of a PMCA application. Linking thePMCA capacity-building process with implementation of the method will allow thePMCA facilitators to gain relevant capacities stepwise, when they implement themethod and to benefit from an iterative process that allows them to put into practicewhat they have learned, and bring back experiences in the next workshop.The PMCA capacity-building strategy involves both:

(a) training workshops(b) backstopping activities

In general, the training workshops aim at broadening the theoretical and practicalknowledge related to the PMCA. Figure 1 illustrates the sequences of the workshopsand their main objectives to build the capacities needed to implement a PMCA. Onthe other hand, complementary backstopping activities aim at providing practical assis-tance to improve the work and address challenges faced by the facilitators duringPMCA applications. Figure 2 shows the suggested time frame for the capacity-buildingactivities.


Figure 1. Diagram structure to build PMCA capacities: capacity building workshop (left boxes) objectives and main contents, in relationto the learning and skills acquisition (triangle-center) and the type or participants expected in each of the step of capacity building (rigth)

Figure 2.Time linkages between PMCA capacity building process and PMCA applications

Workshop sequence to build PMCAcapacities

PMCA Capacity Building Process PMCA Applications

Workshop participants

Train others

Use

Know

Pha

se 1

Pha

se 2

Pha

se 3

Workshop 4 - Maintain the InnovationProcess Consolidation of obtained innovations Needs and skills to stimulate further

innovations

Workshop 3 - ImplementingInnovations Implement innovations into practice Backstop final Event 1I Tools of Phase 3: theory and practices

Workshop 2 Analyzing MarketOpportunities Facilitation and development of trust Backstop final Event 1 Tools of Phase 2: theory and practice

Workshop 1 Introduction to PMCA PMCA theory and applications Adaptations of method in own context Tools of Phase 1: theory and practice

Workshop 1 Phase 1: Planning Phase 1

Applications (Market Chain Survey)tools and gender tools phase 1

Final Event 1Planning Phase 2:

Applications (Market of Chain Opportunnitieswith a gender lens) toolsFinal Event 2

Planning Phase 3:

Applications (Implementation of inno-vations)Final Event 3

Phase 2:

Phase 3:

Workshop 2

Workshop 3

R&D Institution are trained and will supportpost PMCA consolidation of innovation

R&D actors and PMCA facilitatorsusing in their own context

R&D actors interestedto get to know PMCA

Workshop 4

Training Introduction to PMCA (with gender lens)

Backstopping Phase 1: Process


Planning post PMCA activities


Training PMCA Phase 3: Big Final Event

Backstopping Phase 1: Process: Final Event

Backstopping Phase 2: Process: Final Event

Training PMCA Phase 2



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Chapter II

Training workshops and backstopping activities


Note before starting: how to use the different PMCA Manuals to complementinformation needed for training.When developing the workshop, the PMCA train-er will use this prototype guide to design the structure of the workshop, both ses-sion contents and agenda, and to introduce the gender analysis and tools. He/shewill use the existing Trainer Guide for the general development of the training ses-sion and content, and she/he will make reference to the User's Guide when pre-senting tools already developed in that document.


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One or more R&D organizations and potentialPMCA facilitators involved in supporting the valuechain development are interested in getting toknow the PMCA, having in mind that the method,its concepts and tools might be useful for them.

Different R&D actors and especially technical staffof the organization(s) that will lead the PMCAapplication. Other actors might want to join theworkshop, including donors and policy makers.

By the end of the training, trainees will be able to:1 Understand the basic goals and principles of

the PMCA, and their roles as PMCA facilita-tors.

2 Assess the potential value of the PMCA fortheir organizations and the value chains theywant to work on.

3 Understand the importance of integratinggender in value chain analysis; knowledge andpractice of gender tool for phase1.

4 Better understand how to approach marketchain actors by using a structured processthat aims at creating trust and tangible inno-vations.

Context:

Participants:

Workshop Objectives:

Workshop1Introduction to PMCA: market chain assess-ment and opportunity identification



5 Plan and conduct PMCA Phase 1. Plansshould include reporting and communicationtimeline and norms/procedure to ensureappropriate backstopping from the trainer.

Presentation of PMCA theory and practice,showing practical applications and case studies.

Presentation about why is it important tointegrate gender when working on and ana-lyzing value chains (see annex 6, online pre-sentation available).

Gender skit (see Annex 6). Participants' evaluation of PMCA within their

own market chain contexts. PMCA Phase 1 and its tools, including gender

tools, with practical application, if possible.These tools include: Gender-Sensitive Impactfilter (tool1), Gender OrganizationalAssessment of Partner Organization (tool 2),Gender-Sensitive Value Chain Mapping (tool3)and Qualitative Assessment of Market Chain(trainer’s guide).

Four days, including a field visit during Day 3

One or more R&D organizations decide to applyPMCA in one or more value chains. In the processof planning and implementing Phase 1, in particularthe Qualitative Market Survey and the Final Event,they request technical backstopping to supplementthe information found in the PMCA User's Guide.

Workshop Content:

Suggested Duration:

Context:

Backstopping PMCA Phase 1


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Technical staff of R&D organizations directly facili-tating the PMCA.

With Phase1 backstopping, facilitators will havemore confidence to:

1 Apply PMCA Phase 1 in a credible manner inline with concepts and principles and adaptedto a specific context.

2 Keep PMCA trainers informed about theapplication of Phase 1 progress.

3 Give advice and correct possible mistakesidentified during the application.

a Select the promising market chains and geo-graphical areas to apply PMCA.This is donethrough the use of the Gender-SensitiveImpact Filter (tool 1).

b Revise the list of different market chainactors to be interviewed, taking into accountgender balance in interviewees and in theteam of interviewers.

c Ensure the integration of gender issues inPMCA Phase 1, by applying the following gen-der tools: Gender Organizational Assessmentof Partner Organization (tool2), Gender-Sensitive Value Chain Mapping (tool 3) andthe Qualitative Market Survey (see Trainer'sGuide). Backstopping the application of gen-der tools could be outsourced if PMCAtrainer sees the need.

d Analyze the survey results and summarizethem in a matrix form.Analyze results of gen-der tool application in Phase 1 and integrate

Clients:

BackstoppingObjectives:

Check Points3 duringPMCA Phase 1:

3. A check point is used to check progress on the critical activities needed to complete each phase of thePMCA application. See also section on PMCA Phase 1 in the User Guide


them with the Qualitative Market Surveyresults.

e Identify the subject of the thematic groupsfor the final event (taking into account genderinterest of interviewed actors).

f Practice the application of the Gender-Sensitive VC Mapping (tool3) with facilitators,before the final event where the tool will beapplied, as a participatory exercise.

g Plan the Agenda for the final event.h Prepare presentation of the Qualitative

Market Survey findings (Trainer's Guide).i Prepare the script of the Market Chain

Sketch (if used at the final event) including agender perspective by using results of theGender-Sensitive VC Mapping (tool3).

Note for implementation of the training events.

For practical reasons, it is possible that the trainer and facilitator(s) meettogether for backstopping the activities related to the final event (checkpoints (d) to (i)) just before the final event 1.This would permit the PMCAtrainer to be physically available and also to participate in the final event andto better understand the context where PMCA is applied. The trainingworkshop for phase 2 could be done immediately after the final event ofphase 1 to optimize the logistic of capacity building activities.


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Day1

Introduction to the workshop, including presenta-tion of participants and trainers.

Presentation and discussion of PMCA theory andpractice (use of case studies).

Presentation and discussion of gender in valuechains (use skits on gender roles and their implica-tions, and presentation on rationale for incorporat-ing gender into value chain intervention andPMCA, see annex 6).

Assignment 1 - group work: SWOT analysis of spe-cific market chains and evaluation of PMCA (User'sGuide pg.38).

Day2

Presentation of the suggested tools of PMCAPhase 1: Gender-Sensitive Impact Filter (tool1),Gender Organizational Assessment of PartnerOrganization (tool 2), Qualitative Market Survey(see Trainer's Guide), Gender-Sensitive Value ChainMapping (tool 3).

Day 3 (Field trip)

Preparation of field visit, for testing the qualitativeinterviews that will be used in the QualitativeMarket Survey (see Trainer's Guide).

Session 1:

Session 2:

Session 3:

Session 4:

Session 5:

Session 6:

Suggested Structure of Workshop 1 Sessions:


Day 4

Presentation of the experience and lessons learnedfrom the field visit.

Assignment 2 - group work:Assessment of PMCA'suse in specific chains and planning of PMCA Phase 1.

Final discussion: challenges when using PMCA, nextsteps, workshop evaluation.

Session 7:

Session 8:

Session 9:

Note: Given the time constraints of R&D organization and staff participat-ing to training, the workshop is designed such that key people participate atleast during the first morning, when the method is presented and in the finalsession, when participants share their conclusions about PMCA and thesteps they've planned to move on with implementation. It may be necessaryto bring in expertise for gender in value chains sessions, if the PMCA train-er(s) do not have the skills.


Workshop 1 - Agenda

Time

8.30-8.50

8.50-11.30

11.30-12.00

12.00-13.30

13.30-13.45

13.45-14.00

14.00-15.30

15.30-15.50

15.50-16.30

Responsible person

Representative of R&D organ-ization

PMCA Trainer

PMCA Trainer and trainees4

PMCA Trainer

PMCA Trainer

PMCA Trainer and workinggroups of trainees

PMCA Trainer

Item

Welcome and introduction to the workshop:objectives and workshop program

Context introduction: project and need for mar-ket chain interventions using the ParticipatoryMarket Chain Approach (PMCA)

Brief discussion on PMCA and its applications

Lunch

Video on PMCA applications in Peru

Introduction to SWOT and group work[Assignment1]

SWOT Analysis Part I:Assess two or three mar-ket chain options, that are potentially availableand of interest

Coffee Break (integrated into the group works)

SWOT Analysis Part II:Assess potential impact ofPMCA on SWOT findings

Day 1 Introduction to PMCA

Day 2 Introduction to gender in PMCA

Responsible person

Representatives of eachworking groups PMCA Trainer

Time

8.30-9.00

Item

Presentation of the SWOT Analysis results byworking groups. Feedback from PMCA trainer

4. The trainees include future PMCA facilitators and other staff of R&D organization interested in getting toknow the PMCA methodology.

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Gender in value chainsexpert5 or the PMCA trainer

Gender in value chains expertor the PMCA trainer

Trainees in working groups

Gender in value chains expertor the PMCA trainer


9.00-10.30

10.30 - 11.00

11.00 - 12.00

12.00-13.00

13.00-14.00

14.00-15.30

15.30- 16.00

16.00 0- 17.00

Introduction to Gender in Value Chains: genderroles and their implications (anexe 6)

Coffee Break

Rationale for mainstreaming gender in VC (anexe6)

Group work: making the SWOT analysis gender-sensitive

Lunch

Introduction to gender in value chain analysistools: Gender Organizational Assessment ofPartner Organization (tool 2); Gender-SensitiveValue Chain Mapping (tool 3)

Tea Break

Groups work: Gender-Sensitive Value Chain Mapping

Time

8.30 - 9.00

9.00 - 10.30

10.30 -11.00

11.00-16.00

16.00-17.00

17.00-18.00

Responsible person

PMCA trainer and genderexpertPMCA trainer and trainees inworking groups

Trainees

Trainees

Trainees

Item

PMCA Phase 1 in practice

Preparation for field work: preparing field ques-tionnaire and simulation of PMCA Phase 1Qualitative Market Survey

Tea Break

Travel to field, field work

Return from field, break

Review and prepare results from the field

Day 3 Field Trip

5. In case the PMCA trainer is not confident with his/her gender knowledge and experience, a gender expertmay be requires to develop gender session of PMCA.


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Responsible person

PMCA trainer

Representatives of eachworking group

PMCA Trainer and genderexpert


Representatives of eachworking group

PMCA trainer and trainees

PMCA trainer, traineesRepresentative of R&Dorganization

Time

8.30-8.40

8.40-9.40

9.40-10.10

10.10-10.30

10.30-12.00

12.00-13.30

13.30 - 14.15

14.15 - 15.15

15.15-15.45

15.45 - 16.30

Item

Recapitulate previous days, and presentation ofthe objectives of the day

Reports of field visit and interviews from theworking groups: findings and lessons learned(including potential of PMCA for specific sectorand main gender-based constraints)

Discussion and feedback from PMCA consultantsusing PMCA

Coffee Break

Group work: [Assignment 2] PMCA Evaluationand Planning- Reasons for applying PMCA to trigger marketchain innovations- How to create an enabling condition for gendersensitive PMCA applications- Develop an action for plan PMCA application

Lunch

Reports from group work

Feedback from PMCA trainer and plenary discus-sion

Coffee Break

Conclusions, workshop evaluation and way for-ward Workshop closure

Day 4 Planning PMCA phase 1


The SWOT Analysis is a qualitative evaluation toolthat can be used to assess products, projects, per-sons, methods, etc.This evaluation method is basedon the perception of the evaluators regarding thefollowing four aspects:

S = StrengthsW = WeaknessesO = OpportunitiesT = Threats

These four aspects are analyzed in the context offour quadrants based on two axes: (1) positive ver-sus negative aspects and (2) current versus futuresituation (see figure).

Part I

To assess the strengths (S), weaknesses (W),opportunities (O), and threats (T) of the sub-

Background SWOTAnalysis

Task for the GroupWork

Assignment 1: Group Work - SWOT Analysis

SStrength

"Today"(~ currentsituation)

(2)

"Tomorrow"(~ changing

context)

+(Positive aspects)

-(Negativeaspects)

OOpportunities

TThreats

WWeaknesses

(1)


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sector (different value chains can be consid-ered), the group discusses what the (current)strengths and weaknesses of the subsectorare, and what the potential (future) opportu-nities and threats that are likely to be facedare, with a focus on the potential implicationsfor men and women actors.

For each issue a card (white color) is written thatsummarizes the idea, which is then placed on thewall according to the figure shown above.

Part II

To discuss what advantages and disadvantagesPMCA seems to have when potentially usedin the assessed subsector.

Green cards are added to the prepared SWOTmatrix indicating where and how PMCA mighthelp to capitalize on strengths and opportunities,respectively, to remove bottlenecks and threats.

Yellow cards are added to the prepared SWOTmatrix indicating where and how PMCA wouldnot be of help to improve the situation


Devaux A., Barone S.,Velasco C., Amaya N., Bernet T.

Who: PMCA Facilitators, actors who knowthe sector well, thematic groups

When: Phases 1 & 2Preparation: 1/2 dayCategory: Qualitative analysis/ group workDuration: 1 day

The Gender-Sensitive Impact Filter tool provides arapid qualitative evaluation of the expected impactsthat different market opportunities are likely tohave on poverty, social and environmental objec-tives.This tool is already part of the PMCA UserGuide (tool 1 of the Users' Guide) and has beenrevised to make it gender sensitive. It is thereforenot a new tool, but a revised Impact Filter tool.

This tool enables R&D organizations to plan andguide interventions more effectively by providinginputs to inform the selection of market opportu-nities with the most beneficial impact possible.It explicitly takes into account the following dimen-sions of impact:

Economic: poverty reduction, income risk andwomen's economic empowerment.

Social: empowerment of poor/most vulnera-ble actors (e.g. women, and youth).

Environmental-natural: resource management.

It is a rapid, ex-ante qualitative assessment toolthat can be applied as a participatory process. In

Overview:

Brief description:

Purpose:

Tool 1: Gender-Sensitive Impact Filter To

ol 1


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this case, actors with different professional back-grounds and experiences would jointly evaluate thepotential impacts of different market opportunities.

When used as part of the PMCA methodology, theGender-Sensitive Impact Filter allows the R&Dorganization to make strategic decisions. It providesthe organization with information to compare dif-ferent market opportunities in terms of the poten-tial impacts with regard to the different impactdimensions. It is important to consider thosedimensions with a gender lens, given that bothwomen and men play important roles within valuechains but do not have equal access to resourcesand benefits. It is also essential to understand thesedifferent roles and address those inequalities inorder to achieve overall project objectives andavoid perpetuating discrimination.

In the context of the PMCA, this tool is used atthe end of Phase 1, once the different marketopportunities have been identified, to help definethe thematic groups; or in Phase 2 as part of thethematic group discussions.This tool will help focuson those potential innovations that are most likelyto produce the desired development impacts andnot exert any negative impact on the most vulnera-ble development actors, including women.

The first step is to characterize the different mar-ket opportunities identified according to selectedcommon qualitative criteria (e.g. market size; targetpopulation, by sex; production zones, etc.).Then,with this information a matrix is prepared (seeTable 1/tool1).

Use in PMCA:

Step 1: developing asimple chart to char-acterize marketopportunities


To compare the expected impacts of the selectedmarket opportunities in detail, a more completechart is developed by R&D organizations (see Table2/ tool1). First, the development objectives of theproject should be identified with a gender perspec-tive: these are usually defined in project documentsand consider normally economic, social and envi-ronmental impacts.When the gender dimension isnot included, it will be important to consider gen-der balance and gender equity as intrinsic goals inall the development objectives.Table 2/tool1 is usedto evaluate how the market opportunities shouldhelp achieve the targeted development objectives.The finer grained analysis of impacts is conductedby defining sub-criteria to each of the three generalobjectives or impact dimensions (economic, social,and environmental). Impacts with regard to genderequality and women's economic empowermentshould be included in all the three dimensions (seeTable 2/tool1).

To ensure that each overall objective and its sub-criteria are assigned to the correct level of impor-tance, the criteria are weighted by PMCA facilita-tors and implementers in two steps (see Table 2/

Step 2: definingdevelopment objectives

Step 3: weighting of general and specific objectives

Market opportunity

Market opportunity 1



Production zone

Type of producer

potentiallyinvolved

e.g. large, mediumand small scale

Proportion (%) offemale producersor female business

owners

e.g.40% male60 % female

Principal markets

Principal markets

Table 1/ tool 1: Example of matrix for characterizing different market opportunities by common criteria


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tool1). First, each general objective (e.g. povertyalleviation, empowerment of women and the poor,etc.) should be weighted.Then, each sub-criterionis weighted.The relative importance of each sub-criterion is defined by assigning a percentage repre-senting its respective importance or "weight" (thetotal should add up to 100%).

To determine which market opportunity wouldcontribute best to the development objectives,each market opportunity is evaluated per sub-crite-rion (Table 2/ tool1).Thus, each sub-criterion israted by assigning to it a number ranging from 1 to10 using the following approximate scale:1 = "impact is very negative"5 = "impact is neutral" 10 = "impact is very positive".

The process used to obtain this rating may varyfrom case to case, depending on whether this toolis used in a participatory setting or not (see Boxbelow).

Step 4: rating different marketopportunities

Designing the evaluation processA potential impact can be evaluated in different ways. One way is to evalu-ate it by working in a small team made up of people who know the sectorwell, in terms of both production and the market. Such an assessment couldbe done by the team jointly or individually. If done individually, average valueswould be derived from individual assessments.Another way is to undertake the evaluation within a bigger group, as part ofa participatory process where different experts and point of views of mar-ket chain actors are represented and involved. In this case, however, it will beimportant to consider the fact that personal, institutional and commercialinterests may distort the process.do not have the skills.


For each market opportunity, values are calculatedfor each sub-criterion by multiplying A x B x Cwhere:A = Weighting factor of general objective (%)B = Weighting factor of sub-criterion (%)C = Rating of impact at the sub-criterion level(value 1 to 10)D= A x B x C =result of evaluation of each sub cri-teriaTo compare the overall expected impact acrossmarket opportunities, the coefficients calculated foreach sub-criterion (i.e. all value D) are added upfor each case (see Table 2/tool 1, example of chartto evaluate different market opportunities with agender lens).

Step 5: calculatingpotential impact


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Impa

ct d

imen

sion

s an

d Su

b-cr

iter

ia

1.E

CO

NO

MIC

IMPA

CT

AN

DP

OV

ERT

YA

LLE

VIA

TIO

N

1.1

Pote

ntia

l to

incr

ease

inco

mes

for

stak

ehol

ders

in t

hech

ain

in r

ural

are

as in

the

sho

rt t

erm

1.2

Pote

ntia

l to

incr

ease

inco

mes

in r

ural

are

as in

the

long

term

1.3

Pote

ntia

l to

incr

ease

fem

ale

chai

n ac

tors

' inc

ome,

asse

ts o

r jo

bs in

rur

al a

reas

TO

TAL

1

2.SO

CIA

LIM

PAC

TA

ND

GE

ND

ER

EM

PO

WE

RM

EN

T

2.1

Pote

ntia

l to

incr

ease

cha

in s

take

hold

ers'

self-

este

em

2.2

Pote

ntia

l to

gene

rate

kno

wle

dge

and

cont

acts

tha

t fo

s-te

r lo

ng-t

erm

dev

elop

men

t

2.3

Pote

ntia

l to

crea

te p

ositi

ve c

hang

e in

poo

r ho

useh

olds

'de

cisi

on-m

akin

g:w

omen

's in

crea

sed

cont

rol o

ver

reso

urce

s,ch

ange

s in

rol

es a

nd r

espo

nsib

ilitie

s6

TO

TAL

2

3.E

NV

IRO

NM

EN

TAL

IMPA

CT

3.1

Pote

ntia

l for

the

sus

tain

able

use

of w

ater

and

soi

l

3.2

Pote

ntia

l to

use

wom

en's

and

men

's tr

aditi

onal

kno

wl-

edge

on

natu

ral r

esou

rce

man

agem

ent

TO

TAL

3

RE

SULT

OF

TH

E E

VA

LUA

TIO

N

Wei

ghti

ngfa

ctor

(A1)

:40%

30%

(B

1)

40%

(B

2)

30%

(B

3)

(A2)

:30%

20%

(B

1)

50%

(B

2)

30%

(B

3)

(A3)

:30%

50%

(B

1)

50%

(B

2)

Mar

ket

Opp

ortu

nity

1

6

(C

1)

5

(C

2)

4

(C

3)

6 (C

1)

6 (C

2)

5 (C

3)

7 (C

1)

9 (C

2)

Mar

ket

Opp

ortu

nity

2

Mar

ket

Opp

ortu

nity

3

Mar

ket

Opp

ort.

1

(D1)

= 0

.72

(i.e.

40%

* 3

0% *

6)

(D2)

= 0.

80

(D3)

= 0.

48

(D1)

= D

1+D

2+D

3=

2.00

(D1)

= 0

,36

(D2)

= 0,

9

(D3)

= 0,

45

(D2)

= 1,

71

(D1)

= 1

,05

(D2)

= 1,

35

(D3)

=2,4

E=D

1+D

2+D

3= 6

,11

Mar

ket

Opp

ort.

2

Mar

ket

Opp

ort.

3

Impa

ct d

imen

sion

s an

d Su

b-cr

iter

iaTa

ble

2/ t

ool1

Rat

ing

of im

pact

at

the

sub-

crit

e-ri

on le

vel

(bet

wee

n 1

& 1

0[1]

/wei

ghte

d re

sult

s)

Pote

ntia

l im

pact

D

i = (

Aix

Bix

Ci)

The

impa

ct d

imen

sion

s of

the

pro

ject

are

labe

led

as (

Ai)

and

they

are

:eco

nom

ic (

A1)

,soc

ial (

incl

udin

g ge

nder

) (A

2),a

nd e

nviro

nmen

tal d

imen

sion

(A

3).E

ach

dim

ensi

on is

wei

ghte

d (%

) in

rel

atio

n to

the

oth

ers.

The

rel

evan

t su

b-cr

iteri

a fo

r ea

ch d

imen

sion

are

labe

led

as (

Bi)

and

are

wei

ghte

d to

ref

lect

the

ir r

elat

ive

impo

rtan

ce in

(%

).T

hen,

a nu

mer

ical

ran

king

from

1 (

a ve

ry n

egat

ive

impa

ct)

to 1

0 (a

ver

y po

sitiv

eim

pact

) is

use

d to

rat

e th

e ex

pect

ed e

ffect

tha

t ea

ch m

arke

t op

port

unity

(M

O1,

MO

2,M

O3,

etc.

) w

ould

hav

e on

the

diff

eren

t im

pact

dim

ensi

ons

and

sub-

crite

ria

spec

ifica

lly (

valu

e fr

om 1

to

10,l

abel

ed a

s C

i).Fi

nally

,the

wei

ghte

d re

sults

from

eac

h su

b-cr

iteri

a (la

bele

d as

Di)

for

each

mar

ket

oppo

rtun

ity a

re t

otal

ed (

labe

led

as E

) to

allo

w c

ompa

riso

n of

the

ove

rall

impa

ct p

oten

tial o

f all

mar

ket

oppo

rtun

ities

.As

anex

ampl

e th

e ta

ble

pres

ent

calc

ulat

ion

for

the

mar

ket

oppo

rtun

ity 1

(M

O1)

.


It is recommended to discuss and interpret resultswith the actors involved in the market opportunityto create ownership and agreement on results byall stakeholders.

If the evaluation chart is prepared using averagevalues obtained from individual evaluations, it willbe interesting to discuss their final results separate-ly as well as the differences among the individualevaluations.The latter will allow you to discuss whythere are similarities and differences among evalua-tors, if such be the case.

Which market opportunities should be prioritizedis partly a decision that will depend on the finalscore in each application.

Nevertheless, it will also be important to considerother issues and their relative importance regard-ing the market opportunity that may not yet havebeen taken into account.This is particularly impor-tant if the assessed market opportunities receivedsimilar scores.

For example, certain market chain opportunitiesmight better capitalize on assets that are alreadyavailable (e.g. market information, productionknow-how and business contacts, etc.).

Gender is another very important aspect to takeinto account when choosing a market opportunity.Gender inequalities are still present in many mar-ket chains.This disparity can be expressed in termsof power holding positions, access to resources andopportunities and benefits (e.g. income received).Thus, contributing to reduction of gender inequali-ties and enhancement of women's economic

Step 6: interpretingthe results

Step 7: drawingsound conclusions


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empowerment or, at a minimum, seeking to avoidnegative impact on the most vulnerable actors,including women, should be important considera-tions when finally discussing and choosing a marketopportunity.

The Gender-Sensitive Impact Filter is a flexibletool, given that it can be adjusted to different con-text where an ex-ante impact assessment is rele-vant. In either case, when adapting the tool, thoseusing it need to redefine the development objec-tives, and the three impact dimensions and theirsub-criteria, as well as the way they are weighted.The Gender-Sensitive Impact Filter is derived fromthe poverty filter6 (Devaux &Thiele, 2004).

Considerationswhen applying thetool:

6. Devaux A. and Thiele G. 2005. Filtros de pobreza para identificar oportunidades de mercado favorables parapequeños productores. In: Conceptos, Pautas y Herramientas, CIP, Papa Andina, p.84-88.


Who: PMCA FacilitatorsWhen: Beginning of Phase 1 of PMCAPreparation: ½ day (capacity building)

1 day (testing the tool)Category: InterviewDuration: 45-60 min. per interview

The tool aims at collecting and analyzing the per-spective of key institutions and stakeholders inter-vening, influencing or supporting the VC develop-ment.The analysis focuses on understanding both: i)the gender awareness and knowledge of the insti-tution in a given context, and ii) the capacities ofthe institution to implement gender responsiveactions in support to gender equality and empow-erment.

The institutions selected for the survey and assess-ment include farmer organizations, local/regionalgovernment, NGOs, R&D institutions and otherservice providers.The total number of interviewsto realize for the survey should be among three tofive approximately.

Assess the knowledge and awareness of thesupporting organizations and institutions andtheir capacity to respond to gender issuesrelated to:

gender roles and division of labor within thevalue chain

Overview:

Brief description:

Purpose:

Tool 2: Gender Organizational Assessment of PartnerOrganization

Barone S., Amaya N.,Terrillon J., Mayanja S.,Velasco C., Mudege N.Tool

2


Ch

ap

te

r

II

gender differences in access to and control ofresources (lands, equipment, etc.) and bene-fits (income and expenditure)

gender differences in capacity to exert advo-cacy and influence policy

external factors that may influence the above(enabling/disenabling environment)

Identify possible partnerships/synergies toimplement inclusive value chain interventions.

This tool can be applied at the same time as theQualitative Assessment of the Market Chain (seeTrainer's Guide).The tool is especially useful whena PMCA intervention is implemented in a contextwhere the R&D institution leading the PMCA haslimited knowledge of the social context, specificallywith respect to gender. Information collected canalso feed into the Gender-Sensitive Value ChainMapping (Tool 3)

Interviews shall be conducted by staff members ofthe R&D institution who will act as PMCA facilita-tor or by a team of interviewers. It is important toconsider gender balance both among the interview-ers and the interviewees, in order to obtain awider range of perspectives. Interviewers should befamiliar with gender concepts and qualitative datacollection and analysis. If this is not the case, train-ing on basic gender concepts will be necessary.

It is recommended to test the interview before itsapplication; two to three tests should be conductedto assure that all the questions are clear and wellunderstood by the interviewees.Thus, the inter-view will be revised and adjusted.An example ofthe interview's guide is presented at the end of thetool (Table1/ tool2)

Use in PMCA:

Step 1: select theteam of interview-ers, develop and testthe interview

Step 2: adjust theinterview


Before going to the field, map the relevant marketchain actors and staff from governmental and non-governmental organizations that you will need tointerview. Such information can be obtained by keyinformants or from secondary data (projectreports).Another option would be to hold a brain-storming session among staff of partner organiza-tions in the region.The guiding questions to selectthe institution and the staff to be interviewed with-in the institution can be: What are the organizations or institutions

involved in the agriculture development sec-tors?

Which of these institutions support econom-ic empowerment of women in that particularmarket chain?

For each selected institution, key actors tobe interviewed will be selected by followingguiding question:- Who is in the management position?- Who is engaged at the operational

level?- Who is in charge of gender main-

streaming if any?

Schedule the appointments with the identifiedpeople to be interviewed in each institution.

At the moment of the interview, rememberto introduce the topic, as well as the objec-tives of the interview.

Break the ice before starting the interview byproviding some personal information such asyour name, position, number of years workingin the organization, knowledge and under-standing of the topic, that can make the inter-viewee more relaxed and prone to respond.

Step 3: identify keyinstitutions andactors to be inter-viewed

Step 4: conductinterviews


Ch

ap

te

r

II

Clarify questions when you perceive that theinterviewee does not understand the ques-tion properly. Be careful to use simple terms,explain if necessary.

Two interviewers should be present duringeach interview: one should be directing theinterview and the other taking notes.

If possible and with the interviewee's agree-ment, record the interview.

Be aware of nonverbal communication of therespondent (e.g. facial expressions, gestures,posture, tone of voice, etc.).

Give a written questionnaire to intervieweebefore interview, when possible.

Extract main messages related to key themesof interest: what are the main gender inequal-ities along the value chain? What are thecapacities of the organizations to carry outgender-responsive interventions or services?

Decide whether the interviewed organizationcan be a potential partner in ensuring thatidentified gender-based constraints areaddressed

Determine whether this organization needssome capacity building in gender mainstream-ing and identify possible areas of support.

Step 5: systematizeresults and extractmain messages


Tabl

e1/t

ool2

:Exa

mpl

e of

inte

rvie

w fo

r th

e G

ende

r O

rgan

izat

iona

l Ass

essm

ent

of P

artn

er O

rgan

izat

ion

tool

Nam

e of

Inte

rvie

wer

____

____

____

____

____

Sex

of t

he in

terv

iew

er__

____

____

____

____

____

____

__In

terv

iew

ee's

nam

e:__

____

____

____

___N

ame

of o

rgan

izat

ion:

____

____

____

____

__D

ate:

____

____

____

Inte

rvie

wee

'spos

ition

/titl

e:__

____

____

____

____

____

____

Cou

ntry

/pro

vinc

e/co

mm

unity

:___

____

____

____

Inte

rvie

wee

's se

x___

____

____

____

____

____

____

____

____

____

Inte

rvie

wee

's ag

e___

____

____

____

___

Sect

ion

A:

Inst

itut

iona

l kno

wl-

edge

and

aw

aren

ess

on g

ende

r is

sues

and

capa

city

to

impl

e-m

ent

gend

er -

sen

si-

tive

inte

rven

tion

s

Key

Que

stio

ns p

er s

ecti

on:

1.C

an y

ou p

leas

e te

ll m

e ab

out

the

role

s th

at y

our

orga

niza

tion

play

s in

the

XX

X v

alue

cha

in?

Ple

ase

prov

ide

aco

ncre

te e

xam

ple

of in

terv

entio

ns in

favo

r of

diff

eren

t ac

tors

(pr

oduc

ers,

proc

esso

rs,e

tc.)

in y

our

valu

ech

ain.

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

_

2.H

as y

our

orga

niza

tion

deve

lope

d a

polic

y,a

stra

tegy

or

guid

elin

es t

o in

tegr

ate

a ge

nder

per

spec

tive

in it

s va

lue

chai

n in

terv

entio

ns o

r to

tar

get

wom

en s

peci

fical

ly?

a.Ye

s.Ex

plai

n.__

____

____

____

____

____

____

____

____

____

____

____

____

b.N

o.__

____

____

____

____

____

____

____

____

____

____

____

____

____

__c.

Som

e.Ex

plai

n___

____

____

____

____

____

____

____

____

____

____

____

__d.

I don

't kn

ow

3.H

ow d

o yo

u co

nsid

er t

he o

utco

mes

of t

hese

inte

rven

tions

spe

cific

ally

aim

ed a

t w

omen

?a.

Goo

db.

Ave

rage

c.N

ot s

o go

odd.

Bad

Expl

ain_

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

4.H

ow w

ould

you

con

side

r yo

ur o

rgan

izat

ion'

s aw

aren

ess

and

unde

rsta

ndin

g of

gen

der

issu

es r

elat

ed t

o ag

ricu

lture

and

valu

e ch

ain

inte

rven

tions

? a.

Goo

d


Ch

ap

te

r

II

Sect

ion

B.

Org

aniz

atio

n's

know

l-ed

ge o

n w

omen

's a

ndm

en's

rol

es in

the

valu

e ch

ain

and

mai

nge

nder

-bas

ed

cons

trai

nts

b.So

me

unde

rsta

ndin

g an

d ex

peri

ence

c.

Lim

ited

unde

rsta

ndin

g an

d ca

paci

ty t

o im

plem

ent

actio

ns t

hat

prom

ote

gend

er e

qual

ity

5.G

ende

r ro

les,

jobs

and

pos

ition

s w

ithin

the

inst

itutio

n:a.

How

man

y pe

ople

wor

k in

you

r in

stitu

tion?

b.

Wha

t ar

e th

e hi

gh le

vel p

ositi

ons

(i.e.

lead

ersh

ip o

r m

anag

emen

t po

sitio

ns)

in y

our

orga

niza

tion?

c.

Who

hol

ds t

hem

? H

ow m

any

of t

hese

pos

ition

s ar

e he

ld b

y w

omen

? d.

Wha

t ar

e th

e ot

her

posi

tions

and

rol

e in

you

r in

stitu

tion?

How

man

y of

tho

se a

re h

eld

by w

omen

? By

men

? e.

Are

the

re a

ny t

asks

pri

mar

ily p

erfo

rmed

by

youn

g m

en/w

omen

? Whi

ch o

nes?

f.D

o yo

u th

ink

that

gen

der

equi

ty c

once

pt a

nd w

omen

incl

usio

n is

par

t of

you

r or

gani

zatio

n vi

sion

and

styl

e of

ope

ratio

n? T

o w

hat

exte

nt?

Exam

ples

?

6.D

oes

your

inst

itutio

n of

fer

soci

al o

r fin

anci

al s

ervi

ce? W

ho r

ecei

ves

them

? D

o w

omen

hav

e ac

cess

to

thes

e?

a.Ye

sb.

No

c.So

me

d.D

on't

know

Expl

ain_

____

7.W

hat

role

s do

men

and

wom

en p

lay

in t

he v

alue

cha

in?

Plea

se p

rovi

de e

xam

ples

____

____

____

____

___

8.W

hat

are

the

cons

trai

nts

that

men

and

wom

en fa

ce in

par

ticip

atin

g al

ong

the

valu

e ch

ain

from

pro

duct

ion

toco

mm

erci

aliz

atio

n?a.

Wom

en fa

ce a

lot

of c

onst

rain

tsb.

The

y fa

ce s

ome

c.T

hey

don'

t fa

ce a

nyd.

Don

't kn

ow


Sect

ion

C.

Org

aniz

atio

n's

unde

r-st

andi

ng a

nd k

now

l-ed

ge o

f men

's a

ndw

omen

's a

cces

s to

reso

urce

s

9.D

o yo

u th

ink

that

wom

en a

nd m

en a

long

the

VC

(es

peci

ally

farm

ers

but

also

in o

ther

seg

men

ts o

f the

cha

in,e

.g.,

trad

ers)

are

equ

ally

rep

rese

nted

in le

ader

ship

pos

ition

s an

d ar

e ab

le t

o ex

pres

s th

eir

opin

ions

in p

ublic

spa

ces

and

to b

e lis

tene

d to

? a.

Yes.

Can

you

ple

ase

expl

ain

and

prov

ide

exam

ples

?___

____

____

____

____

____

b.N

o.C

an y

ou p

leas

e ex

plai

n an

d pr

ovid

e ex

ampl

es?

____

____

____

____

____

__c.

I par

tially

agr

eed.

Don

't kn

ow

10.I

n th

e re

gion

in w

hich

you

r or

gani

zatio

n w

orks

(i.e

.nam

e th

e st

udy

area

),do

you

thi

nk t

hat

wom

en /f

emal

efa

rmer

s ha

ve,i

n ge

nera

l,eq

ual a

cces

s to

land

,wat

er fo

r ir

riga

tion,

and

agri

cultu

ral t

echn

olog

y as

men

? a.

Yes.

Expl

ain

and

prov

ide

an e

xam

ple

____

____

____

____

____

____

____

____

____

____

b.So

me_

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

__c.

No.

Expl

ain

and

prov

ide

an e

xam

ple

____

____

____

____

____

____

____

____

____

____

d.D

on't

know

11.B

ased

on

your

exp

erie

nce

and

know

ledg

e,do

wom

en h

ave

the

sam

e ac

cess

tha

n m

en t

o ed

ucat

ion

and

info

r-m

atio

n (e

xten

sion

ser

vice

s,pl

atfo

rms,

netw

orks

and

oth

er s

ourc

es o

f inf

orm

atio

n) a

long

the

val

ue c

hain

as

thei

rm

ale

coun

terp

arts

? Be

spe

cific

on

the

type

of c

apac

ity b

uild

ing

or s

ervi

cea.

Sign

ifica

nt d

iffer

ence

sb.

Som

e di

ffere

nce

c.N

o di

ffere

nce

d.D

on't

know

12.B

ased

on

your

exp

erie

nce

and

know

ledg

e,do

wom

en h

ave

the

sam

e ac

cess

tha

n m

en t

o va

lue

chai

n su

ppor

tse

rvic

es (

form

al a

nd n

on-fo

rmal

fina

ncia

l ins

titut

ions

,bus

ines

s tr

aini

ng/d

evel

opm

ent

serv

ices

,res

earc

h in

sti-

tutio

ns,e

tc.)?

a.Ye

s.Ex

plai

n___

____

____

____

____

____

____

____

____

____

____

____

____

____

____

__b.

No.

Expl

ain_

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

13.W

hat

is t

he le

vel o

f acc

ess

amon

g w

omen

to

busi

ness

dev

elop

men

t se

rvic

es (

BDS)

? a.

Goo

d


Ch

ap

te

r

II

Sect

ion

D.

Org

aniz

atio

ns' k

now

l-ed

ge a

nd u

nder

stan

d-in

g of

wom

en's

lead

er-

ship

and

abi

lity

to b

en-

efit

from

VC

inte

rven

-ti

ons

b.Fa

irc.

Poor

Plea

se e

xpla

in._

____

____

____

____

____

____

____

____

____

____

____

____

___

i14

.Are

bus

ines

s de

velo

pmen

t se

rvic

es a

dapt

ed t

o th

e sp

ecifi

c ne

eds

of fe

mal

e fa

rmer

s (e

.g.t

imin

g an

d lo

catio

n of

serv

ice

deliv

ery,

geog

raph

ical

sco

pe,a

fford

abili

ty,c

onte

nt,a

nd m

etho

dolo

gy a

cces

sibl

e to

indi

vidu

als

with

low

er le

v-el

s of

edu

catio

n,et

c.)?

a.Ye

sb.

Som

e c.

No

d.D

on't

know

Spec

ify w

hich

one

s an

d th

e be

nefit

s th

ey p

rovi

de in

thi

s re

spec

t.__

____

____

____

____

____

___

15.A

re w

omen

form

ally

mem

bers

of f

arm

ers

grou

ps?

a.Ye

sb.

No

c.So

me

d.D

on't

know

Expl

ain

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

___

16.I

n ge

nera

l,do

wom

en t

ake

part

in t

he fa

rmer

gro

up m

eetin

gs?

a.

Yes,

the

sam

e as

men

b.

Yes,

but

less

tha

n m

en

c.Ye

s,m

ore

than

men

d.

Don

't kn

ow


Sect

ion

E.

Org

aniz

atio

n's

know

l-ed

ge a

nd a

war

enes

son

wom

en's

abi

lity

toin

fluen

ce d

ecis

ions

insp

aces

of p

ower

17.D

urin

g th

ose

mee

tings

,are

wom

en a

ccus

tom

ed t

o ex

pres

sing

the

ir n

eeds

,mak

ing

thei

r po

ints

of v

iew

hea

rd,a

ndvo

ting

with

in t

hese

ass

ocia

tions

?

a.Ye

s,sa

me

as m

en

b.Ye

s,bu

t le

ss t

han

men

c.

Yes,

mor

e th

an m

en

d.D

on't

know

Expl

ain_

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

18.T

o w

hat

exte

nt d

o w

omen

hol

d le

ader

ship

pos

ition

s in

org

aniz

atio

ns (

farm

er o

rgan

izat

ion

or o

ther

typ

e of

orga

niza

tion)

in w

hich

bot

h m

en a

nd w

omen

are

mem

bers

?a.

Low

b.Fa

irc.

Ave

rage

d.Im

port

ant_

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

19.A

re t

here

spe

cial

mea

sure

s in

the

farm

er o

rgan

izat

ions

' sta

tute

s,su

ch a

s qu

otas

,to

guar

ante

e w

omen

's ac

cess

to

deci

sion

-mak

ing

posi

tions

with

in t

hese

org

aniz

atio

ns?

a.Ye

s.Pr

ovid

e an

exa

mpl

e___

____

_b.

No

20.W

hat

are

the

capa

citie

s of

wom

en le

ader

s to

influ

ence

col

lect

ive

deci

sion

s re

gard

ing

the

serv

ice

sect

ors

and

deve

lopm

ent

of t

he v

alue

cha

in (

e.g.

in p

latfo

rms,

mul

ti-st

akeh

olde

r pr

oces

ses)

a.

Low

b.Fa

irc.

Ave

rage

d.Im

port

ant

Giv

e ex

ampl

es._

____

____

____

____

____

____

____

____

____

____

____

____

____

____

____

_

21.H

ow c

ould

tho

se w

ithou

t ac

cess

to

the

min

imum

res

ourc

es a

nd n

eces

sary

ser

vice

s to

par

ticip

ate

in t

he v

alue

chai

n be

incl

uded

? In

wha

t sp

aces

?


Ch

ap

te

r

II

Who: PMCA facilitators, R&D organization,thematic group members7

When: Beginning and end of Phase 1, Phase2 and 3 (eventually)

Preparation: 1 dayDuration: ½ day

This tool can be used as a preliminary brainstorm-ing tool by R&D organizations as an attempt tounderstand the gender dimensions (level and termof men and women’s participation) of the marketchain.The information used in this tool is obtainedfrom the Qualitative Assessment of the MarketChain (see Trainer's Guide) that is carried out inPhase 1, alongside with any relevant secondarydata.This mapping tool is then used in a participa-tory manner in the first final event, to understandboth male and female chain actors, raise awarenesson gender issues and inequalities along the chain ina systemic way, and start reflecting on what couldbe done to bridge the gender gap.

Make visible women role and activities in thevalue chain.

Identify where men and women play a domi-nant role in specific segments of the chainwhere value is high.

Use a gender lens to:- Identify power, influence and control

along the value chain.

Overview:

Brief description:

Purpose:

Tool 3: Gender-Sensitive Value Chain Mapping

Mayoux L.,Vanderschaeghe, M., Lindo P., Senders A., Motz M. and Terrillon J. Based onMayoux and Mackie, ILO, 2008 and on APF Gender in Value Chains Toolkit, version 2.

7. In case the PMCA trainer is not confident with his/her gender knowledge and experience, a gender expertmay be requires to develop gender session of PMCA.

Tool

3


- Determine whether the support servic-es and the environment (physical, busi-ness, policy, social, etc.) are enablingmen and women's participation andupgrade in the value chain.

- Identify bottlenecks (constraints) andopportunities in the value chain andhow they influence women's economicempowerment.

When used in the PMCA, the Gender-SensitiveValue Chain Mapping tool enables the facilitatingR&D organization to capture information on maleand female actors along the chain and existing gen-der issues that may impede or foster the chaindevelopment. It is an iterative tool, which can beused after the Rapid Assessment of the MarketChain (beginning of Phase 1) and at the end ofPhase 1 during the final event (during the MarketChain Sketch). It can also be used in Phase 2 whenmarket opportunities are analyzed, to get anoverview of the context and the constraints andopportunities in terms of gender equality andwomen's economic empowerment. Finally, a newgender-sensitive map could be drawn at the end ofPhase 3 to reflect whether any changes haveoccurred as a result of the PMCA interventions.

Draw a map of the value chain using the followingcriteria. What is the geographic area (country,

province) and specific end product for yourvalue chain?

What is the end market? What are the main processes/nodes involved

in the chain? Write them down on a coloredcard.

Use in PMCA:

Step 1:actor mapping


Ch

ap

te

r

II

Who are the main actors in each of thoseprocesses/nodes along the chain? Try to dif-ferentiate actors according to size, legal sta-tus (family business, enterprise, farmer-basedorganization, cooperative, etc.).Write themon cards of a different color.

How many actors in those organizations/institutions are men and how many women?

If there are businesses, which ones areowned by men and by women?

Are jobs created throughout the value chain?Where? Are these occupied by men orwomen?

Where do men and women provide unpaidfamily labor?

A key should be developed to facilitate themap reading.

Who does what? - Develop activity profiletables (See table1/tool 4 of Gender-BasedConstraint Analysis and Planning) for produc-tion, processing and marketing nodes.

What is the degree of responsibility of menand women and young men and youngwomen for each activity in each node of thechain? You can indicate the degree of respon-sibility by using X or percentages (X: low,XX: medium, XXX: high).

Identify the most important actors outsidethe chain that influence and support it. Itwould be useful if these actors could be iden-tified by process/node where they mostlyintervene. Examples of support services areextension services, business developmentservices (market information, trade facilita-tion, business management, brand develop-

Step 2:activity mapping

Step 3: identify chainsupporters, andopportunities andconstraints forwomen and men atsupport service level


ment, quality assurance) and financial services(savings, credit, insurance), research. Includealso services that can alleviate women'sworkload.

Which services do men and women get fromparticipating in the chain and how? If possible,mention them by node and the percentage ofmen and women who receive these services.

Do men and women have equal access tothese services?

What are the main constraints that men andwomen face to access those supporting serv-ices?

Identify important factors that affect the roleand position of men and women in the valuechain, such as land ownership rights, infra-structures, public policies, gender norms andstereotypes, market and consumer trends, cli-mate change, etc.Write them on coloredcards.You can use minus (-) and plus (+) sym-bols to illustrate constraints and opportuni-ties.

What are the likely constraints women andmen could face in this regard?

What could be the potential strategies toovercome these constraints?

It will also be useful to identify the benefitsthat men and women have from participatingin a specific chain.

This tool is complementary to the Gender-Based Constraint Analysis and Planning(tool4), and they are best used in tandemwith each other.

Enough time for preparation is required,especially for data collection from secondarysources, prior to mapping.

Step 4: identifyopportunities andconstraints for menand women in thevalue chain envi-ronment


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The map can always be improved throughoutthe PMCA cycle, as the R&D organizationsbuild up information, for instance obtainedthrough the Gender OrganizationalAssessment of Partner Organization (tool 2)

Facilitators should practice and get familiarwith the tool before they use it with the the-matic groups.A gender expert should trainfirst-time users of the tool.

Ensure that a simple and clear key is devel-oped to decipher the map. Innovative waysshould be sought to represent numbers ofactors in a given node, considering their vol-ume of participation, etc.

Using colour cards to illustrate chain actorsand supporters and factors of the environ-ment is recommended, as seen in the exam-ples (fig. 1, 2 and 3).

The following steps should be followed while draw-ing the gender-sensitive map of the value chain. Fig.1, 2 and 3 illustrate the progression of the mappingwith the use of colored cards or post-it noteswhen the mapping is participatory.The result of themapping exercise for the Cooking Banana ValueChain is presented in the annexes (Annex 3).

Considerationswhen using thetool:


Figure 1/Tool 3.Mapping of banana cooking value chain male and female actors in Uganda (yellow)

Figure 2/Tool3. Mapping of activities carried out by male and female actors alongthe value chain (orange)


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Figure 3/Tool 3.Mapping of value chain support and business services (green, bottom).


1 Mention and discuss the reasons why PMCAis of interest / is not of interest for yourassessed market chain.

2 Mention and discuss issues that will beimportant when potentially applying PMCA inyour market chain (e.g. critical factors thatmake successful application possible).

3 Develop an action plan (see table below) topotentially apply PMCA to your market chain.

4 Report the results of the group work to thewhole group.

Task for the GroupWork

Assignment 2: PMCA Evaluation and Planning

Step Activity When Responsibility

1

2

3

4

5

6

7

8

Action Plan


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One or several R&D organizations have successful-ly implemented PMCA Phase 1 and now needmore specific information and guidance regardingPhase 2.

R&D staff and facilitators from those organizationsapplying PMCA in their own context.The sessionsmainly target future facilitators of the thematicgroups formed for Phase 2. However, the decisionmakers of the R&D organizations and field staffmight also participate.

By the end of the event, trainees will be able to:1 Prepare a work plan for the design and

implementation of PMCA Phase 2 2 Explain key concepts and practical issues

related to PMCA Phase 2 (see section onPMCA Phase 2 in the User Guide, andGender-Based Constraint Analysis andPlanning (tool4) for key gender concepts)

3 Facilitate the thematic group work duringPhase 2 and continuously identify on-goingmentoring and backstopping needs

Context:

Participants:

Workshop Objectives:

Workshop 2Analysis of Market and InnovationOpportunities



Presentation of theory and practice of PMCAPhase 2 (use of case studies which illustrategender issues).

Building skills for the work in thematicgroups, in particular: gender in value chainsand business development skills.

Tools for PMCA Phase 2, with application ifpossible.These tools include: Gender-BasedConstraint Analysis and Planning (tool4),Business Plan (tool7 User's Guide), GenderRisk-Benefit Analysis (tool5).

Four days, including the application of two or threetools depending on the context. One of these toolsshould be the Gender Based Constraint Analysisand Planning Tool (tool4).

Despite having at hand the PMCA User Guide,facilitators of thematic groups will face differenttheoretical and practical issues that might preventthem from moving ahead with the work in theirthematic groups.The PMCA trainer should respondto these challenges with practical suggestions.

Facilitators of thematic groups during PMCA Phase 2.

With these backstopping activities, trainees will beable to:1 Form thematic groups that have good poten-

tial to define and pursue equitable and inclu-sive market chain innovations with interestingpotential development.

Workshop Content:

SuggestedDuration:

Context:

Clients:

BackstoppingObjectives:



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2 Understand specific interest of participants inthe groups.

3 Understand the relevant theoretical and prac-tical aspects concerning the work duringPhase 2.

4 Keep PMCA trainers informed aboutprogress.

a Selection of facilitators to lead the work ofthe thematic groups. It is recommended thatthese facilitators have good business skills,capacity and experience in leading groupdynamics, and skills in gender analysis whenpossible.

b Readjustments of the scope and focus of the-matic groups.

c Development of trust and leadership legitima-cy amongst thematic group members.Understand specific interest, and potential ofthe group participants.

d Good planning and implementation of activi-ties during Phase 2.

e Sound analysis of proposed joint innovations(using appropriate research tools) and intro-duction of the Marketing ConceptDevelopment (tool 6 user's guide).

f Backstop the development of the businessplan, augmented with Gender-BasedConstraint Analysis and Planning Tool (tool4).Expertise could be outsourced if PMCAtrainer sees the need.

g Inclusion of new missing actors for final eventand PMCA Phase 3.

h Planning of the final event of PMCA Phase 2:tentative agenda.

i Presentations of progress and action plans bythematic groups at final event.

Check Points dur-ing PMCA Phase 2:


Day1:

Recapitulation of PMCA theory and practice relat-ing to Phases 1

Review of gender results captured in phase 1:Gender Organizational Assessment of partnerorganization (tool2) and Gender-Sensitive ValueChain Mapping (tool3)

Presentation and fine tuning of program for FinalEvent of Phase 1

Day 2:

The day is used for the implementation of thePMCA Phase 1 Final Event.

Note for implementation:For logistic reasons, the backstopping of activities related to the preparationof final event of phase 2 (check points g to i) might be realized just beforethe final event take place, and the training workshop for phase 3 may beconducted right after the final event of Phase 2. This will allow the PMCAtrainer to be present and to see "how things go," making him/her aware ofthe strengths and weaknesses linked to the PMCA application (i.e., quality ofparticipation, level of trust and collaboration amongst actors, capacities ofPMCA facilitators).


Session 1:

Session 2:

Session 3:


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Day 3 and 4:

Evaluation of the Final Event and PMCA so far /Outlook for Phase 2

Capacity building in conducting Focus GroupResearch (tool 5 User's guide)

Capacity building in Marketing ConceptDevelopment (tool 6 user's guide)

Capacity building in using the Gender-BasedConstraints Analysis and Planning (tool 4)

Improvement of facilitation skills in thematic groups

Planning of Phase 2 and final discussion (includingworkshop evaluation)

Session 4:

Session 5:

Session 6:

Session 7:

Session 8:

Session 9:


Workshop 2 - Agenda

Day 1 Workshop - Backstopping PMCA Phase 1 Final Event

Time

8.30-8.50

8.50-9.30

9.30-10.00

10.10-10.30

10.30-11.30

11.30-12.30

12.30-14.00

14.00-15.00

15.00-16.00

Responsible person


PMCA Trainer

PMCA Trainer

PMCA trainer and PMCAfacilitators

PMCA Trainer

PMCA Trainer

PMCA Trainer

Item

Welcome and introduction to the workshop,revisiting of the workshop program

Recapitulation of PMCA Phase 1

Preparation of the Final Event 1: objective andimplementation

Coffee Break

Presentation and discussion of market chain sur-vey. Presentation of results of the: GenderOrganizational Assessment of PartnersOrganization (tool 2) and of the Gender-SensitiveValue Chain Mapping (tool 3)

Training: participatory exercises inthematic groups (Gender- Sensitive Value ChainMapping)

Lunch

Discussion and readjustments of Final Event 1program

Practice of market chain sketch

Day 2 - Final Event of PMCA Phase 1 (Tentative Agenda)

Time

9.00-9.30

9.30-9.45

Responsible person

R&D staff


Item

Welcome to market chain actors

Welcoming words, including mention of PMCA


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Day 3 Workshop - Training PMCA Phase 2

Time

8.30-8.50

8.50-9.20

9.20-10.00

10.00-10.30

10.30-11.00

Responsible person


PMCA Trainer

PMCA Trainer

PMCA Trainer

Item


Evaluation of Final Event Phase 1 and outlook ofPhase 2

Presentation and discussion of PMCA Phase 2implemented in other context: theory and prac-tice

Coffee Break

Introduction: PMCA Phase 2 and the differentresearch tools: Rapid Market Appraisal (tool 3User’s guide), Focus Group Research (tool 5User’s guide),

9.45-10.00

10.00-10.40

10.40-11.00

11.00-13.00

13.00-14.00

14.00-15.00

15.00-15.30

R&D support staff for thefinal event

PMCA facilitator and R&Dstaff for final event

PMCA facilitators, participants


Representative of thematicgroups

PMCA facilitator, representa-tive of R&D organization

Market chain sketch

Presentation and discussion of the results fromthe Market Chain Survey

Coffee Break

Discussion and definition of thematic group byinnovation opportunities.Work in thematic groups for brainstorming andintroducing gender mapping concept

Lunch

Reports from thematic groups

Conclusions, agreements and next steps


11.00-12.00

12.00-12.30

12.30-14.00

14.00-16.00

16.00-16.40

16.40-17.30

R&D staff

R&D staff

R&D staff

PMCA Trainer

PMCA Trainer

Training: Rapid Market Appraisal and Group work: Planning of Rapid MarketAppraisal

Presentation of plan to conduct Rapid MarketAppraisal

Lunch

Exercise about the implementation of RapidMarket Appraisal

Presentation of Rapid Market Appraisal

Feedback from PMCA Trainer, making referenceto how research tools must be used duringPMCA Phase 2

Day 4 Workshop - Training PMCA Phase 2

Time

8.30 - 10.00

10.00-10.30

10.30-11.30

11.30 - 13.00

13.00-14.00

14.00-15.30

15.30-16.00

16.00-17.00

17.00-18.00

Responsible person

PMCA Trainer

PMCA Trainer

PMCA Trainer

PMCA Trainer

PMCA Trainer

R&D staff

PMCA Trainer

Item

Training: Business Plan and Cost and BenefitAnalysis tools

Coffee Break

Practical sessions

Training and practice: Gender-Based ConstraintAnalysis (tool 4)

Lunch

Drafting a business plans

Improved facilitation and management of thematicgroup meetings during PMCA Phase 2

Group work: planning of next steps in Phase 2

Presentation next steps for Phase 2 and final dis-cussion


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Who: PMCA facilitators (R&D organiza-tions), thematic groups

When: Phase 2Preparation: 1 dayDuration: 1 day

This tool can be used as a follow up of theGender-Sensitive Value Chain Mapping (tool 3). Itcomprises two tables.The first one providesinsights into the division of work between femaleand male actors along the different nodes of thevalue chain, while also identifying the constraintsfaced by these actors in accessing resources andservices needed to carry out their activities.Thesecond table enables the users to make an analysisof the identified gender-based constraints by look-ing at its consequences, both for the actors and forthe sector as a whole, and by prioritizing the mostcrucial to be addressed. Root causes of the gender-based constraints are then described to informstrategies to address them. These strategies canthen be mainstreamed into a business plan.

To provide insights into:

division of work by sex; analysis and understanding of the constraints,

linked to the access to resources and servic-es, that men and women face when undertak-ing activities at different nodes of a valuechain.

Tool 4. Gender-Based Constraint Analysis andPlanning

Terrillon J., McEwan M., Mayanja S. (2014)

Overview:

Brief description:

Purpose:

Tool

4


It enables facilitators to prioritize constraints andidentify actions to address these for planning pur-poses, in particular when drafting business plans.

This tool is best used after a market or businessopportunity has been selected by the thematicgroup. It can be first used by facilitators and thenvalidated in a participatory way with thematicgroup members to realize that, while the opportu-nity may be good for both male and female actors,different strategies may have to be employed toallow optimal participation and benefits for differ-ent gender groups.The information obtained fromthe analysis is used to develop gender-responsivebusiness plans and innovations.The information collected through the Gender-Sensitive Value Chain Mapping (tool 3) could beused as input for Step 1 actor and activity mapping.

Identify actors for each node of the valuechain (e.g. small-scale producers, processors,vendors, etc.).

Make one single table, focusing on one actorin a specific node or function of the valuechain (table 1/tool 4).

For each type of actor, list the activities andindicate who carries out the activity(male/female or male youth/female youth).For instance, you could ask small-scale pro-ducers to list all the activities they performduring the crop season, from crop and landselection to selling.

For each identified activity, probe the degreeof responsibility for every gender category byasking "who does it the most?" or "who ismostly involved in that activity?"

Use in PMCA:

Step 1: actor andactivity mapping

Step 2: degree ofresponsibility byactivity


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Indicate whether the responsibility is low (X),medium (XX), or high (XXX). One can alsouse percentage as a measure of degree ofresponsibility.

Identify the constraints men, women andyouth (female and male) face or are likely toface while carrying out different activities ineach node of the chain.These constraints maybe related to access to and control ofresources, when such restraints hinderand/or limit actors from benefiting from theirparticipation in the market chain.

To identify possible constraints, consider thedifferent capitals described in the PMCAUser Guide (p. 3)8.

Fill in column four of Table 1/tool4 with con-straints faced by different actors while carry-ing out an activity. For example: female freshroot producers in sweet potato market chainin Uganda mentioned planting as an activity inwhich they are solely involved9.They identi-fied lack of access to labor force and manureas a major constraint.

Step 3: identifyconstraints byactivity that chainactors face

8. Different types of resources/capital: natural, physical, financial, human, social.9 Sweet Potato value chain, Uganda, workshop on gender mainstreaming in business planning, organized by CIP,

April 2013, Entebbe, Uganda.


Tabl

e 1/

tool

4:Id

enti

ficat

ion

of g

ende

r-ba

sed

cons

trai

nts

for

each

act

or in

a p

arti

cula

r no

de o

f the

valu

e ch

ain

Act

iviti

es c

ar-

ried

out

by

chai

n ac

tor

Rol

es a

nd r

espo

nsib

ilitie

slo

w=x

,med

ium

=xx,

high

=xxx

Res

ourc

es o

r se

rvic

e ne

eded

to

carr

y ou

t th

e ac

tivity

and

ava

il-ab

ility

for

each

act

ors

Con

stra

ints

tha

t lim

it ac

cess

to a

nd c

ontr

ol o

f res

ourc

es

Yout

h

Mal

eFe

mal

eFe

mal

eM

ale

Yout

h

Mal

eFe

mal

eFe

mal

eM

ale


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Perform critical analysis of constraint usingTable 2/ tool 4, in order to ascertain thecauses and effects. Understanding the conse-quences of each constraint enables actors toassess the potential impact of a constraint oneither the actors themselves in terms oflivelihoods, incomes, and yields or, on the sec-tor as a whole, in terms of quality, volumesand supply. Understanding the causes makes itpossible to address the roots of a problem asopposed to the symptoms.

Identify criteria to be used in prioritization ofconstraints (e.g. business opportunity, equi-table resource allocation, enhancing partner-ships in the chain etc.)

Prioritize constraints to be addressed.

Using the following Table 2/tool4 scheme, completethe columns as follow:

Formulate gender-based constraints (col-umn1) and identify consequences (column2)

Brainstorm and agree with participants the pos-sible causes identified constraints (column 3)

Identify potential actions addressing the caus-es of the priority constraints (column4) forall gender categories.

Step 4: analyze theconstraints

Step 5: formulateactions to addressthe constraints

Table 2/ tool4: Potential actions to address different constraints by node ofthe market chain

Gender-based constraint(s)

Value chain actor/ segment:

Consequence Cause Actions


This tool is best used with thematic group mem-bers in separate focus groups of men and women,followed by a validation in plenary with bothgroups. It is also advisable to meet actors for eachsegment of the value chain and fill the tables sepa-rately.

It may be important to separate the youth categoryinto female and male, depending on the type ofchain and socio-economic setting. For example: ifland is a constraint, usually female youth face moreconstraints than male in accessing and using familyland.

Table 2/tool4 implies critical analysis of gender-based constraints which may require time and acertain level of expertise. It could also be filled inby facilitators in a separate working session andsubsequently validated with thematic groups.Anexample of mapping constraints in sweet potatomarket chain is presented in Table 3/tool4

Considerations whenusing the tool:

carried outby chainactor

responsibilitieslow=x, medium=xx,

high=xxx

carry out the activi-ty and availability For each actors

access to and con-trol of resources

Male FemaleFarmers Female FemaleMale Male

Site selectionClearingPloughingPlantingWeedingHarvestingThreshingTransporting Winnowing

Bagging

xxxxxxxxxxxxxxxxxx-xx

-xx-xxxxxxxxxxxxxxx

xxx

xxxxxx

x

x. x

Cultural barri-ers

Less member-ship of women

Meeting hours

Land

Hal,

cutlass

Knowledge

Finance

Table 3/ tool4: Identification of gender-based constraints for small farmers in asweet potato market chain, Uganda (2014)


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The R&D organization(s) have already implementedPMCA Phase 2 and need now more specific infor-mation and guidance regarding Phase 3.As theactivities are now very case-specific, PMCA trainingsessions must be adjusted to the specific contextand needs.

PMCA facilitators and R&D staff from the organiza-tions that are implementing the PMCA in theirown context.The sessions mainly target the facilita-tors of the thematic groups and the staff helpingthem in their work, including monitoring theprogress and implementing the tools used forresearch. If staff from other R&D organizations hasgained importance in leading PMCA activities, it isalso welcome to attend.

By the end of the final event, trainees will be able to:1 Describe how PMCA Phase 3 should be

designed and implemented.2 Explain key concepts and practical issues

related to PMCA Phase 3, including MarketingConcept Development (tool 6 User's Guide).

3 Support development of gender-sensitivebusiness models that will guide step-by-stepimplementation of innovations.

Workshop 3Launching the innovations


Participants:

Context:

WorkshopObjectives:


4 Describe how the large final event could beset in place.

Presentation of theory and practice of PMCAPhase 3 (use of case studies).

Planning of activities related to PMCA Phase 3. Facilitation skills for the work in thematic

groups, if needed. Tools for PMCA Phase 3, with practice appli-

cation if possible.These tools include: FocusGroup Research (tool5 User's Guide) andMarketing Concept Development (tool6User's Guide).

Three days, including one day dedicated to finalevent of Phase2.

The implementation of Phase 3 poses specific chal-lenges for each thematic group.The PMCA trainershould guide the facilitators in this process andprovide them with tangible help and assistance inthe area of marketing concepts and product devel-opment, where the experience of involved R&Dactors is commonly fairly weak. Special assistance isalso needed for the planning and holding of thelarge final event to launch the achieved innovationswith the presence of a wide range of media repre-sentatives.

Facilitators of thematic groups during PMCA Phase3 and supporting R&D staff

WorkshopContent:

SuggestedDuration:

Context:


Clients:


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With these backstopping activities, trainees will beable to:

1 Assure optimal use of tools suggested duringPhase 3, especially Focus Group Research(tool5 User's Guide) and Marketing ConceptDevelopment (tool6 User's guide).

2 Move ahead with different activities at thesame time, with small working groups whichmay be formed within thematic groups.

3 Plan for and successfully implement the largefinal event.

a Make sure that each thematic group has asound work plan for implementing their busi-ness model for PMCA Phase 3.

b Review of the Focus Group reports and mar-keting concepts that emerge from thisresearch.

c Progress of product development and labeldesign, when this it applies to the case.

d Develop activities related to technologicaland institutional innovations.

e Planning of the large final event: concept,involvement of the media, policy and decisionmakers, and potential investors at the launch-ing of the innovations

BackstoppingObjective:

Check Points dur-ing PMCA Phase 3:


Day1

Workshop introduction and recapitulation ofPMCA theory and practice relating to Phase 2

Presentation and fine tuning of program for FinalEvent of Phase 2

Day 2: The day is used for the implementation ofthe PMCA Phase 2 Final Event.

Day3:

Evaluation of Final Event of Phase 2 and of thePMCA so far and outlook for Phase 3

Capacity building on PMCA tool for Phase 3: usingFocus Group Research (tool 5 User's Guide) andMarketing Concept Development (tool 6 User'sGuide)

Note:Ideally, the backstopping activities relating to the planning and implementa-tion of the large final event (end of Phase 3) should take place in a smallworkshop setting, where the PMCA trainer helps the R&D organization toset up a sound concept for this final event. Given the importance both of thequality of the product (labels, brand, and other marketing standards) and ofa successful final event for the last structured phase of the PMCA applica-tion, Phase 3 calls for particularly careful backstopping!


Session 1:

Session 2:

Session 3:

Session 4:


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Recapitulation of other important tools of Phase 3(including the Quantitative Market Study (tool 4User's Guide) and Gender Risk-Benefit Analysis(tool 5)

Consolidation of facilitation skills (with emphasison empowering key market chain actors involved inthematic group meetings)

Planning of phase 3 and final discussion (includingworkshop evaluation)

Session 5:

Session 6:

Session 7:

Note: for the PMCA trainer, it is important to see how PMCA facilitatorsimplement activities related to PMCA, in order to adjust the training andbackstopping to the observed needs.When the training for PMCA Phase 3is planned just after the Final Event of Phase 2, the PMCA trainer can attendthis event and he/she can also conduct specific backstopping, just before it inorder to help make the necessary adjustments.


Workshop 3 - Agenda

Day 1 - Backstopping for final event of phase 2

Time

8.30-8.50

8.50-9.30

9.30-10.00

10.10-10.30

10.30-11.30

11.30-12.30

12.30-14.00

14.00-16.00

Responsible person


PMCA Trainer

PMCA Trainer

PMCA facilitators with PMCAtrainer

PMCA Trainer

PMCA Trainer

Item


Recapitulation of PMCA Phase 2

Phase 2 Final Event: objective and example ofimplementation in other settings

Coffee Break

Preparation and fine tuning of Phase 2 Final Eventprogram and content

Backstopping for PMCA phase 2 final event

Lunch

Last preparations for Phase 2 Final Event

Day 2 - Tentative Agenda for final event of phase 2

Time

9.00-9.30

9.30-9.45

9.45-10.30

11.30-11.00

11.00-12.30

12.30-13.00

13.00-14.30

Responsible person

R&D staff

Representative of R&D organ-izationFacilitating R&D staff

Facilitators with R&D staffand representatives of eachthematic group

All participants


Item

Welcome of market chain actors

Welcoming words, including mention of PMCA

Presentation of invited person on a topic that isrelevant to all groups

Coffee Break

Presentation and progress of each thematicgroup, and presentation of the prototype innova-tion, including work plans for phase 3

Plenary discussion and way forward

Lunch


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Day 3 - Training Sessions for PMCA phase 3

Time

8.30-8.50

8.50-9.20

9.20-10.00

10.00-10.30

10.30-11.15

11.15-12.00

12.00-13.00

13.00-14.00

14.00-15.00

15.00-16.30

16.30-17.30

Responsible person


PMCA Trainer and partici-pants

PMCA Trainer

PMCA Trainer

R&D staff

R&D staff and PMCA Trainer

PMCA Trainer with R&D staff

R&D staff

PMCA Trainer

Item


Evaluation of Final Event of phase 2 and outlookof Phase 3

Presentation and discussion of PMCA Phase 3implemented in other context: theory and prac-tice

Coffee Break

Training of Focus Group Research and MarketingConcept Development (with emphasis on theprocess to obtain the necessary information tovalidate the marketing concept and visualizing itwhen designing and developing the product)

Group work: Designing the process to developand validate a marketing concept

Presentation of group work and discussion onproduct development aspects

Lunch

Group work: the Gender Risk-Benefit Analysistool (tool 5)

Planning of phase 3

Presentation and feedback from PMCA Trainer,making reference to how research tools must beused during PMCA Phase 3


Who: PMCA facilitators (R&D organiza-tions) and thematic groups

When: Phase 2 and 3Preparation: 1 dayDuration: Half a day

The Gender Risk-Benefit Analysis is a useful partici-patory ex-ante assessment tool to quickly evaluatethe effect that implementing a business opportunityhas on female and male chain actors.The tool helpsto ensure that business opportunities do not exerta negative effect on either female or male chainactors.

Selecting a business opportunity bears the risk ofhaving a negative impact on some actors, especiallythose who are little visible, or have no voice.Thistool enables facilitators and actors to perform anex-ante analysis on the potential positive and nega-tive effects of a business opportunity on chainactors, during business planning. It enables them toidentify mitigating strategies to address potentialnegative effects, and also to decide whether theopportunity will be worth pursuing. The tool canalso be used for monitoring and evaluation purpos-es.

This tool can be used in PMCA Phase 2 and 3. It ishelpful to score and assess the possible or actualrisks and benefits that a business opportunity might

Overview:

Brief description:

Purpose:

Use in PMCA:

Tool 5. Gender Risk-Benefit Analysis

Mayanja S.;Terrillon J.;Vanderschaeghe, L. (2014)

Tool

5


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have on different actors in a value chain, consider-ing relevant dimensions such as amount of work,income, social position and/or market position.

It analyzes risks and benefits differentiated by gen-der, it creates awareness of the interdependencebetween actors in a market chain, and determineshow the upgrading of one actor can affect thesocio-economic conditions of another within thecommunity and market chain.

It provides support to plan for potential actions toovercome identified negative impacts and thusincrease benefits.

It screens for the best business opportunity (eco-nomic viability, inclusiveness) and eventually helpsto decide whether it is possible to implement it ornot, taking into account the benefits generated forvulnerable groups, including women.

List actors disaggregated by sex for each node ofthe market chain and place them on the verticalaxis of the matrix shown in Table 1/tool5.

Choose criteria for evaluating the effect of theopportunity and place them on the horizontal axisof the matrix in Table 1/ tool5. Some examples ofcriteria could be:

Time and work: this refers to changes inworkload, work quality, tasks, required skills(skilled versus unskilled, formal education,training) and labor capacity (do people needto be hired or can members of the house-hold or the actual business do it?).

Step 1:

Step 2:


Income and control of resources: this refersto changes in income and control ofresources such as land, animals, and credit.

Social position: this refers to changes in socialposition and gender relations as a result ofthe value chain upgrading.

Market position: this refers to changes in eco-nomic power position between value chainactors as a result of chain upgrading strategy.

Categories in the matrix can be adapted to specificsituation and needs. Other relevant categories canbe health, food security, etc.


Ch

ap

te

r

II

Tabl

e 1/

too

l5.R

isk-

bene

fit a

naly

sis

mat

rix

Act

ivit

y

Tim

e &

wor

kIn

com

e &

con

trol

over

res

ourc

esSo

cial

po

siti

onM

arke

tPo

siti

onO

ther

Mar

ket

chai

nC

rite

ria

for

eval

uati

ng t

he e

ffect

of t

he o

ppor

tuni

ty

Act

or

Mal

e

Fem

ale

Mal

e

Fem

ale

Mal

e

Fem

ale

Mal

e

Fem

ale


Fill in the matrix with the participants/chain actorsthrough a participatory process. Ideally you shoulduse this tool with the thematic group membersusing the following questions:

How will your future participation in thevalue chain change your work and the skillsneeded to do it?

How will it affect your time use and the timeyou have for other activities?

How will it change your income and the con-trol of your income or other resources?

How will it change your social and genderrelations within the household and the valuechain?

Some questions to deepen the discussion andcome to proposal of action:

Who is benefiting and who is losing due tothe value chain upgrading?

Do you notice differences between changesin the lives of men and women? if so, namethem as well as their causes.

To what degree are these changes desired? How can the negative impact be minimized?

How can obstacles or negative factors bedealt with? Is it easier/harder for men and/orwomen to deal with those obstacles and dosomething about them?

What actions can be taken to overcomepotential negative impacts? Can men andwomen undertake those actions equally?Explain.

Let the participants answer the questions ingroups. Hand out a copy of the matrix on a piece

Step 3:


Ch

ap

te

r

II

of paper to be completed by each group with theguidance and monitoring of the facilitators.

The groups are formed corresponding to differentnodes in the chain, to gender criteria (men andwomen in separate groups) or both (i.e. a femalegroup of actors from a specific node and anotherof male actors, so one node would have twogroups).

Each group presents its completed matrix in a ple-nary session.The facilitation helps to resume andhighlight the most important positive and negativechanges identified.

Information obtained in the workshop should beanalyzed.The results can be used to improve thebusiness opportunity identified by suggesting miti-gating strategies aimed at reducing negative impacton either group, as well as to monitor and/orassess its impacts.

It is recommendable to have two facilitators withthe ability to probe further into the first answersgiven, ensuring that women's voices do not getoverpowered.

The tool can also be used with one type of valuechain actor.The different categories on the verticalaxis can be: men, women, household and/or otheractors/community, depending on the specificities ofthe value chain and/or participants. See an exampleof an application of this tool in the annexes.

Step 4:

Considerations:


The R&D organization that has applied PMCA willface a new situation, where the role of the R&Dorganization has changed.The issue is no longer tofacilitate a process but rather to respond to specif-ic needs of the market chain actors who own thecommercial innovations generated during thePMCA application. If technological and institutionalinnovations arise from the PMCA process, theR&D organizations will most likely be interested inconsolidating these and taking advantage of newmarket opportunities to create further benefits forsmallholder farmers linked to the targeted marketchains.

R&D staff and 'champions'10 who have beeninvolved in the PMCA application and who see aneed to keep up the innovation process with newmechanisms.

By the end of the event, trainees will be able to:

1 Identify new opportunities for value chainupgrading and define roles of R&D organiza-tions that have been involved in the PMCAapplication.

Context:

Participants:

WorkshopObjectives:

Workshop 4Planning post PMCA activities

10. Champions are market chain actors who have demonstrated excellent capacities of leadership and to getinvolved in the PMCA process and in applying ideas of innovation.


Ch

ap

te

r

II

2 Share insights gained about innovationprocesses in value chains, specifically regard-ing what has gone well, and what ought to bestrengthened in new PMCA applications.

3 Define strategy and activities to consolidatethe innovations and stimulate new ones.

Evaluation of PMCA and expected impactpathways

Innovation System concepts Keeping track of gender-responsive value

chains developed during the PMCA Planning of activities relating to post-PMCA

Suggested Duration: 1 day

Day1

Evaluation of activities since final event of PMCA.Assessment of potential impact pathways and newopportunities for collective action (differentiatingcommercial, technological and institutional innova-tions).

Identification of key internal and external factorsthat influence and positively drive the innovationprocess.

Definition of roles for the different actors (ownersof the innovations, other market chain actors, sup-porting R&D actors, policy makers).

Workshop Content:

Session 1:

Session 2:

Session 3:



Definition of support needed and what support canbe provided.

Planning of new activities to support the innovationprocess.

Session 4:

Session 5:

Workshop 4 - Agenda

Time

8.30-8.50

8.50-9.30

9.30-10.30

10.30-11.00

11.00-12.00

12.00-13.00

12.30-14.00

14.00-15.00

15.00-16.00

Responsible person


PMCA facilitator and R&Dorganization, PMCA actors

Participants

Participants

Participants

Facilitator

Facilitator

Item

Welcome and introduction to the workshop,revisiting the agenda

Presentation and discussion of activities sincePMCA final event

Group work:Assessment of potential pathwaysand new opportunities for collective action (dif-ferentiating commercial, technological and institu-tional innovations)

Coffee Break

Presentation and discussion of potential innova-tion pathways

Group work: identification of key factors (internaland external) that influence and drive the innova-tion process

Lunch

Presentation of key factors and discussion of howto positively influence them with specific support

Definition of work plan

Note: This last workshop have to be conducted with the market chain actorspreviously involved in the PMCA process; this will definitely helps to sensitizethem for their role and plan the support and future action together.

Prototype Guide for Integrating Gender into Participatory Market Chain Approach 89 An

ne

xe

s

ANNEXES

Examples of tools application


ne

xe

s

Ann

ex 1

.Li

st o

f sug

gest

ed t

ools

to

be u

sed

for

each

tra

inin

g w

orks

hop

and

PM

CA

pha

se

Phas

eW

orks

hop

Tool

sN

umbe

r

Dur

atio

n

Phas

e 1

Phas

e 2

Phas

e 3

Afte

rPh

ase3

1 2 3 4

days

4 da

ys

3 da

ys

1 da

y

SWO

T A

naly

sis

(Use

r's G

uide

pg.

38)

Gen

der-

Sens

itive

Impa

ct F

ilter

(to

ol 1

)G

ende

r O

rgan

izat

iona

l Ass

essm

ent

of P

artn

er O

rgan

izat

ion

(too

l 2)

Qua

litat

ive

Ass

essm

ent

of t

he M

arke

t C

hain

(PM

CA

Tra

iner

Gui

de,p

g.41

,Spa

nish

ver

-si

on)

Gen

der-

Sens

itive

Val

ue C

hain

Map

ping

(to

ol 3

)

Gen

der-

Base

d C

onst

rain

t Ana

lysi

s an

d Pl

anni

ng (

tool

4)

Focu

s G

roup

Res

earc

h (t

ool 5

Use

r's G

uide

)M

arke

ting

Con

cept

Dev

elop

men

t (t

ool 6

Use

r's G

uide

)Bu

sine

ss P

lan

and

Cos

t-Be

nefit

Ana

lysi

s (g

ende

r-se

nsiti

ve)

(too

l 7 U

ser's

Gui

de)

Focu

s G

roup

Res

earc

h (t

ool 5

Use

r's G

uide

)G

ende

r R

isk-

Bene

fit A

naly

sis

(too

l 5)

Ass

essm

ent

of p

oten

tial p

athw

ays

and

new

opp

ortu

nitie

s fo

r co

llect

ive

actio

n (

pg 1

17Tr

aine

r G

uide

Spa

nish

ver

sion

)Id

entif

icat

ion

of k

ey fa

ctor

s th

at in

fluen

ce a

nd d

rive

the

inno

vatio

n pr

oces

s (in

tern

al a

ndex

tern

al)

(pg

125

trai

ner

guid

e Sp

anis

h ve

rsio

n)


Rol

e of

Ins

titut

ion

in s

uppo

rtin

gth

e Va

lue

chai

n:co

ncre

te e

xam

-pl

e.

Built

-in m

echa

nism

suc

h as

gen

-de

r po

licy/

stra

tegy

to

inte

grat

e a

gend

er p

ersp

ectiv

e in

org

aniz

a-tio

n an

d in

terv

entio

n

Pine

appl

e:gr

oups

impl

emen

ting

are

mix

ed g

roup

s.Im

plem

ent t

hrou

gh p

artn

ers.

Stre

ngth

en th

eir

capa

citie

s to

ana

-ly

ze g

ende

r is

sues

alo

ng t

he v

alue

cha

in.G

ive

gran

ts,m

odel

s su

ch a

s G

ende

r A

ctio

n Le

arni

ng S

yste

m (

GA

LS),

capa

city

bui

ldin

g on

gen

der.

Gen

der

polic

y th

at g

uide

s th

e w

ayPE

LUM

mai

nstr

eam

s ge

nder

.G

et m

ore

invo

lved

in g

ende

r re

late

dw

ork

(GA

LS).

Coo

rdin

atin

g ro

le w

ith p

artn

ers.

Hav

e an

ele

men

t of

gen

der

and

VC

(inju

stic

es in

the

val

ue c

hain

).C

apac

ity e

nhan

cem

ent

of m

embe

rsin

tha

t m

etho

dolo

gy.

Sect

ion

A.I

nsti

tuti

onal

kno

wle

dge

and

awar

enes

s on

gen

der

issu

es a

nd c

apac

ity

to d

evel

op a

nd im

plem

ent

gend

er-s

ensi

tive

inte

rven

tion

s

Don

't kn

owN

oSo

me

Yes

X

Cat

egor

ies

and

Indi

cato

rsA

NSW

ER

S

1 2Ann

ex 2

.E

xam

ple

of a

pplic

atio

n of

too

l 2:G

ende

r O

rgan

izat

iona

l Ass

essm

ent

of P

artn

erO

rgan

izat

ion

R

esum

e of

int

ervi

ews

held

wit

h th

e N

GO

PE

LUM

,U

GA

ND

A.

Dat

e:A

pril,

2015

- C

entr

al a

nd W

est

Reg

ion,

Uga

nda

-P

inea

pple

val

ue c

hain

.


ne

xe

s

Eval

uatio

n of

th

e ou

tcom

es

ofin

terv

entio

ns a

imed

at

impr

ovin

gge

nder

eq

ualit

y th

roug

h po

licy,

stra

tegy

or

spec

ific

inte

rven

tions

targ

etin

g w

omen

Eval

uatio

n of

or

gani

zatio

n's

awar

enes

s an

d un

ders

tand

ing

ofge

nder

is

sues

in

va

lue

chai

nde

velo

pmen

t

Gen

der

bala

nce

in o

rgan

izat

ion

Posi

tion/

role

s of

wom

en i

n th

eor

gani

zatio

n

Gen

der

resp

onsi

vene

ss

of

the

serv

ices

offe

red

by o

rgan

izat

ion

Mar

ch:

show

case

ex

hibi

tion

of

GA

LS.

Doc

umen

tary

and

pho

to-s

tory

boo

k w

ithte

stim

onie

s.H

ouse

hold

wor

k be

tter

tog

ethe

r,de

ci-

sion

m

akin

g an

d sh

arin

g in

com

e fr

omm

arke

ting;

enha

nced

gen

der

rela

tions

at

hum

an le

vel a

nd c

oope

rativ

es.

Trai

ning

s fo

r st

aff.

Do

gend

er a

naly

sis

of t

heir

pro

gram

s

15 s

taff

9 w

omen

Man

agem

ent:

3 of

whi

ch 2

are

wom

enM

id-m

anag

emen

t:w

omen

(4

offic

ers

ofw

hich

3 a

re w

omen

)A

ssis

tant

:4 (

2 ar

e w

omen

)Su

ppor

t:1

wom

an a

nd 2

men

Youn

g w

omen

?M

ost

staf

f in

the

sam

e ag

e gr

oup

2 w

omen

par

t of

man

agem

ent

team

:pro

-vi

de o

vers

ight

s fo

r op

erat

ions

of c

ount

ryse

cret

aria

t,re

port

to

the

Boar

d re

gula

rly.

Prog

ram

man

agem

ent.

Fina

ncia

l res

ourc

es.

Acc

ess

to s

ocia

l and

fina

ncia

l ben

efits

:

HR

pol

icy

G

ende

r po

licy:

mat

erni

ty le

ave

60w

orki

ng d

ays

Bad

Don

't kn

ow

Mor

e w

omen

than

men

X

Secr

etar

y

Don

't kn

ow

Not

so

good

Lim

ited

No

wom

en

Tech

nica

l

No

Part

ially

goo

d

Som

e X

Few

wom

en

Adm

inis

trat

ion

Som

e

Goo

dX

Goo

d

Men

=wom

en

Man

agem

ent

X

Yes

X

3 4 5 6 7


Self-

eval

uatio

n of

kno

wle

dge

onge

nder

rol

es

Aw

aren

ess

of g

ende

r in

equa

litie

san

d co

nstr

aint

s in

VC

(1)

fro

mpr

oduc

tion

to c

omm

erci

aliz

atio

n

Pa

y fo

r co

sts

of n

anny

whe

n nu

rsin

gm

othe

r go

es t

o th

e fie

ld;s

uppo

rt fo

rnu

rsin

g m

othe

rs w

hen

orga

nizi

ngev

ents

Pa

tern

ity le

ave:

5 w

orki

ng d

ays

H

ealth

insu

ranc

e:fo

r st

aff b

ut n

otsp

ouse

s an

d ch

ildre

n

Flex

ibili

ty o

f sic

k le

aves

to

take

car

eof

chi

ldre

n

Ann

ual l

eave

Sa

lari

es,p

rovi

dent

fund

(pe

rcen

tage

cont

ribu

ted

by e

mpl

oyer

on

top

ofSo

cial

Sec

urity

)

On

farm

act

iviti

es:r

oles

are

sha

red

Mar

ketin

g do

ne b

y m

en (

who

dec

ides

to

sell,

pric

es?)

:no

info

Shar

ing

the

proc

eeds

:don

't kn

ow

Men

: limite

d as

sets

(la

nd,f

inan

ce),

depe

nd-

ing

on t

heir

sta

tus

Wom

en:

key

issu

e is

acc

ess

to la

nd;n

o po

wer

to d

ecid

e w

here

to

plan

t,ho

w m

uch;

wom

en d

on't

cont

rol t

he la

nd,m

endi

ctat

e on

how

to

spen

d pr

ocee

dsA

cces

s to

cre

dit:

wom

en d

on't

have

requ

ired

colla

tera

l to

acce

ss

No

I don

't kn

ow

Lim

ited

The

y do

n't

face

any

Fair

X Wom

en,

they

face

som

e

Goo

d

Wom

en

face

a lo

t of

con

-st

rain

tsX

8 9Sess

ion

B.O

rgan

izat

ion'

s kn

owle

dge

on w

omen

's a

nd m

en's

rol

es a

long

the

val

ue c

hain

and

gen

der-

base

d co

nstr

aint

s


ne

xe

s

Rep

rese

ntat

ion

of

wom

en

inas

soci

atio

ns/fa

rmer

or

gani

zatio

nan

d co

nstr

aint

s

Who

is

m

ore

repr

esen

ted

inle

ader

ship

pos

ition

s?

Gen

der

diffe

renc

es i

n ac

cess

to

asse

ts

and

reso

urce

s in

re

gion

(land

,irr

igat

ion,

tech

nolo

gy)

Gen

der

diffe

renc

es i

n ac

cess

to

info

rmat

ion

and

educ

atio

n

Tran

spor

ting

prod

ucts

to

mar

ket

and

nego

tiatin

g pr

ices

:mod

e of

tra

ns-

port

;men

hav

e m

eans

of t

rans

port

(bik

e,m

otor

bike

);w

hile

wom

en h

ave

no a

cces

s to

mar

ket

info

rmat

ion

nei-

ther

ski

lls t

o ne

gotia

te

Men

dom

inat

e th

e le

ader

ship

and

inte

r-ac

tions

.T

hey

mai

nly

dom

inat

e th

e m

arke

ting,

and

have

bet

ter

nego

tiatin

g sk

ills.

Mor

e m

obili

ty a

nd k

now

ledg

e on

mar

-ke

ts.

Acc

ess

to in

form

atio

n.Be

tter

pla

ced

to d

ecid

e w

ho is

to

lead

.

Farm

ers

and

trad

ers:

dom

inat

ed b

y m

en:

mov

ing

with

tru

cks

Men

inhe

rit

land

;acc

ess

issu

esW

omen

don

't ow

n la

ndW

ater

:bot

h ha

ve a

cces

s to

sim

ple

tech

-no

logy

(dr

op-t

o-dr

op)

but

not

to p

umps

Tech

nolo

gy:m

ainl

y m

enM

en a

re b

ette

r ab

le t

o ge

t cr

edit

and

purc

hase

equ

ipm

ent

Men

hav

e m

ore

acce

ss,m

ore

time

to g

ofo

r tr

aini

ngT

hey

have

rad

ios

and

time

to li

sten

to

educ

atio

nal i

nfor

mat

ion

I don

't kn

ow

I don

't kn

ow

Don

't kn

ow

no

No

No

diffe

renc

es

I par

tially

agr

ee

Som

e

Som

edi

ffere

nces

yes,

wom

enar

e un

derr

ep-

rese

nted

X Yes

X Sign

ifica

nt d

if-fe

renc

esX

10 11 13Sect

ion

C.O

rgan

izat

ion'

s un

ders

tand

ing

and

know

ledg

e of

men

's a

nd w

omen

's a

cces

s to

res

ourc

es


Wom

en's

acce

ss t

o va

lue

chai

nsu

ppor

t se

rvic

es

Gen

der

sens

itivi

ty

and

resp

on-

sive

ness

of B

DS

and

inst

itutio

n in

gene

ral:

timin

g,lo

catio

n,af

ford

-ab

ility

,co

nten

t,ge

ogra

phic

alsc

ope.

Wom

en's

part

icip

atio

n in

org

ani-

zatio

n or

farm

er g

roup

s as

mem

-be

rs

Wom

en d

on't

have

sam

e ac

cess

as

men

.Po

licy

envi

ronm

ent

does

n't

brin

g ou

t th

ege

nder

asp

ects

.Fi

nanc

ial s

ervi

ces:

hard

ly a

ny p

rodu

cts

favo

rabl

e fo

r w

omen

whe

n th

ey d

on't

have

acc

ess

to la

nd.

Very

few

inst

itutio

ns h

ave

deve

lope

dge

nder

-sen

sitiv

e pr

oduc

tsT

he w

ay c

omm

unic

atio

n is

con

veye

d,no

tge

nder

sen

sitiv

e (c

hann

els

of in

form

a-tio

n,lo

catio

ns,e

tc.)

Busi

ness

dev

elop

men

t se

rvic

es:

Som

e ef

fort

s to

tar

get

wom

en,b

utw

omen

stil

l hav

e co

nstr

aint

s th

at k

eep

them

bac

k

D

epen

ds o

n th

e se

rvic

e.

e.g.

acce

ss t

o cr

edit;

som

e ha

vede

sign

ed fi

nanc

ial p

rodu

cts

but

thes

ear

e fe

w c

ompa

red

to u

sual

ser

vice

s.

The

way

the

ser

vice

is p

acka

ged

(form

,gua

rant

ee,e

tc.)

Li

tera

cy le

vels

:wom

en le

ss e

duca

ted,

less

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e to

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rpre

t th

at in

form

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n.D

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ines

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ow

Don

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ow

I don

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ow

Poor

No

No

Fair

X Som

eX So

me

Goo

d

Yes

Yes

X

13 14 15Sect

ion

D.O

rgan

izat

ions

' kno

wle

dge

and

unde

rsta

ndin

g of

wom

en's

lead

ersh

ip a

nd a

bilit

y to

ben

efit

from

VC

inte

rven

tion

s


ne

xe

s

Wom

en's

part

icip

atio

n in

mee

t-in

gs

Eval

uatio

n of

wom

en's

voic

e an

dvo

te in

mee

ting

Eval

uatio

n of

wom

en's

lead

ersh

ipin

farm

er g

roup

s

Gen

der-

sens

itive

sta

tute

s,su

ch a

squ

otas

,etc

.to

guar

ante

e w

omen

'sac

cess

in t

hese

org

aniz

atio

ns

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aciti

es o

f wom

en t

o in

fluen

ceco

llect

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sion

s re

gard

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valu

e ch

ain

(wom

en's

part

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m

ulti-

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plat

-fo

rms

and

proc

esse

s)

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estio

n fo

r w

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pow

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men

t in

val

ue c

hain

and

pub

licsp

ace

How

to

get

mor

e w

omen

to

par-

ticip

ate

in a

dvoc

acy

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ends

on

grou

ps,i

n so

me

grou

ps,

wom

en a

re t

he m

ajor

ity b

ut t

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hair

pers

on is

a m

an,

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coor

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tor

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xpre

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they

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cret

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ale

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wom

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;

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ms

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take

s tim

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reng

then

wom

en's

capa

citie

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ast

artin

g po

int

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apac

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uild

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wer

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them

with

ski

lls a

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form

atio

n,in

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eth

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en s

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goni

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rtan

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Impo

rtan

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e th

an m

en

Not

at

all

con-

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rage

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Less

tha

n m

en

less

tha

n m

en

X Fair

No

X Fair

X

Sam

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men

X Sam

e as

men

Low

Yes

Low

16 17 18 19 20 21E.O

rgan

izat

ion'

s kn

owle

dge

and

awar

enes

s on

wom

en's

abi

lity

to in

fluen

ce d

ecis

ions

in s

pace

s of

pow

er


Ann

exe

3.E

xam

ple

of a

pplic

atio

n of

too

l 3:r

esul

ts o

f a G

ende

r-Se

nsit

ive

Map

ping

of t

he C

ooki

ng B

anan

a V

alue

Cha

in


ne

xe

s

Annex 4. Example of application of tool 4: Gender-BasedConstraint Analysis and Planning

Identification of gender-based constraints for small farmers in a sweet potato marketchain, Uganda (2014). Example extracted from the workshop on Orange FleshedSweet Potato (OFSP) - Small-Scale Producer - "Gender in Value Chains and BusinessPlanning" - CIP, Entebbe,April 2013.

Table 1/tool 4. Identification of gender roles, responsibilities and constraints

Activitiescarried outby chainactor

Roles and responsibilities

low=x, medium=xx,high=xxx

Constraints that limit access toand control of resources

Resources

or service

needed to

carry-out

the activitMale Female

Female Male

Youth

Site Selection

Land prepara-tion

Planting

Weeding

Harvesting

XX

X

X

XX

XXX

XXX

XX

Male Female

Male Female

Youth

Inadequateaccess toland

Limitedaccess to

manure

Land

Manure


Table 2/tool 4: Prioritization and analysis of gender-based constraints toplan actions - Small-Scale OFSP Producers

Gender-based constraint(s)

Value chain actor: Small-scale OFSP producer

Consequence Cause Actions

1.Women small-scaleproducers face chal-lenges accessing land

2.Women producersface challengesaccessing manure

Poor access to landand manure byfemale producersaffects production(yields) and supplyto other actorsalong the chain.

Lower yields.

Because of culturalnorms, men are themain decision makersover the use ofresources such asland. Men prefer touse land for whatthey consider com-mercial crops, suchas coffee or pineap-ple.

There is competitionover use of manurefor food and cashcrops. Men usuallydecide on use ofmanure.When it is not avail-able at householdlevel, manure needsto be purchased andwomen do not nec-essarily have thefinancial resources toacquire it.

Conduct sensitiza-tion and communi-cation for behav-ioral change tobring men onboard and recog-nize OFSP as acommercial crop.

Link up producerswith financial insti-tutions offeringgender -responsiveproducts and serv-ices.

Organize womenin producergroups to facilitatecollective accessto land andresources

Prototype Guide for Integrating Gender into Participatory Market Chain Approach 101 Ch

ap

te

r

III

Annex 5. Example of application of tool 5: Gender Risk-Benefit Analysis

From the assessment for vine root producers of sweet potato value chain, in Gemand Ugunja, Kenya (2014).Key: (+) = positive effects. (-) =negative effects

Actors Work Income Social / MarketPosition

Othe

Male vineproducer

Female vineproducer

Male trained, con-tribution to farmlabor, high qualityvine production(+)

Added respon-sibility apartfrom the gener-al householdchores at initialstages(-)

Increasedincomes,increased powercontrol onhouseholdresources(+)

Increasedincomes-livingstandardsimproved, invest-ment in otherdevelopmentprojects(+)

Diverted atten-tion, householdconflicts overresource control(-)

Elevated status -can be leaders,power tocontrol/lead,empower/involveother women (+)

Female displace-ment(-)

Status of sweetpotato as a poorman's crop elevat-ed(+)

Increased house-hold food securi-ty(+)Women can usesmaller roots andleaves from thevine plots forfood, (+)

Women dis-placed-not ableto cultivateother foodcrops, divertedattention(-)

Table 2/ tool 5:


Gender Skits to introduce gender roles and their implications on VC develop-ment: http://cipotato.org/wp-content/uploads/2016/04/SKITS-TO-INTRODUCE-GENDER-CONCEPTS.pdf

Power Point Presentation: Gender mainstraming in PMCA and Value chain devel-opment project (phase1 training):http://cipotato.org/wp-content/uploads/2016/04/Gender-mainstraming-in-PMCA-and-Value-chain-development-project.pdf

Power Point Presentation: Field program Example on Gender integration intoOFSP Value chain development (phase 1, 2): http://cipotato.org/wp-content/uploads/2016/04/Field-program-Example-on-Gender-integration-into-OFSP-Value-chain-development.pdf

Annex 6.Additional on-line training material supporting thepresent guide in introduction to gender mainstreaming in VCD

The presentations are available on-line at the links indicated below. Please, copy andpaste the web links in your browser to access to the documents:

The training material has been developed by CIP researcher and /or consultants dur-ing field application and program interventions nd it. It can be used or adapted for usein the PMCA Training Workshop presented in this guide.


Antezana I., Bernet T., López G., Oros R,. "Enfoque Participativo en CadenasProductivas (EPCP). Guía para capacitadores". International Potato Center (cip) pubbli-cation. 2008. http://cipotato.org/wp-content/uploads/2014/08/004400.pdf

Bernet T.,Thiele G. and Zschocke T., 2006. "Participatory Market Chain Approach(PMCA) - User Guide". International Potato Center (CIP) - Papa Andina, Lima, Peru.http://cipotato.org/wp-content/uploads/2014/09/003296.pdf

Senders A., Lentink A.,Vanderschaeghe M.,Terrillon J. "Gender in Value chain. Practicaltoolkit to integrate a gender perspective in agricultural value chain development".AgriProFocus publication. 2013.Available on-line at:http://agriprofocus.com/upload/ToolkitENGender_in_Value_ChainsJan2014com-pressed14152032301426607515.pdf

Laven A., Pyburn R., "Challenging chain to change".2012. Publication Agri-ProFocus. KITand IIRR. http://www.agri-profocus.nl

Riisgaard L., Escobar A., Ponte S. "Gender and Value Chain Development." 2010.Evaluation Study.The Danish Institute for International Studies (DIIS).http://www.oecd.org/derec/denmark/45670567.pdf

CIP working paper. "Guidelines for mainstreaming gender in RTB value chains" Root ,tuber and Banana program of CGIAR consortium.

LINKS TO RESOURCES ON HOW TO CONDUCT OPEN-ENDED OR SEMI-STRUCTURED INTERVIEWS AND DATA COLLECTION:

Practical Tips for Conducting Gender Responsive Data Collection", by BioversityInternational. http://www.bioversityinternational.org/e-library/publications/detail/practi-cal-tips-for-conducting-gender-responsive-data-collection/

How to do semi-structured interviews. http://www.tools4dev.org/resources/how-to-do-great-semi-structured-interviews/

Bibliography

Documents

Prototype Guide for Integrating Gender€¦ · Thiele Graham,Prain Gordon,Devaux Andre. Prototype Guide for Integrating ... Research Program on Roots,Tubers and Bananas and by PIM,the