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Challenging Chains to Change

Challenging Chains to Change . Result from cooperation in the Agri-Profocus G ender in Value Chains Network . Writeshop November 2010 Organized by APF, KIT and IIRR in Nairobi Over 40 participants. Over 40 participants, dozens of cases.

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Challenging Chains to Change

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  1. ChallengingChains to Change Result from cooperation in the Agri-Profocus Gender in Value Chains Network

  2. Writeshop November 2010Organizedby APF, KIT and IIRR in NairobiOver 40 participants

  3. Over 40 participants, dozens of cases

  4. 5 Strategiestoaddress gender in value chains • Mitigating resistance by building on tradition 2: Creating Space for Women 3: Organizing for Change 4: Standards and Certification 5: Improving business means improving women’s positions

  5. A Value chain

  6. Where the 5 strategies fit in the value chain 4 1&2 5 3

  7. Strategy 1: Mitigating resistance by building on tradition • Entry point: Professionalizing informal activities in which rural women are traditionally involved. • Rationale: Traditionally “female” sectors provide excellent entry points for promoting and empowering women. Tapping into the economic potential of such activities allows the smooth, cost-effective and wide-scale emancipation of women with a low risk of community opposition or takeover by men.

  8. Strategy 1, Approaches • Professionalizing informal female chains (shea) • From traditional responsibilities to new opportunities (livestock) • Transforming systems through new roles for women (dairy) • Improving women’s participation (green agriculture)

  9. Strategy 2: Creating Space for Women in male dominated chains • Entry-point: To position women better in male-dominated chains: making sure that they are visible and have economic decision-making power. • Rationale: Women already do much of the work in many male-dominated value chains. By making their contributions explicit, women gain opportunities and are able to improve their abilities and practises, which in turn allows both socio-economic emancipation of these women, and for improvements in chain activities.

  10. Strategy 2, Approaches • Recognisethe contributions of women in a value chain. A VC analysis can aid in discussion vis a vis the participation or possible future participation of women amongst stakeholders, and make that participation visible. • Sensitizemen, women, communities, governments, companies etc. and facilitate joint efforts among these different actors (private sector, government, NGOs) • Involve womenin cooperatives or producer groups and build women’s capacities in business, literacy, technology, leadership, finance and so on. • Introducenew services and technologies that are women-friendly technologies for upgrading chain activities

  11. Strategy 3: Organizing for Change • Entry Point: capacity building for women and organizing women are essential steps towards changing value chains to benefit women more whilst at the same time meeting profit motives. • Rationale: Capacity building will increase women’s confidence in taking up certain roles within value chains as well as within their communities and value chains.

  12. Strategy 3, Approaches • Capacity building and collective action for change • Sensitization of men • Services and finance

  13. Strategy 4: Standards & Certification • Entry point: Use gender seals or labels communicate to consumers that the product is produced by women and that efforts to address gender equity at the production level are happening. • Rationale:Using the label/seal (mark) increases the visibility of women producers. And these producers gain more income through the premium provided by the seal. That the product was produced by women becomes value-added. These economic benefits are a motivating force at the production level for both men and women.

  14. Strategy 4, approaches • Certify contribution of women (‘women only’) e.g. Cafe Feminino • Making use of existing standards andlables

  15. Strategy 5: Improving business and improving the position of women in the value chain • Entry-point:The strongest resource of a company is its people. Investing in equal opportunities for women and men contributes to business and society. • Rationale: Gender equity as a ‘shared value’ can contribute to an innovative and transparent business operation. This contributes again to equal opportunities for men and women (also in top positions). This leads to higher and more efficient production and profits.

  16. Strategy 5, Approaches • A public-private partnership, looking for shared values and complementarity in expertise • Integrate gender in core business principles at different levels, with a strong role for senior management

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