Gender Justice in pro-poor Value Chain Development

Transcription

1 Gender Justice in pro-poor Value Chain Development Final report IFAD small grant R1161 (June 2009 June 2011)

2 Submitted to: The International Fund for Agricultural Development (IFAD), Att. Maria Hartl WEMAN stands for Women s Empowerment Mainstreaming And Networking (WEMAN) for gender justice in economic development. It is a global programme of Oxfam Novib. Front cover: Farmers and traders making their action plan for addressing gender issues in the chain and improving incomes, Bukonzo Joint Cooperative, Uganda Back cover: Felizia Muhindo explaining her market map for avocados, member of Green Home Women s Development Association, Uganda 2011, Thies Reemer, Oxfam Novib in collaboration with partners and consultants. Page 2 of 49

3 CONTENTS 1. Introduction Background of this report Origins and development: participatory (gender) action learning methodologies Adaptation for pro-poor wealth creation and value chain upgrading Rationale for gender action learning in value chain development Activities component 1: pro-poor research Activities a) participatory action research Activities b) e-discussion Activities c) Develop a manual for gender justice in pro-poor VCD Activities compenent 2: Pro-poor capacity building Activities a) International capacity building workshop Activities b) international conference at IFAD Activities c) dissemination of findings Monitoring/Evaluation Communication/Capitalisation Statement of Expenditures Notes to the Statement of expenditure Conclusions Annex 1: Preliminary coffee chain map Annex 2: Gender value chain maps for beans, fruits and maize Annex 3: summary win-win strategies Annex 4: Amendment Annex 5: Impressions from local actors Page 3 of 49

4 1. INTRODUCTION 1.1 Background of this report The project Gender Justice in Pro-Poor Value Chain Development with IFAD grant R1161 started in June 2009 with local partners in Uganda and ended in June 2011 after a dissemination workshop. This is the final report, covering the activities implemented, the expenditures and the accomplishment of the goal and objectives. It also includes the implications for scaling up the experience and the Gender Action Learning System (GALS) for gender justice in value chain development to other contexts. The project is part of a larger programme spearheaded by Oxfam Novib called WEMAN (Women s Empowerment Mainstreaming And Networking for gender justice in economic development). WEMAN is a long-term programme for promoting gender justice in economic interventions started in 2007 and now integrated into Oxfam Novib s strategic plan from It consists of three main strategies referring to the acronym WEMAN: Women s Empowerment Mainstreaming And Networking Community-led gender action learning system (GALS), adapted to different contexts and interventions Gender mainstreaming and innovation in CSOs, MFIs and other stakeholders Strengthening a global network for ongoing learning, capacity building and advocacy The goal of the project was to pilot an adaptation of the GALS methodology for value chain development, and to build the capacity of at least 30 partner organisations of Oxfam Novib and IFAD to implement GALS, and contribute to a wider process of mainstreaming gender in research, policy and practice of value chain development. During the first year the activities focused on the participatory action research with vulnerable stakeholders in Uganda in Component 1: Pro-poor research. It contributed to the first objective of the project: By the end of the project, a participatory method and strategies for gender justice in pro-poor value chain interventions have been developed in Uganda through a participatory process with at least 1000 farmers The second year of the project, in which there was more focus on pro-poor capacity building (related to Strategic Objective 2), contributing to the second objective of the project: By the end of the project at least 30 IFAD and Oxfam Novib partner organizations from Africa, Asia and Latin America have the capacity to try out the methodology in their organizations for gender justice in value chain development. They are part of an action-learning network for ongoing learning and identification of win-win strategies. Since the previous progress report the first version of a GALS manual for value chain development was made, additional documentation of the results of the project for stakeholders in Uganda was done, two articles were drafted and a dissemination workshop was held in Rome at the IFAD headquarters. This report: provides the background of the project and elaborates on the rationale; it gives a summary of the activities with references to earlier progress reports as well as separate workshop reports (chapter 2 and 3); describes the outreach to the target group and the achievement of results (chapter 4); describes the dissemination of outputs outside the scope of the project and synergies with other initiatives (chapter 5); provides the final statement of expenditures (chapters 6 and 7); and finally provides conclusions and implications for the future (chapter 8). Page 4 of 49

5 1.2 Origins and development: participatory (gender) action learning methodologies One of the results of the project was the development of a GALS methodology for VCD in an integrated wealth creation framework. The starting point is capacity-building and empowerment of the poorest women and men in value chains (small scale and marginal farmers, landless farm workers, input suppliers, small scale traders) and addressing gender issues as essential strategies for value chain upgrading and achieving pro-poor wealth creation. The approach is complementary to, and can ultimately be integrated into, existing private sector approaches to VCD. The methodology builds on a number of other methodologies that were developed earlier by and with Linda Mayoux: Participatory Action Learning System (PALS) Gender and value chain manual ILO 1 Making the Strongest Links started to use some of the PALS tools for work with women exporters in Kenya. Gender Action Learning System (GALS) developed as part of Oxfam Novib s WEMAN programme since 2007 with partners in Uganda, Sudan, Pakistan, Peru and other countries in Latin America specifically for promotion of gender justice. PALS and GALS are very similar, the main difference being that PALS aims primarily at livelihoods improvement and GALS at gender justice. PALS is a structured community-led participatory process integrating livelihood capacity building and participatory monitoring and impact assessment. The PALS methodology has been developed and refined with various organisations in Uganda, India, Sudan and Pakistan, supported by the Southern NGOs themselves and/or a number of international donors, including Oxfam Novib, Hivos, DFID and Aga Khan Foundation. Both methodologies adapt very simple diagramming tools: Diamonds, Road Journeys, Trees and Circles to build peoples own capacity to collect and analyse information they themselves need to improve their livelihoods, monitor changes and assess the implications for their own learning and as input to group and organisational learning. People who cannot read and write as well as organisational staff and academic researchers use the methodology as an accessible and effective form of strategic planning - to get a clear picture of what they want to achieve in their lives or livelihoods and organisations, analyse their current situation, relationships, opportunities and challenges and reflect/plan / track on strategies and actions for change. Based on and continually reinforcing underlying principles of equity, inclusion and gender justice, PALS aims from the very first meeting to bring about immediate and tangible positive improvements in lives and livelihoods of women and men participants, particularly the poorest and most vulnerable but for people at all levels. While obtaining more control over their lives and the way they participate in the economy and community and interact with their organisations, participants increase their benefits from natural resources, financial and non-financial services and from relations with more powerful actors and institutions in their environment. Integrated into existing activities of group-based institutions like micro-finance, cooperatives and unions as well as enterprise and government strategic planning, PALS becomes a sustainable, long-term community-led process alternating individual reflection and planning with group peer learning Figure 2: Individual GALS diary small scale woman farmer in Uganda, Vision Journey (left side) and Empowerment Map (right side) Page 5 of 49 and planning, integrated into constructive institutional decisionmaking. 1 Making the Strongest Links: a practical guide to mainstreaming gender analysis in value chain development. 2009, ILO.

6 Since November 2007 as part of Oxfam Novib s WEMAN programme the methodology was adapted with partners in Uganda and elsewhere specifically for promotion of gender justice and systematised as Gender Action Learning System (GALS). GALS adapts the same or similar PALS tools and processes to collect and analyse information necessary to understanding and changing gender relations, again based on the information needs of people themselves. It situates this local information in relation to women s human rights as stated in international agreements like Convention Against All Forms of Discrimination Against Women (CEDAW) and incorporated into the gender policies and legislation of many governments throughout the world. This not only brings about significant changes in the lives of women and men at community-level, but also enables more effective organisational capacity-building for gender mainstreaming based on a more thorough understanding and analysis of issues at community level and hence the types of organisational strategies which are not only needed but also possible based on peoples own initiative. Experience has shown that this process produces very constructive strategies bringing together both women and men in a process of change, even in apparently conservative contexts and brings a realisation and motivation on the benefits for men, children as well as women themselves of changing even sensitive issues like land ownership. Box 1; WHAT IS DISTINCTIVE ABOUT THE GENDER ACTION LEARNING SYSTEM? sees women not as 'victims of subordination in need of consciousness-raising' but as intelligent actors who already have aspirations and strategies but need collective and organisational support to better realise these. sees men as potential partners in a process of change and pursuit of justice who also need support in order to go against established attitudes and patterns of behaviour to work for a better world. focuses first on the individual, giving them the skills to reflect on their personal situation as the basis then for collective reflection at group and/or community levels. starts by clarifying differences, and acknowledging the potential for conflict, before negotiating these into a consensus, or at least acceptance of the need to acknowledge and adapt to different interests. every learning event focuses on tangible actions for change which can be taken by individuals immediately, before waiting for other actions identified at group and institutional levels builds capacities and systems for ongoing peer action learning as the basis for a sustainable process of change. aims to mainstream into existing activities, rather than being a one-off exercise or extra activity. Gender Justice and rights-based principles are nonnegotiable and underlie the way in which process is facilitated, and the types of actions which are supported by development agencies. 1.3 Adaptation for pro-poor wealth creation and value chain upgrading The GALS for VCD methodology combines the PALS focus on livelihoods and VCD with the insights from GALS on the centrality of women s economic rights to pro-poor wealth creation and value chain upgrading. It aims to: Improve livelihoods in ways which give most benefit to women and men currently most vulnerable in the chain Establish multi-stakeholder consensus on the moral and business imperatives of promoting gender justice and prioritising the needs and interests of the weakest and most vulnerable parts of the chain Page 6 of 49

7 Develop a win-win multi-stakeholder collective vision with immediate and long-term strategies and plan for change Develop sustainable skills and structures for ongoing livelihoods and change planning, communication and collaboration between stakeholders Establish sustainable participatory processes for gender mainstreaming linked to economic decision-making, political change and policy advocacy Through: Strengthening skills and negotiating power of the most vulnerable Quality upgrading if this increases incomes of the poorest Working with private sector actors to change attitudes and behaviours/integrating GALS into strategic planning processes Multi-stakeholder negotiation and value chain planning Linkages with service providers financial services, capacity building (e.g. BDS) and human rights/legal aid The grant project focused on a number of strategic dimensions (see figure 3) bringing together livelihood, market and value chain development following the policies of the Ugandan government for commodities like coffee. The process has enabled Bukonzo Joint Cooperative and Green Home to maximise experience sharing between members on technical aspects of production and marketing to develop more cost-effective and focused input from the organisations themselves. It has also brought together experiences and insights from stakeholders throughout the chain in a more transparent and collaborative manner leading to a significant improvement in quality and quantity of produce available for traders, as well as increased incomes for the poor. For this reason all the stakeholders have an interest now in continuing and also upscaling the participatory methodology integrated into private sector capacity building and supply chain management. Figure 3: Community-led value chain development. Linda Mayoux, WEMAN, Oxfam Novib Page 7 of 49

8 1.4 Rationale for gender action learning in value chain development The grant project focused specifically on gender justice. Gender equality of opportunity and women's empowerment are now widely recognised as integral and inseparable parts of any sustainable strategy for pro-poor wealth creation: Gender equality of opportunity and women's empowerment are essential for economic growth. Studies by World Bank and others have shown that countries that have taken positive steps to promote gender equality have substantially higher levels of economic growth. Gender equality and women's empowerment are essential components of poverty reduction strategies. Gender inequality and women's disempowerment are key factors in poverty. Gender inequality means women have higher representation amongst the poor and therefore women's needs are the majority norm rather than minority interest in poverty reduction strategies. Women also have prime responsibility for children and family welfare which makes them key actors in poverty reduction. As stated in international agreements, gender equality of opportunity is a key goal in and of itself as part of an international commitment to women's human rights and gender justice as stated in international human rights agreements, particularly CEDAW signed by the majority of national governments and donor organisational gender policies. As such it is also an integral part of any serious human development strategy. Enabling women to realise their full potential requires removing gender inequalities and discrimination which constrain them at every level. It also requires affirmative action to enable women, and also men, to promote and benefit from this change. The grant project in Uganda identified that gender norms and peer pressure from other men constrain men s ability to save, contribute income to the household and increase the resilience of households to risks. Having a joint vision, working together and having equal property rights provides more security to the household and makes it much easier and efficient to invest in business and quality. It helps men to save money which they would otherwise spend on alcohol, and enables the household to cope better with hospital bills, loss or theft of harvest. Households with a joint vision and business plan are also much more reliable suppliers to traders and bulkers. Also the effective targeting of support services, training and certification to increase efficiency and competitiveness in chains can be seriously constrained when gender issues are ignored or when the roles of women and men in value chains is not taken into account. Gender inequalities are often critical to understanding and addressing the 'weakest links' within value chains, and the most critical areas for upgrading quality and growth as well as poverty reduction as part of the pro poor wealth creation process. Gender analysis is however generally also the weakest point in most value chain analyses 2, often being largely ignored beyond establishment of a few small women s cooperatives. Gender differences and inequalities affect the ways in which value chains operate at every level: Women and men are likely to be involved at different stages of the chain as producers and entrepreneurs, in marketing and as consumers. Those areas where women are involved are often less visible and may be overlooked in both analysis and development. Large parts of the value chain, which are essential to upgrading, are often ignored, particularly home working, putting out' and temporary work. These are generally very important in explaining how value chains operate and indicate critical links at which upgrading or change should happen in order to bring about development of the chain as a whole, and for poverty reduction. This has been found for all the chains investigated in the grant project. Gender inequalities affect where power is located and where and how change can occur in order to translate chain upgrading into poverty reduction. Gender inequalities are often important in explaining why different parts of the chain are blockages to growth. Gender analysis is needed to explain why particular chains are dominated by men or women, in what circumstances women have been able to become successful at creating employment, and how women can be supported to make a more effective economic contribution. Gender inequalities also affect men's behaviour in enterprises and markets as well as the household. Unless gender analysis is an integral part of value chain analysis, strategies for upgrading may further disadvantage women. Interventions may 2 See also Raswant et al, IFAD 2010, Pro-poor rural value chain development. Page 8 of 49

9 ignore women altogether. They may alter perceptions of ownership and rights in favour of men. Enterprises may be arbitrarily assumed to be 'male owned' even where women and other family workers may be important to their management and operation; Or they may be based on inaccurate stereotypes of women's capacities and situation, excluding them from support and hence giving men an advantage in markets or employment. This has implications not only for gender equity and women themselves, but reduces economic growth and perpetuates cycles of poverty. Again this has been found for all the chains investigated in the small grant project. As value chain research and development in the small grant project aimed to identify and promote the 'strongest links' in a sustainable manner, gender justice issues were therefore fully integrated into all stages and tools. It is also clear from the experience of the grant project that many of the tricky and complex issues highlighted by gender analysis are often not confined to gender itself. These often reflect other shortcomings in the types of economic analysis which are common in value chain analyses and development. Gender analysis provides a starting point for more accurate poverty analysis and integration of key dimensions of extra-market factors, power relations and motivations into the currently incomplete understanding of economic growth. Understanding and incorporating these dimensions are essential not only for gender, but to designing effective sustainable pro-poor wealth creation strategies themselves. These issues will continue to be highlighted in the upscaling process in the proposed large grant project which will enable comparative analysis from the wider range of contexts, chains and organisations. Page 9 of 49

10 2. ACTIVITIES COMPONENT 1: PRO-POOR RESEARCH The participatory action research was done with the Uganda partners Bukonzo Joint Microfinance Cooperative Microfinance Society (hereafter Bukonzo Joint Cooperative) and Green Home organisation for Women s Development (Hereafter Green Home ), building on their existing experience with GALS. A financing agreement between Oxfam Novib and Bukonzo Joint Cooperative was made for this purpose. The grant project took place alongside continued upscaling of communityled gender action learning for livelihoods development and gender justice these local organisations from their own internal resources. This provided a solid organisational basis for rapid upscaling of the value chain work. During the first reporting period from June to the beginning of December 2009 experience of the partners was brought together with the ILO value chain manual, simplifying and streamlining it for use in peer learning by women and men in the communities covered by the partners. A funding agreement was prepared with Bukonzo Joint Cooperative for the action research with their own members, as well as with Green Home with its own marketing channels and Babughirana, a local community-based organisation supplying coffee to the Bukonzo Joint cooperative and also to local traders. Community-level participants decided to focus first on the coffee value chain since 90% of the households are engaged as producers and/or traders and it has most support from the government. During the project all the activities indicated in the contract under component 1 were carried out: a) Participatory action research in the coffee, beans, maize and fruits value chains. The Gender Action Learning System (GALS) was piloted in the coffee value chain, and replicated in the other value chains following the experience in the coffee value chain. b) The e-discussions were included in the project proposal for feedback from outside experts/practitioners in the GALS methodology, as well as for the development of a protocol for gender justice in value chain development. The e-discussions were used towards the end of the project, around the dissemination workshop in Rome. c) A first version of a GALS manual for VCD was developed, as well as capacity building materials such as a 24-minute documentary on the coffee value chain, short films on the other crops, powerpoint presentations and workshop/training schedules. Linda Mayoux was contracted under a consultancy from for Oxfam Novib to draft the adapted GALS process, based on earlier experiences with the WEMAN programme. This formed the basis for a GALS manual for VCD, and for the work on the ground in Kasese district. In the GALS for VCD manual the four main stages identified during the participatory action research are described: Stage 1: Preliminary mapping of main chain activities, stakeholders, value distribution, governance and gender inequalities in all these based on existing knowledge and secondary source material. Stage 2: Participatory action research with different vulnerable stakeholder groups (and where feasible more powerful stakeholders) to identify the poverty and gender issues at each level, identify immediate short term change strategies and strengthen collaboration and peer sharing. Stage 3: Identification, planning and negotiation of multi-stakeholder win-win strategies. At this stage the more powerful stakeholders are involved through value chain multi-stakeholder events, resulting in a multi-stakeholder strategic plan towards a vision of common interests. Stage 4: Sustainable action learning process including monitoring change through integration of individual and group level learning into management information systems, peer upscaling and integration in planning processes and policy advocacy, establish participatory processes for ongoing change planning in Annual General Meetings, value chain fairs and local government. All four stages have now been implemented in the partner organisations in Uganda as part of the financing agreement with Oxfam Novib, although stage 4 is ongoing and continuously adapted. The methodology is being sustainably integrated into the ongoing planning processes of Bukonzo Joint Cooperative and also the various producer and trader organisations in the value chains selected. Page 10 of 49

11 The main tools developed/adapted through the consultancy, the financing agreements with Bukonzo Joint Cooperative and the follow-up by Oxfam Novib are: Tool 1: Gender balance tree individual/collective Tool 2: Market map individual/collective (see example in figure 4) Tool 3: Income challenge/action tree individual/collective Tool 4: Gender challenge action trees individual/collective Tool 5: Individual livelihood and gender road journeys with monitoring calendar Tool 6: Stakeholder collective road Figure 4: Collective market map journeys Tool 7: Multi-stakeholder win-win tree Tool 8: Multi-stakeholder win-win road journey Peer learning processes are part of the initial community-level capacity building. During the introduction phase participants develop their own pictorial manuals. These people identify members of their household, family and friends with whom to share their knowledge. Participants that are very successful in peer training, become community trainers certified by the organisation that facilitates the process. These certified community trainers train new groups and new members of groups, with payment from the organisation based on results, on sustainable basis (e.g. by group surplus, organisation profits, member contribution to training). Progress on peer training is marked on a register. Monitoring of change is based on ongoing action learning in individual diaries. These are brought into group action learning and other training activities to reinforce drawing, analytical and planning skills over a range of issues and topics. Individual and group learning and change are integrated into management information systems. Participatory processes and platforms are established for ongoing change planning in Annual General Meetings, value chain fairs, local government and supply chain management by private sector stakeholders. The outcomes can be used for research and policy advocacy. In the paragraphs below the activities of the four stages are summarised, with references to the details reported in the progress reports 1-3 to IFAD. The results of these stages are given in Chapter 4. Oxfam Novib has consulted IFAD for using the IFAD visibility guidelines for the materials developed for the various events. 2.1 Activities a) participatory action research Stage 1: Preliminary mapping of the value chains Planning meetings for the project were held in August 2009 with the local partner organisation and Linda Mayoux, and the first GALS workshops with participants were held when the Oxfam Novib project leader visited Uganda in September. The first contract between Oxfam Novib and Bukonzo Joint Cooperative for the participatory action research (also representing Green Home and Babughirana) was signed. The preliminary mapping of the coffee value chain was done by Bukonzo Joint Cooperative, with consultations among women and men coffee producers, local traders, district-level traders, two exporting companies, Uganda Coffee Development Authority (UCDA) representatives and other government representatives, input supplier of improved technology Brazafrica. This was supplemented with desk research and visualised by the international consultant Linda Mayoux. The findings included a Page 11 of 49

12 clear need for mobilising vulnerable people at the start of the coffee value chain, and also a good match with the priorities of UCDA for: 1) Upgrading for the export market 2) Developing the local market for coffee 3) Helping very poor producers to diversify to decrease dependency on the coffee industry and improve their bargaining power. The preliminary map of the coffee chain (see annex 1) illustrates how important coffee is in the livelihoods of people in the Rwenzori area. Also it shows the clear gender division of tasks and roles in the coffee value chain. In all coffee producing households women are significantly involved in the main coffee cultivation and processing tasks alongside cultivation of food crops and unpaid household work. Men s role varies, depending on how much work the man decides to put in. Women have no power over this decision because of their economic and social dependence on men and vulnerability - in polygamous households and also other households where there is always the threat of separation/divorce, men taking another wife or occasionally bringing children from outside their marriage to their wife(s) for care taking. In about 70% households men migrate to town in search of work. Typically these men are only involved in very occasional heavy tasks, coming back to harvest and market the beans when they want cash. Apart from very small-scale women barter traders, all traders are men because women have insufficient capital for investments and cash is absorbed by the household. From desk research, it was found that gender is included in codes of conduct such as fair trade and Utz certified (although they may need updating), but the commitment to gender is not followed through in support services around the codes. Further details on the findings of the preliminary mapping are given in the first progress report to IFAD. While the participatory action research was already ongoing in the coffee value chain, the preliminary mapping was done for the other chains: Beans, maize and fruits. Again, the mapping was based on consultations with various local stakeholders in April 2010 to guide the move from community-led action learning to multistakeholder negotiations with traders and others. This was done under the same contract with Bukonzo Joint co-operative, but with members and staff of Green Home facilitated by a local consultant. The maps are shown in Annex 2. The preliminary mapping included a visit to Kandaba farm to learn more about fruits. Mango, pineapple and avocado were identified by the participants as priority crops for their action research. The most common in the area are small scale farmers producing fruits on ¼ - 2 acres, mostly in combination with other crops. In the highlands fruits are often intercropped with coffee, while in the lowlands pineapple is often intercropped with avocados. Women do most of the work while men own the land and make decisions over the crops that are produced for sale. Women however are involved in marketing, especially along the road and in village markets. Shopkeepers from neighboring trading centres also come to buy fruits from the village, and some men are taking the fruits to the market. Other women and men just sell fruits where they live. About 30% of the fruit farms are larger (2-10 acres) and they transport the fruit in vehicles to Kasese town and Kampala. There are some initiatives of making juice, drying, making jam and wine. Beans is most often intercropped with maize, and used for both subsistence and selling. Women, who often need to hire land in order to grow beans, also make decisions on the use of beans and marketing them on a small scale. It is used for home consumption and sold along the road and small trading centres around. Beans on owned small farms are mainly produced by women and marketed by both men and women. Husbands of female farmers take the beans to shops, or sell them to local middlemen, who in turn sell them to shops. These shops selling beans and groundnuts are often owned by women. Some women sell directly to schools, or use beans to pay school fees in kind. Beans are also sold to prisons and for cross border trade with Congo. Fully commercial beans are grown on large farms in Kistwamba subcounty for markets in Kampala and Bushenyi. The World Food Programme also procures beans from large farms.. Stage 2: Action Research with vulnerable stakeholders Almost immediately after the first preliminary mapping, a series of workshops started with Bukonzo Joint Cooperative from August 2009 October These initial workshops were to involve the vulnerable coffee value chain stakeholders in Kasese district, who tested the new and adapted GALS tools. First they identified the various sub-groups of vulnerable stakeholders (such as single parents and widows, married couples living in unity, married couples living in continunous conflict, Page 12 of 49

13 monogamous and polygamous families etc) among the farmers, barter traders, workers and village-level traders. The next step was individual and collective (sub-group) analysis of relevative contributions and benefits by women and men to coffee production and business, as well as market mapping. This was followed by market research by a smaller group of vulnerable stakeholders, through exposure trips to traders and processing units in Kampala and Mbale, as well as further investigation of local markets, such as tourist lodges, local hotels, shops and road sale. Workshops were held to feed back the results of the market research to the other farmers, barter traders and workers involved. Three key issues were identified as priorities for change: 1. the gender and relational issues underlying the poor quality of coffee; 2. The unequal division of labour between women and men (related to the scramble for coffee and unequal distribution of benefits from coffee); 3. The unequalities between women and men regarding sucure access to land. The main GALS tools for peer capacity building were identified and the participants designed their own visual manuals (see example in Figure 5) to train other community members in the use of the tools. Each peer trainer from the community committed to training a number of other people from the vulnerable stakeholder groups. The process of peer learning and identification of collective actions took place during the rest of the project period, followed up within the structures of Bukonzo Joint Cooperative. The impact figures show that positive changes are happening both for increasing gender relations as well as for increasing quality and productivity and effectiveness in the value chains. The better negotiation position of the farmers and small scale (barter) traders is shown in the diversification of marketing options/ channels and the increases in savings, which makes them less dependent on traders. This also counts for the village level traders, who have started organising themselves. Local markets for coffee continue to expand removing dependence on volatile export markets and increases producer choice of market. Households producing and selling coffee have, for the first time, started experimenting with local roasting, grinding and packaging and selling to local markets, and exploring the purchase of machinery. The market visits with vulnerable value chain stakeholders to Congo was very important in increasing awareness of the value chain at community level and the multiple enterprise possibilities for poor traders to increase their incomes in the same markets. This refined a workable tool for community-led market research for enterprise development. The activities are described in more detail in the progress reports 1-3 to IFAD. Entrepreneur trainers reflect on their own situation to identify reasons why women are not put on land Agreements Page 13 of 49

14 Solution GH training men and women. Result they aree saving and paying school fees Solution Men should also come to counselling and hear about problems Result they have a good family and sit and discuss together Solution Green Home training Result man helps with the work Solution: give advice to stop wasting time Result: they are working together and life has changed. Solutions and results Challenges Not working together Man drinking and does not come home Man has more wives Man plays cards and gambling Figure 5: Entrepreneur manual for gender justice tree by Janet Ramadhan, member of Green Home Stage 3: Identification and plans for win-win strategies The action research (stage 2) with vulnerable stakeholders provided a good analysis of the gender and poverty-related challenges and opportunities in the coffee, beans, maize and fruits value chains. The analysis as well as the specific plans and achievements by the vulnerable stakeholders for addressing gender issues and upgrading quality and productivity, formed a basis for engaging more powerful actors. Links with private sector stakeholders (mainly traders and processors) were established early in Page 14 of 49

15 Win-win tree made by farmers, barter traders and local and regional traders the process. This is partly explained by the already exisiting experience in the local partners in using GALS. Private sector actors were visited or invited for local workshops, during which the vulnerable stakeholders presented their progress and plans. The win-win negotiation between vulnerable and powerful value chain stakeholders mainly took place during value chain multi-stakeholder events organised by Bukonzo Joint Cooperative for coffee and maize, and Green Home for beans and fruits through a local consultant. Some of these multistakeholder events were part of the financing agreements of Oxfam Novib with Bukonzo Joint Cooperative (the 1 st agreement up to June 2010 and second agreement up to end of November 2010). Some multi-stakeholder events were organised during monitoring visits by Oxfam Novib (from its general project budget), or the international consultant Linda Mayoux. During the multi-stakeholder meetings win-win strategies were identified, focusing of the mutual interests of the vulnerable and more powerful stakeholders. This led to concrete collaboration and actions described in chapter 4. The involvement of more powerful private sector stakeholders took place for all the four value chains, and it is striking to see how traders first focus on addressing gender relations in their own households, apart from addressing gender relations in the chains. Changes in gender relations in some households have happened almost immediately e.g. in the case of the male village traders, and some of the changes in land ownership and division of labour. This includes not only easy changes, but also significant changes in many households which were extremely unequal with high levels of abuse of women. Coffee traders continue to be interested and are involved in the process up to the level of Kasese district. Bean and fruit traders are in the process of organising themselves, improving relations at different levels in the chains and also efficiency and quality. Women s secure access to land is one of the most difficult issues which is constrained by the lack of support from law enforcement bodies. Stage 4: Sustainable Action Learning Process During the project period the local partners have made plans for sustainable integration of GALS and the value chain multi-stakeholder events. After the financing agreement between Oxfam Novib and the local organisations ended, Oxfam Novib and the international consultant followed up what happened with the monitoring and peer learning. The results are given in Chapter 4. The local organisations developed tools for monitoring at the individual, group and cooperative/organisational level. These are integrated into the GALS manual, which is one of the outputs of this grant project. Peer learning structures were developed throughout the different stages. Apart from the spontaneous peer learning which is more difficult to track, Bukonzo Joint Cooperative developed a reward system for the first level GALS peer trainers from the community. Rewards are given annually based on crosschecked performance and paid from cooperative profits, as decided in the General Assembly. During a monitoring visit by Oxfam Novib in March 2011 value chain multi-stakeholder events using GALS were piloted in the General Assembly, and decisions were taken to integrate these and on how to finance these in the future from cooperative profits and member contributions. Page 15 of 49

16 2.2 Activities b) e-discussion As one of the partners of Agri-ProFocus, Oxfam Novib contributed to the development of an Agri- ProFocus learning trajectory on Gender in Value Chain Development since Together with the other partners Hivos, KIT, ICCO, Agriterra and WUR the trajectory has been designed to in the long run contribute to having value chains work for women. More specifically the organisations involved want to achieve that their economic programmes contribute to gender empowerment. As part of the trajectory a Gender in Value Chains Ning has been developed. Apart from the partners involved, there are contributions on the Ning from other stakeholders (including USAID, Care and IFAD). Instead of creating a separate discussion group the existing Ning was used for e-discussions around the dissemination workshop at IFAD headquarters in Rome in May Activities c) Develop a manual for gender justice in pro-poor VCD Based on the action research, a first version of a GALS for VCD manual for piloting was prepared, which needs to be adapted to the local and organizational context where it will be used in. This will be further developed under the IFAD large grant implementation that is anticipated from September During the first and second reporting period of this first grant project, the focus has been on introducing and trying out new tools. The consultant Linda Mayoux, as part of her consultancy contract with Oxfam Novib in , has introduced some new tools and the community-level participants involved in the action research have also been trying out adaptations to the tools. For example the gender balance tree and an improved market mapping tool was developed in the 2 nd reporting period and a calendar added to the Road journey tool. Also an adapted roadjourney was developed, or multilane highway indicating the variety of income generating activities each with its own business road towards a vision. A 24 minutes video documentary on GALS in the coffee value chain, as well as short clips on the other coprs, were developed rather early in the process under a consultancy with Dominique Chadwick. The third reporting period resulted in reviewing the tools for multi-stakeholder negotiation. After that, the focus has been on the tools for tracking and monitoring. A monitoring visit to Uganda by Oxfam Novib in March 2011 and a second consultancy with Linda Mayoux in 2011 (which also included the copreparation and co-facilitation of the dissemination workshop at IFAD) contributed to the finalisation of the first version of the manual. Page 16 of 49

17 3. ACTIVITIES COMPENENT 2: PRO-POOR CAPACITY BUILDING The activities in Component 2 include: a) International capacity building workshop in Uganda b) International value chain and gender conference in Rome c) Dissemination of findings 3.1 Activities a) International capacity building workshop The stages, tools and process developed in Component 1 with the local organisations in Uganda were used to develop for the design of the capacity building workshop for practitioners from IFAD programmes and Oxfam Novib partner organisations from Africa, Asia and Latin America. In preparation of the workshop the following material was been developed for capacity building purposes: A documentary video (24 minutes) on using GALS in the coffee value chain. Short clips on the local maize, beans and fruits chains The draft manual for community-led Gender Action Learning for win-win value chain development has been further developed, including a set of PowerPoint presentations for training. A schedule for a 10-day intensive field-based capacity building event Workshop workbooks with personal logbooks, as part of a package for each participant Between 25 th June - 4 th July 2010, the coordinator of Bukonzo Joint Cooperative met with Linda Mayoux in Cambridge UK to further develop the GALS methodology, designing and planning the workshop programme. Oxfam Novib and Bukonzo Joint Cooperative signed a second financing agreement for Bukonzo Joint Cooperative to host the international capacity building workshop, and to organise value chain multi-stakeholder meetings prior to the event with Ugandan value chain stakeholders. These multi-stakeholder meetings were also used as an input into the international workshop. The workshop was held from September 23 rd to the 2 nd October, 2010 in Kasese district, Western Uganda. The participants included 30 staff from Oxfam Novib and IFAD supported projects / partner organisations from various countries. Details are given in a separate workshop report submitted to IFAD. The participants were selected from a larger number of interested applicants, who not all could participate due to limited places. They will form part of the dissemination network in the proposed large grant project. The participants included: Staff from CSO partnerorganisations of Oxfam Novib from Uganda, Rwanda, Nigeria, Zimbabwe, Angola, Peru, Burma and Indonesia. Staff from IFAD projects in Uganda (District Livelihood Support Programme, DSLP), Rwanda (Kirehe Community-based Watershed Management Project, KWAMP), Nigeria (Community-Based Natural Resource Management Programme Niger Delta CBNRMP and Community-Based Agricultural and Rural Development Programme (CBARDP), and Ecuador (Latin America Centre of Rural Development, Rimisp) IFAD/FAO staff (from Rome, Sierra Leone and India) The workshop was field-based, in the project area where the participatory action research took place. It started with a three-day introductory training on the basic GALS for livelihoods improvement and gender justice, developed under Oxfam Novib s WEMAN programme. This part of the programme was for participants who had no prior experience with GALS. After this initial training, a visioning exercise for common understanding of value chain development was done, followed by examples from the Page 17 of 49 This workshop has confirmed the idea that change has to begin from the individual level. I now feel a renewed commitment to gender equality, after a long period of gender fatigue. Quote from a personal diary of a workshop participant

18 Participatory Action Research with Bukonzo Joint Cooperative and Green Home in Uganda, as well as the overall framework of the workshop. From there, workshop followed the four stages identified in the GALS for value chain development methodology: Stage 1: Preliminary value chain mapping Stage 2: Community-led action research with different vulnerable stakeholders Stage 3: Identification, planning and negotiation of multi-stakeholder win-win strategies Stage 4: Ongoing sustainable action learning process Each stage of the workshop then included an overview presentation with explanation of the different tools. There were practical exercises on how the tools can be used, and interaction with poor and vulnerable stakeholders in the coffee, fruits, maize and beans value chains around their presentations of how they use the tools. After each day the participants filled in a diary with lessons learned, eye-openers and points for improvement. This fed into the action planning sessions In the past, my conclusion on gender issues has been based on insufficient engagement with the community members. From the workshop, this has changed. I am now totally convinced that gender issues have practical implications for poverty reduction. towards the end of the workshop. Field visits and Quote from a personal diary of a workshop participant exercises with the communities involved enabled the participants to get a real feel of how the methodology is used in practice, and get first hand information of how community participants learned and how they benefited from tools, how these tools relate to business versus poverty, what the gender justice dimension is of each tool and how these have impacted the livelihoods and rights. The final day was reserved to finalise the action plans for integrating GALS in value chain development work. This included prioritising the target groups, the private sector actors to involve, identification of opportunities for collaboration at national and international level, and opportunities for policy influence. The action plans of both CSOs involved in Oxfam Novib programmes as well as those formulated by staff from IFAD projects, were major inputs in the development of a large grant proposal to IFAD. The concept note was submitted by the end of October 2010, the full proposal was submitted by the end of February I did some presentations on the GALS methodology that I had learned in Uganda I was part of the workshop organised by Oxfam Novib through the IFAD grant. To me, the tools were probably one of the main answers I was looking for in my work. Judith D'Sousa - IFAD Implementation Support Specialist, Gender and Rural Sociology A one-day conference was held in Entebbe, Uganda to present the findings of the participatory action research (as well as other interesting initiatives / approaches to gender in value chain development) to the Agri-ProFocus Uganda network. Consultancy costs for this were funded from the project budget, other costs were covered from Oxfam Novib s WEMAN programme and Agri-ProFocus. The aim was to introduce gender as a topic in the network, and to identify a joint agenda for gender mainstreaming in value chain development. 3.2 Activities b) international conference at IFAD Instead of a conference, ON in collaboration with PTA in IFAD decided to organise a workshop with more active participation by the particpants, which would not be possible in a conference set-up. Also it was decided to not only disseminate the results of the project in Uganda, but to widen up the workshop to other experiences and approaches of integrating gender in VCD at different levels. Early 2010 an amendment (see notes to the financial statement) was submitted and approved by IFAD for the expenses for the workshop, monitoring and documentation field work in Uganda and a consultancy contract with Linda Mayoux and local consultants. This was for e-discussion, finalising the GALS manual and preparations for the workshop in Rome. The 2-day workshop was hosted at the headquarters of IFAD in Rome to share and discuss approaches to integrate gender and women s empowerment in VCD. The full outcomes of the workshop are given in a separate workshop report submitted to IFAD in August. The workshop permitted not only staff from IFAD and FAO but also other experts to share challenges and innovations in gender and VCD and present initiatives they are involved in. Almost 50 people applied for participation in the workshop, which Page 18 of 49

19 showed the interest in the topic of engendering value chains. As a result an eclectic group was formed with not merely IFAD, FAO an ON staff but also researchers, CSO partners and members of national governments coming from different parts of the world with different experiences at various levels. This varied group of experts reflecting diverse entry- and viewpoints made the sharing and discussing of the challenges and innovations in gender and VCD very lively. The workshop inspired the participants to renew their efforts of mainstreaming gender in their value chain work, and plan some concrete steps towards the gender justice vision. The various strategies for integrating gender justice strategies in VCD at various levels provide a very good basis for scaling up. This is despite the fact that definitions of women s empowerment are in practice often watered down to increases in confidence and small increases in income. Many gender strategies tend to overburden women, while very little is changed in the underlying inequalities that are the real reasons for poverty and disempowerment. Resistance from men to change is often based on feeling threatened and excluded. Too often gender remains a women s issue which stresses the need for practical examples where addressing gender issues leads not only to pro-poor wealth creation, but also to value chain upgrading. And practical examples of private sector companies achieving successes in the synergy between the social and the business aspects. In follow up of this workshop, various activities have been planned by the participants themselves to improve the gender justice agenda in their own work. A draft protocol for gender justice in VCD was developed as a result of this workshop and will be further discussed and improved, and adapted for different purposes. Based on the experiences of the pilot in Uganda presented in this workshop, a number of articles are being developed. GALS will be further scaled up through collaboration between Oxfam Novib in IFAD, and Oxfam Novib is discussing opportunities for scaling up with other donors as well. 3.3 Activities c) dissemination of findings The documentary Balanced trees bear richer fruits; adding value to the coffee chain, women s empowerment in Western Uganda was produced under the small grant at an earlier stage. This DVD has been uploaded to the WEMAN website, Youtube and to the Agri-ProFocus gender in value chains Ning 3. The draft protocol for gender justice in VCD was disseminated on the same Ning after the workshop in Rome. The workshop report as well as the protocol will also be uploaded on various relevant websites. Building on the earlier article 'Balanced Trees Grow Richer Beans' prepared in 2009, and the progressive results in the project, two articles have been drafted: 2011, Linda Mayoux, Janet Biira, Paineto Baluku and Thies Reemer. Gender mainstreaming in value chain development: Experience of gender action learning system in Uganda Draft article for Enterprise Development and Microfinance Journal. 2011, Linda Mayoux, Janet Biira, Paineto Baluku and Thies Reemer. Balanced Trees Grow Richer Beans :Community-led Action Learning for Gender Justice in Uganda Coffee Value Chains. Draft Paper for Development and Change Journal Dissemination of intermediate project results outside the activities in the Grant Agreement with IFAD took place. These are described in chapter YouTube: (part 1) (part 2). An e-forum from the Dutch Agri-ProFocus partnership Page 19 of 49

20 4. MONITORING/EVALUATION Monitoring and evaluation are included in stage 4 of the GALS value chain stages. The basis is the individual detailed tracking by vulnerable women and men from the community of their incomes, market entry and changes in gender relations. They use individual pictorial diaries for this purpose. This is what they use for their reflection and action learning on how to improve their lives and livelihoods on an ongoing basis. The individual learning is then shared and discussed at group meetings e.g. for savings and credit, to promote peer exchange of ideas and experience on how to move forward. Figure 6: women farmers working on their pictorial impact assessment sheet Application of GALS for value chain development has produced very rich quantitative and qualitative information, now collected on an ongoing basis for effective participatory economic planning and gender advocacy for women s economic rights. What follows is based on a number of sources resulting from the community-led monitoring and assessment process: Ongoing collection of impact information by the member groups in the partner organisations on indicators and issues identified by them. This information is collected and analysed monthly at Board meetings as an input to planning. In Bukonzo Joint Cooperative participatory information is now regularly collected from over 2717 members. Early October 2010 a participatory pictorial survey was conducted as part of the first Stage 4 planning workshops with 184 members of Bukonzo Joint Cooperative (121 women and 63 men) where the methodology and process have been implemented for coffee since August 2009 and for maize since May 2010, and 117 members of Green Home (104 women and 13 men) where the methodology really started in beans and fruits since May Outreach to poor and vulnerable women and men: direct and peer capacity building The outreach to value chain stakeholders has exceeded expectations. Participants have been of two main types: 1) Direct participants who are members of the partner organisations and involved in the value chains targeted. 2) Indirect participants in the households and communities of the direct beneficiaries but who may be involved in other value chains and/or are not full members of the organisations. The methodology therefore constitutes an effective mechanism for promoting the expansion of the organisation itself to train new members. The direct participants (1) include: Page 20 of 49

21 In the coffee value chain Bukonzo Joint Cooperative has reached 1612 households through direct and peer capacity building up to March This means that they have been trained in the main GALS tools for the value chain development process, as well as the gender principles and ways to address the three key issues identified (land, division of labour and quality of coffee). On top of these households, 1105 more households have been trained only in addressing the three key issues (not in using the GALS tools and its gender principles). This means that in total 2717 households have been reached in the coffee value chain. In the maize value chain Bukonzo Joint Cooperative has mobilised 392 maize producing and buying households, using the methodology developed in the coffee value chain. In the beans and fruits value chains Green Home has reached 964 individuals (903 women, 61 men) practicing GALS. These include farmers, workers and small scale traders. The total of direct participants that have been involved in the project is 3109 households and 964 individuals. The second type of participants have not been tracked, but the current monitoring of outreach does not permit very clear distinctions between these two categories this is a task for future monitoring. However what is clear is that the peer training is both occuring through home visits as well as group training, and selfexpanding. In Bukonzo Joint Cooperative the peer training process has been developed since September 2009, and given particular emphasis since May Based on data gathered by Bukonzo Joint Cooperative staff (out of a scan with 57 peer trainers from the community) and analysed by Oxfam Novib: the average number of people trained per peer trainer from the community was 9 in a period of one and a half year, which included on average 3.5 of the GALS tools. In a pictorial survey among 184 women and men responding to a participatory pictorial assessment in October 2010 had peer trained 1,649 people (1,050 women and 599 men) which also means an average of 9 people trained per respondent. But this was over a period of 6 months instead of 1,5 years. Projections by these members themselves for the next 6 months anticipate an additional 2,214 people trained by the same respondents an average of 12 per person. So, if these plans would be fulfilled, about 20 people per person would be trained per year. However it must be noted that the survey was part of a workshop, which means respondents were not randomly selected and may give a picture that is not representative and too optimistic. Outreach is significantly higher than the small core of 102 longstanding peer trainers who have been trained directly by the staff. As per decision by the Board of the cooperative, these community peer trainers are rewarded (based on crosschecked performance) for the training they provide from the increased profits the cooperative is making because of improved quality of coffee. These peer trainers have proven themselves and will be certified trainers. Figure 7: Impact Tree at cooperative level on women s secure access to land In Green Home where both GALS itself and the peer training process are much more recent starting for value chains only in May 2010 from Page 21 of 49

22 117 members trained, a further 233 had been reached through peer training with a further projected 430 people to be trained over the next 6 months. An average of 3.7 people per member, all on a voluntary basis. A significant development in the coffee value chain has been the spreading of the methodology and a new emphasis on capacity building of their farmer suppliers by traders involved in the multistakeholder process. In addition to the peer training process a process of organisational replication is also occurring between CBOs in the local area, generally without external funding, as a result of peoples interest in the success cases. The extent and impact of this has yet to be monitored. But potential for upscaling through these means through networks in the local Rwenzori region is many thousands of people. Impact on incomes and gender issues affecting livelihoods and the chain Bukonzo Joint is a successful cooperative with a well-established savings and credit programme, and profitable coffee marketing. Here the GALS methodology is now fully integrated into the outreach and planning process. Progress and impact is being tracked at several levels, starting from the individual diaries. Green Home has a very different organisational structure, it does not have a marketing cooperative and its savings and credit programme is still developing. Nevertheless the GALS process has led to a mushrooming of information sharing and informal forms of collaboration and a strengthening of member associations, some of which have been established as a result of the GALS process itself. It is anticipated that the process will be continued by these members, possibly with some further financial support from other sponsors until the organisation itself is strong enough. Both organisations have a number of favourable factors in common: GALS Phases 1 and 2 implemented for 6 months 1 year to develop basic skills, structures for peer training and participatory capacity of organisation Some sort of regular group activity/structures as the basis for peer training and collective action eg microfinance, producer cooperatives, trade union meetings, community organisations Reasonably stable context for economic development and political participation Figure 8: Impact tree at cooperative level for equal sharing of labour Information on impact on incomes was collected as part of the participatory pictorial survey. From this it was estimated by participants from Bukonzo Joint Cooperative that of the 184 members all except 15 had increased their incomes between 2 and 8 times since the start of the GALS process. In Green Home all 17 members except 7 members had increased their incomes by 1 to 5 times. More detailed interviews revealed the main reasons for the increased incomes: New products and/or markets as a result of the market mapping Page 22 of 49

23 sharing information on improved production and marketing techniques reducing transport and other costs through various forms of informal collaboration decided by the members between themselves in some cases through collective action on prices in markets for groundnuts and some other products. Those whose incomes did not increase were all maize and fruit farmers and the reasons for the decrease and ways of addressing this are currently being investigated. In the same survey participants were asked to note the most significant improvements within their households. This was not a systematic quantitative enquiry like the participatory monitoring process, but a wide range of benefits were mentioned: increased land ownership and improved housing, more equal division of labour and decision-making, love, friendship and unity within households and communities and increased savings. In Bukonzo Joint Cooperative, community-level participants have been tracking the impact at individual and group levels, which was aggregated to parish and cooperative levels. Progress was tracked and evidence documented on three main issues: unequal land ownership, unequal division of labour and poor quality of produce. Women s secure access to land (See Figure 7) In September 2010, shortly after the contract with Bukonzo Joint Cooperative for the participatory action research ended, the members and staff of Bukonzo Joint Cooperative monitored the progress on women attaining secure access to land. By that time, around 8% of the participating households had changed their land tenure situation, 65% have diversified their businesses and increased their incomes in response to the challenges, and 21% of them have already increased their savings. Between September 2010 and the last monitoring moment in March 2011 the progress on the unequalities in access and control over land changed as follows: Description Number of trained households reporting that husband and wife legally changed the government land lease agreement to have a joint lease for the husband and wife (the RED part of the fruit) Number of trained households reporting that husband and wife negotiated with the family/in laws and signed an agreement with the local government securing access and control over the land by the women in case their husband would die (the YELLOW part of the fruit) Result September Result March 2011 Number of trained households with no change due to family and community challenges (the GREEN part of the fruit) Number of households not yet trained through peer learning, out of the planned in Bukonzo Joint Road Journey (the BLACK part of the fruit) Total This means that in the 6 months since September 2010 the number of households with an agreement securing access and control of the land for women increased from 86 (25+61, see the table above) to 2134 ( ). In line with the plans for peer training in Bukonzo Joint s Road Journey on secure access to land for women they have reached 2717 households in total. Out of these, 1612 have also been trained in the GALS tools, apart from the gender messages. Part of the explanation given by Bukonzo Joint Cooperative about this huge increase in action undertaken by households to get the rights of women to land formalised is the fact that the cooperative is in a certification process since October 2010 for the organic/ fair trade label. One of the conditions for farmers to supply under the organic label is related to the land tenure situation. With almost all the coffee farmers currently not using chemical fertilizers or pesticides, the land tenure situation was an urgent issue to address in order to be able to in future earn the premium for the organic/fair trade label. The plans for promoting gender equality in land rights were already made, and reviewing and revising the lease certificates and local land agreements because of the certification gave an additional push. Page 23 of 49

24 Equal division of labour in coffee production and processing (see figure 8) The change regaring the unequal division of labour and benefits from the coffee value chain was equally monitored. In September 2010 around 34% of the households indicated that they are now sharing the work and benefits from coffee more equally, in 41% of the households the men started sharing the household chores with their wives, and in 25% of the households women reported that they are still doing practically all the work alone. There were also tangible results in terms of increased control of women over income. Six months after, March 2011, monitoring showed the following: Page 24 of 49 Description Number of trained households that are working together and started supporting each other with the work in the farm and in the house (the RED part of the fruit) Number of trained households where men now participate in the chores in the house (the yellow part of the fruit) Number of trained women reporting that they are still doing the household work alone (the GREEN part of the fruit) Number of households not yet trained through peer learning out of the 2717 planned (the BLACK part of the fruit) Result September 2010 Result March Total This means that through the peer learning almost 60% of the households reported a positive change towards a more equal division of labour between women and men. 35% of the households report that women and men in the household share work both in the farm and in the house. In the six months before the last monitoring moment in March 2011 a significant number of households has been reached through peer training, which explains the increase in women reporting no change yet. Increased quality of coffee Figure 9 shows the impact tree concerning better quality of coffee. The actions that women and men had planned and that finally helped them to increase the quality of the coffee they sell, include: - Men stopped taking the coffee (that women had worked for) and selling to traders around bars without consultaing the woman. They started joint planning and can count on benefits from coffee sales that are proportionate to their labour input, which motivated both women and men to increase the quality. - Urging the police to act against thieves has led to the punishment of some thieves that used to steal their coffee drying outside the house. - Farmers have reduced manual hulling with sticks and increased mechanised hulling (712 farmers), which improved the quality. They have also practiced more cleanliness during drying. - Harvesting of green/unripe coffee for emergency sales has decreased, which improved the coffee. - Households have increased their other income generating activities and are able to save more money. They are less vulnerable to harrassment from middle buyers to sell coffee farmers are now drinking the coffee by themselves, which was not done before the project. They now see it more as a consumption product rather than a commodity, are therefore more conscious of the quality. Description Result Septemb er 2010 Result March 2011 Number of trained households that has been able to improve coffee quality, and share the benefits equally and proportionate to labour contributions Number of trained households that started improved quality practices, but still have challenges with storage, drying materials, and partly still selling to middle-buyers instead of the cooperative. Number of trained households that do not show any change and still sell part of their coffee to middle-buyers as they used to do. Number of households not yet trained Total

25 Steering committee In the contract a steering committee is mentioned under implementation procedures, consisting of ON, project partners, consultants and grant task manager IFAD) for monitoring. Since these are almost all actors involved directly in implementation, these have been in collaboration as a project group, not as a steering committee. Instead of a steering committee, the line management of the Special Projects Unit in Oxfam Novib has been monitoring and checking the project. This has no implications for expenditures as compared to budget, since there were no separate costs allocated for the steering committee. Figure 9: Impact tree for improved quality of coffee Page 25 of 49

26 5. COMMUNICATION/CAPITALISATION The experience of the coffee value chain project was discussed and disseminated in a number of international forums: Since the beginning of the project Thies Reemer has been liaising with the Netherlands gender and value chain group at Agri-ProFocus. This led to a request to produce an article for the Broker magazine: Mayoux, L. C. (2009) Engendering benefits for all. The Broker Issue 16 October, pp At the SEEP international conference on enterprise development in Washington DC, Paineto Baluku, Linda Mayoux and Thies Reemer presented the coffee project and methodology to a meeting held by CARE-US on gender and value chain. Following this, Paineto Baluku presented a paper at a workshop organised by Hivos, KIT, Oxfam Novib, Solidaridad and RUTA in San Jose, Costa Rica from 9-11 th November 2009: Baluku, P., Mayoux, L. C. & Reemer, T. (2009) 'Balanced Trees Grow Richer Beans': Communityled Action Learning for Gender Justice in Uganda Coffee Value Chains. Gender in Value Chain workshop, November Costa Rica. This formed the basis for two articles that were drafted in The purpose of the workshop was to share lessons on gender and coffee certification emerging through a selection of case studies, and to share and document good practices related to gender and coffee certification. Complementary to this project, Oxfam Novib has been involved in preparations for a writeshop process led by the Royal Tropical Institute in collaboration with the Agri-ProFocus partnership. Oxfam Novib is one of the major co-funders of the writeshop and publication of a book on gender in value chain development. The writeshop took place in November 2010 in Nairobi, Kenya and the publication is foreseen mid-way The coffee case study that emerged from the IFAD small; grant project was included in the writeshop and will be part of a forthcoming book 4 on gender in value chains, produced by KIT and IIRR with support from Oxfam Novib and other INGOs in the Netherlands Hivos, ICCO and Cordaid. One of the articles will be included in FAO's Participation Website newsletter "Building Producers' Organizations through gender sensitive participatory approaches" The editors of World Development have expressed an interest in receiving a proposal for an article from the project. 4 See Page 26 of 49

27 6. STATEMENT OF EXPENDITURES Statement of expenditures from 01/06/2009 to 30/06/2011 Name of Recipient: Stichting Oxfam Novib Grant No: R 1161 Name of Project: Gender Justice in Pro-poor Value Chain Development - Oxfam Novib (ON) Reporting period: 01/06/2009 to 30/06/2011 Budget Category Expenditures for total grant amount (IFAD contribution) Currency Budgeted Spent Outstandi ng I. Human resources In-house expertise/staff USD 0 $0 0 Consultants USD 27,000 $40,839-13,839 II. Travel 0 Staff & consultants for events and monitoring USD 0 $12,034-12,034 Participants of events USD 53,000 $41,323 11,677 III. Workshops, events 0 International workshop in Uganda USD 35,000 $44,839-9,839 Action Learning event with farmers in Uganda USD 10,000 $13,500-3,500 Incentive system contributors action research USD 7,000 $4,379 2,621 International conference at IFAD in Italy USD 27,000 $1,742 25,258 IV. Action research $0 0 Participatory action research by partners USD 30,000 $30, V. Materials and services USD 0 $0 0 Administrative costs USD 10,000 $10,000 0 Totals 199, ,000 0 We hereby certify that the above amounts have been expended for Elegible Expenditures for the proper execution of the Project in accordance with the terms and conditions of the Small Grant Agreement of 03/06/2009 Certified by: Stichting Oxfam Novib Name and Title: Adrie Papma, Business Director 31 st August 2011 Page 27 of 49

28 7. NOTES TO THE STATEMENT OF EXPENDITURE General: In the previous financial report for the period 01/06/ /11/2010 an increase in the contribution by Oxfam Novib of USD 28 thousand has been reported, bringing the total ON contribution to USD 168 thousand up to 30 November In the final report up to 30 June 2011 USD 8,975 was underspent from the IFAD contribution. Also USD 1,265 needed to be corrected for an error handeling in the exchange rate in the previous reporting period. This error and secondary substraction was signalled to the auditor during the audit. Oxfam Novib therefore requested approval from IFAD to substract the amount of USD 7,710 (8,975 minues 1,265) underspending of the IFAD contribution, from the additional contribution by ON. This brings the total ON contribution 5 for the entire period to USD 163,641 (instead of the 140,000 originally budgeted). For the expected expenses in the period from 30 November 2010 to 30 June 2011 an amendment was made (see Annex 4), which was approved by IFAD. In the comments below references are made to both the previous progress report and the amendment, and variations between the amendment and the final financial report are explained. Overall, both the IFAD and ON contributions have been spent, with an additional amount of 23,520 contributed by ON on top of the cash and in-kind contribution. Human Resources: The budget line In-house expertise / staff is part of the contribution of Oxfam Novib. In the reporting period USD 15,000 was spent as budgeted (see table below). In-house expertise /staff (in kind) corresponds to direct work time spent by the Project Leader to run the project. Costs for support staff are not included in the budget or the expenses; these are covered from other sources outside this project. The budget for consultants is partly paid from the IFAD grant, and partly from the contribution of Oxfam Novib. In the amendment it was estimated that USD 39,429 would be spent from the IFAD contribution (as compared to the USD 27,000 originally budgeted). In the final report USD 40,839 has been spent from the IFAD contribution. ON had already increased its own contribution for consultancies in the previous progress report to USD 55,915 (compared to the 34,000 originally budgeted). In the final report USD 5000 less (50,915) is reported, which is due to the arrangement with IFAD to subtract the amount left over from the IFAD contribution from the additional own contribution from Oxfam Novib. Travel: The budget for travel is partly paid from the IFAD grant and partly from the contribution of Oxfam Novib. In the previous progress report all the travel costs had been paid from the contribution of Oxfam Novib. Travel expenses since then were paid from the IFAD contribution for field work (monitoring and documentation in Uganda), as well as for the workshop in Rome (budget line "international conference at IFAD in Italy"). In the amendment a total amount of USD 53,822 was estimated for both staff and consultants and participants. The actual expenditures were USD 53,357. As compared to the amendment less was spent on staff and consultants, and more on participants. This was because some consultants participated as normal participants instead of under a consultancy contract. Workshops, events: In the previous progress report up to 30 November 2010 the total amount spent under this budget heading was 58 thousand. In the amendment it was planned to spend 65 thousand, however in the final report 64 thousand was spent. This was because IFAD financed the printing costs of some of the workshop materials, which was unforeseen at the time of making the amendment. At the level of the budget items, more was spent on the "International workshop in Uganda", as well as on "Action learning event with farmers in Uganda", and less on the other two budget items: For the "international workshop in Uganda" The local facilities for the workshop were upgraded, which meant that costs were slighly than the budget. The interest from staff of IFAD projects and Oxfam Projects to participate in the workshop was higher than expected, which meant that additional costs 5 Including in-kind contribution, which increased with USD 3000 as compared to the previous reporting period. Page 28 of 49

29 were made to accommodate as many participants as possible. Most of the costs under this budget item were included the second contract with Bukonzo Joint Cooperative to host the workshop and to organise the field visits and participation of local stakeholders in the event. In preparation to the workshop, the coordinator of Bukonzo Joint Cooperative made a trip to the consultant in the UK to work on the documentation and preparation of materials for the workshop. Also additional costs for local accommodation, feeding and transportation of participants was paid from this budget line. The amount of USD 13,500 was used for "action learning event with farmers in Uganda". This was part of the first contract with Bukonzo Joint cooperative for Participatory Action Research. There was an overspending of USD 3500 because numbers of participants turned out to be higher than foreseen. The "incentive system for contributors to the action research" was also included in the contract with Bukonzo Joint Cooperative for the Participatory Action Research. This was intended for local value chain stakeholder to compensate for the time they spend on the action research, particularly for training others in GALS. During the project implementation it turned out that these stakeholders could be given incentives from the additional profit Bukonzo Joint cooperative was getting due to the project. The amount spent under this budget item was used to compensate community-level participants and costs for local meetings by Bukonzo Joint Cooperative and Green Home members, during ON's monitoring and documentation visit in March This was in preparation of the dissemination workshop in Rome. By the end of the project an "international conference at IFAD in Italy" was planned. IFAD hosted this event in-house, which at the time of making the contract was still unclear. The costs associated for hosting were therefore very limited. Most of the costs for the event would be travel costs and consultancies for better documentation of the participatory action research, e-sharing, finalisation of the manual and facilitation during the conference. This can be seen under the budget headings "Travel" and "Human resources" as agreed in the amendment. In the amendment, therefore, it was planned to spend only USD 4000 under this budget item for printing and copying resource and training materials for the participants. In the final report it turned out that only USD 1742 was spent on this, because IFAD various foreseen costs such as printing, design and layout were directly paid by IFAD. Materials and Services: For the production of a video documentary on GALS in the coffee value chain, video clips on the other crops, dvd s and printing of training materials USD 29,752 has been spent. The production of the DVD was underestimated in the budget, because the costs for subtitles and voice over were higher than expected. The actual expenditure falls under Oxfam Novib s contribution. Page 29 of 49

30 Overall expenditures 01/06/ /06/2011 Budget Category IFAD contribution ($) Budget ON Contribution In-kind (valued in $) Cash ($) Total ($) IFAD contribution ($) Actual expenditures ON Contribution In-kind (valued in $) Cash ($) Total ($) Outstanding ($) % depletion Human resources In-house expertise/staff $0 $15,000 $15,000 $0 $15,000 $15,000 $0 100% Consultants $27,000 $34,000 $61,000 $40,839 $55,915 $96,754 -$35, % Travel $0 $0 Staff & consultants for events and monitoring $30,000 $30,000 $12, $18,861 $30,895 -$ % Participants of events $53,000 $40,000 $93,000 $41, $29,760 $71,083 $21,917 76% Workshops, events $0 $0 International workshop in Uganda $35,000 $35,000 $44,839 $0 $44,839 -$9, % Action Learning event with farmers in Uganda $10,000 $10,000 $13,500 $0 $13,500 -$3, % Incentive system contributors action research $7,000 $7,000 $4,379 $4,379 $2,621 63% International conference at IFAD in Italy $27,000 $27,000 $1,742 $1,742 $25,258 6% Action research $0 $0 Participatory action research by partners $30,000 $30,000 $30,344 $14,353 $44,697 -$14, % Materials and services $0 $3,000 $18,000 $21,000 $29,752 $29,752 -$8, % Administrative costs $10,000 $10,000 $10,000 $10,000 $0 100% Grand total $199,000 $18,000 $122,000 $339,000 $199,000 $15,000 $148,641 $362,641 ($23,641) 107%

31 8. CONCLUSIONS The project has achieved its goal and objectives and led to numerous new insights, case studies, local skills, enthusiasm for gender mainstreaming in VCD and new collaborations. Regarding the first objective: GALS for VCD was developed and strategies for promoting gender justice at various levels identified, implemented and documented. A first version of a GALS for VCD manual was documented, and will be further developed for integration in different types of contexts and interventions during the follow-up grant (final decision IFAD board in September). The participatory action research had a much higher outreach than expected in the project proposal: instead of 1000 community-level participants, 3109 households and 964 individuals participated in the direct and peer capacity building, as well as in the monitoring. The process contributed to concrete positive changes in women s secure access to land, division of labour between women and men, increased quality of produce and more equal sharing of benefits. Also the process contributed to increasing incomes. Peer learning structures and skills were developed, and peer learning has continued and increased after the funding agreement between ON and the local partners in Uganda. Continued planning, win-win value chain multi-stakeholder events and monitoring of the GALS has been sustainably integrated into the local systems. Win-win strategies have been documented between women and men in households and between value chain stakeholders at various levels. The methodology has proven to be successful for: Empowering the most vulnerable women and men in agricultural value chains to develop, implement and monitor their own plans for increasing productivity / quality and incomes, reducing risks and increasing gender equality within households. Bringing about significant immediate changes in attitudes and behaviour at different levels through individual and collective activities. This includes sensitive areas of gender inequality like property rights, gender-based violence and participation in economic decision-making. Engaging with and gaining commitment of more powerful private sector actors at local and national level to develop win-win strategies which reinforce the positive changes among the vulnerable groups, as well as address gender issues in their own households. Promoting sustainable communications between value chain actors to continually respond to changing market conditions in ways which continue to benefit the most vulnerable. Clarifying what assistance is really needed from service providers. A draft protocol for Gender Justice in VCD was developed based on the results of the project and on other existing protocols as well as the input from the worshop in Rome. Regarding the second objective: An intensive 10-day capacity building event was attended by over 30 staff of IFAD programmes and Oxfam Novib projects from various countries in Africa, Asia and Latin America. The participants have designed plans for piloting the GALS methodology in their work. In some IFAD programmes and Oxfam Novib partners this led to the integration of GALS in the design of new programmes (such as in Nigeria and Rwanda) or strategic plans. Others have been experimenting with the tools and the approach and will be followed up in the follow-up grant project. The international workshop in Rome involved almost 50 participants in the development of a protocol for gender justice in value chain development, as well as identifying the ways forward for promoting gender justice in VCD. Page 31 of 49

32 The demand expressed by various actors for scaling up the GALS approach underlines the contribution of this project to a wider process of mainstreaming gender in research, policy and practice in VCD. However the challenge now is, based on the insights and results of this project, to scale up and adapt to other contexts, to really have an influence on the way investments are made in value chain development by various donor initiatives and private sector. Scaling up also means that quality assurance mechanisms need to be put in place, to ensure that GALS is not watered down to inclusion of some simple diagramming tools instead of the entire system with its gender, participatory and leadership principles. Capacity development for scaling up GALS would ideally use a certification system for the capacity builders, being it local organisations with GALS experience/innovation cases, or individual trainers/experts. Developing such a capacity development/certification system requires further increasing the demand to make certification feasible, as well as forming networks and collaboration. This project has succeeded in engaging local and national-level private sector stakeholders in Uganda in a gender justice process. However, private sector needs to be engaged also at international levels in order for processes such as these to become sustainable and have an impact on global value chains. There is a need for adapting the GALS methodology for integration in supply chain management, strategic planning processes as well as for integration in different forms of service delivery. There is also a need for further (external) assessment and evaluation of the impact of this grant project, to identify recommendations for future implementation and programme design. Thies Reemer, 2011 Page 32 of 49

33 ANNEX 1: PRELIMINARY COFFEE CHAIN MAP Page 33 of 49

34 ANNEX 2: GENDER VALUE CHAIN MAPS FOR BEANS, FRUITS AND MAIZE Page 34 of 49

35 FRUITS Mango Pineapple Avocado Gender Justice in Pro-Poor Value Chain Development: Final Report to IFAD PROCESSING Making juice and concentrates Drying Jams and preserves Wine Kasese Karughe Farmers Partnership, Bwera Other??? women farmers take to market pineapple double the price avocados and mangos less profit and perishable. Profits higher out of season. keep money because not much money market along the road and village markets Small farmers 1/4 acre - 2 acres Women do most of the work Men own land and make most of the decisions on the crops Cash crops seen as owned by men some shopkeepers buy from village small town shopkeepers, Kisinga, Kyalhumba and Bwera mostly men a few men farmers take to market consumers some women and men just trade in fruits VERY BIG FARMS 30% farms 2 acres-10 acres In lowlands intercrop avocados and pineapples and other crops highlands intercrop with coffee take fruit in vehicles take fruit in vehicles Kasese town Who??? Kampala Who??? Wage labour mostly men some landless - percentage?? 2,000 USH a day women 4,000 USH+ and negotiate - work longer hours Page 35 of 49

36 ANNEX 3: SUMMARY WIN-WIN STRATEGIES During the multi-stakeholder meetings for identification and planning of value chain win-win strategies, dimensions for addressing gender issues were identified at four different levels: 1. The benefits for women farmers because of their increased incomes and improved status in the household and community 2. Benefits for the farmer household / men because of their increased ability to save, increased incomes as well as improved relations in the house 3. Benefits for the traders to have better quality for more markets 4. Benefits for the national economy because of the development of the local market for coffee consumption 6, increased export earnings and pro-poor growth. The win-win strategies identified are summarised below: The strategies identified and implemented at household level include: Ensuring women s secure access to land as a precondition to increase productivity and quality. This was done by joint registration of land or joint lease agreement from the government, by promoting women to have their own land, or by family agreements in the local council to secure that women can remain on the land after the death of their husbands. Men pledged to only marry more wives if they have enough land. Having breakfast together instead of eating separately (which is the norm), giving the man and woman a moment to discuss and plan. This means that household chores before eating are shared equally. Having a joint vision for the household and business enabled men to reduce or stop wasteful expenses such as alcohol consumption, which directly go to the joint savings account. This increases the household s ability to deal with risks and unexpected expenses, while maintaining and increasing supply of quality coffee. This reduces the emergency sales of unripe coffee. It was a strategy identified and implemented by both farmers and village traders. Strategies of farmers at collective level include: Bukonzo Joint Cooperative members decided to increase their shares in the cooperative, in order to be able to purchase a coffee huller (and other equipment in the future). Despite the fact that the difference in price between Drugar (manually hulled coffee with a stick) and Wugar (Mechanically hulled fresh coffee) was minimal at that time and priorities of the cooperative management were otherwise, the members decided the huller should be purchased. This was because of the advantages identified for women to bring their coffee to a central place for hulling, reducing the risk of the coffee being taken by their husbands or stolen. Roast, grind and package coffee locally, and promoting local coffee as an alternative to alcohol in bars, shops and hotels, for triple win-win local markets are increased, men drink less alcohol and money remains in the coffee-producing communities. Increase joint (including husbands and wives) sharing and training in improved production, harvesting and post-harvesting practices, in order plan and work together and have more capital to supplement production with small scale trading. Comparing individual market maps to reduce saturation of markets due to copying of businesses, and increase diversification. In addition sharing of techniques and good practices for handling of products. Sharing of transport costs for procuring crops and products for training (cooking oil, salt, fish, fruits and other products). 6 One of the priorities of the Uganda Coffee Development Authority UCDA Page 36 of 49

37 Strategies at SME / enterprise level further in the chain: Male village level coffee traders increased their communication and collaboration among themselves, and also organised themselves in order to be able to save money. This makes them depend less on their bosses in Kasese town (the Rwenzori traders operating at regional level) whom they get credit from. As a result they have more flexibility / a buffer in cases where women farmers are unable to supply the agreed quantity by a certain date (due to unexpected hospital bills or other issues where women are held responsible for). The traders then don t need to harvest the unripe coffee of the women in order to repay their debt. The advantage for the Rwenzori traders is the supply of better quality, and less adulteration of the coffee, they thus get higher prices and can build up a good name with exporters or other traders in Kampala. Male village traders address gender issues in their own households, and develop a joint vision in their household both for investments in the household and for business. This reduces wasteful expenses and increases the ability of both husband and wife to save money. The Rwenzori traders buying at regional level started buying only unprocessed coffee. They arranged a user agreement and fee with the owner of a coffee huller, which leads to better quality then manually hulled coffee. The advantage for the female farmers is that they don t need to beat the coffee (hulling using a stick), which is hard work, takes time and therefore increases the likelihood that the coffee is taken away by their husbands when it is lying next to the house. This compensates for the lower price they get for un-hulled coffee. The advantage for the coffee sorters (this is done manually by women only) is that they are now paid more per bag of sorted coffee: their work is higher valued because the possibility of getting a higher price for the better quality has increased. The Rwenzori traders also get some income from the by-products from the mechanised hulling, by selling it to Hima Cement Factory. Strategies at organisational level include: Bukonzo Joint Cooperative and Green Home use the existing knowledge on improved techniques and market information among their members as a basis to identify which further training needs are necessary for the organisations to address. This has increased efficiency and also effectiveness of the training. Possible increase of the maximum savings to credit ratio in Bukonzo Joint Cooperative Microfinance from 1:2 to 1:3, providing more flexibility and investment capacity to members. Peer trainers in the methodology are rewarded based on their training results from the additional profit of improved marketing of crops. The distribution of dividends in Bukonzo Joint Cooperative favours women because. Women get 60% where men get 40%. Page 37 of 49

38 ANNEX 4: AMENDMENT Amendment proposing revised expenditures for the last 6 months of implementation Budget Category Human resources IFAD contribution ($) Budget ON Contribution In-kind (valued in $) Cash ($) Total ($) Actual expenses (IFAD & ON - Q3) IFAD contribution ($) Proposed expenses ON Contribution In-kind (valued in $) Cash ($) Total ($) Outstanding ($) % depletion In-house expertise/staff $0 $15,000 $15,000 $12,000 $15,000 $15,000 $0 100% Consultants $27,000 $34,000 $61,000 $69,894 $39,429 $55,915 $95,344 -$34, % Travel $0 $0 $0 Staff & consultants for events and monitoring $30,000 $30,000 $18,861 $17,222 $18,861 $36,083 -$6, % Participants of events $53,000 $40,000 $93,000 $37,479 $36,600 $37,479 $74,079 $18,921 80% Workshops, events $0 $0 $0 0% International workshop in Uganda $35,000 $35,000 $44,839 $44,839 $0 $44,839 -$9, % Action Learning event with farmers in Uganda $10,000 $10,000 $13,500 $13,500 $13,500 -$3, % Incentive system contributors action research $7,000 $7,000 $0 $3,066 $3,066 $3,934 44% International conference at IFAD in Italy $27,000 $27,000 $0 $4,000 $4,000 $23,000 15% Action research $0 $0 $0 0% Participatory action research by partners $30,000 $30,000 $44,697 $30,344 $14,353 $44,697 -$14, % Materials and services $0 $3,000 $18,000 $21,000 $29,752 $29,752 $29,752 -$8, % Administrative costs $10,000 $10,000 $2,320 $10,000 $10,000 $0 100% Grand total $199,000 $18,000 $122,000 $339,000 $273,342 $199,000 $15,000 $156,360 $370,360 ($31,360) 109% Page 38 of 49

39 Notes: General: For the expenses up to November 2010, Oxfam Novib decided to increase its contribution to the project from USD 140 thousand to USD 171 thousand. The additional 31 thousand has been funded from Oxfam Novib's WEMAN budget for 2010, form own sources of funding. See the explanation in Interim Report 3. Human Resources: The project has generated much more information at grassroots level than expected. To maximise the learning we would like to increase the expenditures on consultancies. The additional consultancies would be spend on more documentation and preparation of articles to be used for dissemination during the international workshop in Rome, to maximise learning in IFAD. The original budget for IFAD's contribution for consultancies is USD 27 thousand. It is proposed to raise this to USD 39 thousand, without affecting the total IFAD contribution. This will be compensated with budget heading "Workshops, events" which will not be fully spent (see explanation below). Oxfam Novib has already increased its own contribution to consultancies from USD 34 thousand in the budget to USD 56 thousand (see explanation in Interim report 3). Travel: The total budget for Travel is USD 123 thousand (including the ON contribution). We expect to spend only USD 110 thousand. The IFAD contribution to Travel is USD 53 thousand in the budget, for participants of events. It is proposed to use the remaining IFAD contribution for Travel on both travel for particioants and staff/consultants. The main event will be the International Conference in Rome. Workshops, events: The total budget for this budget heading was USD 79 thousand. It is expected that only USD 65 thousand will be spent: since IFAD will be hosting this event in-house (which at the time of making the contract was still unclear), the costs associated for hosting will be very limited. Most of the costs will be related to Travel and additional Consultancies for better documentation of the participatory action research, e-sharing, finalisation of the manual and facilitation during the conference. The "international conference at IFAD in Italy" is planned for May It is proposed that the amount that is expected to be underspent on this budget heading, will be spent on additional consultancy costs mentioned under "Human Resources". Materials and Services: No further changes, see comments in the interim report 3. Administrative costs: This will include audit costs. Page 39 of 49

40 Page 40 of 49

41 ANNEX 5: IMPRESSIONS FROM LOCAL ACTORS Case study: Betty Biira, Coffee Entrepreneur Betty Biira is a member of Green Home and has 5 children. She farms on her husband s family land but they are separated. She does have more land at her parents house. She cannot read and write. She has been doing PALS for about 3 years. Roadjourney: She did her current third Road Journey in February, separating out her different income activities: coffee, groundnuts and work for Green Home. Her opportunities and challenges are on a previous diagram. She has learned a lot from the diagrams. She now has savings of 200,000USH, her children go to school and she has confidence to stay on her husband s land. Contribution-benefit tree: On her gender contribution and benefit tree she shows that she does all the work. Her husband is absent and does nothing. Her children fetch water. She makes all the decisions on expenditure for herself and her children because her husband is not there. Income and expenditure tree: She tracks her incomes from all the different activities and her savings on her income expenditure tree. She started the first one in February at home. She puts everyday income and expenditure in her diary, then puts it on the tree. She finds this very useful because it gives her a clear and up-to-date view of her accounts. In the roots of the tree from left to right: Coffee USH 48,800 Groundnuts USH 25,000 Maize USH 80,000 Gift from friend USH 150,000 Earnings from training USH 30,000 Total USH 480,000 Page 41 of 49

42 Case study: Lozare Anette: beans chain Lozare Annette is married, an only wife, with 8 boys. She cannot read and write. She first started doing PALS in Green Home in She is currently growing and trading in beans. Through doing the market map and analyzing the advantages and disadvantages of the markets she knew and the new markets she discovered, she increased her income fivefold (see pictures). Kisinga Market is her main market. She is happy with this market. There is a shelter, many customers and many different types of product: beans, tomatoes, cooking oil, bananas, hens. She sells beans there and brings back other things She goes there by boda boda. LOZAREANNETTE, Green Home Bean producer and trader Kajwenge. She isnot happy with thismarket. She hasa shop at her house. But there isno shelter from the rain. The people who come don t buy. She hasonly one buyer. She workshard, does digging, planting and harvesting. Her husband doeslittle work, just digsterraces with the children. From thismap she learned: 1) She ishard working 2) She stopped selling in Kajwenge and increased her income f vefold from USH 20,000 to USH 100,000 Kajwenge village market. She ishalf happy with thismarket. She buyscooking oil and then goes around selling it in exchange for beans.there are two buyersfor beansin this market. Page 42 of 49

43 Case study: Godlive Bwambale, beans chain Godlive Bwambale is married as the only wife with 7 children. She grows and sells beans. She used the market map tool to identify challenges and opportunities, and to select the best markets. Before doing the market map she was only earning USH30,000 a month and was only selling beans in Kajwenge market. As aresult of the market analysis her income has now increased to USH 200,000 a month. She has started to diversify her business and work with her husband. He goes round relatives to get coffee which she sells. Picture: Godlive explaining her market map Case study: Janet Ramadhan, Fruit farmer and trader Janet Ramadhan is age 56, a widow with 6 children. She has eductation to level Primary 7. She has been doing PALS since She goes to market 3 times a week. But thinks they could get a better market if they sold in a group and shared transport costs. She is one of the most active GALS trainers and also shares her experience of successful avocado growing. See one of her market maps for avocado below. Kagando market by the hospital. Happy because there is a lot of demand from people visiting relatives. She carries them on her head. Janet Ramadhan Avocado farmer and trader GreenHome. Kyikorongo market This is not good because it is very hot and dry in the bus which spoils the avocados and makes her very thirsty so she has to buy drinks. Timing is not good. Kisinga market she is happy because there is a good shelter. Her avocados are good quality so she has lots of customers. Her children help before school. From this analysis she was able to decide which market to focus on - prefers nearby markets so she can get home. She gets good business there for good quality. Kajwenge market, She is half happy it starts too late and ends too late to be able to come back easily.

44 Case study: Masika Juliette, beans chain Masika Juliette is one of two wives with two children. Her co-wife lives separately and they are not friends. She is the only one who works the land. She has no land agreement. She started GALS in December Although she is educated to senior 2, she still prefers using drawings. Before she was only selling beans from home, and there was no development. The challenge action tree for beans (see picture) helped her increase production. The gender balance tree (see picture contributionbenefit trees) showed that she was doing all the work, her husband only does the digging so she is overloaded. He only spends the money. Now since doing the market map (see picture market map) she is thinking of diversifying to avocadoes. She has been helped by the community GALS trainer. Picture: Masika Juliette: presenting her market map for beans Picture: Masika Juliette s individual diary with contribution-benefit trees for beans and livestock Page 44 of 49

45 Actions in production Should plant in March Make a work group Mulch, dig trench Actions in market Keep time Look for large amounts Sell the best beans Actions in the household Storage Savings for crisis Buy animals eg goats Diversify business Masika Juliette Beans Green Home Challenges production Need to follow calendar Poor maintenance Too much rain or too much sun Challenges in the market Too much competition Faulty weighing scales Challenges in the household Costs of food and education Child was sick so she had to sell at al low price Beans go mouldy Picture: Masika Juliette s challenge action tree for beans Page 45 of 49

46 Challenge action tree for pineapple business Production Household Marketing Conclusions on challenges and actions on fruits Challenges/causes Pineapples Production Too much rainfall and coldness Poor spacing of plants Poor management Poor variety Diseases Market Poor means of transport Lowe prices Rainfall on market days and poor roads Theft Small size fruits and disease cost low Household No plan and budget for harvest Family expenditure Conflicts between husband and wife Relative harvest on no cost Theft and private selling of fruits by family members Avocados Production Diseases and pests Poor storage Theft Market Market Too much on the market Over ripen and thrown away Poor means of transport Household Women give accountability and submit money to husband after selling Violence at home Women are beaten when come from market late Actions to be taken Good timing of season Training on good management Selection of planting materials Control of disease Improved means of transport Use wheel barrows to harvest fruits Make survey for better market Process fruits for better market Joint marketing for low cost on transport Make plan and budget for harvest Involve all family members Start savings to meet family needs Talk to the husband about the project of fruits and plan together Consult others for advice on treatment and management Apply wood ash on roots to treat the pests Joint market Survey for other market Avocadoes sell better during dry season Time management Plan their family and solve children problems Open a box for savings She takes her avocado in different local markets around her and school. She carryout most the work and her children also support her Page 46 of 49

47 Felizia Muhindo Avocado chain Felezia Muhindo is aged 42, married as the only wife. She had 15 children of whom 13 have survived. Before the training she was getting almost nothing from the avocado trees. Since doing the tree analysis and getting advice from other Green Home members, she now has no pests, is able to sell much better in market through keeping time and is working together with her husband. She earns USH10,000 a day selling avocados from home, and 45,000 on market day 2-3 times a week: Monday she cultivates her garden, Tuesday goes to Kajwenge market, Wednesday she cultivates her garden and goes to Kahoja market, Thursday she sometimes goes to the customs post market Friday to Kisinga market Saturday she cultivates her garden Sunday she goes to church. See her market map at the back of this report. She also trades in coffee and other produce. Page 47 of 49

48 Actions production Better spacing Got advice on pests from other Green Home members - put woodash Actions market Pay market dues Get a vehicle to Kisinga Keep time to sell better Actions household Savings Go to Green Home village group Discuss and work with husband Felezia Muhindo, Green Home Avocado farmer and trader Challenges production Theft from the trees Poor spacing so the flowers are poor Pests Challenges marketing Rain and people don t eat Get spoiled if she takes them back home and there is no store Too much supply Market dues Challenges household Sickness - she gets sick and so does the family Conflict because there is not enough money Avocados are the only income Page 48 of 49

49 Felezia Muhindo, Green Home Kisinga market she is happy with. There is shelter and many customers. She can also buy mandazi buns which she takes back home. Her Gender children sell Justice them in Grows and sells large avocados in Pro-Poor Value Chain Development: Final Report to IFAD return for coffee which she then takes to GreenHome. She goes by boda boda. Kajwenge market. She is only half happy. There are many other avocado sellers there, so she failed to sell. Home market gives very low sales. Kahoja is only a small market, but there are no other avocado sellers there. Her sister lives there and a friend suggested she try it. Oxfam Novib PO box GX The Hague The Netherlands thies.reemer@oxfamnovib.nl Page 49 of 49