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You’ve just heard from Bernard Gouw.

-My name is Thomas Tichar, GEM Coordinator

-Colin McQuistan is Senior Advisor Agriculture and Climate Change

-Liz Kirk is Global Advisor - Private Sector

-Thalia Kidder is Senior Global Adviser - Women's Livelihoods

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Here’s the agenda for today.

During the first half of this webinar some of you will be presenting your Next Steps. This wil be just over one hour.

During the second half, we will talk about introducing the elements of Gender, Adapatation and Power dynamics in the market map.

You can type in your questions in the chat box at any time while others are presenting, and we have frequent Q&A sections when these questions will be addressed.

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So as I said, each country will present their 5th slide – so I hope you have all read the slides sent around.

For each presenter, please just say the product you are looking to work on, and then immediately discuss the Next Steps.

A few of the countries’ next steps are quite long, so please just highlight only the main points – we are trying to understand what your highest priorities are at the moment. You each have 5 minutes to present, so that there is time for comments and questions.

The goal of this is to get clarification and give feedback; are there aspects you do not understand? What suggestions do you have of what else the country team could look into?

1. Azerbaijan - Saida Gurbanova

2. Armenia - Lilit Chitchyanand and Vadim Uzunyan

3. OPT - Mustafa Ismael

4. Tajikistan - Dilorom Ashurova

5. Georgia - Vakhtang Mshvidobadze

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During the next 30 minutes or so we’re going to go over the gendered and adapted market map.

We’ll discuss why a map is valuable, and review some of the specific elements of the market map.

Then we’ll look at the themes of power in markets, women’s economic leadership, and adaptation & risk reduction, and the types of things to look at to help develop your gendered and adapted market map – or GAMM.

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Gendered and Adapted Market Mapping is the fourth step, Step D, in the GEM programme design methodology. The idea is (though not always the case) that teams will have done farm system environment analysis, household and gender roles analysis AND a market analysis process to select the crop/product most commercially viable.

Reasons for having a map.

1. Many of us and many of our partners learn better when we see something, rather than reading long documents.

• Groups can talk around a map and point to what they’re talking about.

• Producers SEE visually their location in the market in relation to other actors.

2. The team is at a point in the process at which they decide where to invest – what roles and spaces will work best for women and make the market work best. A map clarifies options, trade-offs and choices.

3. Naming companies and policy makers and financial institutions on a map helps make POWER visible.

4. A map of businesses helps us see who else we need to get involved in developing the market, and all these actors can see how they contribute to the market.

5. A holistic map makes clear that many issues are important and we need a multi-dimensional team working together, no one expert will have the answer.

6. It does happen that a programme team will reconsider their choice of crop/product after discussing the map. For example: Will developing the fish market really work? We see lots of obstacles. Maybe we need to consider rice or milk again..?

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This is a market map template. Most of us have market maps for our products and so have made a market chain, identified factors in the disenabling and enabling environment, and highlighted the services relevant for each of the market chains. So again, like Thalia said, the idea is to capture visually the information we have.

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For now we’re going to focus on the market chain. On the left-hand side is information about the farm and household system. This highlights the fact that smallholder families’ ability to have power in markets has as much to do with the systems of families and farms, as it is about enterprises and trading.... so we make that visually and analytically clear by putting it all in one line in the middle of the map. This market chain looks as if there’s only one channel....

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…. But an actual market chain is of course more complex. In the Nigeria example here

you can see a more developed market chain. In reality the market chain of most products:

- Can include multiple channels

- The end markets can be both domestic and international

- Can include more and less processed versions of the product and by- or sub-products

What is also valuable is:

- What are the names of companies, not just ‘processor’.

- Begin to map out all channels of the chain

- If you have the information already, add absolute volumes, not percentages, like in the

Nigeria example above.

- Again, if you have this information, indicate value-added of the product at each step of

the market chain, which is to say, you’re making a value chain.

- It’s useful to add comments and details in the footnotes to make the market chain more

visually clear. Different colours and types of arrows can also be used.

- Also, if you are comfortable with this, you can map out alternative channels, such as in

the Nigeria example, using yellow for current, and green for potential alternative avenues.

The goal of this is for you, as project developers, to make an analysis of what the best

choices are of where to invest with your project, and so be able to debate advantages,

disadvantages and trade-offs.

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Aggregating small producers? Services available? (market price information, technology, extension, inputs, marketing and business training)?

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The GAMM shows information on women’s participation in the market. We need to remind ourselves: Why go through the effort of figuring out the % of women processors or traders?

1. Often some people we work with don’t recognise the extent to which women already contribute to the market – so we make visible women smallholders.

2. Many people have the idea that gender inequality is mostly about culture and family. So we ask questions about promoting women banks, extensions services, ministries of agriculture, buyers – and make visible that modern markets also block or promote gender equality.

3. So if we want women to go beyond producers and gain leadership in markets – we will identify and address issues in services and policy.

4. One important choice in programme design is WHERE in the market will women increase income, reduce risk, and gain leadership over the long term. In inputs? Processing? Marketing? Finance? Certification? When we put info about women on the map – the debates are clearer and more visible about advantages and disadvantages.

5. In the recent event in Azerbaijan, project teams demonstrated how women’s agency was critical for success of enterprises.

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How can you present these issues clearly?

1. In the example from Sri Lanka – a different colour of bubble makes

visible where women have gained power in different roles and where

man dominate a role. Markets are usually segregated by sex – with

women in lower-volume, low-value, higher-risk, or low-margin

locations.

2. The services example from Honduras shows the barriers women face

about technical assistance and finance.

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As well as Gender and Power in Markets a sustainable market based approach needs to consider the sustainability of the commodity… AND the market … that has been selected.

I will now outline the key points for sustainability, the ability to adapt AND options to reduce risk which are briefly introduced on the slide.

To understand sustainability …

· we need to consider the current challenges and …

· then understand the future consequences of climate change to the commodity and the market in which that commodity is traded. Crucial to this is understanding the parameters for crop production and processing

· AND to ensure that our actions are appropriate the design needs to consider the policy environment for climate change, adaptation AND natural resource management

So in the development of a GEM approach the project team needs to consider

Responding to existing threats…to reduce the vulnerability of smallholders to these existing threats… AND exploring the possible future consequences of climate change and including these in our GEM approach.

To do this effectively will require talking with DIFFERENT STAKEHOLDERS:

· Starting with the Household members, farmers, other members of the community to understand existing threats and recognised trends…is i t getting warmer, what pests and diseases occur, are they getting worse…?

· Meet with Government officials / bureaucrats / and especially climate scientists to understand the national policy context and the planned responses to climate change and…

· Don’t forget to talk to Businesses including buyers, traders, transporters, etc. to learn about their concerns and plans especially to reduce risks in their supply chains.

In the country examples presented earlier, the following issues for Adaptation and Risk Reduction were identified;

Firstly the climate change challenges are remarkably similar for all five countries, changes in rainfall patterns, increasing drought, colder winters and hotter summers…

In Tajikistan the team identified many complex environmental and climate challenges, the link between climate change and water resource management seems to be the critical issue for the long term sustainability of a markets based approach…

In Armenia the wild berry collection could be vulnerable to climate change although factors around common resource management may be more important to understand…

Azerbaijan identifies an increase in natural disasters as a possible future threat. Understanding the vulnerability of the market supply chain may be crucial for a successful strawberry enterprise; we may be able to produce strawberries but if we cannot get them to market this may cause the enterprise to fail…… This is something we have already experienced with Moringa cultivation from the Enterprise Development Programme in the Philippines.

In Georgia the team report a change in agricultural seasons with these starting later. Concerns around increases in pests and diseases are also reported.

Finally in OPT the level of climate and environmental information gathered reflects the different stakeholders that have been consulted. Critical issue is around water demand and supply with climate change and political risks identified.

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So Given the complexity of environmental AND climate change impacts on the commodities AND markets identified, the critical message is to ensure that we have done our homework….

Ensure that the sector and policy environment of the sector is clearly understood. … Does national adaptation planning include the commodity or region that we propose to work in and if so is this complimentary to what we are planning to do?

Understand the natural resource conditions…. The existing threats and challenges …. The best way to do this is by talking with the community, but do not ignore other studies and work by other projects….

Review climate change data from secondary sources and by talking with the community on any trends that they are already experiencing… Don’t forget to talk to the private sector partners to learn what their plans are for CC and reducing risk…

Asses extension services …. Are they knowledgeable about resource constraints and CC.. AND if not do alternative service providers exists?

The sensitivity framework in GEM toolkit step A provides a tool to better understand risk in potential enterprise approaches.

Oxfam works on engaging smallholders in markets… so that these markets can be made to work for poverty alleviation….

BUT this is not without risk and by engaging smallholders in markets increases their exposure to risk.

So as already mentioned by Thomas….we need to understand the nature and level of risk at each step in the market chain

AND we need to understand the costs and benefits of different options…..

FINALLY do not forget…. we need to understand the costs if things go wrong. If the market crashes or the private sector breaks their contract, we cannot just walk away from the community…

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So here’s the market map template again. What is important is to ask critical questions in ALL parts of the market map to help you identify - What impacts on women and the opportunities they have to become economic leaders? - Where adaptation and climate change plays a role in the market system? - Where power lies in this market system? - What are the major risks for smallholder farmers?

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The goal is to ask these questions in all different parts of the market map.

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So we can keep on adding questions to address gender, power and adaptation issues throughout the market map. Note that some of the questions, like “Will climate change strategies add to the workload of women?” cover more than one theme. We have only separated out these themes to make them explicit. In reality of course these themes are almost always interconnected.

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