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+{"metadata":{"id":"08870b9f537851f431d852d58a05a026","source":"gardian_index","url":"https://cgspace.cgiar.org/rest/bitstreams/27fe67aa-3c9d-46a4-ac04-57637bfbbe76/retrieve"},"pageCount":140,"title":"Gender capacity assessment report for the Livestock and Fish CGIAR Research Program in Uganda","keywords":[],"chapters":[{"head":"Executive summary","index":1,"paragraphs":[{"index":1,"size":225,"text":"The objective of the Uganda mission was to conduct an assessment of the gender capacities of LAF partners in the Uganda Pig Value Chain and identify capacity development needs for appropriate interventions. The gender capacity assessment tools that were developed by TI for ILRI were used to collect the data in Uganda between the 28th April and 5th of June 2015. The tools were implemented at organizational and individual levels using two different data collection techniques to assess organizational and individual level gender capacities. An interview guide was used to collect organizational level data through focus group discussions while questionnaires were administered for the individual level interviews. The following six development partner organizations were assessed; Iowa State University (ISU) Uganda Program in Kamuli District Veterinary Office (DVO), Masaka; DVO Mukono; Volunteer Efforts for Development Concern (VEDCO) in Kamuli; Kaboneera-Kyanamukaaka Cooperative Union (KKCU) in Masaka; and Pig Production and Marketing (PPM) Limited in Mattuga. One national research partner, Makerere University, was also assessed. In addition, key informant interviews were also held with gender experts from SNV Uganda; Village Enterprise; District Community Development Officer (DCDO), Mukono; Ministry of Agriculture, Animal Industry and Fisheries (MAAIF) veterinary office; VEDCO; and Makerere University to assess the gender enabling or disabling environment including downstream and upstream policies, rules, regulations, power relations and social norms that influence the Uganda pig value chain."},{"index":2,"size":194,"text":"Almost all the partners except Food Science and Technology of Makerere University were development organizations as LAF Uganda Smallholder Pig Value Chain mainly works with development partners to test \"best-bet interventions for upgrading the value chain\". From these assessments, it was found that most partners apart from VEDCO, scored low in core capacities for gender analysis and strategic planning. Most of them however collect sex-disaggregated data about their beneficiary participation in project activities but have limited capacity to conduct gender analysis. These partners lack mechanisms to ensure gender is taken into consideration in analysis, programming and leadership with exception of VEDCO that has a gender policy and gender experts at both the board and management level. A gender responsive M&E system was also lacking in many organizations assessed. VEDCO has the capacity to develop and implement joint gender advocacy materials with other organizations such as PELUM 1 , Food Right Alliance, Climate change alliance; and use research outputs and other material to advocate for gender equality. This core capacity received the highest scores in general. All the assessed organization, with the exception of VEDCO, did not have capacity in gender transformative approaches at all."},{"index":3,"size":101,"text":"VEDCO had scored highest in more than one third of the six core gender capacities and it the organization could be useful for building the capacities of, and sharing their experiences with other partners in line with existing tools and methodologies. This is a starting point to a networking drive and knowledge sharing on gender issues. The GALS approach is one of the GTA tools and methodologies that should be shared by VEDCO. LAF's gender strategy could be used as a guideline to develop a gender strategy for other partners with clear activities, expected results, indicators, roles / responsibilities, and budget."}]},{"head":"Objectives","index":2,"paragraphs":[{"index":1,"size":59,"text":"The gender capacity assessment aims to analyze the current gender capacities against desired future gender capacities of the LAF partners in the four value chain countries, and to subsequently design tailor-made capacity development interventions per country. The objective of the Uganda mission was to conduct the gender assessment of the LAF program partners in the Uganda Pig Value Chain."}]},{"head":"Methodology and process","index":3,"paragraphs":[{"index":1,"size":42,"text":"Between the 28 th April and 5 th June, 2015, the gender capacity assessment guide and tools developed by TI for ILRI were administered/ used to collect data in Uganda. The team consisted of ILRI/LGI gender team and UG Pig VC scientist"},{"index":2,"size":62,"text":"The gender capacity assessments were conducted for ILRI national research and development partners in the Central and Eastern regions of Uganda. The partners for capacity assessments were selected based on criteria agreed upon by ILRI Uganda staff during a one day brainstorming exercise. The first step involved mapping out all ILRI partners and scoring them on a scale of 1-5 based on:"},{"index":3,"size":43,"text":"1. Level of Capacity 2. Partner Category 3. Shared Common objectives 4. VC Experience 5. Trust (credibility, governance, transparency) 6. Learning partnerships 7. Long term vision (food security & poverty reduction) 8. Grounded local action (engagement) and commitment 9. Influencing Ability 10. Gender"},{"index":4,"size":73,"text":"The purpose of scoring was to put into use the available resources. This led to identification of 39 potential partners that could be suitable to undertake the gender assessment. The next step in the partner selection process involved ILRI Uganda and Nairobi consultations through emails, and face to face interactions. Hand picking was applied to the list of partners selected in step one to come up with a total of 11 Organizations interviewed."},{"index":5,"size":72,"text":"Before the commencement of the assessments, ILRI gender researcher took two days to train the participating gender research team and VC Scientist in the gender capacity assessment (toolkit), and adapt it to the local context while drawing from Ethiopia and Tanzania assessment experiences. The team also got to interact with the TI Consultant, who clarified on issues/comments that emerged from the training and shed more light on the tool and the methodology."},{"index":6,"size":227,"text":"The assessment kicked off with a Key Informant Interview (KII) workshop with the national representatives composed of SNV Uganda; Village Enterprise; District Community Development Officer (DCDO), Mukono; Ministry of Agriculture, Animal Industry and Fisheries (MAAIF) Animal Nutrition division; VEDCO; and Makerere University. This workshop aimed at introducing the partners to the gender capacity assessment and development agenda within the Livestock and Fish CRP and to collect relevant information on the gender enabling or disabling environment including downstream and upstream policies, rules, regulations, power relations and social norms that influence the Uganda pig value chain. Focus group discussions utilizing an interview guide for organizations were used to assess organizational level capacities of seven partners. These included six development organizations (ISU; DVO Masaka; DVO Mukono; VEDCO; KKCU Masaka; PPM Limited) and one national research partner (Makerere University). Individual level capacity assessments were conducted through administration of questionnaires to each staff member of the participating organization. Conducting the FGDs together with administering the questionnaires lasted for about five hours for each organization. However, for organizations like KKCU, the assessment took close to six hours as the participants shared that they were not aware of the differences between sex and gender, and needed a deeper understanding of the concepts before proceeding with the assessments. The facilitators took almost an hour giving them basic training through demonstration and brainstorming exercises (Figure 1). "}]},{"head":"Results","index":4,"paragraphs":[]},{"head":"Context and environment","index":5,"paragraphs":[{"index":1,"size":36,"text":"This section highlights the results from KIIs organized into the following three categories: Political environment, the influence of Civil Society Organizations (CSOs) on the environmental factors, and gender issues in the Uganda smallholder pig value chain."}]},{"head":"Political environment","index":6,"paragraphs":[{"index":1,"size":125,"text":"In 2007, the government of Uganda through the leadership and coordination by the Ministry of Gender, Labour and Social Development (MGLSD) developed a National Gender Policy 2 which serves as a guiding framework for other policies. This policy was considered by the key informants as ineffective because the taskforce did not have any gender background and also had not carried out any systematic gender analysis to put forth evidence and that most sectorial levels were poorly represented. The capacity 3 of the team involved in development and implement such key documents to guide the implementation was terribly lacking. According to key informants, this therefore points to the fact that gender issues 4 are minimally or not taken into consideration at all while formulating the policies."},{"index":2,"size":115,"text":"It was also reported that the 2007 National Gender Policy does not offer room for capacity development/building or deliberate training of public and private entities and individuals in order to address the gender disparities. The policy also lacks a clearly spelt out approach to link/systematic integration between various local governmental departments/sectors. For example, the DCDOs who work under the MGLSD, who are mandated to handle gender agenda, do not work closely with the production department under Ministry of Agriculture Animal Industry and Fisheries (MAAIF) which is tasked to undertake agricultural research and development. Most key informants in the development sphere perceived that they are performs other program tasks other than mainstream gender in program activities."},{"index":3,"size":70,"text":"On the other hand, it was noted that the National Gender Policy does provide a conducive environment for bilateral and multilateral aid/funding e.g. the CANAGE funding for girls in Makerere University that also had a condition for establishing the department of gender and development studies (start of gender mainstreaming drive in Makerere University), civil society, Research institutes, Private sector, Producers and processors associations by not being rigid about such issues."},{"index":4,"size":199,"text":"However, an informant from Makerere University reiterated that \"there are no policies on gender per se, though there is 'the agricultural policy 2014' which was not really informed by proper gender analysis so as to address the root causes of gender constraints in order to come up with specific objectives, interventions and budget. Gender as a development issues is not critically and systematically looked into when it comes to planning and budgeting at the national level. There is need for better approaches and methods in order to transform the agricultural sector to be gender sensitive\". In addition, the other informants also alluded that other than the National Agricultural Advisory Services (NAADs) gender strategy 5 , there is no specific gender policy or parts of it highlighting the policy environment that influences the pig value chain. The pig enterprise does not even feature in the development agenda of the country because of religious and cultural reasons. For long, pigs have been categorized as dirty animals that were eaten in hiding. It is only recently that some district local governments through their production departments have taken up piggery as a priority under the rebranding of NAADs termed as 'operations wealth creation'."},{"index":5,"size":9,"text":"2 See http://mglsd.go.ug/wp-content/uploads/2013/07/policies/Uganda-Gender-Policy.pdf for the 2007 National Gender Policy."},{"index":6,"size":114,"text":"3 Capacity according to informants basically entailed academic trainings (number of men and women grounded in gender theories and background) and associated practical skills in gender mainstreaming (gender analysis, policy writing, gender strategy formulation, etc); latest information on gender analysis limited to a few in the NGO world. Capacities were also tagged to budgets and policy documents that are shelved in office cabins. 4 Not informed by field finding thus abstract. Sometimes civil society organizations like UWONET, FIDA etc are also consulted but this focus majorly on human rights issues leaving out the core aspects e.g. the pig enterprise where gender should be mainstreamed. This does not give a holistic picture of Agricultural development."},{"index":7,"size":39,"text":"No documented methodologies for picking up those to discuss and table contentious gender issues for policy review and implementation. There is also no back and forth interactions between the beneficiaries and the policy formulators plus those consulted 5 www.naads.or.ug/files/downloads/PIM.pdf"},{"index":8,"size":98,"text":"Even though national policies are not gendered, most departments in the Ministry of Agriculture have designed gender mainstreaming guidelines, though not specifically addressing the pig value chain work. Indeed, the Constitution of Uganda has a provision for gender mainstreaming, and there are also national action plans for women. Training manuals on gender issues are also available. The greatest challenge is lack of good political will when it comes to gender budgeting. The policies only appear at a national level but they don't get to be implemented at local level because of lack of budget. As one informant asserted:"},{"index":9,"size":72,"text":"\"Politicians usually support activities whose results are tangible. For instance, a politician would rather give out pigs (tangible) than invest in capacity building and advocacy activities (intangible) simply because they can showcase of what they have done as they can be evaluated by citizens based on tangible results. This makes it hard for policies to materialize as gender cannot be given a 'lip service'\". The influence of organizations on the environmental factors"},{"index":10,"size":119,"text":"There are quite a number of Civil Society Organizations (CSOs) that are active in Uganda and who mainly advocate for gender equality through working with women activist groups. These CSOs particularly have advocated for women's rights to the level that bills like domestic violence, property ownership have been drafted. These organizations however focus mainly on women, leaving out the holistic gender agenda. Youth and men are usually left out thus such groups often tend to think gender is synonymous with women and that the organizations are empowering women to rule over men. These advocacy drives have had a fair share of domestic violence and role shift in cases where men have surrendered some of their husbandry roles to women."},{"index":11,"size":58,"text":"The informants also noted that almost all the existing public and private sector organizations are dependent on the funders to mainstream gender in their programs. This means that, they more or less address the agenda of the donor and not what should be done. Some of the donors however don't clearly clarify on what they want to achieve."}]},{"head":"Gender issues in the Uganda's smallholder pig value chain","index":7,"paragraphs":[{"index":1,"size":167,"text":"The pig sector is dominated by smallholders and women contribute significantly in terms of labor provision at the production node but in post-production, men takeover is usually high. Men are thus in control of income and benefits that accrue from this. In spite of this, the informants reported that women do appreciate that the men have more marketing networks as compared to them and are therefore important when it comes to pig marketing. Also women are not able to know the weight of the pig, and where to market them. This is attributed to lack of knowledge, incentives and capacity by women to correctly estimate pig weights. In addition, getting an active pig market in Uganda is not easy as pigs are mostly sold at farm gate. This means that men are critical in the marketing domain. Addressing these gender stereotypes is an important step to ensure that women pig producers have access to markets and the revenues generated through the pigs they contribute to or rear'"},{"index":2,"size":157,"text":"It is also worth noting that in Uganda, there are no physical markets for pigs. This is due to transportation difficulties as well as cultural and religious taboos (Stuart, 2013). Technically, most transporters and motorcycle riders are men. Even though the male and female extension staff are usually given motorcycles, the female staff end up not using/riding them. On this note, it was reported that culturally, men and women form the Baganda community (Central region) in Uganda have a mindset that riding a bicycle as a woman before getting married ''breaks ones virginity'' and one can become infertile. This is a deeply seated belief and most women do not easily share, and thus might be one of the reasons why transportation and marketing node of the pig VC is a dominated by men. Pigs are seen as 'unclean' and 'unholy' by mainstream religious communities (Muslims). Pig production and consumption is therefore something that carries stigma in Uganda."},{"index":3,"size":80,"text":"Slaughtering of pigs is also a men's domain. However, if slaughtering technologies are put in place, it is believed that women can also participate at this VC node though the uptake might be gradual. Culturally in the olden days, it was abnormal for a woman to even buy meat. Even slaughtering chicken is not easy/normal for women in Uganda. In Masaka for example, they believe that people who slaughter pigs are dirty and filthy, thus explaining why women cannot participate."}]},{"head":"Access and control of production resources","index":8,"paragraphs":[{"index":1,"size":254,"text":"Access and control of production resources such as land varies by gender across Uganda. Some organizations such as Village Enterprise give piglets to women but women must negotiate with their husbands on how to share returns because they are raising the piglets on the man's land. The Key informants also noted that planting permeant crops such as bananas and tress for women connotes landownership which is contrary to the traditional set up of land rights being vested on men/boy children or the clan. Only land bought by women can be put to such use otherwise those who insist on planting such crops only extract firewood for tress while men harvest and sell as timber. For the pig enterprise, in Central Uganda, women tend to control the pigs simply because they just collect the wastes and feed them. Women also have a bigger say on the pig enterprise while still on small scale but men slowly takeover when scaled up and that there is improvement in breeds; men takeover becomes high as they now can claim ownership. However, when a woman has one to two pigs, she is able to control/own it. Women who operate piggery business enterprises in groups also face challenges such as access (user rights) to land where pigs are reared. When the women gain profits, the men (husbands) claim to have a share of the income since they offer land, help construct the pig houses and in some cases offer security. This makes women to end up switching to other businesses."},{"index":2,"size":85,"text":"However, in some places, like Masaka, where most women groups report that they can control income from pig enterprise, they also experience the challenge of being overburdened by household responsibilities as men shy away from their duties as breadwinners. On the other hand, there is a tendency that as women become economically empowered; the men seem to feel disempowered. According to KIs, there is thus the need to look for ways of how the society can cope up with this new \"woman\" who is transitioning."},{"index":3,"size":68,"text":"Gender norms also play a big role in shaping women's access to food in the community. Men are particularly responsible for buying meat in central Uganda making the household nutrition dependent on him. The informants also noted that it's a taboo for women in Busoga region to eat pork while pregnant for fear of the unborn child can develop a long mouth like the snout of the pig."}]},{"head":"Findings per core gender capacity","index":9,"paragraphs":[{"index":1,"size":85,"text":"The seven organizations that have been assessed show several differences. VEDCO had the highest scores for all the capacities (between 4.8 and 3.0 at organizational and 3.5 to 2.9 at individual levels respectively), while the rest largely scored low. This sends a clear signal that all the other partners' gender capacities were less developed. However, the overall highest scores were reported in gender and leadership while the lowest scores were reported in the innovations for gender responsive approaches.  Findings per core gender capacity, interrelated levels"}]},{"head":"A. Gender analysis and strategic planning","index":10,"paragraphs":[{"index":1,"size":182,"text":"At the organizational level, all the partners, except VEDCO, were weak in gender analysis and the use of gender analytical tools. VEDCO displayed capacity to analyze gender issues in the organization and to develop strategies to deal with these challenges. This has been due to provision of access to gender (analysis) training for female and male staff and related resources through partners such as OXFAM GB. They have a gender policy, which clearly stipulates their focus on engendering their organizational activities including targeting both male and female and youth in the project areas. This organization has close to five gender focal persons at management levels with grounding in gender theory and practice. Staff are innovative to a level of creating a farmers parliament where issues are presented through plenary sessions in a competitive and fair manner. They use the Gender Action Learning System (GALS) strategy 6 which all staff are encouraged to apply to build the capacity of their target beneficiaries in the pig value chain.   The capacity to systematically include gender analysis in all research of the targeted VC 2.5 2.5"},{"index":2,"size":55,"text":"The capacity to develop and apply gender analytical frameworks and tools in research 1.0 1.0 The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance."},{"index":3,"size":2,"text":"4.0 4.0"},{"index":4,"size":13,"text":"Providing access to gender (analysis) training for female and male scientists 2.0 2.0"},{"index":5,"size":16,"text":"The capacity and commitment of scientists to include gender analysis in their research work 2.8 2.8"},{"index":6,"size":13,"text":"The ability to understand and use gender analysis tools and frameworks 1.9 1.9"},{"index":7,"size":13,"text":"The ability to apply and translate gender (analysis) training in work 2.0 2.0"}]},{"head":"B. Gender responsive programming, budgeting and implementation","index":11,"paragraphs":[{"index":1,"size":93,"text":"The best developed parameter under this capacity based on the six development organizations that were assessed was the capacity to translate research outcomes to define and/or adjust gender responsive programs with VEDCO scoring highly followed by IOWA, DVO Masaka and Mukono. VEDCO has been a key partner of OXFAM for the last 10 years, and have learnt to design and implement their activities in a gender sensitive way. VEDCO also has a gender strategy and full-time gender staff with expertise in gender, and they ensure that gender issues are mainstreamed throughout their work."},{"index":2,"size":123,"text":"In contrast, data from the national research institute that was also assessed showed that the most developed parameter under this capacity was the capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, identification and sharing the weakest points etcetera to make them more gender responsive, affirmative actions towards a better gender balance. The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance.      The capacity to develop and maintain effective partnerships with actors along the VC targeted at advocating for and promoting gender equality together with the partner 2.0 2.0"},{"index":3,"size":9,"text":"Scientists' competency to build partnerships and coalitions 2.0 2.0"}]},{"head":"E. Gender and leadership","index":12,"paragraphs":[{"index":1,"size":147,"text":"This core capacity received the highest scores in general. For VEDCO, this is by far the best developed capacity. PPM 7 had the lowest score on this capacity, reiterating that they have six staff (5 male and 1 female) and that this disparity exists because women don't have much capacity in moving to slaughter houses and selling/marketing of pork as the average weight for pigs/porkers is 30kg thus its organizational gender imbalance. They also alluded that women also often shy away due to perceptions that pigs are dirty and that not quite many of them feel free to be known to get in work associated with the pigs, and are therefore not comfortable to introduce themselves in public as working in piggery activities.   The capacity to undertake research on women's decision-making power and their role in leadership positions and how to make these more equitable 3.0 3.0"},{"index":2,"size":18,"text":"Effectiveness in hiring women as researchers and fellows and to acquire gender balance throughout the organization 3.0 3.0"},{"index":3,"size":13,"text":"Presence of women in leadership (management, senior scientists) and balanced representation 1.0 1.0"},{"index":4,"size":17,"text":"Capacity to research women's decision-making power and their role in leadership positions and decision-making bodies 1.9 1.9"},{"index":5,"size":13,"text":"Researcher's knowledge, attitudes and practices towards enhancing women's positions in leadership 3.0 3.0"}]},{"head":"F. Innovation in gender transformative approaches","index":13,"paragraphs":[{"index":1,"size":147,"text":"Gender transformative approaches are being promoted in the LAF gender strategy, but partners do not have much knowledge on the content of this strategy. This capacity was the lowest compared to all the other five capacities although VEDCO scored much better of all the seven organizations by mentioning that they use the GALS approach whereby they use pictures among beneficiaries to envision the future. They also use case studies and success stories in reference to the GALS approach. They have piloted the GTA tool in Moyo and scaled out in Apac, Kamuli and Mukono districts. They further posited that men now allow and respect projects that address women's development needs and regard them as benefiting the entire family. However, the rest of the assessed organizations did not have a clue on what GTAs mean.   The capacity to develop, test and apply Gender Transformative Approaches (GTAs) 1.0 1.0"},{"index":2,"size":14,"text":"The capacity to evaluate and share insights on Gender Transformative Approaches (GTAs) 1.0 1.0"},{"index":3,"size":16,"text":"The capacity to ensure innovative GT approaches are used by others and scaled up 1.0 1.0"},{"index":4,"size":21,"text":"Scientist's ability to conduct research into Gender Transformative Approaches (GTAs) and other innovative approaches and methods that empower women 1.5 1.5"}]},{"head":"Analysis and conclusions","index":14,"paragraphs":[{"index":1,"size":61,"text":"The partners that were interviewed showed interest to integrate gender in their work, but appear to lack the capacity to implement this integration of gender in interventions. However, VEDCO was far ahead of all the assessed organizations and could be used by the ILRI Uganda office in implementation of the key proposed interventions emerging from the overall assessment of this study."}]},{"head":"IOWA STATE UNIVERSITY UGANDA PROGRAM (ISU)","index":15,"paragraphs":[{"index":1,"size":47,"text":"ISU used to operate jointly with VEDCO (which was also assessed), but since 2014, they became independent. The assessment of ISU showed that in general, gender and leadership is the most developed capacity, whereas partnerships and advocacy, and innovation in gender responsive approaches are developed relatively weak."},{"index":2,"size":55,"text":"According to the participants, gender and leadership is the best developed capacity to them as they have eleven staff (4 female, 7 male). General Director is male, 3 associate directors (2 female, 1 male). The participants felt that they are balanced in leadership. All their advertisements/recruitments usually give equal opportunities for male and female candidates."},{"index":3,"size":63,"text":"The participants all agreed that as an organization, they have never been involved in advocacy for gender equality. They have never documented or designed GTAs although they deal with men and women, and before an intervention/project is implemented they ensure that the couple in the household are trained and sensitized about the benefits of the project. This happens mainly in the poultry projects."},{"index":4,"size":40,"text":"However, this organization is also committed towards collecting, interpreting and reporting on sex-disaggregated data. The assessment exercise was composed of eight participants (3 female, 5 male) working in different areas of specialty namely agronomy, livestock specialist, nutrition, finance and administration."}]},{"head":"DVO MASAKA DISTRICT","index":16,"paragraphs":[{"index":1,"size":72,"text":"This organization scored very low in all the gender capacities, though with their best score in gender and leadership. This organization claimed that they have no incentives for the female vet staff since their belief from time immemorial is that veterinary course is masculine and that leadership for women is constrained by their reproductive roles and they therefore fear that women may go off on maternity leave and offices are left empty."},{"index":2,"size":74,"text":"This organization lacks the independence to make own decisions regarding how they conduct their work as they are a part of the Ministry of Agriculture, who is also the appointing authority of their staff. Staff are deployed to district offices, and the latter do not have mandate to employ staff. Some staff do show the willingness to engage with wider gender issues but there is no incentive nor even the resources to do this."},{"index":3,"size":46,"text":"However, more women pig producers are represented during trainings sessions because they own the pigs. There is no specific strategy to mainstream gender in all their activities because they don't have capacity too. Therefore, they do not have the capacity to conduct gender responsive research activities."},{"index":4,"size":12,"text":"The assessment exercise was composed of twelve participants (3 female, 9 male)"}]},{"head":"DVO MUKONO DISTRICT","index":17,"paragraphs":[{"index":1,"size":85,"text":"This organization scored low in almost all the gender capacities. Their best developed capacities were gender and leadership followed by gender responsive programming, budgeting, and implementation. This organization basically focuses on production. They mainly look at how many men and women have been trained and in most cases, it stops at the numbers other that the actual gender analysis of roles, access to and control resources and benefits accrued from production. Gender budgeting is usually done at a higher level by the Ministry of Gender."},{"index":2,"size":108,"text":"There is lack of coordination and communication between the Ministry of Gender and Ministry of Agriculture -Livestock sector-of how to conduct gender work However, they usually collect sex-disaggregated which in most cases, it stops at the number of men and women other that the actual gender analysis and budgeting which are usually done at a higher level (ministry of gender). Uganda has national policies on gender which mandates this organization to submit gendered reports based on numbers to the higher level scale in the Ministry. There is lack of coordination and communication with Ministry of Gender and Ministry of Agriculture (Livestock sector) of how to conduct gender work."},{"index":3,"size":50,"text":"The Ministry of Gender is the budget holder for all the gender work and only uses the livestock staff (technical expertise) when it comes to production activities. There is a problem with the central government system as there is no multi-sectoral approach in planning, designing and implementation of gendered programs/activities."},{"index":4,"size":83,"text":"They usually use research findings. For example, findings from ILRI showed and informed them that pork was not inspected in Mukono and therefore the staff were assigned places where they should go for inspection. DVO Mukono is an equal opportunity employer and there are no specific jobs designed for female and male staff. The female staff in the DVO is in charge of the Sub-County activities. They have an office policy that is guided by the public service policy on harassment and discrimination."},{"index":5,"size":13,"text":"The assessment exercise was composed of nine participants (8 male and 1 female)"}]},{"head":"PPM","index":18,"paragraphs":[{"index":1,"size":76,"text":"PPM is a private sector profit making organization that mainly deals with pig production advisory and consultancy services, breeding pigs, and pig farm marketing services. Since 2011, PPM has had informal partnership with ILRI when it comes to conducting rapid assessment/benchmarking activities i.e with the FEAST tool, conducting trainings and contribution to production of training manuals. PPM mainly engages men in their work since most women don't show interest in piggery work (slaughtering, sales and marketing)."},{"index":2,"size":50,"text":"Currently, almost all the core gender capacities are non-existent, and developing them will need more than shortterm, one-off training in gender. This organization generally scored very low in all the core gender capacities. However, there was slight variations between the organizational (1.0) and individual scores (2.4) regarding gender and leadership."},{"index":3,"size":59,"text":"Though PPM does not deal with gender issues as an organization, they partner and work with partners such as ILRI, Netherlands Embassy and many other private companies that deal with feeds and drugs to ensure that the products reach the farmers. PPM utilizes some of the research-field findings especially recommendations by ILRI for business planning but not for gender."},{"index":4,"size":13,"text":"The assessment exercise was composed of five participants (4 male and 1 female)."}]},{"head":"VEDCO","index":19,"paragraphs":[{"index":1,"size":48,"text":"VEDCO is a private sector non-profit making organization that mainly deals with advisory services including pig production. VEDCO's vision statement is to 'Improve quality of life of small/medium holder farmers'. Its mission is to 'empower small/medium holder farmers for food and nutrition security, agricultural trade and institutional development'."},{"index":2,"size":50,"text":"In general, they have almost all the capacities in place. They have a gender policy; VEDCO is clearly a focus on engendering their activities. They Used the GALS strategy to build the capacity of their target beneficiaries in the pig value chain. All VEDCO staff have capacity building in gender."},{"index":3,"size":58,"text":"VEDCO mainly works in partnerships with OXFAM, and are thus conversant with the OXFAM'S gender analysis frameworks. They have worked closely with OXFAM close to 10 years. They have a gender focal person who is responsible for guiding VEDCOs interventions, national and local gender campaigns. They also have an M&E specialist who keeps track of the implemented activities."},{"index":4,"size":12,"text":"The organization embraces the GALS approach as an avenue towards gender transformation."},{"index":5,"size":36,"text":"The strongest capacity was in gender and leadership as the organization is almost balanced in term of male and female representation (46 staff in total-60%Male, 40%Female). The entire management and the board committed to gender equality."},{"index":6,"size":12,"text":"This assessment was composed of 10 participants (7 male and 3 female)."}]},{"head":"KKCU","index":20,"paragraphs":[{"index":1,"size":23,"text":"This is a private sector cooperative that was started so as to help women pig farmers, who are the majority in Masaka district."},{"index":2,"size":35,"text":"In general, they scored very low in all the core gender capacities except for gender and leadership simply because they have never been trained in gender issues nor do they understand the meaning of gender."},{"index":3,"size":42,"text":"This assessment was composed of eight participants (5 male and 3 female) and was done with the help of a translator. The individual questionnaires were administered only to 5 participants (2 female and 3 male) because of language barrier and time constraints."}]},{"head":"Conclusions per core capacity","index":21,"paragraphs":[{"index":1,"size":38,"text":"A. Gender analysis and strategic planning All the partners, except VEDCO, were weak in gender analysis and strategic planning. However, most of them do collect sex-disaggregated data but they do not have the capacity to do gender analysis."},{"index":2,"size":45,"text":"B. Gender responsive programming, budgeting and implementation Majority of partners have not mainstreamed gender and do not have mechanisms in place to ensure gender is taken into consideration. VEDCO has a gender policy and gender experts in place both at the board and management level."},{"index":3,"size":45,"text":"C. Knowledge management and gender responsive M&E Majority of the organizations assessed collect and interpret sex-disaggregated data based on numbers of men and women participating, though this is mostly done for reporting purposes, and most of them do not have a gender responsive M&E system."}]},{"head":"D. Effective partnerships and advocacy on promoting gender equality","index":22,"paragraphs":[{"index":1,"size":69,"text":"All the assessed organizations work in partnerships with ILRI Uganda pig value chain. However, gender is neither central to these partnerships nor a core component in the advocacy agenda. Among all the assessed partners, only VEDCO has the capacity to develop joint gender advocacy materials with other organizations such as PELUM, Food Right Alliance, Climate change alliance; and use research outcomes and other material to advocate for gender equality."}]},{"head":"E. Gender and leadership","index":23,"paragraphs":[{"index":1,"size":27,"text":"This core capacity received the highest scores in general. Almost all the partners claimed that their organizations were committed to gender equality and transforming gender power relations."}]},{"head":"F. Innovation in gender transformative approaches","index":24,"paragraphs":[{"index":1,"size":66,"text":"The LAF gender strategy provides a starting point for developing, implementing, and scaling up gender transformative approaches. However, all the assessed organization, with the exception of VEDCO, did not have this capacity at all. It was during this assessment that most of them were then hearing of the term 'gender transformative approaches'. Access to leadership training of female staff 1.6 1.7 1.9 2.4 3.0 0.0 1.9"}]},{"head":"Actions and recommendations","index":25,"paragraphs":[]},{"head":"F.II.1","index":26,"paragraphs":[{"index":1,"size":15,"text":"The capacity to apply gender transformative approaches (GTAs) 1.0 1.0 1.5 1.0 3.0 1.0 1.0"}]},{"head":"Gender analysis and strategic planning","index":27,"paragraphs":[{"index":1,"size":92,"text":"VEDCO is piloting the GALS methodology which is good for integrating gender into value chain development and research and has individuals/staff well qualified to implement it. The rest of the partners did not have access to such tools and methodologies. Despite all these, there was a general request by all partners to develop organizational and individual capacities on how to develop policies on capturing systematic data and carry out analysis of gender dynamics. Special interest was drawn to gender analytical frameworks and tools (gender analysis and strategic planning) as a starting point."}]},{"head":"Gender responsive programming, budgeting and implementation","index":28,"paragraphs":[{"index":1,"size":37,"text":"The LAF gender strategy can be used as a guideline to develop in a participatory manner the organizational level gender strategies that highlights clear activities, expected results, indicators, roles / responsibilities, and both human and financial resources/budget."}]},{"head":"Knowledge management and gender responsive M&E","index":29,"paragraphs":[{"index":1,"size":50,"text":"The question that was often asked at the assessment of these organizations was pertaining gender indicators to be monitored. The LAF gender strategy and associated M&E system would still be a guide in capturing information. This would provide a common ground towards having gender sensitive M&E systems with ILRI partners."}]},{"head":"D. Effective partnerships and advocacy on promoting gender equality","index":30,"paragraphs":[{"index":1,"size":47,"text":"For assessed organizations, some form of partnerships existed except for topics not related to gender. Tightening these partnerships especially with ILRI and other gender sensitive organizations like VEDCO would boost the other partners. These partnerships could be harnessed through networking drives and knowledge exchange around gender issues."}]},{"head":"Gender and leadership","index":31,"paragraphs":[{"index":1,"size":70,"text":"ILRI in partnership with organizations such as VEDCO need to work towards changing the mindsets of other partners to embrace gender and leadership specifically in ensuring balance of men and women at recruitment and their understanding the codes of conduct.  The capacity to collect, interpret and report on sex-disaggregated data 4 Effectiveness in hiring women as staff members, extension officers, and in leadership positions, and to acquire gender balance 4"},{"index":2,"size":11,"text":"Organization's commitment to gender equality and transforming gender power relations 3"},{"index":3,"size":11,"text":"The capacity to analyze gender dynamics within the value chain 3"},{"index":4,"size":40,"text":"The capacity to translate research outcomes to define and/or adjust gender responsive programs 3 The capacity to develop strategies for strengthening women's decision-making power and their role in leadership positions 3 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0"}]},{"head":"Gender analysis and strategic planning","index":32,"paragraphs":[{"index":1,"size":6,"text":"Gender responsive programming, budgeting, and implementation"}]},{"head":"Knowledge management and gender responsive M&E","index":33,"paragraphs":[{"index":1,"size":8,"text":"Effective partnerships and advocacy on promoting gender equality"}]},{"head":"Gender and leadership","index":34,"paragraphs":[]},{"head":"Innovation in gender responsive approaches","index":35,"paragraphs":[{"index":1,"size":2,"text":"Org Ind"}]},{"head":"Innovation in gender transformative approaches","index":36,"paragraphs":[{"index":1,"size":12,"text":"Staff's knowledge, attitudes and practices towards stimulating women's leadership in programs 3"},{"index":2,"size":12,"text":"The capacity to ensure that interventions benefit women and men equally 2"},{"index":3,"size":30,"text":"Existence and quality of a gender responsive M&E system and ability to use it 2 Organization's leadership / senior management accountability to gender equality and transforming gender power relations 2"}]},{"head":"Least developed capacities (parameters) (all 1) Score","index":37,"paragraphs":[{"index":1,"size":12,"text":"Providing access to gender (analysis) training for female and male staff 1"},{"index":2,"size":14,"text":"The capacity to implement programs in line with national gender policies and frameworks 1"},{"index":3,"size":24,"text":"The capacity to develop gender responsive programs 1 Existence, quality and scope of a gender (mainstreaming) strategy including financial and human resource allocation 1"},{"index":4,"size":35,"text":"The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance. 1"},{"index":5,"size":16,"text":"Presence of gender experts who have the capacity to develop and implement gender responsive programs 1"},{"index":6,"size":12,"text":"Position and mandate of dedicated gender staff (expert or focal point) 1"},{"index":7,"size":14,"text":"Balance between responsibilities of gender experts and general staff members on gender mainstreaming 1"}]},{"head":"Staff's ability to implement gender responsive interventions 1","index":38,"paragraphs":[{"index":1,"size":12,"text":"Access to and production of knowledge documents and publications on gender 1"},{"index":2,"size":17,"text":"Narrative-IOWA used to operate jointly with VEDCO (which was also assessed), but since 2014, they became independent."},{"index":3,"size":42,"text":"Although their projects were managed by IOWA while they were still together, VEDCO still claims that the initial farmers/farmer groups that they were working with as there. On this regard, IOWA has started a fresh to recruit farmers for their project activities."},{"index":4,"size":20,"text":"The participants admitted that they seem not to be very conversant with what \"gender mean\" though they collect sexdisaggregated data. "}]},{"head":"Gender analysis and strategic planning","index":39,"paragraphs":[]},{"head":"Definition","index":40,"paragraphs":[{"index":1,"size":63,"text":"The capacity to design and conduct gender analysis within the context of any of the flagships, access to and level of knowledge and experience in applying gender analytical tools and methodologies, and the capacity to use gender analytical data to inform new research and policies and to create new opportunities that can be leveraged to support the program activities and eventual scaling up."}]},{"head":"FGD","index":41,"paragraphs":[{"index":1,"size":14,"text":"Make sure that everyone understands the definition of gender analysis and gender analytical tools."},{"index":2,"size":10,"text":"Discussion: what are gender issues in the targeted value chain?"},{"index":3,"size":11,"text":"• Gender division of labor (productive, reproductive, community roles) and roles;"},{"index":4,"size":29,"text":"• Gender differences in access to markets and control resources, technologies, labor, power and the benefits of their work, including financial resources; • Gender differences in decision-making and leadership;"},{"index":5,"size":36,"text":"• Nature and level of participation of men and women in livestock and fish value chains; • Gender differences in educational level and technical knowledge Give some examples. Are these gender issues analyzed by the organization?"},{"index":6,"size":4,"text":"Current score (1-5) Comments"}]},{"head":"A.II.1","index":42,"paragraphs":[{"index":1,"size":11,"text":"The capacity to analyze gender dynamics within the value chain 3.0"},{"index":2,"size":98,"text":"They have done FGDs with FEAST questionnaire which was gendered. They found that women mainly collect the forages and men are the one who markets. Even in poultry and pig farming they have collected data which shows men mainly own resources such as land and they control the income earned, yet women are the ones who owns the chicken and pig, and only have access rights to use of land. In Nutrition training especially in HIV/AIDS, they ensure that both men and women from the same household are trained. 5 participants voted 3 while 3 participants scored 2."},{"index":3,"size":139,"text":"The attendance lists are usually sex disaggregated. The supervisor ensures that when staff go out for training, the data/attendance sheets must be sex-disaggregated. They don't have a policy written down but the knowledge is there. In the pig production, they are mainly emphasizing on involving women in the project since they are the main pig keepers. The other staff working on different projects always work with men and women in the community, and the sex disaggregated data they collect from them help IOWA to plan, though its not documented. To what extent does the organization understand internal gender dynamics and develops strategies to deal with these, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender 2.0 responsive, affirmative actions towards a better gender balance? E.g. are affirmative actions necessary and to what extent?"}]},{"head":"Gender responsive programming, budgeting, and implementation","index":43,"paragraphs":[]},{"head":"Definition","index":44,"paragraphs":[{"index":1,"size":103,"text":"The capacity to implement gender responsive programs as planned, to mainstream gender throughout all operations and programs and allocate financial and human resources for it, having a gender sensitive structure and organizational culture, reflected amongst others in an internal gender balance. The capacity to develop strategies for strengthening women's decisionmaking power and their role in leadership positions 3 They look at the position in terms of leadership, but not who is in the leadership in terms of sex. To what extent does the organization develop and implement programs/projects on women's decision-making power and their role in leadership positions? Give an example from 2014."}]},{"head":"FGD","index":45,"paragraphs":[]},{"head":"3","index":46,"paragraphs":[]},{"head":"E.III.3 Staff's knowledge, attitudes and practices towards stimulating women's leadership in programs 3","index":47,"paragraphs":[{"index":1,"size":16,"text":"To what extent do staff support women's decision-making power and their role in leadership positions? 3"}]},{"head":"E.II.5","index":48,"paragraphs":[{"index":1,"size":55,"text":"Effectiveness in hiring women as staff members, extension officers, and in leadership positions, and to acquire gender balance 4 They usually ensure that students who come for internships are both female and male. To what extent are mechanisms such as affirmative actions in place to hire women and to promote them in leadership positions? 4"}]},{"head":"E.II.6 Presence of women in leadership (management) and balanced representation 2.3333333","index":49,"paragraphs":[{"index":1,"size":22,"text":"General Director is male, 3 associate directors (2 female, 1 male). The participants felt that they feel they are balanced In leadership."},{"index":2,"size":34,"text":"In 2014 when they this organization began, they started with four staff, one female and three male To what extent is the organization balanced in terms of female and male representation at all levels?"},{"index":3,"size":84,"text":"3 What were the numbers of men and women in 2014 at management and middle management level? Is it balanced? 2 What were the numbers of men and women (see The capacity to develop strategies to address gender dynamics in the value chain 1.0 The capacity to apply gender analysis tools and frameworks 1.0 Providing access to gender (analysis) training for female and male staff 1.0 The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these 1.0"},{"index":4,"size":25,"text":"The capacity to sensitize communities on gender issues 1.0 Existence, quality and scope of a gender (mainstreaming) strategy including financial and human resource allocation 1.0"},{"index":5,"size":34,"text":"The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance."},{"index":6,"size":1,"text":"1.0"},{"index":7,"size":16,"text":"Presence of gender experts who have the capacity to develop and implement gender responsive programs 1.0"},{"index":8,"size":26,"text":"Position and mandate of dedicated gender staff (expert or focal point) 1.0 Balance between responsibilities of gender experts and general staff members on gender mainstreaming 1.0"}]},{"head":"Narrative","index":50,"paragraphs":[{"index":1,"size":114,"text":"This organization lacks the independence to make own decisions regarding how they conduct their work as they are a part of the ministry of Agriculture, who is also the appointing authority of their staff. Staff are deployed to district offices, and the latter do not have mandate to employ staff. Some staff do come across as willing to engage with wider gender issues but there is no incentive nor even the resources to do this.  40% of farmer group members should be women as a prequalification for the youth livelihood project. One of the gentleman seemed to have been involved in a range of projects that are gender sensitive. Another example was ILRI surveys."}]},{"head":"Priority capacities to maintain or develop","index":51,"paragraphs":[]},{"head":"Gender analysis and strategic planning","index":52,"paragraphs":[{"index":1,"size":91,"text":"Two ladies scored 1 because data collected projects under projects is directly used by the respective projects while all the men (8) scored two. Achieving a consensus very hard To what extent are gender dynamics within the value chain, including interpreting the various gender roles played by men and women, access to and control of resources and benefits, and other gender issues that enhance or hinder men and women to equitably benefit from the value chain, analyzed and understood by the organization? How does the organization know of these gender issues?"},{"index":2,"size":51,"text":"2 To what extent are incentives and procedures in place to ensure that staff applies gender analysis in their work? To what extent do staff always apply gender analysis in their work, e.g. before starting a project or intervention? Are projects checked on the existence and quality of gender analysis? 1"},{"index":3,"size":14,"text":"We have never designed any questionnaires or procedures; we don't analyze gender disaggregated data."}]},{"head":"A.II.2","index":53,"paragraphs":[{"index":1,"size":14,"text":"The capacity to develop strategies to address gender dynamics in the value chain 1.0"},{"index":2,"size":38,"text":"They feel that gender issues are family business and don't think it's worth interfering with their affairs. The may not have written out strategies but at least they target farmer groups and these have both men and women. "}]},{"head":"Gender responsive programming, budgeting, and implementation","index":54,"paragraphs":[]},{"head":"Definition","index":55,"paragraphs":[{"index":1,"size":41,"text":"The capacity to implement gender responsive programs as planned, to mainstream gender throughout all operations and programs and allocate financial and human resources for it, having a gender sensitive structure and organizational culture, reflected amongst others in an internal gender balance."}]},{"head":"FGD","index":56,"paragraphs":[{"index":1,"size":81,"text":"Discuss the kind of programs that this organization implements, are gender issues taken into consideration? Examples: -gendered participation in livestock and fish value chains; -gender roles and relations in feed resourcing and feeding and animal health, use of technologies and innovations, and breeds; -women's access to markets and control over resources, technologies, labor, power and the benefits of their work; -level and equity in animal source food consumption within poor households; -Preferences of male and female producers for certain breeds; e. "}]},{"head":"B.II.10 Balance between responsibilities of gender experts and general staff members on gender mainstreaming 1.0","index":57,"paragraphs":[{"index":1,"size":29,"text":"To what extent responsibilities for gender mainstreaming shared within the organization? Do other staff members have formal responsibilities for integrating gender in their work, e.g. in their job descriptions?"},{"index":2,"size":1,"text":"1.0"}]},{"head":"B.II.7","index":58,"paragraphs":[{"index":1,"size":34,"text":"The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance."}]},{"head":"1.0","index":59,"paragraphs":[{"index":1,"size":1,"text":"To "}]},{"head":"C.II.4 Access to and production of knowledge documents and publications on gender 1","index":60,"paragraphs":[{"index":1,"size":38,"text":"To what extent does the organization collect, develop and make accessible knowledge documents and publications on gender? How many did you publish in 2014? Who provided the gender expertise for each? Can we get one or two copies?"},{"index":2,"size":1,"text":"1"}]},{"head":"C.II.5 Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications 1","index":61,"paragraphs":[{"index":1,"size":32,"text":"To what extent does the organization provide gender inputs, perspectives, insights to other organizations' reports and publications? Which organizations in 2014? Who did it? Can we have one or two such reports?"},{"index":2,"size":1,"text":"1"}]},{"head":"Effective partnerships and advocacy on promoting gender equality","index":62,"paragraphs":[]},{"head":"Definition","index":63,"paragraphs":[{"index":1,"size":44,"text":"The capacity to build coalitions; influence government and external partners, and to advocate for women's rights. The definition of development partnership relationships provided in the development partnerships strategy identifies inspired alignment of independent autonomous organizations that come together for strategic reasons, not financial ones."}]},{"head":"FGD","index":64,"paragraphs":[{"index":1,"size":42,"text":"Make sure that everyone understands the definition of partnerships and advocacy for gender equality. Discussion: Do you have partnerships around gender equality, with other organizations along the value chain, e.g. service providers, producer organizations, development organizations? Do you advocate for gender equality?"},{"index":2,"size":4,"text":"Current score (1-5) Comments "}]},{"head":"D.II.1 The capacity to advocate for gender equality 1 To what extent does the organization participate in advocacy for gender equality? Does the organization aim to influence governmental policies? Provide documented evidence for such participation. Does it have an influence on policy-making at national level? Does it have an influence on regulatory frameworks at local, national levels? In case of (para) governmental agencies: To what extent does the organization collaborate with civil advocacy groups for","index":65,"paragraphs":[]},{"head":"E.II.4 The capacity to develop strategies for strengthening women's decision-making power and their role in leadership positions 1","index":66,"paragraphs":[{"index":1,"size":25,"text":"To what extent does the organization develop and implement programs/projects on women's decision-making power and their role in leadership positions? Give an example from 2014."},{"index":2,"size":1,"text":"1"}]},{"head":"E.III.3 Staff's knowledge, attitudes and practices towards stimulating women's leadership in programs 3","index":67,"paragraphs":[{"index":1,"size":16,"text":"To what extent do staff support women's decision-making power and their role in leadership positions? 3"}]},{"head":"E.II.5 Effectiveness in hiring women as staff members, extension officers, and in leadership positions, and to acquire gender balance 1","index":68,"paragraphs":[{"index":1,"size":22,"text":"To what extent are mechanisms such as affirmative actions in place to hire women and to promote them in leadership positions? 1"}]},{"head":"E.II.6 Presence of women in leadership (management) and balanced representation 1.3333333 To what extent is the organization balanced in terms of female and male representation at all levels?","index":69,"paragraphs":[{"index":1,"size":26,"text":"2 What were the numbers of men and women in 2014 at management and middle management level? Is it balanced? 1 2 females and 5 male"},{"index":2,"size":37,"text":"What were the numbers of men and women (see Organization's commitment to gender equality and transforming gender power relations 5 The capacity to develop strategies for strengthening women's decision-making power and their role in leadership positions 4"},{"index":3,"size":12,"text":"Staff's knowledge, attitudes and practices towards stimulating women's leadership in programs 4"},{"index":4,"size":12,"text":"The capacity to ensure that interventions benefit women and men equally 4"},{"index":5,"size":14,"text":"The capacity to implement programs in line with national gender policies and frameworks 3"},{"index":6,"size":14,"text":"The capacity to translate research outcomes to define and/or adjust gender responsive programs 3"},{"index":7,"size":35,"text":"The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance. 3"},{"index":8,"size":11,"text":"The capacity to analyze gender dynamics within the value chain 3"},{"index":9,"size":19,"text":"The capacity to apply gender analysis tools and frameworks 2 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0"}]},{"head":"Gender analysis and strategic planning","index":70,"paragraphs":[{"index":1,"size":6,"text":"Gender responsive programming, budgeting, and implementation"}]},{"head":"Knowledge management and gender responsive M&E","index":71,"paragraphs":[{"index":1,"size":8,"text":"Effective partnerships and advocacy on promoting gender equality"}]},{"head":"Gender and leadership","index":72,"paragraphs":[{"index":1,"size":7,"text":"Innovation in gender responsive approaches Org Ind"}]},{"head":"Innovation in gender transformative approaches","index":73,"paragraphs":[{"index":1,"size":12,"text":"Providing access to gender (analysis) training for female and male staff 2"}]},{"head":"Least developed capacities (parameters) (all 1) Score","index":74,"paragraphs":[{"index":1,"size":14,"text":"The capacity to develop strategies to address gender dynamics in the value chain 1"},{"index":2,"size":18,"text":"The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these 1"},{"index":3,"size":16,"text":"Presence of gender experts who have the capacity to develop and implement gender responsive programs 1"},{"index":4,"size":12,"text":"Position and mandate of dedicated gender staff (expert or focal point) 1"},{"index":5,"size":14,"text":"Balance between responsibilities of gender experts and general staff members on gender mainstreaming 1"},{"index":6,"size":8,"text":"Staff's ability to implement gender responsive interventions 1"},{"index":7,"size":11,"text":"The capacity to collect, interpret and report on sex-disaggregated data 1"},{"index":8,"size":10,"text":"Capacity to train other actors on gender responsive M&E 1"},{"index":9,"size":12,"text":"Access to and production of knowledge documents and publications on gender 1"},{"index":10,"size":14,"text":"Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications 1"}]},{"head":"Narrative","index":75,"paragraphs":[{"index":1,"size":67,"text":"This organization basically focuses its work on production. They usually collect sex-disaggregated which in most cases, it stops at the number of men and women other that the actual gender analysis and budgeting which are usually done at a higher level (ministry of gender). There is lack of coordination and communication with Ministry of gender and ministry of agriculture (Livestock sector) of how to conduct gender work."},{"index":2,"size":50,"text":"The ministry of gender is the budget holders for all the gender work and only uses the livestock staff (technical expertise) when it comes to production activities. There is a problem with the central government system as there is no multi-sectoral approach in planning, designing and implementation of gendered programs/activities."}]},{"head":"Priority capacities to maintain or develop Current score","index":76,"paragraphs":[]},{"head":"Desired score","index":77,"paragraphs":[{"index":1,"size":15,"text":"The capacity to develop strategies to address gender dynamics in the value chain 1 3"},{"index":2,"size":6,"text":"Gender programming and analysis 1 3"},{"index":3,"size":21,"text":"Staff's ability to implement gender responsive interventions This office mainly partners with ILRI's Uganda pig value chain in the production node."},{"index":4,"size":12,"text":"The mission of this office is better service provision by increasing incomes."}]},{"head":"Much of the office's budget comes from the central government","index":78,"paragraphs":[{"index":1,"size":40,"text":"In Makerere University, the department of women and gender studies should be renamed to \"Men and gender studies\" because men will not easily enroll for gender courses in such a department since the name denotes it's a women training department."},{"index":2,"size":14,"text":"The participants posited that they find it difficult to differentiate between gender and sex."}]},{"head":"Gender analysis and strategic planning Definition","index":79,"paragraphs":[{"index":1,"size":63,"text":"The capacity to design and conduct gender analysis within the context of any of the flagships, access to and level of knowledge and experience in applying gender analytical tools and methodologies, and the capacity to use gender analytical data to inform new research and policies and to create new opportunities that can be leveraged to support the program activities and eventual scaling up."}]},{"head":"FGD","index":80,"paragraphs":[{"index":1,"size":14,"text":"Make sure that everyone understands the definition of gender analysis and gender analytical tools."},{"index":2,"size":10,"text":"Discussion: what are gender issues in the targeted value chain?"},{"index":3,"size":11,"text":"• Gender division of labor (productive, reproductive, community roles) and roles;"},{"index":4,"size":29,"text":"• Gender differences in access to markets and control resources, technologies, labor, power and the benefits of their work, including financial resources; • Gender differences in decision-making and leadership;"},{"index":5,"size":16,"text":"• Nature and level of participation of men and women in livestock and fish value chains;"},{"index":6,"size":20,"text":"• Gender differences in educational level and technical knowledge Give some examples. Are these gender issues analyzed by the organization?"},{"index":7,"size":3,"text":"Current score (1-5)"}]},{"head":"Comments","index":81,"paragraphs":[]},{"head":"A.II.1","index":82,"paragraphs":[{"index":1,"size":261,"text":"The capacity to analyze gender dynamics within the value chain 2.5 They do but not fully. In pigs, we ask questions of who does what and you will find it's mainly the men who are involved in pig husbandry because women fear pigs as they are dirty. Men do the construction of pens and providing feeds. Women will just throw vines in the pens. In most parts of Mukono, the most tethered pigs (one or two) are owned by women but when it commercializes via increase in numbers, then men take over the ownership. When women business grows, even the women's behavior changes like They have a gender component even at the reporting level but when it comes to analysis, nothing is done much as it's meant to be done at a higher level. Gender component is just included at the project design just to appease the donor. They have several tools such a SWOT analysis but they have never done gender analysis along the pig value chain. There is a gender officer at the sub-county level who is meant to critically look at the gender issues. This office's tools basically focuses on production. They mainly look at how many men and women have we trained and in most cases, it stops at the number of men and women other that the actual gender analysis and budgeting which are usually done at a higher level (ministry of gender). There is lack of coordination and communication with Ministry of gender and ministry of agriculture (Livestock sector) of how to conduct gender work."},{"index":2,"size":50,"text":"The ministry of gender is the budget holders for all the gender work and only uses the livestock staff (technical expertise) when it comes to production activities. There is a problem with the central government system as there is no multi-sectoral approach in planning, designing and implementation of gendered programs/activities."},{"index":3,"size":156,"text":"To what extent are gender dynamics within the value chain, including interpreting the various gender roles played by men and women, access to and control of resources and benefits, and other gender issues that enhance or hinder men and women to equitably benefit from the value chain, analyzed and understood by the organization? How does the organization know of these gender issues? 2 They do but not fully. In pigs, we ask questions of who does what and you will find it's mainly the men who are involved in pig husbandry because women fear pigs as they are dirty. Men do the construction of pens and providing feeds. Women will just throw vines in the pens. In most parts of Mukono, the most tethered pigs (one or two) are owned by women but when it commercializes via increase in numbers, then men take over the ownership. When women business grows, even the women's behavior changes like"},{"index":4,"size":157,"text":"They have a gender component even at the reporting level but when it comes to analysis, nothing is done much as it's meant to be done at a higher level. Gender component is just included at the project design just to appease the donor. They have several tools such a SWOT analysis but they have never done gender analysis along the pig value chain. There is a gender officer at the sub-county level who is meant to critically look at the gender issues. This office's tools basically focuses on production. They mainly look at how many men and women have we trained and in most cases, it stops at the number of men and women other that the actual gender analysis and budgeting which are usually done at a higher level (ministry of gender). There is lack of coordination and communication with Ministry of gender and ministry of agriculture (Livestock sector) of how to conduct gender work."},{"index":5,"size":50,"text":"The ministry of gender is the budget holders for all the gender work and only uses the livestock staff (technical expertise) when it comes to production activities. There is a problem with the central government system as there is no multi-sectoral approach in planning, designing and implementation of gendered programs/activities."},{"index":6,"size":50,"text":"To what extent are incentives and procedures in place to ensure that staff applies gender analysis in their work? To what extent do staff always apply gender analysis in their work, e.g. before starting a project or intervention? Are projects checked on the existence and quality of gender analysis? 3"}]},{"head":"A.II.2","index":83,"paragraphs":[{"index":1,"size":14,"text":"The capacity to develop strategies to address gender dynamics in the value chain 1.0"},{"index":2,"size":10,"text":"The budget they receive does not encompass the gender element."}]},{"head":"Gender is just done at the appraisal level. To what extent are strategies developed to address gender dynamics in the value chain? What kind of interventions have been developed and implemented in 2014?","index":84,"paragraphs":[{"index":1,"size":1,"text":"1.0"}]},{"head":"A.II.3","index":85,"paragraphs":[{"index":1,"size":45,"text":"The capacity to apply gender analysis tools and frameworks 2.0 Worked in conjunction with ILRI and used tools on gender roles and responsibilities, decision making wheel, activity clock. This was in 2013. They need to be updated on how to use the above mentioned tools."}]},{"head":"To what extent are gender analytical frameworks and tools to identify and address gender-based constraints and opportunities in technology and value chain developments in the targeted value chains applied? Which frameworks and tools are normally used?","index":86,"paragraphs":[]},{"head":"2.0","index":87,"paragraphs":[{"index":1,"size":16,"text":"To what extent does the organization make use of a toolkit or inventory of tools? 2.0"}]},{"head":"A.II.4","index":88,"paragraphs":[{"index":1,"size":49,"text":"Providing access to gender (analysis) training for female and male staff 2.0 They had some trainings in gender under the National agricultural advisory services (NAADS). This was because it was a donor requirement. As an organization, they are not all at the same level in terms of gender skills."},{"index":2,"size":26,"text":"To what extent have all staff received sufficient training on gender (analysis)? How many trainings have they attended? Are the trainings sufficient in quality and quantity?"},{"index":3,"size":1,"text":"2"}]},{"head":"A.II.5 The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these 1.0","index":89,"paragraphs":[{"index":1,"size":49,"text":"To what extent does the organization understand internal gender dynamics and develops strategies to deal with these, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance? E.g. are affirmative actions necessary and to what extent?"},{"index":2,"size":1,"text":"1.0"}]},{"head":"Gender responsive programming, budgeting, and implementation Definition","index":90,"paragraphs":[{"index":1,"size":41,"text":"The capacity to implement gender responsive programs as planned, to mainstream gender throughout all operations and programs and allocate financial and human resources for it, having a gender sensitive structure and organizational culture, reflected amongst others in an internal gender balance."}]},{"head":"FGD","index":91,"paragraphs":[{"index":1,"size":16,"text":"Discuss the kind of programs that this organization implements, are gender issues taken into consideration? Examples:"},{"index":2,"size":113,"text":"-gendered participation in livestock and fish value chains; -gender roles and relations in feed resourcing and feeding and animal health, use of technologies and innovations, and breeds; -women's access to markets and control over resources, technologies, labor, power and the benefits of their work; -level and equity in animal source food consumption within poor households; -Preferences of male and female producers for certain breeds; etc The capacity to ensure that interventions benefit women and men equally 3.7 They don't discriminate when the men and women demand for production services, including inputs, training and technologies. At the starting point, women, youths and People with disabilities were given piglets for close to three continuous years."},{"index":3,"size":19,"text":"They help both men and women do have increased productivity, and even help them get the markets for pork."},{"index":4,"size":55,"text":"Consumption of pork in Uganda is culturally stigmatized as women are not supposed to eat. Pork consumption in Uganda is gendered in that men usually go out (leaving behind their wives and children) to eat pork (it's like going out to watch football). One must be careful when buying and eating pork because it's abnormal."},{"index":5,"size":57,"text":"The mandate of this production office in Mukono is to improve the well-being of households. Pigs are living banks as they can easily be converted into money. Pigs keeping is like a factory of recycling of left overs because women and men collect all the residues around in order to feed them so that they get pork."},{"index":6,"size":25,"text":"To what extent, and how does the organization make sure women and men benefit equally from provision of services, inputs, trainings, and technologies? Give examples."}]},{"head":"92","index":92,"paragraphs":[{"index":1,"size":45,"text":"To what extent, and how does the organization make sure women and men benefit equally from envisaged program impacts such as on the increase of household income, increased farmers' participation in the value chain, improved access and consumption of animal source food, etc? Give examples."}]},{"head":"4","index":93,"paragraphs":[{"index":1,"size":56,"text":"Are mechanisms, such as policies and procedures, in place to ensure that interventions benefit women and men? Are they effective, e.g. does all staff understand and implements? To what extent responsibilities for gender mainstreaming shared within the organization? Do other staff members have formal responsibilities for integrating gender in their work, e.g. in their job descriptions?"},{"index":2,"size":1,"text":"1.0"}]},{"head":"B.II.7","index":94,"paragraphs":[{"index":1,"size":34,"text":"The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance."}]},{"head":"They ensure gender mainstreaming is in place according to the gender national policies","index":95,"paragraphs":[{"index":1,"size":29,"text":"To what extent are actions towards a more gender responsive organization implemented? Give specific examples of actions implemented towards a better gender balance in 2014 and with what results?"},{"index":2,"size":1,"text":"3"},{"index":3,"size":16,"text":"To what extent are policies and procedures in place to ensure gender equality in the workplace?"},{"index":4,"size":1,"text":"3"}]},{"head":"Knowledge management and gender responsive M&E Definition","index":96,"paragraphs":[{"index":1,"size":49,"text":"The capacity to collect and analyze sex disaggregated data, to monitor and to report on gender responsive programming, specific gender outputs and outcomes, knowledge management, outreach and communication capacity to document stories, blog post and research publications, ensuring wide (social media) outreach on gender responsive programming and its results."}]},{"head":"FGD","index":97,"paragraphs":[{"index":1,"size":44,"text":"Explain the difference between sex-disaggregated data within and beyond the household, and household data disaggregated by household head. Explain the extent to which these two data are useful for gender analysis and the invisibility of women from MHH in data disaggregated by HH head."},{"index":2,"size":10,"text":"Explain the definition of gender responsive monitoring, evaluation and learning."},{"index":3,"size":3,"text":"Current score (1-5)"}]},{"head":"Comments","index":98,"paragraphs":[]},{"head":"C.II.1","index":99,"paragraphs":[{"index":1,"size":12,"text":"The capacity to collect, interpret and report on sex-disaggregated data 1.0 1"}]},{"head":"Effective partnerships and advocacy on promoting gender equality","index":100,"paragraphs":[]},{"head":"Definition","index":101,"paragraphs":[{"index":1,"size":45,"text":"The capacity to build coalitions; influence government and external partners, and to advocate for women's rights. The definition of development partnership relationships provided in the development partnerships strategy identifies inspired alignment of independent autonomous organizations that come together for strategic reasons, not financial ones. 1"}]},{"head":"FGD","index":102,"paragraphs":[]},{"head":"Gender and leadership Definició n","index":103,"paragraphs":[{"index":1,"size":26,"text":"Commitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming."}]},{"head":"FGD None","index":104,"paragraphs":[{"index":1,"size":3,"text":"Current score (1-5)"}]},{"head":"Comments","index":105,"paragraphs":[]},{"head":"E.II.1","index":106,"paragraphs":[{"index":1,"size":46,"text":"Organization's commitment to gender equality and transforming gender power relations 5 DVO Mukono is an equal opportunity employer; there are no specific jobs designed for female and male staff. They have an office policy that is guided by the public service policy on harassment and discrimination."},{"index":2,"size":17,"text":"It the training that leads to staffing. When jobs are advised, mostly women are encourage to apply."}]},{"head":"They have a code of conduct on sexual harassment as an organization","index":107,"paragraphs":[{"index":1,"size":11,"text":"To what extent is the organization's leadership committed to gender equality?  "}]},{"head":"Inputs for the Capacity development Strategy","index":108,"paragraphs":[{"index":1,"size":98,"text":"Discuss highest and weakest scores and vote to define the priority of importance of capacities: each participant gets 5 votes to indicate which five capacities are more important / relevant according to him / her. Important capacities can include weak capacities that need to be strengthened, as well as existing capacities that need to stay in place. Discuss the outcome of the voting and make a priority listing of 5 -10 capacities. Discuss and agree for each prioritized capacity how to maintain or strengthen them. To attach/lobby for a gender focal person/expert to the DVO production unit 3"}]},{"head":"Priority capacities to maintain or develop","index":109,"paragraphs":[{"index":1,"size":51,"text":"Existence, quality and scope of a gender (mainstreaming) strategy including financial and human resource allocation 1 The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance. 1"},{"index":2,"size":59,"text":"Narrative This is a business enterprise with their sole purpose being to make profit. They are very weak in the core gender capacities and they also lack the resources (both financial and human) to pursue any analysis of gender issues. Currently most gender capacities here are non-existent, and developing them will need more than short-term, one-off training in gender."}]},{"head":"Priority capacities to maintain or develop Current score","index":110,"paragraphs":[{"index":1,"size":77,"text":"Desired score Build organizational capacity to carry out gender analysis 1 3 ILRI to support PPM to come up with innovation and specific ways of how to integrate gender in all activities 1 3 Gender responsive budgeting-which budget and where to effect gender in it 1 2 Support for design and implementation of gender responsive programs 1 2 Gender analysis to identify specific issues along the pig value chain from production to slaughter, marketing etc. 1 3"}]},{"head":"Proposal for capacity development","index":111,"paragraphs":[{"index":1,"size":1,"text":"Proposed "}]},{"head":"Notes","index":112,"paragraphs":[{"index":1,"size":123,"text":"This assessment was composed of 5 participants (4 male and 1 female). PPM is a private sector profit making organization. It mainly deals with pig production advisory and consultancy services, breeding pigs, and pig farm marketing services. Since 2011, PPM has had informal partnership with ILRI when it comes to conducting rapid assessment/benchmarking activities i.e. with the FEAST tool, conducting trainings and training manuals. PPM mainly engages men in their work since most women don't show interest in piggery work (slaughtering, sales and marketing). Women engaging as transporters (motorcyclists) is not possible because this domain is energy demanding and can lead to infertility. Even climbing trees is not allowed for women since when they become pregnant, it becomes difficult to push the baby."},{"index":2,"size":30,"text":"In Northern Uganda, men are very weak and redundant. Women have taken up their activities. Thus, low income men from this region really appreciate and are proud of their women."},{"index":3,"size":55,"text":"PPM has never been keen about gender issues in their activities/daily business. They therefore don't have capacity to conduct a gender analysis, dedicated gender budget etc. PPM is aware of the gender issues in the pig VC but the problem is lack of financial resources to train and carry out gender sensitization the smallholder farmers."},{"index":4,"size":166,"text":"In terms of the pig enterprise, women are seen/involved at the production stage while men come in at the marketing and sharing of benefit/income node If a budget is dedicated for gender work, PPM can take men and women smallholder farmers to demonstration farms so that they can learn new knowledge and skills on pig farming since piggery is mostly done as a backyard farming activity. The average weight for pigs/porkers is 30kg which goes of 180,000 Uganda Shillings. According to the Production manager, they have few male staff because of the nature of the work (slaughtering and carrying meat)--social construct and also low academic qualifications issues. The female participant perceived that being a taxi driver and other heavy/masculine tasks has serious side effects. She feared becoming muscular--that the body becomes like a stone. She also feared that climbing trees etc is hectic and thinks that this might be very difficult during child birth. Two ladies/older women operate as taxi conductors in Kampala but have children."}]},{"head":"Gender analysis and strategic planning","index":113,"paragraphs":[]},{"head":"Definition","index":114,"paragraphs":[{"index":1,"size":63,"text":"The capacity to design and conduct gender analysis within the context of any of the flagships, access to and level of knowledge and experience in applying gender analytical tools and methodologies, and the capacity to use gender analytical data to inform new research and policies and to create new opportunities that can be leveraged to support the program activities and eventual scaling up."}]},{"head":"FGD","index":115,"paragraphs":[{"index":1,"size":14,"text":"Make sure that everyone understands the definition of gender analysis and gender analytical tools."},{"index":2,"size":10,"text":"Discussion: what are gender issues in the targeted value chain?"},{"index":3,"size":11,"text":"• Gender division of labor (productive, reproductive, community roles) and roles;"},{"index":4,"size":29,"text":"• Gender differences in access to markets and control resources, technologies, labor, power and the benefits of their work, including financial resources; • Gender differences in decision-making and leadership;"},{"index":5,"size":33,"text":"• Nature and level of participation of men and women in livestock and fish value chains; To what extent are policies and procedures in place to ensure gender equality in the workplace? 1"}]},{"head":"Knowledge management and gender responsive M&E","index":116,"paragraphs":[]},{"head":"Definition","index":117,"paragraphs":[{"index":1,"size":49,"text":"The capacity to collect and analyze sex disaggregated data, to monitor and to report on gender responsive programming, specific gender outputs and outcomes, knowledge management, outreach and communication capacity to document stories, blog post and research publications, ensuring wide (social media) outreach on gender responsive programming and its results."}]},{"head":"FGD","index":118,"paragraphs":[{"index":1,"size":44,"text":"Explain the difference between sex-disaggregated data within and beyond the household, and household data disaggregated by household head. Explain the extent to which these two data are useful for gender analysis and the invisibility of women from MHH in data disaggregated by HH head."},{"index":2,"size":14,"text":"Explain the definition of gender responsive monitoring, evaluation and learning.  Current score (1-5) Comments"}]},{"head":"A.II.1","index":119,"paragraphs":[{"index":1,"size":123,"text":"The capacity to analyze gender dynamics within the value chain 3.5 Participation and involvements inform of records e.g. in input distribution, during trainings.70% of our beneficiaries are women and 30% men. They have well written out guidelines that stipulate that, 70% of women should be targeted right from organizational planning, inception workshops to validate field results and during routine data collection To what extent are gender dynamics within the value chain, including interpreting the various gender roles played by men and women, access to and control of resources and benefits, and other gender issues that enhance or hinder men and women to equitably benefit from the value chain, analyzed and understood by the organization? How does the organization know of these gender issues?"}]},{"head":"4","index":120,"paragraphs":[{"index":1,"size":50,"text":"To what extent are incentives and procedures in place to ensure that staff applies gender analysis in their work? To what extent do staff always apply gender analysis in their work, e.g. before starting a project or intervention? Are projects checked on the existence and quality of gender analysis? 3"}]},{"head":"A.II.2","index":121,"paragraphs":[{"index":1,"size":103,"text":"The capacity to develop strategies to address gender dynamics in the value chain 3.0 They have a gender policy, VEDCO is clearly a focus on engendering their activities. They Used the GALS strategy to build the capacity of their target beneficiaries in the pig value chain. We score three because the issue of adaptability is still low and also we have had changes in the staffing level so they have got to learn about the tools and strategies.  To what extent does the organization develop and implement programs/projects on women's decision-making power and their role in leadership positions? Give an example from 2014."}]},{"head":"5","index":122,"paragraphs":[{"index":1,"size":122,"text":"The capacity to analyze gender dynamics within the value chain 1 The capacity to develop strategies to address gender dynamics in the value chain 1 The capacity to apply gender analysis tools and frameworks 1 Providing access to gender (analysis) training for female and male staff 1 The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these 1 The capacity to implement programs in line with national gender policies and frameworks 1 The capacity to develop gender responsive programs 1 The capacity to translate research outcomes to define and/or adjust gender responsive programs 1 The capacity to ensure that interventions benefit women and men equally 1 The capacity to sensitize communities on gender issues 1"}]},{"head":"Narrative","index":123,"paragraphs":[{"index":1,"size":95,"text":"This cooperative was started so as to help women pig farmers, who are the majority in Masaka district. However, majority of the cooperative members are women, thus scoring themselves better in gender and leadership. Their executive committee is composed of 8 members -4 female (a treasurer and 3 members) and 4 male (chairperson, vice chair, secretary general and one member). This members are usually elected by the cooperative members. They believe that women are usually trustworthy when it comes to finances and affirmative action is there to ensure that the treasurer should be a woman."},{"index":2,"size":19,"text":"Moreover, they scored very low in other gender capacities simply because they have never been trained in gender issues."},{"index":3,"size":66,"text":"In the middle of the assessments, all the participants reiterated that for all the six core gender capacities score is 1 (or zero Given the problem of language barrier, we scored each core gender capacity immediately after its translation (with the help of a translator from the DVO's office in Masaka) so that the participants could easily understand what the six different core gender capacities are/mean."}]},{"head":"Priority capacities to maintain or develop Current score","index":124,"paragraphs":[{"index":1,"size":34,"text":"Desired score Gender analysis and strategic planning as it was one of the least scored capacity. If this is developed it will be an eye opener for them to integrate gender in their work. "}]},{"head":"Notes","index":125,"paragraphs":[{"index":1,"size":16,"text":"This assessment was done with the help of a translator (Appointed from the DVO's office, Masaka)."},{"index":2,"size":12,"text":"The total number of participants were 8 (5 male and 3 female)."},{"index":3,"size":21,"text":"The individual questionnaires were administered only to 5 participants (2 female and 3 male) because of language barrier and time constraints"},{"index":4,"size":25,"text":"We scored each core gender capacity immediately after its translation so that they participants would easily understand what the six different core gender capacities are/mean."},{"index":5,"size":90,"text":"The community is repulsive to gender issues since they feel gender is fighting their culture/ normal way of life. They are silent about gender. People who join the cooperative have HH arrangement since the women members are not able to afford the membership alone, and that their husbands don't just allow their wives (who are members ) to keep on attending to events/meetings at the cooperative. This also applies to the male cooperative members. They will say \" I will join the cooperative, though my husband/wife is not for it\"."},{"index":6,"size":58,"text":"One of the participants noted that he has always been attending the trainings and he is now a cooperative member, although his wife and children have never attended the training. Sometimes we just answer and respond to this gender issues just to please the donors/partners but in reality nothing happens on the ground to change/transmit the gender knowledge."},{"index":7,"size":33,"text":"They are very low/weak when it comes to gender analysis and strategic planning since they only collect sex disaggregated data when ILRI asks them. Otherwise nothing of the sought exists in this cooperative."},{"index":8,"size":76,"text":"In the middle of the assessments, all the participants reiterated that for all the six core gender capacities score is 1 (or zero) simply because they have never been trained on what gender is. They requested to be taught on what gender is. The facilitators took over this role of giving them basic training on what gender is. This encompassed the difference between gender and sex using demonstrations and brainstorming exercises (photos from flip charts available)."},{"index":9,"size":172,"text":"At the end of this assessment, the chairman of this co-operative noted that ILRI has never been tangible as it has done in this day's activity of identifying their gender capacity gaps. He commended the interviewers for the good work by teasing out the areas they need to work on in terms of building their gender capacity. He further reiterated that ILRI as their partner organization should try and collaborate with them in the feeds component since availability of feeds is one of the most constraints that the pig farmers face. If ILRI can connect them with a feeds company/market, then they sell them to farmers that will be a big plus for them as a cooperative. This cooperative was started so as to help women pig farmers, who are the majority in Masaka district. However, majority of the cooperative members are women, and that they have equal number of men and women in the executive. Currently the treasurer is a woman and that women are trusted as treasurers compared to men."}]}],"figures":[{"text":"Figure 1 : Figure 1: ILRI gender researcher giving basic training on the meaning of gender to KKCU during the GCA "},{"text":"Figure 2 : Figure 2: Overall core gender capacities of the assessed research and development partners "},{"text":"FGD Make sure that everyone understands the definition of gender analysis and gender analytical tools. Discussion: what are gender issues in the targeted value chain? • Gender division of labor (productive, reproductive, community roles) and roles; • Gender differences in access to markets and control resources, technologies, labor, power and the benefits of their work, including financial resources; • Gender differences in decision-making and leadership; • Nature and level of participation of men and women in livestock and fish value chains; • Gender differences in educational level and technical knowledge Give some examples. Are these gender issues analyzed by the organization? "},{"text":" done anything concerning women rights. They have worked with ILRI on farmer groups. To what extent does the organization develop and implement interventions to sensitize women about their rights? 1 To what extent does the organization develop and implement interventions to strengthen farmers groups, cooperatives, producer's organizations and associations, with a gender equality perspective? What kind of interventions, e.g. training? With what effect? t have a gender expert and have never hired a gender consultant To what extent does the organization have gender experts in place? What are their highest degree specializations (major and minor)? 1 To what extent does the organization seek gender expertise from outside? How many were sought in 2014? For how long (weeks) did they render their services? to ensure that at least 1/3 of the what is done goes to women and youth Do you have a gender policy (a statement/intention on gender equality) developed and in place? Describe it. 2 Do you have a gender strategy (a strategic roadmap) developed and in place? Please give us a copy. 2 To what extent has your gender mainstreaming policy been implemented? Does everyone know and understand the gender policy? 2 To what extent are adequate financial and human resources available to implement the policy? Does it have a special budget to undertake gender related activities? To what extent do gender experts and/or focal points have a mandate to ensure gender is mainstreamed? "},{"text":"11 Make sure that everyone understands the definition of partnerships and advocacy for gender equality. Discussion: Do you have partnerships around gender equality, with other organizations along the value chain, e.g. service providers, producer organizations, development organizations? Do you advocate for gender equality? at the District level are handled by the district gender expert.They don't have a mandate to advocate for gender equality as a livestock department. To what extent does the organization participate in advocacy for gender equality? Does the organization aim to influence governmental policies? Provide documented evidence for such participation. Does it have an influence on policy-1 95 making at national level? Does it have an influence on regulatory frameworks at local, national levels? In case of (para) governmental agencies: To what extent does the organization collaborate with civil advocacy groups for gender? D.II.2 The capacity to develop joint gender advocacy materials with other organizations and use research outcomes and other material to advocate for gender equality in the value chain 1 To what extent does the organization develop joint gender advocacy materials with other organizations? What kind of materials were developed? Give examples from 2014. 1 To what extent does the organization use research outcomes and other materials to advocate for gender equality in the value chain? Give examples from 2014. develop and maintain effective partnerships with the government (amongst others in gender responsive PPP interventions) and influence policies being more gender equitable 1 To what extent does the organization work with government in partnership? Are public-private partnerships in place? Are these partnerships gender responsive, e.g. are gender sensitive/specific organizations included? Are gender issues central to the partnership? In case of (para) governmental agencies: To what extent does the organization collaborate in gender responsive public-private partnerships? 1 Are partnerships with government used for influencing policies? Give an example from To what extent is gender equality central to partnerships? Are coalitions in place around gender equality in value chains? How many and who are the partners? Are R4D partnerships or collaborations key to any success in promoting gender equality? Which other initiatives have gender capacities? To what extent does the organization work with gender-sensitive/ specific organizations? Does it work with women and women groups to address possible gender related constraints (e.g. transportation, mode of payment) To what extent does the organization promote gender equality among its partners? Give specific examples from 2014. "},{"text":"F statements are geared towards production To what extent does the organization have a clear vision towards gender equality? Does gender equality and/or empowerment of women appear in the general vision or mission statement? To what extent does everyone understand and promote the vision? in the DVO is in charge of the Sub-County activities their wives to attend piggery trainings since they understand the benefits that will accrue. They need more advanced ways of tracking such outcomes. To what extent does the organization recognize Gender Transformative outcomes when they happen? Give specific examples for 2014. 2 some reports that this office needs more capacity on how to write/document. Some of the transformations are not usually in the production field thus might not be documented in their reports. They need to know indicators that are needed in order to measure the change in the capacity development. To what extent does the organization document and learn from Gender Transformative Approaches (GTAs)? Have experiences been documented? Share samples of such documents from 2014. 2 F.II.4 The capacity to ensure GTA's are used by others and scaled up 1 It has not happened yet. The innovation platforms in the pig value chain is very slow as it does not involve both the stakeholders and the main actors. To what extent has the organization scaled up innovative approaches -how many approaches went to scale in 2014? Have these innovations been up scaled by others? Give specific examples from 2014.1 "},{"text":" but are not sex disaggregated. They are planning to revise the recording sheets/forms to include the sex of the clients/customers-the purpose of these records are for tracking the sources of the pigs purchased. The organization does carry out any research. "},{"text":"4 To what extent do the organization's culture and values support gender equality? Does the organization value gender-sensitive behavior? Does it demonstrate gendersensitive behavior? (language used, jokes, material used, etc.) 4 Its stipulated in the policy but not yet digested to the tune of all staff understanding Professional advances in carrier, equal opportunities in promotions, participation in decision making is equal To what extent is the organization's leadership supportive in the allocation of human and financial resources for gender equality? 5 To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are actually implemented? 5 To what extent does the organization report on gender equality? Do reports reflect implementation of gender responsive actions? does the organization have a clear vision towards gender equality? Does gender equality and/or empowerment of women appear in the general vision or mission statement? To what extent does everyone understand and promote the vision? "},{"text":" ) simply because they have never been trained/nor they understand what gender mean. They requested the facilitator to give then a brief overview of what gender and sex mean. The facilitators took over this role of giving them basic training for almost an hour on what gender through demonstration and brainstorming exercises. "},{"text":" cooperative members, though the written code of conduct on do's and don'ts is not there yet. To what extent is the organization's leadership committed to gender equality? Give two specific examples of clear and explicit commitment towards gender equality. 5 To what extent is commitment towards gender equality shared throughout the organization? To what extent do staff support gender responsive approaches? What do most staff say about integrating gender? 3 To what extent do the organization's culture and values support gender equality? Does the organization value gender-sensitive behavior? Does it demonstrate gender-sensitive behavior? (language used, jokes, material used, etc.) To what extent is the organization's leadership supportive in the allocation of human and financial resources for gender equality? 2 To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are actually implemented? 1To what extent does the organization report on gender equality? Do reports reflect implementation of gender responsive actions? To what extent does the organization have a clear vision towards gender equality? Does gender equality and/or empowerment of women appear in the general vision or mission statement? To what extent does everyone understand and promote the vision? designed nor implemented a project though they only support ILRI In their work with smallholder pig farmersTo what extent does the organization develop and implement programs/projects on women's decision-making power and their role in leadership positions? Give an example from 2014. "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"  "},{"text":"Table 1 : Summary of Partners interviewed Partners Environmental Assessed Organizational Assessed Individual PartnersEnvironmentalAssessed OrganizationalAssessed Individual  "},{"text":"National Research Partner /Makerere University: Core gender capacity Makerere University org ind all Knowledge management and gender responsive M&E 1.9 2.1 1.9 All the seven assessed organizations work in partnerships with the ILRI Uganda office in the pig value chain activities. However, it seemed that gender is not central to these partnerships except for VEDCO which has a high capacity to advocate for gender equality, develop joint gender advocacy materials with other organizations and use research outcomes and other material to advocate for gender equality in the value chain, and able also to develop and maintain effective gender coalitions/ partnerships with research partners and other actors along the VC. VEDCO works on advocacy issues in partnership with other organizations such as PELAM, Food Right Alliance, Climate change alliance/network, etc. It is through their advocacy activities that VEDCO was able to reverse on the tax on inputs. IOWA stated that they have never been involved in advocacy for gender equality. The DVO basically focuses on production where they ensure data is sex disaggregated. They mentioned that the emerging gender issues at the District level are handled by the district gender expert from ministry of gender as they do not have a mandate to advocate for gender equality as a livestock department.         Development partners:          Development partners:  Averages  IOWA uni  DVO Masaka  DVO Mukono  PPM   VEDCO   PS Masaka AveragesIOWA uniDVO MasakaDVO MukonoPPMVEDCOPS Masaka  org ind all org ind all org ind all org ind all org  ind all org ind all org ind all orgindallorgindallorgindallorgindallorgindallorgindallorgindall Effective partnerships and                     Effective partnerships and advocacy on promoting 1.6 1.9 1.7   1.2   1.3    1.4    1.3   3.8 1.3 advocacy on promoting1.61.91.71.21.31.41.33.81.3 gender equality    1.0 1.5  1.0 1.7  1.0 1.8   1.0 1.6  4.4 3.0  1.3 1.9 gender equality1.01.51.01.71.01.81.01.64.43.01.31.9 The capacity to collect, interpret and report on sex-disaggregated data in all research The capacity to advocate for gender equality 1.8 1.8 1.0 1.0 1.0  1.0 3.0 1.0  1.0 3.0 1.0  1.0 5.0  5.0 2.0 2.0 The capacity to collect, interpret and report on sex-disaggregated data in all research The capacity to advocate for gender equality 1.8 1.8 1.0 1.0 1.01.03.0 1.01.03.01.01.05.05.02.02.0 Existence and quality of a gender responsive M&E system and ability to use it The capacity to develop joint gender advocacy materials     1.0   1.0       Existence and quality of a gender responsive M&E system and ability to use it The capacity to develop joint gender advocacy materials1.01.0 The capacity to provide inputs for national policies and legislation on gender responsive knowledge with other organizations and use research outcomes and management within VCs The capacity to collect, develop and make accessible quality knowledge documents and publications on other material to advocate for gender equality in the value gender chain 2.0 1.0   2.0 1.0       The capacity to provide inputs for national policies and legislation on gender responsive knowledge with other organizations and use research outcomes and management within VCs The capacity to collect, develop and make accessible quality knowledge documents and publications on other material to advocate for gender equality in the value gender chain2.0 1.02.0 1.0 Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications  2.0   2.0       Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications2.02.0 Scientists' ability and commitment to collect, interpret and report on sex-disaggregated data    2.6  2.6       Scientists' ability and commitment to collect, interpret and report on sex-disaggregated data2.62.6 Scientists' ability to develop/work with gender sensitive systems and tools for monitoring, evaluation and learning and measuring changes from gender interventions   1.8  1.8       Scientists' ability to develop/work with gender sensitive systems and tools for monitoring, evaluation and learning and measuring changes from gender interventions1.81.8 Staff's ability to collect, Scientists' access to and ability to produce quality documents and publications on gender     1.9  1.9       Staff's ability to collect, Scientists' access to and ability to produce quality documents and publications on gender1.91.9 interpret and report on sex-  2.2 2.2   2.6   1.7    2.3    1.2   4.1 interpret and report on sex-2.22.22.61.72.31.24.1 disaggregated data     2.6    1.7   2.3    1.2   4.1 1.6 disaggregated data2.61.72.31.24.11.6 Staff's ability to develop/work with gender sensitive systems D. Effective partnerships and advocacy on promoting gender equality          Staff's ability to develop/work with gender sensitive systems D. Effective partnerships and advocacy on promoting gender equality and tools for monitoring, evaluation and learning and  2.1 2.1   1.9   1.6    2.0    1.6   3.6 and tools for monitoring, evaluation and learning and2.12.11.91.62.01.63.6 measuring changes from gender                     measuring changes from gender interventions     1.9    1.6   2.0    1.6   3.6 1.8 interventions1.91.62.01.63.61.8 Staff's access to and ability to                     Staff's access to and ability to produce quality documents and  1.7 1.7   1.4   1.3    1.4    1.5   3.4 produce quality documents and1.71.71.41.31.41.53.4 publications on gender     1.4    1.3   1.4    1.5   3.4 1.4 publications on gender1.41.31.41.53.41.4 Access to gender-sensitive M&E                     Access to gender-sensitive M&E training of female and male  1.7 1.7   1.1   1.0    1.9    1.2   3.1 training of female and male1.71.71.11.01.91.23.1 staff     1.1    1.0   1.9    1.2   3.1 1.8 staff1.11.01.91.23.11.8  "},{"text":"National Research Partner /Makerere University: Core gender capacity Makerere University org ind all Effective partnerships and advocacy on promoting gender equality 2.0 2.0 2.0  The capacity to participate in advocacy for gender equality     2.0 2.0      The capacity to participate in advocacy for gender equality2.02.0 The capacity to produce relevant research material that is used (by other partners) to advocate for gender equality in the value chain 2.0 2.0      The capacity to produce relevant research material that is used (by other partners) to advocate for gender equality in the value chain2.02.0 Staff competency to build partnerships and coalitions 2.0 2.0 1.4 1.4 1.9 1.9 2.4 2.4 1.6 1.6 2.9 2.9 2.0 Staff competency to build partnerships and coalitions2.02.01.41.41.91.92.42.41.61.62.92.92.0 Staff competency to advocate for gender equality 2.0 2.0 1.7 1.7 1.7 1.7 1.8 1.8 1.6 1.6 3.4 3.4 2.0 Staff competency to advocate for gender equality2.02.01.71.71.71.71.81.81.61.63.43.42.0 Staff competency to develop              Staff competency to develop joint gender advocacy materials with other 1.8 1.8  1.3  1.7  1.4  1.6  2.8  joint gender advocacy materials with other1.81.81.31.71.41.62.8 organizations   1.3  1.7  1.4  1.6  2.8  1.8 organizations1.31.71.41.62.81.8  "},{"text":"National Research Partner /Makerere University:         Makerere University     Makerere University        org ind all     orgindall Gender and leadership       2.4 1.9 2.4     Gender and leadership2.41.92.4 Organization's commitment to gender equality and transforming gender power relations   3.0  3.0     Organization's commitment to gender equality and transforming gender power relations3.03.0 Organization's leadership / senior management accountability to gender equality and transforming gender power relations 1.0  1.0     Organization's leadership / senior management accountability to gender equality and transforming gender power relations1.01.0 Organization's vision towards gender equality and transforming gender power relations   3.0  3.0     Organization's vision towards gender equality and transforming gender power relations3.03.0 women in              women in leadership (management) 2.5 2.5  2.3  1.3   1.7  1.0  4.3 4.3 leadership (management)2.52.52.31.31.71.04.34.3 and balanced representation  2.3  1.3   1.7  1.0  4.3  4.3 and balanced representation2.31.31.71.04.34.3 Access to leadership training of female staff 2.2 2.2 1.6 1.6 1.7 1.7  1.9 1.9 2.4 2.4 3.0 3.0 2.4 Access to leadership training of female staff2.22.21.61.61.71.71.91.92.42.43.03.02.4 Ability of female staff to              Ability of female staff to influence decisions, participate and voice one's 2.5 2.5  2.6  3.0   2.1  2.4  3.2 influence decisions, participate and voice one's2.52.52.63.02.12.43.2 needs and aspirations   2.6  3.0   2.1  2.4  3.2  1.6 needs and aspirations2.63.02.12.43.21.6 Staff's knowledge, attitudes              Staff's knowledge, attitudes and practices towards stimulating women's 3.3 3.3  3.0          and practices towards stimulating women's3.33.33.0 leadership in programs  3.0  3.0          leadership in programs3.03.0  "},{"text":"National Research Partner /Makerere University: Makerere University org ind all Innovation in gender transformative approaches 1.0 1.5 1.1  Staff's ability to        Staff's ability to apply Gender        apply Gender Transformative        Transformative Approaches (GTAs)        Approaches (GTAs) and other 1.8 1.8 1.7 1.9 1.8 1.2 2.9 and other1.81.81.71.91.81.22.9 innovative        innovative approaches and        approaches and methods that        methods that empower women  1.7 1.9 1.8 1.2 2.9 1.4 empower women1.71.91.81.22.91.4  "},{"text":"Priority capacities to maintain or develop Current score Desired score  Country: Uganda  Country:Uganda Name organization: Iowa State University Uganda Program -Kamuli  Name organization:Iowa State University Uganda Program -Kamuli  Elizabeth Nankya, Female, Finance & Administration officer  Elizabeth Nankya, Female, Finance & Administration officer  Samuel Mudhasi, Male, Volunteer Borehole Project  Samuel Mudhasi, Male, Volunteer Borehole Project  Lukwata Martin Roy, Male, Volunteer Youth Coordinator  Lukwata Martin Roy, Male, Volunteer Youth Coordinator Name(s), positions and gender of participating staff: Laura Byamhanga, Female, Nutritionist Abaho Johnson, Male, Logistics  Name(s), positions and gender of participating staff:Laura Byamhanga, Female, Nutritionist Abaho Johnson, Male, Logistics  Moureen Mbeiza, Female, Agronomist  Moureen Mbeiza, Female, Agronomist  Lutwama Dennis, Male, Schooling gardening coordinator  Lutwama Dennis, Male, Schooling gardening coordinator  Gideon Nadiope, Male, Livestock specialist  Gideon Nadiope, Male, Livestock specialist Interviewer Millicent and Robert  InterviewerMillicent and Robert Date 7th May 2015  Date7th May 2015  Start 1110hrs  Start 1110hrs Time End 1437 hrs  TimeEnd 1437 hrs  The assessment was composed of eight participants (3 female, 5 male) The assessment was composed of eight participants (3 female, 5 male)  working in different areas of specialty i.e. agronomy, livestock working in different areas of specialty i.e. agronomy, livestock  specialist, nutrition, finance and administration etc.  specialist, nutrition, finance and administration etc. Notes   Notes Gender analysis and strategic planning , need to understand strategies on how to plan give that they  Gender analysis and strategic planning , need to understand strategies on how to plan give that they have an M&E staff in place  2 4 have an M&E staff in place24 gender responsive programming, budgeting and implementation 1 3 gender responsive programming, budgeting and implementation13 Innovation in transformative responsive approaches 1 2 Innovation in transformative responsive approaches12 effective partnership and advocacy on promoting gender equality 1 2 effective partnership and advocacy on promoting gender equality12 Knowledge management and gender responsive M&E, they can move to 4.3 or 4.5 since knowledge  Knowledge management and gender responsive M&E, they can move to 4.3 or 4.5 since knowledge management is a complicated field especially when it comes to publications. 4 4 management is a complicated field especially when it comes to publications.44  "},{"text":".II.4 Providing access to gender (analysis) training for female and male staff 1.0 The setup of organization is mandated to document on both sexes.To what extent are gender dynamics within the value chain, including interpreting the various gender roles played by men and women, access to and control of resources and benefits, and other gender issues that enhance or hinder men and women to equitably benefit from the value chain, analyzed and understood by the organization? How does the organization know of these They usually collect data on male and female, but they never go beyond understanding the gender dynamic. E.g. if they give women seeds to plant and they don't plant, IOWA goes further to investigate the why? And they find that the men own land and are the decision makers on what should be planted. They don't have any knowledge of gender frameworks.To what extent are gender analytical frameworks and tools to identify and address gender-based constraints and opportunities in technology and value chain developments in the targeted value chains applied? Which frameworks and tools are normally used? There have never been staff development trainings on gender.  gender issues? 3  gender issues?3  To what extent are incentives and procedures in place to ensure that staff   To what extent are incentives and procedures in place to ensure that staff  applies gender analysis in their work? To what extent do staff always apply   applies gender analysis in their work? To what extent do staff always apply  gender analysis in their work, e.g. before starting a project or intervention? Are   gender analysis in their work, e.g. before starting a project or intervention? Are  projects checked on the existence and quality of gender analysis? 3  projects checked on the existence and quality of gender analysis?3 A.II.2 The capacity to develop strategies to address gender dynamics in the value chain 2.0 It is not in writing but they follow the gender policy. A.II.2The capacity to develop strategies to address gender dynamics in the value chain2.0It is not in writing but they follow the gender policy.  To what extent are strategies developed to address gender dynamics in the   To what extent are strategies developed to address gender dynamics in the  value chain? What kind of interventions have been developed and implemented 2.0  value chain? What kind of interventions have been developed and implemented2.0  in 2014?   in 2014? A.II.3 The capacity to apply gender analysis tools and frameworks 2.0  A.II.3The capacity to apply gender analysis tools and frameworks2.0   2.0  2.0  To what extent does the organization make use of a toolkit or inventory of tools? 2.0  To what extent does the organization make use of a toolkit or inventory of tools?2.0 ATo what extent have all staff received sufficient training on gender (analysis)?   ATo what extent have all staff received sufficient training on gender (analysis)?  How many trainings have they attended? Are the trainings sufficient in quality   How many trainings have they attended? Are the trainings sufficient in quality  and quantity? 1  and quantity?1 A.II.5    A.II.5  "},{"text":"The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these 2.0   "},{"text":"II.2 The capacity to develop gender responsive programs 1.0 The don't have a gender budget thus are not able to keenly focus on gender responsive interventions To what extent does the organization develop programs that are gender responsive? How many projects/programs implemented in the last year have an explicit focus on gender? What kind of projects have been developed last year? B.II.3   B.II.3 Discuss the kind of programs that this organization implements, are gender   Discuss the kind of programs that this organization implements, are gender issues taken into consideration? Examples:   issues taken into consideration? Examples: -gendered participation in livestock and fish value chains;   -gendered participation in livestock and fish value chains; -gender roles and relations in feed resourcing and feeding and animal health, use of technologies and innovations, and breeds; -women's access to markets and control over resources, technologies, labor, Current score (1-5) Comments -gender roles and relations in feed resourcing and feeding and animal health, use of technologies and innovations, and breeds; -women's access to markets and control over resources, technologies, labor,Current score (1-5)Comments power and the benefits of their work;   power and the benefits of their work; -level and equity in animal source food consumption within poor households;   -level and equity in animal source food consumption within poor households; -Preferences of male and female producers for certain breeds; e.t.c   -Preferences of male and female producers for certain breeds; e.t.c  1  1 To what extent is sufficient budget allocated for gender responsive interventions or projects? How much in 2014? 1  To what extent is sufficient budget allocated for gender responsive interventions or projects? How much in 2014?1 To what extent are systems, procedures and incentives in place to ensure that all   To what extent are systems, procedures and incentives in place to ensure that all interventions are gender responsive? Give specific examples of each that was used in 2014. Are proposals and reports checked on gender sensitivity? Who 1  interventions are gender responsive? Give specific examples of each that was used in 2014. Are proposals and reports checked on gender sensitivity? Who1 checks them?   checks them?  "},{"text":"The capacity to translate research outcomes to define and/or adjust gender responsive programs 3.0 When they partnered with ILRI on the FEAST project, they used the findings from that study to invite the people who are involved in the study in their trainings To what extent does the organization use research outcomes from the national research partnership to define and/or adjust gender responsive programs?To what extent, and how does the organization make sure women and men benefit equally from envisaged program impacts such as on the increase of household income, increased farmers' participation in the value chain, improved access and consumption of animal source food, etc? Give examples.  Which studies have been used? How relevant is research done in LAF program 3 Which studies have been used? How relevant is research done in LAF program3  for the organization?  for the organization? B.II.4 The capacity to ensure that interventions benefit women and men equally 2.3 B.II.4The capacity to ensure that interventions benefit women and men equally2.3  To what extent, and how does the organization make sure women and men  To what extent, and how does the organization make sure women and men  benefit equally from provision of services, inputs, trainings, and technologies? 3 benefit equally from provision of services, inputs, trainings, and technologies?3  Give examples.  Give examples.   3 3  Are mechanisms, such as policies and procedures, in place to ensure that  Are mechanisms, such as policies and procedures, in place to ensure that  interventions benefit women and men? Are they effective, e.g. does all staff 1 interventions benefit women and men? Are they effective, e.g. does all staff1  understand and implements?  understand and implements? B.   B.  "},{"text":"II.5 The capacity to sensitize communities on gender issues 1.5 They have never done any gender sensitization activities in this community. IOWA used to operate with VEDCO, but since last year, they became independent. Although the projects were managed by IOWA, VEDCO still claims the farmers that they were working with when they were working jointly. Therefore, IOWA has started a fresh to recruit farmers for their project activities.  To what extent does the organization develop and implement interventions to sensitize women about their rights? 1 To what extent does the organization develop and implement interventions to sensitize women about their rights?1 To what extent does the organization develop and implement interventions to  To what extent does the organization develop and implement interventions to strengthen farmers groups, cooperatives, producer's organizations and associations, with a gender equality perspective? What kind of interventions, 2 strengthen farmers groups, cooperatives, producer's organizations and associations, with a gender equality perspective? What kind of interventions,2 e.g. training? With what effect?  e.g. training? With what effect? B.II.8  B.II.8  "},{"text":"Presence of gender experts who have the capacity to develop and implement gender responsive programs 1.0 They don't have a gender expert nor have they ever worked/consulted a gender expert.  B.II.6 Existence, B.II.6Existence,  To what extent does the organization have gender experts in place? What are their highest degree specializations (major and minor)? 1 To what extent does the organization have gender experts in place? What are their highest degree specializations (major and minor)?1  To what extent does the organization seek gender expertise from outside? How many were sought in 2014? For how long (weeks) did they render their services? 1 To what extent does the organization seek gender expertise from outside? How many were sought in 2014? For how long (weeks) did they render their services?1   64 64  "},{"text":"quality and scope of a gender (mainstreaming) strategy including financial and human resource allocation 1.0 They have a general budget but they incorporate gender in their activities Do you have a gender policy (a statement/intention on gender equality) developed and in place? Describe it. 1  Do you have a gender strategy (a strategic roadmap) developed and in place? Please give us a copy. 1 Do you have a gender strategy (a strategic roadmap) developed and in place? Please give us a copy.1  To what extent has your gender mainstreaming policy been implemented? Does everyone know and understand the gender policy? 1 To what extent has your gender mainstreaming policy been implemented? Does everyone know and understand the gender policy?1  To what extent are adequate financial and human resources available to  To what extent are adequate financial and human resources available to  implement the policy? Does it have a special budget to undertake gender 1 implement the policy? Does it have a special budget to undertake gender1  related activities?  related activities? B.II.9 Position and mandate of dedicated gender staff (expert or focal point) 1.0 B.II.9Position and mandate of dedicated gender staff (expert or focal point)1.0  To what extent do gender experts and/or focal points have a mandate to ensure gender is mainstreamed? 1.0 To what extent do gender experts and/or focal points have a mandate to ensure gender is mainstreamed?1.0 B.II.1   B.II.1 0   0  "},{"text":"Balance between responsibilities of gender experts and general staff members on gender mainstreaming 1.0 To   "},{"text":"7 The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance.   women from MHH in data disaggregated by HH head.   women from MHH in data disaggregated by HH head.  Explain the definition of gender responsive monitoring, evaluation and learning.   Explain the definition of gender responsive monitoring, evaluation and learning. C.II.1    C.II.1   1.0  1.0  To what extent are actions towards a more gender responsive organization   To what extent are actions towards a more gender responsive organization  implemented? Give specific examples of actions implemented towards a better   implemented? Give specific examples of actions implemented towards a better  gender balance in 2014 and with what results? 1  gender balance in 2014 and with what results?1  To what extent are policies and procedures in place to ensure gender equality in   To what extent are policies and procedures in place to ensure gender equality in  the workplace? 1  the workplace?1 Knowledge management and gender responsive M&E   Knowledge management and gender responsive M&E  The capacity to collect and analyze sex disaggregated data, to monitor and to   The capacity to collect and analyze sex disaggregated data, to monitor and to Definition report on gender responsive programming, specific gender outputs and outcomes, knowledge management, outreach and communication capacity to document stories, blog post and research publications, ensuring wide (social media) outreach on gender responsive programming and its results.   Definitionreport on gender responsive programming, specific gender outputs and outcomes, knowledge management, outreach and communication capacity to document stories, blog post and research publications, ensuring wide (social media) outreach on gender responsive programming and its results. FGD Explain the difference between sex-disaggregated data within and beyond the household, and household data disaggregated by household head. Explain the extent to which these two data are useful for gender analysis and the invisibility of Current score (1-5) Comments FGDExplain the difference between sex-disaggregated data within and beyond the household, and household data disaggregated by household head. Explain the extent to which these two data are useful for gender analysis and the invisibility ofCurrent score (1-5)Comments  "},{"text":"The capacity to collect, interpret and report on sex-disaggregated data 4.0 They always write monthly reports based on the sex disaggregated data collected, but maybe the recommendations are usually not strongly gendered.  To what extent does the organization collect sex-disaggregated data? 5 To what extent does the organization collect sex-disaggregated data?5 To what extent are mechanisms in place to ensure that all data collected is sex  To what extent are mechanisms in place to ensure that all data collected is sex disaggregated? What are they? 4 disaggregated? What are they?4 To what extent is sex disaggregated data not only collected, but also interpreted  To what extent is sex disaggregated data not only collected, but also interpreted and reported on? How many projects reported this in 2014? Give an example of  and reported on? How many projects reported this in 2014? Give an example of recommendations derived from interpretation of sex-disaggregated data collected  recommendations derived from interpretation of sex-disaggregated data collected in 2014. What analysis was conducted on the data? By whom (qualification)? 3 in 2014. What analysis was conducted on the data? By whom (qualification)?3 C.II.2  C.II.2  "},{"text":"Existence and quality of a gender responsive M&E system and ability to use it 2.3 The nutrition staff have an M&E tool that they usually use to measure change, but not in other projects. They have an M&E staff who just came on board recently and he is trying to keep the M&E system in place To what extent is the M&E system gender responsive? Give a specific example.2 To what extent do reports reflect lessons on changes in gender norms? Please share a gender responsive M&E report and the tools used to collect the data used in the report.   3 3  To what extent are guidelines, tools and methods for gender responsive M&E in place? 2 To what extent are guidelines, tools and methods for gender responsive M&E in place?2 C.II.3 Capacity C.II.3Capacity  "},{"text":"to train other actors on gender responsive M&E 2 They are using the participatory approaches as an M&E way of tracking changes  To what extent does the organization train other actors on gender responsive M&E? How many organizations / persons have been trained? 2 To what extent does the organization train other actors on gender responsive M&E? How many organizations / persons have been trained?2 C  C  "},{"text":".II.4 Access to and production of knowledge documents and publications on gender 1 They have never done any publications.   To what extent does the organization collect, develop and make accessible  To what extent does the organization collect, develop and make accessible  knowledge documents and publications on gender? How many did you publish in 1 knowledge documents and publications on gender? How many did you publish in1  2014? Who provided the gender expertise for each? Can we get one or two copies?  2014? Who provided the gender expertise for each? Can we get one or two copies? C.II.5 Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications 1 C.II.5Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications1  To what extent does the organization provide gender inputs, perspectives, insights  To what extent does the organization provide gender inputs, perspectives, insights  to other organizations' reports and publications? Which organizations in 2014? 1 to other organizations' reports and publications? Which organizations in 2014?1  Who did it? Can we have one or two such reports?  Who did it? Can we have one or two such reports? Effective partnerships and  Effective partnerships and  "},{"text":"advocacy on promoting gender equality Definition The capacity to build coalitions; influence government and external partners, and to advocate for women's rights. The definition of development partnership relationships provided in the development partnerships strategy identifies inspired alignment of independent autonomous organizations that come together for strategic reasons, not financial ones.  Make sure that everyone understands the definition of partnerships and advocacy   Make sure that everyone understands the definition of partnerships and advocacy FGD development organizations? Do you advocate for gender equality? for gender equality. Discussion: Do you have partnerships around gender equality, with other organizations along the value chain, e.g. service providers, producer organizations, Current score (1-5) Comments FGDdevelopment organizations? Do you advocate for gender equality? for gender equality. Discussion: Do you have partnerships around gender equality, with other organizations along the value chain, e.g. service providers, producer organizations,Current score (1-5)Comments D.II.1    D.II.1  "},{"text":"The capacity to advocate for gender equality 1 They have never been involved in advocacy for gender equality To what extent does the organization participate in advocacy for gender equality? Does the organization aim to influence governmental policies? Provide documented evidence for such participation. Does it have an influence on policy-making at national level? Does it have an influence on regulatory frameworks at local, national levels? In case of (para) governmental agencies: To what extent does the organization collaborate with civil advocacy groups for gender? 1  "},{"text":"2 The capacity to develop joint gender advocacy materials with other organizations and use research outcomes and other material to advocate for gender equality in the value chain 1   "},{"text":"II.3 The capacity to develop and maintain effective partnerships with the government (amongst others in gender responsive PPP interventions) and influence policies being more gender equitable 1   To what extent does the organization work with government in partnership? Are To what extent does the organization work with government in partnership? Are  public-private partnerships in place? Are these partnerships gender responsive, e.g. public-private partnerships in place? Are these partnerships gender responsive, e.g.  are gender sensitive/specific organizations included? Are gender issues central to the are gender sensitive/specific organizations included? Are gender issues central to the  partnership? In case of (para) governmental agencies: To what extent does the partnership? In case of (para) governmental agencies: To what extent does the  organization collaborate in gender responsive public-private partnerships? 1 organization collaborate in gender responsive public-private partnerships?1  Are partnerships with government used for influencing policies? Give an example Are partnerships with government used for influencing policies? Give an example  from 2014. 1 from 2014.1 D.II.4 The capacity to D.II.4The capacity to  "},{"text":"develop and maintain effective gender coalitions/ partnerships with research partners and other actors along the VC 1 67 To what extent is gender equality central to partnerships? Are coalitions in place around gender equality in value chains? How many and who are the partners? Are R4D partnerships or collaborations key to any success in promoting gender equality? Which other initiatives have gender capacities?     1 1   To what extent does the organization work with gender-sensitive/ specific  To what extent does the organization work with gender-sensitive/ specific   organizations? Does it work with women and women groups to address possible  1 organizations? Does it work with women and women groups to address possible1   gender related constraints (e.g. transportation, mode of payment)  gender related constraints (e.g. transportation, mode of payment)   To what extent does the organization promote gender equality among its partners? Give specific examples from 2014. 1 To what extent does the organization promote gender equality among its partners? Give specific examples from 2014.1 Gender and leadership  Gender and leadership Definici ón Commitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming.  DefiniciónCommitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming.  FGD None Current score (1-5) Comments FGDNoneCurrent score (1-5)Comments E.II.1 Organization's  E.II.1Organization's  "},{"text":"commitment to gender equality and transforming gender power relations 3.3333333 They have eleven staff (4 female, 7 male). All their advertisements/recruitments usually give equal opportunities for male and female candidates. The participants agreed that they will be happy even if it's a female or male, as long as the new staff/candidate performs. They don't have a written code of conducts, but they are usually reminded by their immediate supervisors on how to be gender sensitive when addressing people.   To what extent is the organization's leadership committed to gender equality? To what extent is the organization's leadership committed to gender equality?  Give two specific examples of clear and explicit commitment towards gender Give two specific examples of clear and explicit commitment towards gender  equality. 4 equality.4  To what extent is commitment towards gender equality shared throughout the To what extent is commitment towards gender equality shared throughout the  organization? To what extent do staff support gender responsive approaches? organization? To what extent do staff support gender responsive approaches?  What do most staff say about integrating gender? 4 What do most staff say about integrating gender?4  To what extent do the organization's culture and values support gender To what extent do the organization's culture and values support gender  equality? Does the organization value gender-sensitive behavior? Does it equality? Does the organization value gender-sensitive behavior? Does it  demonstrate gender-sensitive behavior? (language used, jokes, material used, demonstrate gender-sensitive behavior? (language used, jokes, material used,  etc.) 2 etc.)2 E.II.2 Organization's E.II.2Organization's  "},{"text":"leadership / senior management accountability to gender equality and transforming gender power relations 2.3333333 No resources allocated but equal opportunities for men and women are always emphasized on. Reports usually depends on reporting -for nutrition its more on women, poultry, school projects and borehole digging they reports reflect main on females and males   To what extent is the organization's leadership supportive in the allocation of human and financial resources for gender equality? 2 To what extent is the organization's leadership supportive in the allocation of human and financial resources for gender equality?2  To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are actually implemented? 2 To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are actually implemented?2  To what extent does the organization report on gender equality? Do reports reflect implementation of gender responsive actions? 3 To what extent does the organization report on gender equality? Do reports reflect implementation of gender responsive actions?3 E.II.3 Organization's E.II.3Organization's  "},{"text":"vision towards gender equality and transforming gender power relations 1 The mission is dedicated towards research and development, though it doesn't have any statement on gender. To what extent does the organization have a clear vision towards gender equality? Does gender equality and/or empowerment of women appear in the general vision or mission statement? To what extent does everyone understand and promote the vision? 1 1 E.II.4 E.II.4  "},{"text":"table )  in 2014 in different -non  in 2014 in different -non managerial -staff positions? Is it balanced? 2 managerial -staff positions? Is it balanced?2  "},{"text":"Innovation in gender transformative approaches Definitio n Innovative and experimental approaches for impact in women's empowerment (from accommodating to transformative), capacity to search for, absorb and share information, knowledge and resources.  Define Gender Transformative Approaches (GTAs), include examples.   Define Gender Transformative Approaches (GTAs), include examples. FGD Give examples. Discussion: Does the organization have any experience with Gender Transformative Approaches (GTAs)? What are other innovative approaches and methods with regard to gender? Current score (1-5) Comments FGDGive examples. Discussion: Does the organization have any experience with Gender Transformative Approaches (GTAs)? What are other innovative approaches and methods with regard to gender?Current score (1-5)Comments F.II.1 The capacity to   F.II.1The capacity to  "},{"text":"apply gender transformative approaches (GTAs) 1 They deal with men and women, and before an intervention/project is implemented they ensure that the couple in the households are trained and sensitized about the benefits of the project. This happens mainly in the poultry project. However, they have never documented or designed GTAs.   To what extent does the organization apply Gender Transformative Approaches  To what extent does the organization apply Gender Transformative Approaches  (GTAs)? Give specific examples for 2014. 1 (GTAs)? Give specific examples for 2014.1  To what extent are incentives, manuals and procedures in place to ensure that Gender Transformative Approaches (GTAs) are applied? 1 To what extent are incentives, manuals and procedures in place to ensure that Gender Transformative Approaches (GTAs) are applied?1 F.II.2 The capacity to recognize and analyze gender transformative outcomes 1 F.II.2The capacity to recognize and analyze gender transformative outcomes1  To what extent does the organization recognize Gender Transformative outcomes when they happen? Give specific examples for 2014. 1 To what extent does the organization recognize Gender Transformative outcomes when they happen? Give specific examples for 2014.1 F.II.3 The capacity to document and learn from GTA's 1 F.II.3The capacity to document and learn from GTA's1  To what extent does the organization document and learn from Gender  To what extent does the organization document and learn from Gender  Transformative Approaches (GTAs)? Have experiences been documented? Share 1 Transformative Approaches (GTAs)? Have experiences been documented? Share1  samples of such documents from 2014.  samples of such documents from 2014. F.   F.  "},{"text":"II.4 The capacity to ensure GTA's are used by others and scaled up 1 To what extent has the organization scaled up innovative approaches -how many approaches went to scale in 2014? Have these innovations been up scaled by others? Give specific examples from 2014. 1 1  "},{"text":"Inputs for the Capacity development Strategy Discuss highest and weakest scores and vote to define the priority of importance of capacities: each participant gets 5 votes to indicate which five capacities are more important / relevant according to him / her. Important capacities can include weak capacities that need to be strengthened, as well as existing capacities that need to stay in place. Discuss the outcome of the voting and make a priority listing of 5 -10 capacities. Discuss and agree for each prioritized capacity how to maintain or strengthen them. DVO Masaka District Least developed capacities (parameters) (all 1)   Score DVO Masaka District Least developed capacities (parameters) (all 1)Score Basic info   Basic info Uganda   Uganda Masaka District Local Government-Veterinary office under production department Masaka District Local Government-Veterinary office under production department 5th May 2015   5th May 2015 Scoring gender capacities  Org Ind Scoring gender capacitiesOrgInd Gender analysis and strategic planning  1.1 1.4 Gender analysis and strategic planning1.11.4 Gender responsive programming, budgeting, and implementation 1.4 1.5 Gender responsive programming, budgeting, and implementation1.41.5 Knowledge management and gender responsive M&E  1.0 1.2 Knowledge management and gender responsive M&E1.01.2 Effective partnerships and advocacy on promoting gender equality 1.0 1.7 Effective partnerships and advocacy on promoting gender equality1.01.7 Gender and leadership  1.7 2.4 Gender and leadership1.72.4 Innovation in gender transformative approaches  1.0 1.3 Innovation in gender transformative approaches1.01.3 Gender analysis and Gender analysis and strategic planning strategic planning Gender responsive programming, budgeting, and implementation 1.0 1.5 2.0 2.5 3.0 3.5 5.0 4.5 4.0 Innovation in gender Innovation in gender responsive approaches transformative approaches Gender responsive programming, budgeting, and implementation1.0 1.5 2.0 2.5 3.0 3.5 5.0 4.5 4.0Innovation in gender Innovation in gender responsive approaches transformative approaches Knowledge management   Knowledge management and gender responsive  Gender and leadership and gender responsiveGender and leadership M&E   M&E Effective partnerships and Effective partnerships and advocacy on promoting advocacy on promoting  gender equality gender equality  Org Ind OrgInd Top 10 best developed capacities (parameters)   Score Top 10 best developed capacities (parameters)Score Organization's commitment to gender equality and transforming gender power relations 3.3 Organization's commitment to gender equality and transforming gender power relations3.3 The capacity to translate research outcomes to define and/or adjust gender responsive programs 3.0 The capacity to translate research outcomes to define and/or adjust gender responsive programs3.0 Staff's knowledge, attitudes and practices towards stimulating women's leadership in programs 3.0 Staff's knowledge, attitudes and practices towards stimulating women's leadership in programs3.0 The capacity to ensure that interventions benefit women and men equally 2.3 The capacity to ensure that interventions benefit women and men equally2.3 The capacity to implement programs in line with national gender policies and frameworks 2.0 The capacity to implement programs in line with national gender policies and frameworks2.0 The capacity to analyze gender dynamics within the value chain 1.5 The capacity to analyze gender dynamics within the value chain1.5 The capacity to develop gender responsive programs  1.3 The capacity to develop gender responsive programs1.3 Presence of women in leadership (management) and balanced representation 1.3 Presence of women in leadership (management) and balanced representation1.3  "},{"text":" Develop capacity in tools for gender analysis-use resources from other institutions/partnersTraining in core gender capacities desired. ILRI could provide Exchange visits to other organizations to exchange learning experiences and adopt better practices Financial and human resources needed to undertake gender analysis More collaboration with the gender office at the ministry of community development ILRI and DVOs office started in 2012.The deputy DVOs was very defensive and dominated the discussion. He seemed to have interacted with a range of NGOs that are gender sensitive. Country: Uganda  Country:Uganda Name organization: Masaka District Local Government-Veterinary office under production department Name organization:Masaka District Local Government-Veterinary office under production department  Patricia Nakatudde, Female, Veterinary officer  Patricia Nakatudde, Female, Veterinary officer  Sarah Namayanja, Female,  Sarah Namayanja, Female,  Joseph Sserwadda, Male, Animal husbandry Officer  Joseph Sserwadda, Male, Animal husbandry Officer  Joseph Balikuddembe, Male,  Joseph Balikuddembe, Male,  Peter S.Ssenabulya, Male,  Peter S.Ssenabulya, Male, Name(s), positions and gender of participating staff: Joseph Katumba, Male, Henry Sserinanyiri, Male,  Name(s), positions and gender of participating staff:Joseph Katumba, Male, Henry Sserinanyiri, Male,  Kirumira Mukasa, Male,  Kirumira Mukasa, Male,  Paulina Nambalirwa, female, Animal husbandry Officer Paulina Nambalirwa, female, Animal husbandry Officer  Ivan Kakembo, Male,  Ivan Kakembo, Male,  Lawrence Mayanja, Male,  Lawrence Mayanja, Male,  Godfrey Ssenkaayi, Male,  Godfrey Ssenkaayi, Male, Interviewer Robert, Millicent and Violet  InterviewerRobert, Millicent and Violet Date 5th May 2015  Date5th May 2015 Time Start time:1000 hrs  TimeStart time:1000 hrs  The partnership between  The partnership between Notes   Notes  Current Desired CurrentDesired  score score scorescore Gender analysis and strategic planning: All parameters: Develop policies on capturing systematic data  Gender analysis and strategic planning: All parameters: Develop policies on capturing systematic data on gender dynamics  1.1 3 on gender dynamics1.13 Knowledge management and gender responsive M &E: all parameters 1 3 Knowledge management and gender responsive M &E: all parameters13 Gender responsive programming, budgeting and implementation 1.4 3 Gender responsive programming, budgeting and implementation1.43 Gender and leadership: change staff mindset, balance of men and women recruitment 1.7 3 Gender and leadership: change staff mindset, balance of men and women recruitment1.73 Innovation in gender transformative approaches: moving towards gender transformation 1 3 Innovation in gender transformative approaches: moving towards gender transformation13 Proposal for capacity development   Proposal for capacity development  "},{"text":" They hinted on LAVEMP project where they wrote the strategy on pig distribution To what extent are strategies developed to address gender dynamics in the value chain? What kind of interventions have been developed and implemented in 2014?   1.0 1.0 A.II.3 The capacity to apply gender analysis tools and frameworks 1.0 A.II.3The capacity to apply gender analysis tools and frameworks1.0  To what extent are gender analytical frameworks and tools to identify and address  To what extent are gender analytical frameworks and tools to identify and address  gender-based constraints and opportunities in technology and value chain developments in the targeted value chains applied? Which frameworks and tools are 1.0 gender-based constraints and opportunities in technology and value chain developments in the targeted value chains applied? Which frameworks and tools are1.0  normally used?  normally used?  To what extent does the organization make use of a toolkit or inventory of tools? 1.0 To what extent does the organization make use of a toolkit or inventory of tools?1.0 A.II.4 Providing access to gender (analysis) training for female and male staff 1.0 A.II.4Providing access to gender (analysis) training for female and male staff1.0  To what extent have all staff received sufficient training on gender (analysis)? How  To what extent have all staff received sufficient training on gender (analysis)? How  many trainings have they attended? Are the trainings sufficient in quality and  many trainings have they attended? Are the trainings sufficient in quality and  quantity? 1 quantity?1 A.II.5 The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these 1.0 A.II.5The capacity to analyze gender dynamics in the organization and to develop strategies to deal with these1.0  To what extent does the organization understand internal gender dynamics and  To what extent does the organization understand internal gender dynamics and  develops strategies to deal with these, including the adjustment of internal policies,  develops strategies to deal with these, including the adjustment of internal policies,  procedures, business plans, etcetera to make them more gender responsive, 1.0 procedures, business plans, etcetera to make them more gender responsive,1.0  affirmative actions towards a better gender balance? E.g. are affirmative actions  affirmative actions towards a better gender balance? E.g. are affirmative actions  necessary and to what extent?  necessary and to what extent?  "},{"text":"3 The capacity to translate research outcomes to define and/or adjust gender responsive More women are represented during trainings sessions because they own the pigs. There is no specific strategy to mainstream gender in all our activities because we don't have capacity too. They even don't know what the national gender policy of Uganda says. They District Community Development Officer carried out a training for departmental heads especially in the targeting and budgeting.  Are mechanisms, such as policies and procedures, in place to ensure that   Are mechanisms, such as policies and procedures, in place to ensure that  interventions benefit women and men? Are they effective, e.g. does all staff 1  interventions benefit women and men? Are they effective, e.g. does all staff1 B.II.1 B.II.5 understand and implements? The capacity to implement programs in line with national gender policies and The capacity to sensitize communities on gender issues frameworks To what extent does the organization develop and implement interventions to sensitize women about their rights? 2.0 1.0 1  B.II.1 B.II.5understand and implements? The capacity to implement programs in line with national gender policies and The capacity to sensitize communities on gender issues frameworks To what extent does the organization develop and implement interventions to sensitize women about their rights?2.0 1.0 1  To what extent does the organization develop and implement interventions to   To what extent does the organization develop and implement interventions to  To what extent does the organization develop and implement programs in line with national gender policies and frameworks? Are national gender policies and strengthen farmers groups, cooperatives, producer's organizations and associations, with a gender equality perspective? What kind of interventions, e.g. training? With 1 The two is because of the heads of department. The heads To what extent does the organization develop and implement programs in line with national gender policies and frameworks? Are national gender policies and strengthen farmers groups, cooperatives, producer's organizations and associations, with a gender equality perspective? What kind of interventions, e.g. training? With1The two is because of the heads of department. The heads  frameworks known and studied? In case of (para) governmental agencies: To what what effect? 2 however don't pass these information to the staff at lower frameworks known and studied? In case of (para) governmental agencies: To what what effect?2however don't pass these information to the staff at lower B.II.8 extent are the national gender policies implemented and actively communicated and disseminated by the organization? Presence of gender experts who have the capacity to develop and implement gender responsive programs 1.0 levels B.II.8extent are the national gender policies implemented and actively communicated and disseminated by the organization? Presence of gender experts who have the capacity to develop and implement gender responsive programs1.0levels B.II.2 B.II.6 The capacity to develop gender responsive programs To what extent does the organization have gender experts in place? What are their highest degree specializations (major and minor)? To what extent does the organization develop programs that are gender responsive? How many projects/programs implemented in the last year have an explicit focus on gender? What kind of projects have been developed last year? To what extent does the organization seek gender expertise from outside? How many were sought in 2014? For how long (weeks) did they render their services? projects? How much in 2014? To what extent is sufficient budget allocated for gender responsive interventions or Existence, quality and scope of a gender (mainstreaming) strategy including financial and human resource allocation 1.3 1 1 2 1 1.0 No incentives. The DVOs office provided the technical guidance for the Youth Livelihoods project which is under the District Community Development Officer's office If it's there, we are not aware off B.II.2 B.II.6The capacity to develop gender responsive programs To what extent does the organization have gender experts in place? What are their highest degree specializations (major and minor)? To what extent does the organization develop programs that are gender responsive? How many projects/programs implemented in the last year have an explicit focus on gender? What kind of projects have been developed last year? To what extent does the organization seek gender expertise from outside? How many were sought in 2014? For how long (weeks) did they render their services? projects? How much in 2014? To what extent is sufficient budget allocated for gender responsive interventions or Existence, quality and scope of a gender (mainstreaming) strategy including financial and human resource allocation1.3 1 1 2 1 1.0No incentives. The DVOs office provided the technical guidance for the Youth Livelihoods project which is under the District Community Development Officer's office If it's there, we are not aware off    The feed rationing trials especially sweet potato silage study by The feed rationing trials especially sweet potato silage study by  programs 3.0 ILRI and Natalie has helped them find an alternative source of feed and so reduce feed costs. The forage project has also been programs3.0ILRI and Natalie has helped them find an alternative source of feed and so reduce feed costs. The forage project has also been    adopted adopted  To what extent does the organization use research outcomes from the national   To what extent does the organization use research outcomes from the national  organization? research partnership to define and/or adjust gender responsive programs? Which studies have been used? How relevant is research done in LAF program for the Current score (1-5) 3 Comments organization? research partnership to define and/or adjust gender responsive programs? Which studies have been used? How relevant is research done in LAF program for theCurrent score (1-5) 3Comments B.II.4 The capacity to ensure that interventions benefit women and men equally 2.3 They just go with what is there. The department has helped farmers to form cooperatives as marketing points B.II.4The capacity to ensure that interventions benefit women and men equally2.3They just go with what is there. The department has helped farmers to form cooperatives as marketing points  t.c To what extent, and how does the organization make sure women and men benefit equally from provision of services, inputs, trainings, and technologies? Give examples. 3  t.c To what extent, and how does the organization make sure women and men benefit equally from provision of services, inputs, trainings, and technologies? Give examples.3  To what extent, and how does the organization make sure women and men benefit   To what extent, and how does the organization make sure women and men benefit  equally from envisaged program impacts such as on the increase of household   equally from envisaged program impacts such as on the increase of household  income, increased farmers' participation in the value chain, improved access and   income, increased farmers' participation in the value chain, improved access and  consumption of animal source food, etc.? Give examples.   consumption of animal source food, etc.? Give examples.    77 77  "},{"text":"II.9 Position and mandate of dedicated gender staff (expert or focal point) 1.0  To what extent do gender experts and/or focal points have a mandate to ensure gender is mainstreamed? 1.0 To what extent do gender experts and/or focal points have a mandate to ensure gender is mainstreamed?1.0  "},{"text":"II.2 Existence and quality of a gender responsive M&E system and ability to use it 1.0   what extent are actions towards a more gender responsive organization  what extent are actions towards a more gender responsive organization  implemented? Give specific examples of actions implemented towards a better  implemented? Give specific examples of actions implemented towards a better  gender balance in 2014 and with what results? 1 gender balance in 2014 and with what results?1  To what extent are policies and procedures in place to ensure gender equality in the  To what extent are policies and procedures in place to ensure gender equality in the  workplace? 1 workplace?1 Knowledge management and gender responsive M&E  Knowledge management and gender responsive M&E  The capacity to collect and analyze sex disaggregated data, to monitor and to report  The capacity to collect and analyze sex disaggregated data, to monitor and to report Definition on gender responsive programming, specific gender outputs and outcomes, knowledge management, outreach and communication capacity to document stories, blog post and research publications, ensuring wide (social media) outreach on gender responsive programming and its results.  Definitionon gender responsive programming, specific gender outputs and outcomes, knowledge management, outreach and communication capacity to document stories, blog post and research publications, ensuring wide (social media) outreach on gender responsive programming and its results.  Explain the difference between sex-disaggregated data within and beyond the  Explain the difference between sex-disaggregated data within and beyond the  household, and household data disaggregated by household head. Explain the extent  household, and household data disaggregated by household head. Explain the extent  to which these two data are useful for gender analysis and the invisibility of women Current score (1-5) Comments to which these two data are useful for gender analysis and the invisibility of womenCurrent score (1-5)Comments FGD from MHH in data disaggregated by HH head. Explain the definition of gender responsive monitoring, evaluation and learning.  FGDfrom MHH in data disaggregated by HH head. Explain the definition of gender responsive monitoring, evaluation and learning. C.II.1 The capacity to collect, interpret and report on sex-disaggregated data 1.0 C.II.1The capacity to collect, interpret and report on sex-disaggregated data1.0  To what extent does the organization collect sex-disaggregated data? 1 To what extent does the organization collect sex-disaggregated data?1  To what extent are mechanisms in place to ensure that all data collected is sex  To what extent are mechanisms in place to ensure that all data collected is sex  disaggregated? What are they? 1 disaggregated? What are they?1  To what extent is sex disaggregated data not only collected, but also interpreted and  To what extent is sex disaggregated data not only collected, but also interpreted and  reported on? How many projects reported this in 2014? Give an example of  reported on? How many projects reported this in 2014? Give an example of  recommendations derived from interpretation of sex-disaggregated data collected in  recommendations derived from interpretation of sex-disaggregated data collected in  2014. What analysis was conducted on the data? By whom (qualification)? 1 2014. What analysis was conducted on the data? By whom (qualification)?1 C.To what extent is the M&E system gender responsive? Give a specific example. 1 C.To what extent is the M&E system gender responsive? Give a specific example.1  To what extent do reports reflect lessons on changes in gender norms? Please share a  To what extent do reports reflect lessons on changes in gender norms? Please share a  gender responsive M&E report and the tools used to collect the data used in the 1 gender responsive M&E report and the tools used to collect the data used in the1  report.  report.  To what extent are guidelines, tools and methods for gender responsive M&E in place? 1 To what extent are guidelines, tools and methods for gender responsive M&E in place?1 C.II.3 Capacity to train other actors on gender responsive M&E 1 C.II.3Capacity to train other actors on gender responsive M&E1  To what extent does the organization train other actors on gender responsive M&E? How many organizations / persons have been trained? 1 To what extent does the organization train other actors on gender responsive M&E? How many organizations / persons have been trained?1  "},{"text":"gender? 1 D.II.2 The capacity to develop joint gender advocacy materials with other organizations and use research outcomes and other material to advocate for gender equality in the value chain 1  To what extent does the organization develop joint gender advocacy materials with  To what extent does the organization develop joint gender advocacy materials with other organizations? What kind of materials were developed? Give examples from 1 other organizations? What kind of materials were developed? Give examples from1 2014.  2014. To what extent does the organization use research outcomes and other materials to advocate for gender equality in the value chain? Give examples from 2014. 1 To what extent does the organization use research outcomes and other materials to advocate for gender equality in the value chain? Give examples from 2014.1 D.II.3  D.II.3  "},{"text":"The capacity to develop and maintain effective partnerships with the government (amongst others in gender responsive PPP interventions) and influence policies being more gender equitable 1   To what extent does the organization work with government in partnership? Are   To what extent does the organization work with government in partnership? Are  public-private partnerships in place? Are these partnerships gender responsive, e.g.   public-private partnerships in place? Are these partnerships gender responsive, e.g.  are gender sensitive/specific organizations included? Are gender issues central to the   are gender sensitive/specific organizations included? Are gender issues central to the  partnership? In case of (para) governmental agencies: To what extent does the   partnership? In case of (para) governmental agencies: To what extent does the  organization collaborate in gender responsive public-private partnerships? 1  organization collaborate in gender responsive public-private partnerships?1  Are partnerships with government used for influencing policies? Give an example from   Are partnerships with government used for influencing policies? Give an example from  2014. 1  2014.1 D.II.4 The capacity to develop and maintain effective gender coalitions/ partnerships with research partners and other actors along the VC 1  D.II.4The capacity to develop and maintain effective gender coalitions/ partnerships with research partners and other actors along the VC1  To what extent is gender equality central to partnerships? Are coalitions in place   To what extent is gender equality central to partnerships? Are coalitions in place  around gender equality in value chains? How many and who are the partners? Are R4D partnerships or collaborations key to any success in promoting gender equality? 1  around gender equality in value chains? How many and who are the partners? Are R4D partnerships or collaborations key to any success in promoting gender equality?1  Which other initiatives have gender capacities?   Which other initiatives have gender capacities?  To what extent does the organization work with gender-sensitive/ specific   To what extent does the organization work with gender-sensitive/ specific  organizations? Does it work with women and women groups to address possible 1  organizations? Does it work with women and women groups to address possible1  gender related constraints (e.g. transportation, mode of payment)   gender related constraints (e.g. transportation, mode of payment)  To what extent does the organization promote gender equality among its partners? Give specific examples from 2014. 1  To what extent does the organization promote gender equality among its partners? Give specific examples from 2014.1 Gender and leadership   Gender and leadership Definición Commitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming.   DefiniciónCommitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming. FGD None Current score (1-5) Comments FGDNoneCurrent score (1-5)Comments E.    E.  "},{"text":"II.1 Organization's commitment to gender equality and transforming gender power relations 3.3333333   To what extent do the organization's culture and values support gender equality?  To what extent do the organization's culture and values support gender equality?  Does the organization value gender-sensitive behavior? Does it demonstrate gender-  Does the organization value gender-sensitive behavior? Does it demonstrate gender-  sensitive behavior? (language used, jokes, material used, etc.) 3 sensitive behavior? (language used, jokes, material used, etc.)3 E.II.2 Organization's leadership / senior management accountability to gender equality and transforming gender power relations 1 E.II.2Organization's leadership / senior management accountability to gender equality and transforming gender power relations1  To what extent is the organization's leadership supportive in the allocation of human and financial resources for gender equality? 1 To what extent is the organization's leadership supportive in the allocation of human and financial resources for gender equality?1  To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are actually implemented? 1 To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are actually implemented?1  To what extent does the organization report on gender equality? Do reports reflect implementation of gender responsive actions? 1 To what extent does the organization report on gender equality? Do reports reflect implementation of gender responsive actions?1 E.II.3 Organization's vision towards gender equality and transforming gender power relations 1 E.II.3Organization's vision towards gender equality and transforming gender power relations1  To what extent does the organization have a clear vision towards gender equality?  To what extent does the organization have a clear vision towards gender equality?  Does gender equality and/or empowerment of women appear in the general vision or mission statement? To what extent does everyone understand and promote the 1 Does gender equality and/or empowerment of women appear in the general vision or mission statement? To what extent does everyone understand and promote the1  vision?  vision?   No incentives for the girl children since the belief from time No incentives for the girl children since the belief from time   memorial is that VET course is masculine. Leadership for memorial is that VET course is masculine. Leadership for   women is constrained by their reproductive roles e.g. they fear women is constrained by their reproductive roles e.g. they fear   that women may go off on maternity leave and offices are left that women may go off on maternity leave and offices are left   empty. empty.  To what extent is the organization's leadership committed to gender equality? Give  To what extent is the organization's leadership committed to gender equality? Give  two specific examples of clear and explicit commitment towards gender equality. 4 two specific examples of clear and explicit commitment towards gender equality.4  To what extent is commitment towards gender equality shared throughout the  To what extent is commitment towards gender equality shared throughout the  organization? To what extent do staff support gender responsive approaches? What  organization? To what extent do staff support gender responsive approaches? What  do most staff say about integrating gender? 3 do most staff say about integrating gender?3  "},{"text":"table )  DVO Mukono District   DVO Mukono District Basic info   Basic info Uganda   Uganda District Veterinary Office -Mukono District   District Veterinary Office -Mukono District 4th May 2015   4th May 2015 Scoring gender capacities Org Ind Scoring gender capacitiesOrgInd Gender analysis and strategic planning 1.7 2.2 Gender analysis and strategic planning1.72.2 Gender responsive programming, budgeting, and implementation 2.0 2.0 Gender responsive programming, budgeting, and implementation2.02.0 Knowledge management and gender responsive M&E 1.1 1.9 Knowledge management and gender responsive M&E1.11.9 Effective partnerships and advocacy on promoting gender equality 1.0 1.8 Effective partnerships and advocacy on promoting gender equality1.01.8 Gender and leadership 2.6 2.0 Gender and leadership2.62.0 Innovation in gender responsive approaches 1.6 1.8 Innovation in gender responsive approaches1.61.8 in 2014 in different -non   in 2014 in different -non managerial -staff positions? Is it balanced? 1  managerial -staff positions? Is it balanced?1 Top 10 best developed capacities (parameters)  Score Top 10 best developed capacities (parameters)Score  "},{"text":"II.1 The capacity to implement programs in line with national gender policies and frameworks 3.0 Uganda has national policies on gender. In production, gender is usually seen a minor issue. Reports submitted to the higher level scale in the ministry have to be gendered   Current score Comments Current scoreComments  (1-5) (1-5) B.To what extent does the organization develop and implement programs in line with 3 B.To what extent does the organization develop and implement programs in line with3 national gender policies and frameworks? Are national gender policies and  national gender policies and frameworks? Are national gender policies and frameworks known and studied? In case of (para) governmental agencies: To what  frameworks known and studied? In case of (para) governmental agencies: To what extent are the national gender policies implemented and actively communicated  extent are the national gender policies implemented and actively communicated and disseminated by the organization?  and disseminated by the organization? B.II.2  B.II.2  "},{"text":"The capacity to develop gender responsive programs 1.3 In collaboration with ILRI, they brought out gender issues that informed the development of training manual in the pig VC. Only one participant scored 1. Gender is never budgeted for. To what extent does the organization develop programs that are gender responsive? How many projects/programs implemented in the last year have an explicit focus on gender? What kind of projects have been developed last year?  2 2 To what extent is sufficient budget allocated for gender responsive interventions or 1 To what extent is sufficient budget allocated for gender responsive interventions or1 projects? How much in 2014?  projects? How much in 2014? To what extent are systems, procedures and incentives in place to ensure that all 1 To what extent are systems, procedures and incentives in place to ensure that all1 interventions are gender responsive? Give specific examples of each that was used  interventions are gender responsive? Give specific examples of each that was used in 2014. Are proposals and reports checked on gender sensitivity? Who checks  in 2014. Are proposals and reports checked on gender sensitivity? Who checks them?  them? B.II.3  B.II.3  "},{"text":"The capacity to translate research outcomes to define and/or adjust gender responsive programs 3.0 They always use research findings e.g. findings from ILRI showed and informed them that pork was not inspected in Mukono thus the staff were assigned places where they should go for inspection. To what extent does the organization use research outcomes from the national research partnership to define and/or adjust gender responsive programs? Which studies have been used? How relevant is research done in LAF program for the organization? 3 3 B.II.4 B.II.4  "},{"text":"They have the capacity but they are not yet there in put actions into practice. This assessment is now informing them on what they are meant to do. They only do it when they are working with ILRI. Monthly reports are usually gender blind while the quarterly reports (at planning level) are usually gender aware.  C.II.2  C.II.2 To what extent does the organization collect sex-disaggregated data? 1 To what extent does the organization collect sex-disaggregated data?1 To what extent are mechanisms in place to ensure that all data collected is sex 1 To what extent are mechanisms in place to ensure that all data collected is sex1 disaggregated? What are they?  disaggregated? What are they? To what extent is sex disaggregated data not only collected, but also interpreted 1 To what extent is sex disaggregated data not only collected, but also interpreted1 and reported on? How many projects reported this in 2014? Give an example of  and reported on? How many projects reported this in 2014? Give an example of recommendations derived from interpretation of sex-disaggregated data collected  recommendations derived from interpretation of sex-disaggregated data collected in 2014. What analysis was conducted on the data? By whom (qualification)?  in 2014. What analysis was conducted on the data? By whom (qualification)?  94 94  "},{"text":"Existence and quality of a gender responsive M&E system and ability to use it 1.3 They have an M&E tool which is usually tailored towards what the ministry is looking for To what extent is the M&E system gender responsive? Give a specific example. 2 To what extent do reports reflect lessons on changes in gender norms? Please share a gender responsive M&E report and the tools used to collect the data used in the report. To what extent does the organization collect, develop and make accessible knowledge documents and publications on gender? How many did you publish in 2014? Who provided the gender expertise for each? Can we get one or two copies?   1 1  To what extent are guidelines, tools and methods for gender responsive M&E in 1 To what extent are guidelines, tools and methods for gender responsive M&E in1  place?  place? C.II.3 Capacity to train other actors on gender responsive M&E 1 C.II.3Capacity to train other actors on gender responsive M&E1  To what extent does the organization train other actors on gender responsive 1 To what extent does the organization train other actors on gender responsive1  M&E? How many organizations / persons have been trained?  M&E? How many organizations / persons have been trained? C.II.4 Access to and production of knowledge documents and publications on gender 1 C.II.4Access to and production of knowledge documents and publications on gender1   1 1 C.II.5   C.II.5  "},{"text":"Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications 1   "},{"text":"senior management accountability to gender equality and transforming gender power relations 1.6666667 Gender analysis just end at figures, no deeper analysis is done Give two specific examples of clear and explicit commitment towards gender equality.  5 5 To what extent is commitment towards gender equality shared throughout the  To what extent is commitment towards gender equality shared throughout the organization? To what extent do staff support gender responsive approaches?  organization? To what extent do staff support gender responsive approaches? What do most staff say about integrating gender?  What do most staff say about integrating gender? To what extent is the organization's leadership supportive in the allocation of 1 To what extent is the organization's leadership supportive in the allocation of1 human and financial resources for gender equality?  human and financial resources for gender equality? To what extent are mechanisms in place to ensure that gender-mainstreaming 2 To what extent are mechanisms in place to ensure that gender-mainstreaming2 intentions are actually implemented?  intentions are actually implemented? To what extent does the organization report on gender equality? Do reports reflect  To what extent does the organization report on gender equality? Do reports reflect implementation of gender responsive actions?  implementation of gender responsive actions?  "},{"text":" training in gender capacities, funds mobilization to do gender work Proposed more collaborations with local NGOs working on gender integration into piggery work Enterprise to raise funds and train women in piggery and income generation Country: Uganda Country:Uganda Name organization: PIG PRODUCTION AND MARKETING LIMITED (PPM) Name organization:PIG PRODUCTION AND MARKETING LIMITED (PPM)  Dan, Male, Field Veterinarian Dan, Male, Field Veterinarian Name(s), positions and Allen, Female, Administrative Assistant Name(s), positions andAllen, Female, Administrative Assistant gender of participating Christopher, Male, Production Manager gender of participatingChristopher, Male, Production Manager staff: Isaac, Male, staff:Isaac, Male,  Patrick, Male, Patrick, Male, Interviewer Millicent and Robert InterviewerMillicent and Robert Date 2nd May 2015 Date2nd May 2015 Time Start time: 0900 hrs TimeStart time: 0900 hrs  "},{"text":"1 There was a very strong agreement. All 5 participants said \"No\". No strategy or plan of work/action on gender dynamics, PPM is has never focused on engendering their activities.To what extent are gender dynamics within the value chain, including interpreting the various gender roles played by men and women, access to and control of resources and benefits, and other gender issues that enhance or hinder men and women to equitably benefit from the value chain, analyzed and understood by the organization? How does the organization know of these gender issues?To what extent are incentives and procedures in place to ensure that staff applies gender analysis in their work? To what extent do staff always apply gender analysis in their work, e.g. before starting a project or intervention? Are projects checked on the existence and quality of gender analysis?   Current score Comments Current scoreComments   (1-5) (1-5)  • Gender differences in educational level and technical knowledge  • Gender differences in educational level and technical knowledge  Give some examples.  Give some examples.  Are these gender issues analyzed by the organization?  Are these gender issues analyzed by the organization? A.II.1 The capacity to analyze gender dynamics within the value chain 1.0 A.II.1The capacity to analyze gender dynamics within the value chain1.0   1 1 A.II.2   A.II.2  "},{"text":"The capacity to develop strategies to address gender dynamics in the value chain   To what extent does the organization make use of a toolkit or inventory of tools? 2.0 To what extent does the organization make use of a toolkit or inventory of tools?2.0 A.II.4 Providing access to gender (analysis) training for female and male staff 1.0 A.II.4Providing access to gender (analysis) training for female and male staff1.0  To what extent have all staff received sufficient training on gender (analysis)? How many trainings 1 To what extent have all staff received sufficient training on gender (analysis)? How many trainings1  have they attended? Are the trainings sufficient in quality and quantity?  have they attended? Are the trainings sufficient in quality and quantity? A.II.5 The  A.II.5The   1.0 There was a very strong agreement. All 5 participants said \"No\". No 1.0There was a very strong agreement. All 5 participants said \"No\". No    strategy or plan of work/action on gender dynamics, PPM is has never strategy or plan of work/action on gender dynamics, PPM is has never    focused on engendering their activities. focused on engendering their activities.  To what extent are strategies developed to address gender dynamics in the value chain? What kind 1.0 To what extent are strategies developed to address gender dynamics in the value chain? What kind1.0  of interventions have been developed and implemented in 2014?  of interventions have been developed and implemented in 2014? A.II.3 The capacity to apply gender analysis tools and frameworks 1.5 A.II.3The capacity to apply gender analysis tools and frameworks1.5  To what extent are gender analytical frameworks and tools to identify and address gender-based 1.0 To what extent are gender analytical frameworks and tools to identify and address gender-based1.0  constraints and opportunities in technology and value chain developments in the targeted value  constraints and opportunities in technology and value chain developments in the targeted value  chains applied? Which frameworks and tools are normally used?  chains applied? Which frameworks and tools are normally used?  "},{"text":"capacity to analyze gender dynamics in the organization and to develop strategies to deal with these 1.0   To what extent does the organization understand internal gender dynamics and develops strategies 1.0 To what extent does the organization understand internal gender dynamics and develops strategies1.0  to deal with these, including the adjustment of internal policies, procedures, business plans, etcetera  to deal with these, including the adjustment of internal policies, procedures, business plans, etcetera  to make them more gender responsive, affirmative actions towards a better gender balance? E.g.  to make them more gender responsive, affirmative actions towards a better gender balance? E.g.  are affirmative actions necessary and to what extent?  are affirmative actions necessary and to what extent? Gender responsive programming, budgeting, and implementation  Gender responsive programming, budgeting, and implementation Definition The capacity to implement gender responsive programs as planned, to mainstream gender throughout all operations and programs and allocate financial and human resources for it, having a gender sensitive structure and organizational culture, reflected amongst others in an internal gender balance.  DefinitionThe capacity to implement gender responsive programs as planned, to mainstream gender throughout all operations and programs and allocate financial and human resources for it, having a gender sensitive structure and organizational culture, reflected amongst others in an internal gender balance.  Discuss the kind of programs that this organization implements, are gender issues taken into Current score Comments Discuss the kind of programs that this organization implements, are gender issues taken intoCurrent scoreComments  consideration? Examples: (1-5) consideration? Examples:(1-5)  -gendered participation in livestock and fish value chains;  -gendered participation in livestock and fish value chains; FGD -gender roles and relations in feed resourcing and feeding and animal health, use of technologies and innovations, and breeds; -women's access to markets and control over resources, technologies, labor, power and the  FGD-gender roles and relations in feed resourcing and feeding and animal health, use of technologies and innovations, and breeds; -women's access to markets and control over resources, technologies, labor, power and the  benefits of their work;  benefits of their work;  -level and equity in animal source food consumption within poor households;  -level and equity in animal source food consumption within poor households;  -Preferences of male and female producers for certain breeds; etc  -Preferences of male and female producers for certain breeds; etc B.   B.  "},{"text":"II.1 The capacity to implement programs in line with national gender policies and frameworks 1.0 Truthfully, there is no budget for gender issues as they don't focus on it. But if they know the specific gender needs to address and a budget is available, PPM can comfortably integrate gender in their work. They need a budget to test gendered assessment tools on role and division of labour, access and control over piggery resources; sharing of benefits and decision making (power relation over control of pig income).The PPM production manager emphasized that a budget is necessary to help them train men and women on the sharing of benefits from pig production. The budget can also facilitated experience sharing where by the men and women smallholder pig farmers are taken to learn from those with commercialized pig farms To what extent does the organization develop programs that are gender responsive? How many projects/programs implemented in the last year have an explicit focus on gender? What kind of projects have been developed last year?To what extent, and how does the organization make sure women and men benefit equally from provision of services, inputs, trainings, and technologies? Give examples.To what extent, and how does the organization make sure women and men benefit equally from envisaged program impacts such as on the increase of household income, increased farmers' participation in the value chain, improved access and consumption of animal source food, etc? Give examples. B.II.2 The capacity to develop gender responsive programs 1.0 B.II.2The capacity to develop gender responsive programs1.0   1 1  To what extent is sufficient budget allocated for gender responsive interventions or projects? How 1 To what extent is sufficient budget allocated for gender responsive interventions or projects? How1  much in 2014?  much in 2014?  To what extent are systems, procedures and incentives in place to ensure that all interventions are 1 To what extent are systems, procedures and incentives in place to ensure that all interventions are1  gender responsive? Give specific examples of each that was used in 2014. Are proposals and reports  gender responsive? Give specific examples of each that was used in 2014. Are proposals and reports  checked on gender sensitivity? Who checks them?  checked on gender sensitivity? Who checks them? B.II.3 The capacity to translate research outcomes to define and/or adjust gender responsive programs 2.0 B.II.3The capacity to translate research outcomes to define and/or adjust gender responsive programs2.0  To what extent does the organization use research outcomes from the national research partnership 2 Some research-field findings especially recommendations by ILRI are To what extent does the organization use research outcomes from the national research partnership2Some research-field findings especially recommendations by ILRI are  to define and/or adjust gender responsive programs? Which studies have been used? How relevant is  used for business planning but not gender to define and/or adjust gender responsive programs? Which studies have been used? How relevant isused for business planning but not gender  research done in LAF program for the organization?  research done in LAF program for the organization? B.II.4 The capacity to ensure that interventions benefit women and men equally 1.0 B.II.4The capacity to ensure that interventions benefit women and men equally1.0   1 1   1 1  Are mechanisms, such as policies and procedures, in place to ensure that interventions benefit 1 Are mechanisms, such as policies and procedures, in place to ensure that interventions benefit1  women and men? Are they effective, e.g. does all staff understand and implements?  women and men? Are they effective, e.g. does all staff understand and implements? B.II.5 The capacity to sensitize communities on gender issues 1.0 B.II.5The capacity to sensitize communities on gender issues1.0  To what extent does the organization develop and implement interventions to sensitize women 1 To what extent does the organization develop and implement interventions to sensitize women1  about their rights?  about their rights?  To what extent does the organization develop and implement interventions to strengthen farmers 1 To what extent does the organization develop and implement interventions to strengthen farmers1  groups, cooperatives, producer's organizations and associations, with a gender equality perspective?  groups, cooperatives, producer's organizations and associations, with a gender equality perspective?  What kind of interventions, e.g. training? With what effect?  What kind of interventions, e.g. training? With what effect? B.II.8   B.II.8  To what extent does the organization develop and implement programs in line with national gender 1 To what extent does the organization develop and implement programs in line with national gender1  policies and frameworks? Are national gender policies and frameworks known and studied? In case  policies and frameworks? Are national gender policies and frameworks known and studied? In case  of (para) governmental agencies: To what extent are the national gender policies implemented and  of (para) governmental agencies: To what extent are the national gender policies implemented and  actively communicated and disseminated by the organization?  actively communicated and disseminated by the organization?    104 104  "},{"text":"Presence of gender experts who have the capacity to develop and implement gender responsive programs 1.0   Do you have a gender policy (a statement/intention on gender equality) developed and in place? 1 Do you have a gender policy (a statement/intention on gender equality) developed and in place?1  Describe it.  Describe it.  Do you have a gender strategy (a strategic roadmap) developed and in place? Please give us a copy. 1 Do you have a gender strategy (a strategic roadmap) developed and in place? Please give us a copy.1  To what extent has your gender mainstreaming policy been implemented? Does everyone know and 1 To what extent has your gender mainstreaming policy been implemented? Does everyone know and1  understand the gender policy?  understand the gender policy?  To what extent are adequate financial and human resources available to implement the policy? Does 1 To what extent are adequate financial and human resources available to implement the policy? Does1  it have a special budget to undertake gender related activities?  it have a special budget to undertake gender related activities? B.II.9 Position and mandate of dedicated gender staff (expert or focal point) 1.0 B.II.9Position and mandate of dedicated gender staff (expert or focal point)1.0  To what extent do gender experts and/or focal points have a mandate to ensure gender is 1.0 To what extent do gender experts and/or focal points have a mandate to ensure gender is1.0  mainstreamed?  mainstreamed? B.II.10 mainstreaming Balance between responsibilities of gender experts and general staff members on gender 1.0 B.II.10mainstreaming Balance between responsibilities of gender experts and general staff members on gender1.0  To what extent responsibilities for gender mainstreaming shared within the organization? Do other 1.0 To what extent responsibilities for gender mainstreaming shared within the organization? Do other1.0  staff members have formal responsibilities for integrating gender in their work, e.g. in their job  staff members have formal responsibilities for integrating gender in their work, e.g. in their job  descriptions?  descriptions? B.II.7   B.II.7  To what extent does the organization have gender experts in place? What are their highest degree 1 To what extent does the organization have gender experts in place? What are their highest degree1  specializations (major and minor)?  specializations (major and minor)?  To what extent does the organization seek gender expertise from outside? How many were sought in 1 To what extent does the organization seek gender expertise from outside? How many were sought in1  2014? For how long (weeks) did they render their services?  2014? For how long (weeks) did they render their services? B.II.6 resource allocation Existence, quality and scope of a gender (mainstreaming) strategy including financial and human 1.0 B.II.6resource allocation Existence, quality and scope of a gender (mainstreaming) strategy including financial and human1.0  "},{"text":"The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance.   1.0 1.0 To what extent are actions towards a more gender responsive organization implemented? Give 1 To what extent are actions towards a more gender responsive organization implemented? Give1 specific examples of actions implemented towards a better gender balance in 2014 and with what  specific examples of actions implemented towards a better gender balance in 2014 and with what results?  results?  "},{"text":"3 Capacity to train other actors on gender responsive M&E 1 They don't do anything on research unless the information is business related, though they use ILRI 's information when planning They don't have but they will start on keeping sex disaggregated records. To develop a check list on: who sold/brought the pigs, where are they from, who received the payment etc.To what extent do reports reflect lessons on changes in gender norms? Please share a gender responsive M&E report and the tools used to collect the data used in the report. To what extent does the organization collect sex-disaggregated data? 1 To what extent does the organization collect sex-disaggregated data?1 To what extent are mechanisms in place to ensure that all data collected is sex disaggregated? What 1 To what extent are mechanisms in place to ensure that all data collected is sex disaggregated? What1 are they?  are they? To what extent is sex disaggregated data not only collected, but also interpreted and reported on? 1 To what extent is sex disaggregated data not only collected, but also interpreted and reported on?1 How many projects reported this in 2014? Give an example of recommendations derived from  How many projects reported this in 2014? Give an example of recommendations derived from interpretation of sex-disaggregated data collected in 2014. What analysis was conducted on the  interpretation of sex-disaggregated data collected in 2014. What analysis was conducted on the data? By whom (qualification)?  data? By whom (qualification)? Existence and quality of a gender responsive M&E system and ability to use it 1.0 Existence and quality of a gender responsive M&E system and ability to use it1.0 C.II.2  C.II.2 To what extent is the M&E system gender responsive? Give a specific example. 1 To what extent is the M&E system gender responsive? Give a specific example.1  "},{"text":"II.4 Access to and production of knowledge documents and publications on gender 1  To what extent does the organization collect, develop and make accessible knowledge documents 1 To what extent does the organization collect, develop and make accessible knowledge documents1 and publications on gender? How many did you publish in 2014? Who provided the gender expertise  and publications on gender? How many did you publish in 2014? Who provided the gender expertise for each? Can we get one or two copies?  for each? Can we get one or two copies? C.  C.  "},{"text":"II.5 Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications 1  Effective  Effective To what extent does the organization provide gender inputs, perspectives, insights to other 1 To what extent does the organization provide gender inputs, perspectives, insights to other1 organizations' reports and publications? Which organizations in 2014? Who did it? Can we have one  organizations' reports and publications? Which organizations in 2014? Who did it? Can we have one or two such reports?  or two such reports?  107 107  "},{"text":"partnerships and advocacy on promoting gender equality Definition The capacity to build coalitions; influence government and external partners, and to advocate for women's rights. The definition of development partnership relationships provided in the development partnerships strategy identifies inspired alignment of independent autonomous organizations that come together for strategic reasons, not financial ones.  Make sure that everyone understands the definition of partnerships and advocacy for gender Current score Comments Make sure that everyone understands the definition of partnerships and advocacy for genderCurrent scoreComments FGD Discussion: Do you have partnerships around gender equality, with other organizations along the value chain, e.g. service providers, producer organizations, development organizations? Do you equality. (1-5) FGDDiscussion: Do you have partnerships around gender equality, with other organizations along the value chain, e.g. service providers, producer organizations, development organizations? Do you equality.(1-5)  advocate for gender equality?  advocate for gender equality? D.II.1   D.II.1  "},{"text":"The capacity to advocate for gender equality 1 Though PPM does not deal with gender issues as an organization, they partner and work with partners such as ILRI, Netherlands Embassy and many other private companies that deal with feeds and drugs to ensure that the products reach the farmers. Given that this is now a learning experience to PPM, they feel that they can suggest to partners to support them undertake capacity building activities to farmers in groups at each stage of piggery farming. They are strongly promoting collective farmer group organization or village groups so as to show them the viable opportunities of belonging to a group, though it's not easy as it needs time to convince them as they believe in free things. The problem is that the government usually gives them free things thus a contributing to farmers mindsets about just receiving free things. Politics in Uganda is very strong and farmers will not listen if you are not giving free things. PPM proposed that to deal with the above issue, they can to start at least with 5 or 3 groups, help them out then they become role models to other farmers who can start to see change happen. We can help them with capital and other few resources. There are almost no pig markets in Uganda because its primitive to talk about eating pork as its backward, shaggy, no proper abattoirs, when transporting pigs you must ensure the vehicle is covered so that they are not seen. People hide when consuming the pork. PPM have T- shirts with pigs branded on them so that they promote piggery though the Muslims don't advocate for such a venture. If we can provide start-up capital to women, they can increase the supply of pigs by producing more. A challenge also facing the consumption of pork, is that its more expensive compared to other meat products. If a man (who mostly do it) slaughters a pig, the he will rather let his family consume the legs because the rest of the meat is money, which should be sold. If it was a woman who took a pig to the abattoir, she can ensure that part of the good/lean meat other than the legs goes back to her household members for consumption.  To what extent does the organization participate in advocacy for gender equality? Does the 1 To what extent does the organization participate in advocacy for gender equality? Does the1 organization aim to influence governmental policies? Provide documented evidence for such  organization aim to influence governmental policies? Provide documented evidence for such participation. Does it have an influence on policy-making at national level? Does it have an influence  participation. Does it have an influence on policy-making at national level? Does it have an influence on regulatory frameworks at local, national levels? In case of (para) governmental agencies: To what  on regulatory frameworks at local, national levels? In case of (para) governmental agencies: To what extent does the organization collaborate with civil advocacy groups for gender?  extent does the organization collaborate with civil advocacy groups for gender? D.II.2  D.II.2  "},{"text":"The capacity to develop joint gender advocacy materials with other organizations and use research outcomes and other material to advocate for gender equality in the value chain 1 To what extent does the organization develop joint gender advocacy materials with other organizations? What kind of materials were developed? Give examples from 2014.  "},{"text":"3 The capacity to develop and maintain effective partnerships with the government (amongst others in gender responsive PPP interventions) and influence policies being more gender equitable 1   "},{"text":"II.4 The capacity to develop and maintain effective gender coalitions/ partnerships with research partners and other actors along the VC 1  Gender and leadership   Gender and leadership Definition Commitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming.   DefinitionCommitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming. FGD None (1-5) Current score Comments FGDNone(1-5) Current scoreComments  Organization's   Organization's E.II.1    E.II.1  To what extent is gender equality central to partnerships? Are coalitions in place around gender 1  To what extent is gender equality central to partnerships? Are coalitions in place around gender1  equality in value chains? How many and who are the partners? Are R4D partnerships or   equality in value chains? How many and who are the partners? Are R4D partnerships or  collaborations key to any success in promoting gender equality? Which other initiatives have gender   collaborations key to any success in promoting gender equality? Which other initiatives have gender  capacities?   capacities?  To what extent does the organization work with gender-sensitive/ specific organizations? Does it 1  To what extent does the organization work with gender-sensitive/ specific organizations? Does it1  work with women and women groups to address possible gender related constraints (e.g.   work with women and women groups to address possible gender related constraints (e.g.  transportation, mode of payment)   transportation, mode of payment)  To what extent does the organization promote gender equality among its partners? Give specific 1  To what extent does the organization promote gender equality among its partners? Give specific1  examples from 2014.   examples from 2014.    109 109  "},{"text":"commitment to gender equality and transforming gender power relations 1 PPM has 6 staff (5 male and 1 female). This disparity is mainly because women don't have much capacity in moving to slaughter houses and selling/marketing of pork. Females often shy away due to perceptions that pigs are dirty and not quite many of them feel free to identify with. All participants seemed to agree that women central Uganda are weak and can't handle tasks such as slaughtering pigs, loading and offloading meat etc. Women aren't comfortable to introduce themselves in public as working in piggery activities. PPM has no work done on gender, but they are now seeing the sense of engendering their work. The organization is committed to gender equality except need capacity development in this area. To what extent is the organization's leadership committed to gender equality? Give two specific examples of clear and explicit commitment towards gender equality.  1 1 To what extent is commitment towards gender equality shared throughout the organization? To 1 To what extent is commitment towards gender equality shared throughout the organization? To1 what extent do staff support gender responsive approaches? What do most staff say about  what extent do staff support gender responsive approaches? What do most staff say about integrating gender?  integrating gender? To what extent do the organization's culture and values support gender equality? Does the 1 To what extent do the organization's culture and values support gender equality? Does the1 organization value gender-sensitive behavior? Does it demonstrate gender-sensitive behavior?  organization value gender-sensitive behavior? Does it demonstrate gender-sensitive behavior? (language used, jokes, material used, etc.)  (language used, jokes, material used, etc.) E.  E.  "},{"text":"II.2 Organization's leadership / senior management accountability to gender equality and transforming gender power relations 1 NarrativeVEDCO is doing really good in terms of gender integration into their work. They have full-time gender staff with expertise in gender who ensure that gender issues are mainstreamed throughout VEDCO's work. They have experimented with gender transformative approaches including the use of the GALS methodology-Gender Action Learning System (GALS), which comprises a series of tools that enable household members to negotiate their needs and interests and find innovative, gender-equitable solutions in livelihoods planning and value chain development. The capacity to design and conduct gender analysis within the context of any of the flagships, access to and level of knowledge and experience in applying gender analytical tools and methodologies, and the capacity to use gender analytical data to inform new research and policies and to create new opportunities that can be leveraged to support the program activities and eventual scaling up. Least developed capacities (parameters) (all 1) Gender analysis and strategic planning Score Least developed capacities (parameters) (all 1)Gender analysis and strategic planningScore The capacity to apply gender transformative approaches (GTAs) The capacity to recognize and analyze gender transformative outcomes The capacity to document and learn from GTA's The capacity to ensure GTA's are used by others and scaled up Definition  3.0 3.0 3.0 3.0 The capacity to apply gender transformative approaches (GTAs) The capacity to recognize and analyze gender transformative outcomes The capacity to document and learn from GTA's The capacity to ensure GTA's are used by others and scaled up Definition3.0 3.0 3.0 3.0 Make sure that everyone understands the definition of gender analysis and gender The capacity to develop and maintain effective partnerships with the government (amongst others in gender responsive PPP interventions) and influence policies being more gender equitable analytical tools. Capacity to train other actors on gender responsive M&E Discussion: what are gender issues in the targeted value chain? The capacity to develop strategies to address gender dynamics in the value chain • Gender division of labor (productive, reproductive, community roles) and roles; • Gender differences in access to markets and control resources, technologies, labor, 2.5 1.0 3.0 Make sure that everyone understands the definition of gender analysis and gender The capacity to develop and maintain effective partnerships with the government (amongst others in gender responsive PPP interventions) and influence policies being more gender equitable analytical tools. Capacity to train other actors on gender responsive M&E Discussion: what are gender issues in the targeted value chain? The capacity to develop strategies to address gender dynamics in the value chain • Gender division of labor (productive, reproductive, community roles) and roles; • Gender differences in access to markets and control resources, technologies, labor,2.5 1.0 3.0 The capacity to apply gender analysis tools and frameworks The capacity to analyze gender dynamics within the value chain power and the benefits of their work, including financial resources; FGD • Gender differences in decision-making and leadership; Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications • Nature and level of participation of men and women in livestock and fish value chains; 3.0 3.5 4 The capacity to apply gender analysis tools and frameworks The capacity to analyze gender dynamics within the value chain power and the benefits of their work, including financial resources; FGD • Gender differences in decision-making and leadership; Capacity to provide gender inputs, perspectives, insights to other organizations' reports and publications • Nature and level of participation of men and women in livestock and fish value chains;3.0 3.5 4  • Gender differences in educational level and technical knowledge  • Gender differences in educational level and technical knowledge  Give some examples.   Give some examples.  Are these gender issues analyzed by the organization?  Are these gender issues analyzed by the organization? Priority capacities to maintain or develop  Current score Desired score Priority capacities to maintain or developCurrent scoreDesired score Need to develop more capacity in gender analytical frameworks and tools (gender analysis and strategic planning) 3.5 4 Need to develop more capacity in gender analytical frameworks and tools (gender analysis and strategic planning)3.54 Innovation in gender responsive approaches  3 5 Innovation in gender responsive approaches35 To what extent is the organization's leadership supportive in the allocation of human and financial Advocacy in promoting gender equality knowledge management in terms of publication resources for gender equality? Gender and leadership specifically in ensuring staff understand the codes of conduct 1 3.1 3.6 4.8 4 5 5 To what extent is the organization's leadership supportive in the allocation of human and financial Advocacy in promoting gender equality knowledge management in terms of publication resources for gender equality? Gender and leadership specifically in ensuring staff understand the codes of conduct13.1 3.6 4.84 5 5  To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are 1 To what extent are mechanisms in place to ensure that gender-mainstreaming intentions are1  actually implemented?   actually implemented? To what extent does the organization report on gender equality? Do reports reflect implementation Proposal for capacity development 1 To what extent does the organization report on gender equality? Do reports reflect implementation Proposal for capacity development1 of gender responsive actions? Collaborate with partners with stronger gender capacities  of gender responsive actions? Collaborate with partners with stronger gender capacities E.II.3 Financial resources to carry out comprehensive gender training Organization's vision towards gender equality and transforming gender power relations 1 E.II.3 Financial resources to carry out comprehensive gender training Organization's vision towards gender equality and transforming gender power relations1  To what extent does the organization have a clear vision towards gender equality? Does gender 1 To what extent does the organization have a clear vision towards gender equality? Does gender1 Country: equality and/or empowerment of women appear in the general vision or mission statement? To UGANDA Country:equality and/or empowerment of women appear in the general vision or mission statement? To UGANDA what extent does everyone understand and promote the vision? Name organization: Volunteer Efforts for Development Concern(VEDCO) what extent does everyone understand and promote the vision? Name organization: Volunteer Efforts for Development Concern(VEDCO)   Babirye Grace, Female, Program Director  Babirye Grace, Female, Program Director   Saada Kitimbo, Female, Office Attendant  Saada Kitimbo, Female, Office Attendant   Henry Nsereko, Male, Exercutive Director  Henry Nsereko, Male, Exercutive Director   Kizito K.Nsubuga, Male,Livestock officer  Kizito K.Nsubuga, Male,Livestock officer Name(s), positions and Jane Nakiranda, Female,Program Manager  Name(s), positions andJane Nakiranda, Female,Program Manager gender of participating staff: Nkuutu Elizaphani, Male, Project Extension Officer gender of participating staff:Nkuutu Elizaphani, Male, Project Extension Officer   Emmanuel Kasulubedhe, Male, Project Extension Officer Emmanuel Kasulubedhe, Male, Project Extension Officer   Ronald Balibuzani, Male,Project Extension Officer Ronald Balibuzani, Male,Project Extension Officer   John Sembera, Male,Project Extension Officer  John Sembera, Male,Project Extension Officer   Christopher Isojiw, Male,Advisor/Consultant  Christopher Isojiw, Male,Advisor/Consultant Interviewer Robert and Millicent  InterviewerRobert and Millicent Date  8th May 2015  Date8th May 2015 Time  4 hours  Time4 hours  "},{"text":"Presence of gender experts who have the capacity to develop and implement gender responsive programs Do you have a gender policy (a statement/intention on gender equality) developed and in place? Describe it.  To what extent does the organization develop and implement interventions to 4  To what extent does the organization develop and implement interventions to4  sensitize women about their rights?   sensitize women about their rights?  To what extent does the organization develop and implement interventions to 4  To what extent does the organization develop and implement interventions to4  strengthen farmers groups, cooperatives, producer's organizations and associations,   strengthen farmers groups, cooperatives, producer's organizations and associations,  with a gender equality perspective? What kind of interventions, e.g. training? With   with a gender equality perspective? What kind of interventions, e.g. training? With  what effect?   what effect?   4.5 The gender focal person is responsible for guiding VEDCOs interventions, 4.5The gender focal person is responsible for guiding VEDCOs interventions, B.II.8   national and local gender campaigns. The focal person has an MSC. Gender and development studies. They have a number of gender experts right from the B.II.8national and local gender campaigns. The focal person has an MSC. Gender and development studies. They have a number of gender experts right from the    board. board.  To what extent does the organization have gender experts in place? What are their 5  To what extent does the organization have gender experts in place? What are their5  highest degree specializations (major and minor)?   highest degree specializations (major and minor)?  To what extent does the organization seek gender expertise from outside? How many 4 At least twice a year To what extent does the organization seek gender expertise from outside? How many4At least twice a year  were sought in 2014? For how long (weeks) did they render their services?   were sought in 2014? For how long (weeks) did they render their services? B.II.6 financial and human resource allocation Existence, quality and scope of a gender (mainstreaming) strategy including 4.5 They are currently engendering their gender strategy B.II.6financial and human resource allocation Existence, quality and scope of a gender (mainstreaming) strategy including4.5They are currently engendering their gender strategy    They plan to carry out a They plan to carry out a    capacity building for staff on gender actions learning(GALs) capacity building for staff on gender actions learning(GALs)  To what extent are strategies developed to address gender dynamics in the value 3.0  To what extent are strategies developed to address gender dynamics in the value3.0  chain? What kind of interventions have been developed and implemented in 2014?   chain? What kind of interventions have been developed and implemented in 2014?  "},{"text":"9 Position and mandate of dedicated gender staff (expert or focal point) 5.0 To what extent do gender experts and/or focal points have a mandate to ensure gender is mainstreamed? 5.0 5.0 B. B.  "},{"text":"II.10 Balance between responsibilities of gender experts and general staff members on gender mainstreaming 4.0 To what extent responsibilities for gender mainstreaming shared within the organization? Do other staff members have formal responsibilities for integrating gender in their work, e.g. in their job descriptions? 4.0 4.0 B.II.7 B.II.7  "},{"text":"The capacity to implement actions towards a more gender responsive organization, including the adjustment of internal policies, procedures, business plans, etcetera to make them more gender responsive, affirmative actions towards a better gender balance. 4.0 To what extent are actions towards a more gender responsive organization implemented? Give specific examples of actions implemented towards a better gender balance in 2014 and with what results?To what extent are policies and procedures in place to ensure gender equality in the workplace?DefinitionThe capacity to build coalitions; influence government and external partners, and to advocate for women's rights. The definition of development partnership relationships provided in the development partnerships strategy identifies inspired alignment of independent autonomous organizations that come together for strategic reasons, not financial ones.FGDMake sure that everyone understands the definition of partnerships and advocacy for gender equality. Discussion: Do you have partnerships around gender equality, with other organizations along the value chain, e.g. service providers, producer organizations, development organizations? Do you advocate for gender equality? They work with farmers to encourage them to interact and present their issues to members of parliament To what extent does the organization participate in advocacy for gender equality? Does the organization aim to influence governmental policies? Provide documented evidence for such participation. Does it have an influence on policy-making at national level? Does it have an influence on regulatory frameworks at local, national levels? In case of (para) governmental agencies: To what extent does the organization collaborate with civil advocacy groups for gender?   Current score (1-5) Comments Current score (1-5)Comments D.II.1 The capacity to advocate for gender equality 5 D.II.1The capacity to advocate for gender equality5   5 5 D.   D.   4 4  "},{"text":"II.2 The capacity to develop joint gender advocacy materials with other organizations and use research outcomes and other material to advocate for gender equality in the value chain 5 PELUM,FOOD RIGHT ALLIANCE, Climate change alliance/network, etc. To what extent does the organization develop joint gender advocacy materials with other organizations? What kind of materials were developed? Give examples from 2014. To what extent does the organization use research outcomes and other materials to advocate for gender equality in the value chain? Give examples from 2014. 5 5 5 5 D.II.3 D.II.3  "},{"text":"The capacity to develop and maintain effective partnerships with the government (amongst others in gender responsive PPP interventions) and influence policies being more gender equitable 2.5 There was a reverse on the tax on inputs. This was their advocacy work, in Buyende nutrition committees have been formed and so many more.To what extent does the organization work with government in partnership? Are public-private partnerships in place? Are these partnerships gender responsive, e.g. are gender sensitive/specific organizations included? Are gender issues central to the partnership? In case of (para) governmental agencies: To what extent does the organization collaborate in gender responsive public-private partnerships? 5 5 Are partnerships with government used for influencing policies? Give an example Are partnerships with government used for influencing policies? Give an example from 2014. from 2014.  "},{"text":"II.4 The capacity to develop and maintain effective gender coalitions/ partnerships with research partners and other actors along the VC 5 To what extent is gender equality central to partnerships? Are coalitions in place around gender equality in value chains? How many and who are the partners? Are R4D partnerships or collaborations key to any success in promoting gender equality? Which other initiatives have gender capacities? To what extent does the organization work with gender-sensitive/ specific organizations? Does it work with women and women groups to address possible gender related constraints (e.g. transportation, mode of payment) To what extent does the organization promote gender equality among its partners? Give specific examples from 2014. Commitment and accountability to gender equality and women's leadership, and the organization's leadership's capacity to provide adequate vision and guidance to enhance policies on gender mainstreaming. 3M at board level; 2M, 5F at management level. One of their core values is equal opportunities To what extent is the organization's leadership committed to gender equality? Give two specific examples of clear and explicit commitment towards gender equality. To what extent is commitment towards gender equality shared throughout the organization? To what extent do staff support gender responsive approaches? What do most staff say about integrating gender?   5  5   5  5 Gender and leadership   Gender and leadership Definition    Definition FGD None Current score (1-5) Comments FGDNoneCurrent score (1-5)Comments E.II.1 Organization's commitment to gender equality and transforming gender power relations 4.3333333 4F, 5 E.II.1Organization's commitment to gender equality and transforming gender power relations4.3333333 4F, 5   5  5    121 121  "}],"sieverID":"ea1968bf-4268-4eac-bdbb-ce225a6571a6","abstract":"Fair dealing and other rights are in no way affected by the above. The parts used must not misrepresent the meaning of the publication. ILRI would appreciate being sent a copy of any materials in which text, photos etc. have been used."}
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