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Promising Practices From Fiji in Empowering Women Economically: Learnings From Talanoa Treks, Ra Naari Parishad, Rise Beyond the Reef, and the Fiji Women’s Fund

October 1, 2019

This paper is jointly authored by eight women who work with the Fiji Women's Fund and three of the Fund's partner organisations - Talanoa Treks, Ra Naari Parishad, and, Rise Beyond the Reef. The paper aims to contribute to improved women's economic empowerment programs by sharing the experiences of these three partners. The authors document the learnings of practitioners in Fiji and compare these with the existing literature for the audience of practitioners in the Pacific and abroad. The Fiji Women's Fund supports the documentation of research from practice, so that the expertise of practitioners is recognised, and, to increase the body of knowledge generated from the Global South.The paper examines the experiences and learnings of the three partners using the Gender at Work framework, developed by Rao and Kelleher, which highlights the inter-linked dimensions of change required to achieve sustainable progress on gender equality and women's empowerment. The paper documents the similar journey taken by all three partner organisations, through each of the four quadrants of this framework. All three entities supported the establishment of a formal, collective structure being established, to provide women access to training and income-generating opportunities. Women accessed these opportunities to improve their skills, capabilities, income and assets. These changes, in turn, had an influence on the way the women themselves, and the men in their lives, think about what it means to be a woman or a man and the possibilities available. For example, there is evidence of positive changes to what women and men are doing in their households. Husbands, sons and partners are helping women beneficiaries by taking on some of the care tasks that were previously left to the women. The greatest evidence of change is within households, as changes to exclusionary practices at the village level are less evident.

Gender-inclusive facilitation for community-based marine resource management

August 1, 2019

People who rely on a natural resource should be central to decisions about how that resource is used and managed. This principle is at the core of community-based resource management (CBRM) and other forms of collaborative management or co-management. CBRM aims for high levels of resource-user participation in decision-making and in managing resources. In practice, however, different social groups experience collaborative management approaches differently (Evans et al. 2011). The processes and outcomes of collaborative management can preferentially benefit (Cinner et al. 2012) or disadvantage (Béné et al. 2009) certain sectors of society and can also exacerbate existing power imbalances and lead to elite capture (Béné et al. 2009; Cinner et al. 2012) in which public resources are managed in a way that benefit a few individuals of superior social status to the detriment of the larger population. They may also inadvertently exclude or marginalize women (or other groups) from decision-making processes and from the resources they rely upon (Kleiber et al. 2015; Vunisea 2008). When management partners or facilitators engage communities, they must use deliberate, thoughtful and reflexive strategies to reduce the risk of exacerbating existing power imbalances (Schwarz et al. 2014). This brief draws upon lessons and experience from across the Pacific region, where there is a long history of community-based approaches to address fisheries and marine resource management (e.g. Johannes 1982). The region also has decades of national programming (e.g. King and Faasili 1998; Raubani et al. 2017), relatively recent high level recognition (Secretariat of the Pacific Community 2015) and widespread interest in spreading and improving these approaches (Govan et al. 2009). This brief helps facilitators use, reflect on, and adapt gender-inclusive strategies in their work with communities. It aims to increase the frequency and quality of strategies used to reach women, men, youths and other social groups in the preparation, design, implementation and adaptation stages of CBRM. While the advice here is prepared with the Pacific island countries and community-based fisheries and marine resource management specifically in mind, some elements are more broadly applicable and also reflected in extensive experiences and feminist research from other agricultural and development sectors. We focus on gender-inclusive strategies facilitators can use when working with communities. When used thoughtfully as part of a larger cycle of gender-aware reflection on the equity of the process, the strategies are meant to enable gender-equitable participation in CBRM discussions, negotiation, planning and decision-making processes. This is not a step-by-step manual on "how to do gender" or a recipe that will guarantee equitable processes or outcomes. While gender-inclusive facilitation or practice has multiple dimensions, in this brief we refer to this in shorthand as "reaching" women and men (See 'Reach' Figure 2). We begin by highlighting what it means to "equitably reach" women and men—or, in other words, being gender-inclusive in facilitation and who is responsible for doing this

Kenya: Country Fact Sheets

June 1, 2013

The Commission on Revenue Allocation was established in December 2010 under Article 216 of the Constitution. Its principal function is to make recommendations on the basis of equitable sharing of revenue raised nationally between the national and county governments, and, among the county governments. Reliable statistical data are key to the Commission's functions and is vital for policy formulation and analysis. This edition provides an update of the sumary data and also introduces new data such as (i) HIV data under the health outcomes, (ii) the 1999 population, and (iii) county poplulation growth rate for the period 1999 to 2009. At a glance, the Fact Sheets provide important yet simplified data for each county on: population, health, education and infrastructure. No other single book has ever attempted to provide county-specific data in such a manner. The data on each of the 47 counties is useful to many stakeholders, including; national and county government political leadership, the executive and other policy makers. It will be useful to development partners, academic institutions and the public service in both national and county governments. The book is part of a series of publications which have been launched by the Commission to provide data that will inform policy formulation and planning under Kenya's new system of devolved government.

Local Economic Governance: A Survey of Business Operators in 245 Districts/Municipalities in Indonesia, 2011

January 1, 2012

This 2011 study of Local Economic Governance (LEG) is aimed at giving a portrayal of the quality of local economic governance in 245 regencies/municipalities in 19 provinces in Indonesia. 1 It is hoped that this study will serve as a basis for local governments at the local level to prioritize reforms and improvements in their performance in various aspects of local economic governance. It is also expected that this study will create an atmosphere of healthy competition among regencies/ municipalities. For the provincial governments, the results of this study can be used as an instrument to monitor the performance of local governments and to set priorities -- in terms of aspects of LEG and of location -- in facilitation and support for regencies/municipalities in improving their performance. For business operators, the results of the LEG study are expected to provide information on the quality of economic governance in the respective regencies/municipalities that will help them make decisions on investment and business development.

Promoting Good Hygiene Practices: Key Elements and Practical Lessons

July 18, 2011

Summarizes papers and case studies about promoting hygiene in South and Southeast Asia, the Pacific, and Africa. Synthesizes lessons learned, including: know the focus groups, ensure opportunities for change, and enable and motivate good hygiene practice.

Organisational Legitimacy, Capacity and Capacity Development

June 1, 2005

The European Centre for Development Policy Management (ECDPM) has undertaken a study of capacity development, with a focus on organisational change and performance enhancement. Both individual organisations and networks of organisations have been studied with the aim of identifying important relationships among endogenous change factors (e.g. ownership, commitment and managerial style), key internal organisation variables (e.g. structures, procedures, staffing and management systems), performance and sustainability outcomes, and external environmental factors (e.g. policy frameworks, resource availability, politics, stakeholders, governance regimes, etc.).To date, the ECDPM study team has conducted 16 case studies (see Appendix). Among the findings that have emerged from several of the cases is the presence of an organisation's legitimacy as a factor contributing to successful capacity and performance. To delve in more detail into the concept of legitimacy, and to identify the implications for capacity building, ECDPM commissioned a working paper on the topic. This exploratory paper reviews the relevant literature and examines: differing definitions, types and sources of legitimacy; the links between legitimacy and organisational capacity, performance and sustainability; and management strategies for building and maintaining legitimacy. It discusses a selected set of the ECDPM cases in terms of the legitimacy concept.

Study on Capacity, Change and Performance: Interim Report

April 1, 2005

In 2002 the chair of the Govnet, the OECD's Network on Governance and Capacity Building, asked the European Centre for Development Policy Management (ECDPM) in Maastricht, the Netherlands, to undertake a study of the capacity of organisations and groups of organisations, mainly in low-income countries, its development over time and its relationship to improved performance. The specific purposes of this study were twofold:to enhance understanding of the interrelationships amongst capacity, change and performance across a wide range of development experiences; andto provide general recommendations and tools to support the effectiveness of external interventions aimed at improving capacity and performance.