PGE's specialized tools offer guidance to coffee sector on gender equity
PGE recently launched a project methodology based on our theory of change, which provides industry actors with a roadmap for managing a gender-related project in their own supply chain. Using PGE field-level project design as a basis, it will define the risks and rewards of gender investment while posing a five-stage approach: defining, planning, launching, managing, and closing and/or integrating.
PGE’s project methodology and associated trainings aim to meet the following objectives:
Households gain access to education and skills essential to change power dynamics between men and women, thus achieving better farming outcomes.
Producer organizations become more gender-sensitive and reform their practices and policies to be more gender-inclusive.
End-market companies integrate gender-sensitive programming into their existing efforts and measures, gaining access to coffees that champion more lucrative, gender-equitable farming practices.
This guide is made possible as part of our collaboration with the SAFE Platform of the InterAmerican Development Bank.
The availability of the Project Methodology will allow PGE to support the design and implementation of a diversity of projects across different geographies with interested partners. Read more about our vision for whats next, and contact PGE for more information and to discuss developing a project with PGE, or to collaborate in a growing number of upcoming origin projects including Ethiopia, Central and South America
In 2017, with support from the Global Coffee Platform, PGE developed the Engagement Guide for Gender Equity in the Coffee Sector. The Guide provides a roadmap and resources for industry actors to engage in conversations about gender equity and identify actions to support gender equity in their own organizations and with supply chain partners. Based on evidence about gender integration in agriculture, it shares success stories, lessons learned, and good practices from coffee businesses and actors. Companies from across the sector provided samples of their work as reference for the guide, and a core group of eight individuals formed a Technical Advisory Group, which provided targeted feedback to ensure relevance of the guide’s content.
Common Measurement Framework
Made possible with support from the Global Coffee Platform, the Common Measurement Framework (CMF) for strengthening gender equity in the coffee value chain allows coffee industry actors to learn about gender differences in their programs and supply chains. Building on the hypothesis presented above, the CMF focuses on indicators that measure conditions that inhibit full participation of both men and women and maximize effective performance of the coffee value chain. When applied over time, the CMF results will help users to learn whether their efforts to support gender equity are working and, if so, to what extent.
The CMF is linked to the Sustainable Progress Framework of the Sustainable Coffee Challenge and the Global Coffee Platform and includes, i) a results framework for gender equity in coffee, ii) a core set of indicators linked to the results framework, and iii) guidance on data collection and monitoring of each indicator. Nearly 20 companies participated in a validation effort over the past several months, drawing on their activities in Asia, Latin America, and Sub-Saharan Africa. Participants shared their experiences with the indicators and their perceived challenges and opportunities to adopt the indicators in the future.
COLLABORATIVE DESIGN OF TOOLS FOR INDUSTRY ENGAGEMENT
Obtaining expert guidance and industry input is the hallmark of PGE's tool development. See below who has been involved with our work to date....
PGE Co-Design Lab
Participant from 15 leading companies came together in three facilitated conversations to align on the importance of gender equity and to develop ideas to inform the role for end market companies to drive change on the issue of gender equity in the coffee sector. The outcomes from these conversations were used as input into the Project Methodology.