Guest blog post by Lindsey Jones, Global Gender Advisor, with ACDI/VOCA
“When I first came for the SHG (self-help group) training, I received a lot of abuse and scolding from my in-laws because they thought that other people will speak negatively about us. [I got the courage to go to the training despite my in-laws because I knew] I was a part of a group, and if there will be any problem, then I have all of the other group members to help; other women in the group do it so I can do it too. My family used to sell our entire crop to a middleman. But when I started going out of my house to the women’s center, I learned that the price in the market is higher than what we pay the middleman. So I started taking the crop to the market and selling it myself. I earn three times the profit than what I earn when we sell to the middleman.”— Woman Farmer, Uttar Pradesh, India
Recent initiatives such as the US Government’s Feed the Future strategy and efforts by the Bill and Melinda Gates Foundation show that development leaders in agriculture and food security are finally taking women’s empowerment seriously. New research also supports the critical relationship between improving gender inequality and reducing poverty and hunger: if women had the same access to productive resources as men, they could increase yields on their farms by 20–30 percent, which could raise total agricultural output in developing countries by 2.5–4 percent and feed up to 150 million more people. Yet in many ways the development community is still figuring out how to implement market-driven agricultural development programs in ways that bridge these gender inequality gaps and put women on a path to empowerment.
One such example is the Sunhara India program. In addition to receiving training on agricultural techniques and improving access to better seeds, farming resources and market opportunities, women farmers went through intensive gender and leadership training where they looked at the challenges they face historically as women and, with the support of a rural woman’s network, began to challenge social norms and their own notions of what it means to be a woman. Since then, the women – with the support of the Sunhara India program – established 250 self-help groups, which are organized into 14 village-level clusters and an overarching women’s federation, called Shakti Mahila Sangathan, meaning Women’s Organization for Strength.
Clearly, the women farmers were empowered. They increased their incomes, established personal and group bank accounts, and become more aware of their social and economic rights. Women who previously did not leave their villages are now literacy instructors at community learning centers or elected leaders of self-help groups.
Why did this program succeed? And what did we learn about that elusive word, “empowerment”? Here are a few of my observations:
- Women’s empowerment was one of the core objectives of the program. The donor made women’s empowerment a cross-cutting objective and a core objective in its own right. That meant that the project was able to focus time and money on addressing the gender-based constraints that women face but men do not, such as establishing learning centers to address illiteracy, conducting intensive women-only leadership trainings, and strengthening the support structures of women’s self-help groups.
- Project leaders know what they mean by empowerment. The word ‘empowerment’ is used a lot in our development community. But what do we mean by it? If you asked this question, you might find that your colleague has a different definition than you do. We may still have different philosophies about what empowerment means. It is important that a team at least defines the process of empowerment for themselves and the program.
- Recognize and address the “personal” side of empowerment. Sunhara’s approach to empowerment emphasizes that a disempowered woman must first develop a sense of her own identity and recognition of the potential power of her own agency. Once she has done that, she then needs the ability to act upon that agency, such as through greater skills, networks, support structures, market opportunities, financing, and/or other factors. Many development programs skip the first step and go straight to the second. An ACDI/VOCA volunteer, Nancy Walker, summarized the importance of this empowerment approach best when she said that development should “concentrate less on growing an agricultural commodity and more on growing people! Do that and the ‘bottom-line’ will naturally follow along.”
Watch the stories of two women and the change they experienced in the video below.
For more about the Sunhara India approach to women’s empowerment, go here. Lindsey Jones is the Global Gender Advisor at ACDI/VOCA, a private, non-profit organization that promotes broad-based economic growth, higher living standards and vibrant communities in low-income countries and emerging democracies. This post reflects the opinions of the author and do not necessarily reflect the views of ACDI/VOCA or Humanitas Global. Follow Lindsey on Twitter at LindseyJonesR.
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