GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO REVIEW OF EXPERIENCES AND FUTURE OPPORTUNITIES © 2022 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy, completeness, or currency of the data included in this work and does not assume responsibility for any errors, omissions, or discrepancies in the information, or liability with respect to the use of or failure to use the information, methods, processes, or conclusions set forth. 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AUTHORS: TEAM LEADERS: • Bárbara Lopes Campos • Clarisse Dall’Acqua Gender Specialist Senior Environmental Specialist • Prajolita Lamichhane • Juliana Castaño-Isaza Gender Specialist Marine Natural Resources • Sibani Karki Management Specialist Gender and Environment Specialist QUALITY REVIEWER: • Chiqui Arregui Gender Specialist All queries on rights and licenses, including subsidiary rights, should be addressed to World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; e-mail: pubrights@worldbank.org. Design: Estudio Relativo for the World Bank GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO TABLE OF CONTENTS ACKNOWLEDGMENTS 1 1. ANALYTIC OVERVIEW 2 2. PORTFOLIO ASSESSMENT 6 3. DEEP DIVE ANALYSIS 10 3.1. BEST PRACTICES IN GENDER INTEGRATION 11 3.1.1. Gender mainstreaming across project components: achieving clear outputs and outcomes for women 11 3.1.2. Advancing step by step: identifying opportunities, risks, and suitable recommendations 14 3.1.3. In-depth, in-country, gender assessment: fully exploring gender entry points 16 3.1.4. Customized cascade training for women: a pathway to stimulate long-term effects 18 3.1.5. Comprehensive services for women: enabling women’s wage, self- employment and sustainable development 20 3.1.6. Women-owned business program: reviving lost opportunities 23 3.1.7. The gender action learning system: using a household methodology to empower project beneficiaries to overcome common manifestations of gender inequality limiting socio-economic progression 25 3.2. LESSONS LEARNED: OVERCOMING PREVAILING CHALLENGES 27 3.2.1. Engaging recipient countries in the integration of gender perspectives at project design and implementation enhances performance 27 3.2.2. Strengthening internal teams’ capacities 29 3.2.3. Reaching more women on the ground 30 WAY FORWARD 32 GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO 1 ACKNOWLEDGMENTS The Guidance Note “Gender Integration in The Blue Economy Portfolio: review of experiences and future opportunities”, is the result of a World Bank’s Advisory Services and Analytics (ASA) product, led by Clarisse Dall’Acqua and Juliana Castaño-Isaza, funded by PROFISH 3, under the PROBLUE Umbrella 2.0 Multi-Donor Trust Fund. The team would like to thank PROBLUE for financing this product, and for the guidance and leadership provided by World Bank staff including Juergen Voegele (Vice President for Sustainable Development), Christian A. Peter (Global Unit Practice Manager for Environment, Natural Resources and the Blue Economy Global Practice), and Sylvia Michele Diez (PROBLUE Program Manager). The team especially wishes to thank all Task Team Leaders and team members who have contributed to this work. We express our gratitude to Atishay Abbhi (Disaster Risk Management Specialist), Cary Anne Cadman (Senior Environmental Specialist), Andrea Liverani (Lead Specialist), Monica Vidili (Senior Social Development Specialist), Cristina Navarrete Moreno (Senior Private Sector Specialist), Teslem Zein (Consultant), Franka Braun (Senior Natural Resources Management Specialist), Carolina Giovannelli (Operations Analyst), Carmen Lahoz Rallo (Consultant), Emily Margaret Owen (Urban Specialist), Nicolas Peltier (Global Director), Malaika Becoulet (Senior Transport Specialist), Emanuela Monteiro (Senior Urban Development Specialist), Mariko Yamamoto (Social Development Specialist), Africa Eshogba Olojoba (Practice Manager), Tojoarofenitra Ramanankirahina (Senior Transport Specialist), Shruti Vijayakumar (Transport Specialist), Masood Ahmad (Lead Water Resources Specialist), Rahat Jabeen (Senior Environmental Specialist), Zoe Elena Trohanis (Lead Disaster Risk Management Specialist), Chyi-Yun Huang (Senior Disaster Risk Management Specialist), and Louise Twining-Ward (Senior Private Sector Specialist). Special thanks are extended to Elisabeth Steinmayr for providing technical inputs on gender integration and to Shane Andrew Ferdinandus for constantly providing administrative Support. Finally, the team would like to express gratitude to Pablo Porta, Natalia Fernández Abarca, and Laura Hidalgo from Estudio Relativo, for translating analytical data into clear illustrations and infographics. Table of Contents GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO 1 2 3 4 ANALYTIC OVERVIEW 2 ANALYTIC 1 OVERVIEW Women play a significant role in the Blue Economy sectors, such as in fisheries, aquaculture, processing and trading of marine products, waste management, coastal tourism, conservation activities, and coastal disaster-risk reduction, among others. Table of Contents GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO 1 2 3 4 ANALYTIC OVERVIEW 3 However, gender norms often prevent women from developing and contributing their full potential in the Blue Economy. Women tend to have fewer opportunities to access education and skills-building activities and have low ownership, access, and control over key productive resources that are basic to their livelihoods. In the labor market, women are largely present in the infovstantially less than men. Women are also affected by Gender-Based Violence (GBV). These risks jeopardize long-term sustainability objectives since women are key players in coastal and marine communities and provide households’ subsistence, particularly in women-headed households. International efforts have shown that more systematically and effectively integrating women in coastal economies along with addressing disparities has decreased gender gaps. These efforts have also delivered an increase in women’s income, improvements in local livelihood activities, and brought positive impacts to marine life conservation. Thus, addressing gender gaps1 is key for women´s development, and that of their families, communities, and the economy, as well as the progress and sustainability of the Blue Economy. 1 Gender equality is a key contributor to the WBG’s goals of alleviating poverty and boosting shared and sustained prosperity. The WBG Gender Strategy (FY16-23) focuses on four pillars seeking to address barriers limiting women´s development: i) Improving Human Endowments; ii) Removing Constraints for More and Better Jobs; iii) Removing Barriers to Women’s Ownership of and Control Over Assets; and iv) Enhancing Women’s Voice and Agency and Engaging Men and Boys. In addition, since 2016, the WB manifests its commitment to prevent and respond to GBV by conducting GBV risk assessments at project level and ensuring that adequate measures to address these are considered at project design. The Gender Tagging Process have also guided Bank Task Team Leaders (TTLs) and recipient country government management teams to incorporate gender aspects in WBG financed projects since 2016. Gender Tag Experts identify pressing gender gaps that can negatively affect project outcomes, while integrating interventions to address them, establish targets, and identify relevant indicators to measure progress and results. Furthermore, TTLs have access to support for promoting the agenda on gender equity through Gender Focus Points (in Global Practice and Regional Levels), disseminated tools from Gender Labs, and Analytic Activities Advisory Services. For more information see: a) World Bank Group Gender Strategy Mid-Term Review: An Assessment by the Independent Evaluation Group, 2021. Available at: . Access on June 5th, 2022. b) World Bank Group Gender Strategy (FY16-23): Gender Equality, Poverty Reduction and Inclusive Growth, 2015. Available at: . Access on June 5th, 2022. c) World Bank, 2022, Gender Tag for Impact: Good Practice Note. Available at: . Access on June 10th, 2022. Table of Contents GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO 1 2 3 4 ANALYTIC OVERVIEW 4 The current assessment is dedicated to help PROBLUE2 teams improve gender integration into activity development under the Blue Economy sector. This document explores how a selection of WBG projects have approached gender issues and reflects on the results achieved, providing forward-looking strategies on how to best incorporate gender in upcoming Blue Economy portfolio projects. As a knowledge product, it aims to contribute to sharing and learning in the sector. The publication was produced for WBG internal clients, mainly the PROBLUE Core Team, TTLs, the ENB Gender Team, and Gender Groups, along with partner organizations engaged in promoting the Blue Economy, including the many people involved in the management of Blue Economy projects financed by the Bank in recipient countries. 2 PROBLUE is an Umbrella 2.0 program administered by the World Bank’s Environment, Natural Resources and Blue Economy Global Practice (ENB) dedicated to helping client countries transition to a Blue Economy approach and seeks to achieve integrated and sustainable economic development for healthy oceans. The PROBLUE program comprises a multi-donor trust fund and is organized around four pillars: 1) Improved fisheries governance and sustainable aquaculture; 2) Marine litter and pollution management; 3) The blueing of oceanic sectors; and 4) Integrated seascape management. Reflective of the Bank´s commitment to addressing gender equality, gender is considered a cross-cutting topic in the PROBLUE program. This has made it possible to integrate comprehensive responses to the gender-challenges faced in the ocean economy sector. For more information see: World Bank, 2021. Annual Report: Healthy Oceans, Healthy Economies, Healthy Communities (PROBLUE). World Bank, Washington DC, p.9. Table of Contents GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO 1 2 3 4 ANALYTIC OVERVIEW 5 This analytical study is based on a robust exploratory and qualitative approach that highlights trends and best practices. As such, the document does not seek to be statistically representative. The study is primarily based on a sample of 43 projects selected from the Bank´s Ocean Economy Dashboard (out of 176 projects). These 43 projects were selected based on preliminary screening criteria, including closing dates by March 2022 and whether the projects mentioned “women”, “gender”, “female”, “girls”, etc. Additionally, four projects that are still operational were referred to by interviewees in the second phase and were also added to the analysis, bringing the total number of projects considered to 47. The study used a two-level sampling and analytic approach: (i) A portfolio assessment; and (ii) A Deep Dive Analysis (see Fig. 1). An iterative approach between the two phases allowed for greater methodological comprehensiveness. STEP STEP PORTFOLIO DEEP DIVE 1 ASSESSMENT 2 ANALYSIS 47 projects 15 projects Desktop diagnostic activity Project Interviews with TTLs and (PADs, ICRs, ISRs, Social / Environmental / project management teams Gender Assessments) Identify entry points, Identify gender-sensitive projects experience, lessons learned, and gender aspects and best practices Identify further support Categorize the sample by PROBLUE pillars needed to contribute to the WBG’s efforts to further improve gender perspectives in projects Categorize projects according to the WBG Gender Strategy pillars FIGURE 1. Analytical Steps Guiding the Study’s Methodological Approach Table of Contents GENDER INTEGRATION IN THE BLUE PORTFOLIO ASSESSMENT: IDENTIFICATION OF ECONOMY PORTFOLIO 1 2 3 4 PROJECTS INTEGRATING GENDER ASPECTS 6 PORTFOLIO 2 ASSESSMENT: IDENTIFICATION OF PROJECTS INTEGRATING GENDER ASPECTS Table of Contents GENDER INTEGRATION IN THE BLUE PORTFOLIO ASSESSMENT: IDENTIFICATION OF ECONOMY PORTFOLIO 1 2 3 4 PROJECTS INTEGRATING GENDER ASPECTS 7 The analysis revealed that most of the projects were implemented in Eastern and Southern Africa (AFE) 27%; followed by West and Central Africa (AFW) 23%; Latin America and the Caribbean (LCR)17%; South Asia (SAR)17%; East Asia and the Pacific (EAP) 8%; and the Middle East and North Africa (MNA) 8%. Over half the projects (52%) focused on PROBLUE Pillar 2, just under a fourth on Pillar 3 (23%), and another quarter in Pillars 1 and 4 (12 and 13%, respectively). See Fig. 2. MARINE POLLUTION OCEANIC SECTORS SEASCAPE MANAGEMENT 52% 23% 13% 12% FISHERIES AND AQUACULTURE FIGURE 2. Portfolio Mapping: PROBLUE Pillars (n=47) Among these projects, some referred to more than one WBG Gender Strategy pillar. The projects concentrated primarily on WBG Gender Strategy Pillar 2 (removing constraints for more and better jobs), and Pillars 3 and 4 were both equally referenced (22% each). The least referred to Pillar was improving (women´s) human endowments (Pillar 1). See Fig. 3. It is also worth mentioning that projects from PROBLUE Pillar 2 (marine pollution) contained most of the references to the WBG’s Gender Strategy. Table of Contents GENDER INTEGRATION IN THE BLUE PORTFOLIO ASSESSMENT: IDENTIFICATION OF ECONOMY PORTFOLIO 1 2 3 4 PROJECTS INTEGRATING GENDER ASPECTS 8 The portfolio assessment also highlighted that most of the projects (90%) refer to a number/percentage of female beneficiaries. While seeking to target women as beneficiaries is important, this measure alone can limit the advancement of women. Women’s lives are shaped by gender circumstances, norms, and barriers that, if unaddressed, can limit their capacity to engage in opportunities presented to them in Blue Economy projects. In such circumstances, relying on targets for gender equality run the risk of women merely becoming a marginal quantitative figure. Removing Improving Human Constraints for More Endowments and Better Jobs PILLAR PILLAR 1 2 16% 40% 22% 22% PILLAR PILLAR 3 4 Removing Barriers to Enhancing Women’s Women’s Ownership Voice and Agency of and Control Over and Engaging Men Assets and Boys FIGURE 3. Portfolio Mapping: WBG’s Gender Strategy Pillars (n=47) Table of Contents GENDER INTEGRATION IN THE BLUE PORTFOLIO ASSESSMENT: IDENTIFICATION OF ECONOMY PORTFOLIO 1 2 3 4 PROJECTS INTEGRATING GENDER ASPECTS 9 The analysis concluded that many projects considered in the sample have included gender perspectives to some degree, while some projects include specific activities to empower women and to improve and support their livelihoods. This points to the influence that the WBG´s Gender Strategy has had in the integration of gender issues in projects in the Blue Economy portfolio, even before the Gender Tag process came into place. This drive establishes a solid foundation for further improvements. However, persistent gaps still exist to fully explore the potential of promoting gender equality in Blue Economy projects, namely: 1) Earmarking budgetary allocations for gender-related activities; and 2) Involvement of gender specialists in the design phase to identify the full gamut of required activities and sustainable approaches. 1 3 2 Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 10 DEEP DIVE 3 ANALYSIS: PROVIDING GUIDELINES FOR GENDER INTEGRATION Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 11 Gender supportive measures considered in this smaller sample sought mostly to contribute to Gender Strategy Pillars 1 and 2 (improving human endowments, and removing constraints for more and better jobs). Improving women’s lives and livelihoods as a means to reach economic development and building resilience is a foundational argument in these projects. Promoting jobs for women in fisheries, aquaculture, and tourism sectors also emerges as a key trend. The same applies to activities supporting women’s entrepreneurship and women-owned micro, small, and medium-sized enterprises (MSMEs). The Deep Dive selected seven case studies that provide insights based on strategies employed for the integration of gender perspectives in projects, the results achieved, and the challenges faced. Moreover, the case studies point to concrete opportunities that can still be explored to enhance gender integration in Blue Economy projects. 3.1. 3.1.1. Gender mainstreaming across project components: achieving clear outputs and outcomes for women BEST PRACTICES IN GENDER INTEGRATION: seven inspirational projects for going strong in ocean economies Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 12 PROJECT NAME PILLAR / AREA OF FOCUS Andhra Pradesh 1 Fisheries and Aquaculture / Disaster Recovery Emergency response COUNTRY OF YEAR OF DESIGN / STATUS EXPERT SUPPORT IMPLEMENTATION Social development India 2015 / Closed specialist; safeguards specialist. MAIN GENDER ACTIVITIES IMPLEMENTED RESULTS TOWARDS GENDER CONSIDERATIONS AT TOWARDS GENDER EQUALITY EQUALITY DESIGN Attention to women’s Building women’s resilience More than 3,000 women needs in post-disaster in livelihood interventions, in enjoyed access to 500,000 construction as a means to terms of access to schools, workdays in total over a increase local communities’ hospitals, and markets; period of five years. compliance. generating jobs in post- disaster construction. The “Andhra Pradesh Disaster Recovery” project came as a response to the emergency created by the cyclone Hudhud that hit the coastal region of the country in 2014. The project aimed to restore, improve, and enhance the resilience of public services, environmental facilities, and livelihoods in targeted communities. During the design phase, the internal team recognized that in most disaster events women, children, and the elderly are disproportionately affected due to their vulnerability. The disaster management measures considered took into account the specific needs of women and other vulnerable groups. A gender mainstreaming strategy was adopted and applied across project components. Special attention was given to women- headed households, which is one of the main beneficiaries of project livelihood-related interventions, and proved to be instrumental in the project design phase. The design was strongly based on gender analysis. For example, the component devoted to the restoration of connectivity was prepared by assessing how local people (including the elderly, children, and women) used the existing roads and how this affected their lives (positively and negatively). The analysis noted that road reconstruction had an important impact on local women; the rebuilding of roads made it possible for women Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 13 in rural areas to resume daily activities, such as going to markets, taking children to school, and accessing health services. Furthermore, encouraging results were obtained by the implementation of activities related to the “restoration of environmental services and facilities and livelihood support”, where more than 3,000 women enjoyed access to a total of 500,000 workdays over a period of five years. These women were employed mainly to carry out plantation work, maintain the mangroves, and establish nurseries – all of which also boosted farming productivity and fed local markets. These activities also provided supplemental sources of income and increased domestic resilience among women-headed households. It is also worth noting that undertaking gender training in the WBG, especially doing practical exercises on gender mainstreaming in different activities and sectors, built the capacity of TTLs and other team members to adopt a gender sensitive lens over the project’s lifetime. Having a social development specialist in the Project Implementation Unit (PIU) facilitated follow-up and close monitoring of activities and results. The project demonstrates how considering women’s voices in project-design, capturing their needs and preferences, and undertaking training achieves clear outputs and better outcomes. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 14 3.1.2. Advancing step by step: identifying opportunities, risks, and suitable recommendations PROJECT NAME PILLAR / AREA OF FOCUS Morocco Second Inclusive Seascape Management / Green Green Growth Development 4 Growth Policy Loan COUNTRY OF IMPLEMENTATION YEAR OF DESIGN / STATUS EXPERT SUPPORT Morocco 2015 / Closed Gender specialist. MAIN GENDER CONSIDERATIONS AT ACTIVITIES IMPLEMENTED RESULTS TOWARDS GENDER EQUALITY DESIGN TOWARDS GENDER EQUALITY Properly identifying women Promoting more and End targets: 20% and 30% of living from fishery and operating better jobs for women new jobs created for women in informally (roughly 10,000 in the aquaculture and aquaculture and eco-tourism sectors, women 4,000 directly exploiting eco-tourism sectors by respectively, aimed at women. the resource). leveraging human capital. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 15 The “Morocco Second Inclusive Green Growth Development Policy Loan” project was part of a series to support a package of reforms that included activities for spurring innovation and job creation through investments in green sectors; mainly in agriculture, aquaculture, water, energy, and tourism. A gender assessment was conducted for the project and focused on subdivided indicators by direct and indirect gender impacts. Each priority action highlighted opportunities, risks, and recommendations for mitigating them. Exemplifying this, opportunities for closing the gender gap in job creation were identified and corresponding risks were examined (i.e., salary gap, participation in managerial positions, and GBV exposure). In agro-business, it was noted that women were exposed to violence and harassment both in the processing and transportation phase, demanding a comprehensive approach on how to better include and protect women in the sector. The gender assessment conducted for the project underscored the role played by women in activities in the sector, which are mostly informal, such as repairing nets, collecting algae, etc. And recommended that these women should be accounted for and targeted. This step-by-step approach helped the project gain an understanding of prevalent gender inequality issues and how to deal with them. This strategy enabled well-informed and supportive gender equality measures that went beyond superficial considerations and allowed for straightforward conversations with client country representatives. Grounded discussions on gender help disseminate the notion that when women are excluded from labor markets – and are denied a voice and representation – their economic footprint tends to be worse for the environment. By making a business, environmental, and social case for gender equity and inclusion, strategies for providing women space in the society to thrive become more effective. The project also paid attention to cultural aspects and the suitability of the strategies in the project context. For example, the project considered that the notion of “working women” can carry a stigma and is not often well received in target rural communities. It also carries the risk of men misunderstanding this to mean that they are “incapable of providing for their families”, which can trigger an increase in domestic violence. Thus, pushing women into formal work environments can also mean exposing Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 16 them to higher risks or immediate violence. A gradual transition in which men are also involved to be supportive of women´s increased participation in the workplace was therefore deemed preferable by the project. Risk mitigation recommendations can help adjust proposed activities to suit the local context without generating risks for women. Therefore, being precise and culturally sensitive during gender assessments contributes to the development of more effective gender equality agendas within projects. 3.1.3. In-depth, in-country, gender assessment: fully exploring gender entry points Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 17 PROJECT NAME PILLAR / AREA OF FOCUS Tonga Pathway to 1 Fisheries and Aquaculture Sustainable Ocean Project COUNTRY OF YEAR OF DESIGN / STATUS EXPERT SUPPORT IMPLEMENTATION Tonga 2019 / Active Gender specialist. MAIN GENDER ACTIVITIES IMPLEMENTED RESULTS TOWARDS GENDER CONSIDERATIONS AT TOWARDS GENDER EQUALITY EQUALITY DESIGN Identification of constraints Promoting more and better End target: increase for women’s participation jobs for women in the fisheries the share of women- in the fisheries sector sector. Promoting women- owned mabé pearl in the in long-term and well-paid owned mabé pearl businesses sector by 25%. jobs. by providing technical and financial training and support. The “Tonga Pathway to Sustainable Ocean Project” project aimed to improve fisheries governance in Tonga’s tuna longline, including deep water snapper and inshore commercial fisheries, through enhanced licensing, registration, and fishing rights frameworks. In the aquaculture sub-sector, the project highlights the positive economic impacts through support for mabé pearls and giant clams’ production activities, with special attention to women-owned mabé pearl businesses. The project was chosen by the Global Director for Gender as the best project concerning gender issues in 2019. At least part of its prominence can be explained by the in-depth gender assessment developed at the time of the design phase. Having a gender specialist as a team member from day one enabled a culturally sensitive and analytical approach for identifying “silent” gender issues and addressed pressing gender gaps. A gender specialist was also essential for raising the awareness and building capacity within the internal team; this facilitated the identification of entry points to integrate gender perspectives from financial management to procurement and project design. A sophisticated and technical approach at the analytical level paved the way to convince team members and the client country to embrace gender-sensitive activities and goals. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 18 By identifying relevant gaps and promoting consensus within and beyond the team, an in-depth, in-country gender assessment can contribute to the identification of expected results for women more ambitious in developed activities. In the mabé pearls industry case in Tonga, the project included an activity for financing oyster farms, seeds, boats, and other necessary tools for the development of the sector. The financing came with the condition that the farms had to be women-owned, paving the way for women-led businesses to flourish in the sector. 3.1.4. Customized cascade training for women: a pathway to stimulate long-term effects Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 19 PROJECT NAME PILLAR / AREA OF FOCUS Nouadhibou Eco-Seafood 1 Fisheries and Aquaculture Cluster COUNTRY OF YEAR OF DESIGN / STATUS EXPERT SUPPORT IMPLEMENTATION Mauritania 2016 / Closed Gender specialist. MAIN GENDER ACTIVITIES IMPLEMENTED RESULTS TOWARDS GENDER CONSIDERATIONS AT TOWARDS GENDER EQUALITY EQUALITY DESIGN Identification of risk Providing training for Delivering training exposures that women face women for increasing focused on transformation in the fisheries sector. participation in the sector techniques, business, and and value of fisheries and leadership to 1,100 economic marketed products. operators (of which 659 were women). The “Nouadhibou Eco-Seafood Cluster” project in Mauritania aimed to support the development of a seafood cluster and promote the sustainable management of fisheries in target communities. Women are widely present in the country’s fisheries sector and have an important role in transformation, processing, and other activities. Therefore, the project’s objective organically brought about a focus on women – which are not only intrinsic for operating the sector but are also affected by various factors that increase their vulnerability. With that in mind, the project assessed the situation of local women, presenting an understanding of women’s roles and the challenges they faced in the fisheries sector. This activity was carried out by a gender consultant that spent time on the ground leading the exercise and who also worked with the team on project design and implementation. From the gaps identified during the diagnosis, a customized technical training for women in the fisheries sector was developed. The “women leadership initiative program” adopted a cascade training approach starting with a “training for trainers”, and then rolling out the training for women. The pilot training exercise sought to integrate lessons; while the second round of activities provided training for trainers to stimulate long- term results. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 20 Altogether, the training targeted 300 women and included aspects such as transformation techniques, business, and leadership skills development. Although the project faced a lot of procurement issues and constraints during monitoring activities, implementation was considered to generate long-term transformative effects. 3.1.5. Comprehensive services for women: enabling women’s wage, self- employment and sustainable development Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 21 PROJECT NAME PILLAR / AREA OF FOCUS 3 Oceanic Sectors Unleashing the Blue Economy of the Eastern Caribbean 4 Seascape Management COUNTRY OF YEAR OF DESIGN / STATUS EXPERT SUPPORT IMPLEMENTATION Grenada, Saint Lucia, Saint 2022 / Active Gender specialist. Vincent and the Grenadines MAIN GENDER ACTIVITIES IMPLEMENTED RESULTS TOWARDS GENDER CONSIDERATIONS AT TOWARDS GENDER EQUALITY EQUALITY DESIGN Identification of risk Providing training for Delivering training exposures that women face women for increasing focused on transformation in the fisheries sector. participation in the sector techniques, business, and and value of fisheries and leadership to 1,100 economic marketed products. operators (of which 659 were women). The “Unleashing the Blue Economy of the Eastern Caribbean” project was aimed at strengthening an enabling environment for the sector in participating countries from the Organization of Eastern Caribbean States (OECS), focusing primarily on economic recovery and resilience of selected coastal assets. From the start, the project recognized that one of the main strategies for boosting competitiveness in the region was creating opportunities for MSMEs to flourish. MSMEs are responsible for the largest share of business and employment in the region and are one of the strongest drivers of sustainable economic development and innovation. Support for MSME development integrated a strong gender perspective. A deep dive gender assessment for countries in the region allowed the team to gather relevant data and contribute to this endeavor. This allowed the project to start a constructive conversation with client countries from the project onset. When making the case for gender integration it was important to stress the extent to which gender equality goes hand in hand with sustainable development. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 22 The notion was put forth by the team responsible for identifying and promoting “long term, meaningful, and well paid sophisticated jobs” for women, and in so doing, enabling women to access wage employment opportunities previously not within their reach. As a result, women could be incorporated into the technical data analysis divisions of the fisheries sector. In tourism, instead of creating jobs in roles traditionally assigned to women (cleaning rooms, cooking, or assisting in children´s clubs), women could also be trained for leadership positions such as hotel managers and the like. Understanding that women are key workers in the fishery sector, but that they normally occupy informal roles in the region, played a crucial role in shaping project objectives. From this perspective, the project also included activities that promoted women’s entrepreneurship in the fishing, tourism, and solid waste sectors, with a matching grant that included an end target of 60% female beneficiaries in these sectors. Furthering this argument, the project design also required that business development services be offered to women entrepreneurs. The program aims to tackle obstacles such as i) Applying for a grant proposal; ii) Preparing businesses to grow; and iii) Rendering businesses more sustainable. In sum, the strategy focuses on supporting women to start and expand their businesses. “long term, meaningful, and well paid sophisticated jobs” Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 23 3.1.6. Women-owned business program: reviving lost opportunities PROJECT NAME PILLAR / AREA OF FOCUS Yemen Integrated Urban Services 3 Oceanic Sectors / Emergency response Emergency COUNTRY OF IMPLEMENTATION YEAR OF DESIGN / STATUS EXPERT SUPPORT Yemen 2021 / Active Gender specialist. MAIN GENDER CONSIDERATIONS AT ACTIVITIES IMPLEMENTED TOWARDS RESULTS TOWARDS GENDER EQUALITY DESIGN GENDER EQUALITY Promoting meaningful impact on the “Women-owned business program” In the two cities where the program lives and the livelihood of local women aimed at existing and potential women was implemented, 21 new businesses as a priority. entrepreneurs. were registered because of its activities so far. The end target encompasses 16 cities. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 24 The “Yemen Integrated Urban Services Emergency II” project aimed at restoring access to critical urban services of selected cities within the country. For years, Yemen has been the poorest country in the Middle East and North Africa (MENA); the country has suffered a tremendous humanitarian crisis (80% of people depend on humanitarian aid) as a result of military conflict. In the second financial round of the project, moving from emergency response to development, the project embedded interventions seeking to generate meaningful impacts on women´s lives and livelihood. Very limited data was available in the country; nevertheless, the project managed to operate even when identifying gender gaps was challenging. Following a gender assessment, the “women-owned business program” was established with the purpose of identifying women entrepreneurs (women that may have had a business before the start of the war) and potential female entrepreneurs. The program involves offering business training and grants and has already been implemented in two cities (total geographic scope of 16 cities). 21 new women-owned businesses have thus far been registered with project support. Apart from the financing and technical support, the project has set aside a fund for third-party contracts of approximately USD 2 million which only women-owned businesses can apply for. In 2022, some of the businesses that were registered through the program have now won contracts and are working in management sectors and provisioning equipment and materials for project activities. In addition, under the USD 270 million budget for economic activities in the project, there is a requirement in the results framework stressing that any firm, contractor, supplier, or vendor under the project must have a minimum of 10% female staff. This activity also involves providing GBV training for contractors and gender capacity building in the workplace. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 25 3.1.7. The gender action learning system: using a household methodology to empower project beneficiaries to overcome common manifestations of gender inequality limiting socio-economic progression PROJECT NAME PILLAR / AREA OF FOCUS Mozambique Conservation Areas for 3 Oceanic Sectors / Sustainable Coastal Biodiversity and Development Tourism COUNTRY OF IMPLEMENTATION YEAR OF DESIGN / STATUS EXPERT SUPPORT Mozambique 2015 / Closed Gender specialist. MAIN GENDER CONSIDERATIONS AT ACTIVITIES IMPLEMENTED TOWARDS RESULTS TOWARDS GENDER EQUALITY DESIGN GENDER EQUALITY Women empowerment and gender Household learning methodology In the 12 communities where the issues as key development challenges in containing common areas of gender methodology was implemented, 74% of Mozambique. inequalities. beneficiaries reported improvement in behavior changes, and cohesion within the household. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 26 The “Mozambique Conservation Areas for Biodiversity and Development 2” project, MozBio, is an ambitious long-term program that brings together biodiversity conservation, the development of tourism, and poverty reduction. MozBio serves as a platform to address threats to the conservation of Mozambique’s natural capital, take full advantage of the potential growth of the tourism industry, and contribute to the reduction of widespread poverty. Thanks to the support of experienced gender specialists, the internal team recognized women empowerment and gender issues as key challenges for the development of Mozambique. The project has a strong gender focus that paved the way for a rich array of activities. The team carried out a diagnosis of gender gaps that served as a baseline for the project, which resulted in a list of 20 actions targeting women and addressing gender issues. The assessment highlights that women contribute to most of the agricultural activities, albeit informally, and that women have very limited involvement in associated decision-making processes traditionally controlled by men. A thorough and comprehensive gender gap analysis and a detailed gender action plan prepared for MozBio2 informed new interventions in the very early stages of project design and implementation. With clear activities and interventions developed, a methodology called the Gender Action 3 Learning System (GALS) was incorporated in 2020: a household learning methodology addressing common areas of gender inequality that seeks to empower project beneficiaries – male and female – to maximize their socio-economic progress at household and group levels. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 27 This activity starts with the identification of household objectives and the development of a joined plan based on available resources (the plans are based on drawings that make them suitable for populations with different levels of literacy). Some of the questions to be answered by family members include: “Where are they now in their lives?”, and “What are their dreams / where do they see themselves in two- or three-year’s time?”. With the assistance of trained GALS facilitators they are able to assess common gender roles and identify changes in mindsets and behavior to achieve shared objectives. The methodology has proven to be very effective in promoting positive impacts on household harmony, redistribution of domestic tasks, decrease in expenses associated with alcohol consumption, and decrease in GBV incidence. In the 12 communities where the methodology was implemented, 74% of beneficiaries reported progress in behavior change and in cohesion within the household. 3.2. 3.2.1. Engaging recipient countries in the integration of gender perspectives at project design and implementation LESSONS enhances performance LEARNED: overcoming prevailing challenges Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 28 Working with recipient countries brings about challenges in getting the message across on the importance of incorporating gender integration aspects (both in the design and implementation phases) for better achieving projects’ objectives. With that in mind, it is essential that internal teams adopt a cohesive and culturally appropriate approach to the promotion of gender equality from the start, generating buy-in to prioritize gender-inclusive strategies. Important features in this respect include identifying key facilitating actors and allies, facilitating comprehensive dialogue, and developing critical prior actions in the design phase. When identifying key facilitating actors, teams should also mobilize existing local organizations and reach out to non-government organizations (NGOs) that conduct meaningful gender-sensitive operations in the region, as relevant. When seeking buy-in from recipient countries, TTLs and internal teams should consider how the WBG Gender Strategy can serve as a platform for enhanced project performance and show how not considering gender issues will impact the project. Hence, improving gender integration becomes a beacon for achieving long-term, sustainable, and enhanced project results. The repertoire for persuading recipient countries also involves highlighting the core role that promoting women’s empowerment has in improving project performance overall, since women’s involvement increases compliance with projects’ activities throughout communities. It is also essential to make sure that adequate budgetary allocations for design, implementation, and monitoring are made. Political leaders and government agencies deal with numerous competing demands. Therefore, gender-sensitive activities can be better implemented when accounted for in the WBG’s financing, instead of in the counterparts’ fund or marginally funded by other funding streams. Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 29 3.2.2. Strengthening internal teams’ capacities A committed team is key when it comes to a strong gender integration practice. In many cases though, project staff lack the necessary knowledge to design these activities and conduct a dialogue for engaging with recipient countries. The best way to overcome this challenge is by incorporating gender specialists as part of project teams from the onset. The presence of a specialist brings capacity, leadership, and prioritization of issues across the project cycle. In other words, gender specialists can provide internal teams with the best gender entry points. Not only that, but these gender specialists can also help disseminate good practices on gender strategies through different sectors and help projects contribute to policy development processes. By incorporating gender specialists as team members TTLs are demonstrating that “making sure gender aspects are given due attention” is a key goal of the project. The gender specialists help remind the team and the client that this is something that needs to be highlighted, worked on, and mainstreamed within the project. Being a team member is Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 30 important since it provides agency and time/space to do a decent analysis of the baseline and the potential impacts for project’s interventions on gender aspects. Training staff extends to the Project Implementation Unit (PIUs). This means finding the right crew to work with project’s beneficiaries (especially women) and providing specific training for teams responsible for implementing activities. This work dynamic provides a kind of cross support that achieves a much higher and better level of gender integration. For that matter, it is also crucial to have a social safeguards person to actively monitor gender aspects actively, making sure that the positive impact of the project is felt where it is most needed. Providing specific staff training is an important tool not only to maximize results, but to minimize unintended consequences of unreflective (or culturally inappropriate) approaches. Gender sensitive interventions have the potential to be disruptive and transformative of local realities. However, they must be conducted with responsiveness to local context, culture, and transitioning. Thus, a more holistic approach involves working closely with the implementation team and ensuring attentiveness to issues that come up in real time. 3.2.3. Reaching more women on the ground Table of Contents GENDER INTEGRATION IN THE BLUE DEEP DIVE ANALYSIS: PROVIDING GUIDELINES FOR ECONOMY PORTFOLIO 1 2 3 4 GENDER INTEGRATION 31 Even when conscious efforts to develop activities targeted at women are made, teams still face the challenge of impacting women’s lives in positive and significant ways. Women do face similar constraints that get in the way of their effective participation in multiple life arenas, but the steps to overcome these obstacles are not always the same. Hence, identifying local women’s needs is a fundamental step towards developing more encompassing activities. A major strategy for generating more and better jobs for women in various economic sectors, for example, is by promoting women’s entrepreneurship and women owned/led MSMEs. However, an activity that focuses on increasing business opportunities and financial access to women without a proper gender assessment runs the risk of becoming unfeasible or highly limited. Funding business license fees and registration is also a crucial strategy, but one needs to consider the fact that local women might face other (and possibly more immediate barriers) that prevent them from accessing these. If most of the potential women beneficiaries are illiterate, do not have language skills, or do not have access to formal and technical education, it becomes important to develop longer term plans that amplify women’s access to all the relevant elements in each context to achieve economic autonomy. The same goes with women that are exposed to (domestic) violence, women that suffer from lack of access to health care or care services for children and the elderly, women that do not have access to safe transportation, etc. In the case of women-headed households, since women are usually the only earning member in these families, each additional vulnerability factor or challenge encountered affects them disproportionally. Female youth also face the double burden of lacking assets due to their age in addition to gender inequalities. In many contexts of the developing world, young women are exposed to the risk of sexual harassment, HIV, transactional sex, and other forms of sexual exploitation and abuse. Therefore, special measures and flexible arrangements must be considered to mitigate risks and ensure women’s full enrollment in project opportunities. Table of Contents GENDER INTEGRATION IN THE BLUE WAY FORWARD: OPPORTUNITIES TO STRENGTHEN THE INTEGRATION OF ECONOMY PORTFOLIO 1 2 3 4 GENDER PERSPECTIVES IN BLUE ECONOMY PROJECTS 32 WAY FORWARD: 4 OPPORTUNITIES TO STRENGTHEN THE INTEGRATION OF GENDER PERSPECTIVES IN BLUE ECONOMY PROJECTS Table of Contents GENDER INTEGRATION IN THE BLUE WAY FORWARD: OPPORTUNITIES TO STRENGTHEN THE INTEGRATION OF ECONOMY PORTFOLIO 1 2 3 4 GENDER PERSPECTIVES IN BLUE ECONOMY PROJECTS 33 The practices enlisted above focus on the enhancement of women’s livelihood and the removal of persistent gender barriers that limit the progression of both men and women. These aspects are integrated in projects based on the assumption that women make significant contributions to Blue Economy sectors. Relevant causal chains were identified below: By facilitating access to financing, women More jobs are created for women when groups are motivated to develop their training is provided to increase their businesses, which in turn results in more access to markets and promote economic women becoming entrepreneurs. autonomy. The use of methodologies that seek Independent community consultations led to empower beneficiaries and their by female facilitators provide women an households to identify and remove environment to express their concerns, gender barriers paves the way for needs, and interests. greater socio-economic progression and sustainability of investments. Table of Contents GENDER INTEGRATION IN THE BLUE WAY FORWARD: OPPORTUNITIES TO STRENGTHEN THE INTEGRATION OF ECONOMY PORTFOLIO 1 2 3 4 GENDER PERSPECTIVES IN BLUE ECONOMY PROJECTS 34 Significant gaps for promoting long-term and efficient results regarding gender integration practices were also identified: Lack of specified budgets Lack of gender specialists in Gaps in Gender Strategy GBV issues have not been to carry out the activities the design phase to help plan Pillars 1, 3, and 4 (human integrated in Blue Economy designed for gender the activities with sustainable endowment, voice and projects at large. integration. approaches. agency, and control over assets) since most of the projects are aligned with Pillar 2 (generating jobs). 1 2 3 Table of Contents GENDER INTEGRATION IN THE BLUE WAY FORWARD: OPPORTUNITIES TO STRENGTHEN THE INTEGRATION OF ECONOMY PORTFOLIO 1 2 3 4 GENDER PERSPECTIVES IN BLUE ECONOMY PROJECTS 35 With that in mind, anecdotal evidence points to the need to rethink the relation of gender to project operations: ? Most of the time the gender Many initiatives to incorporate The “gender tagging” can become a specialist’s support only appears when gender are based in broader regional source of external pressure to TTLs the activities are already defined, or national gender reports that do and teams leading to a “nebulous” raising the risk that they provide only not address dimensions or relevant and “mechanic” processes. A lot “cosmetic” interventions. They are challenges close to the project’s of time and energy are spent in an mainly focused on the design phase mandate. The focus should not be excessively rational and aesthetic and on getting the “gender tag” on the “tagging” itself, but rather part of the “gender tagging” accomplished. This dynamic does not on positive outcomes for the (formulating indicators for the PAD). necessarily go down to the details of improvement of gender gaps within Other aspects of gender dimensions a particular area where the project’s a particular situation. (such as intersections with ethnicity/ interventions might be directed. race, generation, disability, LGBTQ*) should be included in more comprehensive ways. Table of Contents GENDER INTEGRATION IN THE BLUE WAY FORWARD: OPPORTUNITIES TO STRENGTHEN THE INTEGRATION OF ECONOMY PORTFOLIO 1 2 3 4 GENDER PERSPECTIVES IN BLUE ECONOMY PROJECTS 36 Therefore, a way forward would be to expand the horizon on gender integration and exert more initiative, command, and control over the process. This means equipping TTLs and internal teams with the necessary tools and training so that gender integration can develop from within the project. A good start in proposing more meaningful gender dimensions is by trying to answer the following questions: i) what is included in gender dimensions; ii) why are they relevant to specific situations; and iii) how are they tangible. Teams would also benefit greatly from more guidance tools on how to incorporate gender in specific sectors. Thus, internal teams could invest more time and resources on designing gender components, incorporating gender perspectives at all levels, and on operational strategies to better implement strategies obtained from shared lessons across different sectors (how to work with recipient clients on the ground; key challenges; good practices, etc.). Table of Contents GENDER INTEGRATION IN THE BLUE WAY FORWARD: OPPORTUNITIES TO STRENGTHEN THE INTEGRATION OF ECONOMY PORTFOLIO 1 2 3 4 GENDER PERSPECTIVES IN BLUE ECONOMY PROJECTS 37 Further support needed identified by interviewees also includes operational designs that enable social and gender teams to have more space alongside with the recipient clients. Since gender ministries (or other institutional mechanisms for women) are usually very weak, it is important to have a gender focus point working closely with every government sector involved in the project’s objective. This is even more important for Development Projects (DPOs) since monitoring during the implementation phase is more diffuse. Thus, having gender specialists for specific knowledge domains contributes to the team’s capacity to take charge when it comes to gender integration initiatives. Moreover, for teams that do not have the direct support of a gender specialist, a shared “consultancy gender unit database” could be of help in the gender integration process of the projects. With that in mind, future projects present the opportunity to strengthen the integration of gender considerations. Women across regions and involved in different economic activities share common constraints to their full participation in Blue Economy sectors. At the same time, gender inequality manifests itself across women of different ages, race/ethnicity, socio-economic status, location, etc. These specific features must be considered on the basis of the specific female target group. Thus, involving men, empowering beneficiaries and their spouses and families to address common gender inequalities can propel individuals’, households’, and communities’ toward economic progression. Table of Contents GENDER INTEGRATION IN THE BLUE ECONOMY PORTFOLIO REVIEW OF EXPERIENCES AND FUTURE OPPORTUNITIES