Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Authors: Lucero Burga, Noa Gimelli, Sophia Muradyan Anja Robakowski, Margaret Miller, Marlon Rawlins, Gwen Snyder © 2021 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW, Washington DC 20433 Telephone: 202-473-1000; Internet: www.worldbank.org Some rights reserved. 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 of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Nothing herein shall constitute or be considered to be a limitation upon or waiver of the privileges and immunities of The World Bank, all of which are specifically reserved. Rights and Permissions This work is available under the Creative Commons Attribution 3.0 IGO license (CC BY 3.0 IGO), http://creativecommons.org/licenses/by/3.0/igo. Under the Creative Commons Attribution license, you are free to copy, distribute, transmit, and adapt this work, including for commercial purposes, under the following conditions: Attribution—Please cite the work as follows: "Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit". Washington, DC: World Bank. Translations—If you create a translation of this work, please add the following disclaimer along with the attribution: This translation was not created by The World Bank and should not be considered an official World Bank translation. The World Bank shall not be liable for any content or error in this translation. Adaptations—If you create an adaptation of this work, please add the following disclaimer along with the attribution: This is an adaptation of an original work by The World Bank. Views and opinions expressed in the adaptation are the sole responsibility of the author or authors of the adaptation and are not endorsed by The World Bank. Third-party content—The World Bank does not necessarily own each component of the content contained within the work. The World Bank therefore does not warrant that the use of any third-party-owned individual component or part contained in the work will not infringe on the rights of those third parties. The risk of claims resulting from such infringement rests solely with you. If you wish to reuse a component of the work, it is your responsibility to determine whether permission is needed for that reuse and to obtain permission from the copyright owner. Examples of components can include, but are not limited to, tables, figures, or images. All queries on rights and licenses should be addressed to World Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; e-mail: pubrights@worldbank.org. Graphic Designer: Diego Catto / www.diegocatto.com Contents ACKNOWLEDGMENTS GLOSSARY OF TERMS ACRONYMS PREFACE I. THE TOOLKIT: OVERVIEW AND CONTENT II. INTRODUCTION III. BARRIERS, THEMES, AND CONSTRAINTS — A SUMMARY PRIMER 1. OVERARCHING HORIZONTAL THEMES 1.1. Social Norms 1.2. The Business Climate 1.3. Technology 2. MAIN VERTICAL CONSTRAINTS 2.1. Legal and Regulatory Framework 2.2. Access to Finance 2.3. Training, Skills, and Information 2.4. Access to Markets IV. THE DIAGNOSTIC PROCESS 1. Desktop Diagnostic 1.1. Overarching Horizontal Themes: Indicators 1.2. Main Vertical Constraints: Indicators 1.3. Data Analysis Guide 2. Field-Based Diagnostic 3. Distilling Diagnostic Analysis and Findings 4. Validating Analytical Findings V. PUTTING IT ALL TOGETHER: FROM DIAGNOSTIC TO DESIGN 1. THE INTERVENTION DESIGN MATRIX 1.1. Legal and Regulatory Framework 1.2. Access to Finance 1.3. Training, Skills, and Information 1.4. Access to Markets 2. INCORPORATING TECHNOLOGY INTO PROJECT DESIGN: DOES IT MAKE SENSE? GENERAL CONSIDERATIONS 2.1. Minimum Criteria 2.2. Secure Digital Financial Data Protection Systems 2.3. Rigorous Government Data Protection Systems 2.4. Sound Private Sector Data Governance 3. DOS AND DON’TS FOR TECHNOLOGY USE AND IMPLEMENTATION 4. SUCCESSFUL INCLUSION OF TECHNOLOGY INTO PROJECT DESIGN AND IMPLEMENTATION: A CASE STUDY 4.1. Project Overview 4.2. The Project Design Process 4.3. Results VI. MONITORING PROGRESS AND CAPTURING RESULTS 1. INTRODUCTION 2. M&E DOS AND DON’TS 3. INDICATORS VII. CONCLUSION APPENDICES APPENDIX 1. BARRIERS, THEMES, AND CONSTRAINTS — A PRIMER 1. EXAMINING THE GENERAL CONTEXT 1.1. Social Norms 1.2. Business Climate 2. ASSESSING MAIN CONSTRAINTS 2.1. Legal and Regulatory Framework 2.2. Access to Finance 2.3. Training, Skills, and Information 2.4. Access to Markets APPENDIX 2. DATA ANALYSIS GUIDE 1. INTRODUCTION 2. DATA ANALYSIS PROCESS APPENDIX 3. FULL MENU OF M&E INDICATORS APPENDIX 4. DISCUSSION GUIDES APPENDIX 5. INTERVENTION DESIGN MATRIX SELECT RESOURCES BIBLIOGRAPHY Acknowledgments This toolkit, Using Digital Solutions to Address Barriers The toolkit further benefited from discussions with to Female Entrepreneurship, was developed by the and guidance from additional World Bank colleagues Finance, Competitiveness & Innovation (FCI) Global – thanks go to Akhtar Mahmood, Alexa Roscoe, Alicia Practice of the World Bank Group. Contributors Hammond, Angela Elzir Assy, Brendon Matias, Ceci include the International Finance Corporation, the Sager, Daniel Halim, Daniela Perovic, Diana Arango, World Bank’s Gender Group, the Digital Global Diego Ubfal, Diletta Doretti, Francisco Campos, Practice, and CGAP. The team of authors was led by Henriette Kolb, Jana Malinska, Johanna Yancari, Margaret Miller (FCI) and Marlon Rawlins (FCI) and Kathleen Beegle, Komal Mohindra, Leora Klapper, includes Lucero Burga (FCI), Noa Gimelli, Sophia Marie Christine Apedo Amah, Markus Goldstein, Muradyan (FCI), Anja Robakowski (EFIOS), and Gwen Natalia Agapitova, Prasanna Lal Das, Qursum Qasim, Snyder. Anja Robakowski was instrumental in providing Salman Alibhai, Sharada Srinivasan, Toyin Jagha, technical leadership and in coordinating feedback Victoria Esquivel Korsiak, Vyjayanti Desai, Wendy and input from the large number of contributors. The Teleki and Yasmin Klaudia Bin Humam. External team gratefully acknowledges in-depth contributions contributors included Linda Scott (Brown University) from Ida Mboob (DD), Joshua Wimpey (DEC) and and Mayra Buvinic (Center for Global Development). Joao Montalvao (GIL). Ramin Aliyev led the technical Design and editing were provided by Diego Catto Val development of the online data-generation tool. and Susan Boulanger, respectively. Development of Peer review comments were received from Alicia the toolkit was funded by the FIRST Initiative. Hammond, Leonardo Iacovone, and Douglas Randall. 7 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Glossary of Terms Agency The ability to make decisions about one’s own life and to act on them to achieve desired outcomes. Gender-based differences in the ability to make these choices, usually to women’s disadvantage, exist in all countries and cultures. Biometric Any means by which a person can be uniquely identified by evaluating one or more verification distinguishing biological traits, such as fingerprints, hand and earlobe geometry, retina and iris patterns, voice waves, and DNA. Blockchain A system of recording information in a way that makes it difficult or impossible to change, hack, or cheat the system. A blockchain is essentially a digital ledger of transactions that is duplicated and distributed across the entire network of computer systems on the blockchain. Clever design Add-on features to a given project that increase the likelihood of women's participation in features an initiative by addressing gender-related constraints. For example, providing childcare. Digitalization Improving, enabling and/or transforming a business, government or other function or process through the use of digital technologies and data, including data analytics, to achieve a goal or objective. Digitally-enabled Digitally-enabled services are those for which digital information and communications services technologies (ICT) play an important role in facilitating transactions. Digital financial Financial services which rely on digital technologies for their delivery and use by consumers. services Digital Electronic tools, systems, devices, and resources that generate, store or process data. technologies Examples include social media, online games, multimedia, and mobile phones. Economic An indicator combining concepts: a participation gap, i.e., the difference between rates of Participation and women’s and men’s labor force participation; a remuneration gap, i.e., the ratio of estimated Opportunity Gap female-to-male earned income; and an advancement gap, i.e., wage equality for similar work. (World Economic Forum 2020b) e-Wallet Cash value that is stored on a card, phone, or other electronic device. Fintech Digital technologies that have the potential to transform the provision of financial services spurring the development of new – or modify existing – business models, applications, processes, and products. In practice, the term “fintech” is also broadly used to denote the ongoing wave of new DFS. Examples of these technologies include web, mobile, cloud services, machine learning, digital ID, and Application Programming Interfaces (APIs). Gender The characteristics of women, men, girls and boys that are socially constructed. This includes norms, behaviors and roles associated with being a woman, man, girl or boy, as well as relationships with each other. Gender equality Refers to how socially constructed norms, rights, responsibilities, opportunities, and entitlements determine relations between women and men and result in gender differences in opportunities and outcomes. Gender gaps Differences between women and men, especially as reflected in social, political, cultural, or economic attainments or attitudes. Gender inequality Refers to how the differences constructed by societies between women and men translate into inequalities; the term does not refer exclusively to women. 8 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Gender norm A standard defining acceptable and appropriate (and unacceptable and inappropriate) actions for women and men in a given society. Gender norms are embedded in formal and informal institutions and are produced and reproduced through social interactions. Gender-based An umbrella term for any harmful act that is perpetrated against a person’s will and that is violence (GBV) based on socially ascribed differences between women and men. GBV includes acts that inflict physical, mental, or sexual harm or suffering; threats of such acts; and coercion and other deprivations of liberty, whether occurring in public or in private life. Information and The infrastructure and components that enable modern computing. The term is generally Communications accepted to mean all devices, networking components, applications and systems that Technology (ICT) combined allow people and organizations to interact in the digital world. Innovation Exhibiting newness to customers, with offerings generally not available from the competition. Innovation-driven Implementation of a new or significantly improved product, service or process, a new marketing method, or a new organizational method in business practices, workplace or organization. Know Your The know your customer or know your client guidelines in financial services requires Customer/ that professionals make an effort to verify the identity, suitability, and risks involved with e-Know Your maintaining a business relationship. The procedures fit within the broad scope of a financial Customer (KYC) service provider's Anti-Money Laundering (AML) policy and should be proportionate to risks involved with the account, transaction amounts and country context. Mobile money A transaction account held at a non-bank and accessible using a mobile phone or other mobile device. The value in such an account is referred to as eMoney. M-Pawa A mobile banking service available in Tanzania through a partnership between Commercial Bank of Africa (CBA) and Vodacom. During its first two years, M-Pawa provided $19.5 million in digital loans to 4.9 million subscribers. M-Pesa A mobile banking service available in Kenya that was launched by Safaricom, the country´s largest mobile phone operator, in 2007. The service allows users to store and transfer money through their mobile phones. In Tanzania, M-Pesa was launched by Vodacom in 2008. M stands for “mobile”; pesa is the Swahili word for money. MSMEs Formalized, non-subsistence sole proprietorships and limited liability corporations with nine or fewer employees. SMEs Formalized, non-subsistence sole proprietorships and limited liability corporations with ten employees or more. Social desirability A bias emerging when research subjects give responses they believe are socially bias acceptable rather than reporting their true thoughts or practices. TEA (total The percentage of adult working age population (18 to 64 years of age) who are either early-stage nascent or new entrepreneurs. entrepreneurship activity) WBG Gender Outlines the World Bank Group’s (WBG) objectives related to gender equality and spells Strategy out strategies to operationalize them. Women-owned An enterprise that is at least 50 percent owned and operated by a female. business WSMEs Formalized, non-subsistence sole proprietorships and limited liability corporations that are at least 50 percent owned and operated by a female. 9 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Acronyms B2G Business-to-government CGD Center for Global Development CRM Customer relationship management DFS Digital financial services EFI Equitable Growth, Finance and Institutions e-KYC Electronic-based know-your-customer ePPD Electronic-based public-private dialogue FCV Fragile, conflict, and violence Fintech Financial technology FTEA Female total entrepreneurial activity G2C Government-to-citizen GBV Gender-based violence GDP Gross domestic product GDPR General Data Protection Regulation ICT Information and communications technology IFC International Finance Corporation KYC Know-your-customer M&E Monitoring and evaluation MNO Mobile network operator MSME Micro, small, and medium enterprise NGO Nongovernmental organization P2P Peer-to-peer PPD Public-private dialogue SIM Subscriber identification module SME Small and medium enterprise SMS Short message service TOR Terms of reference VMP Virtual marketplace WBG World Bank Group WEE Women’s economic empowerment WEF World Economic Forum WSME Women-owned small and medium enterprise 10 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Preface Gender plays a central role in the work of all major ate for particular contexts. This toolkit, developed by a development institutions, including the World Bank cross-functional team comprising regional and global Group (WBG). For gender-related activities, policies, staff supported by key expert advice, seeks to address and programs to be designed and implemented ef- this gap, particularly with an eye toward the inclusion fectively, it is necessary to equip policy makers and of digital technologies. project teams with appropriate knowledge and instru- ments. This toolkit responds to this need: it provides At the time of publication, the global population faces a practical guide to analyzing, designing, and measur- a generational challenge. The COVID-19 pandemic, ing the use of digital solutions to advance women’s beyond its tremendous human toll, has had significant entrepreneurship via projects and policy advice. Its impacts on economic stability and growth. Initial as- detailed instructions and resources can help both sistance has understandably focused on immediate WBG and non-WBG teams use thorough diagnos- health-related concerns; in the medium- to long-term tic processes to unearth key constraints to female it will be necessary to address the economic fallout entrepreneurship. In addition, it lays out intervention caused by reduced mobility and decreased contact recommendations that incorporate digital technology between individuals. These limitations have hit fe- illustrated by project examples. male business owners particularly hard, given that these women already faced greater restrictions than The past decade has seen considerable progress in do their male counterparts. During the pandemic, the advancing women’s economic participation, with de- relevance and use of technology has become more velopment institutions allocating resources and at- critical in establishing and maintaining socioeconomic tention to promoting women’s employment and en- connections and in rebuilding economies to be more trepreneurship. To support this effort, important new resilient and inclusive. In particular, individuals starting research has been undertaken and disseminated in and running micro-, small-, and-medium enterprises reports describing which interventions demonstrably (MSMEs) — the engine of economic activity and em- move the needle to support women in starting and ployment — will need adequate, targeted support. growing businesses.1 The result has been a greater fo- This toolkit aims to provide the guidance needed to cus on evidence-based project design. However, im- reach these ends, with an emphasis on female-run plementers still struggle not just to understand what businesses and the incorporation of technology en- works to advance women’s income-generating activi- ablers in project design. ties but to identify the tools and approaches appropri- 1. This research on women’s entrepreneurship is presented and summarized in A Road Map for Promoting Women’s Economic Empowerment (Buvinic, Furst-Nichols, and Courey Pryor 2013) and Profiting from Parity (World Bank Group 2019b). 11 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit I. CHAPTER The Toolkit: Overview and Content This toolkit provides practical guidance to help teams cussion guides (see Appendix 4) for stakeholder working on women’s entrepreneurship projects apply groups) that identify challenges and opportunities digital solutions to project design and policy advice. for women entrepreneurs. This allows identification Such solutions may include, for example, recom- of challenges under four main vertical constraints mendations to further women’s access to digital IDs and three overarching horizontal themes. (See Fig- or to implement online government services. It may ure 1 - page 24 - for an overview of the themes, also extend to specific community-level interventions, constraints, and diagnostic methods.) such as supporting women artisans in using e-com- • A MATRIX (see Appendix 5) for determining the merce platforms and accessing online training. most relevant and effective interventions to sup- port women entrepreneurs and for selecting ac- The primary audience for the toolkit consists of WBG tions, including identifying common obstacles project teams, but it can also prove useful to govern- and proven interventions to address constraints ments, donor agencies, nongovernmental organiza- and a menu of possible digital-based enablers tions (NGOs), and private sector stakeholders. within the four main constraint pillars. The matrix includes symbols indicating each intervention’s The toolkit includes the following resources: level of effectiveness, based on existing research and evidence. • CONCEPTUAL BACKGROUND AND CONTEXT pro- • A set of TECHNOLOGY CRITERIA and “Dos and viding teams with a basic understanding of the sta- Don’ts” for exploring the feasibility of deploying tus of women in business and of the benefits and digital solutions within the local context, including constraints they may encounter in playing an entre- methods for identifying and addressing potential preneurial role, with an overview of the part technol- obstacles to implementation. ogy can play in catalyzing women’s engagement. • A CASE STUDY that offers a practical example of • A DIAGNOSTIC METHOD, applied at the country a successful entrepreneurship project employing level, based both on standardized and on automat- digital enablers.2 ed desk research, with a supporting analysis guide • MONITORING AND EVALUATION GUIDELINES for (see Appendix 2) for interpreting the data. The tracking and measuring the results of policy re- quantitative analysis is rounded out by field-based forms and digitally enabled interventions, includ- discussions and interviews (conducted using dis- ing a menu of indicators. 2. The current draft includes a case study on a mobile savings project in Tanzania. A second case study is planned for the on-line version of the report only. Further gender-related case studies can be accessed here (World Bank Group 2019a). Please also refer to Integrating a Gender Equality Lens: Drawing Lessons from Three Good-Practice Development Policy Operations (Elefante and Robakowski 2020). 12 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit II. CHAPTER Introduction No society can develop sustainably without working Gender equality is central to the World Bank Group’s toward the distribution of resources, opportunities, twin goals of ending extreme poverty and increasing and choices for both men and women so that they shared prosperity. Increasing women’s participation have equal power to shape their lives and contribute in the labor force, expanding their income-earning to their families, communities, and countries (World opportunities, and improving their access to productive Bank Group 2017a). Countries that do not recognize the assets is smart from both a business and a development value of gender equality and fail to fully integrate half perspective (Simavi, Manuel, and Blackden 2010). The of their human resources run the risk of undermining McKinsey Global Institute estimated that if women their competitiveness and obstructing their economic were to participate equally in labor markets, within ten growth.3 Research suggests that gender gaps in years US$28 trillion — 26 percent — would be added entrepreneurship impact the allocation of resources to global GDP (McKinsey Global Institute 2015). Private and aggregate productivity and that gaps in women’s sector involvement is essential to achieving gender employment impact per capita income, resulting equality, as that sector bears primary responsibility in losses of 15 percent or more at the national level for creating jobs and economic opportunity while (Cuberes and Teignier 2016). On an individual level, helping to provide access to capital and technology. when women engage in economic activities and Business leaders recognize that closing gender gaps contribute to household income, this participation in entrepreneurship, employment, and leadership can also positively affect how they view themselves, means access to more talent, diverse views, increased their positions in family life, and their roles in their productivity, a larger customer base, more innovation, communities. and more sustainable supply chains, all of which contribute to an enhanced bottom line. 3. A WBG (2020d) report, “The State of Mashreq Women,” indicates that Iraq, Jordan, and Lebanon have each targeted a 5% increase in the women’s labor force participation by 2025. If the Mashreq countries achieve this goal and extend it over the next decade, by 2035 annual economic growth would increase by 1.6% in Iraq, 2.5% in Jordan, and 1.1% in Lebanon. 13 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Digital tools For the purpose of this toolkit, the term “digital tools” refers to platforms and software that can be used with computers, tablets, and mobile devices to work with text, images, audio, and video, including: Traditional media Uploaded Software outlets (TV, radio) applications development (“apps”) SMS text Social media Artificial intelligence messaging platforms and machine learning. Program and Mobile money Fintech (crowdfunding and interactive websites and e-Wallets platform finance P2P) Digital databases, GIS and GPS satellite Internet-based registries, and technology technical training dashboards Technology e-Services, e-Payments and Digital regional and innovation hubs e-Commerce platforms global mapping 14 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit The World Economic Forum’s Global Gender Gap 2020 ease constraints to female entrepreneurship is based report notes that women’s economic participation on the recognition that digitalization6 can have a through employment is stalling worldwide. Many tremendous positive impact for business owners — factors underlie lower female labor market for women, in particular, given the specific obstacles participation. These barriers also have a direct impact they face — helping them to operate more effectively on women’s decisions to start and grow businesses. by increasing their knowledge of legal and regulatory Today fewer women than men pursue entrepreneurial provisions and facilitating access to finance and credit endeavors; less than 30 percent of micro, small, and tools, training, skills, information, and new markets. medium enterprises (MSMEs)4 worldwide are owned Other existing resources provide additional general by women (IFC 2014). Efforts should be made to guidance for supporting women entrepreneurs, but reach out to women entrepreneurs to change the they do not treat in depth the increasingly important ecosystem in which they live and work as well as to digital solutions.7 ease the constraints limiting their potential and that of their firms. Equipping women business owners with This toolkit does not cover all the issues that need the knowledge, mentors, opportunities, and funding to be addressed to increase women's economic they need to establish and grow their entrepreneurial opportunity, nor does it provide solutions to the endeavors can have a positive ripple effect. prevailing gender bias in the technology sector. While the digital revolution is a global phenomenon, not This toolkit focuses on four areas in which women- everyone has benefited equally. Large disparities owned micro, small and medium enterprises remain in penetration, affordability, and reliability (WMSMEs)5 may encounter constraints: the legal and of digital services between countries, and among regulatory framework; individual and firm access to groups of people within countries, that must be taken finance; training, skills, and information acquisition; into consideration when evaluating the feasibility and firms’ access to markets. To some degree, all of the technology-based solutions presented in entrepreneurs confront barriers in these areas, but this toolkit. Also refer to Box 4, Limitations of they tend to have greater impact for women mostly Technology, Appendix 1. because of restrictive social norms and general biases that may influence the way women can operate in WBG operations can play an important role in society. Such constraints may be exacerbated for addressing gender gaps and easing constraints to women entrepreneurs because they are also less female entrepreneurship. To accurately diagnose and likely to have access to technology. prioritize these gaps, as well as to design effective interventions, project teams need tools specifically This toolkit spells out a diagnostic process that targeted to female entrepreneurship and capable WBG project teams, as well as governments, donor of identifying and deploying digital solutions. Using agencies, nongovernmental organizations, and the steps outlined in this toolkit, project teams can private sector stakeholders, can use to determine properly evaluate the major constraints women the main obstacles to female entrepreneurship in a entrepreneurs face in operating their businesses given context, and it provides policy guidance and and can thus improve the likelihood that the digital approaches that can be deployed in WBG operations technology-supported projects they design will lead using digital tools. The focus on digital solutions to to meaningful and measurable results. 4. For the purpose of this toolkit, MSMEs are defined as formalized, non-subsistence sole proprietorships and limited liability corporations. 5. For the purpose of this toolkit, WSMEs are defined as women-owned formalized, non-subsistence sole proprietorships and limited liability corporations. 6. Defined as the process of converting information into a digital form that can be processed using a computer or mobile phone. 7. Refer to list of “Select Resources”; p.140. 15 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit III. CHAPTER Barriers, Themes, and Constraints — A Summary Primer This section provides a short overview summary of the specific challenges unique to or exacerbated for women entrepreneurs and of the role technology can play in lowering barriers. These challenges are analyzed using three overarching horizontal themes and four main vertical constraints, which will be repeated throughout this document. Technology, the main topic of this toolkit, permeates all categories. Project teams new to designing interventions that support women-owned and -run enterprises — or any readers wishing to delve more deeply into any one or all of these areas — should consult Appendix 1, which provides further detail.8 OVERARCHING HORIZONTAL THEMES MAIN VERTICAL CONSTRAINTS 1. Social Norms 1. Legal & Regulatory Framework 2. Business Climate 2. Access to Finance 3. Technology 3. Training, Skills & Information 4. Access to Markets 8. Appendix 1 includes information on using technology to address social norms; improving the business climate and designing and implementing legal and regulatory frameworks; increasing access to finance; closing skills, training, and information gaps; and expanding access to markets. 16 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1. Overarching Horizontal Themes 1.1 Social Norms Social norms influence the formation, operation, and performance of women-owned businesses. They also affect access to and content of education, domestic tasks, child and elder care, permissible eco- nomic activities, and interactions with buyers and suppliers. All of these influences impact both women´s ability to conduct business and their self-perception, confidence, and ambition with regard to income- generating activities. Furthermore, male dominance and decision making often limit women’s ability to control the revenue generated by their businesses (Simavi, Manuel, and Blackden 2010) and their author- ity to allocate household assets. When women do earn income, they face added pressure to share their resources with family members. These underlying social norms directly impact the sectors of operations and business growth options women choose as well as their willingness and ability to invest in their businesses. In addition, social norms may limit women’s mobility and their access to and participation in informal communication networks, training, and critical financing. Social constraints also limit women's political engagement and leadership opportunities, which is critical to informing policy decisions about issues affecting women and their businesses (World Bank Group 2017a). In such environments, women overwhelmingly enter “safer,” socially acceptable sectors that offer fewer growth opportunities, have less capital and assets, and are more likely to operate in the informal market (World Bank Group 2019b). 17 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1.2 The Business Climate The aggregate result of discriminatory so- cial norms is that the overarching business climate for women is more challenging than that for men. Thus women-led firms tend to concentrate in low-productivity, low-technology, low-growth sectors such as hospitality, services, wholesale and retail trade, garments, textiles, and leather goods. Women-owned firms are more likely to be home-based and to have fewer employ- ees, lower average sales, and less value- added than firms owned by men (World Bank Group 2019b). All of these factors contribute to lags in performance: women-led firms show lower returns to capital and lower profitability (Cirera and Qasim 2014). Female Labor-Force Participation A foundational understanding of the broader landscape of female labor-force participation provides both context and insights into the state of female entrepreneurship, the industries into which women cluster, why women decide to pursue or pass up entrepreneurial opportunities, and whether these business endeavors succeed. The global female labor-force participation rate is higher today than it was three decades ago (Ortiz-Ospina and Tzvetkova 2017), but on average, little recent improvement has been made globally, even though advances have occurred in female economic participation in some coun- tries. Furthermore, women tend to be underrepresented in leadership and management positions and overrepresented in jobs of lower quality and informal and vulnerable economic activities, including self- employment in unregistered businesses with no bookkeeping practices and tax payments (ILO 2018). In addition, restrictive labor practices, along with women’s typically lower wages, longer life spans as compared with men, and shorter work lives due to maternity, child, and elder care duties place women at greater risk of facing poverty in old age. The factors that constrain women’s labor force participation include sectors and time of day, such as nocturnal shifts, during which women are prohibited from working; lack of legal provisions regarding part-time work; and limited or nonexistent government support for or provision of childcare services. These factors also limit the number of women who become business managers and leaders. Often, women’s employment decisions reflect the interplay among prevailing gender and social norms as- sociated with education and occupational choices, household and family responsibilities, mobility con- straints, and access to labor markets. Female Entrepreneurship Women’s engagement in entrepreneurship is crucial to improving their economic status. Female entrepreneurs not ony benefit from having a source of income, but they are also more likely to hire more female employees than do male entrepreneurs (Cirera and Qasim 2014). Women invest a higher percentage of their entrepreneurship and employment earnings in their households, thereby increasing overall amounts spent on education and health. Female entrepreneurship is also a viable economic and livelihood solution for older women in countries with an earlier mandatory retirement age for women, thus potentially helping to reduce the likelihood of poverty in old age. Owning and operating a business 18 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit can be particularly attractive in economies where social and legal restrictions as well as a lack of alternative employment opportuni- ties limit women’s options. Multiple constraints discourage both women and men from becom- ing entrepreneurs and starting firms, including time and number of procedures necessary to start a business, cost as a percentage of income to start a business, and government resources available to entrepreneurs. While both sexes face these constraints, they typi- cally lead to worse outcomes for women’s entrepreneurial activity than for men’s. It is also noteworthy that as economic development and education- al levels in a country increase, entrepreneurial participation among women declines while business closure decreases (Global Entrepre- neurship Monitor 2017). This means that, given the option, women tend to seek out employment rather than start businesses. When they do pursue entrepreneurial activity, however, their businesses are less likely to fail than those of men. The gender-specific constraints that women entrepreneurs face worldwide affect how they manage their businesses relative to men and inhibit business productivity and growth. By removing or significantly reducing barriers to female entrepreneurship, not only do women’s individual autonomy and economic and social well-being increase, but broader benefits accrue to the economy. 1.3. Technology Significant advances made in recent years to connect the poor to technology mean that more women are able to access technology and use it to overcome key constraints to starting and growing their businesses. Technology can be used to ease barriers arising from social norms by enabling communication and interaction without open violation of societal expectations. It can increase women’s access to market information, enable women to work more flexible hours, and increase their possibilities for working remotely. Training, savings programs, networks of peers, and communication with mentors or role models through social media or other Internet platforms can thus become available, helping to overcome the limited geographi- cal reach of program implementers and the time constraints on female entrepreneurs. Digital tools can help make busi- ness formalization and growth more accessible and can facili- tate women’s input into legal and regulatory reforms, their access to finance and credit tools, their entry into new markets, and their acqui- sition of skills and development of business acumen. 19 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Digitalization can make it easier for female entrepreneurs to comply with legal and regulatory requirements through electron- ic transactions allowing them to obtain an ID, register a business, or obtain a license without having to visit a government office. Effectively deployed, technology can also contribute to less discriminatory, more standardized processes and can help provide workable approaches to overcom- ing some of the restrictions that women face. Furthermore, through online plat- forms and e-government feedback mech- anisms, women’s voices can be heard when laws and regulations are formulated and implemented. Digitalization has increased women’s access to financial services in recent years. Digital financial services have bridged the gender gap in account ownership and access to credit by decreasing the cost of ac- cess to financial services and by bypassing social norms and mobility constraints. Innovations in digital technology can also help address skills and information gaps for women. The use of digital technology in programs to improve women’s business acumen and technical skills reduces cost barriers to program delivery and helps reach women who are unable to attend extensive in-class train- ings or who face logistical challenges in accessing support programs. Finally, technology permits more small-scale entrepreneurs to participate in markets, and it provides closer links between buyers and sellers through innovations in logistics chains. Mobile phones in rural areas provide entrepreneurs, including women, access to markets, enabling them to carry out financial transactions, including arrangements for sale and delivery of goods and services. Virtual marketplaces (VMPs) or e-commerce platforms make novel contributions in this area. VMPs also have the potential to lower trade barriers for women business owners by bringing female producers and traders closer to markets and making it easier for female entrepreneurs to borrow (World Bank Group and World Trade Organization 2020). Technology does have its limitations, including access, ownership, and use among women. Others in- clude the high cost of equipment; security concerns over user location, communication logs, and breach- es of personal data; and women’s lower technical literacy and confidence. Working with technology can require costly investments and a great deal of technical proficiency. Increased use of technology may go along with fraudulent schemes and online harassment. When deploying technology, it is therefore important to understand the full range and magnitude of the potential risks and to plan for carefully managing those risks. Appendix 1 provides more detailed background and potential technology solutions by theme and con- straint. It also includes Box 4: Limitations of Technology, which discusses disadvantages of technology that can make implementation expensive or risky. Use of technology creates its own criminal opportuni- ties. Because technology transforms how people communicate and conduct business faster than legal and regulatory frameworks can evolve to address those changes, privacy, security, and individual rights will continue to be central concerns. 20 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2. Main Vertical Constraints 2.1. Legal and Regulatory Framework Of the 190 economies surveyed in Women, Business, and the Law (World Bank Group 2020e), 90 per- cent have at least one law impeding women’s economic opportunities. Restrictive legal and regulatory frameworks can render more difficult the sometimes already difficult processes of registering a business, opening a bank account, or working without the permission of a husband or male family member. Re- strictive frameworks can also increase barriers to ownership, access, and control of assets such as land, housing, finance, insurance, and technology. Asset ownership is a critical means of generating income and facilitating access to credit. 2.2. Access to Finance Women continue to be less likely than men to have access to financial institutions or to possess a bank account. In spite of recent rapid increases in financial services between 2014 and 2017 — men’s bank account ownership in developing countries increased from 60 percent to 67 percent, while women’s ownership grew from 51 percent to 59 percent (Global Findex 2017) — the gender gap has stubbornly remained at 9 percentage points in emerging markets since 2011 (Global Findex 2017). Female-owned businesses account for 33 percent of the total SME finance gap, defined as the differ- ence between the available supply and the potential demand that could be met by financial institutions (International Finance Corporation 2017). Many women entrepreneurs do not even apply for loans due to such factors as low financial literacy, risk aver- sion, and fear of failure (Morsy 2020). Among those who do seek financing, lack of collateral is the most commonly cited impediment to securing a loan or credit. Women may also be subject to unfavorable banking practices, such as being charged higher in- terest rates and having to meet shorter repayment periods. They may also be hampered by having lower financial literacy as compared to males. As a result, women lose opportunities to invest in their busi- nesses, create jobs, reduce poverty, and strength- en economies, and banks miss out on new clients and customers. 21 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2.3. Training, Skills, and Information Women entrepreneurs frequently start businesses with less schooling and work experience and with lower levels of management skills than their male counterparts possess, constraining their businesses’ growth and chances of success (Cirera and Qasim 2014). Approaches to addressing WSME skill gaps traditionally cen- tered around a single type of intervention, such as business training workshops, but research has shown that, particularly for poor women, bundling interventions — such as skill and resource enhancements through financial management training and access to credit or savings accounts — is more effective (Buvinic, Furst- Nichols, and Courey Pryor 2013). Furthermore, when starting a business, women often do not have access to information regarding profitable sectors, market size, and local supply and demand dynamics. Their access to networks for sharing best practices relative to a specific industry and gaining in- formation on markets and prices may also be limited. Analy- sis (Cirera and Qasim 2014) of data collected by the Global Entrepreneurship Monitor about entrepreneurs worldwide indicates that subjective perceptions about one’s own skills, the likelihood of failure, and ability to access opportunities explain a significant portion of the gender gap in entrepre- neurial activity. Women are further disadvantaged by having fewer professional connections, role models, and mentor- ship opportunities. 2.4. Access to Markets Firms located far from markets face uncertainty Increase Inclusion Increase in sourcing inputs, affecting the volume and and 81% consistency of production and limiting sales. Profit Equity Margins Female entrepreneurs’ access to markets can be further constrained by social norms restrict- of women in ing their mobility, thereby impeding access to market information. In addition, women-owned businesses tend to be smaller, with fewer em- INDIA use ICT for ployees and lower average sales. As a result, communication and networking buyers’ volume requirements may be a barrier. purposes Negotiate Fair Moreover, information about the type of Sales Prices goods in demand, quality standards, branding and presentation requirements, and pricing is not as readily accessible to women entrepre- neurs, who may be unable to interact regu- larly with buyers. Established buyers and sell- ers can engage in collusive activity that limits opportunities for new entrants to a market. Communicate with buyers and sellers In combination, these factors can severely im- if physical meetings are culturally pact women’s attempts to access new and larg- discouraged or laws mandate that workers be segregated by sex er markets. 22 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit IV. CHAPTER The Diagnostic Process This section outlines a systematic approach project dix 2) to facilitate review and interpretation of the data. teams can use to identify a country’s predominant con- The second part consists of guidance for conducting straints to female entrepreneurship. It consists of two field-based research to obtain qualitative information parts. The first is a desktop diagnostic tool that provides derived from focus group discussions and interviews access to a comprehensive set of indicators, organized across four stakeholder groups: (a) women entrepre- into seven categories (social norms; business climate; neurs;9 (b) government officials; (c) support organiza- legal and regulatory frameworks; access to finance; tions that work with entrepreneurs; and (d) private sec- training, skills, and information; access to markets; and tor entities. The collected information is used as input access to technology), that can be used to detail the into program design or to recommend policy reforms quantitative dimensions of female economic partici- that support female entrepreneurship. pation, along with a Data Analysis Guide (see Appen- 9. A women-owned business is generally defined as an enterprise that is at least 50% owned and operated by a female. 23 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit F I G U R E 1 . The Diagnostic Process Overarching Themes ST E1 STAG AG E2 ST AGE 3 Social Norms Business Climate Technology Main Constraints Stage 1: Desktop Review An automated data-generation tool provides comprehensive country snapshoots of the context in which female entrepreneurs and workers operate. Legal & Regulatory Framework Stage 2: Field Work Investigate through discussions and interviews with four groups of stakehold- ers the “why” behind the information generated during the desktop review. Access to Finance Women Support Government Private Entrepreneurs Organizations Officials Sector Entities Training, Skills & Information Stage 3: Analysis Develop multimethod analysis using both quantitative data and qualitative Access to Markets information to understand barriers facing women in starting and growing their businesses. The desktop indicator set draws on pertinent data- research provides a rapid assessment and analysis that bases, statistics, and online reports. The field-based facilitates and helps guide the country diagnostic pro- research is based on a set of discussion guides (see cess. It also supports and systematizes the review of Appendix 4) for each of the stakeholder groups and is comparable global data and benchmarking. For the in- meant to be deployed either through focus group dis- country work (whether virtual and remote or in-person), cussions or in individual interviews. Findings from field it provides further data, insights, and analysis. This in- research provide nuanced insights and information that cludes data collection as part of stakeholder outreach cannot be captured through quantitative research and to provide additional data points and research findings. analyses alone. Information provided by this diagnostic offers snap- shots of the current landscapes for women running This two-step process, by providing empirical data MSMEs at different levels of firm maturity and develop- and primary source information about the context in ment as well as of the methods they use to navigate which women operate their businesses, guards against social norms and constraints to grow their businesses. the possibility that preconceptions and bias will influ- This granular information is used to shape the design ence project design and policy advice. It also ensures of policy and project interventions in ways likely to lead comprehensive stocktaking across pertinent topics to measurable outcomes in the areas most relevant to and stakeholders. women entrepreneurs. Focus group findings can also contribute to a broader-based understanding of wom- When analyzed together, desktop indicators and an- en entrepreneurs´ growth potential within a country swers to field-based questions will yield a rich contex- or sector and to the early identification of future con- tual understanding of the environment in which women straints and barriers to business growth. entrepreneurs operate their businesses. The desktop 24 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1. Desktop Diagnostic The automated data-generation tool in this toolkit is available online (click here to access the prototype) and pro- vides comprehensive country snapshots of the context in which female entrepreneurs and workers operate and allows for country and regional comparisons. At the click of a button, the tool generates country-level information across some 125 indicators, organized by the toolkit’s topics: access to finance; access to markets; business cli- mate; legal and regulatory framework; social norms; training, skills, and information; and technology. Sources for all indicators are referenced in the online automated data generation tool. In addition to this automated method of compiling quantitative data, teams should also seek to answer a list of supplementary questions by looking for respective data and information that may exist in-country but cannot be automated. Suggested data sources for these supplementary questions, if applicable, are indicated in parentheses in this toolkit. Figure 2 provides a com- plete list of the indicators and secondary questions. 25 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit F I G U R E 2 . Indicators and Secondary Questions SECTION SOCIAL NORMS GENERAL Percentage of male population age 15+ with primary schooling (UNCESO) MOBILITY (AS PROXY FOR Percentage of women (age 15+) without a national ID (Findex) Percentage of female population age 15+ with secondary TRANSPORTATION) schooling (UNCESO) Can a woman choose where to live in the same way as a man? Percentage of men (age 15+) without a national ID (Findex) (Women, Business and the Law) Percentage of male population age 15+ with secondary schooling (UNCESO) Female mean age at marriage (WBG Gender Data Portal) Can a woman travel outside her home in the same way as a man? Percentage of female population age 15+ with tertiary schooling (UNCESO) (Women, Business and the Law) Average age of females at the birth of first child (OCED) Percentage of male population age 15+ with tertiary schooling (UNCESO) Can a woman apply for a passport in the same way as a man? HEALTH, EDUCATION, & TIME (Women, Business and the Law) MANAGEMENT Time men spend in unpaid work (includes: housework, shopping, child/adult care, etc.) (OECD) VOICE AND AGENCY Maternal mortality ratio per 100,000 live births (World Health Organization) Time women spend in unpaid work (includes: housework; shopping; Social Institutions Gender Index (OECD) Total fertility rate (World Development Indicators) child/adult care, etc.) (OECD) Proportion of women in ministerial-level positions Women of reproductive age who have their family planning needs met GENDER BASED VIOLENCE (GBV) (WBG Gender Data Portal) (World Health Organization) Percentage of women who have experienced physical and/or sexual What is the country's political participation ranking? (GovData 360) Adult female literacy rate (UNCESO) intimate partner violence within the last 12 months (Global Database on Violence Against Women) SECONDARY QUESTIONS Adult male literacy rate (UNESCO) Lifetime physical and/or sexual intimate partner violence (Global Does the country have any specific offenses on trafficking in persons Percentage of female population age 15+ with primary schooling (UNESCO) Database on Violence Against Women) in their legislation? (UNODC, Global Report on Trafficking in Persons) How well are men and women represented in business associations, private sector management, and boards? (Enterprise Surveys) BUSINESS CLIMATE LABOR FORCE BUSINESS CLIMATE TEA of females in female working age population as percentage of total (Global Entrepreneurship Monitor, 2019) Female labor force participation rate in the country (ILO) Number of procedures for males to start a business (Doing Business) Female/Male Opportunity-Driven entrepreneurs: percentage of female Male labor force participation rate in the country (ILO) Number of procedures for females to start a business early stage opportunity-driven entrepreneurs divided by percentage (Doing Business) of their male counterparts (Global Entrepreneurship Monitor, 2019) Female permanent full-time workers (Enterprise Surveys) Time in days for females to start a business (Doing Business) Percentage of firms with a female top manager (Enterprise Surveys) Female part-time employment rate (OECD) Time in days for males to start a business (Doing Business) Perceived ease of doing business (Doing Business) Percentage of the population that is self-employed (ILO) Cost as a percentage of income per capita for females to start a Percentage of firms identifying A2F as major constraint Male informal employment as percentage of total nonagricultural business (Doing Business) employment (ILO) (Enterprise Surveys) Cost as a percentage of income per capita for males to start a What is the perceived attitude toward entrepreneurial failure? (Global Female informal employment as percentage of total nonagricultural business (Doing Business) employment (ILO) Competitiveness Report, World Economic Forum, 2018) Female/male TEA: percentage of females (ages 18-64) who are SECONDARY QUESTIONS Wage equality for similar work nascent entrepreneurs or owner-managers of a new business (World Economic Forum, Executive Opinion Survey) divided by equivalent percentage of their male counterparts (Global Are there chambers of commerce or boards of trade in the country? Percentage of females employed in agriculture (ILO) Entrepreneurship Monitor) (World Chambers Network Database) Percentage of males employed in agriculture (ILO) Percentage of women entrepreneurs with informal versus formal Country's Global Innovation Index score (GII website) businesses (i.e. female entrepreneurs that pay taxes on business Do social/cultural norms encourage or allow actions leading to Percentage of females employed in services (ILO) revenue) (ILO) business methods which increase personal wealth/income? (GEM) Percentage of males employed in services (ILO) Percentage of firms with majority female ownership Does the national culture encourage innovativeness and creativity? (GEM) (Entreprise Surveys) Percentage of females employed in industry (ILO) Is the national culture supportive of individual success achieved Percentage of sole proprietors who are women (Doing Business) through one´s own personal efforts? (GEM) Percentage of males employed in industry (ILO) Percentage of sole proprietors who are men (Doing Business) Does the national culture emphasize self-sufficiency, autonomy, and Percentage of women in wage employment in nonagricultural sector (World Bank, World Development Indicators) Women as a percentage of total directors of newly formed LLCs personal initiative? (GEM) Country Economic Participation and Opportunity Index (World (Doing Business) Does the national culture encourage entrepreneurial risk taking? Economic Forum, Gender Gap Report 2016 Database) Men as a percentage of total directors of newly formed LLCs (GEM, 2015) (Doing Business) TECHNOLOGY SOCIAL NORMS BANKING AND TECHNOLOGY Can a broadband connection request be completed entirely online? (WBG DBI database) Percentage of persons with mobile phones by gender (OECD) What percentage of women make or receive digital payments? (Findex) What is the average price for a month of business broadband Percentage of users with access to the Internet, female (ITU What percentage of women have a mobile money account? (Findex) connection with at least 10 Mbps download speed and unlimited data Development Statistics) usage? (WBG DBI database) What percentage of men have a mobile money account? (Findex) Percentage of users with access to the Internet, male (ITU SECONDARY QUESTIONS Development Statistics) What percentage of females in the country utilized mobile money services in the last 12 months? (Findex) Is there a significant difference in mobile usage in urban versus rural areas? Mobile Connectivity Index (country performance against key enablers of mobile Internet adoption: infrastructure, affordability, consumer What percentage of males in the country utilized mobile money What, if any, are the perceived constraints for women having readiness, content and services) (GSMA Statistics) services in the last 12 months? (Findex) mobile phones? Percentage of women that use mobile phone or Internet to pay bills or INNOVATION AND TECHNOLOGY Is the government collaborating with any mobile phone manufacturers buy goods online (Findex) IN ACCESSING MARKETS or 2G, 3G, or 4G providers to improve connectivity? (GSMA) Percentage of men that use mobile phone or Internet to pay bills or Percentage of firms with their own websites (Enterprise Surveys) Does the country have established national e-commerce platform(s) buy goods online (Findex) that SMEs access? (GSMA) 26 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit SECTION LEGAL AND REGULATORY FRAMEWORK FAMILY LAW Does a woman's testimony carry the same evidentiary weight in court Can women interact freely with men in a business context? (Women Percentage of women married before age 18 as a man's? (Women Business and the Law) Business and the Law) (World Development Indicators) Does the law provide for the valuation of nonmonetary contributions Does the law prohibit discrimination in employment based on gender? There is no legal provision that requires a married woman to obey her (i.e., unpaid domestic work)? (Women Business and the Law) (Women Business and the Law) husband? (Women Business and the Law) CREDIT AND FINANCE LAWS Is there legislation on sexual harassment in employment? (Women Can a woman be head of household in the same way as a man? Business and the Law) Can a woman legally open a bank account in the same way as a man? (Women Business and the Law) (Women Business and the Law) Does the government support or provide childcare services? (Women Do married couples jointly share legal responsibility for financially Business and the Law) Does the law prohibit discrimination in access to credit based on maintaining the family's expenses? (Women Business and the Law) gender? (Women Business and the Law) Are there criminal penalties or civil remedies for sexual harassment in employment? (Women Business and the Law) LEGAL RIGHT TO ASSETS Can a woman sign a contract in the same way as a man? (Women Business and the Law) PAY Do men and women have equal ownership rights to immovable property? (Women Business and the Law) Can a woman register a business in the same way as a man? (Women Does the law mandate equal remuneration for work of equal value? Do women have equal access to register property, as part of property Business and the Law) (Women Business and the Law) rights index? Do men and women have equal ownership rights to WORKPLACE Are women able to work in the same industries as men? (Women immovable property? (Women Business and the Law) Business and the Law) Can a woman get a job in the same way as a man? (Women Business Do sons and daughters have equal rights to inherit assets from their and the Law) Are childcare payments tax-deductible? (Women Business and the Law) parents? (Women Business and the Law) Can women work in jobs deemed dangerous in the same way as men? SECONDARY QUESTIONS Do female and male surviving spouses have equal rights to inherit (Women Business and the Law) assets? (Women Business and the Law) Are there enabling policy frameworks/data legislation to support long Are men and women separated from working together at employment term investments in new technology solutions and applications, such Does the law grant spouses equal administrative authority over assets locations? (Women Business and the Law) as the use and protection of big data? (GSMA) during marriage? (Women Business and the Law) ACCESS TO FINANCE BANK ACCOUNTS What percentage of men have a debit card? (Findex) SECONDARY QUESTIONS Account ownership at financial institution or with a mobile-money- CREDIT Does the country’s central bank require that financial institutions provider service provider, female (WBG Gender Data Portal) provide sex-disaggregated data on bank accounts and savings What percentage of women have a credit card? (Findex) account ownership? Account ownership at financial institution or with a mobile-money- provider service provider, male (WBG Gender Data Portal) What percentage of men have a credit card? (Findex) Is it legal for financial institutions to collect customer data by sex? Is Percentage of Financial Institution Account Owners by gender (Findex) What percentage of women borrow from a financial institution? (Findex) the data reported publicly or to the government? What percentage of business loans go to WSMEs in the country? SAVINGS What percentage of men borrow from a financial institution? (Findex) Does the country have online or electronic immoveable collateral Saved at a financial institution, female (Findex) What percentage of women borrow from family or friends? (Findex) registry program(s)? Saved at financial institution, male (Findex) What percentage of men borrow from family or friends? (Findex) Does the country have online or electronic collateral registry What percentage of women saved to start, operate or expand a farm What percentage of women borrow from a savings club? (Findex) programs for moveable collateral (machinery, jewelry, etc.) or business? (Findex) Do women in the country have equal access to the online or electronic What percentage of men borrow from a savings club? (Findex) moveable and/or immoveable collateral registry program(s)? What percentage of men saved to start, operate or expand a farm or business? (Findex) Percentage of female agricultural landholders (FAO) Do Fintech programs exist that use big data (mobile phone or utility What percentage of women have a debit card? (Findex) Percentage of male agricultural landholders (FAO) bills) to determine credit-worthiness? ACCESS TO MARKETS Does the country´s physical infrastructure (roads, utilities, Percentage of firms identifying customs and trade restrictions as Does the government have a procurement process that encourages communications, waste disposal) provide support for new and major constraint (Enterprise Surveys) SMEs and WSMEs to bid on government contracts? growing firms? (Global Entrepreneurship Monitor, 2019) Percentage of firms whose new products/services are also new to the Is there a WEConnect office in the country? If so, how many women- Percentage of firms expected to give gifts to public officials to get main market (Enterprise Surveys) owned businesses are registered with the country's WEConnect office? things done (Enterprise Surveys) SECONDARY QUESTIONS Does the government have an export promotion agency that assists Days to obtain an import license (Enterprise Surveys) with licenses, offers trainings, organizes trade missions, etc.? Has the government recently engaged in or committed to infrastructure projects to increase accessibility and affordability of ICT services? TRAINING, SKILLS & INFORMATION Percentage of country´s labor force with business skills (accounting, Does the government offer programs that teach women about jobs in Are there in-country business incubators and accelerators (UBI Global communications, finance, management, marketing, sales)? (Global different sectors, training involved, expected earnings, etc.? Directory of business accelerators and incubators, 2019-20) Also see Skills Index, 2019, published by Coursera) https://www.galidata.org/accelerators/directory/ Are there government agency resources such as training programs Is there a percption that government programs aimed at new and available to entrepreneurs? Does the country have a STEP (Skills & Training for Employment growing firms are effective? (Global Entrepreneurship Monitor, 2018) Program) initiative? Enterprise Surveys Are there any training programs offered by the government SECONDARY QUESTIONS specifically for women? How easy is it for business owners to find skilled employees? What in-country support organizations exist and what support services do they offer? 27 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1.1. Overarching Horizontal Themes: Indicators Indicators under the Social Norms rubric cover topics such as health, education, mobility, voice and agency, and gender-based violence. These include measures of women´s education levels, access to health-related services, domestic obligations, experiences of violence, freedom of movement, and rep- resentation in their community and beyond. From a development perspective, social norms must be examined both for their particular effect on women’s business opportunities and in terms of how they interact with and likely exacerbate other barriers to female economic participation. Understanding the social context better enables project teams to (i) diagnose gender issues affecting women business owners, (ii) develop workable solutions in project design, and (iii) determine the policy reforms required to remove the barriers identified. To obtain the most accurate understanding of conditions, it is important to recognize that the difficulties women face in accessing markets or in entering specific sectors may not be the same across countries or regions, even if social norms appear similar on the surface. A careful analysis is required to reveal women´s and men´s domestic responsibilities, their respective levels of economic activity, the sectors in which they are employed, and the jobs they hold. The Business Climate indicators provide a broad view of the prevalence of entrepreneurship and the ease of doing business within a country by considering the percentage of the population that is self-employed and the specific business organizations and programs in place (such as chambers of commerce, business incubators, and accelerators). A second set of indicators specifically addresses working women and as- sesses the origins of female self-employment, considering, for example, if it is due to necessity or opportu- nity and how common it is for women to be business owners, leaders, and managers in a country. Indicators on Access to Technology assess women entrepreneurs’ business environments in terms of low, medium, or high levels of technology use and gather information about cell phone ownership, use of mobile technology to conduct digital transactions, access to the Internet, and ability to harness technol- ogy to communicate with customers and promote products. The information gathered can serve as an initial indication of the infrastructure available, government technology policy initiatives, and the range of viable digital solutions project teams can consider including in program design. 1.2. Main Vertical Constraints: Indicators Indicators pertaining to the digital toolkit´s four main constraints help assess the breadth and depth of barriers that women entrepreneurs confront when starting and growing a business. Legal and Regulatory Framework indicators largely follow findings published in the Women, Business, and the Law annual report and are intended to solicit information about women´s legal rights in a country. The indicators investigate national laws regarding conditions inside and outside the home, including a woman´s ability to inherit and hold assets, to access credit and sign contracts, and to receive legal pro- tection from sexual harassment and other forms of discrimination. Taken together, the legal and regula- tory indicators shed light on how valued and visible women are in a society relative to men and the extent of the progress that women have made toward gender equality. This information can highlight where further legal and policy action is needed. Access to Finance indicators cover women´s level of financial inclusion with an emphasis on digital finan- cial services (DFS). Indicators cover both access to and use of DFS to better understand the day-to-day use of products beyond account opening. Global Findex data provide some of these insights. In addition to the information on digital finance, data on bank account ownership, the savings rates of women entre- preneurs, and their sources of credit are included. The data compiled here reflects the extent to which women can use both traditional financial services and digital providers and services. 28 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Indicators related to Training, Skills, and Information reveal the resources and tools available to female entrepreneurs and their employees to improve business performance, who is providing these services, and the ease with which employers can find employees with the skills needed to perform jobs. These data can help assess, for example, whether women can obtain the training they need to improve their own performance and to build the skills of their employees. The Market Access indicators provide insight into the infrastructure in which entrepreneurs operate their businesses. The range of issues covered includes the quality and reliability of roads, electricity, and ICT; and the ease of obtaining an import license and conduct international trade. This data aim to identify the ease with which women open businesses, source business inputs, and expand their customer base. The majority of the desktop indicators were selected for inclusion in this toolkit’s diagnostic because they can be found in comprehensive and regularly updated databases that include datapoints for most developing countries. Although some indicators specifically focus on women, others do not distinguish between male and female en- trepreneurs and apply directly to firms, as is the case with all the indicators under the Access to Markets topic. In this case, the project teams will obtain gender-specific information through field-based focus group and interview questions as well as by consulting complementary national data where these are available disaggregated by sex. In addition, it is important to recognize certain limitations related to the data provided by the data-automation tool. The quantity and quality of data will not be uniform across countries; for some, publicly available data on the constraints and themes covered by this toolkit will be limited, and additional data from other sources may be required. In these situations, field-based research will be especially important for filling data gaps and for enabling comparisons between what stakeholders express in the focus groups and interviews and the available country data. Finally, the identified constraints faced by women entrepreneurs are not ranked. Each project team will need to determine, based on the country-specific information collected in the desktop and field-based phase of their work, which are the most critical constraints and barriers faced by women entrepreneurs, based on research con- ducted, and design project activities accordingly. 1.3. Data Analysis Guide The sheer amount of data generated by the online data tool can be daunting at first glance. The toolkit includes a short Data Analysis Guide (see Appendix 2) intended to help users assemble an overall data pic- ture that “tells a story” and that can then be given more detail either by undertaking additional analysis of the data in the toolkit or by consulting additional sources, such as national statistics and gender reports. 29 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2. Field-Based Diagnostic Field-based questions inves- FIGURE 3A. tigate the “why” behind the SAMPLE DISCUSSION GUIDE country-specific data generated >> PLEASE SEE APPENDIX 4 FOR THE FULL SET OF DISCUSSION GUIDES during the automated desktop diagnostic and review of sup- Introduction: plementary questions and data, • Welcome and thank participants • Introduce yourself and the purpose of the focus group:55 helping teams gain better under- standing of the current environ- • I am [leader of a project team] at the World Bank. • It is very important that you do not discuss any- ment for women entrepreneurs My team is collecting information on the situa- thing that takes place during the discussion with tion for women entrepreneurs in [country] for a anyone once you leave here. This means that and the challenges they face. report that will guide policy and project design in you should not tell anyone outside of this group the future, around the world but also specifically who was here or what they said. This will protect The field- and desk-based re- in [country]. Information collected during our dis- everyone’s right to confidentiality. search will take approximately cussion today will remain confidential and will not • During this discussion I would request you to be attributed to you personally, but it will be used please respect each other and each other’s 20 days10 to conduct, including by project teams for further action. opinions expressed here. This means that, while data generation and analysis, • This effort is being carried out because eco- you are free to disagree with each other, please nomic analyses of national GDP have consis- don’t single out anyone in the group for criticism advance stakeholder research, tently shown that enterprises led by women can or negative comments about their opinions. If ei- contribute substantially to country income but ther of us feels that any behavior is disrespectful in-country interviews, and the that they are often underdeveloped because or disruptive, we may interrupt the discussion. process of combining informa- they face barriers that businesses owned by men do not confront. Also, multinational and • Do you agree to participate, with the under- standing that our discussion will be audio-re- tion from the desktop diagnostic some regional companies have discovered that corded? Even if you say yes now, if at any point they can reap positive business results from and field-based interviews into diversifying their supplier base from a gender during the discussion you are uncomfortable with being recorded, you can let me know and a final report. The guides outline perspective. So, from both a public and a pri- vate sector viewpoint, this topic has taken on we will stop. There will be no negative conse- quences for you or for anyone else. how to prepare for focus group increasing importance. • Now I will ask questions by topic in a specific • I will be exploring with you your experience in discussions and individual inter- starting and operating a business. We are trying order. It would be very helpful if your respons- es remain within the topic area of the question views, including tips on encour- to identify barriers as well as to help formulate being asked. potential programs that might facilitate success. aging the active participation of all stakeholders and keeping dis- Getting Started: cussions on point. See Figures 3A • Name and B as examples. All participants should introduce themselves and their businesses. • Sector Write their answers on a flip chart. • Products Be sure to suggest and enforce Teams should review desktop A TIME LIMIT • # of Years in Business data and conduct preliminary • # of Employees / Size online research related to focus Opening the Discussion: • Do You Export? Yes/No group participants. In addition, In your country’s economy, do you think there is they should become familiar with room for women to start and grow businesses? any in-country government pro- 55. The following section will need to be amended if non-WBG organizations use this discussion guide. grams, relevant support organizations, and Using private tions (marked in bold), should first be asked to build a 94 Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit sector initiatives to support women entrepreneurs. Af- foundation. These can then be followed up with deep- ter this initial research, teams should tailor the discus- er, more specific and probing questions, depending sion guides accordingly. on the data analysis findings, participants´ responses, and the direction being considered for the project; The guides are designed for flexible use and should be listed under “Further Detail,” these additional ques- adapted to individual circumstances, such as group dy- tions may potentially reveal nuances and more de- namics or time constraints. Open-ended, broad ques- tailed explanations. 10. While the diagnostic and potential project interventions are gender-targeted, the indicators included here could also be incorporated into projects diagnostics that are gender neutral to provide better understanding of the conditions in which women live and run their businesses. Thus, this information could be used to design projects with an increased likelihood of achieving female participation. 30 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit An additional goal of the field-based work in a given country, across topics and stakeholder categories, is to gather information on technology use and digital enablers to determine if women entrepreneurs are operating their businesses in a low-, medium-, or high- tech environment. Project teams will be able to assess the level of technology available in each context and the extent to which women entrepreneurs are able to harness its potential. The field investigations should be directed toward answering two questions: First, what technology is currently being used? And second, what technology isn´t being used but could be employed with relative ease? Stakeholder Identification Discussion Guides Carefully selected participants for the focus groups Questions in the discussion guides for women entre- and individual interviews will lead to robust, relevant preneurs, government officials, support organizations, information from a representative array of stakehold- and private sector entities mirror the topics covered ers. It is important to have suitable representatives by the indicators in the desktop diagnostic and share from each group who can speak to the issues raised the focus on the three overarching horizontal themes in the discussion guides and adequately answer the (social norms, business climate, and technology) and questions asked, thus enabling project teams to bet- four main vertical constraint areas (legal and regula- ter evaluate context through a gender lens. Stake- tory framework; access to finance; training, skills, and holder views will differ; some may not be concerned information; and access to markets). The questions at all about constraints faced by women entrepre- seek to unearth details about the barriers preventing neurs, as determined by the desk analysis, but rather women from starting, operating, and growing suc- express worry over other issues. This unexpected in- cessful businesses. Qualitative field research is also formation is equally important to consider in project very important in order to avoid drawing incorrect design. In many instances, the field-based process conclusions based on data provided through the au- can establish common ground among the partici- tomated desktop indicators. For example, access to pants, clarify the benefits of collaboration, and serve finance may be restricted due to sector-specific char- to draw in stakeholders who might otherwise ob- acteristics, such as a higher firm failure rate or smaller struct the project team’s efforts. Ideally, stakehold- firm sizes. In addition, these sectors may have a higher ers will represent a diverse set of experiences and concentration of females, such as in the services and opinions (new and established businesses, men and textiles industries; women entrepreneurs in these sec- women, older and younger individuals, the full range tors, unlike men in sectors viewed more favorably by of a country’s ethnicities, urban-rural, and so on). For financial institutions, may be unable to obtain credit. country-level analysis and projects, representatives Such cases require a different approach than simply of the four key groups should come from a range of interpreting from the automated desktop diagnostic sectors and scales of operation, including local, re- that females are discriminated against unilaterally.11 gional, and national perspectives. In cases where the Thus, after the desktop diagnostic has been com- stakeholders come from a more concentrated, homo- pleted and an analysis of the data performed, proj- geneous population — from a specific industry/sec- ect teams will use this this country-specific, desktop tor or geography or sharing a common characteristic information to customize questions in the interview (such as youth, ethnic minority, refugee status, and so guides to establish the circumstances behind what is on) — the focus groups and interviews should reflect revealed in the data. this emphasis, allowing more in-depth analysis and better-targeted and designed interventions. 31 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Women FIGURE 3B. Entrepreneurs Field-Based Discussion Guide for Women Entrepreneurs Questions in this interview guide >> PLEASE SEE APPENDIX 4 FOR THE FULL SET OF DISCUSSION GUIDES follow the topical areas covered in the desktop diagnostic. Questions pre- I. FOCUS GROUP DISCUSSION GUIDE: WOMEN ENTREPRENEURS sented aim to solicit feedback about how How to Use This Guide: and to what extent the growth, or lack The purpose of this discussion is to help collect on-the-ground qualitative information to provide context for and thereof, of female-owned firms may have validation of desk-top data findings. As such, to probe the topics most relevant to the country and context, the menu of questions presented below should be tailored based on the preceding data analysis. been influenced by gender-related fac- Specifically, the main questions — marked in bold — will likely need to be asked in each discussion. Questions marked tors. Questions also seek to identify bar- “Further detail,” however, should be curated according to the context. It is not necessary in a qualitative interview to follow the questions in a prescribed order. Do take notes, however, and try to capture important phrasing verbatim. riers women confront based on the coun- These focus groups and interviews are intended to be structured conversations rather than formal surveys. “Yes” try’s legal and regulatory framework and or “no” answers are virtually useless in qualitative research, so it will be important to build trust and to try to get more elaborate, candid answers. Encourage a fluid conversation and look for segues into the next topic, as how they adapt to them and the extent to opposed to following a stilted question-answer-question-answer pattern. Ask probing questions, such as “Would you explain further?”, “Can you provide an example?”, or “Could you please clarify your answer?” which they can obtain financial services To make the best use of the available time and to get the most out of the discussions, be vigilant about staying on and credit, save money, access markets, topic and attentive to participants who take the discussion away from the research questions to discuss unrelated topics of interest to them. In these situations, moderators should remind the group of the research topic and return and gain the skills necessary to grow their participants’ attention to the questions. businesses. Overall, these questions help Helpful Tips for the Moderator: reveal social norms that may prevent • Tailor focus group discussion times and locations • Ensure that focus groups are homogeneous; for women from using digital technology in to fit entrepreneurs’ needs. example, group participants whose businesses or • Keep the size of focus groups to seven to ten par- backgrounds are uniformly rural, urban, small, mi- their business operations, evaluate how ticipants and limit the discussion time to no more cro, indigenous, etc. than two hours.54 • For the most part, the focus group questions in advanced women are in employing tech- • Make sure participants are identifiable by their full this discussion guide are intended for women running formal businesses. Some questions may nology-enabled financial services, and names. Name tags should be used for in-person gatherings, and online accounts should require therefore not be relevant to or understood by en- trepreneurs with informal, subsistence-level busi- gather information on their use of tech- full names for registration. For virtual meetings, be sure to assess beforehand whether each par- nesses. nologies such as email, social media, e- ticipant has reliable access to the online meeting • Create an open and friendly atmosphere that sets platform to be used. participants at ease. commerce, and business websites to ac- • When beginning each focus group, discuss confi- • Observe group dynamics and encourage dis- dentiality and consent. cussion by drawing in participants. Respond to cess new customers and markets. • Explain all ground rules. Examples include: “Only speakers and direct the discussion to other par- one person speaks at a time. There are no wrong or ticipants. For example: “Thank you. What do other right answers. Participants may address each other people think? Does anyone else have a different thought or strategy?” Point out contradictions and Questions provided are intended for focus- directly. Turn off your phone or put it on vibrate.” ask other participants for their opinions. group discussions with women who own been achieved. Ultimately, the questions seek to reveal 54. For discussions which might become stagnant and lose participant momentum, consider breaking for interactive exercises such as the ones described in and/or managing MSMEs in either urban or rural set- “Understanding people’s perspective on identification; a qualitative research toolkit”. tings. Participants in these discussions should reflect 93 whether addressing gender gaps in entrepreneurship Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit the characteristics of the project’s target population in is a government priority and whether the government terms of business size, years in operation, number of programs in place and specific measures being taken employees, sectors, and revenue. If a target population are benefiting women entrepreneurs. Questions about has not been determined, it is important to segment technology are integrated and evaluate the extent to the group based on projected profiles of beneficiaries which the government uses and promotes technology that may be targeted, because constraints will vary by to support female entrepreneurs. subgroup (urban/rural, micro/SME, and so on). The questions are intended for government adminis- Government Officials trators, ideally in the Ministry of Economy, Small Busi- Individual interviews with government of- ness Administration (if applicable), Ministry of Industry, ficials are intended to solicit firsthand infor- Ministry of Finance, Financial Consumer Protection mation about current public programs or reforms that Agency, and Central Bank. If a Ministry for Women’s support women entrepreneurs as well as about the ex- Affairs exists, it is important to determine prior to the tent to which public entities are aware of and working interview whether its focus includes female entrepre- to close gender gaps pertaining to entrepreneurship. neurship and, if so, the types of programs and activities Questions assess the extent to which the government it pursues. Include a wide range of government repre- is working to improve women’s economic participation sentatives in terms of seniority, gender, and agencies. through specific programs and what results, if any, have 11. For additional information on this topic, please refer to “Access to Finance in Sub-Saharan Africa: Is There a Gender Gap?” (Aterido, Beck, and Iacovone 2013). 32 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Support Organizations Private Sector Entities Questions in this section assess the range Questions for private sector entities elicit of services that support organizations pro- information about businesses´ interactions vide to female entrepreneurs and seek to with WSMEs. The aim here is to understand reveal the organizations’ views on the entrepreneurial the level of engagement between large firms and ecosystem within their communities. Questions focus women entrepreneurs, whether the firms offer spe- on laws and regulations as they relate to women busi- cial programs or participate in activities that support ness owners, government-sponsored programs to female entrepreneurs, and more specifically whether facilitate entrepreneurship, the support organizations’ these activities deploy digital technology. Particular relationships with financial institutions, angel investors, attention is paid to the country’s key value chains, es- and other early-stage financing vehicles. They also pecially those in agriculture and light manufacturing. probe into programs that support women’s access to Where relevant, the role of women in the gig econo- finance, skills, and markets. In addition, technology- my will also be addressed. related questions seek to reveal the degree to which organizations deploy technology to support female Questions also seek to understand attitudes toward entrepreneurs. women-owned businesses and barriers firms identify in doing business with WSMEs: from providing them Participants in this focus group should include local with services to using them as suppliers. They also and international NGOs that implement SME develop- look into company policies and practices, including ment programs, business associations, chambers of whether they track relevant gender data on percent- commerce, or other support organizations that spe- age of female suppliers or customers and other infor- cifically include or serve WSMEs. The ideal participant mation. assembly will include a wide range of stakeholders representing various support organizations. Participants in this discussion group should include business managers, procurement officers, and indus- try representatives; key members of the financial sec- tor from commercial banks, micro-finance institutions, co-ops, and credit unions; and digital financial service providers, including mobile network operators (MNOs) and fintechs that may potentially work with WSMEs or on WSME-related financing initiatives. If determined relevant, teams should also consider meeting with telecommunications companies. The exact composi- tion of these groups will depend on the nature of the project, but they should not include WSMEs, in order to offer space for independent information gathering from private sector partners. 33 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 3. Distilling Diagnostic Analysis and Findings When the diagnostic is complete and the project count short-term versus long-term goals and issues team has reviewed the supplementary questions repeatedly raised in the focus groups and interviews. and gathered applicable country information, Prioritizing potential interventions should also reflect the next step is to integrate the desktop and field- discussions with the in-country government and key based findings. stakeholders to discern their priorities and views on feasibility and costs and to foster potential implemen- Teams should use all findings to conduct an informed tation partnerships. See Box 1 for guidance on how to exercise that prioritizes the gender-related issues re- develop multimethod analysis using both quantitative vealed during the diagnostic process, taking into ac- data and qualitative information. B O X 1 : Multi-Method Use of Qualitative and Quantitative Data Economists are trained to value quantitative data but qualitative interviews can be seen as insufficiently “objective”. From the broader perspective of social science research, however, the two types are complementary and preferable when used in a multi-method analysis. The quantitative, “macro“ data offer a view from a distance, but no explanation for results. The qualitative information offers a ground view explanation, but with the limitations of a local perspective. A multi-method analysis is especially required for evaluating women’s economic data because of: (1) significant measurement gaps remaining in available data and (2) high risk of projecting analyst bias to explain quantitative data. The process is to tack back and forth between methods, checking one against the other to validate, reconcile, or select the final findings, sometimes by using additional sources. Below is a process diagram which provides a structured approach to synthesizing quantitative data and qualitative information into a coherent diagnostic analysis. 34 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit FIGURE 4. Multi-Method Use of Qualitative and Quantitative Data 1. 3. 2. Assemble Compare themes and Review qualitative and review repeated responses with re- material noting key quantitative lated quantitative measures themes and data repeated responses 4. Make lists of important contradictions, similarities, and gaps between the two 5. Look more deeply into both sets of data to better under- stand contradictions and gaps and to reconcile them. E.g., review additional relevant indicators or separate qualitative responses by stakeholder groups. 6. Select issues for further work. 7. Look for additional source material relevant to outstanding issues. 8. Formulate the best interpretation for each key point or theme. 9. Write findings in summary fashion using indicator data as well as short quotes to illustrate findings. 35 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 4. Validating Analytical Findings Findings from the diagnostic provide both the infor- women entrepreneurs, and WSMEs and that specifi- mation needed to conduct a comprehensive analy- cally improve the country’s ease of doing business. sis and the underlying details project teams can use The findings can be shared with governments to help in designing interventions directed toward women policy makers formulate actions that reflect gender entrepreneurs, focusing on those with a digital com- awareness and promote entrepreneurship across all ponent and that have been designated by multiple sectors and industries, ultimately contributing to in- stakeholders in the entrepreneurial ecosystem as clusive and sustainable development. desirable and useful. Findings from the desktop and field-based diagnostic should help identify potential The toolkit’s diagnostic process was piloted in Peru to interventions of benefit to women entrepreneurs and validate the scope and usefulness of the automated highlight for policy makers existing environmental data-generation tool, to test content and protocols constraints, allowing them to respond by supporting of the field-based discussions and to provide an ini- and encouraging the emergence of new female en- tial set of recommendations to the Government. Box trepreneurs and the growth of existing enterprises. 2 summarizes lessons emerging from the pilot, all of The diagnostic can also inform policy reforms with which were subsequently incorporated into the broad benefit to women-owned micro-businesses, toolkit’s approach. B O X 2 : Peru Pilot: Lessons Peru was selected for piloting the toolkit because the topic of women’s economic participation is of particular importance to Peru’s developmental progress at this point. In addition, the level of the authorities’ interest in and commitment to the topic is high, and the World Bank has existing engagements in the country, with future ones planned. The diagnostic phase of the toolkit as piloted included the use of the data-generation tool coupled with separate focus group meetings held with government officials, female entrepreneurs, the private sector, and business organizations specifically focused on supporting women. The following lessons emerged from the pilot: • Indicators needed to be further refined. There were too many; in some cases, there was little sex-disaggregated data; and not enough time series data for a subset of indicators. • Data collection alone is not enough. There was a need to analyze data in such a way as to better understand the interaction of social norms and the key business-related constraints that wom- en face. • Discussions and interview guides need to be tailored for each project or intervention, based on initial data findings. • Conducting and analyzing data from interviews require a protocol to avoid the perception that infor- mation is anecdotal. • Discussions are far more beneficial when the most knowledgeable stakeholders are consulted; not the most available or senior individuals. • Differences between personal and remotely conducted interviews can be significant: there is the need to adjust, modify and be aware of the limitations of technology-enabled interviews and plan accordingly. 36 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit To validate the conclusions and ensure there are policy reform. This additional information can be used no significant gaps in the analysis, the project team to determine which of the following three options will should consult with women business owners and best suit the circumstances: other stakeholders about the findings. Consultations should be conducted throughout the diagnostic pro- • Enhance an existing WSME project with a digital cess, particularly at critical junctures where informa- enabler. tion is analyzed for incorporation into the project de- • Gender sensitize an existing SME or related project sign. Feedback from stakeholders at this point in the (for example, financial inclusion, legal or regulatory validation process could reveal gender issues that reform, or infrastructure development) by adding may not have emerged during the desktop and field- design elements that address constraints on based research. It is recommended that the project women’s participation and considering the use of team solicit stakeholders´ perceptions of whether a a digital enabler. program is needed and how best to reflect the pri- • Design a new WMSME project with a digital orities of the women entrepreneurs who would poten- enabler. tially participate in and benefit from the intervention's 37 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit V. CHAPTER Putting It All Together: From Diagnostic to Design Building on the findings from the diagnostic, this chap- pacity building courses for female business owners or ter presents three tools that teams can use to prioritize efforts to recruit women to serve as retail agents for gender-related interventions12 and guide project de- financial service providers, and gender-neutral inter- sign: (1) an intervention design matrix; (2) a set of cri- ventions directed toward both men and women but teria and “dos and don’ts” for technology use; and (3) that are expected to have disproportionately positive a case study13 illustrating a replicable good practice impacts for women, such as regulatory reforms to example. It is important to distinguish between the enable mobile money or facilitate the use of immov- impacts of a gender-focused intervention targeted able collateral. specifically toward women entrepreneurs, such as ca- 12. This section focuses on designing interventions specifically targeted toward women entrepreneurs. Nonetheless, the diagnostic process, clever design elements, and project examples can be incorporated into gender-neutral projects to increase the overall number of females who participate. Project teams should also consider such obstacles as women’s high aversion to risk, gender-based violence, mobility challenges, disproportionate care burdens, and unequal allocation of household resources to better ensure women are equally able to participate. 13. An additional case study is anticipated for the on-line version only. 38 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1. The Intervention Design Matrix The matrix helps teams match barriers identified es, inhibiting access to the resources needed to fuel during analysis with potential interventions to lower growth, and/or restricting information and communi- them. It also suggests digital enablers for each in- cation flows among stakeholders. It is important for tervention category and provides a corresponding project teams to use the findings from the diagnostic project example. Please see Appendix 5 for the com- to determine which barriers are most critical to ad- plete matrix. dress in project design. The matrix is organized according to the toolkit’s four The interventions proposed are drawn from WBG main constraint categories (legal and regulatory; ac- projects and from some non-WBG initiatives. Where cess to finance; training, skills, and information; ac- possible the matrix categorizes interventions accord- cess to markets). For each category, barriers faced ing to its track record for results, that is, the extent to by women entrepreneurs are listed. These barriers which evidence demonstrates its impact (World Bank are economic and social factors that may affect the Group 2019b). It should be noted, however, that most general population, business community, or women of the categorized interventions were delivered with- as a group and, as such, represent obstacles causing out digital enablers. For the most recent and current WMSME growth to stagnate, such as encumbering impact evaluations and research please visit the WBG processes for establishing and formalizing business- Regional Gender Innovation Labs. no circle Indicates there is Indicates Indicates there Indicates credible evidence emerging is no evidence an absence of impact evidence of of impact or the of research impact impact was low 39 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Information presented in the matrix is F I G U R E 5 . Intervention Design Matrix based on both World Bank Group reports (World Bank Group 2019b) and input from technical experts and captures prior or Legal & Regulatory ongoing project interventions. In total, in- East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region formation for the matrix came from 275 Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact 63 no circle indicates absence of research IFC Project World Bank Project World Bank projects, 35 IFC advisory proj- BARRIERS • Discriminatory laws and practices • Poor government outreach and information • Lack of inclusion, predictability, transparency, ects, and 60 non–World Bank interven- • Lack of gender-sensitive legal frameworks/ labor regulations • dissemination Lack of information about legal and regula- • trust, and dialogue among stakeholders Low representation of women in formal insti- • Barriers to obtaining official, state-issued doc- tory provisions tutions (e.g., government, support organiza- tions according to three key criteria: (i) 14 umentation • Inadequate/biased workplace policies, con- tions, business organization, etc.) • Uneven implementation of laws and practices ditions and practices • Low capacity of women´s representative enti- the project illustrates the potential inter- • Burdensome and costly regulations, policies, and procedures to start and operate business • • Biased stereotypes of authority favoring men Low level of trust in public-facing bureaucrats ties resulting in lack of participation and input into legal and regulatory decision-making vention; (ii) women were specific benefi- Technology PROJECT EXAMPLE POTENTIAL ciaries of the project; and (iii) the project INTERVENTIONS Enabler applied in Intervention ID/Link Summary 64 WB/ IFC used a digital enabler to implement its Reform explicitly discriminatory laws and global and regional digital Equality in Law UN Women Equality in Law for Women and Girls by 2030. Includes MULTI-REGION: global and regional digital accountability maps for 20 countries that track repeal regulations and promote for Women and activities. The in-depth review focused laws that support women's inclusion accountability maps 65 Girls of discriminatory laws, promotion of WEE, elimination of child marriage laws, and promotion equality in family relations. on WBG projects because the toolkit was Facilitate de facto gender- mobile : Promoting Innovation for Inclusive Financial Access project Component 1: EGYPT Develops “Tamweely”; a mobile Arabic-language application to educate SMEs on P146244 developed by a WBG team, making com- neutral implementation application corporate governance, proper accounting records, taxes, and regulations affecting 66 SMEs. Assists WSMEs in overcoming mobility barriers. For new legislation, : SME Development and Growth Project Subcomponent 1.3 uses television, plete portfolio records easily accessible, DRC television, soap implement awareness soap operas, other media channels to disseminate information about newly operas, other P160806 campaigns targeted toward passed legislation on family code and land, labor and equality laws that support media channels and because it is intended for use primar- women 67 female entrepreneurship and WEE. : Promoting Innovation for Inclusive Financial Access project Component 1: EGYPT ily by WBG project teams. The preponder- Target women-owned/- mobile application P146244 Develops “Tamweely”; a mobile Arabic-language application to educate firms on corporate governance, proper accounting records, taxes, and regulations affecting led firms via strategic MSMEs. ance of WBG projects in this matrix thus communications, awareness-raising and television, soap : SME Development and Growth Project Subcomponent 1.3 uses television, DRC soap operas, other media channels to disseminate information about newly does not indicate that the WBG has been information sharing 68 operas, other P160806 passed legislation on family code and land, labor and equality laws that support media channels female entrepreneurship and WEE. more active in the area of women’s eco- Establish gender-sensitive feedback loops and/or other : Support for Accountable, Responsible, and Transparent Government MONGOLIA project Component 1.2 develops citizen-facing dashboard that aggregates nomic empowerment; rather, it reflects mechanisms that channel data on women’s priorities mobile application P130891 citizens' incoming messages in informative ways, allows citizens to disaggregate data by sex. Includes development of mobile applications that address grievances and constraints into reform the authors’ research process. It should be processes 69 collected in feedback loops. Include women and women’s noted that while the goal was to use proj- support organizations in decision-making processes mobile : Support for Accountable, Responsible, and Transparent Government MONGOLIA project Subcomponent 2.3 seeks increased female participation in development P130891 of innovative digital tools, such as apps, that increase the number of female- ect examples that meet all criteria, finding (e.g., PPD, B2G feedback loops, consultations, and applications targeted solutions identified by information provided by B2G feedback loops and developed by WSMEs in government priority sectors. working groups) 70 a precise match was not always possible. In a few cases therefore, projects were se- 63. The matrix categorizes each intervention according to its track record for results, that is, the extent to which evidence demonstrates its impact (World Bank Group 2019b) 64. WEE projects that incorporate digital enablers are an emerging and recent sub-set of intervention. Examples in the matrix generally a) illustrate the potential intervention under which they are listed; b) include a digital enabler and, c) target WSMEs as opposed to all SMEs. However, in a few cases projects have been included even if they only meet two lected that met two of the three criteria, of the three criteria so long as they contain design elements and innovative approaches that project teams can extract from and apply to future project design. 65. It is particularly important that laws and regulations related to technology do not inadvertently discriminate against women. 66. While implementation should be gender neutral, the legislative reform process should be gender-sensitive, as reflected in bullets below. 67-70. All of these activities contribute to reforming gender bias and laws as well as ensuring gender neutral implementation. As a result, there is emerging evidence that these were a close fit, and had relevant elements that could mobility by incorporating childcare or transportation interventions are successful. be distilled and replicated by project teams. 15 121 options, and they can contribute to raising awareness Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit of these issues and creating buy-in from males. In addition to considering the constraint-specific bar- riers listed in the matrix, teams should also look at the Five Overarching Barriers: five overarching barriers listed below. These barriers, • Women’s higher risk awareness/aversion to risk rooted in social norms, are those most likely to affect • Gender-based violence women’s economic participation and are best ad- • Mobility challenges arising from deficient physical dressed through design adjustments rather than spe- infrastructure and social norms cific, targeted interventions. These adjustments can 16 • Disproportionate care burden help ease care burdens or improve women’s limited • Unequal allocation of household resources 14. Project information presented in the toolkit is based on a document review only and, as such, is static and may not reflect any modifications that may have been carried out with respect to project activity detail and/or digital solutions deployed. 15. WEE projects that incorporate digital enablers are an emerging and recent subset of intervention. Examples in the matrix generally (a) illustrate the potential intervention under which they are listed; (b) include a digital enabler; and (c) target WSMEs as opposed to all SMEs. However, projects have been included even if they only meet two of the three criteria as long as they contain design elements and innovative approaches that project teams can extract and apply to future project design. 16. A Roadmap for Promoting Women’s Economic Empowerment (Buvinic, Furst-Nichols, and Courey Pryor 2013) defines clever design features as those that provide women with increased autonomy in an otherwise restricted environment. Examples of clever project design include purchases of capital-in-kind, such as inventory, machinery, or other physical assets, instead of cash payments, an approach that better ensures the funds are invested in the business; text messages reminding women to save; and the incorporation of mobile money services into projects. 40 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1.1. Legal and Regulatory Framework The legal and regulatory framework matrix category covers broad issues related to the laws, regulations, and policies passed by governments, including stakeholder participation and input into the decision- making process; the impact, or lack thereof, of these government efforts on citizens; and mechanisms for citizens to provide feedback. Barriers include discriminatory laws or low levels of trust in public-facing bureaucrats; poor government outreach and information dissemination; difficulties businesses face providing input on how regulations impact them; and women’s lack of knowledge and information about and participation in government. Potential interventions include reforming laws and regulations; introducing and implementing laws that are gender neutral; disseminating gender-sensitive awareness campaigns for newly passed legislation; soliciting feedback from citizens on how laws affect specific segments of the population; and improving firm and industry policies and practices to attract and retain more female workers. Projects teams can deploy these tools in their own legal/regulatory interventions, and/or build on this information in designing new types of interventions that include more sophisticated use of technology; examples include virtual consultations between governments and WSMEs in drafting legislation; gender-focused ePPD (electronic public-private dialogue) consultations; and other online processes that inform the development of new regulations or laws. 1.2. Access to Finance The finance and credit portion of the matrix presents constraining factors and potential interventions related to women’s access to the financial products and services required to launch, operate and grow their businesses. Barriers to accessing finance are generally associated with gender differences in income, legal rights, lack of access to legal identification, credit histories, collateral, and technology. For women, these barriers often manifest as a lack of account ownership or a persistent focus on traditional collateral requirements (such as immovable property) for securing credit. Lack of access to financial services may also be linked to limited local presence, such as a lack of agent networks, and to limited trust and financial capability, as well as a lack of digital skills to manage digital financial services. Social barriers to personal engagement between women business owners and male credit providers or agents may also represent barriers. Potential interventions in this area focus on ways to expand access to and use of digital financial services (DFS), which tend to be more cost effective and scalable and which create and utilize data to reduce information asymmetries and strengthen access to credit. Where women have widespread access to mobile phones, DFS can be delivered with relative ease; but even where women don’t own or control a mobile phone, digital financial services can still be delivered through cards or online or remote access services. Infrastructure related to credit information and collateral can provide other interventions, including innovative ways for women to address collateral requirements, such as partial credit guarantee schemes; moveable collateral registries; and alternative scoring methods, including psychometric analysis. Ecosystem issues can also be critical to address, including access to digital ID and remote onboarding/e-KYC, improving agent networks, and providing consumer protections geared to women’s online experiences. On an industry basis, creating financial products and services based on WSME needs and preferences 41 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit and strengthening outreach and financial capability/literacy can help sustain and improve access for women entrepreneurs. Finally, developing sex-disaggregated data on women’s access to and use of financial products and services, including digital, fintech, and MNO offerings, can help policy makers monitor improvements and the gaps faced by women entrepreneurs and determine which policies have the greatest impact and can provide valuable market data for private providers seeking to reach this market. Other opportunities to increase WSMEs’ access to finance and credit include employing technology to reduce corruption in lending practices or providing online gender-sensitive training for loan officers. 1.3. Training, Skills, and Information The training, skills, and information section of the matrix presents the factors and interventions related to addressing persistent deficits in the skill and knowledge base of current and future women entrepreneurs. Barriers reflect the generally restricted social and geographic radius experienced by most female entrepreneurs in developing countries and leading to small networks, lack of service infrastructure, and scant resources and training opportunities. Women also tend to have difficulties accessing technology easily and may have inadequate skills or knowledge in terms of financial literacy, business acumen, sector information, and other key dimensions. Potential interventions aim to provide business skills through bundled services, such as disseminating information via networks and mentors or combining training with business competitions that award cash prizes. Access to business-specific information through digital channels can help women transition into more profitable sectors, as can technical assistance to enhance technology and improve processes. Use of soft skills training to strengthen women’s resilience and coping mechanisms for dealing with social backlash over moving into entrepreneurship has also proven successful. 1.4. Access to Markets WSMEs face major challenges in access to markets, the fourth matrix area, and one for which technolo- gy-based tools hold great potential for new opportunities. Barriers that women entrepreneurs experience when accessing markets include limited access to inputs, tools, assets, and collateral, as well as limited access to networks, information-sharing, and role models and concentration in less-profitable parts of value chains. Potential interventions can provide new vehicles for linking women business owners to domestic and international markets, such as through electronic supplier databases and e-commerce platforms; gender-sensitive trade logistics; and enhanced technology, skills, and production processes that better integrate women-owned firms into value chains. Further opportunities are emerging in areas such as online e-government procurement. 42 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2. Incorporating Technology into Project Design: Does It Make Sense? General Considerations 2.1. Minimum Criteria fear of prosecution, access should be open and Digital technology can be transformational, but it must regulations should be transparent so gov- be embedded in sound regulations that ensure af- ernments do not unduly control or limit con- fordable Internet access and a competitive business tent, exclude minority groups, or limit freedom climate; foster accountability that promotes good of speech. governance; and set up education systems that sup- port the development of relevant skills that develop • The country or locality should have the necessary future digital leaders. Only then will citizens be able to physical infrastructure, especially reliable elec- use technology to leverage the digital economy and tricity and ICT infrastructure systems, to permit harness its full potential for innovation, job creation, mobile phone use and ensure Internet availability, and economic transformation. particularly in rural areas.17 If the bandwidth is low or Internet access is unavailable in the project lo- Access to digital technologies is even more essential cation, digital tools may be limited to SMS texting in fragile, conflict, and violence (FCV) settings, where and other simple technologies. gender and social norms are often more restrictive. Women and girls in FCV regions require access to The next preconditions reflect beneficiaries’ localized Internet and digital skills as they suffer more mobil- enabling environments: ity restriction, shoulder a greater share of household work and care responsibilities, and have less ac- • If there is adequate Internet availability, it must cess to resources, such as land and loans, and face also be sufficiently affordable and accessible to more difficulties launching successful businesses the target beneficiary group. Accessibility can be and securing quality jobs (Solutions for Youth Employ- related to cost, mobility, awareness, literacy and ment 2018). restrictive gender norms. If accessibility is signifi- cantly limited, there is little benefit to incorporat- The first two preconditions to a successful digital ap- ing the technology in the intervention. For exam- proach focus on the enabling environment. These will ple, many people in India believe giving women likely be outside the scope of the project, but they access to cell phones before marriage discour- nevertheless should be considered. ages abstinence and after marriage may lead to the neglect of husbands and children. (Barboni et • A country should have the requisite legal and al. 2018) regulatory framework in place to support ICT sector policy making and regulation to ensure it The last two preconditions reflect beneficiaries’ is built on competitive markets that allow com- localized enabling environments and are more petitive award processes for wireless telecom- within the project team’s ability to address through munications operating licenses, private sector project design: participation, and open access. To avoid users’ 17. During the COVID-19 pandemic, the lack of digital infrastructure has limited the options for virtual work for many people. The option of working virtually is especially important for women, whose household work increased substantially during the pandemic. 43 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit • The tool selected should reflect the capabili- 2.3. Rigorous Government ties of the beneficiary group. If their knowledge Data Protection Systems of the technology required is low or nonexistent, Risks that can be mitigated with strong data gover- the project design should include support from nance frameworks at the national or subnational level technical specialists who can train and sup- should be evaluated within the project’s country con- port the beneficiaries in its use. The tool should text. For example, digital IDs can facilitate a project’s also be designed in such a way as to increase access to finance component but implementing them intuitive use and uptake, for example by incor- requires governments to store large quantities of per- porating voice, pictures, or other approaches to sonal data about individuals. This is true as well for support adoption. national electronic registries with data inventories of collateral and property ownership. Proper govern- • Design efforts should consider whether the tool mental regulations and adequate technology are es- is accessible for the beneficiaries, and if not, sential to preventing misuse by establishing robust whether a central facility, such as a community security measures around data access. Weak data center or library, will be reliably available to and governance and confidentiality systems can lead to accessible by women. accidental data loss and intentional data theft, with serious consequences, and will lead to mistrust of 2.2. Secure Digital Financial the technology among both individuals and govern- Data Protection Systems ment institutions.18 Deploying technology used in digital financial servic- es requires establishing and maintaining appropriate 2.4. Sound Private Sector processes, including both public and private entities’ Data Governance processes for collecting, storing, processing, and ex- It is also essential that businesses operate with confi- changing customer data. Businesses and individuals dence while using digital technologies. Digital gover- who use digital financial services run the risk of the nance must include strong regulations and supervi- unauthorized disclosure and use of their data for sory frameworks that protect digital financial services fraudulent purposes; cyberattacks; system failures; users, including women. Studies indicate that, in com- and overreliance on third-party service providers for parison to men, women tend to have a lower aware- cloud storage and analytics as well as data provision- ness of digital financial services and less advanced ing to create, prepare, and enable networks to pro- technological devices; they thus have limited access vide data to users (World Bank Group 2020b). WSMEs to multiple financial services options (Chamboko, can be especially vulnerable to criminal activity as Heitmann, and Van Der Westhuizen 2018). In addition, they often have less experience with formal financial women experience new forms of gender-based vio- services and financial management (Bill and Melinda lence, abuse, and harassment through digital means Gates Foundation 2019). Rigorous data protection sys- (Bill and Melinda Gates Foundation 2019), and they tems are vital to prevent consumer fraud and sup- may lack the training, skills, and knowledge needed to port secure use of digital financial tools and to build protect themselves and their digital data. trust in the use of financial services by governments, businesses, and individuals. Data protection consider- ations apply to both governments and the private sec- tor and should be balanced with objectives linked to transparency, innovation, and competition. 18. Risks identified through WBG projects P167183 and P144140. 44 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 3. DOs and DON’Ts for Technology Use and Implementation DOs - MACRO LEVEL These macro-level considerations relate to higher-level issues, such as a country’s physical infrastructure, government and private sector partnerships, and project design. Consider availability of infrastructure for the scope of the project — multi-country, national, or subnational — and evaluate the technical infrastructure available in all geographic areas (especially rural areas) to de- termine if use of digital enabler(s) is feasible. Considerations include Internet connectivity, electricity avail- ability, and digital technology, such as penetration of mobile phones and access to computers and tablets. Review the technology diagnostic data from the automated data tool to assess the cost, availability, and accessibility of the digital enabler being considered for the project. Do a cost-benefit analysis for using the digital enabler as compared to alternatives to identify both direct and indirect benefits from using the technology, such as digitalization of processes, increased convenience and safety related to the women’s mobility, and more efficient use of time by the women business own- ers as well as increased sales and profitability due to e-commerce and opportunities for firm growth and expansion to global markets. Consider project design and digital tools that reflect accessible, available, and affordable technology. Even if a digital tool is available and affordable, if it offers few benefits to specific groups of women entrepre- neurs, such as those in rural areas, the project design and digital tools should be reevaluated to address this. Check and be mindful of WBG procurement rules, which may limit financing for some technology-enabled interventions in WBG-executed projects. For instance, WBG-executed projects may not implement or fi- nance long-term activities or products or those requiring government maintenance. Issues around owner- ship, licensing, and server maintenance, among others, thus must be taken into account. WBG Procure- ment is available to review any specific scopes of work or ToRs. Be mindful of limited counterpart knowledge of the technology needed to implement the project and re- sulting capacity limitations in negotiating related procurement arrangements. Review similar projects, including those listed in the toolkit’s matrix, that used a digital enabler to learn from previous experiences about successes and potential pitfalls associated with adoption and use of the digital enabler. Determine if the technology will facilitate a component of the project or if the technology itself is the proj- ect. The latter situation requires much more fundamental and far-reaching reforms, involving issues relat- ing to legal and regulatory reform, data protection and privacy, cybersecurity, physical infrastructure, and Internet access interventions.19 Ensure from the start of the project that the right partnerships are established to implement the entire project and consider potential changes in private sector and government stakeholders and champions during the project’s lifespan that could affect previously documented agreements and action plans. The project team should leverage private sector partnerships to ensure market-relevant curricula, appropriate digital tools, high-quality teaching, and data collection to increase economic empowerment and determine participant use of new digital technologies. Prioritize women’s online and technological safety using digital tools, striving to prevent incidents that negatively impact or diminish gender empowerment, such as receiving unsolicited, negative messaging online or through SMS. Evaluate the project in terms of the broader digital economy to determine how it can drive the digital ad- vancement agenda forward once results are shown. 19. An example of the difference is developing an e-learning training module versus setting up an e-commerce platform, the latter of which requires adequate technology, legal and regulatory infrastructure, potential for digital payments, etc. 45 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit D O N ’ Ts – M A C R O L E V E L These macro-level concerns relate to higher-level issues, such as the country’s physical infrastructure, government and private sector partnerships, and project design. Don’t make assumptions about the level of technology available, prevailing technological sophistication (both countrywide and locally), or the digital skills gap experienced by the women entrepreneurs themselves who are the project’s target beneficiaries. Project teams should quickly assess the technology capacity and stage of technological advancement in the country or region in which the project will be implemented. One option is to conduct a technology adoption survey20 or, if time and resource constraints preclude a full survey, a simplified version of one. Don’t design a one-size-fits-all project. Often different regions within a country have varying social and cultural norms as well as differing levels of economic development that are reflected in the maturity of their ecosystem. For example, a generic course that disseminates improved business practices via mobile phone to all female business owners with cellular data packages from a specific cell phone service provider may appear useful at first glance; however, project teams must first consider the profile of the intended beneficiaries, their literacy and business acumen levels, and their identified needs prior to in-depth project design. This targeted assessment will help project teams to identify what course content is needed to close knowledge gaps and to present that knowledge in a format that potential beneficiaries will understand. 20. A technology adoption survey contains questions that assess the intensity of investments in advanced technology, the skill requirements, the form of acqui- sition, the key sources of information, the main results (outcome) of adoption, and the main obstacles to adopting these new technologies. For additional information, please refer to the Concept Note “Measuring Technology Adoption in Developing Countries: Constraints, Opportunities, and Policy Responses.” 46 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit DOs - MICRO LEVEL (These micro-level concerns relate to specific project location(s), and direct and indirect beneficiaries) Design the project in consultation with the intended beneficiary community, particularly when considering the digital component. Seek input from the women who will participate in the project, especially women whom the project seeks to empower, to ensure they accept and feel greater ownership in the project. Engage influential community figures, including male village leaders, elders, and family members21 of women entrepreneurs who would like to participate in the project, to build awareness about the project and its benefits, including the nature, purpose, and frequency of use of technology enabler(s) planned.22 If applicable, work with local NGOs that have already built relationships and trust with the community to facilitate this process. Inquire about the social norms around the technology being considered as related to the profile of the in- tended beneficiaries. Ensure that women entrepreneur participants not only have access to the Internet but also to appropriate phones or tablets. If the necessary enabling environment is lacking, the project design should include ways to create one. Perform an assessment in advance to determine whether the target population of women entrepreneurs is literate in the technology being considered. Consider ways to help beneficiaries become more psychologi- cally comfortable and confident with using the technology enabler(s) included in the project. If the women beneficiaries are not comfortable with the technology, the project design should include specific materials to teach participants how to use the digital enabler(s). Invest the time and effort needed to create and execute effective strategic communications plans to raise awareness of the project, including through digital enablers such as social media, radio, and television, and maintain the communications strategy throughout the project’s duration to ensure continued awareness of its benefits and results. Prioritize staff presence in the field to troubleshoot any technology problems and to receive feedback. Assess where, when, and how women entrepreneurs will access the digital enabler(s), as well as any techni- cal assistance that may be needed; develop appropriate contingency plans. Factor into the project design any known adverse conditions, such as the coronavirus (COVID-19), and consider relevant online trainings, when possible. Highlight the benefits, including flexible schedules and hours spent learning, that the digital enabler will provide for women unable to attend classes due to mobility, health, and security concerns or family commitments. If the women will access broadband Internet using computers at a business center, line up a backup facility in the event the business center is closed, or the broadband Internet isn’t working at the time of a scheduled session. If a remote training is organized, schedule an IT technician comfortable working with women to be on site to troubleshoot technology questions and facilitate use of the digital enabler(s). Create an action plan in the event that not all beneficiaries possess or have access to the digital enabler(s) being considered. If not all the beneficiaries have access to the technology, such as a tablet or computer, evaluate the project budget to determine what technology can be provided, including whether the technol- ogy, such as tablets, could be lent to WSMEs for a limited time to facilitate participation. Consider staggering classes to increase access to the digital enabler(s), and create relationships with com- munity centers, universities, and the private sector to provide equipment for the duration of the training period. In addition, evaluate the medium-term impact of the project if the women entrepreneurs must return the digital tools at the end of the project. 21. For additional information on the risks of capture and how to identify potential risks, please refer to the WBG policy research report on community capture, Localizing Development: Does Participation Work? (Mansuri and Rao 2013). 22. See reference in Tanzania Case Study on p.49. 47 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit D O N ’ Ts – M I C R O L E V E L (These micro-level concerns relate to specific projects, specific location(s), and direct and indirect beneficiaries) Do not include digital enablers to which less than 50 percent of the women entrepreneurs in the target group will have access, thus increasing or maintaining the digital divide between rich and poor and urban and rural populations. If this is the case, provide the digital enabler to project beneficiaries. Do not include lengthy content in the digital enabler, such as an e-learning platform or SMS messag- ing, and do not use only one form of content, such as explanations followed by exercises. Develop content specifically aimed at women entrepreneurs, and provide different formats, such as videos from women entrepreneurs in similar projects or past cohorts and case studies that feature women business owners, in addition to written lessons. Encourage group work. Do not design a one-size-fits-all project. The barriers women face in accessing and deploying technology will vary by country and even within a country. Tailoring implementation of technology enablers to the specif- ic circumstances of the target beneficiaries will be important to ensuring their effective deployment and use. 48 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 4. Successful Inclusion of Technology into Project Design and Implementation: A Case Study 23 Mobile Savings in Tanzania: Business Women Connect MOBILE SAVINGS IN TANZANIA: BUSINESS WOMEN CONNECT Support Tanzanian microentrepreneurs to increase mobile savings to invest in their businesses. $2m 4,000 project over 2 years women reached STEP 1 STEP 2 STEP 3 Using Analysis from a Linking Analysis to Monitoring Desk Review and Potential Project Actions and Evaluation* Beneficiary Consultations Designed training on mobile saving Collected data related to Consulted country-level and business and soft skills that mobile savings use, training data and administered survey to was sensitive to cultural norms and effectiveness and business 4,000 women using a local firm addressed key constraints identified growth. Data provided by and taking into account social and in step one. Vodacom and captured cultural norms. through surveys. Corporate partnership with Vodacom *see theory of change and log frame. Introduction The Business Women Connect mobile savings case In 2016, the WBG Africa Gender Innovation Lab along study highlights a project that focused on helping Tanza- with Center for Global Development (CGD), Tech- nian women microentrepreneurs increase mobile sav- noServe (NGO), Arifu, and the ExxonMobil Foundation ings. It provides an example of the overarching themes launched the Business Women Connect pilot in Mbeya and constraint areas highlighted in this toolkit, the ac- and Dodoma, two cities in northern Tanzania. The two- tions undertaken to address the most significant issues, million-dollar project was implemented over a period of and the incorporation of a digital tool to facilitate project 27 months with 4,000 female microentrepreneurs, pri- implementation. marily market and street vendors, as beneficiaries. The 23. A second case study is anticipated for the on-line version of the report. Further gender-related case studies can be accessed here (World Bank 2019a). Please also refer to Integrating a Gender Equality Lens: Drawing Lessons from Three Good-Practice Development Policy Operations (Elefante and Roba- kowski 2020). 49 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit project’s objective was to improve women microentre- 4.2. The Project Design Process preneurs´ access and ability to effectively use mobile Step 1: Using Analysis from a Desk Review savings technologies as a means of expanding their and Potential Beneficiary Consultations businesses. This case study describes the project design process: the analysis conducted, the tools used to for- Desk Review mulate gender-sensitive activities, and the mechanisms The project team consulted country-level data26 that included to monitor progress. revealed that female-owned businesses underper- formed those owned by males and that women busi- Evidence suggests that microentrepreneurs are more ness owners are a predominantly unbanked population likely to use savings than credit to finance their busi- reliant on informal savings. Research indicates that fa- nesses. Women, in particular, however, struggle to cilitated access to funding when combined with busi- save money, as they are often expected to share their ness skills training is effective in helping women micro- resources among family members. Mobile savings ac- entrepreneurs start and grow their businesses (Buvinic, counts can be especially useful for women business Furst-Nichols, and Courey Pryor 2013). Mobile savings, owners because they keep resources confidential and in particular, shows promise as an effective means of inaccessible to family members and thus remain more improving women’s business financing. readily available for business use. The Tanzania project tested the use of mobile savings and business skills To assess the potential of an intervention to promote training, both separately and together, to ease con- the use of mobile savings in Tanzania, the team con- straints that impede women microentrepreneurs from ducted a desktop analysis that reviewed data on digi- financing the growth of their businesses. tal financial services. At the time, only 34 percent of Tanzanian women had formal bank accounts, as com- 4.1. Project Overview pared to 45 percent of Tanzanian men (Demirguc-Kunt Component 1: Mobile Savings et al. 2014). In addition, less than a third (27 percent) of Women microentrepreneurs participated in a 2.5-hour Tanzanian women held mobile money accounts, ver- training covering the general concept and primary ben- sus 38 percent of their male counterparts Demirguc- efits of mobile savings. They also participated in “learn- Kunt et al. 2014). ing-by-doing” exercises and viewed instructional videos showing how to create a mobile savings account and Consultations explaining the benefits of M-Pawa, a Vodacom savings Process. To understand why women were struggling platform linked to M-Pesa.24 The M-Pawa25 platform al- to access finance and to determine the need for busi- lows customers to save money through interest-bearing ness training, the project team developed an initial mobile savings accounts and to qualify for uncollateral- screening for microentrepreneurs and designed a ized instant digital microloans. survey instrument. About 4,000 women were select- ed to participate in the survey based on the following Component 2: Business Skills Training eligibility criteria: (1) owns her own business; (2) owns Over a period of three months, beneficiaries took part a mobile phone; (3) owns a functional Vodacom SIM in weekly 2.5-hour, face-to-face training sessions that card; (4) can pass a basic literacy test; and (5) is inter- covered basic business skills and financial literacy. ested and available to participate in a 12-week busi- The curriculum aimed to teach and motivate female ness training program. microentrepreneurs to set business goals, identify business opportunities, and negotiate with suppli- The survey was administered by Savannas Forever, a ers — all with the aim of putting ideas into practice Tanzania-based survey firm, and elicited information and mobilizing finance for their businesses generated about sociodemographic characteristics of the women through their own savings. microentrepreneurs, their business earnings and prac- 24. M-Pesa is a mobile banking service available in Kenya that was launched by Safaricom, the country´s largest mobile phone operator, in 2007. It allows users to store and transfer money through their mobile phones. In Tanzania, M-Pesa was launched by Vodacom in 2008. 25. M-Pawa was launched in 2014 in a partnership between Commercial Bank of Africa (CBA) and Vodacom. During its first two years, M-Pawa provided $19.5 million in digital loans to 4.9 million subscribers. 26. Data extracted using this toolkit’s automated data-generation tool. 27. Design elements identified through the survey included engaging husbands and local leaders and supporting childcare. 50 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit tices, any business and household-related shocks they interventions that independently measured the ef- had experienced, their coping strategies, their familiar- fectiveness of mobile banking products and business ity with or use of mobile money and savings accounts, skills training for women entrepreneurs, the desktop and their intra-household decision-making processes. research found little evidence of a combined effect. The intervention aimed to close this knowledge gap. The project team took steps to address cultural and social norms that might impede survey administration Step 2: Linking Analysis to Project Actions or discourage participation. For example, the team paid particular attention to making formal introductions of Putting It All Together the program to the market or village leader in each sur- To address knowledge gaps revealed by the analy- vey location. In addition, the surveys were administered sis, the team developed bite-sized modules of mobile to the women microentrepreneurs in a central, public savings instruction covering (1) the general concept of location, such as a government building, school, or savings and its benefits; (2) an introduction to M-Pawa; established restaurant. After completing the question- (3) registration for M-Pawa and how to use it; and (4) naire, the women were each given a nominal amount enrollment in a text-message-based learning plat- to assist with transportation expenses to and from the form, Arifu. Arifu encouraged the women to set per- survey location. Trained enumerators completed all sonal savings goals with the option to receive weekly data collection using a digital enabler, Google Nexus SMS savings reminders and motivational “push” mes- tablets, which had the questionnaire pre-loaded. At the sages related to savings. end of every day, each enumerator uploaded the col- lected data to a cloud-based server and returned the To enhance women’s business and soft skills, the proj- tablet to their team leader. The uploaded data were ect implemented a 2.5-hour, 12-module, course admin- checked daily to verify their accuracy. istered over the span of 12 weeks, covering the follow- ing topics: business expansion and profitability; personal Results. The survey findings highlighted several key and professional efficiency; finance and record-keeping; challenges faced by the women, including (1) limited and entrepreneurship and business planning. Each topic financial literacy or knowledge of business and related was reinforced through an innovative, interactive mobile soft skills; (2) lack of incentives and opportunities to learning platform designed for the project. The course- acquire skills due to social norms; (3) limited access to work also emphasized the importance of developing finance that met their needs; and (4) lack of tools, in- personal effectiveness and perseverance and the ben- puts, and collateral. The survey also pointed to design efits of a more gender-equal society. elements that would improve the project’s chances of success,27 such as hiring a team of all-female trainers The analytical findings and survey information collect- and inviting the women’s husbands to join the training. ed in Step 1 were incorporated into the project design. For instance, to diminish possible resistance to the The information that emerged from the survey en- program from the husbands of the women microen- abled the project team to identify significant advan- trepreneurs, team members invited them to attend the tages that mobile savings would extend to women trainings. To address cultural issues related to women in the pilot, including improved safety, privacy, and interacting in public with men who were unrelated to confidentiality in managing savings so that it could them, the project team recruited an all-female cad- be invested to expand their businesses. Information re of skilled instructors to conduct the training ses- from the survey also indicated a positive correlation sions. Taking into consideration other household and between savings and increased profits that strength- business responsibilities competing for the women’s ened when women entrepreneurs applied improved time, the project team scheduled the training to take business skills. The project team noted that if women place at times and locations best suited to their mul- microentrepreneurs were not equipped with business tiple obligations. knowledge on how to grow their firms, even if savings were available, they might not use the funds efficiently Corporate Partnership with Vodacom and effectively to invest successfully in business ex- The project team determined that, among the product pansion. Although the project team could find past options, Vodacom´s M-Pawa mobile finance product 51 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit was uniquely positioned to support the project be- project team to track mobile savings deposits, includ- cause it permitted customers to deposit money into ing their size and frequency. separate interest-bearing savings accounts. M-Pawa did not have a strong following among women mi- Step 3: Monitoring and Evaluation croentrepreneurs, however, who were unaware or unconvinced of its financial and practical benefits. Indicators This represented a market opportunity for Vodacom. The Business Women Connect pilot incorporated a When the project team approached Vodacom with rigorous evaluation, including the previously men- the pilot concept and the opportunity if offered to in- tioned baseline survey administered between May crease the number of women customers of M-Pawa, and July of 2016, a midline survey conducted about Vodacom was enthusiastic about the prospect. As 12 months after the baseline, and an endline survey part of the corporate partnership, Vodacom agreed conducted 18 months after the baseline. To track proj- to provide the project team with data on each female ect progress, the team also selected indicators at the participant´s M-Pawa account, including daily transac- design stage that could be easily monitored and re- tions and microloan disbursements and repayments, ported, enabling them to gauge the effectiveness of provided that the women signed consent forms and the gender-related project components. The indica- the data was kept anonymous. This data enabled the tors are shown in Table 1. TA B L E 1 . Indicators for Business Women Connect, Tanzania Mobile Phone Savings Indicators Mobile Phone Credit Indicators 1 Any deposit 1 Average amount borrowed weekly 2 Number of deposits 2 Average amount repaid weekly 3 Total amount deposited 3 Any loan 4 Average amount deposited per week 4 Number of loans 5 Average amount withdrawn per week 5 Total amount borrowed 6 Average weekly savings Total Savings Indicators Total Loans Indicators 1 Savings at home 1 Number of loans from formal institutions 2 Savings in formal institutions 2 Number of loans from informal institutions 3 Savings in informal institutions 3 Number of loans from other sources 4 Savings in other forms 4 Number of mobile loans 5 Savings in mobile account 5 Number of total loans Business Outcomes Indicators Empowerment & Happiness Indicators 1 Proportion of business practices used 1 Meaningful input, household decisions 2 Capital investment 2 Meaningful input, business decisions 3 Hours worked in the past week 4 Introduced new products & services 5 Runs multiple businesses 6 Monthly sales 7 Monthly profits 52 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Data collected via Vodacom was crucial for the proj- Figures 6 and 7 below summarize the project’s theory ect team’s ability to monitor the use of the digital en- of change and its results measurement log frame. The abler and to evaluate whether the women beneficia- theory of change captures the overarching problem ries actually used the mobile platform as a means to tackled by the project, its underlying root causes, and save money. how access to mobile finance and business training were expected to provide mutually reinforcing solu- To determine the impact of each intervention sepa- tions for increasing women’s economic empower- rately as well as in combination, the 4,000 partici- ment. The log frame outlines project activities derived pating women were randomly assigned access to from the theory of change: the introduction of access the project components. A treatment group of 1,000 to mobile saving mechanisms and targeted business women was offered the mobile savings intervention; skills training. The log frame then links the progression another group of 2,000 was offered the mobile sav- from the desired outputs and outcomes of the inter- ings intervention and the business skills training; and ventions to the overall objective of improved business a control group of 1,000 women received no interven- acumen, leading to more informed investment deci- tion during the evaluation period. sions and increased savings facilitated through the mobile platform. The endline survey, administered to all 4,000 women microentrepreneurs 12 months after the intervention ended, assessed any enduring changes resulting from their participation in the pilot. FIGURE 6. Theory of Change Outcome: Impact: Interven- Impact: Problem Increased Economic Barrier tion: Mobi- Productive Statement Savings Empower- le Savings investment and Credit ment Women Women …which …encour- operating lack means gener- Improved ages small, un- to securely ates higher access to women to productive save and in- income and mobile sav- save larger businesses vest money financial ings… amounts, at and living in in their busi- indepen- a lower cost poverty. nesses. dence… …generat- Inter- ing op- Problem ...and equips Barrier vention: portunities Statement women with Training increased to invest in knowledge productive Women ...combined …improving of business activities… operating Women with busi- women’s practices, small, un- lack skills ness skills empower- improved productive needed to and finan- ment. business businesses grow their cial man- practices, and living in businesses. agement and access poverty. training… to credit… 53 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit F I G U R E 7. Log frame Inter- Pillars Activities Outputs mediate Outcomes Impact Outcomes % of women # of women % of women who ap- Improving Training to participants who ac- plied new Business improve in business quired new Increased knowledge Skills and business skills train- business investment. and skills to Knowledge. skills. ing ses- knowledge their busi- sions. or skills. nesses. % of women Training to % of women # of women who ac- improve % of women who par- Providing participants quired new knowledge who ad- ticipated Access to in mobile knowledge on mobile opted mo- in major Mobile Sav- savings or skills savings bile phone household ings. training ses- related to mecha- savings. purchase sions. mobile sav- nisms. decisions. ings. % of women who de- posited $ # of jobs into newly created. adopted mobile ac- count. % of women who re- ported Increased increased profits. self-confi- dence. 54 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit TA B L E 2 . Project Actions Addressing Themes and Constraints ISSUE TREATMENT Formal introductions between surveyors Social Nonfamilial male and female and market or village leader in each Norms surveyors meeting alone with survey location; surveys conducted in women entrepreneurs centralized, public locations Business Not addressed Climate in this project Women have unequal access to Use of mobile phones for Technology technology as compared with men, but digital finance, savings, mobile phones are adequately available for credit, and training use by low-income female populations Legal and Regulatory Not addressed in this project Framework Access to Women not using mobile money/ Women enrolled in mobile Finance digital finance for savings or credit savings and digital loans programs Training, Women lack business skills Women received text Skills, and as well as bargaining power messages for training and Information in household some in-person classes as well Access to Not addressed Markets in this project 4.3. Results Adding the business training on top of the mobile Beneficiaries participating in the mobile savings in- savings intervention led to substantial increases in tervention alone saved twice as much money weekly business investment: business practices such as re- through M-Pawa than did the control group. The mo- cordkeeping and financial planning improved, capital bile savings intervention also increased new business investment went up by about 40 percent, total hours creation and the level of resilience among existing worked by the women increased by more than three businesses encountering unexpected financial shocks. per week, and the likelihood of individual women run- ning multiple businesses or introducing new products In addition, borrowing from M-Pawa increased, and also went up. The research team is currently conduct- women microentrepreneurs who established mobile ing a longer-term follow-up mobile phone survey money savings accounts were 14 percent more likely to examine how this increased business investment to receive a mobile loan. The women who participat- translated into greater profitability. ed in both the mobile savings and the business skills training saved almost four times as much money on a The increased savings also improved women’s intra- weekly basis than did those not participating in either household decision-making power. Women who were activity. It is important to note that when the female encouraged to open mobile savings accounts indicat- microentrepreneurs began saving through M-Pawa, ed that they had greater decision-making power over data indicated that they were not necessarily saving their business and household expenditure allocations more overall, but rather shifting the savings cache at as compared to women who did not open mobile sav- home to secure mobile accounts. ings accounts. 55 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit VI. CHAPTER Monitoring Progress and Capturing Results 1. Introduction 28 Monitoring and Evaluation (M&E) is critical for de- as any other element presented in this toolkit. Howev- termining whether each project activity is making er, relatively limited research and analysis have been progress toward fulfilling the targets set for it under published to guide teams in developing M&E frame- the design developed from the initial diagnostic. The works for women entrepreneurship projects featuring overriding purpose of implementing women entre- technology. The following section provides funda- preneurship projects, including those using digital mental M&E guidance to project teams, and practical enablers, is to increase women’s participation in the tools, such as indicator lists and reference materials, economy and thereby improve their status, well-be- to assist teams in consistently tracking and measur- ing, life satisfaction, and other dimensions of empow- ing project results. It should be noted that this toolkit erment. To better position projects to achieve these focuses on monitoring and not evaluation. development outcomes, proper M&E is as important 28. Although this section focuses on monitoring and evaluation, it does not provide specific guidance on how to design rigorous evaluations or delve into the body of work related to this topic. The following resource is a database, with examples, useful for project teams seeking to learn more about rigorous evalu- ations: Women’s Economic Empowerment: A Roadmap; Database of Empirical Evaluations (United Nations Foundation and ExxonMobil Foundation 2013). Project teams wishing to consider incorporating an RCT should consult with one of the World Bank regional Gender Innovation Labs for design assistance. 56 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2. M&E DOs and DON’Ts Teams should consider the following DOs and DON’Ts when designing their project M&E frameworks. DOs Fundamentals Do ensure that the diagnostic process leads to the design of activities that address the barriers identified and do select indicators that measure progress specific to these activities. Frequently, project design lacks a logical link between the issues (barriers) identified at the diagnostic stage, the activities formulated to address those issues, and the indicators selected to track results under each activity. This can result in ineffective and/or cost-inefficient interventions. Do consider M&E from the outset and as an integral part of project design. Articulating anticipated project results, indicators, and targets at the earliest possible stage will increase the likelihood that outcomes will be achieved, and project objectives will be met. Do select indicators from a standardized list whenever possible. Avoid reinventing the wheel if appropriate indicators are available. Using standardized indicators will enable aggregation of results over time, facili- tate corporate reporting, and contribute to the global knowledge base on effective design and implementa- tion of digitally enabled women’s economic participation projects. Do select indicators for which information is likely to be available and affordable to collect and that does not place burdensome demands on project beneficiaries. Overly time-consuming and cumbersome data collection processes are likely to discourage follow-through by project participants and are not a cost- efficient use of time and resources. Do capture quantitative indicators and qualitative information. Although quantitative indicators are easi- er to verify and are directly comparable between individuals, qualitative information is important and pro- vides complementary information that is helpful in determining the “why” behind quantitative indicators (United Nations Foundation and ExxonMobil Foundation 2015). This information can reveal the underlying issues affecting projects, whether impeding or contributing to their success. Do collect baseline data, set realistic targets, and collect results data as you go. Collecting baseline data during pre-implementation will inform target-setting. Do consider that project results may manifest outside the project’s formal completion date; collection of M&E data should begin while the project is underway and extend beyond its slated conclusion. Baseline data is a critical first step toward effectively measuring an intervention’s benefits. Intermediate and final outcomes of a given intervention may take time to emerge. Do consider the strengths of and gaps in the results measurement system that will generate the data on indicators. Data reported are only as good as the system that produces them. Ensuring that an adequate system and resources (people, budget, equipment) are in place to collect, analyze, and report data is criti- cal. It is advisable to use the client’s results measurement system rather than setting up a parallel one. Including an M&E systems assessment during preparation as part of the institutional assessment will help identify areas that need to be strengthened. 57 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit DOs Specific Considerations for Women’s Economic Participation and Digital Enablers Do employ a two-pronged approach, tracking progress both to assess activities meant to increase wom- en’s economic participation and well-being and to determine the effectiveness and efficacy of the digital enablers supporting these activities. This will help to ensure that the technology is appropriate to the ac- tivity and reflects the context in which it is implemented, taking into consideration availability, usability, and infrastructure. Do consider that for digitally enabled projects, data will often be provided by a third party, so partnerships are critical. For example, implementing projects related to mobile savings or expanding market access of- ten requires women to use and deploy new technologies made available through project partners. To track project success, data from entities such as mobile network operators, banks, or sales platforms must be collected. It is important to build strong partnerships from the onset with well-defined roles and responsi- bilities, including a clear reporting flow framework or map that all partners understand. Do consider that evidence is limited on what works to advance women’s economic participation and well- being, particularly when deploying digital technology. While designing interventions based on evidence is always preferable, this can be particularly challenging for the emerging field of digitally enabled WSME projects. It is important for projects to use M&E to have a means of ensuring that activities are on track for achieving project objectives. Careful selection of appropriate, measurable, and time-bound indicators will help assess progress, show attribution, and build knowledge that can be used in future projects. Do consider both the economic and empowerment outcomes when measuring interventions aimed at in- creasing women’s entrepreneurial activity.29 Too often project teams limit their focus to indicators related to the project’s tangible outcomes, such as new skills acquired, technology deployed, markets accessed, income increased, or employment generated. It is equally important for M&E to encompass corresponding outcomes related to improvements in well-being, community and household decision making, negotiation power, and so on. If these intangible outcomes are not captured, project findings will not reflect at a more holistic level whether the desired development goals are being achieved. For example, outcomes assess- ment should include not only that women are earning increased income but also how and where that in- come is spent. 29. Please see the section below on impact indicators for suggested specific indicators. 58 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit D O N ’ Ts Don’t select too many indicators. Focus on those most important for measuring key outcomes and man- aging project activities. Dealing with a long list of indicators that do not provide useful information for course correction or measuring progress is a waste of time and effort. Don’t simply sex-disaggregate data. Ensure that the indicators selected are tailored to the particular con- ditions affecting women beneficiaries. Too often projects just track the percentage of women who partici- pate and go no further in designing and measuring progress toward reducing the specific barriers faced by women. Don’t limit indicators to outputs. Projects should also strive to incorporate indicators that measure out- come or even impact-level results such as improved business performance. Similarly, effects such as a strengthened decision-making ability, increased well-being and confidence, and life satisfaction may also manifest at the impact level. Don’t consider project activities as static; use ongoing data collection to refine and course-correct, if necessary. Continuous monitoring of data during implementation allows projects to draw on real-time information to make adjustments that improve delivery and outcome achievement. 59 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 3. Indicators This section presents a menu of gender-related support implementation progress and reporting from output, outcome, and impact indicators to measure the outset. Regular monitoring and data availability project results by choosing gender indicator/s that: will be essential at project completion to assess align(s) with the gaps that the project is trying to achievements toward lessening gender disparities. address; track(s) expected results; and is/are specific, measurable, achievable, relevant, and time-bound Not all indicators will be relevant to every program (SMART). When selecting indicators, work with your or project. Rather, the selection of indicators will M&E team, as well as with a gender specialist to be determined by the intervention, its scale, and confirm and validate indicator choice; also consider the project’s development objective. Teams are sex-disaggregating indicators across the project, encouraged to use the guidelines and indicators i.e., for those activities that may not specifically during project planning and design, in collaboration address gender gaps but that are amenable to sex- with their M&E and gender team members.30 disaggregated data collection. Focus on indicators that make sense for your project and for which you will A full list of the indicators31 illustrated in the theories be able to collect data. The indicators can be applied of change below can be found in Appendix 3. Please to both lending and advisory World Bank projects. also note that Appendix 3 lists four overarching They are organized, in theory-of-change models, impact indicators that are applicable to all four main by the toolkit’s four key constraint areas: legal and constraints: # of new direct jobs created or obtained regulatory frameworks; access to finance; training, by women; # of women-owned or -led firms with skills, and information; and access to markets. increased revenue; # of women-owned or -led firms with increased aggregate productivity; # of As discussed previously, an M&E framework is best women reporting increased levels of self-confidence, applied ex ante during the project and results- willingness to assert themselves, willingness to take tracking design phase, so that data collection can risks, or self-esteem. Definitions of M&E Indicator Types 1. OUTPUTS: Immediate deliverables for component(s) and/or task(s) under a given project or program. All projects and programs must demonstrate outputs for a given activity/component. 2. OUTCOMES: Medium-term results or actions implemented that followed from the immediate outputs. Outcomes are changes in knowledge, behaviors, and attitudes as a result of an intervention, usually short-term or medium-term effects of client/stakeholder actions taken that can be attributed, at least in part, to the project. 3. IMPACT: The consequences, often (but not always) long-term effects, resulting from an intervention. Impact indicators for projects targeting gender disparities are intended to capture broader demonstration results, reflecting where outreach results of the project have led to further scaling up (that is, market growth, demonstration effects) as a result of a project or program 30. The Tanzania Business Women Connect case study included in this toolkit outlines the M&E framework developed by the project team, including indicators at the design stage that could be easily monitored and reported on to measure results, thereby gauging the effectiveness of the gender-related project components. 31. Not all of the indicators included in this M&E section and the full list in Appendix 3 will qualify a project to receive a gender tag, per WBG guidance, particu- larly those indicators focused on outputs. Project teams should consult with gender leads or gender group colleagues to ensure projects have an appropriate results chain. 60 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Legal and Regulatory: Barriers, Interventions, and Indicators32 Barriers Potential Interventions • Discriminatory laws and practices • Reform explicitly discriminatory laws and regulations • Lack of gender-sensitive legal frameworks/labor regulations • Simplify business registration processes • Barriers to obtaining official, state-issued documentation • Facilitate de facto gender-neutral implementation • Uneven implementation of laws and practices • Establish gender-sensitive feedback loops and/or other mecha- • Burdensome and costly regulations, policies, and procedures to nisms that channel data on women’s priorities and constraints into start and operate businesses reform processes • Poor government outreach and information dissemination • Focus government services on sectors with high female participa- tion (e.g., childcare subsidies, labor reform, investment services) • Lack of information about legal and regulatory provisions Inadequate/biased workplace policies, conditions, and practices • For new legislation, implement gender-sensitive awareness-rais- ing campaigns • Biased stereotypes of authority favoring men • Include women and women’s support organizations in decision- • Low level of trust in public-facing bureaucrats making processes (e.g., PPD, B2G feedback loops, consultations, • Lack of inclusion, predictability, transparency, trust, and dialogue and working groups) among stakeholders • Include women-owned/-led firms in government and industry- • Low representation of women in formal institutions specific supplier databases • Low capacity of women´s representative entities, resulting in lack • Target women-owned/-led firms via strategic communications, of participation and input into legal and regulatory decision making awareness-raising, and information sharing • Train public officials to understand gender-related constraints and challenges to promote greater equality in public services • Improve firm policies and practices to attract and retain more fe- male workers • Encourage public care provisions (such as new laws, subsidies, or firm-level incentives, etc.) to increase women’s access to care services Suggested Indicators Outputs Outcomes • % of public sector staff who receive gender-sensitivity training • # of recommended laws/regulations/amendments/codes en- • # of awareness-raising campaigns conducted acted or government policies adopted to address gender con- straints • # of sex-disaggregated supplier databases established • # of recommended procedures/firm-level policies/practices/ • % of female feedback providers on implementation effectiveness standards that were improved or eliminated to address gender of new laws and regulations constraints • Presence of explicit organizational policy statements prohibiting • # of stakeholders who acquired new knowledge of gender-based gender discrimination in hiring, promotion and retention policies, issues salaries, and benefits (Y/N) • # of women contributing to institutional decision making • # of organizations representing women that contribute to institu- tional decision making • % of women who reported they are satisfied or very satisfied with public service provision and/or quality • # of improvements measured by Women, Business, and the Law and similar indices (e.g., WEF Global Gender Gap Report) 32. Note that this list is not exhaustive. Project teams may need to adjust and/or add customized indicators to track effectively particular project activities. For information collection related to more qualitative aspects, refer to survey approaches suggested in the database available at Women’s Economic Empow- erment: A Roadmap, available here. 61 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Finance: Barriers, Interventions, and Indicators Barriers Potential Interventions • Weak legal/regulatory protections for financial consumers • Strengthen legal and regulatory frameworks to eliminate gender • Women´s unequal ownership, access, and administrative author- bias related to financial services ity (e.g., property, inheritance, collateral) • Increase availability of and access to financial products/services, • Gaps in the digital financial ecosystem including digital ID, digital including digitally enabled, digitally delivered solutions for wom- signature, e-KYC, agent banking networks, etc. en-owned/-led MSMEs • High-risk perception of women borrowers (resulting in, e.g., higher • Strengthen credit reporting systems and other sources of data interest rates, shorter repayment periods for women) useful for financial decisions • Persistent focus on traditional collateral requirements (e.g., im- • Improve other financial infrastructure, such as collateral registries movable property, credit history) and factoring platforms • Financial provider practices and products that do not meet wom- • Seek gender diversity among bank agents and provide them with en’s needs incentives to register women for digital accounts, including provid- ing technology support for women users • Permission of male family member required to conduct financial transactions • Incentivize financial institutions to develop products and services that meet women’s needs (e.g., alternative-data-based lending, • Limited access to technology and related digital financial ser- psychometric testing, payments, savings, credit, and insurance) vices • Improve quality and availability of sex-disaggregated data across • Lack of technology literacy the range of financial products and services, including new digital • Limited financial capability financial products and fintech offerings • Limited information and data on gender gaps in finance • Provide training on digital skills • Lack of women in decision-making roles in the financial sector • Support the development of digital incubators, accelerators, and (public and private) early-stage funding programs for WSMEs • Strengthen political awareness of and commitment to increase financial access for women Suggested Indicators Outputs • # of recommended procedures/firm-level policies/practices/ • Increased availability of sex-disaggregated data standards that were improved or eliminated to address gender • # of women participants in workshops, training events, semi- constraints nars, conferences, networking events • # of women-owned/-led firms with access to finance • # of women participants who benefited from digital skills pro- • # and/or % of women reached with financial services grams/trainings • # and/or % of unserved and underserved women provided • # and/or % of women and women-owned firms listed in a pub- with access to financial services, including through technology- lic credit registry and/or private credit bureau driven delivery channels • # and/or % of women with mobile money accounts • # of outstanding loans made to women-owned or -led firms Outcomes • Volume of outstanding loans made to women-owned or -led • # of improvements measured by governments through moni- firms by institutional type and channel toring financial system data • % of outstanding loans made to women-owned or -led firms • # of improvements in access to finance measured through global data sources such as Findex, Finscope • # of women-owned or -led firms that have received loans se- cured with movable property • # of improvements in the ecosystem for women’s financial ac- cess measured through global sources such as Women, Busi- • Value of outstanding loans made to women-owned or -led firms ness, and the Law, Doing Business, and similar indices (e.g., • % of women who have control over their savings WEF Global Gender Gap Report) • # and/or % of women who made or received digital payments • % of women trained who acquired new knowledge or skills, in- • # and/or % of women depositors cluding in relevant technology use • # and/or % of women borrowers • # of recommended laws/regulations/amendments/codes • # and/or % of loan accounts owned by women enacted or government policies adopted to address gender • # and/or % of deposit accounts owned by women constraints 62 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Training, Skills, and Information: Barriers, Interventions, and Indicators32 Barriers Potential Interventions • Lack of gender-sensitive business-service ecosystem (e.g., biased • Build capacity of institutions serving women-owned businesses, trainers, mismatch between services offered and needs) including business associations and networks • Lack of incentives to acquire skills due to social norms and other • Support the development of digital incubators, accelerators, and restrictions early-stage funding programs • Cost barriers to accessing training and technical assistance • Deliver training and facilitate networking aimed at increasing fi- • Inadequate skills and knowledge (e.g., financial literacy, business & nancial literacy, peer-to-peer learning, sector-specific technical soft skills, and sector information) skills, business and soft skills • Lack of access to relevant business information due to restricted • Help women cross over into male-dominated, profitable sectors ability to participate in mentoring programs/networks (through mentoring programs, role models, and information- sharing) • Limited relevant education • Enable women to benefit from existing mixed-sex networking • Limited technology access and literacy and mentoring opportunities • Restricted mobility • Leverage apprenticeships and on-the-job learning opportunities • Business decisions constrained by male relatives • Provide WSMEs firm-level wraparound services, such as tar- • Asymmetric information geted technical assistance, business advice, and coaching, along with cash grants or small loans (including for technology use and implementation) • Identify and integrate women entrepreneurs, business profes- sors, and advisors to join trainer cadre • Provide capital and business development skills through match- ing grants to WSMEs • Organize business plan competitions and entrepreneurship pro- grams for WSMEs • Provide gender sensitization training for men and couples that includes instruction on the benefits of women’s economic par- ticipation • Strengthen women’s resilience and coping mechanisms to deal with social backlash through soft skills training Suggested Indicators Outputs • # and/or % of women participating in the conceptualization and • # of women participants in workshops, training events, seminars, design of projects/activities conferences, networking events • # of stakeholders who acquired new knowledge of gender- • # of women participants who benefited from digital skills pro- based issues grams/trainings • # of women contributing to institutional decision making • # of new markets accessed by women-owned or - led firms • # and/or % of women-owned or -led firms adopting innovative/ Outcomes upgraded products and technology driven-processes • # and/or % of women trained who acquired new knowledge or • # and/or % of women-owned/-led firms that benefit from new skills, including in relevant technology use linkages with large firms • # and/or % of staff in women’s support organizations who ac- • # and/or % of women-owned or -led firms with increased invest- quired improved knowledge or skills ments • # and/or % of women-owned or -led firms with access to finance • # and/or % of female trainers in supporting programs • # of women who established new firms in underrepresented sectors/industries 63 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Markets: Barriers, Interventions, and Indicators Barriers Potential Interventions • Lagging legal and regulatory provisions (e.g., digital payments, • Design gender-sensitive trade/customs logistics, include digital cross-border commerce, etc.) based services • Inadequate input markets (land, labor, capital) • Increase women’s access to government procurement programs • Cost barriers (compliance, formalization, informal payments) • Build capacity of institutions serving women-owned businesses • Limited access to finance, inputs, tools, assets, and collateral • Develop training programs for women (e.g., use of technology • Inadequate access to and limited use of technology enablers tools to access markets, trade logistics, supplier standards, etc.) • Market-related information constraints (e.g., input costs, prices, • Enhance technology, skills, and production processes to inte- demand, etc.) grate women-owned/-led firms into value chains • Limited access to new customers • Link women to local, regional, and international markets through supplier databases, meet-the-buyer events, training, export pro- • Limited access to networks, (in-)formal information sharing, and motion events, and study tours role models • Support technology extension services • Concentration in less profitable, lower parts of the value chain • Address de facto occupational sex segregation through mentor- • Gender-based harassment in business transactions (e.g., buyers, ing, information provision, and skills development sellers, suppliers, customs officials, etc.) • Establish awareness-raising efforts for supply-chain profession- als (procurement managers, etc.) to increase understanding of challenges faced by women business owners Suggested Indicators Outputs • # and/or % of women-owned or -led firms adopting innova- • # of women participants in workshops, training events, semi- tive/upgraded products and technology-driven processes nars, conferences, and networking events • # and/or % of women-owned or -led firms that benefit from • # of women participants who benefited from digital skills pro- new linkages with large firms grams/trainings • # and/or % of women-owned or -led firms that benefit from reformed customs/border services • # of new markets accessed by women-owned or -led firms Outcomes • # and/or % of women who established new firms in underrep- • # of recommended laws/regulations/amendments/codes resented sectors enacted or government policies adopted to address gender constraints • # of stakeholders who acquired new knowledge of gender- based issues • # and/or % of women trained who acquired new knowledge or skills, including in relevant technology use • % of leadership positions held by women in trade and industry organizations • # and/or % of staff in women-supporting organizations who ac- quired new/improved knowledge or skills • # and/or % of buyers formally committed to Women’s Empow- erment Principles of gender-responsive procurement • # of women-owned or -led firms that generated leads in busi- ness promotion events • % of ministry/agency procurement contracts going to women- owned or -led firms 64 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit VII. CHAPTER Conclusion Policies and projects that support female entrepre- veloped, and patterns of indicator use — and useful- neurs by incorporating digital enablers are an emerg- ness — will emerge. The online version of this toolkit ing and relatively recent subset of activities related will be complemented with these additional pieces, to women's economic empowerment. The resources lessons, and findings, keeping the tools relevant and and instructions provided in this toolkit therefore con- up-to-date over time. stitute a significant step in advancing the quality and results-orientation of these interventions. The toolkit’s The nimble and interactive nature of the online ver- systematic and hands-on approach supports policy sion will be conducive to knowledge exchange — be- makers and project teams in an easy-to-access and tween project teams within and beyond the WBG, as practical way as they navigate the comparatively well as among policy makers — and the ideas and ap- new area of designing, implementing, and measuring proaches it contains will foster and reflect that contin- context-appropriate and targeted digital interventions ued learning. that facilitate female entrepreneurship. Examples and case studies described in the toolkit illustrate an initial Designing and implementing future country-level set of proven-to-be-successful, as well as promising, work using the toolkit and integrating the its methods activities. Results-measurement approaches and indi- into WBG analytical products such as Financial Sec- cators encapsulate a solid standard “starter set.” tor Assessment Programs, Systematic Country Diag- nostics, Country Private Sector Diagnostics or Jobs The methods and approaches laid out in the toolkit Diagnostics, if done consistently and sustainably over are meant to be expanded upon and to remain flexible time — by the WBG and other development entities — and adaptable over time. As teams implement them, holds the promise of increasing results in the area of more evidence on what works and what may need WEE for years to come. recalibration will emerge; further project examples will be identified, additional case studies will be de- 65 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Appendix 1. Barriers, Themes, & Constraints — A Primer The section then uses each of the four vertical con- straint pillars to identify barriers that may inhibit the growth of women’s firms. It also examines how tech- nology and digital enablers can help mitigate these barriers, to help ensure not only that women-owned firms survive but that the women business owners thrive as well. Technological developments are rapidly changing the way people learn, work, communicate, and do busi- ness. Digital solutions thus can benefit everyone, and technology plays a prominent role in making business For project teams new to designing interventions to formalization and growth accessible to all, regardless support women-owned and -run enterprises, the fol- of gender. The long reach of digitalization extends lowing section introduces some of the specific chal- to facilitating women’s participation in shaping legal lenges unique to, or exacerbated for, women, pre- and regulatory reforms, accessing finance and credit sented through three overarching horizontal themes: tools, and seizing opportunities to enter new markets social norms, business climate, and technology. This and to increase skills and develop business acumen. section begins by examining the general context, in- With the digital economy growing at a rate significant- cluding challenges related to the business climate ly higher than that of the traditional economy, digital that women may face when starting and growing solutions offer emerging economies a unique oppor- firms. It then explores technology-related issues and tunity to leapfrog traditional paths for accessing mar- the broader gender norms that may influence and kets. These opportunities also include risks, however, narrow women’s choice of business sector, the per- particularly relating to issues such as data protection sonal and business goals they pursue, and how they and privacy and digital divides that can leave some structure and work to grow their businesses. communities behind. 1. Examining the General Context The following section examines key constraints and potential technology enablers under the broad areas of social norms and business climate, with technological issues and approaches embedded across all topics. OVERARCHING HORIZONTAL THEMES MAIN VERTICAL CONSTRAINTS 1. Social Norms 1. Legal & Regulatory Framework 2. Business Climate 2. Access to Finance 3. Technology 3. Training, Skills & Information 4. Access to Markets 67 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1.1. Social Norms A society’s norms have a pervasive influence on the formation, operation, and performance of wom- en-owned businesses. Women´s entrepreneurial endeavors are heavily influenced by social norms sur- rounding education, permissible economic activities, and interactions with buyers and suppliers, all of which affect women´s ability to conduct business and their self-perception, confidence, and ambition. Women’s disproportionate responsibility for child- and eldercare constitutes another social norm that influences their economic participation. Women spend at least twice as much time as men on unpaid domestic tasks and CARE ACTIVITIES AND AS MUCH AS 58 PERCENT OF THEIR WORKDAY on unpaid work in family enterprises and farms (World Bank Group 2017a). In addition, women often lack authority over the allocation of household assets and face pressure to share their own resources. A cul- tural environment favoring male dominance and decision making limits women’s abil- ity to control the revenue generated by their businesses (Simavi, Manuel, and Blackden A study of African women and 2010). These underlying social norms directly transportation found that they spent over 65% impact business growth as well as women’s willingness and ability to invest in their busi- nesses. In addition, social norms prevent many women in developing countries from of the time and effort they allocated to accessing safe and reliable transportation, household duties on daily mobility needs limiting their mobility, access to information (Uteng 2012). and informal communication networks, and participation in training. 68 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Social constraints also limit women’s political engagement — including advocacy efforts, political action networks, and political representation — which is critical to informing policy decisions about issues af- fecting women (World Bank Group 2017a). In such environments, women overwhelmingly enter “safer,” socially acceptable sectors, which unfortunately offer fewer growth opportunities, have less capital and assets, and are more likely to operate in the informal market (World Bank Group 2019b). Women are also more likely than men to start a business out of necessity and to commingle firm and household monies, while men are more likely to launch entrepreneurial endeavors due to a perceived opportunity (World Bank Group 2019b). Using Technology to Address Social Norm Constraints Digital technologies can offer women entrepreneurs the means to overcome constraints imposed by social norms. Technology can allow women to communicate and interact with others without openly violating societal expectations. It can also increase women’s access to market information and enable them to work more flexible hours and possibly remotely. For example, the E-Commerce and Women- Led SMEs33 in MENA (P168392) project helps women entrepreneurs to market and sell their goods on TradeKey and Ebay e-commerce platforms from their homes. Access to networks of peers, mentors, or role models through social media or other Internet platforms can help women entrepreneurs take part in online training or savings programs that would otherwise be unavailable due to the limited geographical reach of program implementers and time constraints on female entrepreneurs. The New Generation of Women Entrepreneurs (Women X) project in Nigeria and Pakistan (P145215) uses e-Learning modules and incorporates a virtual e-Mentoring program to connect women entrepreneurs with mentors and coaches as well as with others in the entrepreneurial ecosystem who can provide them with support. 33. For the purpose of this toolkit, SMEs are defined as formalized, non-subsistence sole proprietorships and limited liability corporations (LLCs) with more than ten employees. 69 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 1.2. Business Climate The aggregate result of the social norms discussed above is that women-led firms are concentrated in low-productivity, low-technology, low-growth sectors such as hospitality, services, wholesale and retail trade, garments, textiles, and leather goods. Globally, men own firms in more profitable industries, such as construction and manufacturing, that are considered less appropriate for women. Women-owned firms are more likely to be home-based, with fewer employees, lower average sales, and less value- added than firms owned by men (World Bank Group 2019b). These factors contribute to lags in perfor- mance: women-led firms show lower returns to capital and lower profitability (Cirera and Qasim 2014). When women are encouraged and supported to operate outside social norms, they tend to build larger and more profitable companies that operate in male-dominated sectors (World Bank Group 2019b). Female Labor Force Participation A foundational understanding of the broader female labor force participation landscape provides both context for and insights into the state of female entrepreneurship, the industries in which women cluster, why women decide to pursue or pass up entrepreneurial opportunities, and whether these business endeavors succeed. Although the global female labor force participation rate is higher today than it was three decades ago (Ortiz-Ospina and Tzvetkova 2017), there has been little recent improvement on aver- age. That said, some countries have seen advances in female economic participation. For example, sev- eral nations in Sub-Saharan Africa have significantly closed their economic participation and opportunity gender gap, a measure that blends a participation gap, the difference between women and men in labor force participation rates; a remuneration gap, the ratio of estimated female-to-male earned income; and an advancement gap, wage equality for similar work (World Economic Forum 2020b). The top ten countries globally have closed at least 80 percent of this gap between men and women in the workplace (World Economic Forum 2020b). Several examples include Benin (85 percent), Zambia (83 percent), and Guinea (80 percent) in Africa; Lao PDR (84 percent) in East Asia; and Belarus (84 percent) and Latvia (81 percent) in Eastern Europe (World Economic Forum 2020b). At the opposite end of the spectrum are countries that have closed less than 40 percent of the economic participation and opportunity gender gap: India (35 percent), Pakistan (33 percent), Yemen (27 percent), Syria (25 percent), and Iraq (23 percent) (World Economic Forum 2020b). Furthermore, women tend to be underrepresented in leadership and management positions and overrepresented in lower-quality jobs and informal and vulnerable econom- ic activities, including self-employment in unregistered businesses with no bookkeeping practices and tax payments (ILO 2018). In 2016, the share of women in developing countries who work in the informal economy as a percentage of the total number of employed women was 8 percent higher than that of employed men working in the informal economy (ILO 2018). Women workers are also at greater risk of facing poverty in old age due to such restrictive labor practices, along with typically lower wages, longer life spans than men’s, and shorter work lives due to maternity, childcare, and eldercare duties. The factors that constrain women’s labor force participation include prohibitions against working in specific sectors or at certain times of day (such as nocturnal shifts); lack of legal provisions to al- low for and regulate part-time work; and limited or nonexistent gov- ernment support for or provision of childcare services. These factors, individually or collectively, lead to a lower percentage of women busi- ness managers and business leaders. Often women’s employment decisions reflect the interplay among prevailing gender and social norms associated with education and occupational choices, house- hold and family responsibilities, mobility constraints, and access to la- bor markets. 70 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Female Entrepreneurship Women’s engagement in entrepreneurship is crucial to improving women´s economic status. Not only does owning a business provide a source of income, but female en- trepreneurs also tend to hire more female employees than do male entrepreneurs (Ci- rera and Qasim 2014). Women invest a higher percentage of their entrepreneurship and employment earnings in their households, thereby increasing overall amounts spent on education and health. Female entrepreneur- ship is also a viable economic and livelihood solution for older women in countries with an earlier mandatory retirement age for women and can thus help reduce the likelihood of poverty in old age. Launching and growing a business is in- herently risky; many women would prefer to work as employees for firms in which they do not have an ownership stake. Yet in developing economies where fewer formal sector jobs are available, women may not have an alternative means of providing for themselves and their families: women globally have a 20 percent or greater likelihood than men of starting a business due to necessity (Global Entrepreneurship Monitor 2017). Owning and operating a business can be particularly attractive in economies where social and legal restrictions as well as a lack of alternative employment opportunities limit other options. Multiple constraints discourage both women and men from becoming entrepreneurs and starting firms, including time and number of procedures to start a business, cost as a percentage of income to start a business, and government resources available to entrepreneurs, but women’s early-stage entrepre- neurial activity is half or less that of men in 40 percent of economies (Global Entrepreneurship Monitor 2017), and women own only 28 percent of all MSMEs globally (International Finance Corporation 2014), with larger variation between and within regions. Female total entrepreneurial activity (TEA)34 rates have ranged from 3 percent in France, Germany, Italy, Jordan to 37 percent in Senegal (Global Entrepreneur- ship Monitor 2017). In Brazil, Indonesia, Mexico, the Philippines, and Vietnam, women participate in entre- preneurship at equal or higher rates than men (Global Entrepreneurship Monitor 2017). Regionally, MENA has the lowest number of women entrepreneurs and largest gender gap in business ownership: for every three male business owners, there is only one female-owned business (Global Entrepreneurship Monitor 2017). Somewhat surprisingly, at 37 percent, entrepreneurs in the MENA region have the highest average growth expectations for their businesses worldwide, and women business owners’ growth ex- pectations for their firms are nearly equal (about 80 percent) to those of their male counterparts (Global Entrepreneurship Monitor 2017). In contrast, North America has the lowest regional gender gap35 among entrepreneurs and the highest level of innovation36 among women business owners; 38 percent of them state they offer innovative products, whereas only 18 percent of women in sub-Saharan Africa make the same claim (Global Entrepreneurship Monitor 2017). 34. The ratio of women to men participating in entrepreneurship. 35. Global Entrepreneurship Monitor defines innovation as exhibiting newness to customers, with offerings generally not available from the competition. 36. The World Economic Forum defines “innovation-driven” in its Global Competitiveness Report as characterizing the most developed economies with more knowledge-intensive businesses and expanding service sectors. 71 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit It is also noteworthy that in the 63 economies surveyed biannually by Global Entrepreneurship Monitor (GEM), as economic development and educational levels in a country increase, entrepreneurial partici- pation among women declines and the gender gap widens, while business closure decreases (Global Entrepreneurship Monitor 2017). Women in innovation-driven economies37 start businesses at 60 percent the rate of men, but men are one-third more likely than women to close their businesses due to lack of profitability, lack of financing, sale, and/or retirement (Global Entrepreneurship Monitor 2017). This indicates a significant difference between male and female entrepreneurs, including the tendency of women not to start businesses as frequently as men but also to fail less, in part because they take few- er risks. Marked differences can also be seen in the prevalence of women in informal employment across economies. These women are not covered by labor laws, part of the tax system, or offered social protec- tion or employment benefits such as severance pay or sick leave. Even though globally fewer women than men take informal employment (approximately 740 million women versus 1.26 billion men), these women are more often found in the most vulnerable situations, employed as domestic workers, home- based workers, or unpaid workers in their own households, as compared to their male counterparts (ILO 2018). The gender-specific constraints that women entrepreneurs worldwide routinely face affect how they manage their businesses relative to men and inhibit business productivity and growth. By removing or significantly reducing barriers to female entrepreneurship, not only do women’s individual autonomy and economic and social well-being increase, but broader benefits accrue to the economy, including the development of new products and services offered and increased employment. Using Technology to Improve the Business Climate Technology, even when introduced at small scale, can facilitate the growth of all MSMEs and especially women-owned MSMEs in business environments where, without digitalization, it might not otherwise be conducive to or safe for women to operate businesses. For example, technology gives women greater control over their operating environment. It can facilitate cashless business transactions, thus improving women’s financial privacy, independence, and autonomy; provide online platforms to virtually meet sup- pliers and buyers; and employ software to digitally track products over long distances to ensure arrival without damage or the added logistical complication of arranging transportation to physically accom- pany the shipment of goods. Technology thus holds potential to benefit women particularly, strengthen- ing their contribution to a country’s economy and enlarging the footprint of WSMEs on a national or even international scale. 37. Global Entrepreneurship Monitor refers to the following countries as innovation-driven, in ascending order: Italy, Germany, United Arab Emirates, Spain, France, Norway, Greece, Belgium, Republic of Korea, Finland, Qatar, Sweden, Slovenia, Switzerland, Portugal, Taiwan, United Kingdom, Luxembourg, Hong Kong, Austria, Puerto Rico, Ireland, Netherlands, Israel, Cypress, United States, Australia, Estonia, and Canada. 72 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2. Assessing Main Constraints 2.1. Legal and Regulatory Framework Of the 190 economies surveyed in Women, Business, and the Law (World Bank Group 2020e), 90 per- cent have at least one law impeding women’s economic opportunities. For example, Colombia forbids women to work as industrial painters; Bangladesh forbids women to clean, lubricate, or adjust any part of machinery; and Sierra Leone forbids women from working in underground mines (World Bank Group 2020e). Restrictive legal and regulatory frameworks can render more difficult the processes to register a business or open a bank account and may prevent women from working without the permission of a husband or male family member. Women also face significant legal and regulatory barriers to ownership, access, and control over key productive assets such as land, housing, finance, insurance, and technol- ogy. Asset ownership is a critical means to generate income, facilitate access to credit, strengthen the ability to respond to shocks by diversifying income potential, and serve as a store of wealth. Constraints to ownership and control of assets that women face include family laws that disadvantage them, such as requiring a spouse’s permission to work outside the home, limited public knowledge about women’s rights, and uneven implementation and enforcement of gender-neutral laws. Using Technology to Improve Design and Implementation of Legal and Regulatory Frameworks Sound legal and regulatory frameworks seek to promote transparent, predictable, and nondiscriminatory processes. Digitalization can make it easier for female entrepreneurs to comply with legal and regula- tory business requirements. For example, electronic transactions to obtain an ID, register a business, or obtain a business license — areas where women tend to be disadvantaged because of social norms and mobility constraints (World Bank Group 2015) — can contribute to access and transparency. Effectively deployed, technology can contribute to less discriminatory, more standardized processes and provide workable approaches to overcome some of the restrictions that women face. E-government services, such as digital cash transfers or electronic public-private dialogues (ePPD), offer the potential of better online user experiences for citizens, increased public participation, improved internal efficiency and pro- ductivity, and increased access to information, such as the data found on electronic collateral registries (United Nations 2012). Governments are beginning to actively encourage stakeholder engagement when evaluating laws and regulations related to digitalization. Digitalization can also help women’s voices to be heard in legal and regulatory formulation and imple- mentation. For instance, public-private dialogues that employ digital tools (World Bank Group 2015) provide the opportunity for women to engage in direct conversations about business- critical issues, share insights, and de- velop more informed policy. Reviews of laws and regulations as well as pro- posed public budgeting for improve- ments affecting businesses can be published online for public review, so- liciting comments by female and male entrepreneurs alike, to support more inclusive feedback. 73 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2.2. Access to Finance Persistent barriers limit women’s access to financial services. Women continue to be less likely than men to have access to financial institutions or to possess a bank account. In spite of rapid increases in financial services between 2014 and 2017 — men’s bank account ownership in developing countries increased from 60 percent to 67 percent, and women’s ownership grew from 51 percent to 59 percent (Demirguc- Kunt et al., 2018) — the gender gap has stubbornly remained at 9 percentage points for emerging econo- mies since 2011 (Demirguc-Kunt et al., 2018). In an IFC study of developing economies,38 female-owned businesses accounted for 33 percent or US$1.5 trillion of the total SME finance gap, defined as the difference between the available supply and potential demand that could be met by financial institutions (International Finance Corporation 2017). Many women entrepreneurs do not even apply for loans because of low financial literacy, risk aversion, or fear of failure (Morsy 2020). Among those who do seek financing, lack of collateral is the most commonly cited impedi- ment. The World Bank’s Enterprise Surveys reveal that 78 percent of the assets of a typical business in the developing world consists of movable property, such as equipment, inventory, and accounts receivable, while only 22 percent include real estate. Women may also be subject to unfavorable banking practices, such as being charged higher interest rates and having to meet shorter repayment periods. As a result, women lose opportunities to invest in their businesses, create jobs, reduce poverty, and strengthen econo- mies. It is estimated that closing the credit gap by 2020 for women-owned SMEs in the BRIC (Brazil, Russia, India, and China) and the Next-11 (Bangladesh, Egypt, Indonesia, Iran, Mexico, Nigeria, Pakistan, the Philip- pines, Turkey, South Korea, and Vietnam) emerging markets could result in 12 percent higher income per capita in those countries by 2030 (Stupnytska et al. 2014). Using Technology to Increase Access to Finance Digital financial services can help bridge the gender gap in account ownership and access to credit by decreasing the cost of access to financial services and bypassing constraints imposed by social norms and limited mobility. Digital financial services can also contribute to women’s empowerment and au- tonomy by increasing their control over their financial resources.39 Data and insights from Global Findex have shown that digital financial services, including mobile money, have contributed to a marked in- crease in women's access to financial services in many economies in recent years.40 Digital technology can enhance women’s ability to control and access financial services, including remittances and wage payments, through the use of debit/credit cards, mobile phones, and other digital channels. Digital in- frastructure,41 including digital IDs42 and biometric verification,43 can facilitate customer on-boarding and customer due diligence, often major barriers to access to finance. In environments where women are less likely than men to own as- sets that could serve as collateral for credit, the World Bank Group has successfully piloted the use of psychometric testing. (See Box 3: Improving Access to Credit for Women Through the Use of Alternatives to Collateral.) Analysis of big data, including data accessed through mobile phones and utility bills, can improve un- derstanding of entrepreneurs’ cash flow, character traits, and net- works to assess credit default risk and predict the likelihood of loan repayment. 38. The IFC study included 128 countries, of which 112 were low- and middle-income countries. 39. See results from the Tanzania case study. 40. Global Findex Database, 2017. 41. Digital tools refer to platforms and software that can be used with computers, tablets, and mobile devices to work with text, images, audio, and video. 42. Digital identification (ID) is defined as data about persons stored in computer systems that are linked to their civil or national identities. 43. Biometric verification is defined as any means by which a person can be uniquely identified by evaluating one or more distinguishing biological traits, such as fingerprints, hand and earlobe geometry, retina and iris patterns, voice waves, and DNA. 74 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Mobile money44 and e-Wallets45 have been game changers in a number of developing countries, by bringing formal financial services within the reach of a majority of the population for the first time. Kenya is a global leader in mobile money, with the M-Pesa46 products that offer a phone-based money transfer service, pay- ments, and microfinancing services. Access to the M-Pesa mobile money system has been adopted by at least one member in 75 percent of households and is estimated to have lifted 194,000 (2 percent) of house- holds out of poverty, with a greater impact on women (Suri and Jack 2016). The relative impact of mobile money versus more traditional bank accounts for women’s financial services varies among countries.47 BOX 3: Improving Access to Credit for Women through the Use of Alternatives to Collateral Another opportunity to increase women’s access to finance is using data derived from apps, digital financial services, credit reporting and other digital sources. Information can take the form of “alternative data” such as reports from utilities, government payments, or social media. In some instances, data are collected through direct surveys and interviews with consumers to develop a psychometric profile that can help to predict the probability of repayment. In Ethiopia, the World Bank has supported a project to develop psychometric data on women entrepreneurs that has shown positive results. Both Kenya and Tanzania have improved access to credit by distributing so-called alternative data on individuals’ positive and negative payment histories with utility companies and retailers. Women and other consumers who may be underrepresented in financial markets and traditional credit bureaus particularly benefit from access to new sources of data that can be leveraged for financial analysis. However, expanded use of both financial and nonfinancial data also increases risks to data protection and privacy. While many providers seek the customer’s consent to consult and use personal data, these consent clauses may provide little protection against data misuse. Instead, they may offer more legal protection to the financial services provider (by showing they have the customer’s agreement to use their data) than for the consumer whose data is being analyzed. The General Data Protection Regulation (GDPR) passed in the European Union in 2016 provides the most widely used legal and regulatory framework for information sharing, including in financial markets. While mobile money holds potential, intervention designs must be sensitive to country context and con- sumer risks, including online abuse and fraud. Many microentrepreneurs do not have formal accounts and therefore no pathway to savings, credit, or other financial products and services provided by financial service providers that could help their businesses expand. MSMEs generally rely on multiple forms of consumer finance to meet both personal and business operating needs. For example, over six million Kenyans have taken out at least one digital loan for meeting day-to-day household needs and for work- ing capital for small enterprises. According to a 2019 report by Financial Sector Deepening Kenya, usage of non-regulated digital credit grew from 0.6 percent in 2016 to 8.3 percent in 2019.48 Governments need to proactively review these new digital finance products as part of the larger discussion on how finance and credit can be made more attainable for the many microentrepreneurs and others who are unbanked and operate unregistered firms on the margins of a developing country’s economy. 44. Mobile money is defined as a fast, safe, secure, convenient way to receive, store, spend, and save money using a mobile phone. 45. E-Wallet is defined as an electronic card used for transactions made online through a computer or smart phone. 46. M stands for “mobile”; pesa is the Swahili word for money. 47. In Cameroon, Gabon, Kenya, Liberia, Mali, Mozambique, and Zimbabwe, the gender gap in mobile money access is significantly smaller than the gap in bank account ownership. Some large markets, such as Ethiopia and Nigeria, have yet to see important gains from mobile money because they have not fully embraced an enabling environment for digital financial services. In Bangladesh, the 22% gender gap in mobile money is higher than the 18% gender gap in bank accounts. 48. Recent survey research by FinAccess provides evidence of worsening views of financial wellness among the population in Kenya, at the same time that financial services are growing. Increased access to, and use of, short-term, high-cost digital credit may be the root cause of this unfortunate combination. 75 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2.3. Training, Skills, and Information Women entrepreneurs frequently start busi- nesses with less schooling and work experience and lower levels of management skills than their male counterparts, constraining their businesses’ growth and chances of success (Cirera and Qasim 2014). Approaches to addressing WSME skill gaps traditionally centered around a single intervention, such as business training workshops, but research has shown that, particularly for poor women, a more holistic approach is needed that bundles in- terventions, such as by combining skill enhance- ments with financial management training and ac- cess to credit or savings accounts (United Nations Foundation and ExxonMobil Foundation 2013). While a stand-alone or single service may lead to positive changes in business practices, they have little impact on firm performance (Qasim, Lu, and Ford 2018). Furthermore, when starting a business, women often do not have access to information regarding profitable sectors, market size, and local supply and demand dynamics. They also are limited in accessing networks to share best practices relative to a specific industry or to gain information on market prices. Analysis (Cirera and Qasim 2014) of data col- lected by the Global Entrepreneurship Monitor about entrepreneurs worldwide indicates that subjective perceptions about one’s own skills, the likelihood of failure, and ability to access opportunities explain a significant portion of the gender gap in entrepreneurial activity. Studies show that men have more social connections that enable them to access business opportunities, information, and contacts than do women (Simavi, Manuel, and Blackden 2010). In this way, women are disadvantaged from the start, having fewer professional connections, role models, and mentorship opportunities, which can adversely affect their businesses. Encouragingly, female Ugandan entrepreneurs who had launched businesses out of necessity and were subsequently paired with male role models were 55 to 74 percent more likely to successfully cross over into higher productivity sectors than were women entrepreneurs who did not have access to such role models (Cirera and Qasim 2014). Furthermore, female entrepreneurs in Togo who engaged in personal initiative training focused on developing soft skills increased firm profits by 30 percent compared to women who did not participate in the training. Women who received training were also more innovative, introduced a higher number of new products, accessed more credit, and made greater investments in their businesses (Campos et al. 2018). 76 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Using Technology to Close Training, Skills, and Information Gaps Even among the poorest 20 percent of the population in developing countries, 70 percent have access to mobile phones — more than those who have access to household sanitation improvements or elec- tricity (Deichmann, Goyal, and Mishra 2016). More than 40 percent of the world has Internet access, with ongoing initiatives to reach the unconnected living in rural areas of developing countries. Innovations in digital technology are showing potential to help address skills and information gaps. The use of digital technology in programs to improve women’s business acumen and technical skills can reach a subset of women who are unable to attend extensive in-class trainings or who face logistical challenges in access- ing support programs. Online services can decrease the cost of delivering workshops, attract a larger pool of participants, and enable interventions that combine forms of enterprise support activities such as training and financial services (Bastian et al. 2018). E-learning programs permit women to complete coursework from their workplace or home and offer them the advantage of pacing themselves in fully absorbing and thoughtfully applying the knowledge presented. E-extension systems can act as online information repositories, with specific information on best practices for different sectors as well as data- bases of input retailers and prices. Delivery of WSME business training and technical assistance through digital technologies can narrow knowledge gaps and yield more impact in terms of improved business practices and overall firm perfor- mance if the programs are well designed in terms of the topics covered (e.g., strategic communications, program marketing), delivery mechanisms (e.g., whether to include videos, e-learning platforms, face-to- face training), and the availability of IT staff for technical setup and troubleshooting. However, using video or other remote tools to reach women entrepreneurs may not significantly increase their participation if it is not combined with services like childcare, family outreach, and transportation for in-person activities and events (Buvinic and O’Donnell 2016). Increasing financial capability is one especially promising area for technology-based training and skills attainment. Courses aim to improve the knowledge, attitudes, skills, and behaviors of participants so that they can better manage their resources and select and make use of financial services that best fit their needs. Successful interventions that have focused on women include the use of tablets load- ed with games, videos, and other engaging content to build financial capability among rural women in Colombia (National Bureau of Economic Research 2019). Even several years after this intervention was implemented, the women continued to demonstrate improved financial behavior. Illustrative narratives, including stories and soap operas disseminated through mass media, have also been shown to be effec- tive learning tools in strengthening financial capability. For example, a study based on financial capability messages in a South African (Berg and Zia 2017) soap opera showed improvements in knowledge of concepts relating to gambling and high-cost credit raised in the program. 77 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 2.4. Access to Markets All SMEs located far from markets face uncertainty in sourcing inputs that can affect the volume and consistency of production as well as creating difficulties in selling what they produce. Female entrepre- neurs’ access to markets can be further constrained by social norms against women travelling alone or without a male relative, thereby impeding access to critical information about markets. In addition, women-owned businesses tend to be smaller, with fewer employees, and lower average sales. As a re- sult, the volume requirements in some markets may be a barrier to their participation, particularly in large, centralized, domestic and international markets. Moreover, information about the type of goods in demand, quality standards, branding and presentation requirements, and pricing, is not as readily accessible to women entrepreneurs who are unable to regu- larly interact with buyers. Established buyers and sellers can engage in collusive activity that impedes new entrants from participating in a market. For example, some Latin American women fishers receive lower prices because they sell in smaller volumes to powerful intermediaries who then set the price (United States Agency for International Development 2005). In combination, these factors can prevent women from accessing new and larger markets. To help address these issues, under its Public Procure- ment Strategic Plan (2002–2004), the Chilean government created an e-Procurement platform, Chil- eCompra (“Chile Buys”), that enables private sector businesses to bid electronically to provide goods and services to the government (Chile, Ministry of Finance 2016). ChileCompra increases the transparency of public sector demand-side data and automates and streamlines the Chilean government´s sourcing pro- cess, resulting in easier, equal access for all SMEs. It also facilitates WSMEs´ ability to participate directly in the public sector procurement process without preexisting relationships with government officials and with the added convenience and efficiency of doing so through a digital platform. The result has been a more competitive bidding process for government contracts. Another bright spot in relation to WSMEs´ access to markets has been global sup- Increase ply chains. Goods whose component parts Inclusion Increase and 81% were once produced and assembled in Profit Equity Margins one location may now be manufactured in factories on different continents. In some of women in INDIA industries, such as textiles and apparel, this has increased the demand for female workers (World Bank Group and World use ICT for Trade Organization 2020). In addition, communication SMEs, including women-owned firms, are and networking purposes increasingly exposed to foreign markets Negotiate Fair through their integration into larger firms´ Sales Prices supply chains (World Bank Group and World Trade Organization 2020). However, women-owned businesses may lack the financial resources that allow their male counterparts to successfully weather sup- ply chain realignments, such as when larg- er companies decide to shift aspects of Communicate with buyers and sellers their production closer to larger consumer if physical meetings are culturally markets or to automate labor-saving tasks discouraged or laws mandate that within supply chains (World Bank Group workers be segregated by sex and World Trade Organization 2020). 78 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Using Technology to Access Markets ICT permits more small-scale entrepreneurs to participate in markets and provides innovations in logis- tics chains that can lead to closer links between buyers and sellers. Mobile phones in rural areas provide entrepreneurs, including women, access to local markets and enable them to carry out financial transac- tions, including arrangements of sale and delivery of goods and services. Developing country govern- ments, such as Nigeria, partner with mobile operators in e-Wallet initiatives to use electronic vouchers delivered by phone to coordinate distribution of inputs, including improved seeds and fertilizers, to re- mote areas (Suri and Jack 2016). Women entrepreneurs are able to use mobile phones to connect direct- ly to a virtual market platform that is a transparent, open, and trustworthy space in which to gauge market demand, negotiate fair sales prices, and arrange delivery with agents and traders, potentially eliminating intermediaries and increasing profit margins. Conversations via phone and SMS are a convenient and ef- ficient means for female entrepreneurs to communicate with buyers and sellers if physical meetings are culturally discouraged or laws mandate that workers be segregated by sex. Fully 81 percent of women in India use ICT for communication and networking purposes, including female business owners who use ICT to create and maintain marketing channels, collect customer information, and improve efficiencies in their business processes (United Nations Economic and Social Commission for Asia and the Pacific 2013). Data analytics can also be used to help identify and reduce collusion between suppliers. Novel technological advances have been made recently in the field of blockchain digital ledgers that eliminate the need for transaction validation by third-party entities and lower the costs related to work- ing capital and cost of goods sold for SMEs. Blockchain is a decentralized, distributed, and secure ledger that records information about commercial transactions (World Bank Group 2020a (forthcoming)). Block- chains are protected by cryptographic technologies that render them virtually invulnerable to corruption or hacks (World Bank Group 2020a (forthcoming)). The net result of using blockchain is that suppliers have lower working capital costs and buyers have a lower cost of goods sold. All of the above-mentioned digital technology advances can be used to increase inclusion and equity among female and male en- trepreneurs conducting business in the same sector. Goods travel increasingly long distances to reach the end-user, which has created the need for efficiency gains in transport and logistics. Mobile and digital communication, such as text messages between en- trepreneurs and product buyers, can confirm pick-ups and monitor the movement of goods, including real-time updates about the quantity and condition of products, as well as estimated arrival times. These technical advances in logistics help eliminate product waste in developing countries where, for example, food loss reduces income by at least 15 percent for 470 million smallholder farmers and downstream value-chain actors (Food and Agriculture Organization 2013). SMEs´ increased integration into the international movement of goods and global value chains (GVCs) has become more ubiquitous. Virtual marketplaces (VMPs) or “e-commerce” platforms are increasingly accessible to SMEs in developing countries through the expanded use of improved digital technologies and make significant contributions to this phenomenon. E-commerce ventures present many advan- tages for WSMEs: access to a larger, “virtual” customer base; freedom from geographic limitations; op- portunities to engage in commercial activity around the clock; and lower business operating costs due to the elimination of the need for a brick-and-mortar storefront. In addition, VMPs have the potential to lower trade barriers for women business owners by bringing female producers and traders closer to markets and making it easier for female entrepreneurs to borrow (World Bank Group and World Trade Organization 2020). 79 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit BOX 4: Limitations of Technology New technologies are helping women entrepreneurs increase their efficiency and productivity as well as foster innovation. However, technology has its limitations.a Women typically lag men in using technology- enabled devices, and usage across countries and regions is uneven. For example, while Mexico has no gender gap in cellular phone ownership, the gap is 24 percent in Mozambique and 37 percent in Pakistan. In China, the mobile Internet gender gap is 1 percent, whereas in Guatemala it is 20 percent and in Bangladesh it is 58 percent.b Overall, across low- and middle-income countries,c 15 percent of adults do not have a cell phone and 45 percent do not use mobile Internet.d So, even when digital solutions can help address the economic gender gap, they must be tailored and adjusted to country realities. These may include infrastructure-related barriers and rural-urban differences. Technology also has disadvantages that can make implementation expensive or risky. Barriers remain to mobile phone ownership and use by women, including the high cost of mobile equipment; lower technical literacy and confidence; safety and security concerns related to user location, communication logs, and breaches of personal data; and perceived lack of relevance.e Working with technology can require costly investments and high technical proficiency. Women entrepreneurs may not have access to the training or capital required to invest in hiring experts or buying equipment. Technology use also increases criminal opportunities; in Nigeria, the National Information Technology Development Agency estimated that customers lost $450 million to digital fraud in 2015.f Because technology is transforming the way people communicate and conduct business at a rate faster than the relevant legal and regulatory frameworks can evolve, concerns about privacy, security, and individual rights continue to emerge. Furthermore, the technology industry’s inherent gender bias systemically disadvantages women, including their underrepresentation in the industry itself.g This bias affects how products are designed, developed, marketed, and distributed, ultimately impacting women’s ownership and use of technologies. a,-,e, Connected Women: The Mobile Gender Gap Report, GSMA, 2019. f “Fighting Cybercrime in Africa with Data Analytics”, Forbes, 2016. g “We have to fight for a fairer tech industry for women”, World Economic Forum, 2019. 80 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Appendix 2. Data Analysis Guide 1. Introduction The automated data-generation tool is available online be developed in more detail, either from additional (click here to access prototype) and provides compre- analysis of the data from the automated tool or by hensive country snapshots of the context in which fe- adding other sources, such as national gender re- male entrepreneurs and workers operate. At the click ports.49 of a button, the tool generates country-level informa- tion across over 100 indicators, organized by the toolkit’s Begin by looking at indicators for the country, keeping topics: access to finance; access to markets; business in mind the following topical areas: employment, ed- climate; legal and regulatory framework; social norms; ucation, family and physical sovereignty, financial training, skills, and information; and technology. Sources participation, access to capital, business environ- for all indicators are referenced in the online automated ment, and entrepreneurship for women. Within each data generation tool. of these groupings, you should analyze the indicators to get a sense of women’s status in that domain. Then The sheer amount of data generated by the tool can compare the country’s data with some point of refer- be daunting at first glance. This guide is intended to ence, such as figures for the region or for other coun- help users assemble an overall picture that can then tries at the same income level. Examples in Interactions Between Groups of Indicators Family Business Entrepre- Employment Education Finance and Safety Environment neurship Female labor Secondary Bank Fertility Women in force school accounts and Corruption rate ownership participation enrollment mobile use Tertiary Gender- Command Growth and Part-time Access education based over physical size of work to credit enrollment violence resources business Representa- tion in skilled/ Land professional ownership jobs 49. For instance, the report. Women’s Economic Participation in Peru: Achieving APEC Priorities for Gender Equality (from Nathan Associates Inc 2016) was consulted for information on the Peru pilot. A regional example appeared in the 2019 publication Employment Situation in Latin America and the Caribbe- an 21, published by ECLAC/ILO. 82 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit As a rule of thumb, countries with a high level of Take care to look at both the percentage and the fe- gender equality, in addition to having high incomes, male/male ratio on measures where sex disaggrega- also tend to have high levels of female labor force tion is available. A very skewed ratio is often attribut- participation, gender parity at all levels of schooling, able to low base numbers for both sexes, such as in replacement-level or lower fertility rates (2.1 or less), bank account ownership in poor countries. and more gender-equal bank and technology use. In contrast, countries with low levels of gender equality After the indicators under each topic have been ana- generally have low levels of female labor force par- lyzed, comparisons should then be made across each ticipation, large gender gaps in education, high fertility group. Invariably, some parts of the data will seem rates (4+), and low technology and banking participa- to contradict or raise questions about others. At that tion by women. point, it may be useful to look for additional contextual information to help round out the picture. For some indicators, such as fertility, it may be suf- ficient to work with a “snapshot” using just the most recent data; for others, such as female labor force participation and education, it may be necessary to 2. Data Analysis Process look at trendlines that indicate whether the country is making progress. For example, a country in South Employment. Begin by comparing the percentage of America may have relatively low female labor force women who work with the same figure for the com- participation, but nevertheless be riding a very steep parison country set. Create a line graph of the trends. upward curve consistent with the other countries in Then look at the percentage of women who work that region. On the other hand, the United States has part-time and the gender gap in pay. The higher the very high full-time female labor force participation, number of women who work part-time, the bigger the but recently, for the first time in a century, it has been pay gap will be, as measured by estimated earnings, flattening and declining. a number based on actual money earned. Then look at the Wage Equality for Similar Work indicator, which Legal provisions, also indicators in the toolkit, must be represents how much a woman is customarily paid for used carefully. Most nations have enacted the kinds of the same work carried out by a man. Lastly, put togeth- legislation believed to encourage gender equality, but er a comparison between male and female represen- many do not enforce the laws. Do pay attention to laws tation in agriculture, industry, services, and informal on the book versus implementation reality. work. Once you have all these figures, you will be able to assess whether the gender pay gap is driven more A similar caution applies to measures of the busi- by prejudiced customs, part-time work, or women clus- ness environment that are not disaggregated by sex. tering in low-paying sectors and insecure jobs. See the These numbers can be misleading because men and examples of employment indicators and pay gap anal- women have different experiences in business. These ysis in Boxes 5 and 6. measures can be used to gauge the country’s com- mitment to growth, especially through entrepreneur- ship, but should not be applied uncritically to women. 83 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit BOX 5: Examples of Employment Indicators and Pay Gap Analysis Female Labor Force Participation Poland and European Union 1990-2020 80 70 60 Percent of Female Adults 50 40 30 20 10 0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Poland European Union Source: World Bank Databank, Gender Statistics This first graph shows Poland’s female labor force participation trend over a thirty-year period, as com- pared to the European Union. The percentage of women who work dipped and flattened after the col- lapse of the Soviet Union, but has increased as Poland grew more prosperous, tracking with the EU over the past ten years. BOX 6: Examples of Employment Indicators and Pay Gap Analysis Employment Sector by Sex Poland 2020, Percent of Total MEN WOMEN 46 17 8 44 75 10 Agriculture Services Industry The pie charts here show that women are concentrated in services, as opposed to industry, compared to men. Because services generally pay less than industry, this concentration would help account for a pay gap. However, industry segmentation by gender cannot be chalked up to choice because sexual harass- ment in the workplace and other exclusionary behaviors shut women out of higher paying sectors. 84 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Gender Pay Gap, Employment, and Qualifications Poland 2020 180 160 140 120 100 = equality with men 100 80 60 40 20 0 Wage equality Estimated Part-time Leadership Enrollment Prof/tech for similar earned income employment posts in tertiary employment work (2018) (F/M) (F/M) (F/M) education (F/M) (F/M) Source: World Economic Forum, Global Gender Gap Report, 2018 and 2020 In this final graph, other employment indicators relevant to the gender pay gap are assembled. From left, Wage Equality for Similar Work reports local perceptions of what is customarily paid to women, as com- pared to men, for the same or similar work. Using the line that indicates equality with men (index = 100), you can see that women are typically thought to be paid much less than men, even when on an equal employment basis. The second measure is the female/male ratio of estimated actual earnings, which is also very low. Actual earnings, however, are substantially influenced by the incidence of part-time work and Polish women work part-time substantially more often than men. The gender difference in part-time work is usually traceable to household practices allotting more unpaid work in the home to women, as well as to insuf- ficient childcare arrangements in the country. Career advancement also substantially influences the gender pay gap; the next column shows that wom- en are in leadership positions, which pay more, much less often than men. A common rationalization of the gender pay gap is that women are not as appropriately educated as men and therefore do not hold jobs that pay as well. However, the columns on the right contradict that argu- ment by showing women more often enrolled in higher education as well as holding the jobs requiring the most training and skill. In light of this information, the gender pay gap in Poland can be partly attributed to industry segregation and part-time work, as is typical around the world. However, there are also clear indicators of cultural prejudice against women, such as customs that pay women less for the same work, and the mismatch between women’s educational achievements, their representation in the highest-skilled jobs, and their exclusion from leadership positions despite their qualifications. 85 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Family and Reproduction. Initial indicators: fertility, Inheritance rights and participation in household comparisons by gender of paid and unpaid work, purchasing decisions are indicators of the women’s contraceptive availability, gender-based violence, right to capital and cash. Most countries now have marriage and first birth ages, SIGI score, and gender equal inheritance rights by law, but many families still attitudes. The fertility rate is a particularly powerful in- customarily bequeath property to males. Household dicator; it should be at about 2.1. A lower rate may indi- decision-making measures are subject to high social cate that working mothers receive too little support; a desirability bias,51 but nevertheless can be used as a rate greater than 4 often indicates that gender equality rough approximation of women’s ability to access fam- is so low that women have little sovereignty over their ily wealth, save money, and make purchasing choices. own bodies. In a country with economic opportunities for women, the age of marriage will be higher than in Since land is the main store of wealth in develop- countries where women are economically excluded. ing countries (and has been historically all over the A young age at marriage and first childbirth, coupled world), the percent of landholders by sex is a key with high rates for fertility, are danger signs for both measure. Land ownership is often required to ob- the women and their country. Importantly, high fertil- tain bank loans, for instance. The global average in- ity strongly correlates with conflict and government dicates that 18.7 percent of landholders are female. instability. Obviously, all these factors are affected by Since men normally hold larger plots, they control the availability of and access to contraception. more than 80 percent of the world’s land. Rich na- tions’ ratios actually are lower than the average be- The SIGI score assesses discriminatory family codes, cause they have had quite severe historical restric- access to land and capital, son preference, and prev- tions on female property rights. A few countries show alence of female infanticide. These factors all affect outlier scores, such as Saudi Arabia (a very low score) and reflect the economic environment for women. So- and Lithuania (a high score). These reflect either con- cieties that strongly prefer sons and kill girl babies do tinuing restrictions on female inheritance (low) or un- so because the economic prospects for females are usual efforts at equal redistribution (high). Neverthe- poor. less, in most countries, female ownership is about 20 percent. Gender attitudes often contribute importantly to con- text when analyzing family data. Several cross-nation- Financial Participation. Initial indicators are having an al studies are available. A reputable study can usually account at a bank, using mobile money to receive be found in a few minutes just by “googling” the coun- and transfer funds, getting a loan from a bank, saving try name and “gender attitudes.”50 at a financial institution, debit and credit card owner- ship, and deposits made in a bank or other financial Capital and control. Initial indicators are inheritance institution. All of these are available in sex-disaggre- rights, household purchasing, and landholding by gated form and should be compared. Data usually ex- sex. It is very difficult to ascertain gender equality ists for only one or two years, so a snapshot approach in capital because, although families will nominally is appropriate. In developing countries, many are un- hold wealth by household, the male head of house- banked, regardless of sex, so too much emphasis on hold usually has practical control over it; this is true ratios may not be appropriate. even where the law stipulates that ownership of as- sets is equal and joint. Nevertheless, it’s important to Women have been required, sometimes by custom get even a rough picture because access to capital but often by law, to turn over any earnings to the male strongly affects factors such as bank credit and busi- head of household. They have also been forbidden to ness start-ups. have their own bank accounts and so could not save their money for productive uses or to protect against 50. Some examples include the Pew Research Council’s Global Attitudes Survey, the World Values Survey, and some very good regional surveys, like the Understanding Masculinity survey sponsored by UN Women in the Middle East. 51. Social desirability bias occurs when research subjects give the responses they believe to be socially acceptable rather than reporting their true thoughts or practices. 86 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit a crisis; the money is often taken from them. Hence, vealed that women were visited substantially more many efforts are now underway to support financial often by tax collectors and that officials asked them inclusion for women. The degree to which women for favors or gifts. Women had difficulties with cus- gain access even to simple financial services is an im- toms that men did not. Banks loaned funds to women- portant proxy for economic empowerment as well as owned businesses on less favorable terms than men successful entrepreneurship. received. Poor access to credit and lack of capital meant that women were less able to innovate and of- Technological Engagement. Initial indicators are ten had to sell shares to men to keep their businesses Internet use and mobile phone ownership. Tradition- going. Not surprisingly, when asked to rate the busi- al constraints on women have limited their physical ness environment in Moldova, women were much mobility, their communication outside the family, and more negative than were men. Without sex-disag- their access to information. Consequently, women gregated data, none of these differences would have were, at first, barred by families from using the Inter- been visible. The men’s experience would have car- net or having mobile devices. The gender gap in digi- ried the day, simply because there were many more tal access has been closing over the past five years, of them (World Bank Group 2017b). but women still lag behind. Because women can use the devices to access market information or contact Entrepreneurship. Initial indicators include self-em- customers, as well as to gain greater freedom and ployment, entrepreneurship activity (TEA), saving safety, these indicators reveal women’s economic to start and operate a business, ease of access to viability, and technological inclusion will significantly physical resources, percent of firms with major- influence the potential for success of digitally based ity female ownership, and percent by gender who project interventions. are sole proprietors. These indicators are specific to entrepreneurship and available in sex-disaggregated Business Environment. Indicators are availability of numbers. The percent of people who identify as self- funds for SMEs, perception that new and growing employed or sole proprietors gives a sense of wom- firms can enter the market, percentage of firms en’s overall participation in entrepreneurship. Their introducing new products, percent of firms experi- TEA and savings to run a business provide a gauge encing political instability, cultural attitudes toward of how women move toward opening their own busi- entrepreneurship, government programs that as- nesses. Ease of access to resources is thought to be sist entrepreneurs, intellectual property protection, an area where women experience discrimination in expectation of gift-giving, and customs as a major entrepreneurship. constraint. Most of these indicators are not available in sex-disaggregated form. They describe the envi- Governments seek to stimulate business ownership ronment mostly as experienced by men, since about among women as a source of new growth. However, 66 percent of businesses are usually owned by men. the gender issues discussed above have bearing on Where special studies have been conducted relating the feasibility for women of starting a business. The to gender and the business environment, or where main barriers to women’s success in entrepreneur- sex has been disaggregated, the evidence shows that ship are lack of capital, time poverty (especially due to women experience the indicators differently (Elam et home and childcare obligations), and industrial segre- al. 2019; https://www.gemconsortium.org/economy- gation. Command over resources, both financial and profiles; Hossain, Musembi, and Hughes 2010). So material, is essential for building a business, but it is when using these figures, attention is required to the not equal by gender. Gender differences in business limits revealed by the other indicators. experience and training can also be factors. These numbers showing women’s representation in entre- An example is a World Bank study done in Moldova, preneurship should be analyzed in the context of the where responses from a large sample of registered broader limits presented by the other topical indica- businesses were sex disaggregated. The data re- tors already analyzed. 87 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Comparing Indicators. Some of these groups of indi- • In countries where women are not allowed con- cators have important relationships that may not be trol over cash, they may participate less in the intuitive at first. Some examples: economy because they have no money to use. • Sometimes a gender-unequal country has high • Access to finance and access to technology are female labor force participation, but a further look very often related, and both are key to women’s will show women are concentrated in low-paying, participation in entrepreneurship. Control over unstable jobs and in family circumstances where capital and ownership of land are strongly related they have little financial control. to the ability to get bank loans. • Important factors are how many women occupy Other Sources. It is usually a good idea to acquire at skilled and professional jobs, as well as how many least a glancing understanding of the country’s his- are advancing to leadership, especially when tory. This can often be done quickly by looking at compared to education levels. Today, many coun- Wikipedia and then following up anything that stands tries have more women than men in tertiary edu- out in the context of women in business. For instance, cation, but few women in skilled or professional women’s rights have generally suffered in countries jobs. Sometimes the women are both more edu- that have had authoritarian regimes. cated and more likely to hold skilled jobs, but they are grossly underrepresented in leadership or are For this research, be careful to use only reputable mostly employed part-time. These situations not sources, such as international agencies or well-re- only indicate inequality but also point to a nation’s garded research institutions and universities. major waste of resources. • The presence of restrictions on where and when women can work is associated with low GDP but also with having few protections from sexual ha- rassment in the workplace and greater general safety risks for women. Both restrictions and dan- ger keep women from working and therefore re- sult in lower GDP. 88 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Appendix 3. Full Menu of M&E Indicators Sample Output Indicators 52 • % of public sector staff who receive gender-sensitivity training • # of awareness-raising campaigns conducted • # of sex-disaggregated supplier databases established • % of female feedback providers on implementation effectiveness of new laws and regulations • Presence of explicit organizational policy statements prohibiting gender discrimination in hiring, promotion and retention policies, salaries, and benefits (binary indicator: Y/N) • # of topics for which there is newly available sex-disaggregated data • # of women participants in workshops, training events, seminars, conferences, and networking events • # of women participants who benefited from digital skills programs/trainings • # and/or % of women and women-owned firms listed in a public credit registry and/or private credit bureau Sample Outcome Indicators • # of recommended laws/regulations/amendments/codes enacted or government policies adopted to address gender constraints • # of recommended procedures/firm-level policies/practices/standards improved or eliminated to address gender constraints • # of stakeholders who acquired new knowledge of gender-based issues • # of women contributing to institutional decision making • # of organizations representing women that contribute to institutional decision making • % of women who reported they are satisfied or very satisfied with public service provision and/or quality • # of improvements measured by Women, Business, and the Law and similar indices (e.g., WEF Global Gender Gap Report) • # of improvements measured by governments through monitoring financial system data • # of improvements in access to finance measured through global data sources such as Findex, Finscope • # of improvements in the ecosystem for women’s financial access measured through global sources such as Women, Business, and the Law, Doing Business, and similar indices (e.g., WEF Global Gender Gap Report) • % of women trained who acquired new knowledge or skills, including in relevant technology use • # and/or % of women-owned or -led firms with access to finance • # and/or % of women reached with financial services • # and/or % of unserved and underserved women provided with access to financial services, including through technology-driven delivery channels • # and/or % of women with mobile money accounts • # of outstanding loans made to women-owned or -led firms • Volume of outstanding loans made to women-owned or led firms by institutional type and channel 52. This is a sample, not an exhaustive list of output indicators that would allow linking each subsequent outcome to a corresponding output. Teams should strive to identify appropriate outputs that will in turn lead to selected outcome indicators. 90 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit • Value of outstanding loans made to women-owned or -led firms • % of outstanding loans made to women-owned or -led firms • # and/or % of women-owned or -led firms that have received loans secured with movable property • % of women who have control over their savings • # and/or % of women who made or received digital payments • # and/or % of women depositors • # and/or % of women borrowers • # and/or % of loan accounts owned by women • # and/or % of deposit accounts owned by women • # and/or % of staff in women’s support organizations who acquired improved knowledge or skills • # and/or % of women-owned or -led firms with access to finance • # of women who established new firms in underrepresented sectors/industries • # and/or % of women participating in the conceptualization and design of projects/activities • # of new markets accessed by women-owned or -led firms • # and/or % of women-owned or -led firms adopting innovative/upgraded products and technology driven-processes • # and/or % of women-owned or -led firms that benefit from new linkages with large firms • # and/or % of women-owned or -led firms with increased investments • # and/or % of female trainers in supporting programs • # and/or % of staff in women-supporting organizations who acquired new/improved knowledge or skills • # of women-owned or -led firms that generated leads in business promotion events • # and/or % of women-owned or -led firms adopting innovative/upgraded products and technology-driven processes • # and/or % of women-owned or -led firms that benefit from new linkages with large firms • # and/or % of women-owned or -led firms that benefit from reformed customs/border services • # of new markets accessed by women-owned or -led firms • # and/or % of women who established new firms in underrepresented sectors • % of leadership positions held by women in trade and industry organizations • # and/or % of buyers formally committed to Women’s Empowerment Principles of gender- responsive procurement • % of ministry/agency procurement contracts going to women-owned or -led firms Sample Impact Indicators • # of new direct jobs created or obtained by women • # of women-owned or -led firms with increased revenue • # of women-owned or -led firms with increased aggregate productivity • # of women reporting increased levels of self-confidence, willingness to assert themselves, • willingness to take risks, or self-esteem53 53. Given the interdependence of women’s economic and social roles, it is important to measure both economic and social (well-being) outcomes to under- stand women’s economic empowerment. The report Measuring Women’s Economic Empowerment by the United Nations Foundation (Knowles 2015) recommends tracking the following impact-level results: business income, employment, household income, asset ownership, subjective well-being, gender roles/norms, and women’s self-confi¬dence/self-esteem. 91 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Appendix 4. Discussion Guides I. FOCUS GROUP DISCUSSION GUIDE: WOMEN ENTREPRENEURS How to Use This Guide: The purpose of this discussion is to help collect on-the-ground qualitative information to provide context for and validation of desk-top data findings. As such, to probe the topics most relevant to the country and context, the menu of questions presented below should be tailored based on the preceding data analysis. Specifically, the main questions — marked in bold — will likely need to be asked in each discussion. Questions marked “Further detail,” however, should be curated according to the context. It is not necessary in a qualitative interview to follow the questions in a prescribed order. Do take notes, however, and try to capture important phrasing verbatim. These focus groups and interviews are intended to be structured conversations rather than formal surveys. “Yes” or “no” answers are virtually useless in qualitative research, so it will be important to build trust and to try to get more elaborate, candid answers. Encourage a fluid conversation and look for segues into the next topic, as opposed to following a stilted question-answer-question-answer pattern. Ask probing questions, such as “Would you explain further?”, “Can you provide an example?”, or “Could you please clarify your answer?” To make the best use of the available time and to get the most out of the discussions, be vigilant about staying on topic and attentive to participants who take the discussion away from the research questions to discuss unrelated topics of interest to them. In these situations, moderators should remind the group of the research topic and return participants’ attention to the questions. Helpful Tips for the Moderator: • Tailor focus group discussion times and locations • Ensure that focus groups are homogeneous; for to fit entrepreneurs’ needs. example, group participants whose businesses or • Keep the size of focus groups to seven to ten par- backgrounds are uniformly rural, urban, small, mi- ticipants and limit the discussion time to no more cro, indigenous, etc. than two hours.54 • For the most part, the focus group questions in • Make sure participants are identifiable by their full this discussion guide are intended for women names. Name tags should be used for in-person running formal businesses. Some questions may gatherings, and online accounts should require therefore not be relevant to or understood by en- full names for registration. For virtual meetings, trepreneurs with informal, subsistence-level busi- be sure to assess beforehand whether each par- nesses. ticipant has reliable access to the online meeting • Create an open and friendly atmosphere that sets platform to be used. participants at ease. • When beginning each focus group, discuss confi- • Observe group dynamics and encourage dis- dentiality and consent. cussion by drawing in participants. Respond to • Explain all ground rules. Examples include: “Only speakers and direct the discussion to other par- one person speaks at a time. There are no wrong or ticipants. For example: “Thank you. What do other right answers. Participants may address each other people think? Does anyone else have a different directly. Turn off your phone or put it on vibrate.” thought or strategy?” Point out contradictions and ask other participants for their opinions. 54. For discussions which might become stagnant and lose participant momentum, consider breaking for interactive exercises such as the ones described in “Understanding people’s perspective on identification; a qualitative research toolkit”. 93 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Introduction: • Welcome and thank participants • Introduce yourself and the purpose of the focus group:55 • I am [leader of a project team] at the World Bank. • It is very important that you do not discuss any- My team is collecting information on the situa- thing that takes place during the discussion with tion for women entrepreneurs in [country] for a anyone once you leave here. This means that report that will guide policy and project design in you should not tell anyone outside of this group the future, around the world but also specifically who was here or what they said. This will protect in [country]. Information collected during our dis- everyone’s right to confidentiality. cussion today will remain confidential and will not • During this discussion I would request you to be attributed to you personally, but it will be used please respect each other and each other’s by project teams for further action. opinions expressed here. This means that, while • This effort is being carried out because eco- you are free to disagree with each other, please nomic analyses of national GDP have consis- don’t single out anyone in the group for criticism tently shown that enterprises led by women can or negative comments about their opinions. If ei- contribute substantially to country income but ther of us feels that any behavior is disrespectful that they are often underdeveloped because or disruptive, we may interrupt the discussion. they face barriers that businesses owned by • Do you agree to participate, with the under- men do not confront. Also, multinational and standing that our discussion will be audio-re- some regional companies have discovered that corded? Even if you say yes now, if at any point they can reap positive business results from during the discussion you are uncomfortable diversifying their supplier base from a gender with being recorded, you can let me know and perspective. So, from both a public and a pri- we will stop. There will be no negative conse- vate sector viewpoint, this topic has taken on quences for you or for anyone else. increasing importance. • Now I will ask questions by topic in a specific • I will be exploring with you your experience in order. It would be very helpful if your respons- starting and operating a business. We are trying es remain within the topic area of the question to identify barriers as well as to help formulate being asked. potential programs that might facilitate success. Getting Started: • Name All participants should introduce themselves and their businesses. • Sector Write their answers on a flip chart. • Products Be sure to suggest and enforce A TIME LIMIT • # of Years in Business • # of Employees / Size Opening the Discussion: • Do You Export? Yes/No In your country’s economy, do you think there is room for women to start and grow businesses? 55. The following section will need to be amended if non-WBG organizations use this discussion guide. 94 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Business Environment for Entrepreneurs INTRODUCTION There are many reasons why entrepreneurs go into business. We’d like to better understand what motivated you to start your business and get a sense of your country’s business environment. Let’s talk about your business. How did you start it? FURTHER DETAIL • Why did you start your business? Saw a market opportunity? Need for income generation? Other? • What were your biggest obstacles in starting a business? • How did you determine the sector in which your business would operate? Were there any sectors that you were discouraged from entering? • Are there any sectors or industries you want to move your business into but are prevented from entering because of lack of knowledge, legal limitations, or for some other reason? With whom do you consult when making business decisions? FURTHER DETAIL • How do you make business decisions on topics such as inputs, labor, pricing, and credit? • From whom do you seek advice? Husband? Family members? Mentors? Others? • Can you independently sign contracts to buy inputs and/or sell the products and services that your business produces? If not, who needs to co-sign? Are there a lot of women business owners in your community, or are you a minority? FURTHER DETAIL • Are you the only entrepreneur in your household? • Do you personally know and interact with other women business owners in your community? • To what do you attribute the current level of entrepreneurship in your community? Were you able to grow your business over the past three years? If you want to grow your business further, but haven´t been able to, why do you think that is? FURTHER DETAIL • Are there business associations or chambers of commerce in your community? • Do you belong to any business associations, chambers of commerce, or boards of directors? • If so, which one(s)? • If so, why did you join? • Are business owners expected to give something of value (such as money) or to do favors for public officials to facilitate registrations, obtaining licenses, making business transactions, etc.? • Are you asked to pay higher prices than male business owners do for goods related to your business? 95 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Social Norms - Voice and Agency INTRODUCTION Expectations for individuals can vary by country based on social norms and cultural factors. We’d like to better understand how these dynamics have impacted you as a businesswoman. What made you decide to open your own business? FURTHER DETAIL • Did anyone encourage or support you to start your own business? If yes, who? • Do you feel supported in making decisions and/or taking risks related your business/enterprise? • Can you operate your business without interference from others, including your family and husband? • Can you spend income generated by your business without interference, including on household necessities? • Are you free to articulate business-related concerns or ideas and communicate them within the broader business community? Time Management How do you balance your home responsibilities with running a business? FURTHER DETAIL • What are your household responsibilities and family duties? • If you have children, how have they affected your ability to run your business? • Who takes care of children and elders while you work in your business or attend meetings or trainings? • Who takes care of household tasks while you work? Freedom of Movement and Transportation How do you feel about your ability to move freely to conduct your business? FURTHER DETAIL • Is it safe for you to travel alone outside your home? • Is it socially acceptable for you to travel alone outside your home? • Do you have access to safe and affordable means of transportation? • Do you need to travel for your business? 96 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Legal and Regulatory Environment INTRODUCTION Laws and regulations can significantly influence the ease of doing business in a country. Laws may favor men and disadvantage women, or they may be gender-neutral but still lead to gender inequality in practice. We’d like to explore how laws and regulations impact your business. Generally, do you think the law protects you in your home and in your business? Why or why not? Legal Rights to Assets Do women have equal control over family property, such as land and housing? If not, why? And if so, do you think that is because of the law? FURTHER DETAIL • Do women in your community own property? If so, how does that ownership generally come about? Through family inheritance or by purchasing directly? Or both? • Do you or other women you know own land or any other assets jointly with their husbands or another family member? • If a woman is married and something were to happen to her husband, would she be able to inherit family assets? 97 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit 56 Finance and Credit INTRODUCTION Women often spend, save, and invest money in different ways than men do. In addition, women generally have less access than men to formal financial services, and women participate less frequently in formal credit and savings programs. All of this may impact a business owner, and we’d like to understand how it has affected your business. For Micro, Rural, and Indigenous Entrepreneurs Do you have the identification necessary to access financial services? Do you need permission from a male family member to engage in activity with a financial institution, either in person or over the phone? Do you feel you have sufficient income to warrant use of financial services? Bank Accounts What is the process to open a bank account? Is it easy and straightforward? Has the process stopped you from doing business with banks? If so, explain what problems you encountered. FURTHER DETAIL • Do you have a bank account? If yes, is it registered in your name? • Are there agents, branches or other physical locations or representatives of financial service providers near you? Please estimate the distance from your home and/or business. • Do you have a separate financial account for your business that is under your name? • Do others have access to your business financial account(s)? If so, who? Savings Do you save money that you use for your business? FURTHER DETAIL • Are you able to save from the money generated by your business? • What is your biggest obstacle to saving money? For Urban SMEs • Do you use savings to finance purchases for your business or to grow your business instead of borrowing money? • Do you have a savings account at a local financial institution that is in your name? • Do you ever use a debit card to withdraw money from a bank or savings account? Credit Are you able to borrow money if you want to? If so, from whom? FURTHER DETAIL • Do you feel that limited access to credit is an obstacle to growing your business? If so, what are the factors that limit your access to credit? • If you were to obtain a business loan, how would you use it? • Have you been able to obtain funds for your business through any programs or grants? If so, which programs/ grants? For Micro, Rural, and Indigenous Entrepreneurs • Do you belong to a savings club? Do women in the savings club borrow money from the club for their businesses? For Urban SMEs • If you haven´t borrowed money from a financial institution, why not? • Do you have a credit card? If so, do you use it to charge purchases for your business? • When your business requires financing, how do you go about accessing it? • Are there any other sources of funding, such as private investment or public grants, to which you have access? 56. For some topics, this section contains separate sets of questions for urban SMEs and for micro & rural entrepreneurs. Please see text marked in italics. 98 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Markets INTRODUCTION The most important factor in business growth and success is finding customers. This can be done by enlarging your client base domestically, by exporting, or by conducting business-to-business sales. We’d like to explore your experience and the ease with which you have been able to create new business. Country context Do you feel you can reach new customers, clients, suppliers, and business opportunities for your products/ services? If not, what do you think are the biggest obstacles? FURTHER DETAIL • How do you find new customers? • How do you communicate with buyers and sellers? In person or via phone, SMS, etc.? • Is it difficult for you to get inputs, such as materials, machinery, etc., for your business? • Do you feel that roads and transportation are adequate to move your products or access necessary inputs? • Is electricity reliable in your community? • Do you feel that the infrastructure in your community (e.g., ICT, roads, trucks, and electric power) is adequate for you to operate and/or grow your business? • Are instability strikes or frequent changes in political parties a challenge for your business? • Do you ever do business with other businesses? If so, how did you find them? Are any of those businesses also owned and/or operated by women? For Urban SMEs • Are you aware of or have you participated in any program in the public or private sector that supports buying goods and services from women-owned businesses? Innovation Have you introduced new products or services to your customers or clients? If not, why not? FURTHER DETAIL • How many new products or services have you introduced in the last 12 months? • How did you market or inform your customers about the new product(s) or service(s)? • Have you introduced any products or services that, as far as you know, no one else in your sector or community is offering? How did you market the new product(s)? International trade Have you ever thought about exporting your goods? What are or would be the biggest challenges to doing so? FURTHER DETAIL • Do you buy any inputs for your business from outside the country? If so, why? How did you find the foreign supplier? • If you are exporting, are you able to complete the customs paperwork online? Or are business owners required to interact directly with the government? • Have you ever been asked to pay government officials an unofficial fee or to provide anything of value to facilitate access to items you are importing or exporting? • Do you feel you are asked to pay more than male business owners to move supplies or goods? 99 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Technology INTRODUCTION In recent years, advances in technology have allowed businesses to become more efficient and to improve their access to information, new financial services, and new customers. We’d like to better understand if and how you have been able to leverage technology for your business. Social norms Do you have access to and use technology such as a mobile phone, a smart phone, a computer, the Internet, etc.? If not, why not? FURTHER DETAIL For Micro, Rural, and Indigenous Entrepreneurs • If you have access to a mobile phone, does it belong to you? For Urban SMEs • Do you use a computer or tablet to help you run your business? • Do you use the Internet for your business (for example, for accounting, marketing, banking, etc.)? Please elaborate. Banking and Technology What technology, if any, do you use to access financial services and send and receive funds? FURTHER DETAIL • Do you use a mobile phone or computer to access your bank account? If not, why not? • Do you use a mobile money account to send or receive digital money payments and transfers? If so, with whom (B2B, B2C, G2C)? If not, why? • Do you do anything else with digital money that helps you save time or gives you easier access to funds for your business, such as using services like Western Union or others? For Urban SMEs • How do you withdraw money from your account? Do you use your mobile phone or other technology to do this? • How do you pay employees and vendors? Why do you use that method? Innovation and Technology in Accessing Markets Do you have sufficient access to technology (mobile phone, smart phone, computer, tablet, etc.) to support your business? If not, what do you think are the biggest barriers to obtaining it (accessibility, affordability, reliability, other)? For Urban SMEs FURTHER DETAIL • Do you have a website? If so, does the website have e-commerce capabilities? If you don´t have a website or engage in e-commerce, why not? • Do you engage in social-media-based marketing? If so, which channels do you use? • Do you use email to communicate with buyers and sellers? Have you tried to find customers on the Internet and communicate with them remotely? • Do you use any technologies to improve your business operations (such as accounting software, inventory, etc.) and/or production processes? How could technology help you run your business? Closing Thank participants for their time. Ask whether they have any questions at this point about next steps or the use of the information you are gathering. Summarize and record any follow-ups that were discussed during the session. 100 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit II. INTERVIEW GUIDE: GOVERNMENT OFFICIALS How to Use This Guide: The purpose of this discussion is to help collect on-the-ground qualitative information to provide context for and validation of desk-top data findings. As such, to probe the topics most relevant to the country and context, the menu of questions presented below should be tailored based on the preceding data analysis. Specifically, the main questions — in bold — likely need to be asked in each discussion. Questions marked “Further detail,” however, should be curated according to the context. It is not necessary in a qualitative interview to follow the questions in a prescribed order. Do take notes, however, and try to capture important phrasing verbatim. These focus groups and interviews are intended to be structured conversations rather than formal surveys. “Yes” or “no” answers are virtually useless in qualitative research, so it will be important to build trust and to try to get more elaborate, candid answers. Encourage a fluid conversation and look for segues into the next topic, as opposed to following a stilted question-answer-question-answer sequence. Ask probing questions, such as “Would you explain further?”, “Can you provide an example?”, and “Could you please clarify your answer?” To make the best use of the available time and to get the most out of the discussions, be vigilant about staying on topic and attentive to participants who take the discussion away from the research questions to discuss unrelated topics of interest to them. In these situations, moderators should remind the group of the research topic and return participants’ attention to the questions. Helpful Tips for the Moderator: • The quality of information gathered will heavily de- mation to be sought, as well as the type of questions to pend on identifying the right counterparts within the be asked, so they can be adequately prepared and can relevant ministries. Engage primarily with the min- invite the relevant staff to join the meeting. istry staff dealing with entrepreneurship; this might • In advance, look for any announcement of programs include Industry, Commerce, Production, and, po- or reforms to support women entrepreneurs and for tentially, Gender or Women’s Affairs. If rural and/or other public information or reports, including those indigenous populations in the selected country ex- that provide sex-disaggregated data, on the topics perience distinct barriers, include the Ministry of Ag- referenced below. This information can help stream- riculture in the list of interviewees. line the conversation and build rapport, as well as • Ministries in charge of topics related to entrepre- form a basis for assessing the credibility of the an- neurship may not have female entrepreneurs as part swers given. of their remit. If that is the case, try to find out why • It may be helpful to think of this interview as a step- that entity is not engaged in supporting women in ping-stone. The ultimate goal is not just to discover business. It may just be a matter of allocating func- details about the government’s activities; it should tions among departments, but attitudes displayed also lead to introductions to the officials most in- may also be indicative of ideological barriers. volved in executing programs for female business • When possible, seek to obtain a balance of men and owners. women interviewees from the selected ministries, as • Seek to limit the interview time to 90 minutes. women may be more sensitive to or aware of gender issues relating to the topics and questions presented. • If the official does not know the answer to a question or does not work within the scope of the question, • It is important that interviewees be properly briefed in ask that individual to introduce you to someone who advance on topics to be covered or the nature of infor- could better answer the question(s). 101 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Introduction: • Thank the official for agreeing to the meeting. • Introduce yourself and explain the purpose of the meeting57: • I am [leader of a project team] at the World Bank. barriers as well as to formulate potential pro- My team is collecting information on the situation grams that might facilitate success. We are for women entrepreneurs in [country] for a report particularly interested in financial and techno- that will guide international economic policies in logical access. the future, around the world but also specifically • We are also having similar discussions with…. in [country]. All of the reports will be forwarded to the World Bank in Washington, DC, and our find- • Do you agree to participate, with the under- standing that our discussion will be audio-re- ings will subsequently be shared with country corded? Even if you say yes now, if at any point authorities for further action. during the discussion you are uncomfortable • This effort is being carried out because eco- with being recorded, you can let me know and nomic analyses of national GDP have consis- we will stop. tently shown that enterprises led by women can contribute substantially to country income, but • Now, I will ask questions by topic in a specific that they are often underdeveloped because order. It would be very helpful if your respons- they face barriers that businesses owned by es remained within the topic area of the ques- men do not confront. We are trying to identify tion being asked. Getting Started: Ask the following overarching general question to start the discussion. Opening the Discussion: What do you think is the role of female entrepreneurs in your country’s economy? (time limit: 5–6 minutes) 57. The following section will need to be amended if non-WBG organizations use this discussion guide. 102 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Gender Issues INTRODUCTION Globally, the well-being and advancement of women and girls has become a major focus. We know that gender is a complex issue that can affect the implementation of programs, policies, and laws. Is there a national strategy/program to address gender-related issues in [country]? If there is, who is championing this strategy? Does the strategy to address gender-related issues include collaboration between the ministry responsible for women´s affairs and other government ministries? Do any government ministries specifically evaluate the results of their work through a gender lens and work to incorporate gender awareness into their programs and activities? If so, what actions have they taken? Has the top leadership of the government prioritized improving women’s economic participation in [country], especially their ability to open and grow their own firms? Does the government provide gender sensitivity training58 to the officials, clerks, and inspectors responsible for carrying out the national strategy to address gender issues or who interact with women in the normal course of their duties? Women’s Economic Opportunities INTRODUCTION The process of connecting women with economic opportunities often requires a multidimensional approach, including interventions that target women, their community, and the larger society, to create economic impact and true empowerment. Does [country government] have any programs or policies designed to support women’s economic participation? If so, can you describe some of the programs? FURTHER DETAIL • In what part of the government do these programs reside? (Can you introduce me to the people who run these programs?) • Are mechanisms/systems in place to monitor the results of these programs? • Have monitoring reports been written? (If the answer is “yes,” ask for a copy.) • Are there reports on the situation for female entrepreneurs in [country]—for instance, how many women-run businesses there are, how many people they employ, and so on. (If “yes,” ask for a copy.) NOTE At some point in this line of questioning, the official may refer to another person or group better qualified to answer than he/she is. If that happens, be sure and get the contact details and then skip to the section on infrastructure (highlighted in red). 58. Gender sensitivity training refers to an initial effort to demonstrate how gender shapes the roles of women and men in society, including their roles in economic development, and how it affects relations between them. 103 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Focus of Government Programs for Female Entrepreneurs INTRODUCTION Women-owned businesses have the potential to be among the fastest-growing segments of almost any country’s small business community, but women continue to face challenges, including access to skills and information, credit, and markets, as well as lack of opportunities to grow. Are there programs in [country] targeted at entrepreneurs broadly? Are specific programs targeted at women entrepreneurs? If so, what do they focus on? Are social norms a factor in determining the types of programs carried out by the government? If so, please elaborate. NOTE After determining the nature of the programs already in place, select the appropriate questions from the options outlined below, up to the section titled Technology Use: Government Services Delivered Digitally. Since it is not necessary to discuss areas in which the government has no programs, not all topics need to be covered. Skills and Training Programs Does the government offer specific learning opportunities for women related to starting and/or growing a business? If so, please describe them. FURTHER DETAIL • Are these learning opportunities only for women or are they delivered to both women and men? • Do any of these courses focus on finance and financial management? • Do any of the courses focus on accessing new, distant markets (i.e., exporting)? • Is technical training (i.e., about manufacturing) offered? • What evidence led the government to invest in training (as opposed to other kinds of efforts) to stimulate enterprise among women? • How are these programs marketed? • Do a variety of women (i.e., those with large businesses, SMEs, rural and urban) participate in these programs? • What led to the success of programs that yielded strong results? • Are efforts being made to highlight successful women in business, especially entrepreneurs, as role models for younger women? • Do the courses offered in a series have strong female attendance? • Are any courses held in remote rural communities? If so, how are the courses delivered? • Are any of the relevant courses available online? • Does the government try to provide services to women and women-owned SMEs related to expanding their understanding and use of technology? For example, are information sessions, trainings, and financial support offered? If so, what has been the impact? • Does the government perceive women as sufficiently trained or educated to be entrepreneurs and to leverage digital technology in their businesses? 104 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Incubators and Accelerators Is the government involved in any business incubators, accelerators, or other resources for entrepreneurs? If so, how? Financially? Program management? In other ways? FURTHER DETAIL • How are entrepreneurs recruited for these incubators/accelerators? • How do entrepreneurs apply for a place in one of these incubators or accelerators? • On what basis are the entrepreneurs chosen for inclusion? • What percentage of these firms are owned by women? If few, why are women sparsely represented? Finance and Credit On what aspects of financial inclusion do the government programs for women entrepreneurs focus? For example, requiring the collection of sex-disaggregated data, access to transaction accounts, handling digital payments, or credit or financial capability training? FURTHER DETAIL • Please describe efforts by the government that support women’s digital financial inclusion, both for women business owners and for women consumers. Examples include: » Leveraging government payments and social transfers for financial inclusion by depositing these funds into digital accounts » Government-funded lines of credit or guarantee programs to facilitate access to finance • Are there specific targets or goals for women’s financial inclusion, either for women consumers or individuals or for WSMEs? For example, is there a goal that a certain percentage of women have accounts, increase their savings, or enroll in pension schemes? • Are any market segments or population groups the focus of government efforts to increase women’s or WSME’s financial inclusion? For example, certain industries, geographic regions, ethnic groups, etc.? • Does the government offer grants or subsidies to finance seed or working capital specifically for women en- trepreneurs? If so, what is the format of these initiatives? Is digital application possible? Are payments made using digital channels? • If similar efforts are open to both women and men, does the government track the percentage awarded by sex? If so, what is that percentage? Accessing Markets What has been one of the government’s most successful programs for helping SMEs and WSMEs access new customers or new markets? Why was it so successful? 105 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Public Procurement Is the government procurement process transparent, centralized, and/or online? Does the government have supplier diversity objectives in its procurement activities? If so, what are they? FURTHER DETAIL • Are there programs in place to assist women in winning public procurement contracts? • Do available programs include training women entrepreneurs to navigate the public procurement process? Who delivers those? • What are the topics covered? Are the ins and outs of getting and fulfilling these contracts the focus of training or does it merely cover general business skills? • Do the programs include assistance in or access to online procurement systems? • Does the government measure its efforts to increase supplier diversity? If so, what is the track record? • Have women-owned businesses been able to fulfill public contracts? If not, why not? • Is data collected to enable analysis and monitoring of WSME access to public procurement? Private Procurement Does the government have any programs to support the private sector in sourcing from WSMEs? FURTHER DETAIL • Does the government have any incentives in place for larger companies to include WSMEs as suppliers and to support the WSMEs in preparing their bids? • Are networking or vendor events held by the government to match female entrepreneurs with large private buyers? Are these also open to men? • Does the government host networking or vendor events to match WSMEs with government buyers? If yes, does this focus on sectors? • What level of cooperation do you get from private sector firms in this area? • Is there any difference between local and foreign businesses in their level of cooperation or enthusiasm? What is that difference? • Have women won any larger private procurement contracts? Have they been able to fulfill them? If not, why not? Technology Use: Government Services Delivered Digitally INTRODUCTION When technology drives improved connectivity between SMEs and governments through greater transparency and access, it can have a positive impact on a country’s economic, social, and cultural development. What digital technologies does the [country] government use to promote commerce? FURTHER DETAIL • What, if any, G2B digital platforms does the government have? For example, has it established online platforms to facilitate business formalization and closure, business licenses, tax payments, etc.? • Does the government track how many businesspeople use these resources? How many are using them and how often? • Are there plans to expand government services accessed or delivered digitally in the future? • If the government does not offer any G2B services through digital platforms, why has it not done so? 106 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Government Interaction with Private Sector INTRODUCTION Public sector opinion of the business community and of entrepreneurs specifically varies. Some think that business people are mostly interested in promoting their own personal interests; others think that businesspeople are valuable and crucial for a country’s overall progress. What is the most prevalent opinion within this government toward the private sector? Does the government have any formally established channels to engage with the private sector? Examples include public-private dialogue, task forces, presidential commissions, government-business roundtables, etc. • If so, have there been any challenges or obstacles in setting up and maintaining these groups? • What results have been achieved via PPD, such as, for example, legislative reform or setting up more permanent biz-to-gov feedback channels? FURTHER DETAIL • Have the initiatives ever been fully or partially delivered digitally? • What does the government do, if anything, to ensure that women business owners are adequately represented in dialogues with the government? • What industries does the government currently prioritize? Does it organize, or is it planning to organize, dialogues between key business leaders in those sectors and government officials? • Does the government’s industry focus include sectors dominated by women, either as owners or employees? Women’s Support Organizations INTRODUCTION In many countries, organizations of women entrepreneurs or other women’s support groups assist women in developing their businesses, accessing information, improving their skills, and networking. Do you know of any in [country]? [Make a list.] What kinds of entrepreneurship programs have international development organizations or charities registered with the government? Some examples include USAID and the UK's Foreign, Commonwealth & Development Office or CARE and Oxfam. FURTHER DETAIL • Do these organizations report their results only to funders, or do they also report to the government? • From the government´s perspective, which of these programs have been the most successful? Why? • Has the government worked with any of these organizations to implement programs? • Where were most of these efforts focused? Rural areas? Poor urban areas? • Do you know of any organizations that support the private sector in sourcing from WSMEs? If so, which ones? • Do you know whether any digital technologies — such as video training programs or mobile banking accounts — were used to implement these programs? Closing Thank the official for his/her time. Ask whether the official has any questions at this point about next steps or the use of the information being gathered. Summarize and record any follow-up activities that have been agreed on during the interview, especially introductions to other officials and reports to be collected. 107 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit III. FOCUS GROUP GUIDE: SUPPORT ORGANIZATIONS 59 How to Use This Guide: The purpose of this discussion is to help collect on-the-ground qualitative information to provide context for and validation of desk-top data findings. As such, to probe the topics most relevant to the country and context, the menu of questions presented below should be tailored based on the preceding data analysis. Specifically, the main questions — in bold — likely need to be asked in each discussion. Questions marked “Further detail,” however, should be curated according to the context. It is not necessary in a qualitative interview to follow the questions in a prescribed order. Do take notes, however, and try to capture important phrasing verbatim. These focus groups and interviews are intended to be structured conversations rather than formal surveys. “Yes” or “no” answers are virtually useless in qualitative research, so it will be important to build trust and to try to get more elaborate, candid answers. Encourage a fluid conversation and look for segues into the next topic, as opposed to following a stilted question-answer-question-answer sequence. Ask probing questions, such as “Would you explain further?”, “Can you provide an example?”, and “Could you please clarify your answer?” To make the best use of the available time and to get the most out of the discussions, be vigilant about staying on topic and attentive to participants who take the discussion away from the research questions to discuss unrelated topics of interest them. In these situations, moderators should remind the group of the research topic and return participants’ attention to the questions. Helpful Tips for the Moderator: • At the outset, discuss confidentiality and should require full names for registration. consent. For virtual meetings, be sure to assess beforehand whether each organization • Seek to obtain a balance between men has reliable access to the online meeting and women interviewees, as women may platform to be used. be more sensitive to or aware of gender issues related to the topics and questions • If the interview involves multiple participants, presented. observe group dynamics. Try to balance the input so that all participants are included in • Make sure participants are identifiable by the discussion. their full names. Name tags should be used for in-person gatherings, and online accounts 59. Considering the close proximity of these organizations to potential project beneficiaries, separating male and female staff might provide more in-depth insights into matters related so social norms. 108 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Introduction: • Welcome and thank participant(s). • Introduce yourself and the purpose of the discussion60. • I am [leader of a project team] at the World Bank. • It is very important that you do not discuss any- My team is collecting information on the situation thing that takes place during the discussion with for women entrepreneurs in [country] for a report anyone once you leave here. This means that you that will guide international economic policies in should not tell anyone outside of this group who the future, around the world but also specifically was here or what they said. This will protect ev- in [country]. Information collected during our dis- eryone’s right to confidentiality. cussion today will remain confidential and will not • During this discussion I would request you to be attributed to you personally, but it will be for- please respect each other and each other’s opin- warded to the World Bank in Washington, DC, for ions expressed here. This means that, while you further action. are free to disagree with each other, please don’t • This effort is being carried out because eco- single out anyone in the group for criticism or neg- nomic analyses of national GDP have consistently ative comments about their opinions. If either of us shown that enterprises led by women can con- feels that any behavior is disrespectful or disrup- tribute substantially to country income, but that tive, we may interrupt the discussion. they are often underdeveloped because they • Do you agree to participate, with the understand- face barriers that businesses owned by men do ing that our discussion will be audio-recorded? not confront. Also, multinational and some re- Even if you say yes now, if at any point during gional companies have discovered that they can the discussion you are uncomfortable with being reap positive business results from diversifying recorded, you can let me know and we will stop. their supplier base from a gender perspective. So, There will be no negative consequences for you from both a public and a private sector viewpoint, or for anyone else. this topic has taken on increasing importance. We are trying to identify barriers, as well as formulate • Now I will ask questions by topic in a specific or- der. It would be very helpful if your responses re- potential programs that might facilitate success. mained within the topic area of the question be- ing asked. Getting Started: • Organization Name • Ask each support group representative to introduce themselves (name, support organization name, and title/role within that • Purpose/Goal/Mission support group). • Support organization details: Ask participants to answer four • Beneficiary Groups questions about their organization and write down the answers in a prepared table on a flip chart. • # of Members/Clients Opening the Discussion: • Is there anything else you’d What comes to mind when you think of women like to mention about your and business? organization? Be sure to suggest and enforce a time limit. 60. The following section will need to be amended if non-WBG organizations use this discussion guide. 109 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Support Organizations’ Key Programs and Rationale INTRODUCTION All of you represent distinct programs that engage with and provide services to WSMEs. We’d like to better understand how you engage with women entrepreneurs. Can each of you briefly tell us about the services you are providing for women entrepreneurs? Why did you choose to focus on women business owners? Can you please tell us about the needs of women entrepreneurs that you have identified and are trying to address? How are you doing this? What are the goals related to the development of women and women entrepreneurs that your organization aims to achieve through your programs? Engagement with Women Entrepreneurs INTRODUCTION There are many ways, both face-to-face and virtual, to communicate with women entrepreneurs and to imple- ment programs that support them. Prior to the COVID pandemic, what was the most successful way you used for engaging women entrepreneurs in your programs? Today, taking the pandemic into consideration, what is the most successful way in which you engage women entrepreneurs in your programs? FURTHER DETAIL • How do you market your programs to local female entrepreneurs? • What digital or technology-enabled outreach channels are you able to access? • Which of those channels are most successful in strategically communicating your programs? • Given the type of services you provide, what are the main delivery mechanisms? Face-to-face? Virtual? For face-to-face communication, is gender considered when selecting the implementing staff? Does that choice differ in urban versus rural settings? • What types of technology (SMS text messages, remote video conferencing, social media, etc.) do you use to communicate with women entrepreneurs? • Do you use technology-enabled services, such as online business planning tools or market information up- dates, in your programs? • If you do not use technology, what is the main reason? » Lack of or low connectivity » Women lack access to the technology » Equipment owned/controlled by husbands or other males » Too expensive » Equipment/technology vulnerable to scam/fraud » Providers do not have expertise to deliver services using technology » Other Do you think that social norms affect your ability to implement your activities? If so, how? FURTHER DETAIL • Which factors would you say most affect women’s ability to benefit from your programs? Examples include time available to participate; care responsibilities; restricted mobility; family support; or safety concerns. 110 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Activities to Improve the Legal and Regulatory Environment INTRODUCTION Advocacy efforts and open dialogue with government are key to changing laws that treat women differently from men. We´d like to better understand whether you engage in advocacy and how closely you work with the local and regional governments as part of implementing your programs. Do you think any business-related laws or resulting practices make it more difficult for women to start or grow a business? FURTHER DETAIL • Which legal or regulatory stipulations regarding female entrepreneurs do you think could be improved? How can they be reformed? • Are you involved in any advocacy activities that aim to improve these legal or regulatory stipulations? If so, please describe them. • Do you work with the local, regional, and/or national governments? » If yes, please elaborate about the nature of your collaboration. » If no, do you see a need for doing so? What opportunities might allow you to engage with the govern- ment? What are the main reasons this does not occur? • Are NGOs such as yours required to register with the government? • Do you engage in roundtable dialogues about policies that prioritize certain sectors, collaborative design of future programs that benefit entrepreneurs, or other similar efforts? If so, with what frequency? What are the outcomes of these meetings, and how do you track and measure their results? • Do you use technology to communicate with the government or for any advocacy activities? Examples include virtual roundtable discussions, feedback loops through web portals mobile applications, etc. Activities to Support Access to Finance INTRODUCTION As many of you probably know, women entrepreneurs’ inability to access sufficient financial services and credit can be a significant barrier to business growth. Do you think that women entrepreneurs can access financial services in the same way as their male counterparts do? If not, why? FURTHER DETAIL • Does your organization provide services to women to help them access financial services? • Do you have existing partnerships with financial institutions, including banks, credit unions, and microfinance organizations? » If yes, please elaborate on the nature of your collaboration. » If no, do you see a need for doing so? What opportunities might allow you to engage with the financial institutions? What are the main reasons this does not occur? • Do you have relationships with angel investors and other early-stage funding mechanisms, such as crowd- funding platforms? » If yes, can you elaborate? If no, do you see a need for such relationships or opportunities to establish them? • Have you held discussions with financial institutions on loan programs or bank or savings accounts that could constitute alternatives for collateralized assets to facilitate access to finance? If yes, how have these discussions gone; what were the results? • What new loan products or programs have resulted from these dialogues? • Have you discussed new technology with financial institutions that could be used by women entrepreneurs to access finance? 111 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Activities to Support Access to Training, Skills, and Information INTRODUCTION Women entrepreneurs typically have smaller, more informal networks than do their male counterparts, and they may have access to fewer mentors and role models. What are the skills or capabilities that you have observed women entrepreneurs often lack? FURTHER DETAIL • What types of training and capabilities programs do you offer to WSMEs to improve women’s skills and capabilities? • Do you host events for women to network among themselves or with other businesses in their sector? Have they been successful? What has been the most challenging aspect of these events? If you don’t convene such events, are you aware of other organizations that might do so? » What other opportunities exist for women to gather critical business information? Examples include on- line/phone-enabled resources, informal social or business channels, etc. • Do you reach out to women role models or women who could potentially serve as role models or mentors for younger women? » Have you been able to arrange virtual meetings such as through Zoom or WhatsApp video or cell phone calls? » What do you consider the most important factor for a mutually beneficial relationship between a female mentor and her female entrepreneur mentee? • Are any of your training, skills, and information programs delivered using technology, such as through an e-learning platform? If so, what types of technology have you used? Which formats were the most successful? • If your training and skills delivery options do not include technology, why not? What are the main obstacles? 112 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Activities to Support Access to Markets INTRODUCTION Women entrepreneurs typically have more difficulty accessing markets, both to supply inputs to their businesses and to sell goods and services to customers. What is the single most important action that could be taken to support women in increasing their access to markets? FURTHER DETAIL • Do your members find it difficult to sell their goods and services beyond the location in which they operate? • What programs do you offer that help women access inputs or find new customers? For example, what programs assist them in conducting market research to understand demand? What other market access programs have you pursued? • Have you implemented programs to help women entrepreneurs to market and sell their goods online through e-commerce platforms? If so, please describe them. • Do you track how or if women beneficiaries in your programs found new customers or completed new sales? » If yes, have the new customers or sales contributed substantially to the women’s business growth? • Do any of your programs support women in conducting business-to-business sales? If yes, please describe them. • Do any of the WSMEs participating in your programs export or import? Are any ready to do so? If so, how are you assisting them in this process? • Have you included study tours or trade missions in any of your programs? If so, did these activities result in increased sales, either domestically or internationally? If these initiatives were not successful, why not? • Do you support women in selling their goods and services to the government (public procurement)? If so, please describe this effort. • If the government has a digital platform for public procurement, have you assisted women business owners to access and bid through the digital platform? If so, please describe how. Closing Thank participants for their time. Ask whether they have any questions at this point about next steps or the use of the information you are gathering. Summarize and record any follow-ups that were discussed during the session. 113 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit IV. FOCUS GROUP GUIDE: PRIVATE SECTOR How to Use This Guide: The purpose of this discussion is to help collect on-the-ground qualitative information to provide context for and validation of desk-top data findings. As such, to probe the topics most relevant to the country and context, the menu of questions presented below should be tailored based on the preceding data analysis. Specifically, the main questions — in bold — likely need to be asked in each discussion. Questions marked “Further detail,” however, should be curated according to the context. It is not necessary in a qualitative interview to follow the questions in a prescribed order. Do take notes, however, and try to capture important phrasing verbatim. These focus groups and interviews are intended to be structured conversations rather than formal surveys. “Yes” or “no” answers are virtually useless in qualitative research, so it will be important to build trust and to try to get more elaborate, candid answers. Encourage a fluid conversation and look for segues into the next topic, as opposed to following a stilted question-answer-question-answer sequence. Ask probing questions such as “Would you explain further?”, “Can you provide an example?”, and “Could you please clarify your answer?” To make the best use of the available time and to get the most out of the discussions, be vigilant about staying on topic and attentive to participants who take the discussion away from the research questions to discuss unrelated topics of interest them. In these situations, moderators should remind the group of the research topic and return participants’ attention to the questions. Helpful Tips for the Moderator: • At the outset, discuss confidentiality and consent. • It will be helpful to group private sector partici- pants by industry and similar levels of seniority. • Make sure participants are identifiable by their Focus groups are fine for junior-level employ- full names. Name tags should be used for in- ees, but when meeting with senior executives, person group gatherings, and online accounts individual (1:1) interviews are strongly recom- should require full names for registration. For mended. virtual meetings, be sure to assess beforehand whether each firm has reliable access to the • If possible, include social impact companies online meeting platform to be used. or fair-trade-certified businesses to incorpo- rate their perspective on doing business with • If the interview involves multiple participants, WSMEs. observe group dynamics. Try to balance the input so that all participants are included in the • It would be beneficial to balance male and fe- discussion. male interviewees, as women may be more sensitive to or aware of gender issues related • In advance of the gathering, look for any recent to the topics and questions presented. public announcement on programs or reforms that support women entrepreneurs, as well as • Be vigilant about staying on topic and attentive information or reports on the topics referenced to participants who take the discussion away below. This information can help streamline from the research questions to discuss unrelat- the conversation and build rapport, as well as ed topics of interest to them. In these situations, form a basis for assessing the credibility of the remind the group of the research topic and re- answers given. turn their attention to the questions. 114 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Introduction: • Welcome and thank participants. • Introduce yourself and the purpose of the focus group61: • I am [leader of a project team] at the World Bank. • I will be exploring with you your own firm’s prac- My team is collecting information on the situation tices doing business with women-owned enter- for women entrepreneurs in [country] for a report prises. We are trying to identify barriers as well as that will guide international economic policies in to formulate potential programs that might facili- the future, around the world but also specifically tate success. in [country]. Information collected during our dis- • It is very important that you do not discuss any- cussion today will remain confidential and will not thing that takes place during the discussion with be attributed to you personally, but it will be for- anyone once you leave here. This means that you warded to the World Bank in Washington, DC, for should not tell anyone outside of this group who further action. was here or what they said. This will protect ev- • This effort is being carried out because economic eryone’s right to confidentiality. analyses of national GDP have consistently shown • Do you agree to participate, with the understand- that women-owned enterprises can contribute ing that our discussion will be audio-recorded? substantially to country income, but that they are Even if you say yes now, if at any point during the often underdeveloped because they face barriers discussion you are uncomfortable with being re- that businesses owned by men do not confront. corded, you can let me know and we will stop. Also, multinational and some regional companies There will be no negative consequences for you have discovered that they can reap positive busi- or for anyone else. ness results from diversifying their supplier base from a gender perspective. So, from both a public • Now I will ask questions by topic in a specific order. It would be very helpful if your responses and a private sector viewpoint, this topic has taken remained within the topic area of the question on increasing importance. being asked. Getting Started: • Ask all private sector representatives to introduce themselves (name, business name, title/role). • Private sector details: ask participants to talk briefly about their businesses and who their customers are. • Ask about the ratio of female to male employees in each firm. • Ask whether any managers or persons with significant responsibilities in the firm are women. Opening the Discussion: What do you think of the role of women-owned businesses in the broader private sector? Be sure to suggest and enforce a time limit for these introductions. 61. The following section will need to be amended if non-WBG organizations use this discussion guide. 115 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Data Disaggregation INTRODUCTION To do or increase business with female entrepreneurs, firms need ways to track sex-disaggregated data about their suppliers. Does your company collect data on whether or not supplier businesses are owned by males or females? FURTHER DETAIL • If yes, what percentage of your supplier firms is owned by females? • If no, why not? Has doing so been considered? • Are your company’s data systems digital or manual? Doing Business with Women-Owned Firms – Barriers INTRODUCTION We’d like to ask you some questions related to opportunities and challenges that companies around the world have encountered when conducting business with female entrepreneurs. Do you do business with women-owned companies? FURTHER DETAIL • Do you go to any trade association meetings or networking events where you might meet representatives from women-owned supply firms? • Have you held or sponsored any such events? • How do you find suppliers for your business? • Do men or women tend to represent your business in negotiations with suppliers? Why is this the case? • What would you say are the basic requirements suppliers must meet before your firm will buy from them? Does this vary by the type of item you are buying? Are women-owned and men-owned businesses equally able to meet these requirements? • Is there a difference between men-owned supplier businesses and women-owned supplier businesses when it comes to meeting volume, time, and quality requirements? If so, what are the differences? • How do you determine with whom to conduct business if men-owned and women-owned supplier busi- nesses offer the same price in a bidding process? • Do you find that women-owned firms are limited in doing business with you by financial constraints? If yes, elaborate. • Do women-owned businesses have more difficulty than men-owned businesses getting the materials they need? • Do you find that women-owned businesses and male-owned businesses fail at about the same rates? Why or why not, and what are the reasons for failure? • Are there any policies or procedures in [country] that make it difficult for women-owned businesses to supply to you? Examples include audits or meeting health, safety, and environmental standards. 116 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Special Programs for Female Entrepreneurs INTRODUCTION Some private firms have created special programs to help female entrepreneurs, fintechs, and start-ups, ranging from business skills training to supplier entry programs. In particular, we are interested in any programs, practices, or ideas involving the use of digital technology. Does your firm have any such programs or support other organizations’ efforts in this area? If yes, please describe the program or support offered. FURTHER DETAIL • Role models: Have you done any matchmaking between female business leaders and earlier stage and/or younger women entrepreneurs? Why or why not? What was the biggest challenge? • Networking: Do you host networking events with women entrepreneurs? Have you invited them to roundtable discussions, conferences, or meetings in your sector? • In-house incubators/accelerators. Do you have any in-house financing or training mechanisms? • Fintechs and start-ups: Do you do business with any fintechs, start-ups, or earlier-stage businesses? If so, what percentage of these are WSMEs? When these businesses conduct negotiations with your firm, do the representatives tend to be male or female? Women in Industry 62 INTRODUCTION Some industries or business sectors are more male dominated than others. The overall percentage of men-owned firms versus women-owned firms sometimes affects the business environment as a whole. What, in your opinion, are the general attitudes toward women-owned businesses in your sector? FURTHER DETAIL • What, if any, particular challenges might keep women-owned firms from doing business in your sector? Examples include a need for high levels of capital or a prevailing belief that women can’t do math or heavy lifting. • Do you think any habits or norms within your sector might discourage women-owned businesses from entering that industry? For instance, do social norms make it difficult for women-owned businesses to participate in trade events (e.g., due to location, time, or social expectations)? • In interacting with other firms or government entities, do women-owned businesses encounter more difficulties than men-owned businesses? If yes, why and what type of issues might arise? 62. Note: Some of these issues may come up as part of the ongoing discussion. In that case, related questions can be skipped. 117 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Company Policy INTRODUCTION While it is common in some parts of the world for private firms to have diversity objectives, particularly for their supplier base, it is uncommon in most countries. Does your company have targets or policies for achieving diversity, both among your employees and among your suppliers? Why or why not? FURTHER DETAIL • What human resources programs do you have to encourage women to apply for jobs in your business? • What programs do you have to accommodate the needs of women, such as assistance with childcare costs or transportation to work? • Does the government in [country] have policies that emphasize gender diversity in your supply chain? Female Customers – B2B INTRODUCTION Companies that sell their services or the materials they produce to other businesses sometimes have different experiences with female-owned B2B customers than with male-owned B2B customers. Do you sell to women-owned firms as B2B customers? FURTHER DETAIL • Does your company keep records on how many customers are women-owned firms? If yes, what percentage of your customers are women-owned firms? • If you do sell to female-owned retailers, do they purchase as much as men-owned retailers? Do you have any indications of why or why not? • Does your company generally give the same sales terms to women-owned firms as to men-owned firms? Female Customers - Retail INTRODUCTION Companies that sell the items they produce through retailers sometimes have different experiences with female- owned shops than with male-owned shops. We want to ask a few questions about that, too. Do you sell to women-owned retailers who then sell to consumers? FURTHER DETAIL • If yes, does your company keep records on what percentage of these retailers are women-owned firms? • If the percentage of women-owned retailers in your type of business is generally low, why do you think that is? • Does your company generally give the same sales terms to women-owned retailers as to men-owned retailers? 118 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Private Sector Engagement with Local/Regional Government INTRODUCTION I´d like to better understand how closely you work with the local and regional governments to help facilitate the operations of your business. Do you engage in roundtable dialogues about policies that affect your sector and your operations? FURTHER DETAIL • If so, with what frequency? What has been the outcome of these meetings? • What feedback have you provided to the local or regional government on policies, laws, etc., that affect the private sector and directly impact your business? Private Sector Engagement with Financial Services Providers INTRODUCTION Generally, smaller firms encounter more obstacles when trying to access credit. One remedy to this is for companies and financial services providers to develop supplier finance products, such as purchase order receipts. Describe your relationship with local or regional financial services providers. Has it been generally positive, or are there aspects of the relationship that you would like to change? FURTHER DETAIL • Are the majority of your financial relationships with commercial banks, credit unions and credit cooperatives, or other types of financial services providers, such as a mobile money provider? • Do you have a mobile money account? • If you work in retail, do most customers pay with cash or use electronic or digital payments, such as cards or mobile money through cell phones, direct deposits to bank accounts, etc.? • Have any financial products or services tailored to the needs of small firms or women been especially valuable, convenient, or useful for you? Closing Thank participants for their time. Ask whether they have any questions at this point about next steps or the use of the information you are gathering. Summarize and record any follow-ups that were discussed during the session. 119 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Appendix 5. Intervention Design Matrix Legal & Regulatory East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact63 absence of research IFC Project World Bank Project BARRIERS • Discriminatory laws and practices • Poor government outreach and information • Lack of inclusion, predictability, transparency, • Lack of gender-sensitive legal frameworks/ dissemination trust, and dialogue among stakeholders labor regulations • Lack of information about legal and regula- • Low representation of women in formal insti- • Barriers to obtaining official, state-issued doc- tory provisions tutions (e.g., government, support organiza- umentation • Inadequate/biased workplace policies, con- tions, business organization, etc.) • Uneven implementation of laws and practices ditions and practices • Low capacity of women´s representative enti- • Burdensome and costly regulations, policies, • Biased stereotypes of authority favoring men ties resulting in lack of participation and input and procedures to start and operate business • Low level of trust in public-facing bureaucrats into legal and regulatory decision-making Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link64 Summary in Intervention IFC Reform explicitly global and MULTI-REGION: UN Women Equality in Law for Women and Girls by 2030. Includes discriminatory laws and Equality in Law regional digital global and regional digital accountability maps for 20 countries that track repeal regulations and promote for Women and accountability of discriminatory laws, promotion of WEE, elimination of child marriage laws, and laws that support women's Girls maps promotion equality in family relations. inclusion65 EGYPT: Promoting Innovation for Inclusive Financial Access project Component 1: Facilitate de facto gender- mobile Develops “Tamweely”; a mobile Arabic-language application to educate SMEs on P146244 neutral implementation66 application corporate governance, proper accounting records, taxes, and regulations affecting SMEs. Assists WSMEs in overcoming mobility barriers. For new legislation, DRC: SME Development and Growth Project Subcomponent 1.3 uses television, television, soap implement awareness soap operas, other media channels to disseminate information about newly operas, other P160806 campaigns targeted toward passed legislation on family code and land, labor and equality laws that support media channels women67 female entrepreneurship and WEE. EGYPT: Promoting Innovation for Inclusive Financial Access project Component 1: mobile Develops “Tamweely”; a mobile Arabic-language application to educate firms on Target women-owned/- P146244 application corporate governance, proper accounting records, taxes, and regulations affecting led firms via strategic MSMEs. communications, awareness-raising and DRC: SME Development and Growth Project Subcomponent 1.3 uses television, television, soap information sharing68 soap operas, other media channels to disseminate information about newly operas, other P160806 passed legislation on family code and land, labor and equality laws that support media channels female entrepreneurship and WEE. Establish gender-sensitive MONGOLIA: Support for Accountable, Responsible, and Transparent Government feedback loops and/or other project Component 1.2 develops citizen-facing dashboard that aggregates mechanisms that channel mobile P130891 citizens' incoming messages in informative ways, allows citizens to disaggregate data on women’s priorities application data by sex. Includes development of mobile applications that address grievances and constraints into reform collected in feedback loops. processes69 Include women and women’s MONGOLIA: Support for Accountable, Responsible, and Transparent Government support organizations in project Subcomponent 2.3 seeks increased female participation in development decision-making processes mobile P130891 of innovative digital tools, such as apps, that increase the number of female- (e.g., PPD, B2G feedback applications targeted solutions identified by information provided by B2G feedback loops and loops, consultations, and developed by WSMEs in government priority sectors. working groups)70 63. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 64. WEE projects that incorporate digital enablers are an emerging and recent sub-set of intervention. Examples in the matrix generally a) illustrate the potential intervention under which they are listed; b) include a digital enabler and, c) target WSMEs as opposed to all SMEs. However, in a few cases projects have been included even if they only meet two of the three criteria so long as they contain design elements and innovative approaches that project teams can extract from and apply to future project design. 65. It is particularly important that laws and regulations related to technology do not inadvertently discriminate against women. 66. While implementation should be gender-neutral, the legislative reform process should also be inclusive, leading to less gender bias and discrimination in laws. 67-70. There is emerging evidence that reforming gender-biased laws as well as ensuring gender-neutral implementation of existing laws lead to positive impact for WSMEs. 121 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Legal & Regulatory East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact71 absence of research IFC Project World Bank Project Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link Summary in Intervention IFC JORDAN: Economic Opportunities for Jordanians and Syrian Refugees PfR Simplify business e-service Component 7 includes Ministry of Social Development permitting issuance P171172 registration processes72 platform of e-license for home-based childcare businesses. Includes communications campaign publicizing e-business registration and e-licensing procedures. WEST BANK AND GAZA: Economic Development across Fragile Communities project Component 1 works with Ministry of Tourism to teach entrepreneurs, GIS data P147235 especially women, about tourism industry and Component 2 provides trainings on mapping how to use Geographic Information Systems (GIS) data to develop guided tours Improve industry and firm along Abraham Path. policies and practices to attract and retain more BANGLADESH: BD Private Sector Development project Component 2 includes female workers development of childcare operations guidelines and manuals for the economic zones and hi-tech parks that are adopted by Bangladesh Economic Zones not applicable P120843 Authority (BEZA) and Bangladesh High Tech Park Authority (BHTPA). NOTE: this component was added after the PAD was approved and is referred to in the ISRs for April 2020 and October 2020. MOZAMBIQUE: Land Administration project Component 2 includes local Focus government services government use of high‐-resolution orthorectified digital satellite/airborne imagery on sectors with high female digital satellite/ for community land delimitation, taking into consideration women's involvement in participation (e.g., childcare airborne P164551 farming, their legal rights and methodologies that promote gender equality (e.g.; subsidies, labor reform, imagery providing communities with lists of all community co-rights holders, including investment services)73 women, and active promotion of co-titling individual parcels. Component 1 includes education and training on women's land rights. Include women-owned/- VIETNAM: Private Sector Competitiveness/Supplier Development Program led firms in government and (VNPSC) includes Component 2.1 high quality profiles of pre-screened local digital database 601417 industry-specific supplier suppliers made available through development and launch of national, shared databases online supplier database accessible by foreign firms. Train public officials to SUB-SAHARAN AFRICA (DRC, Rwanda, Uganda): Africa Great Lakes Trade Facilitation understand gender-related project Sub-component 2.2 incorporates comprehensive gender-awareness and constraints and challenges mobile phones P151083 conflict resolution training for border agents, including capacity-building to use to promote greater equality digital tools for reporting sexual harassment and GBV in borderlands. in public services BANGLADESH: BD Private Sector Development project Component 2 includes Encourage public provisions development of childcare operations guidelines and manuals for the economic P120843 (such as new laws, subsidies, zones and hi-tech parks adopted by Bangladesh Economic Zones Authority or firm-level incentives, etc.) (BEZA) and Bangladesh High Tech Park Authority (BHTPA). not applicable to increase women’s access CAMBODIA: Community-based Childcare for Garment Factory Workers Project to care services74 establishes sustainable community-based childcare services for garment factory P171063 workers that improve employment and labor outcomes, reduce unpaid household childcare, and improve child development. 71. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 72. While simplifying business registration processes shows only no/low evidence of impact, there is emerging evidence (e.g., P103773) that combining simplified registration with formal financial services results in increases in firm sales and profits. 73. There is emerging evidence of impact that providing childcare for women increases workforce participation. 74. An emerging example of firm-level initiatives is the WBG’s Family Network website “Parenting Now” which provides an online forum for parents/caregivers to exchange ideas, experiences, receive support (education/tutoring, childcare, well-being, recreational activities) as result of challenges generated by the Covid pandemic. 122 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Finance East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact75 absence of research IFC Project World Bank Project BARRIERS • Weak legal/regulatory protections for finan- • Lack of an enabling environment for technol- • Financial provider practices and products that cial consumers ogy, limiting women’s access to financial ser- do not meet women’s needs • Limited information and data on gender gaps vices and products • Permission of male family member required in finance • High-risk perception of women borrowers to conduct financial transactions • Women´s unequal ownership, access and (resulting in, e.g., higher interest rates, shorter • Limited financial capability administrative authority (e.g., property, inheri- repayment periods for women) • Fewer women who have bank accounts tance, collateral) • Persistent focus on traditional collateral • Women’s limited personal access to technol- • Gaps in the digital financial ecosystem includ- requirements (e.g., immovable property, ogy and related financial services ing digital ID, digital signature, e-KYC, agent credit history) • Lack of women’s familiarity with technology banking networks, etc. used to access financial products and services Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link76 Summary in Intervention IFC MULTI-REGION: Financial Inclusion Global Initiative (FIGI) in China, Egypt & Mexico Strengthen political includes country-level commitment to strengthen and implement national awareness of and FIGI digital platform programs related to core technology drivers of financial inclusion (electronic commitment to increase (no public link) payment acceptance, digital ID for financial services, and security) to meet national financial access for women77 financial access targets. national digital WBG Universal MULTI-REGION: WBG Universal Financial Access 2020 initiative focuses on 25 priority registries and Financial countries and utilizes government policies to create regulatory environments Strengthen legal and databases that Access 2020 that enable access to transaction accounts, establish national biometric identity regulatory framework store sensitive initiative databases and virtual payment accounts, as well as digital payment interoperability. for financial consumer information protection and an enabling financial MULTI-REGION: Financial Inclusion Global Initiative (FIGI) in China, Egypt, & Mexico technology environment technology FIGI includes programs to support development of enabling legal & regulatory (fintech), big (no public link) frameworks for fintech to promote financial inclusion, enhance consumer data protection & awareness, and improve ICT for digital financial services. Improve quality and availability of sex- FISF Country disaggregated data across PAKISTAN: Financial Inclusion Support Framework (FISF) Country Support Program Support the range of financial computers for Pakistan sex-disaggregated data pilot included sorting information based on Program for products and services, data from the Computerized National Identity Card (CNIC). Pakistan including new digital financial products and fintech offerings MONGOLIA: Support for Accountable, Responsible, and Transparent Government Increase availability of and e-service project Subcomponent 2.4 e-Property Registration System (ePRS) enables citizens P130891 access to financial products/ platform and business to use digital system to document property purchases, sales, etc. services, including digitally- and provides banks with better information about prospective borrowers. enabled, digitally-delivered proprietary NIGER: Smart Villages for Rural Growth and Digital Inclusion project Sub- solutions for women- digital financial Component 3.1.1 includes creation of digital centers for delivery of e- financial/ P167543 owned/-led firms78 services, social digital services. Digital financial centers are promoted on social media through media platforms financial and literacy campaigns with content specific to women. 75. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 76. WEE projects that incorporate digital enablers are an emerging and recent sub-set of intervention. Examples in the matrix generally a) illustrate the potential intervention under which they are listed; b) include a digital enabler and, c) target WSMEs as opposed to all SMEs. However, in a few cases projects have been included even if they only meet two of the three criteria so long as they contain design elements and innovative approaches that project teams can extract from and apply to future project design. 77. Digital Economy for Africa (DE4A) Initiative aims to ensure that every individual, business, and government in Africa will be digitally enabled by 2030. This includes larger, multi- step projects that support new business models which rely on technology, including drones, satellites, and TV white space. 78. Mobile savings show emerging evidence of impact. 123 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Finance East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact79 absence of research IFC Project World Bank Project Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link Summary in Intervention IFC CBN National NIGERIA: Central Bank of Nigeria (CBN) developed an online collateral registry to Collateral secure loans against movable assets such as machinery, livestock and inventory. Registry Personal Prop- national digital MALAWI: Public Sector Reforms Commission developed online public collateral erty Security registry that registry database for financial institutions to register security interests in movable Registry Sys- stores sensitive property, mitigate risk of customers and diversify credit portfolios to include SMEs. Improve other financial tem of Malawi information infrastructure such as digital platform Central Bank collateral registries and of Liberia LIBERIA: Central Bank of Liberia (CBL) created online movable collateral registry to factoring platforms online movable secure business & individual loans. collateral registry JAMAICA: Access to Finance for MSMEs: Component 3 includes pilot digital reverse factoring services platform to provide SMSEs with asset-based financing in which digital platform P152307 MSMEs sell their accounts receivable at a discount to a third party and receive immediate cash. Strengthen credit reporting national digital NIGER: Smart Villages for Rural Growth and Digital Inclusion project Sub-component systems and other sources database that P167543 3.3 includes creation of digital database to collect data on rural populations in of data useful for financial stores sensitive order to enable credit scoring. decisions information NIGER: Smart Villages for Rural Growth and Digital Inclusion project Sub-component 3.3 includes creation of digital database to store information collected on rural P167543 Support reform geared digital database populations to improve understanding of their e-financial needs and establish towards low-risk accounts and registry that e-KYC (know your customer) registry. with tiered Know-Your- stores sensitive MONGOLIA: Support for Accountable, Responsible, and Transparent Government Customer rules information project Subcomponent 2.4 e-Property Registration System (ePRS) enables citizens P130891 and businesses to use digital system to document property purchases, sales, etc. and provides banks with better information about prospective borrowers. Fintech innovations: ETHIOPIA: Women Entrepreneurship Development Project (WEDP) Component 1 big data and P122764 includes use of fintech to conduct interactive assessment of potential borrowers machine to predict likelihood of loan repayment. Incentivize financial learning institutions to develop products and services that Fintech ETHIOPIA: Innovations in Financing Women Entrepreneurs (IFWE) project meet women’s needs (e.g., innovations: Component 2 includes leveraging fintech to reduce/eliminate collateral alternative-data-based big data and P171245 requirements for WMSMEs and explores piloting programs that increase access to lending, psychometric machine capital leasing services, tailored insurance products and micro-equity investment testing, payments, savings, learning, tablets mechanisms. credit and insurance)80 State Bank INDIA: State Bank of India (SBI) e-Smart SME project offers collateral-free working Fintech of India (SBI) capital loan for sellers on e-commerce platforms via online loan application & innovations: big e-Smart SME approval process. Fintech algorithms analyze users' social network behavior and data project mobile phone usage patterns to develop credit scores. 79. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 80. Psychometric testing shows emerging evidence of impact. 124 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Finance East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact80 absence of research IFC Project World Bank Project Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link Summary in Intervention IFC Seek gender diversity among bank agents and TUNISIA: Banking on Women (BoW) Champion & Digital Transformation project provide them with incentives data mining Component 2 includes workshops, computerized activity tools, dashboard to register women for 603215 tools, software template, and incentives scheme to help motivate bank agents to acquire new digital accounts, including women-led enterprise customers for digital financial services. providing technology support for women users KENYA: Industry and Entrepreneurship Project Component 1 includes digital digital platform P161317 platform to connect business incubators, accelerators and technology boot camp providers with global expertise, international networks, and investors. BANGLADESH: Private Investment & Digital Entrepreneurship Project Component 4 includes developing digital entrepreneurship & innovation hubs in technological digital platforms P170688 universities to increase market entry and growth rates of digital startups and Support the development create a gender-inclusive culture for digital entrepreneurship. of digital incubators, MONGOLIA: Support for Accountable, Responsible, and Transparent Government accelerators and early- mobile project Subcomponent 2.3 includes an Apps competition to provide early-stage P130891 stage funding programs for applications financing for development of innovative digital tools by WSMEs that increase the WSMEs number of female-targeted solutions in government priority sectors. interactive AFRICA: XL Africa business accelerator for SMEs with digital products/services program XL Africa that offers webinars, global mentoring and angel investors platform. website Kenya Climate crowdfunding KENYA: Climate Innovation Center (KCIC -funded by WBG InfoDev) Crowdfund Innovation digital platform Investing Pilot to help entrepreneurs raise capital. Center (KCIC) WBG Gender Innovation TANZANIA: Business Women Connect project provides training to women business Provide training on mobile phone Lab Women owners on use of M-Pawa mobile savings platform to save money more securely digital financial enablers application Connect and in some cases combined it with business training. such as mobile savings Project mechanisms.82 e-Wallets, JORDAN: Economic Opportunities for Jordanians and Syrian Refugees Program for computer, P171172 Results (PfR) Component 6 provides training in accessing digital finance through mobile phone SIM cards and e-Wallets. interactive Provide training to program P145215 strengthen financial MULTI-REGION: New Generation of Women Entrepreneurs (Women X): website, (No public capability through digital including documents tools83 e-Learning; link) NIGERIA & PAKISTAN Component 2.2.1 includes e-Learning modules and Component tablets 2.1.1 includes virtual e-mentoring program. 81. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 82. Mobile savings shows emerging evidence of impact. See case study on p. 49 83. The use of digital tools to increase financial capability and literacy shows emerging evidence of impact. 125 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Training, Skills & Information East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact84 absence of research IFC Project World Bank Project BARRIERS • Lack of gender-sensitive business-service • Inadequate skills and knowledge to start, run • Limited relevant education ecosystem (e.g., biased trainers, mismatch and expand a business - e.g., financial and • Limited knowledge of access to business- between services offered and needs) technical literacy, business & soft skills, and related technology tools and software • Lack of incentives to acquire skills due to so- sector information • Restricted mobility cial norms and other restrictions • Lack of access to relevant business informa- • Business decisions constrained by male rela- • Cost barriers to accessing training and techni- tion due to restricted ability to participate in tives cal assistance mentoring programs/networks Technology PROJECT EXAMPLE POTENTIAL INTERVENTIONS Enabler applied WB/ in Intervention ID/Link85 Summary IFC BANGLADESH: Private Investment & Digital Entrepreneurship Project, Sub-component technology Build capacity of institutions 4 includes piloting entrepreneurship and innovation hubs in Bangladesh’s innovation hubs, P170688 serving women-owned technological universities and business schools, specifically promoting digital media outlets businesses, including entrepreneurship among women through media outlets.. business associations technology and networks86 SENEGAL: Digital Entrepreneurship Senegal project Component 1 strengthens CTIC innovation P156259 Dakar’s (milab West Africa) institutional capacity to launch globally competitive hubs, mobile mobile and digital technology businesses. applications NIGERIA: Growth and Employment project Component B includes a Business digital platform P103499 Innovation & Growth (BIG) digital platform for SMEs to register themselves, receive Improve financial literacy business development services (BDS) and sectoral training. by providing training and interactive P145215 MULTI-REGION: New Generation of Women Entrepreneurs (Women X): facilitating networking. program website, (No public NIGERIA & PAKISTAN Component 2.2.1 includes e-Learning modules and Component including e- documents link) 2.1.1 includes virtual e-mentoring program. Learning; tablets mobile phones, PAKISTAN: Sindh Agricultural Growth Project Component A.2 includes ICT-based interactive technologies to deliver agriculture extension and marketing for farmers/producers, Deliver training and facilitate P128307 websites, 24/7 including information dissemination through mobile phones, 24/7 call center, networking to start and grow call center interactive websites, and international peer learning. businesses through increased ICT training on peer-to-peer learning87 DRC: SME Development and Growth Project Subcomponent 1.2 uses training technology P160806 modules about internet-based and mobile technology to promote women use, mobile entrepreneurs’ future involvement in digital peer-to-peer support and networks. technology KENYA: Industry and Entrepreneurship Project Component 1 includes interventions that support digital literacy and skills in growing sectors, including rapid technology digital platform P161317 skills trainings (bootcamps) for youth and women in digital sectors, fostering links and investments in digital entrepreneurship. ICT, computer Deliver training and facilitate GEORGIA: National Innovation Ecosystem (GENIE) project Component 2 includes programming, networking to start and grow P152441 training programs focused on digital economy skills (computer programming, software develop- businesses through increased software development) and includes a dedicated ICT training program. ment sector-specific technical NIGERIA: Growth and Employment project Component B includes a Business skills88 digital platform P103499 Innovation & Growth (BIG) web-based platform for SMEs to register themselves, receive business development services (BDS) and sectoral training. WEST BANK AND GAZA: Economic Development across Fragile Communities project GIS data Component 1 works with Ministry of Tourism to teach entrepreneurs, especially women, P147235 mapping about tourism industry and Component 2 provides trainings on how to use Geographic Information Systems (GIS) data to develop guided tours along Abraham Path. 84. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 85. WEE projects that incorporate digital enablers are an emerging and recent sub-set of intervention. Examples in the matrix generally a) illustrate the potential intervention under which they are listed; b) include a digital enabler and, c) target WSMEs as opposed to all SMEs. However, in a few cases projects have been included even if they only meet two of the three criteria so long as they contain design elements and innovative approaches that project teams can extract from and apply to future project design 86. Expanding opportunities for women to access new business networks shows emerging evidence of impact in some settings. 87. Training programs that include peer-to-peer learning are an emerging area of impact. 88. Expanding opportunities for women to access new business networks shows emerging evidence of impact in some settings. 126 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Training, Skills & Information East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact89 absence of research IFC Project World Bank Project Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link Summary in Intervention IFC TANZANIA: Business Women Connect project invites WMSMEs to use M-Pawa Deliver training and facilitate WBG Gender mobile phones mobile savings platform, participate in business skills training, and improve networking to start and Innovation Lab decision-making skills and confidence. grow businesses through increased business and soft virtual, ARMENIA: Women Entrepreneurship Project Component B.1 includes virtual and skills90 interactive 603670 in-person (when possible) psychology-based Personal Initiative Training (PIT) to trainings develop mindset associated with proactive, entrepreneurial behavior. Help women cross over into DJIBOUTI: Support for Women and Youth Entrepreneurship project Sub-component robotics, male-dominated, profitable 2.1 includes iLab robotics and coding courses for young people from high schools computer sectors (through mentoring P165558 and colleges. Participation in Pan African Robotic Competition, Africa Up Tunis, coding/ programs, role models and Entrepreneurship World Cup promotes mentoring, information-sharing, and role programming information-sharing) models. EGYPT: Catalyzing Entrepreneurship for Jobs project Component 3 includes digital match-making platform to connect entrepreneurs with investors and provide digital platform P162835 training, mentoring, coaching and business development services, especially to women entrepreneurs. Enable women to benefit from existing mixed-sex interactive pro- networking and mentoring gram website, AFRICA: XL Africa business accelerator for SMEs with digital products/services that XL Africa opportunities91 webinars, digital offers webinars, global mentoring and angel investors platform. platform Digital MULTI-REGION: Digital Opportunity Trust, Digital Ambassadors Program that digital platform Opportunity connects youth leaders with global networks. Trust (DOT) ETHIOPIA: Women Entrepreneurship Development Project (WEDP) Component 1 includes smalls loans to WSMEs by participating MFIs. Sub-component 2a digital platform P122764 includes improved delivery of coaching, mentoring, and business information through ICT technologies to growth-oriented WSMEs eager to invest in more productive technology. digital platforms, DRC: SME Development and Growth project Component 1 includes combination Provide entrepreneurs with including for of training and cash subsidies to support entrepreneurial activities of youth and firm-level wrap-around digital financial women. Technology modules include promotion of Internet-based and mobile services, such as targeted services (DFS) P160806 technology to overcome asymmetry of information, access to financial services technical assistance, and e-com- (online and mobile banking), and e-commerce. Subcomponent 2.1 includes business advice, and merce; mobile matching grants to established SMEs, at least 40% of whom must be WSMEs. coaching, along with technology cash grants or small loans Awareness (including for technology campaign on use and implementation)92 KENYA: Youth Employment and Opportunities project Component 1 includes social media P151831 technical skills training, business support services and Sub-component 2.1 includes platforms, business plan competition, and cash prizes of either USD9,000 or USD36,000. digital program application online SENEGAL: Tourism and Enterprise Development project Component 2 includes investment trainings on business plan writing, multiple rounds of business plan competitions P146469 platform and with cash prizes, and almost US$2m in grants for SMEs through the Senegal marketing portal Market Access Facility. 89. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 90. There is emerging evidence of beneficial influence of friends' and spouses' attending training sessions alongside female entrepreneurs (Field et al., 2016). 91. Networking and male role models show emerging evidence of impact in helping women entrepreneurs enter into male-dominated, more profitable sectors. 92. Positive impact of this intervention has been proven for rural micro entrepreneurs. 127 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Training, Skills & Information East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact93 absence of research IFC Project World Bank Project Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link Summary in Intervention IFC DRC: SME Development and Growth Project Subcomponent 1.2 includes business ICT training on P160806 plan competitions in which top startup entrepreneurs receive smaller grants and technology use established SMEs receive larger sized grants. Awareness campaign on KENYA: Youth Employment and Opportunities project Component 1 includes social media P151831 technical skills training, business support services and Sub-component 2.1 platforms, Organize business includes business plan competition, and cash prizes. digital program plan competitions and application entrepreneurship programs for WSMEs NIGER: Smart Villages for Rural Growth and Digital Inclusion project Sub-component 3.2.3. includes sub-grants of up to US$250,000 through a business competition not applicable P167543 plan for Fintech companies & startups. Sub-grants cover seed funding, operation costs, costs to pilot new digital financial & nonfinancial solutions for women and farmers. digital SENEGAL: Tourism and Enterprise Development project Component 2 includes investment trainings on business plan writing, multiple rounds of business plan competitions P146469 platform and with cash prizes, and almost US$2m in grants for SMEs through the Senegal marketing portal Market Access Facility. KENYA: Industry and Entrepreneurship Project Component 1 includes online digital platforms P161317 platform to connect business incubators, accelerators and technology boot camp providers with global expertise, international networks, and investors. BANGLADESH: Private Investment & Digital Entrepreneurship Project Component 4 technology includes developing digital entrepreneurship & innovation hubs in technological innovation hubs, P170688 universities to increase market entry and growth rates of digital startups and media outlets create a gender-inclusive culture for digital entrepreneurship. MONGOLIA: Support for Accountable, Responsible, and Transparent Government Support the development mobile project Subcomponent 2.3 includes an Apps competition to provide early-stage of digital incubators, P130891 applications financing for development of innovative digital tools by WSMEs that increase the accelerators, and early- number of female-targeted solutions in government priority sectors. stage funding programs interactive program AFRICA: XL Africa business accelerator for SMEs with digital products/services that website, XL Africa offers webinars, global mentoring and angel investors platform. webinars, digital platform Kenya Climate crowdfunding KENYA: Climate Innovation Center (KCIC -funded by WBG InfoDev) Crowdfund Innovation digital platform Investing Pilot to help entrepreneurs raise capital. Center (KCIC) ETHIOPIA: Women Entrepreneurship Development Project (WEDP) Component internet-based 2 includes technology training at technical, vocational colleges to enhance technical P122764 Leverage apprenticeships classroom learning, provide workshops, product development and on-the-job training and on-the-job learning training. opportunities digital and MULTI-REGION: IFC Digital2Equal matches women with participating private IFC e-commerce companies (AirBNB, Uber, Facebook) to learn how their online platforms function, Digital2Equal platforms as employee or provider of services or products. 93. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 128 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Training, Skills & Information East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact94 absence of research IFC Project World Bank Project Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link Summary in Intervention IFC DRC: SME Development and Growth Project Subcomponent 1.2 includes involving ICT training on P160806 women entrepreneurs’ spouses and family in special events for sensitization on Provide gender sensitization technology use legal changes and reinforcement of the tenets of WEE. training for men and couples that includes instruction ETHIOPIA: Innovations in Financing Women Entrepreneurs (IFWE) project on the benefits of women’s Component 1 collaborates with the Digital Opportunities Trust to pilot an app- mobile P171245 based on-demand coaching and business development services training that economic participation application includes new curriculum involving male partners to encourage greater support for women’s economic activities. Strengthen women’s resilience and coping virtual, ARMENIA: Women Entrepreneurship Project Component B.1 includes virtual and mechanisms to deal with interactive 603670 in-person (when possible) psychology-based Personal Initiative Training (PIT) to social backlash through soft trainings develop mindset associated with proactive, entrepreneurial behavior. skills training TANZANIA: Business Women Connect project Component 2 includes cadre of WBG Gender videos all-female business counselors with previous business experience who taught Identify and integrate Innovation Lab business skills trainings to WSMEs through activity-based learning and videos.. women entrepreneurs, business professors, and INDONESIA: Farmer Capacity Development Through Digital Platform and Financing advisors to join trainer cadre digital learning Sub-Component 1.C includes women-led facilitators being trained in use of digital 604378 platform learning platform, including quizzes to test knowledge of farmers administered by trainers on tablets provided by the project. DRC: SME Development and Growth Project Subcomponent 2.1 Enhancing growth and performance of SMEs includes matching grants to established SMEs, ICT, training on at least 40% of whom must be WSMEs. Matching grants were combined with P160806 technology use technology modules that promoted Internet-based and mobile technology to access information and financial services (online and mobile banking) as well as Provide capital and business e-commerce. development skills through virtual, GEORGIA: National Innovation Ecosystem (GENIE) project includes Component 3 matching grants to WSMEs interactive startup and Innovation matching grants to entrepreneurs. Coaching & technical P152441 technical assistance with applications and technology commercialization process provided expertise by local & international experts. P147354 (no MEXICO: High Impact Entrepreneurship Program (HIEP) operated by the National interactive public link Institute of the Entrepreneur (INADEM) included online surveys that innovative website to project SMEs complete to be considered for matching grants. documents) 94. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 129 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Markets East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact95 absence of research IFC Project World Bank Project BARRIERS • Lagging legal and regulatory provisions (e.g., • Inadequate access to and limited use of tech- • Concentration in less profitable, lower parts of digital payments, cross-border commerce, etc.) nology enablers the value chain • Inadequate input markets (land, labor, capital) • Market-related information constraints (e.g., • Gender-based harassment in business trans- • Cost barriers (compliance, formalization, in- re: input costs, prices, demand, etc.) actions (e.g., buyers, sellers, suppliers, cus- formal payments) • Limited access to new customers toms officials, etc.) • Limited access to finance, inputs, tools, assets • Limited access to networks, (in-)formal infor- and collateral mation- sharing, and role models Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link96 Summary in Intervention IFC BANGLADESH: Private Investment & Digital Entrepreneurship Project, Sub- component 4 includes piloting entrepreneurship and innovation hubs in digital platform P170688 Bangladesh’s leading technological universities and business schools, specifically promoting digital entrepreneurship among women through media-based challenge program offering reduced prices of ITS and ITeS rapid training programs. Build capacity of SENEGAL: Digital Entrepreneurship Senegal project Component 1 strengthens CTIC institutions serving not applicable P156259 Dakar’s (mLab West Africa) institutional capacity to launch globally competitive women-owned mobile and digital technology businesses. businesses ETHIOPIA: Digital Foundations Project Component 3 seeks to lay foundation for high-growth digital industries through gender-inclusive, ecosystem-level support technology P171034 that includes promotion of digital skills and entrepreneurship. Emphasizes gender training equity in recruitment and retention by ensuring inclusion of women in all decision- making bodies under the project. MENA: Virtual Marketplace (VMP) Tunisia, Morocco, Jordan project Sub-component e-commerce P148638 2.1 included a e-Learning platform and online training workshops designed and platform taught by international VMP (TradeKey, E-Bay) experts. Develop training programs MENA: E-Commerce for Women-Led SMEs in Algeria, Djibouti, the Arab Republic P168392 for women (e.g., use of of Egypt, Jordan, Lebanon, Morocco, and Tunisia (We-Fi) expands on P148638. not applicable (Note: no public technology tools to access Sub-component 1.a recruits VMP advisors, trainers, coaches to train WSMEs. Sub- link) markets, trade logistics, Component 1.b connects WSMEs online to local, regional and international VMPs. supplier standards, etc.) SIERRA LEONE: Smallholder Commercialization and Agribusiness Development ICT, mobile Project (P153437) and Additional Financing (P170604) Sub-component B2 includes P170604 phones market access and coordination improvements through ICT or cell-phone based price information systems. SUB-SAHARAN AFRICA (DRC, RWANDA, UGANDA): Africa Great Lakes Trade Facilitation ICT, mobile Project Sub-component 2.1 includes using ICT reporting mechanisms & 3rd party Design gender-sensitive phones, SMS P151083 IT monitoring to inform small-scale and women traders of requirements for cross- trade/customs logistics, text messaging border trading, monitor enforcement of regulations, and address corruption, including digital based sexual harassment and physical violence in borderlands. services97 TANCIS TANZANIA: TANCIS is a web-based system implemented by Tanzanian government e-government (Tanzania and Investment Climate Facility for Africa that issues licenses, processes electronic services Customs Inte- customs declarations and electronic payments, issuance of receipts, monitoring grated System) movement of transit cargo and bond operations. BENIN: Digital Rural Transformation Project Component 1 includes improving access e-services to broadband services in targeted rural communities and developing high potential (digital P162599 value chains, including digitization of value chain payments, and improving the Enhance technology, skills, payments) business climate/PPPs, with a focus on women in the agriculture sector. and production processes to NIGER: Smart Villages for Rural Growth and Digital Inclusion project includes Sub- integrate women-owned/- Enterprise component 3.2.2. which facilitates digitization of payments made to farmers through led firms into value chains Resource P167543 Enterprise Resource Planning (ERP) software, enabling agriculture federations in the Planning (ERP) value chains to better manage relationship with co-operatives and for co-operatives software in turn to better manage their relationship with member farmers in the value chain. 95. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 96. WEE projects that incorporate digital enablers are an emerging and recent sub-set of intervention. Examples in the matrix generally a) illustrate the potential intervention under which they are listed; b) include a digital enabler and, c) target WSMEs as opposed to all SMEs. However, in a few cases projects have been included even if they only meet two of the three criteria so long as they contain design elements and innovative approaches that project teams can extract from and apply to future project design. 97. While enhancing trade logistics has not been proven to improve business performance, it can reduce incidents of harassment. 130 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Access to Markets East Asia & Pacific Europe and Central Asia LatAm & Caribbean Middle East & North Africa Sub-Saharan Africa South Asia Multi-Region no circle indicates Credible evidence of positive impact Emerging evidence of impact No / low evidence of impact98 absence of research IFC Project World Bank Project Technology PROJECT EXAMPLE POTENTIAL Enabler applied WB/ INTERVENTIONS ID/Link Summary in Intervention IFC Link women to local, VIETNAM: Private Sector Competitiveness/Supplier Development Program regional, and international digital database 601417 includes Component 2.1 Improved information on local suppliers made available markets through supplier through development and launch of a high-quality online supplier database. databases MULTI-REGION: Intracen, the ICT-led Global Platform for Action on Sourcing from Link women to local and Women Vendors, seeks to increase the amount of corporate, government and international markets digital platform Intracen institutional procurement secured by women vendors. WSMEs receive training through meet-the-buyer and market linkage opportunities through Buyer Mentor Groups and participate in events and training an annual Women Vendors Exhibition and Forum. Link women to regional MONGOLIA: Export Development Project component 2.1 includes producing e-Learning and and international markets and providing free e-Learning and online training modules on export promotion online training P147438 through export promotion and supporting research; includes matching grants for product quality certification modules events and study tours costs. CHILE: ChileCompra is the Chilean Government e-procurement program that digital platform ChileCompra includes an e-commerce platform to fully support digital supplier processes for Increase women’s access to SMEs. government procurement SENEGAL: Connecting National Procurement Needs with Women-Owned SMEs in (P168394) programs Senegal project Component 2 includes skills development program focused on computers Note: no public technical advisory to improve themes important for public procurement bidding link (overall business development including related to technology, soft skills). BENIN: Digital Rural Transformation Project Subcomponent 2.2 includes improving digital platforms, P162599 outreach & quality of crop extensions & advisory services through online platforms applications and applications with local content. mobile phones, PAKISTAN: Sindh Agricultural Growth Project Component A.2 includes introducing 24/7 call center, ICT-based technologies for delivery of agriculture extension and marketing to Support technology P128307 interactive farmers/producers, including information dissemination through mobile phone, extension services websites 24/7 call center and interactive websites. SIERRA LEONE: Smallholder Commercialization and Agribusiness Development Project (P153437) and Additional Financing (P170604) Sub-component B2 includes smart phones P170604 market access and coordination improvements through ICT or mobile-based price information systems. Address de facto occupational sex KOSOVO: Digital Economy project Sub-component 2.1 includes youth online and segregation through smartphones, upward program to train and connect young men and women to global online P164188 mentoring, information computers work platforms by increasing their technical skills to compete equally for basic IT provision, and skills and IT-enabled services as online freelancers. development99 BANGLADESH: Corporate Connect: Strengthening Market Access for Women Establish awareness raising Business Owners project included Supplier Diversity Advisory Committee that efforts for supply-chain brings together firms focused on supplier diversity (SD) to exchange ideas for its professionals (procurement long-term implementation, guide a strategy for matching WSMEs to corporate managers, etc.) to increase not applicable 600209 buyers, recruit new corporations to the SD movement, and select SD goals that understanding of challenges align with corporate structure and objectives. Due to COVID the committee’s faced by women business activities, meetings and outputs take place online and are supported by online owners tools (virtual meetings, an online platform, social media). 98. Where possible, the matrix categorizes interventions according to their track record for results, that is, the extent to which evidence demonstrates their impact (World Bank Group 2019b). It should be noted, however, that most of the categorized interventions were delivered without digital enablers. For the most recent and current impact evaluations and research please visit the WBG Regional Gender Innovation Labs. 99. The presence of male support networks and male role models is key to women deciding to cross over into male dominated sectors. ("Gender and the Choice of Business Sector," Policy Research Working Paper 8865, WBG Africa Gender Innovation Lab & Gender Global Theme, May 2019) 131 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink M U LT I - R E G I O N Digital Opportunity Trust Multi-Region: Digital Opportunity Trust (DOT) Connects youth leaders with global networks. Multi-Region: Financial Inclusion Global Initiative (FIGI) in China, Egypt and Mexico Programs to support development of legal & regulatory frameworks for fintech to improve digital financial services. Multi-Region: IFC Digital2Equal IFC Digital2Equal Matches women with e-commerce companies (AirBNB, Uber, Facebook) to learn how their online platforms function. Multi-Region: Intracen (Global Platform for Action on Sourcing from Women Vendors) Intracen Provides WSMES with training and access to markets via Buyer Mentor Groups and Women Vendors Exhibition & Forums. P145215 (No public Multi-Region: New Generation of Women Entrepreneurs (Women X): Nigeria & Pakistan documents link) Includes e-Learning modules and virtual e-mentoring program. Equality in Laws for Women Multi-Region: UN Women Equality in Laws for Women and Girls by 2030 project and Girls by 2030 Uses digital tracking of progress through global and regional accountability maps. WBG Universal Financial Multi-Region: WBG Universal Financial Access 2020 Access 2020 Includes biometric identity database, virtual payment addressing, and digital payment interoperability on national scale. 132 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink EAST ASIA & PACIFIC             Cambodia: Community-based Childcare for Garment Factory Workers P171063         Community-based childcare services for garment factory workers that improve employment and child development.             Indonesia: Farmer Capacity Development Through Digital Platform and Financing 604378       Includes women-led facilitators in use of digital learning platform, dedicated location for women farmer-only trainings.           Mongolia: Support for Accountable, Responsible, and Transparent Government P130891         Improves open data technology for a citizen and business engagement online platform. Mobile application feedback loops.           Includes Apps competition to provide early-stage financing for development of innovative         digital tools by WSMEs. e-Property Registration System (ePRS) enables citizens and business to use digital system           to document property purchases, sales. Export Development Project P147438         Includes website to publicly disclose all export promotion training materials.           Includes e-Learning and online training modules on export promotion and supporting research.         Vietnam: Private Sector Competitiveness/Supplier Development Program (VNPSC) 601417         Includes development and launch of a high-quality online supplier database.         133 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink EUROPE & CENTRAL ASIA             Armenia: Women Entrepreneurship Project 603670         Includes virtual psychology-based Personal Initiative Training (PIT) to develop entrepreneurial mindset.           Georgia: National Innovation Ecosystem (GENIE) P152441         Startup and Innovation matching grants for entrepreneurs.       Training programs focused on digital economy skills (computer programming, software         development). Kosovo Digital Economy P164188         Improves access to ICT broadband services and to online knowledge sources and labor markets.           134 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink MIDDLE EAST & NORTH AFRICA             Djibouti: Support for Women and Youth Entrepreneurship project P165558         Includes bootcamps to improve women’s & young entrepreneurs’ access to information and resources.           Includes iLab robotics & coding courses, participation in robotic & entrepreneurship competitions.           Egypt: Promoting Innovation for Inclusive Financial Access P146244         Includes “Tamweely”; a mobile Arabic-language application to educate MSMEs on corporate taxes and regulations.           Egypt: Catalyzing Entrepreneurship for Jobs P162835         Uses digital match-making platforms to connect entrepreneurs with funding, business dvt. services, mentors and peer learning.       Jordan: Additional Finance: Economic Opportunities for Jordanians and Syrian Refugees P171172         Program for Results Includes Ministry of Interior publishing reform stating service card is a valid ID card for Syrians.           Includes access to digital finance through SIM cards, e-wallets, and bank accounts to receive government cash transfers.           Includes Ministry of Labor communications campaign publicizing business registration and licensing procedures.           Includes Ministry of Social Development permitting issuance of e-license for home-based childcare businesses.           Includes nationwide, multimedia campaign addressing social norms and gender roles related to women at work.           MENA: E-Commerce for Women-Led SMEs P168392         Trains and connects WSMEs to local, regional and international e-commerce platforms to sell their products.         MENA: (Jordan, Morocco, Tunisia) Virtual Marketplace Project P148638         Includes e-learning platform and online training workshops on selling products on TradeKey and E-Bay.         Tunisia: : Banking on Women (BoW) Champion & Digital Transformation project 603215         Includes incentives scheme to help motivate bank agents to acquire new women-led enterprise customers for DFS.           West Bank and Gaza: Economic Development across Fragile Communities P147235         Includes teaching women entrepreneurs to use Geographic Information System data for guided tours along the Abraham Path.         135 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink L AT I N A M E R I C A & C A R I B B E A N             Chile: ChileCompra ChileCompra         Government e-procurement program that includes an e-commerce platform to support digital supplier processes.           Jamaica: Access to Finance for MSMEs P152307         Includes digital reverse factoring services pilot platform to provide SMSEs with asset-based financing.         Mexico: High Impact Entrepreneurship Program HIEP         Includes online surveys completed by innovative SMEs to be considered for matching grants.         136 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink SOUTH ASIA Bangladesh: BD Private Sector Development Project P120843         Includes development of childcare operations guidelines and manuals for specific economic zones and hi-tech parks.         Bangladesh: Private Investment & Digital Entrepreneurship Project P170688         Includes development of digital entrepreneurship and innovation hubs in leading technological universities and business schools.       Includes capital grant program to crowd in private investment in skills and green production projects.         State Bank of India India: State Bank of India e-Smart SME project Partnership for Financial         Inclusion Offers collateral-free working capital loans for sellers on e-commerce platforms by accessing big data proprietary information.           FISF Country Support Pakistan: Financial Inclusion Support Framework Country Support Program for Pakistan           Program for Pakistan Sex-disaggregated data pilot that includes sorting information based on data from Computerized National Identity Card (CNIC).         Pakistan: Sindh Agricultural Growth Project P128307         Includes ICT-based technologies to deliver agriculture extension and marketing for farmers/ producers.         137 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink SUB-SAHARAN AFRICA Nigeria: Growth and Employment project P103499         Includes Business Innovation & Growth (BIG) online portal for SMEs to register themselves for business and sectoral training.           Nigeria: Central Bank of Nigeria (CBN) Online collateral registry project CBN Collateral Registry         Online collateral registry to secure loans against movable assets such as machinery, livestock, and inventory.           Niger: Smart Villages for Rural Growth and Digital Inclusion P167543         Includes digital financial literacy campaigns via social media channels with content relevant   for women.         Includes creation of digital centers for delivery of e- financial/digital services.           Includes creation of digital data platform to collect data on rural populations in order to   enable credit scoring.         includes digital data platform to collect data in order to establish e-KYC (know your   customer) registry.         Includes using geospatial data to optimize delivery of digital financial services.           Sub-grants of up to US$250,000 through business plan competition for Fintech companies & startups.           Facilitates digitization of payments to enable agriculture federations in the value chains to manage co-operatives.           Senegal: Connecting National Procurement Needs with Women-Owned SMEs in Senegal P168394         Skills development program focused on technical advisory of business aspects important for public procurement bidding.         Senegal: Digital Entrepreneurship Senegal P156259         Extends CTIC Dakar’s (mLab West Africa) capacity to launch globally competitive mobile and digital technology businesses.           Senegal: Tourism and Enterprise Development P146469         Includes trainings on business plan writing.           Includes business plan competitions with cash prizes and almost US$2m in grants for SMEs via Senegal Market Access Facility.           138 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Full Project List LEVEL = Technical Sophistication of Digital Legal & Regulatory Finance & Credit Skills and Training Access to Markets Enabler (Level 1 = lowest; Level 4 = highest) LEVEL 0 LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 Tablets, computers, mobile Alternative credit tools that use No digital enabler SMS text messaging phones with uploaded Digital databases and dashboards fintech innovations, psychometric applications testing Proprietary and third party Interactive program websites, Digital program platforms, e-commerce platforms, Program websites, non interactive including e-Learning, virtual e-Service platforms proprietary digital financial interactive trainings services Digital payments (B2B, B2C, P2P) GIS or GPS satellite technology, Computerized activity tools Internet-based technical training and e-Government programs geospatial data, regional and (G2C, G2B) global mapping National digital registries and traditional media outlets Third party IT monitoring Technology innovation hubs databases that store sensitive information Social media platforms and other Programs utilizing big data, online marketing portals, internet Crowdfunding digital platforms machine learning tools portals Broadband internet service software development, computer Mobile money and e-Wallets installation projects programming/coding, robotics Project Number PROJECT DESCRIPTION (if applicable) LEVEL and hyperlink SUB-SAHARAN AFRICA Sierra Leone: Smallholder Commercialization & Agribusiness Development Project and P170604         Additional Financing Includes market coordination through ICT or cell-phone based price information systems.         Sub-Saharan Africa (DRC, Rwanda, Uganda): Africa Great Lakes Trade Facilitation Project P151083         Includes Joint Border Committee ICT platforms to review complaints made by traders, as well as 3rd party (IT) monitoring.           Incorporates comprehensive gender-awareness and conflict resolution training for border agents.           Tanzania: Business Women Connect project Business Women Connect         Teaches women business owners to use M-Pawa mobile savings platform to save money more securely.           Includes business skills training and seeks to improve women’s decision-making skills and confidence.           Includes cadre of all-female business counselors to teach business skills trainings to WSMEs.           Tanzania: TANCIS project TANCIS         Web-based system that issues licenses, processes e-customs declarations and e-payments, and monitors movement of goods.         XL Africa business accelerator XL Africa         Offers webinars, global mentoring, and angel investors platform to SMEs that create digital products and services.       139 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Select Resources • Gender Group Key Document site • Systematic Country Diagnostics • Country Partnership Frameworks • Country Gender Assessments • Country or Regional Gender Action Plans • Poverty Assessments • Poverty and Social Impact Analysis • Little Data Book on Gender • UNDP Gender Inequality Index • UN Gender Statistics • WBG Advisory Services and Analytics • Enterprise Surveys • IOL data/ informality surveys • National Business registers/business associations/labor force data • Doing Business gender-related indicators • Household surveys • Finscope • National-level Central Bank data • IFC’s MSME finance gap report • UNCDF’s “Participation of Women in the Economy Realized” (PoWER) • MFO’s Financial Diaries • EFI Gender site • Trade and Gender • Gender-Informed Public-Private Dialogue • Global Report on Women in Tourism 2010 • Investing in Women along Agribusiness Value Chains • Women and Tourism: Designing for Inclusion • Women Trade in Africa: Realizing the Potential • Women and Trade • Assessing Women Entrepreneurs’ Needs in Developing Countries — Guidelines for Research, Data Collection, and Diagnostics • Regional Gender Innovation Labs 140 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Bibliography Aterido, R., T. Beck, and L. Iacovone. 2013. “Access to Finance in Sub-Saharan Africa: Is There a Gender Gap?” World Development 47: 102–20. doi: 10.1016/j.worlddev.2013.02.013. Barboni, Giorgia, Erica Field, Rohini Pande, Natalia Rigol, Simone Schaner, and Charity Troyer Moore. 2018. A Tough Call: Understanding Barriers to and Impacts of Women’s Mobile Phone Adoption in India. Cambridge, MA: Evidence for Policy Design, Harvard Kennedy School. Web. http://www.tinyurl.com/y49xt26n. Bastian, Gautam, Iacopo Bianchi, Mayra Buvinic, Markus Goldstein, Tanvi Jaluka, James Knowles, Joao Montalvao, and Firman Witoelar. 2018. “Are Mobile Savings the Silver Bullet to Help Women Grow Their Savings?” Gender Innovation Lab, World Bank, Washington, DC. Berg, Gunhild, and Bilal Zia. 2017. “Harnessing Emotional Connections to Improve Financial Decisions: Evaluating the Impact of Financial Education in Mainstream Media.” Policy Research Working Paper, World Bank Group, Washington, DC. Bill and Melinda Gates Foundation. 2019. “A G7 Partnership for Women’s Digital Financial Inclusion in Africa.” Report prepared at the request of the G7 French Presidency. Bill and Melinda Gates Foundation, Seattle, WA. Buvinic, Mayra, and Rebecca Furst-Nichols. 2014. “Promoting Women’s Economic Empowerment: What Works?” Policy Research Working Paper, World Bank Group, Washington, DC. Buvinic, Mayra, Rebecca Furst-Nichols, and Emily Courey Pryor. 2013. A Roadmap for Promoting Women’s Economic Empowerment. Washington, DC: United Nations Foundation; Irving, TX: ExxonMobil Foundation. Buvinic, Mayra, and Megan O’Donnell. 2016. Revisiting What Works: Women, Economic Empowerment, and Smart Design. Washington, DC: Center for Global Development. Campos, Francisco, Michael Frese, Markus Goldstein, Leonardo Iacovone, Hillary Johnson, David McKenzie, and Mona Mensmann. 2018.  “Personal Initiative Training Leads to Remarkable Growth of Women-Owned Small Businesses in Togo.” Gender Innovation Lab Policy Brief 22. World Bank, Washington, DC. © World Bank. https://openknowledge.worldbank.org/handle/10986/29168 License: CC BY 3.0 IGO. Chamboko, Richard, Soren Heitmann, and Morne Van Der Westhuizen. 2018. “Women and Digital Financial Services in Sub-Saharan Africa: Understanding the Challenges and Harnessing the Opportunities.” International Finance Corporation, World Bank Group, Washington, DC. https://www.ifc.org/wps/wcm/ connect/a230350b-4610-4d68-a008-7af5b58639d6/IFC_MCF_Field+Note+10_DFS+and+Gender+in+Africa. pdf?MOD=AJPERES&CVID=mvb-zJp. Chile, Finance Ministry. 2016. “Public Procurement Strategic Plan (2002–2004).” In English. Finance Ministry, Santiago, Chile. Cirera, Xavier, and Qursum Qasim. 2014. “Supporting Growth-Oriented Women Entrepreneurs: A Review of the Evidence and Key Challenges.” Innovation, Technology and Entrepreneurship Policy Note 5. World Bank, Washington, DC. Coca-Cola 5by20. 2016. “Unleashing the Potential of Women Entrepreneurs.” Babson College, Boston, MA. 142 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Cuberes, David, and Marc Teignier. 2016. “Aggregate Effects of Gender Gaps in the Labor Market: A Quantitative Estimate.” Journal of Human Capital 10 (1). doi: https://doi.org/10.1086/683847. Deichmann, Uwe, Aparajita Goyal, and Deepak Mishra. 2016. “Will Digital Technologies Transform Agriculture in Developing Countries?” Policy Research Working Paper 7669. World Bank, Washington, DC. Demirguc-Kunt, Asli, Leora Klapper, Dorothe Singer, and Peter Van Oudheusden. 2014. “Global Findex Database Report: Measuring Financial Inclusion Around the World.” World Bank, Washington, DC. Demirguc-Kunt, Asli, Klapper, Leora, Singer, Dorothe. and Ansar, Saniya. 2017. “The Global Findex Database: Measuring Financial Inclusion and the Fintech Revolution.” World Bank, DC. Elam, Amanda B., Candida G. Brush, Patricia G. Greene, Benjamin Baumer, Monica Dean, and René Heavlow. 2019. Global Entrepreneurship Monitor: 2018/2019 Women’s Entrepreneurship Report. London: Global Entrepreneurship Monitor. Elborgh-Woytek, Katrin, Monique Newiak, Kalpana Kochlar, Stefania Fabrizio, Kangni Kpodar, Philippe Wingender, Benedict Clements, and Gerd Scwartz. 2013. “Women, Work and the Economy: Macroeconomics Gains from Gender Equity.” International Monetary Fund, Washington, DC. Elefante, Marina, and Anja Robakowski. 2020. Integrating a Gender Equality Lens: Drawing Lessons from Three Good-Practice Development Policy Operations.  Equitable Growth, Finance and Institutions Insight.  World Bank, Washington, DC. © World Bank. https:/ /openknowledge.worldbank.org/handle/10986/34611 License: CC BY 3.0 IGO.99 Food and Agriculture Organization (FAO), United Nations. 2013. “The State of Food and Agriculture 2013.” Food and Agriculture Organization of the United Nations, Rome. Global Entrepreneurship Monitor (GEM). 2017. “GEM 2016/2017 Women’s Entrepreneurship Report.” Global Entrepreneurship Research Association, London. Hakura, Dalia S., Mumtaz Hussain, Monique Newiak, Vimal Thakoor, and Fan Yang. 2016. “Inequality, Gender Gaps and Economic Growth: Comparative Evidence for Sub-Saharan Africa.” IMF Working Paper. International Monetary Fund, Washington, DC. Hossain, Naomi, Celestine Nyamu Musembi, and Jessica Hughes. 2010. “Corruption, Accountability, and Gender: Understanding the Connections.” United Nations Development Programme (UNDP) and United Nations Development Fund for Women (UNIFEM), New York. ILO (International Labour Organization). 2018. Women and Men in the Informal Economy: A Statistical Picture. 3rd ed. Geneva, Switzerland: International Labour Organization. International Finance Corporation (IFC). 2013. “Banking on Women: Changing the Face of the Global Economy.” International Finance Corporation, World Bank Group, Washington, DC. ———. 2014. “Women-Owned SMEs, A Business Opportunity for Financial Institutions: A Market and Credit Gap Assessment.” International Finance Corporation, World Bank Group, Washington, DC. 99. Field, Erica, Seema Jayachandran, Rohini Pande, and Natalia Rigol. 2016. "Friendship at Work: Can Peer Effects Catalyze Female Entrepreneurship?" American Economic Journal: Economic Policy, 8 (2): 125-53. https://www.aeaweb.org/articles?id=10.1257/pol.20140215 143 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit ———. 2017.  MSME Finance Gap: Assessment of the Shortfalls and Opportunities in Financing Micro, Small, and Medium Enterprises in Emerging Markets. Washington, DC. © International Finance Corporation. https:// openknowledge.worldbank.org/handle/10986/28881 License: CC BY-NC-ND 3.0 IGO. International Finance Corporation and Global Partnership for Financial Inclusion (GPFI). 2011. “Strengthening Access to Finance for Women-Owned SMEs in Developing Countries.” International Finance Corporation, Washington, DC, and GPFI. Kazandjian, Romina, Lisa L. Kolovich, Kalpana Kochhar, and Monique Newiak. 2016. “Gender Equality and Economic Diversification.” IMF Working Paper. International Monetary Fund, Washington, DC. Kelley, Donna, Candida Brush, Patricia Greene, Mike Herrington, Abdul Ali, Penny Kew. 2015. “Special Report: Women’s Entrepreneurship 2015.” Global Entrepreneurship Monitor, Global Entrepreneurship Research Association, London. Knowles, Jim. 2015. “Measuring Women’s Economic Empowerment Report.” United Nations Foundation, Washington, DC, and ExxonMobil Foundation, Irving, TX. Mansuri, Ghazala, and Vijayendra Rao. 2013. Localizing Development: Does Participation Work? Washington, DC: World Bank. DOI: 10.1596/978-0-8213- 8256-1. License: Creative Commons Attribution CC BY 3.0. McKinsey Global Institute. 2015. “The Power of Parity: How Advancing Women’s Equality Can Add $12 Trillion to Global Growth.” McKinsey Global Institute, New York. Morsy, Hanan. 2020. “Access to Finance: Why Aren’t Women Leaning In?” African Development Bank, Abidjan, Côte d’Ivoire. Nathan Associates Inc. 2016. “Women’s Economic Participation in Peru: Achieving APEC Priorities for Gender Equality.” Produced by Nathan Associates for the United States Agency for International Development. Nathan Associates Inc., and USAID, Washington, DC. National Bureau of Economic Research (NBER). 2019. “Freeing Financial Education via Tablets: Experimental Evidence from Colombia.” National Bureau of Economic Research, Cambridge, MA. Ortiz-Ospina, Esteban, and Sandra Tzvetkova. 2007. “Working Women: Key Facts and Trends in Female Labor Force Participation.” Our World in Data, Oxford, UK. https://ourworldindata.org/female-labor-force-participation-key-facts. Qasim, Qursum, Zoe Cordelia Lu, and Kalyah Alaina Ford. 2018. Operational Guide to Women’s Entrepreneurship Programs: An Overview. English.  Washington, D.C.: World Bank Group. http://documents.worldbank.org/curated/en/629041543523635439/Operational-Guide-to-Womens- Entrepreneurship-Programs-An-Overview. Simavi, Sevi, Clare Manuel, and Mark Blackden. 2010.  Gender Dimensions of Investment Climate Reform: A Guide for Policy Makers and Practitioners Washington, D.C.: World Bank Group. © World Bank. https://openknowledge.worldbank.org/handle/10986/2408 License: CC BY 3.0 IGO. Solutions for Youth Employment (S4YE). 2018. “Digital Jobs for Youth: Young Women in the Digital Economy.” Solutions for Youth Employment, World Bank Group, Washington, DC. 144 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit Stupnytska, Anna, Kathryn Koch, Amy MacBeath, Sandra Lawson, and Kathy Matsui. 2014. “Giving Credit Where It Is Due: How Closing the Credit Gap for Women-Owned SMEs Can Drive Global Growth.” Goldman Sachs Global Markets Institute, New York. Suri, Tavneet, and William Jack. 2016. “The Long-Run Poverty and Gender Impacts of Mobile Money.” Science 354 (6317): 1288–92. Taylor, Georgia, and Paola Pereznieto. 2014. “Review of Evaluation Approaches and Methods Used by Interventions on Women and Girls’ Economic Empowerment.” Overseas Development Institute, London. United Nations. 2012. “Expanding Usage to Realize the Full Benefits of e-Government.” United Nations e-Government Survey 2012. New York: United Nations. United Nations Foundation and ExxonMobil Foundation. 2013. Women’s Economic Empowerment: A Roadmap (database). Washington, DC: United Nations Foundation; Irving, TX: ExxonMobil Foundation. http:// www.womeneconroadmap.org/the_database. ———. 2015. “Monitoring and Evaluation Guidelines for Women’s Economic Empowerment Programs.” Washington, DC: United Nations Foundation; Irving, TX: ExxonMobil Foundation. United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP). 2013. “Forward-Looking Macroeconomic Policies.” Annual Report of the Economic and Social Commission for Asia and the Pacific. United Nations Economic and Social Commission for Asia and the Pacific, Bangkok, Thailand. United States Agency for International Development (USAID). 2005. “Enhancing Women’s Access to Markets: An Overview of Donor Programs and Best Practices.” United States Agency for International Development (USAID. 2019. “Evolution of and Prospects for Women’s Labour Participation in Latin America.” Employment Situation in Latin America and the Caribbean 21. Economic Development Division of the Economic Commission for Latin America and the Caribbean (ECLAC) and the Office for the Southern Cone of Latin America of the International Labour Organization (ILO), Santiago, Chile. Uteng, Tanu Priya. 2012. Gender and Mobility in the Developing World. Washington, DC: World Bank. © World Bank. https://openknowledge.worldbank.org/handle/10986/9111 License: CC BY 3.0 IGO. Watson, John, and Sherry Robinson. 2003. “Adjusting for Risk in Comparing the Performances of Male-and-Female-Controlled SMEs.” Journal of Business Venturing 18 (6): 773–88. World Bank Group. 2015. Identification for Development (ID4D) Integration Approach. Washington, DC: World Bank Group. https://www.planetbiometrics.com/creo_files/upload/default/ID4D.pdf. ———. 2017a. “Gender Strategy (FY16–23): Gender Equality, Poverty Reduction, and Inclusive Growth.” World Bank Group, Washington, DC. https://openknowledge.worldbank.org/handle/10986/23425 License: CC BY 3.0 IGO. ———. 2017b. “Supporting Women Entrepreneurs in Moldova.” World Bank, Washington, DC. https://www.worldbank.org/en/news/feature/2017/11/23/supporting-women-entrepreneurship-in-moldova. ———. 2017c. “Trade and Competitiveness Gender Results Framework.” World Bank Group, Washington DC. ———. 2019a. “EFI Gender Implementation Guide.” World Bank, Washington, DC. 145 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit ———. 2019b. Profiting from Parity: Unlocking the Potential of Women’s Businesses in Africa. World Bank, Washington, DC. © World Bank. https:/ /openknowledge.worldbank.org/handle/10986/31421 License: CC BY 3.0 IGO. ———. 2020a. “Blockchain at the Border.” Draft. World Bank Group, Washington, DC. ———. 2020b. Digital Financial Services. World Bank Group, Washington, DC. http://pubdocs.worldbank.org/en/230281588169110691/Digital-Financial-Services.pdf. ———. 2020d. “The State of the Mashreq Women.” World Bank Group, Washington, DC. https://www.worldbank.org/en/country/lebanon/publication/state-of-the-mashreq-women. ———. 2020e. Women, Business, and the Law 2020. Women, Business and the Law. Washington, DC: World Bank. doi:10.1596/978-1-4648-1532-4. License: Creative Commons Attribution CC BY 3.0 IGO. World Bank Group and World Trade Organization (WTO). 2020. Women and Trade: The Role of Trade in Promoting Gender Equality. Washington, DC: World Bank Group; Geneva, Switzerland: World Trade Organization. World Economic Forum. 2020a. Global Gender Gap Report. World Economic Forum, Cologny, Switzerland. ———. 2020b. Global Gender Gap Subindex. World Economic Forum, Cologny, Switzerland. 146 Using Digital Solutions to Address Barriers to Female Entrepreneurship: A Toolkit