1. Taking Household Methodologies and GALS to Scale
Linda Mayoux
Independent Consultant GAMEChange Network
28th June 2016

2. Elements in change
‘IN THE AIR’ ‘GENDER EQUALITY IS THE ONLY MODERN WAY OF DOING THINGS’
‘GENDER’ IS FUN
But everyone is (and remains) ‘outside their comfort zone’
Elements in change
Unifying Vision of Social Justice in which women’s human rights are non- negotiable
Proven change possibilities and benefits for large numbers of men as well as women
Creativity, dynamism and innovation: everyone can be a leader of change
Institutional mainstreaming: gender and GALS at operational (eg integration in other training) and organisational (eg integration in planning) levels
Flexible, linked network of expertise and information flow at different levels and different thematic expertise, based on ‘enlightened self-interest’
On-going

3. The upscaling challenge
Not thousands but millions
Change is possible, can be rapid, but can reverse
GALS simple and flexible – but not ‘anything goes’
Upscaling what? Why? For whom?
From ‘proving impact’ to ‘improving practice’
Dynamic and inclusive information networks
Stakeholder ‘win-win’ versus mission-drift
COST??!!
Donor project cycle
Change is possible and can be sustainable, but can also reverse if context changes
100,000+??? women and men now implementing HHMs, but millions more need to join for significant change
Have a simple methodology/ies that can cost-effectively integrate into many interventions but no blueprints – inevitably has to adapt – who needs what skills at what level? Who should do this? Quality control?
Know impact is happening, and have a proven community-led methodology for monitoring, but donor short-term projects and emphasis on ‘proving’ impact is costly and detracts budgets from ‘improving practice’
Networks exist at different levels (WhatsAp, Facebook, websites, blogs, Linked-In) but could be stronger, better linked and need ‘self-interested’ voluntary input
Successful multi-stakeholder processes eg value chain, but still longer-term partnerships and greater engagement of donors, global chains, government – institutional competition and changing fashions
COST!!

4. Upscaling Model: Amoebas, Hydras and Spiderwebs
The amoebas Community level innovation, growth and ripple out effect
The hydras Organisational replication with many heads
The spider webs Multiple linkages as movement for innovation and advocacy
‘Dynamic change movement’

5. Seeding the Amoebas: Catalyst methodology
Start with individual self-interest
Start with visions and the positive
Identify the ‘gender spark’ and fan it
Action from Day 1
Pyramid peer sharing plan ….
No ‘children’s drawings’
Make it Fun
Start with the individual: women and men of all ages
Inclusion of ‘non-standard’ households and the most disadvantaged at all stages – not preaching ‘happy couples’ by existing leaders
Start with the positive: visioning and planning methodology
Action from Day 1: gender and challenge analysis at household level identifies SMART commitments
Everyone is a leader: develop confidence and implement peer sharing plan from day 1
Action learning: tracking progress to improve practice at individual and household level
Group structures for sharing achievements, challenges and strategies for improvement
‘Facipulate chaos’ friendly support and responsiveness to issues coming up, but not interference or policing by organisation

6. Rocky Road to Diamond Dreams
Individual voluntary peer sharing
Group sharing and planning
Gender Justice Review
Vision
Vision Journey
Gender Balance Tree
Change Leadership Map
Multilane Highway
Vision Journeys
Challenge Action Trees
Songs
Gender Justice Diamonds
Challenge Action Trees
Multilane Highway
Interactive Theatre
Adaptations/other entry points
Organisational gender mainstreaming
Happy Family Happy Coffee
Livelihood and business strengthening/Value Chain Development
Financial Action Learning System
Advocacy research
Other…
Gender is Fun! The GALS Experience Linda Mayoux June 2016
Basic GALS Tools for value chain development
Linda Mayoux, Paineto Baluku, Janet Biira for WEMAN, Oxfam Novib

7. ‘Hybrid vigour’: Strength in Diversity
Everyone is a leader
Inclusion of ‘non-standard’ households
Group structures
Participatory process and skills
Hand over ownership! – and responsibility from the start
Start with the individual: women and men of all ages
Inclusion of ‘non-standard’ households and the most disadvantaged at all stages – not preaching ‘happy couples’ by existing leaders
Start with the positive: visioning and planning methodology
Action from Day 1: gender and challenge analysis at household level identifies SMART commitments
Everyone is a leader: develop confidence and implement peer sharing plan from day 1
Action learning: tracking progress to improve practice at individual and household level
Group structures for sharing achievements, challenges and strategies for improvement
‘Facipulate chaos’ friendly support and responsiveness to issues coming up, but not interference or policing by organisation

8. Maintaining the gender DNA
Start in vision/drip-drip
Songs and videos
Clear tools in back of notebooks
Gender action commitments clear, tracked and quantified
Integrate GALS/PALS tools into other trainings and planning
CEDAW framework and gender review after 1 year
Linking with women and men’s movements and gender research
Action learning and feedback loops
GALS skills are useful not only for gender - same tools, same messages but adapted at each level

9. Group 1: Methodology Questions
What elements need to be in place in the methodology to:
Inspire large numbers of men as well as women with new visions for changing gender inequalities?
What are the elements of ‘gender DNA?’ How to ensure deepening of change?
Motivate champions to share with very many people, maintaining gender DNA?
Promote collective action? multi-stakeholder communication?
Process stages? Entry points?
Challenges:
Preventing people starting to dominate as soon as they get a bit of power?
Maintaining focus on gender equality and transformation as things scale up?
‘Expert’ role and withdrawal?
Cost? What are external budgets needed for?

10. Hydras 1: Community champions
NOTE: ‘community’ means all levels – including organisation staff and consultants in their own networks
Individual pyramid peer sharing
Develop and implement own plans
Understanding of ‘gender balance’ and human rights for all
Peer sharing with family and friends
Group sharing and participatory facilitation
Track and quantify information
Exposure visits and inter-organisational exchange
Group facilitation
Participatory skills and tools
Songs to share and develop new ones
Role play facilitation
Participatory quantification
Gender and generational inclusion and sensitivity to need for leadership by all
Understand and are comfortable with drawing – and how it can be fun to look at new ways of doing things
Understand and are comfortable with idea of gender and generational balance and fairness, and possibilities for change
Own diagrams in notebooks represent well thought-out planning and analysis eg 10 opportunities
Own diagrams have green fruits and participants understand process of tracking
Diagrams at back of notebooks to start peer sharing from day 1
Peer-sharing plan: …..
Peer sharing role play – body language and sharing

11. Hydras 2: Organisation staff and management
What do they do?
Organisational field staff: gender ‘facipulation’ and monitoring
Organisational managers: participatory planning and gender mainstreaming across activities
Reporting
What do they need?
Learn from community champions and practise tools in own family
‘Business/development’ case for gender/HHMs
Organisational level gender training
Gender MandE systems
Documentation (multimedia), IT skills
Teaching by community champions – reversals of power
Practise tools in own family
Organisational level GALS gender training eg individual drawings, gender justice diamond, gender challenge action trees – after the community catalyst training gives relevant examples
Analysis of MandE systems and training in gender MandE
Documentation (multimedia) and IT skills
Integration in existing training and how gender and GALS can be mainstreamed eg into Good Agricultural Practices
Organisational field staff: ‘facipulation’ and listening skills, knowledge of and practising tools, gender skills, aggregation of information – to steer and support not control
Organisational managers: participatory planning, knowledge of and practising tools, gender mainstreaming, gender information systems, documentation
What do they do?
Organisational field staff: gender ‘facipulation’ and monitoring
Organisational managers: participatory planning and gender mainstreaming across activities
Operational gender mainstreaming across activities
Reporting
What do they need?
Learn from community champions and practise tools in own family
‘Business/development’ case for gender/HHMs
Organisational level gender training
Gender MandE systems

12. Hydras 3: Process advisers
What do they do?
Champion catalyst process
Organisational gender training
Adapt materials
Facilitate sustainability plan from the beginning
Hand over to champions and staff
Review and documentation?
Inter-organisational exchange visit support?
Ongoing learning, reflection and innovation in response to new issues
Capacity-building needs
Mentoring by existing experienced champions/process facilitators in an existing implementing organisation
GALS on-line Forums
Multimedia and IT skills?
Advanced training (peer?/tertiary education?) in GALS and thematic areas
What do they do?
Champion catalyst process
Organisational gender training
Adapt materials
Facilitate sustainability plan from the beginning
Quality documentation
Minimum 2, maximum 3 visits and hand over to champions and staff
Support inter-organisational exchange visits.
Ongoing learning, reflection and innovation in response to new issues
Capacity-building needs
Mentoring by existing experienced champions/process facilitators in an existing implementing organisation
GALS on-line Forums membership and contribution
Documented reflection reports of earlier GALS/gender expertise available on a personal webspace (Linked In, blog, Facebook) etc as part of CV
Higher level qualifications or long-term proven practitioner experience in gender and intended intervention areas of expertise (desirable)
Certification????

13. GALS Certification???
Pros: have more control over quality of ‘HHM experts’
Cons: stifles innovation and voluntary effort, ‘ossification’ who would do it, cost of certification process
My recommendations:
Community-level certification process based on voluntary performance eg Bukonzo Joint
Organisation-level donor accreditation based on project reporting
Process facilitators develop own personal websites
Links between websites of experience and cases (Spider Webs)
Modular advanced curricula on-line and/or linked to University courses
MUST BE DYNAMIC AND BASED ON SELF-INTEREST
Community-level certification process of proven champions (eg Bukonzo Joint) – they should be employed in replication and upscaling in their own language area
Donor accreditation of successful GALS partner ‘resource organisations’ based on process reports and peer review??.
Certification of process facilitators???? Probably not by donor steering committee – expensive, would stifle creativity and individual adaptation. Who would ensure steering committee knows what it is doing? Better to have ‘Expert on-line Forum’ for sharing and developing reflective reports for CVs as basis for selection.
Or development of modular curriculum linked to University courses???
how many, level and requirements of payment?
Pros: have more control over quality of ‘HHM experts’
Cons: stifles innovation and voluntary effort, who would do it, cost of certification process
My recommendations
Community-level certification process based on voluntary performance eg Bukonzo Joint
Organisation-level donor accreditation based on project reporting – contributing to website of Cases
Process facilitators develop own personal website (Wordpress/Linked-In) and post up reports and reflections so clients can select in the normal way.
Linked websites of experience and cases (Spider Webs)
Modular curricula linked to University courses

14. Group 2: Capacity Development Questions
In order to catch the amoebas so they grow and continue to spawn – with hybrid vigour and gender DNA:
Role of individuals and communities? Role of service providers and experts?
What skills are needed by whom, at what level?
How to maintain momentum on gender at each level?
Certification: is it needed? why? for whom? by what criteria? who decides?
Challenges:
How to prevent power relationships from building up within and between ‘expert hydras’ at each level?
How to maintain motivation for voluntary skills sharing and ongoing self- funded capacity-building at all levels?
Moving onwards and upwards?
What learning is voluntary self-interest? What skills and for whom might external budgets be focused on?

15. Spider Webs 1: Action Learning Systems
Monitoring, evaluation, impact assessment, research linked
Information for whom? Why? From whom?
Mix of quantitative, qualitative and participatory methods
Empowering Enquiry: ‘From proving impact to improving practice’
Progress is tracked and analysed at the level closest to where it is needed. Then aggregated.
‘Optimal ignorance’
Exit Cases and control sample
Participatory Action Learning System: feedback loops
- Communication and knowledge-sharing: How can we maintain the quality of information disseminated and knowledge transmitted? How can we improve the sharing of experiences about the methodologies and practice?
Monitoring and impact assessment: How can we monitor and evaluate the results achieved and document lasting impact?
Information systems, monitoring, impact assessment and documentation
Overarching issues like sustainability of changes and methodology; monitoring, evaluation  and impact assessment (providing concrete examples of how indicators can connect to the wider project/intervention M&E system); community linkages; significant up-scaling;
How to combine participation – with unpredictability and risks – with project cycle and ‘results-based management’?

16. Bukonzo Joint Information System
Ongoing and used by Bukonzo Joint for advocacy

17. Going deeper: qualitative information
Red flags? Why questions
Diagrams (individual and group)
Qualitative follow-up – empowering enquiry, role play
Participatory photography and video (WhatsAp, GENVAD and Insightshare)
External evaluation
Documenting Cases (Uganda report)

18. Building a ‘business case’in coffee sector
Challenge Action Trees for Increasing Incomes: farmer, staff, trader and company level – quantifies baseline/changes at individual and group level for production, marketing ad gender.
Company disaggregates coffee delivered by GALS direct/indirect/communities and communities with no GALS
Qualitative cases and external evaluation to put it together – who should do that? Link to branding?
Research Institutes?

19. Group 3: Questions for action learning SYSTEM
How to combine participatory gender goals with project gender goals?
How to translate goals (broad indicators) into SMART indicators?
Who collects what information
With what precision and how often?
How is information shared, in what form? Feedback loops
Role of participatory, quantitative, qualitative methods?
Role of multimedia documentation?
Role of external evaluation and research institutions?
How can the information system contribute to empowerment and change?
Costs?

20. Spiderwebs 2: Community/organisation networking
Kinship networks – local and extended from leadership maps
Marketing and value chain networks
Social networks eg church, VSLAs
Participation in village committees
Networks and committees within organisations
Professional networks
HOW TO LINK THESE NETWORKS?

21. Types of linking network
WhatsAp, Blogs, Facebook (Hivos and earlier WEMAN Yahoo groups)
Websites eg IFAD, Oxfam Novib, AgriProfocus, Gamechange Network
Moderated e-discussion (eg DFID EDIAIS on impact assessment methodologies)
Workshops and face to face meetings
Exchange visits/Learning Routes

22. Community Fair Bring together range of stakeholders Bring impact data
Incorporate participatory planning moments
Self-funded through local sponsorship
International Women’s Day??? Other large Forums??

23. Network Challenges Incentives to contribute?
Lack of time to contribute meaningfully
Overload of information - selection
Synthesis and analysis of information
Communication and IT skills
Linking information to policy advocacy
Tracking impact of network to get funding
Copyright and accreditation/organisational monopolies
Often needs face to face interaction
Sustainability/turnover/dynamism
Funding??
Overload of information
Synthesis and analysis of information
Communication and IT skills
Feeding information into policy advocacy
IT maintenance and technical updating
Ease of putting up/contributing information
Monitoring/screening of contributions or membership requests
Incentives to contribute – overload of information
Ease of accessing information
Copyright and accreditation against misuse and plagiarism
Tracking impact of network to get funding
Often needs face to face interaction
How to maintain the quality of information dissemination and transmission of knowledge?
How to strengthen the case for linking gender equality to economic empowerment and social justice? How to expand into specific sectors with various actors (e.g. value chain development, example cacao and coffee value chains)?
Networks and sustainability: How can we support and expand a pool of qualified experts and trainers? How can we scale up results and enable communities to continue working on their own?

24. Group 4: Key questions on networking
Whose networks? For what?
How will information link to action?
Ongoing discussion and posting of immediate information and materials?
Repositories for ‘official versions’?
Outward linkages to external information?
Dynamic structure?
Process/moment-specific quick implementation
Public/private
Open/membership/monitored
Maintaining linkages and enabling people to move in and out?
Linkages between networks?
Communication forms?
Written/multimedia with photos/video/songs etc
Language? Local, regional, international?
Short messages/in-depth knowledge
Voluntary/paid/budget
Peer contribution or managed? If managed then managed by whom?
IT maintenance and technical updating
Ease of putting up/contributing information
Monitoring/screening of contributions or membership requests
Incentives to contribute – overload of information
Ease of accessing information
Copyright and accreditation against misuse and plagiarism
Tracking impact of network to get funding
Often needs face to face interaction
Why information sharing?
Improve practice
Capacity building
Link to policy advocacy
Fundraising
Who?
Community
Organisation
‘Experts’
Donors

25. Spider webs 3: Partnerships and modalities for implementation
Different interventions
Gender programmes: women’s rights, masculinity work
Livelihood programmes: food security, value chain, financial services
Civil society programmes: leadership and governance, conflict resolution
Different entry and delivery models
Amoeba – focussed: community-level, SHGs
Hydra – focussed : cooperatives, private sector, NGOs, service providers
Spiderweb - focussed: donor, government, research

26. Participatory Planning
Aggregated and Collective Visioning (soulmate or diamonds)
Aggregate and collective Strategic Planning
Challenge Action Trees
Upscale and advocacy mapping
Participatory advocacy research
Gender is Fun! The GALS Experience Linda Mayoux June 2016

27. Financial Action Learning/genfinance example
Financial education community-level/ VSLAs produce savings/loan use contracts
Bank staff trained to assess these.
Gender mainstreaming across all interactions
Social Performance Management
Participatory Product Market Research
Financially sustainable and profitable at all levels

28. Engaging with government
Link individual planning to government participatory planning processes
Farmers present plans to local government officers
Integration of gender training into government agricultural extension
Use of monitoring information to influence local officials eg land boards
Gender is Fun! The GALS Experience Linda Mayoux June 2016

29. Advocacy Research
Issues: value chain, gender-based violence, land rights etc
MandE aggregated from members to groups to organisation and used for advocacy
Quantitative and qualitative follow- up studies on issues emerging
Use of participatory methods so that analysis and findings are fed back to the people affected
Community fair that could gather existing information and lead to new plans
Linkage with Universities for in-depth research
Gender is Fun! The GALS Experience Linda Mayoux June 2016

30. Group 5: Partnerships and modalities for implementation
What is your experience of multi-stakeholder processes? Challenges?
What strategies have worked well linking community-level processes with cooperatives? private sector? With government?
What opportunities do you see moving forward?
How to maintain community-led approach? gender DNA?
Withdrawal strategies? Role of ‘experts’ and research institutes?
Project Cycle?