Development of a Gender Strategy Preliminary Identification of Potential Sectors for Livelihood Diversification

34 • Selection of participants in the CRC Summer Institute in coastal management and the Institute in Fisheries Management that will be held in the final months of Phase 1 • Two candidates will also be selected for Masters Degree scholarships in the US for the 2010-2011 academic year and three Ghanaian Masters students to conduct their field research in the Western Region on the needs and opportunities for developing modules on coastal and fisheries topics in school and tertiary education programs. • Recommendations for improving the curriculum at the Universities of Ghana East Legon and University of Cape Coast

3.5.2 Development of a Gender Strategy

The ICFG program includes women as a key target group. It is important that the gender strategy for the Program is developed in a participatory way that generates buy-in as early as possible, so that its findings may be incorporated into early Program planning. A WorldFish Center gender specialist will work with a national gender expert to develop a gender strategy for the ICFG Program, focusing on the following: • Program recruitment and skill needs • Training needs for ICFG Program team and field collaborators • Data collection needs • Gender mainstreaming identification of particularly important areas of focus for women e.g., fish processing and marketing • Required follow-up including review, monitoring and self-evaluation Subsequent inputs will depend on the outcome of the initial review and recommendations. The team is keen to undertake this review early in second quarter, so that its findings may be substantively taken up by and woven into other Program components.

3.5.3 Preliminary Identification of Potential Sectors for Livelihood Diversification

The Program’s approach to livelihood diversification is likely to be two-pronged: 1 punctual interventions in selected sub-sectors to promote commercial development and employment generation; and 2 development of more generic skills to improve capacity and choices of individuals for livelihood diversification. The objective of this action is to identify a short-list of sub-sectors which have the potential for livelihood diversification. The WorldFish Center will lead this review in collaboration with national partners. The purpose of this study would be to identify a short-list of sub-sectors which might include, for example, the eco-tourism and coconut oil sub-sectors—from amongst the array of current economic activities in the coastal zone—that merit a more detailed analysis of their potential analogous to the aquaculture sub-sector review proposed above. This would include consideration of marketing, and the institutional and supply dimensions. 35 Part of this study will assess the feasibility of the potential for aquaculture activities in the Western Region. Here, as in other parts of Ghana, there is strong interest in aquaculture development due to robust and growing domestic markets, and due as well to an increasing gap between supply and demand that is leading to rising real prices. If there is potential for aquaculture in the coastal zone, this could create an important source of alternative livelihood. The objective of this action is to determine if aquaculture development in Western Region is feasible, and if it is feasible, to indicate which technological and institutional options are likely to have the best potential. The study will review key factors affecting aquaculture potential: • the availability of land and private investment for aquaculture in the coastal zone • the availability and cost of inputs particularly fry and feeds, as well as know-how • the availability of markets, market services and pricing example, could Western Region aquaculture products compete with other fish products in the Accra market, or are there other markets that can be reached directly from the Western Region? • the suitability of different producer structure options medium-scale investor, contract farmer scheme, small-holders in producer organizations, etc, as well as different technologies

3.4.4 Capacity Building