Sector Guides for Girl Impact in East Africa
When adolescent girls (aged 10-19) are included in education, health and economic investment, they have a better chance of achieving their full potential and breaking the inter-generational cycle of poverty. Business has the ability to reach girls with innovations that can help empower them. But due to constraints such as perceived limited purchasing power and distribution challenges, businesses rarely design for, market to, or distribute products and services to girls. This means girls are often left behind, with the least access to products, services, and opportunities. SPRING aims to bridge these gaps to help growth-oriented businesses reach scale with innovations that can transform girls’ lives.
To focus our efforts on business-driven girl impact, we start by looking through a sector lens. Across SPRING’s geographies, we identified a range of possible sectors that could influence girls’ ability to continue their education, ensure their health and safety, earn a safe income, and save money. For each sector, we reviewed the available evidence regarding how girls are disproportionately negatively affected by specific issues, assessing whether there is evidence that market-based solutions might have an impact. Finally, we assessed the potential impact that a sector-wide solution might have for girls, looking at existing evidence and estimations of:
- Scale: roughly how many girls could benefit from a sectoral solution?
- Depth: what benefit could they derive from a sectoral solution?
- Focus: which girls could benefit from a solution?
Check out our Sector Guides to Girl Impact in East Africa:
- Agriculture and Livelihoods
- Sexual, Reproductive, and Mental Health
- Information and Communications Technology
These guides are just a starting point: SPRING’s next step with businesses is to put these into local context. For example, solutions are likely to have a greater impact in some geographic regions or on some demographic groups more than others, and are subject to other assumptions such as cultural acceptability, affordability, and access. Once businesses are selected into SPRING, we conduct ‘deep dives’ starting with creating a theory of change for each innovation, mapping out our knowledge gaps and any assumptions that need to be tested.