{"id":11115,"date":"2026-11-05T09:00:00","date_gmt":"2026-11-05T05:00:00","guid":{"rendered":"https:\/\/matsh.co\/en\/?p=11115"},"modified":"2026-10-13T00:11:24","modified_gmt":"2026-10-12T20:11:24","slug":"womens-economic-empowerment-programme-design-guide","status":"publish","type":"post","link":"https:\/\/matsh.co\/en\/womens-economic-empowerment-programme-design-guide\/","title":{"rendered":"How to Design a Women&#8217;s Economic Empowerment Programme Around Real Economic Pathways"},"content":{"rendered":"<style data-matsh-css-repair=\"2026-10-13\">\n.wee-hero{background:linear-gradient(135deg,#243b36,#45685c);border-radius:16px;padding:42px 40px;color:#fff;margin-bottom:34px}.wee-hero h2{margin:0 0 14px;color:#fff;font-size:1.52rem;line-height:1.3}.wee-hero p{margin:0;color:#fff;opacity:.94;line-height:1.82}\n.wee-section{border-left:4px solid #8a6f3a;padding-left:14px;margin:42px 0 18px;font-size:1.35rem;color:#243b36}.wee-pull{border-left:4px solid #8a6f3a;background:#f7f3e9;padding:20px 26px;margin:28px 0;font-size:1.04rem;font-weight:650;color:#243b36;line-height:1.72}\n.wee-grid{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin:22px 0 30px}.wee-card{border:1.5px solid #d8d1bf;border-radius:13px;padding:20px;background:#fff}.wee-card strong{display:block;color:#243b36;margin-bottom:7px}.wee-card p{margin:0;color:#56615d;font-size:.9rem;line-height:1.7}\n.wee-table{width:100%;border-collapse:collapse;margin:20px 0 30px;font-size:.91rem}.wee-table th{background:#243b36;color:#fff;text-align:left;padding:13px 14px}.wee-table td{border:1px solid #ded9cc;padding:13px 14px;vertical-align:top;line-height:1.58}.wee-table tr:nth-child(even) td{background:#faf9f6}\n.wee-step{border:1.5px solid #d8d1bf;border-radius:14px;padding:20px 24px;margin:14px 0;display:flex;gap:16px}.wee-step .n{background:#8a6f3a;color:#fff;width:34px;height:34px;border-radius:50%;display:flex;align-items:center;justify-content:center;font-weight:800;flex-shrink:0}.wee-step h4{margin:0 0 6px;color:#243b36}.wee-step p{margin:0;color:#56615d;font-size:.9rem;line-height:1.72}\n.wee-worked{background:#faf9f6;border:1.5px solid #ded9cc;border-radius:12px;padding:26px 28px;margin:24px 0}.wee-worked .label{font-weight:800;color:#8a6f3a;text-transform:uppercase;font-size:.78rem}.wee-worked h4{margin:6px 0 10px;color:#243b36}.wee-worked p{margin:0 0 12px;color:#4b514f;line-height:1.8}\n.wee-fail{background:#fbf2f2;border-left:4px solid #9a4a4a;border-radius:0 10px 10px 0;padding:16px 20px;margin:10px 0;color:#653737;line-height:1.68}\n.wee-artifact{border:2px dashed #d8d1bf;border-radius:12px;padding:22px 26px;margin:24px 0}.wee-artifact h4{margin:0 0 10px;color:#243b36}.wee-artifact ul{margin:0;padding-left:20px;color:#4b514f;line-height:1.9}\n.wee-related{background:#faf9f6;border:1.5px solid #ded9cc;border-radius:14px;padding:28px 30px;margin:34px 0}.wee-related h3{margin:0 0 16px;color:#243b36}.wee-related-grid{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:12px}.wee-related a{background:#fff;border:1px solid #ded9cc;border-radius:10px;padding:14px 16px;text-decoration:none;color:#243b36;display:block}.wee-related span{display:block;color:#68716d;font-size:.8rem;margin-top:4px}\n.wee-cta{background:linear-gradient(135deg,#8a6f3a,#243b36);border-radius:16px;padding:36px 38px;margin:36px 0;color:#fff}.wee-cta h3{color:#fff;margin:0 0 10px}.wee-cta p{margin:0 0 20px;opacity:.92;line-height:1.7}.wee-cta a{display:inline-block;background:rgba(255,255,255,.15);border:1px solid rgba(255,255,255,.35);border-radius:8px;padding:10px 16px;margin:5px 7px 0 0;color:#fff;text-decoration:none;font-weight:700;font-size:.86rem}<\/p>\n<\/style>\n<div class=\"wee-hero\">\n<h2>A women\u2019s economic empowerment programme should be designed around the economic change women can realistically achieve\u2014not around the training package an organisation already knows how to deliver.<\/h2>\n<p>Programmes often combine training, grants, mentoring and outreach, then measure enrolment and completion. Those activities may be useful, but they do not by themselves show that women gained better work, stronger businesses, greater control over income, improved resilience or more influence over economic decisions. Strong programme design begins with the economic pathway, the barriers that block it and the conditions required to make it viable.<\/p>\n<\/div>\n<p>The International Labour Organization describes women\u2019s economic empowerment as the ability to succeed and advance economically and to make and act on economic decisions. Its analysis highlights paid employment, public services, unpaid care and social and labour protections as important parts of the enabling environment. The World Bank\u2019s <em>Women, Business and the Law 2026<\/em> adds another useful programme-design lens: legal frameworks, supportive policies and real-world enforcement can differ sharply, so formal rights alone do not guarantee practical access to opportunity.<\/p>\n<p><a href=\"https:\/\/www.ilo.org\/publications\/macroeconomic-policy-and-womens-economic-empowerment\" target=\"_blank\" rel=\"noopener\">Source: ILO, Macroeconomic Policy and Women\u2019s Economic Empowerment<\/a> \u00b7 <a href=\"https:\/\/wbl.worldbank.org\/en\/publications\/flagship-report\" target=\"_blank\" rel=\"noopener\">Source: World Bank, Women, Business and the Law 2026<\/a><\/p>\n<div class=\"wee-pull\">The programme-design question is not \u201cWhat activities can we deliver?\u201d It is \u201cWhat economic pathway is viable for this group, what blocks it, and which interventions are necessary to remove those constraints?\u201d<\/div>\n<h2 class=\"wee-section\">1. Define the economic outcome before the intervention<\/h2>\n<p>\u201cEmpowerment\u201d can become too broad to manage unless the programme defines the change it is actually trying to create. Different programmes may legitimately pursue different outcomes.<\/p>\n<div class=\"wee-grid\">\n<div class=\"wee-card\"><strong>Employment<\/strong><\/p>\n<p>Entry into decent work, retention, progression, earnings and improved job quality.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Enterprise<\/strong><\/p>\n<p>Viable business activity, revenue, market access, resilience, productivity and growth.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Financial inclusion<\/strong><\/p>\n<p>Useful, safe and sustained access to savings, payments, credit, insurance or investment.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Agency<\/strong><\/p>\n<p>Greater ability to make, influence and act on economic decisions.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Assets and resilience<\/strong><\/p>\n<p>Improved control over productive assets, savings, buffers and ability to absorb shocks.<\/p>\n<\/div>\n<\/div>\n<p>Trying to maximise all of these at once usually creates a programme with too many components and no clear mechanism. Select the primary outcome first, then identify supporting outcomes.<\/p>\n<h2 class=\"wee-section\">2. Start with opportunity, not only disadvantage<\/h2>\n<p>Programmes often begin by listing barriers women face. That matters, but barrier analysis without opportunity analysis can produce support for economic pathways that have little market demand.<\/p>\n<table class=\"wee-table\">\n<thead>\n<tr>\n<th>Diagnostic question<\/th>\n<th>Why it matters<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Which sectors and occupations are expanding?<\/td>\n<td>Training has limited value if local demand is weak.<\/td>\n<\/tr>\n<tr>\n<td>Which products and services have paying buyers?<\/td>\n<td>Enterprise support should connect to real markets.<\/td>\n<\/tr>\n<tr>\n<td>Where are employers struggling to recruit or retain?<\/td>\n<td>Workforce gaps can create practical entry routes.<\/td>\n<\/tr>\n<tr>\n<td>Which value chains have realistic opportunities for women-owned firms?<\/td>\n<td>Supplier development works best when buyer demand exists.<\/td>\n<\/tr>\n<tr>\n<td>Which finance products fit the business model and cash-flow cycle?<\/td>\n<td>Capital must match the economics of the enterprise.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 class=\"wee-section\">3. Segment women by economic pathway and binding constraint<\/h2>\n<p>A single programme cohort can contain women with very different starting points. A first-time jobseeker, an experienced professional returning after a career break, a microenterprise owner and a growth-oriented SME founder do not need the same intervention.<\/p>\n<div class=\"wee-artifact\">\n<h4>Useful segmentation dimensions<\/h4>\n<ul>\n<li>Employment, enterprise, value-chain or mixed pathway<\/li>\n<li>Current income source and stability<\/li>\n<li>Business stage and growth ambition<\/li>\n<li>Skills and experience<\/li>\n<li>Access to finance and financial history<\/li>\n<li>Care responsibilities and time constraints<\/li>\n<li>Mobility, safety and transport<\/li>\n<li>Digital access and capability<\/li>\n<li>Household decision-making and control over income<\/li>\n<li>Location, sector and market access<\/li>\n<\/ul>\n<\/div>\n<p>Segmentation should change the service package. If it does not, the programme is still treating participants as one homogeneous group.<\/p>\n<h2 class=\"wee-section\">4. Identify the binding constraints<\/h2>\n<p>Not every observed problem is a binding constraint. A participant may lack business training, for example, but the factor actually preventing growth may be no access to buyers, an unsuitable finance product or lack of time because of unpaid care responsibilities.<\/p>\n<div class=\"wee-worked\"><span class=\"label\">Worked example<\/span><\/p>\n<h4>Women complete entrepreneurship training but businesses do not grow<\/h4>\n<p>The programme assumes a capability gap and adds more training. Interviews show that most participants already understand basic business management. The bigger constraints are small local markets, poor procurement access and working-capital products that do not match their cash-flow cycles.<\/p>\n<p>The redesign shifts effort toward buyer linkages, supplier readiness, product-market validation and finance partnerships. Training remains, but it becomes targeted rather than the centre of the programme.<\/p>\n<\/div>\n<h2 class=\"wee-section\">5. Map the enabling environment<\/h2>\n<p>The World Bank\u2019s 2026 framework is useful because it distinguishes formal rules from the systems and enforcement that make those rules usable in practice. Programme teams should make a similar distinction.<\/p>\n<table class=\"wee-table\">\n<thead>\n<tr>\n<th>Layer<\/th>\n<th>Examples<\/th>\n<th>Programme implication<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Legal \/ regulatory<\/td>\n<td>Employment rights, business registration, property, finance, procurement<\/td>\n<td>Identify structural barriers and referral or advocacy needs.<\/td>\n<\/tr>\n<tr>\n<td>Policy \/ institutional<\/td>\n<td>Childcare, enterprise support, transport, financial infrastructure<\/td>\n<td>Connect participants to existing systems instead of duplicating them.<\/td>\n<\/tr>\n<tr>\n<td>Implementation \/ enforcement<\/td>\n<td>How rules operate in practice<\/td>\n<td>Test actual user experience, not only policy documents.<\/td>\n<\/tr>\n<tr>\n<td>Social \/ household<\/td>\n<td>Care, mobility, safety, norms, control over income<\/td>\n<td>Design participation and support around real constraints.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 class=\"wee-section\">6. Treat care as an economic design variable<\/h2>\n<p>The ILO\u2019s care-economy work consistently shows that unpaid care responsibilities can limit women\u2019s participation in paid work. That means childcare, scheduling, transport and flexibility should not be treated as peripheral \u201cinclusion extras\u201d when they determine whether women can participate, remain employed or grow a business.<\/p>\n<div class=\"wee-grid\">\n<div class=\"wee-card\"><strong>Programme schedule<\/strong><\/p>\n<p>Align delivery with participant availability and care responsibilities.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Service location<\/strong><\/p>\n<p>Reduce unnecessary travel and unsafe access routes.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Childcare support<\/strong><\/p>\n<p>Assess whether care is a material participation constraint.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Employer design<\/strong><\/p>\n<p>Engage employers on work arrangements where flexibility affects retention.<\/p>\n<\/div>\n<\/div>\n<h2 class=\"wee-section\">7. Choose the economic pathway before the service package<\/h2>\n<table class=\"wee-table\">\n<thead>\n<tr>\n<th>Pathway<\/th>\n<th>Typical programme components<\/th>\n<th>Main risk<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Employment<\/td>\n<td>Employer demand analysis, skills, work experience, matching, retention support<\/td>\n<td>Training for roles that are not hiring.<\/td>\n<\/tr>\n<tr>\n<td>Enterprise<\/td>\n<td>Market validation, capability, mentoring, finance readiness, buyer access<\/td>\n<td>Creating businesses without viable demand.<\/td>\n<\/tr>\n<tr>\n<td>Value-chain \/ supplier<\/td>\n<td>Procurement access, standards, supplier capability, finance, buyer relationships<\/td>\n<td>Support without buyer commitment.<\/td>\n<\/tr>\n<tr>\n<td>Financial inclusion<\/td>\n<td>Product fit, capability, access, trust, consumer protection, sustained use<\/td>\n<td>Counting accounts opened instead of useful use.<\/td>\n<\/tr>\n<tr>\n<td>Mixed<\/td>\n<td>Segment-specific combinations<\/td>\n<td>Giving every participant every service.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 class=\"wee-section\">8. Build an intervention logic, not a menu<\/h2>\n<div class=\"wee-step\">\n<div class=\"n\">1<\/div>\n<div>\n<h4>Opportunity<\/h4>\n<p>Define the viable economic pathway and market demand.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">2<\/div>\n<div>\n<h4>Constraint<\/h4>\n<p>Identify the barriers preventing the target group from reaching that opportunity.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">3<\/div>\n<div>\n<h4>Intervention<\/h4>\n<p>Select only the services that address those constraints.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">4<\/div>\n<div>\n<h4>Delivery<\/h4>\n<p>Assign clear roles to government, employers, finance partners and implementers.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">5<\/div>\n<div>\n<h4>Outcome<\/h4>\n<p>Measure whether the economic pathway actually changed.<\/p>\n<\/div>\n<\/div>\n<h2 class=\"wee-section\">9. Sequence finance after viability and readiness<\/h2>\n<p>Access to finance is important, but credit is not automatically the right first intervention. A business with weak demand or poor unit economics can become more fragile if debt is added too early.<\/p>\n<div class=\"wee-artifact\">\n<h4>Finance-readiness questions<\/h4>\n<ul>\n<li>Is there validated demand?<\/li>\n<li>Can the enterprise explain its revenue and cost model?<\/li>\n<li>Is the capital need working capital, equipment, inventory or growth investment?<\/li>\n<li>What repayment pattern fits the cash-flow cycle?<\/li>\n<li>Would a grant, savings product, credit line, guarantee or investment be more appropriate?<\/li>\n<li>What consumer-protection or over-indebtedness risks exist?<\/li>\n<\/ul>\n<\/div>\n<h2 class=\"wee-section\">10. Design market access as a delivery function<\/h2>\n<p>For enterprise pathways, market access should have named activities, owners and evidence. \u201cNetworking\u201d is too vague.<\/p>\n<table class=\"wee-table\">\n<thead>\n<tr>\n<th>Market-access mechanism<\/th>\n<th>Evidence of quality<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Buyer introductions<\/td>\n<td>Relevant buyers with real procurement demand<\/td>\n<\/tr>\n<tr>\n<td>Supplier development<\/td>\n<td>Clear standards, onboarding support and procurement pathway<\/td>\n<\/tr>\n<tr>\n<td>Digital marketplace support<\/td>\n<td>Product-market fit, fulfilment and customer acquisition capability<\/td>\n<\/tr>\n<tr>\n<td>Value-chain integration<\/td>\n<td>Defined roles, commercial terms and quality expectations<\/td>\n<\/tr>\n<tr>\n<td>Export readiness<\/td>\n<td>Realistic market, compliance and logistics requirements<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 class=\"wee-section\">11. Build partnerships around decisions and accountabilities<\/h2>\n<p>Women\u2019s economic empowerment programmes commonly involve government, training providers, employers, financial institutions, NGOs, buyers and community organisations. More partners do not automatically create a stronger programme.<\/p>\n<div class=\"wee-grid\">\n<div class=\"wee-card\"><strong>Government<\/strong><\/p>\n<p>Policy alignment, public services, labour-market systems, enterprise support.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Employers<\/strong><\/p>\n<p>Job demand, work experience, hiring, retention and progression.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Finance partners<\/strong><\/p>\n<p>Product design, underwriting, financial capability and responsible finance.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Buyers<\/strong><\/p>\n<p>Supplier standards, procurement access and commercial demand.<\/p>\n<\/div>\n<div class=\"wee-card\"><strong>Implementers<\/strong><\/p>\n<p>Participant support, service delivery, case management and data quality.<\/p>\n<\/div>\n<\/div>\n<p>Define what each partner must decide, deliver, fund, measure and escalate.<\/p>\n<h2 class=\"wee-section\">12. Design safeguarding and safe participation from the start<\/h2>\n<p>Participation can create risks related to harassment, unsafe travel, financial exploitation, partner conduct or disclosure of sensitive information. Safeguarding should be integrated into partner selection, referral pathways, complaints, data handling and programme operations.<\/p>\n<h2 class=\"wee-section\">13. Measure outcomes beyond attendance<\/h2>\n<table class=\"wee-table\">\n<thead>\n<tr>\n<th>Weak metric<\/th>\n<th>Stronger companion measure<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Women trained<\/td>\n<td>Capability applied, employment or enterprise outcome<\/td>\n<\/tr>\n<tr>\n<td>Businesses registered<\/td>\n<td>Revenue, customers, survival, productivity or market access<\/td>\n<\/tr>\n<tr>\n<td>Loans disbursed<\/td>\n<td>Productive use, repayment sustainability and business outcome<\/td>\n<\/tr>\n<tr>\n<td>Jobs placed<\/td>\n<td>Retention, earnings, job quality and progression<\/td>\n<\/tr>\n<tr>\n<td>Mentoring sessions<\/td>\n<td>Decisions improved, milestones achieved or barriers resolved<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 class=\"wee-section\">14. Measure agency carefully<\/h2>\n<p>Agency is central to empowerment, but it should not be reduced to one vague self-confidence score. Define which decisions matter in the programme context: control over earnings, business investment, mobility, work choices, use of finance, hiring, household allocation or strategic business decisions.<\/p>\n<p>Use multiple evidence sources where possible and avoid implying causation when the programme can only demonstrate contribution.<\/p>\n<h2 class=\"wee-section\">15. Build adaptation rules before delivery begins<\/h2>\n<p>Programmes need permission to adapt, but adaptation should be governed. Define what evidence triggers a change and which elements must remain stable for evaluation.<\/p>\n<div class=\"wee-worked\"><span class=\"label\">Example<\/span><\/p>\n<h4>High completion, low transition into work<\/h4>\n<p>Training quality is good, but placement data show employers reject candidates because they lack work samples and references. The programme does not replace the curriculum entirely. It adds employer projects, portfolio evidence and structured work-based learning, then tests whether the hiring funnel improves.<\/p>\n<\/div>\n<h2 class=\"wee-section\">16. Avoid these common programme-design failures<\/h2>\n<div class=\"wee-fail\"><strong>Starting with a standard training package and searching for beneficiaries later.<\/strong><\/div>\n<div class=\"wee-fail\"><strong>Treating \u201cwomen\u201d as one segment with one economic pathway.<\/strong><\/div>\n<div class=\"wee-fail\"><strong>Offering finance before market viability and product fit are understood.<\/strong><\/div>\n<div class=\"wee-fail\"><strong>Counting enterprise registration or job placement as a final outcome.<\/strong><\/div>\n<div class=\"wee-fail\"><strong>Ignoring care, mobility, safety and household constraints until dropout occurs.<\/strong><\/div>\n<div class=\"wee-fail\"><strong>Using many partners without clear decision rights and accountability.<\/strong><\/div>\n<div class=\"wee-fail\"><strong>Calling an activity empowering without defining the economic decision or outcome that changes.<\/strong><\/div>\n<h2 class=\"wee-section\">17. A practical programme-design sequence<\/h2>\n<div class=\"wee-step\">\n<div class=\"n\">1<\/div>\n<div>\n<h4>Define the economic outcome<\/h4>\n<p>Employment, enterprise, finance, agency, resilience or a prioritised combination.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">2<\/div>\n<div>\n<h4>Map opportunity<\/h4>\n<p>Labour demand, markets, buyers, value chains and finance environment.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">3<\/div>\n<div>\n<h4>Segment participants<\/h4>\n<p>Different pathways and different binding constraints.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">4<\/div>\n<div>\n<h4>Diagnose constraints<\/h4>\n<p>Skills, market, finance, care, mobility, norms, safety, policy or institutional barriers.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">5<\/div>\n<div>\n<h4>Select interventions<\/h4>\n<p>Only the services needed to change the pathway.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">6<\/div>\n<div>\n<h4>Build delivery partnerships<\/h4>\n<p>Clear roles, standards, incentives and escalation routes.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">7<\/div>\n<div>\n<h4>Measure economic change<\/h4>\n<p>Outcomes, agency, quality, resilience and unintended effects.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-step\">\n<div class=\"n\">8<\/div>\n<div>\n<h4>Adapt and scale selectively<\/h4>\n<p>Expand what works for the right segment and context, not the entire package by default.<\/p>\n<\/div>\n<\/div>\n<div class=\"wee-related\">\n<h3>Related MATSH reading and courses<\/h3>\n<div class=\"wee-related-grid\">\n<a href=\"\/en\/course\/designing-womens-economic-empowerment-programmes-course\/\"><strong>Designing Women\u2019s Economic Empowerment Programmes<\/strong><span>Build the full institutional programme architecture.<\/span><\/a><br \/>\n<a href=\"\/en\/course\/womens-entrepreneurship-programme-design-management-course\/\"><strong>Women\u2019s Entrepreneurship Programme Design<\/strong><span>Design enterprise-support programmes around markets and outcomes.<\/span><\/a><br \/>\n<a href=\"\/en\/course\/access-to-finance-programme-design-women-entrepreneurs-course\/\"><strong>Access to Finance for Women Entrepreneurs<\/strong><span>Design readiness and responsible capital pathways.<\/span><\/a><br \/>\n<a href=\"\/en\/course\/womens-financial-inclusion-programme-design-course\/\"><strong>Women\u2019s Financial Inclusion Programme Design<\/strong><span>Move beyond access toward useful and sustained financial inclusion.<\/span><\/a>\n<\/div>\n<\/div>\n<div class=\"wee-cta\">\n<h3>Design the programme around the economic pathway, not the activity list<\/h3>\n<p>MATSH\u2019s Designing Women\u2019s Economic Empowerment Programmes Course helps government, NGO, donor, foundation and enterprise-development teams diagnose constraints, design differentiated pathways, coordinate partners and build credible results frameworks.<\/p>\n<p><a href=\"\/en\/course\/designing-womens-economic-empowerment-programmes-course\/\">Explore the course<\/a><br \/>\n<a href=\"\/en\/contact-us\/?type=inhouse&amp;course=Designing%20Women%27s%20Economic%20Empowerment%20Programmes\">Discuss an in-house programme<\/a><\/div>\n<h2 class=\"wee-section\">Sources<\/h2>\n<ul>\n<li><a href=\"https:\/\/www.ilo.org\/publications\/macroeconomic-policy-and-womens-economic-empowerment\" target=\"_blank\" rel=\"noopener\">International Labour Organization \u2014 Macroeconomic Policy and Women\u2019s Economic Empowerment<\/a><\/li>\n<li><a href=\"https:\/\/wbl.worldbank.org\/en\/publications\/flagship-report\" target=\"_blank\" rel=\"noopener\">World Bank Group \u2014 Women, Business and the Law 2026<\/a><\/li>\n<li><a href=\"https:\/\/www.ilo.org\/topics-and-sectors\/womens-entrepreneurship\" target=\"_blank\" rel=\"noopener\">International Labour Organization \u2014 Women\u2019s Entrepreneurship<\/a><\/li>\n<li><a href=\"https:\/\/www.ilo.org\/topics-and-sectors\/care-economy\" target=\"_blank\" rel=\"noopener\">International Labour Organization \u2014 Care Economy<\/a><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>A practical guide to designing women\u2019s economic empowerment programmes around viable economic pathways, binding constraints, market opportunity, finance, care, partnerships and measurable outcomes.<\/p>\n","protected":false},"author":0,"featured_media":11119,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":"","footnotes":""},"categories":[464],"tags":[],"class_list":["post-11115","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-women-empowerment"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/11115","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/post"}],"replies":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/comments?post=11115"}],"version-history":[{"count":2,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/11115\/revisions"}],"predecessor-version":[{"id":15725,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/11115\/revisions\/15725"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/11119"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=11115"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/categories?post=11115"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/tags?post=11115"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}