Validation Study for the Development of Vendor Business Schools in the Philippines JULY 2023 Validation Study for the Development of Vendor Business Schools in the Philippines JULY 2023 Validation Study for the Development of Vendor Business Schools in the Philippines © Resilient Cities Initiative 2023 DOI: 10.4160/cip.2023.08.003 Resilient Cities Through Sustainable Urban and Peri-urban Agrifood Systems (known as Resilient Cities) is a new research for development Initiative of the One CGIAR which aims to support a vibrant, largely informal urban and peri-urban agrifood sector, to help improve sustainability, equity and opportunity growth, and to mitigate risks to human and environmental health. During its first phase, the Initiative is primarily working in cities of Bangladesh, Ethiopia, Ghana, Kenya, Peru and the Philippines. Resilient Cities is being implemented by six CGIAR Centers – CIP (lead), ILRI (co-lead), IFPRI, IITA, IRRI, IWMI – as well as R&D partners World Vegetable Center and RUAF. This research was implemented by CGIAR researchers from IRRI, in close partnership with CIP and ILRI. The reports and publications generated through the Initiative contribute important development information to the public arena. Readers are encouraged to quote or reproduce material from them in their own publications. As copyright holder Resilient Cities requests acknowledgement and a copy of the publication where the citation or material appears. Please send a copy to the Communications Department at the address below. International Potato Center P.O. Box 1558, Lima 12, Peru cip@cgiar.org • www.cipotato.org Correct citation: Van Der Biezen, Lisa and Ricarte, Phoebe. 2023. Validation Study for the Development of Vendor Business Schools in the Philippines. Resilient Cities Initiative Research Report. Lima: Peru. International Potato Center. DOI: 10.4160/cip.2023.08.003 Authors: Lisa van der Biezen and Phoebe Ricarte July 2023 Resilient Cities Initiative thank all donors and organizations that globally support their work through contributions to the CGIAR: www.cgiar.org/funders. This publication is copyrighted by Resilient Cities Initiative. It is licensed for use under the Creative Commons Attribution 4.0 International License. Contents Contents ____________________________________________________________ iv List of Tables and Figures _______________________________________________ vi Acknowledgement ___________________________________________________ viii Acronyms ___________________________________________________________ ix Definitions __________________________________________________________ ix Abstract _____________________________________________________________ 1 Introduction __________________________________________________________ 2 About Resilient Cities _________________________________________________ 2 Vendor Business Schools _______________________________________________ 2 Objectives ____________________________________________________________ 3 Literature ____________________________________________________________ 4 Policy Operations limit Decent Work Opportunities __________________________ 4 Defining Entrepreneurship _____________________________________________ 4 Methodology __________________________________________________________ 5 Study Design ________________________________________________________ 5 Participant Profiles for Focus Group Discussions _____________________________ 7 Participant Characteristics _____________________________________________ 8 A] Stall owner ____________________________________________________________________ 8 B] Experience in small food vending __________________________________________________ 8 C] Household and employees ________________________________________________________ 8 Findings ______________________________________________________________ 9 1.Business Challenges Faced by the Small Food Vendors ______________________ 9 A] Vegetable vendors in public markets _______________________________________________ 9 B] Vegetable vendors in private markets _____________________________________________ 10 C] Street food vendors ____________________________________________________________ 11 D] Vegetable hawkers _____________________________________________________________ 11 Conclusion ______________________________________________________________________ 12 2.Current State _____________________________________________________ 13 Utilities ________________________________________________________________________ 14 Support from LGU ________________________________________________________________ 14 Household support _______________________________________________________________ 15 Economic capital and vendor knowledge _____________________________________________ 15 3 Perception of a Successful Vendor _____________________________________ 16 4 Subject Matter Interests and Priorities _________________________________ 17 Most Relevant Topics _________________________________________________ 19 Particularities ______________________________________________________ 19 Business ethics __________________________________________________________________ 19 Value chain _____________________________________________________________________ 20 Gender _________________________________________________________________________ 20 Recommendations _____________________________________________________ 21 iv Curriculum Components ______________________________________________ 21 Focus on smaller practicalities _____________________________________________________ 21 Financial management ____________________________________________________________ 22 Business ethics __________________________________________________________________ 22 Value chain _____________________________________________________________________ 22 Competition for creativity _________________________________________________________ 23 Business expansion _______________________________________________________________ 23 Extending the concept of food safety _______________________________________________ 24 Unique modules for street food vendors _____________________________________________ 24 Gender perspective ______________________________________________________________ 24 Size and length of the modules _____________________________________________________ 25 Practical Components ________________________________________________ 26 Teaching methods ________________________________________________________________ 26 Facilitator characteristics _________________________________________________________ 26 Teaching methods ________________________________________________________________ 27 Time schedule ___________________________________________________________________ 28 Socio-political factors and inclusive development _____________________________________ 30 Conclusion ___________________________________________________________ 31 References __________________________________________________________ 32 Appendices __________________________________________________________ 34 Appendix A - Topic List of FGD __________________________________________ 34 Appendix B - Vendor Typology __________________________________________ 36 Appendix C - ‘Current States’ __________________________________________ 41 Appendix D - ‘Subject Matter Priorities’ __________________________________ 46 Appendix E - ‘Preferred Timing for VBS’ __________________________________ 50 Appendix F – Code Tree FGD Analysis ____________________________________ 52 v List of Tables and Figures Table 1 Participants 7 Table 2 Stall owner 8 Table 3 Experience in small food vending 8 Table 4 Household and employees 9 Table 5 Scores assigned to the current state of utilities, all vendor types 14 Table 6 Scores assigned to the current state of utilities, comparison of both cities 14 Table 7 Scores assigned to the current state of support from LGU 15 Table 8 Scores assigned to the current state of household support, gender comparison 15 Table 9 Scores assigned to the current state of capital, gender comparison 16 Table 10 The relevance-score of ‘business ethics’ 19 Table 11 The relevance-score of ‘value chain’ 20 Table 12 The relevance-score of ‘gender’ 20 Table 13. Learning environment and time availability of small food vendors 26 Figure 1 The general structure of suggested modules of the Vendor Business School 3 Figure 2 Study design 5 Figure 3 The geographical location of Quezon City and Pasay 6 Figure 4 Evaluation of current state, all participants 13 Figure 5 Comparison of perceived state of economic capital and business knowledge 16 Figure 6 A summary of subject matter interest; insights from all participants 18 Figure 7. Scoring preference for teaching methods in business training 17 A] Female participants' preference for teaching methods 27 B] Male participants' preference for teaching methods 28 Figure 8. Preferred timing to join a VBS program 29 A] Female participants preferred timing to join a VBS program 29 B] Male participants preferred timing to join a VBS program 29 vi vii Acknowledgement This validation study has been positively received by the local government units of Quezon City and Pasay. We extend our sincere gratitude for the strong support of the mayors’ offices, through the facilitation of Mr. Perry Dominguez, Mr. Elmer Ferran, Ms. Bernadette Mejia, Atty. Edmund Bacatan, and staff of the Market Development and Administration Department, Quezon City; Mr. Emmanuel Hugh Velasco II and team of Sustainable Development Affairs Unit, Quezon City; Mr. Ted Velasco and team of the Market Administration Office, Pasay City; Ms. Rowena Buenaventura, Pasay City Cooperative Officer; and Atty. Aireen Sison-Madrona, Pasay City Administrator Office. We also appreciate the involvement of Ms. Michelle Talavera-Pardo of the Business Permits and Licensing Office, Pasay City; and Ms. Rhoda Ugali and staff of Pasay City Public Market Multipurpose Cooperative. Our deep appreciation goes to all the vendor-participants who generously shared their time, experiences, and insights during the focus group discussions. Their active participation has been pivotal in the successful completion of this study. We extend special thanks to fieldwork team, including Mr. Daniel Renz Roc, Ms. Stella Britanico, Ms. Mitsui Chin Sen Yu, and Ms. Allyssa Allyson Timanil, for all their dedicated efforts and substantial time commitment during the fieldwork phase. In its entirety, this study would not have come to fruition without the guidance and assistance of the Resilient Cities WP2 team. We express our gratitude to Dr. Gordon Prain, Ms. Arma Bertuso, Dr. Julie Roa, Dr. Nozomi Kawarazuka, and the leadership of Dr. Silvia Alonso and Dr. Simon Heck for their indispensable assistance and direction. viii Acronyms CGIAR Consultative Group for International Agricultural Research CIP International Potato Center DSWD Department of Social Welfare and Development ILO International Labour Organization LGU Local Government Unit MDAD Market Development and Administration Department MMDA Metropolitan Manila Development Authority SFV Small Food Vendor VBS Vendor Business School QC FSTF Quezon City Food Security Task Force Definitions (a) Decent work The International Labour Organization (ILO) defines decent work as “productive, delivering a fair income, security in the workplace, social protection for all, better prospects for personal development and social integration, freedom for people to express their concerns, participate in the decisions that affect their lives, and equal opportunities and treatment to women and men”, an integral element of the 2023 Agenda for Sustainable Development Goals (ILO, 2018; ILO, 2023). ix Validation Study for the Development of Vendor Business Schools in the Philippines Abstract CGIAR Resilient Cities is an initiative that aims to enhance city resilience and sustainability against urban challenges intensified by climate change and rapid urbanization. A key endeavor within this Initiative is the establishment of Vendor Business Schools (VBS), providing small food vendors with knowledge, skills, and resources to overcome the challenges they face in their businesses. With the aim of contributing to the further development of VBS, this validation study was conducted to identify the key components that should be incorporated and considered in developing the curriculum. This validation study focuses on small food vendors from two Metro Manila pilot cities. To foster skills development and to empower small food vendors, the primary emphasis of the VBS should be on addressing practical aspects of their daily operations. Crafting a tailored curriculum is essential to equip vendors with the essential knowledge and skills to enhance their businesses. The study revealed two central challenges -- insufficient capital and limited business knowledge -- encompassing issues like low income due to competition, fluctuating prices, seasonal challenges, inadequate utilities, a lack of support, and/or an informal status. Vendors seek expertise in financial management, product quality, customer interaction/attraction, nutrition, and the value chain, which primary involves better supplier communication. Study results also indicate that small food vendors possess an entrepreneurial outlook, with the core goal of achieving financial stability. To better align with the vendors’ operational realities, it is recommended that the pilot VBS curriculum concentrates on the practical skills and knowledge that directly address their day- to-day operations. 1 Introduction About Resilient Cities CGIAR Resilient Cities is an initiative aimed at strengthening the resilience and sustainability of the city in the face of pressing urban challenges exacerbated by climate change and rapid urbanization. By leveraging interdisciplinary collaborations and engaging with local stakeholders, the project seeks to develop and implement strategies that enhance the city's capacity to adapt to environmental changes, mitigate risks, and improve the overall well-being of its residents. Through the integration of research, data-driven approaches, and community participation, the CGIAR Resilient Cities initiative strives to create a more inclusive and resilient urban environment for current and future generations in Africa, Asia, and Latin America. As part of this initiative, this study was undertaken in response to improving Metropolitan Manila’s food systems. With a population of 15 million residents, the metropolis faces the complex challenges of rapid urbanization, including unemployment, poverty, food insecurity, and congested settlements (PSA, 2020; UN, 2018). This emphasizes the need, among other issues, for the development of more resilient food systems. One critical aspect that requires attention is the informal sector, given its indispensability in terms of physical proximity to the urban poor and its crucial role in the Philippine economy (Alderslade et al., 2006; ILO, 2018; Resnick, 2017). Specifically, the informal food sector serves as a critical driver of food security, ensuring the availability and accessibility of commodities (Lee-Smith et al., 2019; Tshofuti et al., 2016). Additionally, informal markets generate livelihood opportunities, particularly for the marginalized and otherwise unemployed (Roa, 2023; Scott, 2007). Innovative thinking is crucial, as policymakers often overlook informal markets and fail to allocate adequate attention to their development. In the given context, it is crucial to work with the rising number of small food vendors in order to foster economic empowerment and social inclusion (Recio & Gomez, 2013; Roa, 2023; Sia Su et al., 2012; Yeung, 1994). Vendor Business Schools One of the key activities to be undertaken is the establishment of Vendor Business Schools (VBS). This activity will serve as a platform for empowering small food vendors and equipping them with the necessary knowledge, skills, and resources to overcome the challenges they face in their day-to-day business practices. VBS draw upon the model of Farmer Business Schools (FBS), which have, through participatory action and the strengthening of agribusinesses, proven to be beneficial for over 3,500 farmers in India, Indonesia, and the Philippines (CIP, 2019). By providing targeted training, mentorship, and access to business support services, the VBS aims to enhance the entrepreneurial capacity of small food vendors, promote inclusive economic growth, and contribute to the overall resilience of the urban food system. Through the collaboration of various stakeholders, including local government authorities, academic institutions, and community organizations, the Vendor Business Schools can play a vital role in fostering a supportive and conducive environment for the sustainable development of small food businesses in Metro Manila. 2 Objectives The objective of this validation study was to identify the key components that should be incorporated and considered in developing the curriculum of a Vendor Business School (Figure 1). Serving as the first validation study for the development of VBS, this study aimed to address significant gaps in the design and pilot implementation of the program. The main aim was to effectively assess the day-to-day business-related challenges faced by different types of small food vendors in Quezon City and Pasay, the chosen cities for the VBS pilot in the Philippines. A comprehensive analysis identified topics of interest and relevance to the vendors, and practical components were explored. Through the conduct of 16 focus group discussions (FGDs) in the pilot sites, the research aimed to gather insights and perspectives directly from small food vendors themselves. Assuming that vendors themselves can articulate their needs allows for a comprehensive and multi-level understanding of how they manage their day-to- day business practices. Furthermore, this study aimed to connect this understanding to the socio-political world around them. By doing so, this study seeks to inform the development of a tailored VBS curriculum that can provide targeted support and empower small food vendors from different backgrounds in fostering their economic resilience. To achieve this goal, our recommendations encompassed both curriculum components and practical elements. The curriculum components included subject matter suggestions that address the specific needs and challenges faced by small food vendors. In addition to the subject matter, the practical components of the VBS curriculum focused on effective teaching methods, creating conducive learning environment, and identifying desirable facilitator characteristics. Figure 1. The general structure of suggested modules of the Vendor Business School (the practical domains). Aspects of the technical domain, included in all parts of the practical domains, are the topics of interest and relevance that were assessed in this study. 3 Literature Policy Operations limit Decent Work Opportunities To foster a deeper understanding of decent worka and promote increased stability within the context of this dissertation, the deliberate use of the term 'small food vendor' is chosen instead of 'informal food vendor.' This intentional shift in language aims to minimize the focus on labor that may fall beyond traditional boundaries and to address any potential lack of legitimacy and respect associated with the term 'informal' (Allison et al., 2021; Maglumtong & Fukushima, 2022; Roa, 2023). By using the term 'small food vendor,' we seek to recognize and emphasize the crucial role these individuals play in the urban food system. Research findings have shown that many developing Asian countries have adopted policies that are unfavorable towards the informal sector, often reflecting continuations of colonial-era policies. Despite decentralization granting more autonomy to local government units (LGUs), there remains a lack of responsiveness in meeting the diverse needs of markets through essential policies. Regulatory activities undertaken by authorities, such as the Metropolitan Manila Development Authority (MMDA), often reflect a rigid dualistic mindset, perceiving informality as inferior compared to formal businesses, potentially harmful, or disorderly (Recio & Gomez, 2013). Consequently, most actions fail to recognize the potential of informal activities as a healthy transition towards formality rather than a problematic hindrance. Breman's work (1996) emphasizes the significance of this transition and acknowledges structural barriers, such as limited formal sector opportunities and discriminatory practices that impede access to formal employment. Breman also highlights the role of collective associations in advocating for rights (Breman, 1996). Defining Entrepreneurship Inclusion in the definition of entrepreneurship is crucial to counter the prevailing discourse that portrays entrepreneurship as a masculine endeavor (Hamilton, 2013; Hughes et al., 2012). Existing studies often rely on male experiences when theorizing entrepreneurship, despite the dominant presence of women in this field (De Vita et al., 2014; Hamilton, 2013; Hughes et al., 2012; Tinker, 2003), resulting in policies that overlook gender differences (Jennings & McDougald, 2007). Research in Nepal highlights the difficulties faced by women engaged in informal activities in patriarchal contexts, where they encounter obstacles in accessing support and resources to balance business and family responsibilities (Xheneti et al., 2018). Considering the deeply embedded nature of women in domestic relationships is essential for inclusive VBS development. Additionally, the current literature on entrepreneurial and adult learning tends to focus on individuals outside of poverty, leaving limited insights into the learning processes of individuals in developing regions (Brak, 2021). Informal entrepreneurs are often classified as survivalists and therefore ‘necessity entrepreneurs’, and while the latter play a vital role in poverty alleviation, it is often seen as having limited potential for entrepreneurial growth (Acs, 2006; Boer, 2013; Naudé, 2010; Poschke, 2012). A study conducted in an Aqua-Based Business School highlights the challenges of translating a capacity program into business opportunities, potentially due to resource limitations and learning trajectories that are based upon traditional forms of entrepreneurship (Brak, 2021). In the development of an effective VBS program, exploring the contextualized entrepreneurial intent and potential of small food vendors (SFVs) is crucial (Boer, 2013; Lans, 2009). 4 Methodology Study Design Sixteen focus group discussions (FGDs) were conducted as part of the research methodology (Figure 2) to identify the perceptions, considerations, and beliefs of 88 small food vendors, consisting of 47 women and 41 men. The aim of the FGDs was to capture the richness and inherent flexibility of the local context, elucidating small vendors’ viewpoints on their business-related challenges, entrepreneurial aspirations, and potential goals for learning. Attention was put on the synergy of group dynamics and participant answers in order to facilitate an environment where serendipitous findings could occur. Additionally, this approach aimed to make potentially sensitive topics become more approachable and open for discussion. Because of time constraints, this study did not comprise any other method than group discussions. Figure 2. Study design. Note. To explore the potential of Vendor Business Schools (VBS) as a capacity development program, the business context encountered by four types of small food vendors (SFVs) in Quezon City and Pasay was assessed through sixteen focus group discussions (FGDs). With the use of thematic data analysis, recommendations were developed for the VBS curriculum. The group discussions’ main structure was based on six different themes, presented in Appendix A. Each FGD was led by a facilitator corresponding to the gender of that group. Furthermore, the fieldwork involved two notetakers/translators, and two process documenters. All individuals were carefully selected to ensure their alignment with the local context and research objectives. The FGDs were held twice a day (before and after lunch) at different locations, arranged in accordance with the local government units and their market administration offices (as MDAD) of Quezon City and Pasay. Both cities (including the Quezon City Food Security Task Force) are partners of the CGIAR Resilient Cities Initiative and have proven to be instrumental in the conduct of previous assessment studies. The average FGD lasted two hours and included an introduction, a fifteen-minute break, and an in-depth debriefing session with all observants (40 hours total). Many FGDs were seldom preceded and/or followed by informal conversations. A defined balance was set between collecting the necessary information and gathering data that was not anticipated. Prior to the fieldwork, the FGD guide underwent pre-testing and refinement through two semi- structured interviews with vegetable vendors in the Los Baños public market. Compliance with the Data Protection Privacy Act of 2012 of the Philippines and other relevant issuances of the 5 National Privacy Commission was ensured during the research process. The research activities under this validation study were granted approval by the International Rice Research Institute Research Ethics Committee. All participants voluntarily signed an informed consent form. Each focus group consisted of participants of the same gender1 to maintain balanced group dynamics. Participants were recruited based on specific inclusion criteria, requiring active involvement as the stall/cart owner and/or the main person selling for at least six months and belonging to one of the defined vendor typologies mentioned below (pictures of these are presented in Appendix B). A total of four FGDs were conducted for each type of vendor, ensuring representation of both genders (2) in both cities, Quezon City and Pasay (2) (Figure 3). Recruitment of participants was purposive (coordinated by the LGUs) and focused on convenient markets nearby their administration offices. Figure 3. The geographical location of Quezon City and Pasay. A] Vegetable vendors in public markets - engaged in selling a range of vegetables, such as onion (sibuyas), tomato (kamatis), potato (patatas), eggplant (talong), carrot (karot), garlic (bawang), ginger (luya), squash (kalabasa), string beans (sitaw), cabbage (repoloyo), or bitter melon (ampalaya). These vegetable vendors rent permanent stalls, which include a formal business permit, in public markets operated and administered by the LGU. B] Vegetable vendors in private markets - engaged in selling a variety of vegetables (same as above) in stalls and carts operated and administered by private entities. The area or infrastructure is typically owned by a family or a private business group that rents out the market space. Talipapa, which are popular privately owned Filipino markets, consist of small vendors clustered in strategic areas within the barangay. The facilities of a private market strongly depend on the city and entities involved, not always including permanent stalls or formal business permits. 1 The concept of gender within this study is limited to the distinction between women and men. 6 C] Street food vendors - specialized in selling animal-based street foods and processed products that are renowned as native delicacies. Their product range includes chicken parts, barbecued chicken intestines (isaw), eggs (e.g., kwek kwek or balut), fish balls, and fried chicken. Street food vendors operate from temporary stalls, tents, or carts strategically positioned at street corners, talipapa, or sidewalks. They predominantly use a small cart and move around (designated) areas while selling their products. It depends on the city whether a certain permit, designated area, or any form of registration is involved. D] Vegetable hawkers - typically selling a variety of vegetables (same as above) in temporary makeshift stalls in designated areas such as privately operated markets, streets, and talipapa. The stall, rug, tent, or cart can be easily transported, and the vendor is often moving from place to place selling its products. It depends on the city whether a certain permit, designated area, or any form of registration is involved. Participant Profiles for Focus Group Discussions This section presents some characteristics of the individuals who took part in the focus group discussions (Table 1). The data included were gathered through a short survey that all participants completed following the group discussions. The survey also gathered data on education, the volume of products sold by the vendor, other household incomes, registration fees, and business permits (if applicable), and the impact of climate seasonality on their selling volume. The latter is not included in this report. The group discussions consisted of five to six participants on average. A minimum of five participants was stated as a study condition to allow for diverse perspectives, meaningful interaction, and rich discussions. It ensures a range of opinions and experiences, encourages participation from various individuals, and minimizes the influence of dominant voices. Table 1. Participants (n = 88). Number of participants Vendor typology Female Male Total Vegetable vendors from public markets 13 11 24 Vegetable vendors from private markets 12 9 21 Street food vendors 9 12 21 V egetable hawkers 13 9 22 Total number of participants 47 41 88 Total number of participants from Quezon City 30 18 48 Total number of participants from Pasay 17 23 40 Due to any miscommunication with partners, there were instances where the wrong participant group or gender showed up for the FGDs, including occasions when the participants were wrongly informed about what to expect. At times, this required sending the participants back home, resulting in some FGDs having less than the stated minimum of five participants. Moreover, the vendors’ time constraints made it difficult for them to participate, resulting in the FGD starting an hour late at times, further complicating reaching the minimum number of participants. Four FGDs had less than five participants being: 1. Male vegetable hawkers in Quezon City (3) 7 2. Male vegetable vendors in private markets in Quezon City (4) 3. Female street food vendors in Pasay (3) 4. Female vegetable vendors in private markets Pasay (4) These four smaller groups, with a reduced number of participants, facilitated more in- depth discussions, encouraging participants to share more personal information and history. However, less validation and diverse perspectives were present. While these results are not expected to have a major limiting impact on the overall study, it is important to acknowledge that they may be less representative of the entire vendor population. Participant Characteristics A] Stall owner Only four participants were neither the owner of the stall/cart nor the main person selling the products (these people were helpers). * If not the owner, this is mostly a family member (unpaid labor). Table 2. Participant profiles ‘stall owner’ (n = 88). Stall/cart owner and the main person selling products 78.5% of all participants Either the stall/cart owner or the main person selling* 17% of all participants B] Experience in small food vending Eight participants had less than two years of experience in food vending (stated as a minimal study condition). On average, those had nine months of experience. The least was three months. Table 3. Participant profiles ‘average years of experience’ (n = 88). Average years of experience 15.5 years Average years of experience of female participants 19 years Average years of experience of male participants 12 years C] Household and employees No significant gender differences were found in age, number of kids, household size, or number of employees. Furthermore, vendors in Pasay have on average less employees than vendors in Quezon City. Vendors from public markets and street food vendors have more employees in comparison with vendors from private markets and vegetable hawkers. For most vendors (73%), food vending is their only source of household income. For the female participants, this number was higher (81%) in comparison with their male counterparts (63%). Other sources of income were parking attendance, another (food) business, online selling, tricycle driving, or delivery. 8 Table 4. Participant profiles ‘household and employees’ (n = 88). Food vending is the only source of household income 73% of participants Average participant age 43 years (range 23-70) Average number of kids 3 kids Household size 6 members (range 1-22) Average number of employees (almost always family) 2 employees Findings 1. Business Challenges Faced by the Small Food Vendors In this section, the focus shifts to examining the main challenges and the current state of various aspects from the perspective of small food vendors. By exploring these dimensions, the chapter aims to shed light on any existing challenges that may affect the day- to-day business practices of small food vendors, offering valuable insights for the development of the VBS curriculum and its focus areas. This first part presents a descriptive overview of the main challenges faced by the different small food vendors typologies, derived from the analysis of the FGD data (a schematic overview of all topics discussed can be found in the code tree, Appendix F). These challenges exhibit variations among the different vendor typologies; however, certain recurring themes were consistently identified across all the discussions. A] Vegetable vendors in public markets Vegetable vendors in public markets face a range of challenges that impact their day-to-day business operations. The challenges mentioned by all four discussion groups predominantly involved the notion of ‘inadequate income’. Participants stated that their income is, most of the time, sufficient for their daily expenses, but that their capital is decreasing. The main causes mentioned for their lack of income are the limited2 supply of products, a decline in regular customers, low sales during the rainy season, and rising product prices. Furthermore, all public market vendors stated the impact of seasonality on their business. Participants mentioned the problem of dry weather where food products get wilted too fast before they can sell them. A male participant operating in a public market in Pasay stated that “our income is not enough, when the prices increase, we are short on capital; it’s hard”. Public vendors, both men and women, navigate regulatory issues, including problems with market masters and administrative and cooperative-related difficulties. Vendors from Quezon City and Pasay reported minimal support from the LGU, barangay, and national government (note: some participants mentioned a project from the DSWD) but highlighted the assistance (such as financial support or groceries) provided by their cooperative or association. The level of support from local government units (LGUs) varies per city and vendor typology, with respondents expressing dissatisfaction with the low support received. There is no significant difference in the response from women and men. Lastly, informal vendors pose competition, further complicating the business landscape. 2 Participants attributed these inconsistencies to supply shortages caused by issues faced by farmers, transport difficulties, and adverse weather conditions; the latter resulting in the delivery of vegetables in poor condition. 9 The vegetable vendors (more often women) in public markets have expressed various desires to enhance their small food businesses. They highlight the importance of larger stall sizes and consistent market selling hours3, which vary across different public markets and cause frustration. Additionally, there is a clear desire for increased business knowledge and the opportunity to expand their enterprises. While vendors often cannot articulate the specific areas of knowledge they wish to gain, they recognize the need for acquiring new skills and techniques to improve their operations. They also expressed the need for solutions to stall size-related problems and better utilities to support their business activities (including the agency to stand up for themselves in terms of location arrangements: the ability to negotiate for bigger stalls and more strategic locations). Establishing improved communication and contact with suppliers is another aspect that they seek to address. Especially participants from public and private markets frequently expressed a shared aspiration to improve their businesses. Remarkably, while vendors from public markets noted the least inconveniences regarding their economic capital, they paradoxically expressed the lowest level of perceived business knowledge. B] Vegetable vendors in private markets In Quezon City, vegetable vendors operating in private markets contend with competition from both non-registered vendors and the rise of online vendors, posing threats to their customer base and sales. In Pasay, the vendors confront the issue of clearing operations. Vendors in Pasay expressed the hurdle of potentially paying for ‘formal’ rent, however aspiring to transition from informal to more legal vendors. Vendors from both cities struggle with low sales and fluctuations in supply, which can lead to delays and difficulties in meeting customer demands. Moreover, again, participants mentioned that unfavorable weather conditions (such as rain or hot weather) cause financial losses (causing spoilage of products). The participants also highlighted challenges such as fluctuating prices and a decrease in customer traffic during afternoon hours (matumal). Furthermore, many vendors in private markets, similar for women and men) face capital constraints and seek additional income streams to sustain their businesses. The vegetable vendors in private markets, both women and men, expressed a variety of needs and desires that are crucial for their business growth and success. They highlighted the importance of seeking additional income or exploring alternative livelihood opportunities to supplement their current earnings. Establishing stronger connections with suppliers emerged as a key requirement to ensure a reliable and consistent supply of fresh produce. The vendors also expressed a strong desire for acquiring more knowledge and techniques related to their trade, including budget management skills to optimize their financial resources. They seek guidance on how to navigate the challenges posed by seasonality, such as knowing which vegetables to procure in which season and how to preserve them effectively. Additionally, they emphasized the need for training in sales techniques and product arrangement to attract more customers and enhance the visual appeal of their stalls. It is worth noting that the formality and operating conditions of private markets significantly vary between the cities of Quezon City and Pasay. In some Quezon City private markets, the state of utilities such as electricity and water is much better compared to some Pasay private markets. Moreover, vegetable vendors from private markets in Pasay reported confronting the issue of ‘clearing operations’, which they alluded to being identified by authorities for selling their products outside of their designated spots often leading to traffic congestions. It is important to note that this differs from the clearing operations mentioned by 3 Participants voiced their concerns about the discrepancy in operating hours among public markets. Specifically, they complained that some markets are allowed to sell their products for longer hours during the day compared to others. This issue highlights a potential imbalance in market opportunities for vendors, as those with extended operating hours may have a competitive advantage over those with shorter hours. 10 street food vendors and hawkers in Pasay, where authorities can confiscate their products and dismantle their stalls. A male street food vendor mentioned: “when we get arrested, they will get our products and stalls… They will destroy it and take away our goods. No more will be left with us, we will just cry in our homes”. C] Street food vendors Street food vendors face a range of challenges in their day-to-day operations. One of the main difficulties is, again, the matumal or low foot traffic during certain times of the day leading to decreased sales and limited profit-making opportunities. Additionally, vendors raised the issue of competition and challenges in attracting customers because of the increasing prices impacting their customer base. Factors such as heavy rain or excessive heat, also greatly affect the number of customers outside, further adding to a decline in regular customers. A male street food vendor in Pasay mentioned that “we are losing anyways; we get sick because of the intense heat and rain”. In Quezon City, street food vendors face competition from undesignated informal vendors (not being designated an area to sell in) operating in the same vicinity. The lack of capital and unstable income (being the worst in the case of street vendors compared to other vendor types) make it challenging for vendors to invest in their businesses and make sustainable profits. Temporary stalls and the clearing operations in Pasay further contribute to the struggles faced by street food vendors. Street food vendors (more often women) expressed a desire to increase their knowledge and acquire specific skills to enhance their businesses, however, often only after being brought up by the FGD facilitator. While not mentioned as frequently as compared to the other vendor types, there is still a recognized need for knowledge expansion. One area of interest is nutrition, as vendors (in particular female street food vendors) seek to understand the nutritional value of their offerings. They also express a desire for knowledge regarding the quality of products and taste, indicating their interest in improving the overall customer experience. Street food vendors acknowledged a lack of knowledge regarding the quality of their products and taste, highlighted by a vendor as “more knowledge about enhancing the quality of our products has become the real competition now, if customers are not satisfied with the taste and quality of our food, they won’t return”. A fellow vendor agreed that “we are aware that our products are not healthy, but it’s impossible not to think of nutrition because our customers ask us about this”. Several anecdotes were shared, including references to ‘magic sugar’ and ‘eggs for an empty stomach’, reflecting varying personal understandings of nutrition. Additionally, there is a great need for financial management knowledge to effectively manage their finances and increase capital for business growth. As a note, street food vendors did not often mention the spoilage of their products, as they prioritize the satisfaction of their customers. A notable distinction exists between Quezon City and Pasay regarding the support given to street food vendors and hawkers. In Pasay, these vendors predominantly operate as fully informal. On the other hand, street food vendors in Quezon City receive support from MDAD to sell in designated areas, which provides them with a more supported operating environment. Some street food vendors in Quezon City sell in tents provided by the LGU, which is particularly different from unsupported informal street food vendors in Pasay. D] Vegetable hawkers Seasonality plays a significant role in the day-to-day business operations of a moving vegetable hawker, as they struggle to sell during rainy periods or when the weather is hot, which leads to 11 a decrease4 in (regular) customers and the drying out of vegetables. The lack of utilities, such as electricity and water, further hinders their operations, especially since most of them are operating in temporary stalls such as tents (only in Quezon City), carts, or rugs. The issue of formality also arises, with some vendors opting to stay informal (this desire was only mentioned by hawkers in Pasay) due to the associated costs, while others still express a desire to become formal for increased security. Furthermore, problems encountered with supply were often mentioned. Capital constraints and financial losses pose additional challenges, making it difficult to invest or save money. Especially hawkers and street food vendors, both women and men, often mentioned the word ‘surviving’5. At the end of the day, some choose to consume their items themselves or give them away for free, others “sell the products at a cheaper price to still break even, at least to avoid financial loss” (male vegetable hawker in Quezon City). Many vendors associated their struggle for survival with reliance on informal money lenders, leading to pressure in repaying their debts. Becoming less reliant on debts emerged as one of the foremost priorities expressed by participants, reflecting their desire to improve their financial situation. In female discussions, given that Filipinas mostly take the lead in financial management, divergent perspectives emerged regarding informal money lenders, as some stated that their debts “are a motivation... I am actually living for these debts”, while others fiercely responded with “no, it’s all about having no debts anymore”. Furthermore, street food vendors and hawkers primarily tended to highlight opportunities for improvement only when prompted by the facilitator, which played a crucial role in bringing forth potential areas of enhancement. Although articulating specific areas of knowledge improvement was challenging for many groups, apparent in long silences and the facilitator needing to rephrase questions regularly, valuable ideas emerged. This showcases that hawkers and street food vendors still consider that better enterprise knowledge can enhance their business success. Knowledge and education gaps are evident, with vendors, both women and men, seeking guidance on increasing their customer base, ensuring the quality of their goods, and understanding the vegetable value chain (value chain: women in particular). Financial management, including considerations for loans and how to manage savings, is another area where vegetable hawkers, both women and men, from both cities, seek assistance. Conclusion In conclusion, the main challenges mentioned by all vendor groups revolve around two key themes: a lack of capital and limited business knowledge. These challenges encompass various aspects such as low income due to competition, fluctuating prices, seasonal challenges, inadequate utilities, a lack of support, and/or an informal status. Vendors expressed a desire for increased knowledge in areas such as financial management, product quality (related to food safety and the climate), customer interaction/attraction, nutrition, and the value chain, which is mostly targeted at increased communication with their suppliers. The key focus for driving capacity building skills should predominantly center around addressing some practical aspects of small food vendor’s operations, making small adjustments that can have a significant impact on their profitability and overall business success. The practical aspects that require attention and improvement are vegetable preservation and selling strategies to cope with weather conditions, emphasizing the importance of food safety 4 Vegetable vendors identified several factors contributing to this decline, such as increased competition from other vendors (or online platforms), customers seeking cost-saving measures by purchasing directly from the market, concerns about the quality of products, and the adverse impact of weather conditions. 5 The notion of ‘survival’ was utilized by these participants predominantly to describe their profit margins as being sufficient to cover their daily expenses, without much room for additional savings or material growth. 12 measures and nutritional knowledge to regain and maintain a customer base, enhancing financial management skills, and providing information on loan options for business growth. Lastly, some vendors stated to have worked in the formal sector before but opted to operate outside of those structures due to reasons such as inflexible working hours, additional costs, and the perceived constraints of having a boss. 2. Current State We asked all groups to discuss six topics (access to utilities, support from LGU, availability of capital, business knowledge, household support, and social cohesion) and to assign each topic at the end with a score (Figure 4). A score of ‘0 out of 5’ means that the current state of this working condition, aspect, or resource availability is highly preventing them from becoming a (more) successful vendor because the thing is not present right now (state is the worst). A score of ‘5 out of 5’ means that the current state of this working condition, aspect, or resource availability is fully supporting them and no improvements to this state can be made (state is perfect). A presentation of all graphs related to this exercise can be found in Appendix C, including a comparison of both cities and genders. As a note, social cohesion was communicated to the participants as fellowship, exchanging knowledge, and support from neighbors, It is important to acknowledge that this ‘current state’ exercise was complex and at times challenging to navigate as a group, which may have impacted the accuracy and representativeness of the scores assigned. Asking the participants for scores frequently resulted in long silences and confusion. This emphasizes the need for caution in drawing definitive conclusions solely based on these scores. Furthermore, due to the complexity and perhaps misunderstandings encountered during the exercises, it is crucial for the content and subject matter in the VBS curriculum to be presented in a highly accessible, slowly-paced, and user-friendly manner. Figure 4. A comprehensive evaluation of ‘current state’, insights from all participants. 13 The subsequent paragraphs will explore some variations in more detail, shedding light on any factors that may be underlying and relevant for the development of Vendor Business Schools. Utilities The assessment reveals a unanimous dissatisfaction with the state of utilities, particularly among vegetable hawkers and street food vendors who expressed grave concerns over the lack of access to basic necessities such as water and electricity (Table 5). Interestingly, a stark disparity emerged between the scores assigned by participants from private markets in Quezon City and Pasay (as highlighted earlier), shedding light on the varying conditions within these private markets (Table 6). While some Quezon City private markets were praised for their near-perfect provision of electricity and water by the FGD participants, certain Pasay private markets were described as having inadequate utility services. Moreover, especially street food vendors and hawkers operating in mobile stalls expressed grave concerns over the lack of access to necessities such as electricity and water. Table 5. Scores assigned to the current state of ‘utilities’, insights from all vendor types. Scores Vendor typology All Female Male participants participants participants Vegetable vendors in public markets 2.75 2.50 3.00 Vegetable vendors in private markets 3.50 4.50 2.50 Street food vendors 0.25 0.50 0.00 Vegetable hawkers 1.25 1.50 1.00 Table 6. Scores assigned to the current state of ‘utilities’, comparison of both cities. Scores Utilities score per city Female Male All participants participants participants Utilities in Quezon City private markets 5.00 5.00 5.00 Utilities in Pasay private markets 2.00 4.00 0.00 Support from LGU Support was defined as recognition, financial and political support, and provision of basic necessities. The evaluation of LGU support (Table 7) indicates a notable disparity between Quezon City and Pasay, with Quezon City receiving higher average ratings. This discrepancy primarily stems from the scores assigned by street food vendors and hawkers, highlighting the recognition provided by the LGU of Quezon City (MDAD) to these vendor types, as being assigned designated selling areas. Furthermore, it is interesting to note that vendors from public markets rated the support they receive from the LGU as the lowest amongst all participants. Perhaps this is connected to their higher expectations regarding they pay for business permits and registration fees, highlighted by repetitive statements such as “we pay to secure a business permit…”. 14 Table 7. Scores assigned to the current state of support from LGU. Scores FGD-group Female Male All participants participants participants Street food vendors Quezon City 3.00 2.00 4.00 Street food vendors Pasay 1.00 2.00 0.00 Vegetable hawkers Quezon City 4.50 5.00 4.00 Vegetable hawkers Pasay 1.00 2.00 0.00 Public markets in Quezon City 1.00 0.00 2.00 Public markets in Pasay 1.00 2.00 0.00 Household support Significant discrepancies emerged in the assigned scores for ‘household support’. The notion of household management was presented to the participants as encompassing responsibilities such as childcare and looking after the elderly, with men perceiving this aspect as nearly flawless and indicating little room for improvement. In contrast, women expressed a markedly different perspective, often highlighting the current state of household support as deficient and emphasizing the need for substantial support (Table 8). A female street food vendor in Pasay highlighted that: “all the work is on me; it is really necessary that we get support because there is no help we can expect otherwise”. Based on these findings, it is evident that the level of domestic support significantly impacts the businesses of female vendors, leading to unequal competition and increased time constraints. Women are still expected to take more on the roles for the household, even if they are financially contributing to the livelihood of the family. Interestingly, in cases where a married couple runs a food business together, a cooperative approach was mentioned with tasks being assigned. Lastly, it is worth mentioning that in some female groups, there was a certain hesitancy to openly discuss domestic support. As a result, participants started whispering and indirectly answered to not face any problems, however, without providing the elaboration as usual. Table 8. Scores assigned to the current state of household support, gender comparison. Score of male participants on the state of household management 4.50 Score of female participants on the state of household management 2.25 Economic capital and vendor knowledge The study findings revealed notable distinctions in how different types of vendors rated their state of capital. Street food vendors consistently rated their capital the lowest, while both public market and private vendors rated their capital higher. Only vendors from public markets gave their capital a sufficient score on average. Interestingly, no significant differences were found between the two cities in terms of capital ratings. Additionally, the study found a slight difference in the ratings based on gender, with men generally scoring their state of capital slightly higher than women (Table 9). 15 Table 9. Scores assigned to the current state of capital, gender comparison. Score of male participants on the state of capital 2.38 Score of female participants on the state of capital 1.88 It is worth noting that participants from public markets, despite perceiving the state and satisfaction of their capital as the highest, paradoxically showcased the lowest score of vendor knowledge (Figure 5). Therefore, surprisingly, no association is shown between vendor knowledge and capital as perceived by the small food vendor participants. This is made clear by hawkers and street food vendors rating their business knowledge the highest, while concurrently rating their capital the lowest. These contrasting patterns underscore the complex dynamics between vendor knowledge and capital. In addition to this, it remains of course unclear to what extent the vendors attributed significance and meaning to the assigned scores. Figure 5. Comparison of the participants’ perceived state of economic capital and business knowledge While enhancing business knowledge was stated as crucial for improving income stability, vendors with greater resources tended to focus more on identifying opportunities. This suggests that vendors with more capital perceive that enhanced knowledge can optimize their capital deployment, whereas others might find limited capital their main constraint, considering their existing knowledge sufficient for what they do. Perhaps with more capital, other vendors too would recognize opportunities that would benefit from enhanced knowledge. To ensure inclusive development, it is essential to promote targeted participant recruitment, including reaching out to vendors with the least capital. 3. Perception of a Successful Vendor In the development of a Vendor Business School curriculum that aligns with the motivations of its participants, it is crucial to consider the perceptions of success among small food vendors. This brief chapter explores how vendors define and interpret success. Understanding the 16 factors that vendors themselves consider pivotal to their success enables to tailor the curriculum to address their aspirations. All vendor groups shared similar perspectives on what constitutes success in the context of small food vending. For many vendors, success means gaining profits that enable them to provide their children with quality education, ensuring a (better) future for the next generation. Meeting the needs of their families, from providing daily sustenance to offering a comfortable life, is also seen as a significant measure of success. A male hawker from Quezon City highlighted that “a vendor is successful as long as he can support his family”. Similarly, a female vendor from a private market in Quezon City mentioned that “I am only looking forward to earning money so that I can support my family”. For vendors operating from temporary or makeshift stalls (street food vendors and hawkers), the aspiration of having their own dedicated stall is mentioned very often. Additionally, the absence of debts is viewed as an indicator of success, reflecting financial stability and independence. Building strong customer relationships is emphasized, with sales proficiency and being friendly to all customers valued as key attributes (for instance, being able to give discounts when regular customers (suki) ask for this). Furthermore, effective financial management skills, including the ability to save money, are considered essential in achieving long-term success. It is noteworthy that concepts like market development and the value chain were not mentioned by the participants themselves. Instead, they emphasized the significance of things such as customer relationships, exploring additional incomes, and expanding their stalls, reflecting their contextualized entrepreneurial intent that can hold potential for growth. Both female and male participant groups highlighted similar aspects of a successful vendor. However, it was noticeable that male participants placed greater emphasis on the topic of 'attracting customers and maintaining customer relations' compared to their female counterparts. This discrepancy may potentially stem from the fact that male vendors face more challenges in this area, which prompted them to discuss it more extensively. On average, participants, both men and women, expressed that they perceive female vendors to be more successful overall. This is often attributed to their stronger focus on profitability (which can probably be accounted to a higher feeling of responsibility related to household management) and the ability of women to build stronger customer relationships. A male vendor from a public market emphasized “when it comes to sales, women can do it better because they are more capable of attracting customers”. Another male street food vendor mentioned: “yes, female vendors have higher profits. For example, when I am done with my deliveries, I always want to go home. My wife then wants to stay longer in the market to sell even more vegetables”. Indeed, most daily practices of a small food vendor tend to lean towards more feminine-focused practices, explaining the majority of (urban) small food vendors being female. 4. Subject Matter Interests and Priorities This section delves into the insights gleaned from the discussions with the participants, wherein they were asked to assign scores indicating how important a certain topic is to them. The vendors were asked to discuss eight different subjects (food safety, hygiene and sanitation, gender, nutrition, climate change, the value chain, the ability to make a profit, and business ethics) and assign a score on how often they consider anything related to those concepts within their daily business practices (Figure 6). A score of ‘5 out of 5’ means araw- araw (thinking about this all the time). A score of ‘0 out of 5’ means that this topic is not important to them. It is important to note that these scores do not necessarily reflect a deep understanding of the subjects, made clear by the participants' definitions of, for instance, 17 nutrition or climate change. Moreover, it is highly understandable that vendors may possess limited knowledge on these matters since they received little to no training in these areas. Nevertheless, their perspectives shed valuable light on the topics that resonate most with them, providing valuable guidance for the development of the Vendor Business School curriculum. In the exploration of the interests and priorities of small food vendors, insightful discussions were held with the participants regarding various topics, including concepts such as 'value chain' and 'climate change.' Their perception of the 'value chain' primarily revolved around their interactions with suppliers or middlemen, with some expressing a desire for closer connections with farmers. Next to that, their focus on 'climate change' mostly centered on seasonal variations and weather conditions solely. Furthermore, during the discussions, it became evident that not all vendors were able to articulate a clear understanding of the concept of ‘food safety’. However, when provided with an explanation, they expressed a unanimous consensus on its significance for their businesses. Additionally, the conversations with street food vendors revealed certain misconceptions regarding the concept of ‘nutrition’, often assuming that this is similar to ‘tasty’. Recognizing any misconceptions is crucial, highlighting the importance of providing accessible and comprehensive education on these topics through the VBS curriculum. As a note, it is highly understandable that vendors may possess limited knowledge on these matters since they received little to no training in these areas. Figure 6. A comprehensive summary of subject matter interest; insights from all participants. 18 Most Relevant Topics All participant groups rated the following topics, listed below, as the most important for their businesses, receiving a maximum score of 5 in each FGD. This also indicates that these three topics are highly interrelated to one another, as hygiene and sanitation facilities are important for food safety, and food safety is a priority consideration for the vendors to achieve customer satisfaction. A presentation of all graphs related to this exercise can be found in Appendix E, including a comparison of both cities and both genders. - Food safety - Hygiene of the vendor and sanitation - Ability to make a profit Subsequently, nutritional knowledge and climate change were also well-rated, still receiving relatively high scores. In general, participants from Quezon City (especially private markets) rated climate change as a topic they consider more often in comparison with participants from Pasay. This may be connected to the progressive local leadership and policy management within Quezon City, which can currently be evaluated as more advanced compared to Pasay. Particularities Business ethics For the concept of business ethics, it is remarkable that street food vendors and vegetable hawkers rate this topic significantly lower than vendors in public and private markets (Table 10). The notion of business ethics was presented to the participants as ‘being honest about the quality or price of a product, fair competition, and reporting issues of theft’. It is not entirely clear why street food vendors and hawkers rated this topic lower, however, there may be a connection to the field of informality the different types of vendors operate in. Statements about not wanting to adhere to regulations were more often expressed by street food vendors and hawkers, as highlighted by a hawker “a cooperative is helpful, but then you must be obedient to rules…”. Other statements from those vendor types included “yes, we’re okay with our situation because if we get a permanent stall (pwesto), paying for that is another problem, so we are content here on the sidewalk” or “I prefer to stay illegal” (when participants mention the notion of illegality, they are referring to vendors who do not possess a business permit and/or engage in selling activities outside of or without a designated area). Table 10. The relevance-score participants put on the concept of ‘business ethics’. Scores Vendor typology All Female Male participants participants participants Vegetable vendors in public markets 4.25 4.50 4.00 4.50 5.00 Vegetable vendors in private markets 4.75 Street food vendors 2.75 3.00 2.50 Vegetable hawkers 2.50 2.50 2.50 19 Value chain Another noteworthy aspect is that the concept of the value chain received comparatively higher scores from vegetable hawkers (Table 11). This can be attributed to the observation that vegetable hawkers frequently expressed issues related to supply inconsistencies and negotiation problems with their suppliers. These challenges include pricing discrepancies, leading to frustration and uncertainty about the volume of vegetables they can sell, resulting in purchasing excess produce. Additionally, vegetable hawkers mentioned receiving low-quality vegetables and facing difficulties in establishing effective connections and communications with suppliers. It is important to note that these problems were also mentioned by other vegetable vendor types. Lastly, it is possible that vegetable hawkers, being more vulnerable, might experience higher levels of overcharging by suppliers. Table 11. The relevance-score participants put on the concept of ‘value chain’. Scores Vendor typology All Female Male participants participants participants Vegetable vendors in public markets 2.75 3.50 2.00 Vegetable vendors in private markets 3.00 4.00 2.00 Street food vendors 2.75 4.00 1.50 Vegetable hawkers 4.50 5.00 4.00 Gender The topic receiving the least perceived significance is gender. The notion of gender was presented to the participants as the similarities and differences between women and men regarding their businesses, behavior, and relationships with others. Interesting to note is that male participant groups scored this topic as particularly more important to them in comparison with most female participant groups (Table 12). Most female groups showed a strong sense of empowerment, emphasizing that they do not need to think about gender equality, as expressed by a female vendor from a public market in Quezon City as “women can do everything”. While men rarely made explicit statements about their sense of gender, women consistently emphasized their empowerment by other statements as “Women are wiser. Men can be resourceful, but there are times when they are dumb. They need full instructions before working, that is why there are times that it is better that we, women, do all the work. Our brains are at least functioning” (female street food vendor, Quezon City). Table 12. The relevance-score participants put on the concept of ‘gender’. Score of male vendors for ‘gender’ 3.75 Score of female vendors for ‘gender’ 1.63 It is important to be cautious when generalizing these gender-related results, as the responses of some dominating voices could easily have influenced the entire group. Additionally, the lower scores reported by female vendors may be attributed to a lack of 20 awareness, as male vendors may have a greater understanding of the (dis)advantages they face in relation to gender equality when compared to their female counterparts. Recommendations Curriculum Components The development of a curriculum tailored to the needs of different small food vendors is crucial to equip them with the necessary knowledge and skills to enhance their businesses. To ensure a stronger alignment with the practicalities of the vendors' operations, it is advisable to make certain adjustments to the current proposed pilot curriculum. It is suggested that the emphasis should primarily be placed on (‘small’) practical skills and knowledge that directly address the day-to-day challenges faced by the vendors in their businesses, as identified in earlier chapters. The study findings indicate that the small food vendors displayed an entrepreneurial mindset, focusing predominantly on practical aspects to increase their profits. While expressing a desire to enhance their businesses through acquiring vendor knowledge, expanding their customer base, and exploring alternative income opportunities, their primary objective is to achieve financial stability. Although the agency of vendors showed limited influence on their capital and the expectation of external resolution was apparent, the discussions revealed an entrepreneurial intent that holds potential for growth, including those classified as ‘survivalists’. Below, a series of green-subtitled paragraphs are listed, each outlining key focus areas for the technical domain of the VBS curriculum. While these paragraphs do not represent complete module packages, they serve as valuable recommendations for incorporating specific content to enrich the curriculum. Focus on smaller practicalities Based on the results of the FGDs, it is suggested that the existing curriculum puts more emphasis on helping vendors learn practical business skills and improving their ‘easy’ daily practices to increase profit margins. As mentioned earlier, examples of practical aspects that require attention are vegetable preservation (such as investing in cold storage facilities) and selling strategies to cope with weather conditions – emphasizing the importance of food safety measures and nutritional knowledge to regain and maintain a customer base –. We see that it is crucial to shift the focus of the curriculum emphasis from promoting complex innovations to enhancing vendor practices. Practical aspects as the latter could have more potential to closely align with the challenges articulated by the small food vendors themselves. Additionally, these improved practices should be interconnected with the vendors' relationships with their customers, a unique selling point that can be highly advantageous in comparison with competitors from online businesses and larger (growing) enterprises such as supermarkets. In relation to this, here are some recommended themes for the VBS curriculum which we think might be help the small vendors improve their practical business skills: 1. Practical business skills (workshops) and knowledge (interactive lectures) such as vegetable preservation to cope with weather conditions (or things such as simple cooling, packaging, not stalling all products simultaneously, changing their product range with the seasons, expansion of products), marketing strategies (visual appeal of stalls, arranging products, and more. 21 2. Discuss the options for improved time management by clearly defining roles and responsibilities for employees and helpers, ensuring efficient task allocation and coordination in small food vendor businesses. Improve the efficiency of practices and seek opportunities for improved utensils and investments in new materials. Financial management As one of the primary needs mentioned by the food vendors themselves (including the desire to learn more about it), the curriculum could benefit from incorporating more focus on financial management. In addition to this, it could be interesting to include discussions between men and women sharing experiences on financial management, since women vendors are often the financial lead within the household. Lectures and workshops could cover areas such as the following: 1. Enhancing financial management skills (such as effective saving, expenses and investment strategies) and accessing formal credit providers. 2. Discussions on financial management experiences between men and women vendors. Business ethics It is suggested that the curriculum should include more dedication to the concept of business ethics, emphasizing its importance and highlighting how ethical practices can help vendors attract and retain customers. For instance, many vendors mentioned in the FGDs that, within their businesses, “lies will always be present, and honest vendors are hard to find”. Still, while some vendors may believe that honesty is rare in business, it is crucial to explore alternative marketing practices that emphasize transparency and authenticity to establish strong relationships with customers. Additionally, this module should also underscore the significance of ethical considerations in the vendors' relationships with their suppliers as vendors frequently expressed complaints regarding this relationship as well. Last, mechanisms need to be explored to ensure fairness in the market (bribery, theft), addressing issues of competition and promoting business ethics in combination with a healthy transition towards formalization (since business ethics was valued more with vendors that are in possession of business permits). We recommend the following focus areas under business ethics: 1. The concept of business ethics and its importance in attracting and retaining customers. 2. The significance of ethics in the vendors' relationships with their suppliers. 3. The concept of business ethics in relation to decent work and fairness in the market. Value chain As an alternative to the rather complex mapping exercises and value chain assessments in the curriculum, it is suggested to only include a comprehensive and interactive lecture or workshop explaining the concept. Simplifying the topic will make it more accessible and relevant to small food vendors, enabling them to better understand their interactions with suppliers and identify potential areas for improvement. Furthermore, the concept of the value chain can be linked to the challenges that vendors experience, particularly concerning the issue of fluctuating market prices. Focus areas and sub-topics could include the following: 1. Include a lecture/workshop on the value chain, simplifying it for a better understanding of vendors' interactions with suppliers, price fluctuations, and identifying areas for improvement. 22 2. It is suggested that, in light of the potential and competitive advantage of small food vendors over online and supermarkets in having strong customer relations, the value chain module be reframed as something like 'customer relations and the value chain'. 3. Seeking resolutions for inconsistencies in supply, understanding farmers, transport difficulties, and quality of products throughout the value chain. Competition for creativity Specifically, vendors should be taught how to view competition as a positive force that encourages creativity and uniqueness. They need to develop an understanding of their unique selling points and advantages compared to supermarkets, online vendors, and other small food vendors (as the differences in pricing between vendors from public markets, private markets, and vegetable hawkers), such as personalized customer interactions, packaging, bulk pricing, and the ability of interaction to provide specific information on nutritional values. In addition to promoting healthy competition, it is crucial for vendors to adapt to the challenges posed by urbanization and the loss of regular customers. As urban environments change, vendors must find ways to overcome weather-related difficulties and attract a larger customer base to slowly modernize along with the city. Their daily practices need to be enhanced and they need to be taught how to be more creative in their approach while still preserving the core aspects of their small food businesses. We recognize that this can be challenging as vendors often operate within informal settings and face regulatory boundaries. Therefore, any innovative solutions they encounter should be tailored to fit within these limitations, ensuring that they comply with relevant regulations. By focusing on their unique selling points such as customer interactions, meeting specific requests from suki, having the possibility to move around, and capitalizing on new things that can set them apart, small food vendors may be able to better navigate their challenges. We recommend putting emphasis on the following topics to help small vendors build and improve their relationships with their customers: 1. Highlight their unique selling points, such as personalized customer interactions and the ability to provide specific nutritional information. 2. Explore strategies to attract and retain customers (perhaps with a focus on continually attracting new customers instead of relying solely on a small group of suki) in the face of urbanization changes and fluctuating market conditions. Explore ways to innovate and be more creative without compromising the core aspects of their micro- food businesses. Business expansion Many vendors stated the wish to gain more diskarte (resourcefulness) in expanding their business, such as a bigger variety of products sold. They could also be taught to explore ways of online selling and delivery, targeting the issue of customer retention due to unfavorable weather conditions. Digital literacy could support the vendors navigate through the field of online selling, managing deliveries online, or improve contact with value chain transport, other vendors (group chats), and suppliers to increase efficiencies and reduce food waste. The broad topic on business expansion could include mentoring vendors on the following: 1. Definition of decent work and understanding the building blocks to foster this. 2. Expansion of products and negotiation strategies in organizing bigger stalls or more strategic locations (supporting the formation cooperatives is warranted to be a key component throughout the Vendor Business School, enhancing the benefits of collaborative efforts within the regulatory hurdles of Metro Manila). 23 3. Discuss new selling strategies, such as online selling and delivery options. 4. Address digital literacy. Extending the concept of food safety Expanding the focus on food safety in the curriculum is essential to provide comprehensive training on proper food handling practices and hygiene measures. This emphasis on food safety is crucial for the vendors' relationship with their customers and their ability to sell products and earn enough income. By prioritizing food safety, vendors can establish trust and confidence among their customer base, enhancing their reputation and ensuring repeat business. Additionally, incorporating workshops and/or strategies that address food safety concerns related to the climate, such as proper storage, new packaging options, and preservation techniques during challenging weather conditions, will further equip vendors with the necessary knowledge and skills to maintain the quality and safety of their products. It is crucial to explicitly highlight the specific significance of food safety for street food vendors, who face unique risks in their operations (related to kerosene, oils, and heat), also elaborated on in the following recommendation. 1. Provide training on (new) food handling practices and hygiene measures, also in relation to climate change resiliency. 2. Address specific challenges faced by street food vendors in maintaining food safety. Unique modules for street food vendors While a Vendor Business School can provide valuable knowledge and skills, it is important to recognize that street food vendors have unique needs and challenges compared to vegetable vendors. Street food vendors handle a different arsenal of products, primarily focusing on meat-based offerings. This distinction in their product range and value chain interactions necessitates tailored modules that address the specific concerns and considerations of street food vendors. For instance, modules related to vegetable preservation may hold little relevance for street food vendors. Moreover, street food vendors have expressed that a major challenge they face is the decrease in customers, which could be attributed to customers prioritizing essential food items over snacks in terms of inflation. Therefore, dedicated modules that address customer retention, marketing strategies (diversity in products for hot and rainy weather), nutrition of street food, and adapting to changing consumer behaviors can be beneficial for street food vendors. Gender perspective The data analysis revealed significant gender-related differences among the participants. Male participants expressed high satisfaction with the current state of domestic support, indicating that they do not need additional assistance. On the other hand, female participants rated the level of domestic support as insufficient and expressed a desire for more support. This difference suggests that females may face greater challenges in managing household responsibilities alongside their vending businesses. This underscores the need for VBS to address feminine entrepreneurship and provide tailored support to empower women. Furthermore, female vendors displayed a stronger interest in attending business-related training and were willing to dedicate more time to it compared to their male counterparts. In general, when male participants were questioned about the disparity in hygiene practices or the level of interest in hygiene between men and women, they indicated that there were minimal differences and that both genders were equally mindful of hygiene. Conversely, when women were asked the same question, they often highlighted that women are significantly more concerned with hygiene than men. Still, participants acknowledged that 24 it varies depending on the specific individual. Interestingly, both men and women acknowledged the success of female vendors, attributing it to their resourcefulness, more profit-oriented mindset, and strong communication skills in building customer relationships. Subsequently, the importance of gender as a concept was rated significantly higher by men compared to women, while women deemed the concept of the value chain to be of greater importance than men. Based on these findings and in order to address gender-specific needs and inclusive development, the curriculum is recommended to predominantly include gender-separated modules, at times interchanged by gender-combined sessions to create opportunities for mutual learning and open discussions on aspects such as work-family dynamics (perhaps combined with an inspirational speaker). Lastly, it is recommended to incorporate the consent of the husbands (or other main household leaders) of female vendors (where applicable) and involve them in the initial stages of the VBS curriculum. By informing (perhaps non-vendor) husbands about the potential benefits that the training can offer them as well, it can enhance the commitment of female participants and subsequently increase the likelihood of female vendors completing the entire course. This could be combined with a form of gender awareness training, addressing concepts such as gender differences, household management, hygiene practices, and customer interactions. In the interest of building and improving the gender dynamics and collaborations among vendors, we recommend that the VBS need to take consideration of the following: 1. Foster an environment of targeted learning with female and male vendors separated. 2. Encourage the exchange of knowledge and experiences to enhance business practices between both genders in sessions where an inspirational speaker visits. 3. Promote the understanding, awareness of gender differences, and appreciation of gender perspectives in the context of small food vending businesses. Size and length of the modules Given the extreme time constraints faced by vendors, it is essential to streamline the curriculum and make it more time efficient. Recognizing the demanding nature of their work and limited availability, a condensed curriculum will allow vendors to better focus on the needed key topics that directly impact their daily operations and profitability. A suggestion is, therefore, to make sure that all sessions do not last longer than a maximum of 90 minutes, with a total amount of two hours per week, divided into two sessions (also referred to in ‘Practical Components’). Focusing on any time efficiency, modules M7 ‘Business Planning’ and M8 ‘Business Launch’, which are currently part of the curriculum, may be removed as they may not directly align with the vendors' needs and objectives. As an alternative, a shorter culminating event at the end of the curriculum can serve as an educational platform where vendors can showcase and apply the skills they have gained throughout the program in practical, real-life scenarios. This event will offer an opportunity for vendors to further enhance their understanding of how to effectively implement their newfound knowledge in their day-to-day business operations. Moreover, as an alternative to the Business Planning module, this could be tailored towards the smaller practices elements, to guide the vendors in seeing their improved practices as a systematic and organized whole, and to project aspects such as choice of products, location of sales, sourcing of materials, and expanding the customer base into the future as part of a business plan. Furthermore, it is suggested that the other modules are shortened as well. 25 Practical Components Teaching methods When asked about participants’ interests in taking part in a training program aimed at improving their small food vending businesses, the overwhelming response from the participants was an enthusiastic "yes". Subsequently, the participants expressed a preference for a group learning environment, where they can engage with their peers, share experiences, and learn from one another. They value the opportunity to collaborate, exchange ideas, and support each other throughout the learning process. Additionally, they demonstrated a willingness to dedicate an average of 2.4 hours per week to the training program (Table 13). It was also observed during the FGDs that the small food vendors exhibited a notable difference in their level of engagement and honesty during the discussions held in a more natural environment for the participants, i.e., close to the market. Being in their familiar surroundings seemed to create a more comfortable and open atmosphere for sharing their experiences and perspectives. On the other hand, sessions conducted in a well-arranged location provided by the LGU had their advantages as well, such as the availability of air conditioning, which allowed participants to concentrate for longer durations. While both settings had their merits, it is important to strike a balance between creating a conducive learning environment and ensuring the authenticity and comfort of the participants in order to maximize their engagement and learning outcomes considering the implementation of the Vendor Business School. Table 13. Learning environment and time availability of small food vendors. Preference for group-learning environment above individual learning 97.7% Hours willing to make available per week for a training 2.4 hours Female participants - hours willing to make available 2.6 hours Male participants - hours willing to make available 2.1 hours Facilitator characteristics When the participants were asked about their preferences for a teacher at a Vendor Business School, two characteristics emerged as the most important among many vendors. Firstly, they emphasized the teacher's knowledge about business, emphasizing the need for someone skillful and experienced in vending skills. They believed that such a teacher would be able to provide them with practical knowledge and information, drawing from their own technical expertise. Second, many participants therefore also mentioned that a teacher with vending experience could better relate to their challenges and share relevant experiences. Other preferences were also expressed by the participants. While some acknowledged that a teacher from a university would be acceptable as long as they were genuinely concerned about their lives, others highlighted the importance of a teacher who is kind, understanding, and clear in their instruction. The vendors did not have any preference or concerns for an individual from the LGU or university. Gender was generally not a determining factor for most groups, but in three female groups, a preference for a female facilitator was mentioned. Some participants felt that they could better express themselves with a female teacher, while others expressed a sense of discomfort or shyness with male teachers. However, the majority agreed that the teacher's gender was secondary to their teaching skills and ability to understand their livelihood. 26 Overall, the participants desired a teacher that possesses good teaching skills, actively listens to their concerns, maintains a cheerful demeanor, and demonstrates an understanding of their unique circumstances as vendors. These preferences highlight the importance of selecting facilitators who can effectively engage and support the vendors in their learning journey, creating a learning environment where the ‘differences’ between the facilitator and participants are minimized. Teaching methods When discussing the preferred teaching methods for their training, the participants expressed their preference for face-to-face interactions as the most effective way of learning (Figure 7). They emphasized the importance of staying actively engaged, fostering direct interaction, and having the opportunity to ask questions. Inspirational talks were also mentioned as a valuable method, although participants noted that they were already learning from each other through their own experiences. On the other hand, exchange visits and online/video training were less favored. Many participants mentioned limited internet access, while others felt they could already find business-related videos online if needed. Exchange visits were deemed mostly unnecessary as participants saw little difference between their own markets/stalls and those of others and expressed time constraints. Additional suggestions for teaching methods include group chats, market loudspeakers, personal visits from teachers to the market, and books. Figure 7. Scoring preference for teaching methods in business training. A] Female participants' preference for teaching methods. 27 B] Male participants' preference for teaching methods. Note. The participant groups were asked to rank all four methods, where the ‘top 1’ method was assigned more points (3) than the lowest method on the ranking (0). The pie chart is a representation of these points followed by the participant voting. Time schedule In general, when participants were asked about their preferred timing for attending training in the near future, they expressed a preference for the afternoon, particularly after lunchtime around 1PM (Figure 8). In Quezon City, the majority mentioned weekday afternoons as their preferred time. In Pasay, the preference leaned towards weekend afternoons. Street food vendors indicated a preference for weekday afternoons, specifically between 2PM and 4PM. It is worth noting that some participants mentioned more than one option for their preferred timing. The percentages provided show how many participants find each timing suitable. Other graphs related to time availability are presented in Appendix E. Some primary obstacles for participants in joining a Vendor Business School are concerns about the uncertainty of increased profits following participation and finding suitable timing due to their busy schedules. Furthermore, there are several other factors that can discourage small food vendors from participating in a VBS program. One of the main challenges is their busy schedule and the inability to leave their stalls unattended. Vendors are concerned about missing out on potential earnings during the training sessions, as their primary focus is on sustaining their current business. Additionally, some vendors may feel reluctant to participate due to their age or the belief that they are already satisfied with their existing business. Other factors that can pose challenges to VBS participation include the distance and location of the training venue, especially if it requires travel. Some vendors, perhaps especially women, may face difficulties in finding someone to take care of their children during the training sessions, particularly if the responsibility falls solely on them. The availability of assistants or employees to manage their stalls in their absence is another consideration. Vendors emphasize the importance of being informed well in advance about the training schedule to make necessary arrangements. 28 Figure 8. Percentage of participants based on their preferred timing to join a VBS program. A] Female participants preferred time to join a VBS program. B] Male participants preferred time to join a VBS program. 29 Socio-political factors and inclusive development Vendors with greater resources tended to focus more on identifying opportunities. To ensure inclusive development, it is essential to promote targeted participant recruitment, including reaching out to vendors with the least capital. As a note, it is important to acknowledge that vendors may (initially) exhibit apprehension when it comes to participation in programs that involve transparency and accountability, showcased by hesitancy about rules and the tendency to assign blame to others instead of themselves. An approach is warranted that encourages vendors to obtain permits and promotes participation in cooperatives, enhancing the long-term position and prospects of vendors within the field. This is showcased by the efficiency and thriving of the public market vendor cooperative in Pasay. In light of inclusive development, equal opportunities should be provided to ensure that all potential participants are given the chance to enhance their business capabilities, irrespective of whether they currently hold permits or not (since local authorities may be hesitant to provide guidance and support to those who do not adhere to city regulations). Furthermore, it is crucial to acknowledge the hierarchy within street dynamics, including potential power structures between the VBS (such as the facilitators and researchers) and its beneficiaries, ensuring that the program empowers vendors rather than demonstrates dependency. This necessitates the close involvement of local authorities in education regarding the significance of decent work. To foster potential, ethical considerations need to encompass transparency, the on-field reality of a participatory approach, and fair governance within the VBS itself. When transitioning the VBS policy to local authorities, it is crucial to promote inclusivity and the contextual identity of entrepreneurship, avoiding favoritism or duality. Any authorities involved need to consider the limitations of problematizing informality and focus on a transition, rather than rapid formalization. 30 Conclusion This validation study represents a valuable contribution to the realm of inclusive and tailored development programs. By delving into the contextual curriculum and practical recommendations presented in this study, Vendor Business Schools hold the potential to not only flourish amidst informality but also significantly enhance decent work opportunities, effectively addressing the challenges brought about by urbanization. In order to succeed, it is crucial to recognize and explore the specific entrepreneurial context of small food vendors, avoiding a global definition of entrepreneurship when designing capacity-building programs. The validation study underscores the entrepreneurial intent among various vendor types and highlights the tremendous potential for capacity development within the Vendor Business School. While drawing sweeping conclusions for other cities in Metro Manila may not fully capture the nuanced socio-political and city-specific landscape, this study offers a valuable comparative case and framework for comprehensively analyzing business challenges in those regions. Therefore, it is essential to conduct (rapid) validation for each city where the Vendor Business School will be implemented. Moreover, it is imperative to examine the potential role of VBS and the broader Resilient Cities Initiative in addressing structural hurdles, and consider the establishment of vendor cooperatives and engaging in policy advocacy, even if these aspects lie beyond the primary scope of the program. By doing so, we can better understand the factors influencing the effectiveness of Vendor Business Schools. Taking all these considerations into account will pave the way for more successful and impactful development programs in the future. 31 References Acs, Z. (2006). 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Policy Intervention in the Street Foods Trade and Its Effects on Health and Livelihood: A Case Study of Quezon City (Metro Manila, Philippines). MA Thesis, University of British Columbia. 33 Appendices Appendix A - Topic List of FGD The following topic list served as a guiding framework to facilitate all sixteen group discussions and interactive group exercises. Participants were encouraged to provide detailed explanations in open dialogue and share relevant examples for each topic. 1. Orientation of challenges and opportunities Introduction a. Self-introductions b. Experience in food vending c. Motivations “what do you look forward to everyday as a food vendor” Challenges d. Business and marketing challenges e. Location arrangement (market, registration, and permits) f. Support received (national government, local government, and other organizations) g. Social constraints (pressure) h. Domestic challenges (household) i. External challenges (pandemic, economy, climate, politics) Opportunities j. Perceptions of a successful vendor k. Utilities (infrastructure, water, and electricity) l. Increased support from the LGU m. Capital n. Vendor knowledge and business skills o. Support for childcare p. Social cohesion (small food vendor networks) 2. Social norms and cultural practices Safety a. Decision-making and freedom of expression b. Violence c. Political autonomy d. Safety differences between women and men e. Relationship with authorities and community leaders 34 3. Motivation Vendor Business School a. Goals for learning b. Time investment c. Foreseen challenges 4. Facilitator Education a. Prior education b. Role models and mentors c. Teacher characteristics 5. Curriculum Business skills a. Teaching methods b. Learning environment c. Perceptions of food safety d. Hygiene and sanitation e. Gender dynamics f. Nutritional knowledge g. Climate change h. Understanding of value chain i. Ability to make profit j. Business ethics Value chain inclusivity k. Relationships with other value chain members (farmers, middlemen, suppliers, customers) l. Difficulties (quality of products, delays, efficiencies, fluctuating prices) 6. Ending a. Option for any additions from the participants 35 Appendix B - Vendor Typology 36 37 38 A 39 D AB A 40 Appendix C - ‘Current States’ Appendix C.1 Evaluation of ‘current state’, insights from all female participants. 41 Appendix C.2 Evaluation of ‘current state’, insights from vendors from public markets. 42 Appendix C.3 Evaluation of ‘current state’, insights from vendors from private markets. 43 Appendix C.4 Evaluation of ‘current state’, insights from street food vendors 44 Appendix C.5 Evaluation of ‘current state’, insights from vegetable hawkers. 45 Appendix D - ‘Subject Matter Priorities’ Appendix D.1 Summary of subject matter interest, insights from Quezon City. Appendix D.2 Summary of subject matter interest, insights from Pasay. 46 Appendix D.3 Summary of subject matter interest, insights from all female participants Appendix D.4 Summary of subject matter interest, insights from all male participants 47 Appendix D.5 Summary of subject matter interest, insights from public markets. Appendix D.6 Summary of subject matter interest, insights from private markets. 48 Appendix D.7 Summary of subject matter interest, insights from street food vendors. Appendix D.8 Summary of subject matter interest, insights from vegetable hawkers. 49 Appendix E - ‘Preferred Timing for VBS’ Appendix E.1 Preferred time for a VBS, insights from FGDs in Quezon City. Appendix E.2 Preferred time for a VBS, insights from FGDs in Pasay 50 Appendix E.3 Preferred time for a VBS, insights from FGDs with street food vendors. 51 Appendix F – Code Tree FGD Analysis 52 5-11-3496017  cip-cpad@cgiar.org www.cipotato.org @cipotato @Cipotato @cip_cipotato 53