Final NARRATIVE REPORT Strengthening Livestock Holders’ Livelihoods in Area C (Rawasi) CARE Austria/ CARE West Bank and Gaza in cooperation with Palestinian Agriculture Relief Committee (PARC), International Center for Agricultural Research in the Dry Areas (ICARDA) Grant Number: DCI-FOOD/2013/ 321- 192 Project period: 01.11.2013 - 31.10.2015 Reporting period: 01.11.2013 - 29.02.2016 This project is funded by The European Union and the Austrian Development Cooperation A project implemented by CARE, ICARDA and PARC The European Union’s 2012 Food Security Programme in the occupied Palestinian territory; Livestock based Livelihood Support Programme – field level component – (LbL-f)"
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Final NARRATIVE REPORT
Strengthening Livestock Holders’ Livelihoods
in Area C (Rawasi)
CARE Austria/ CARE West Bank and Gaza in cooperation with
Palestinian Agriculture Relief Committee (PARC), International Center for Agricultural Research in the Dry Areas (ICARDA)
Grant Number: DCI-FOOD/2013/ 321- 192
Project period: 01.11.2013 - 31.10.2015
Reporting period: 01.11.2013 - 29.02.2016
This project is funded by The European Union and the Austrian Development Cooperation A project implemented by CARE, ICARDA and PARC
The European Union’s 2012 Food Security Programme in the occupied Palestinian territory; Livestock based Livelihood Support Programme – field level component – (LbL-f)"
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FINAL NARRATIVE REPORT
Description & Preamble
1.1. Name of beneficiary of grant contract: CARE Austria
1.2. Name and title of the Contact person: Ms. Hiba Tibi (Project Manager, CARE West Bank
and Gaza), Judit Kontseková (Program Officer, CARE Austria)
1.3. Name of partners in the Action: Palestinian Agriculture Relief Committee (PARC),
International Center for Agricultural Research in the Dry Areas (ICARDA)
1.4. Title of the Action: Strengthening Livestock Holders’ Livelihoods in Area C (Rawasi)
1.5. Contract number: CARE Rawasi NEAR0-TS 2013/ 321-192
1.6. Start date and end date of the reporting period: 01.11.2013 - 28.02.2016
1.7. Target country(ies) or region(s):The occupied Palestinian territory in vulnerable 30 locations
in Area C -5 central and northern West Bank districts: North East Jerusalem, East Ramallah,
Jericho, East Nablus & Tubas (Center and North Jordan Valley)
1.8. Final beneficiaries: 2000 sheep and goat holder households in 30 locations in Northern and
Central areas in West Bank particularly Area C; 12,000 (individuals and members of 17
CBOs), and all livestock holders in target locations in general. Target groups1: 17
community based organizations (CBOs) serving 12,000 people (50 % female); 3
small/medium enterprises (SMEs) and social enterprises. Indirect beneficiaries: total
individuals reached: 12,500.
1.9. Countries in which the activities take place (if different from 1.7): idem/as per 1.7
Preamble
This document represents the final report for Rawasi Project. It builds on the interim report submitted
to the European Commission Delegation in Jerusalem on early 2015. It is composed of two main
sections: Section 1: Narrative report; Section 2: financial and audit report. Attached to the narrative
report there is a list of annexes that provide additional data on Rawasi project (technical aligned with
narrative content & administrative related to EU requirements: transfer of assets).
1 Target groups” are the groups/entities who will be directly positively affected by the project at the Project
Purpose level, and “final beneficiaries” are those who will benefit from the project in the long term at the
level of the society or sector at large.
3
List of Acronyms
ADC Austrian Development Cooperation
AIDA Association of International Development Agencies
CBOs Community Based Organizations
DAI Development Alternatives Incorporated
ECD European Commission Delegation
ER Expected Results
FAO Food and Agriculture Organization
ICARDA International Center for Agricultural Research in the Dry Areas
JLAC Jerusalem Legal Aid and Human Rights Center
LbL Livestock based Livelihood
MoU Memorandum of Understanding
MoA Ministry of Agriculture
MoL Ministry of Labour
MoE Ministry of Economy
MSA Market System Assessment
M&E Monitoring and Evaluation
NARC National Agricultural Research Centre
NCE No Cost Extension
NRC Norwegian Refugee Council
OCHA Office for the Coordination of Humanitarian Affairs
PARC Palestinian Agricultural Relief Committee
PCBS Palestinian Central Bureau of Statistics PLDC Palestinian Livestock Development Center PMDP Palestinian Market Development Program
PSI Palestine Standard Institute
SMEs Small and Medium Enterprises
UAWC Union of Agricultural Work Committees
VC Value Chain
WGs Women Groups
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Table of Content
1. Description 2
2. Assessment of implemented action activities 5
2.1. Executive summary of the action 5
2.2. Activities & Results 6
2.2.1.Activities under expected result 1 9
Activity 1.1. Demonstration sites for water harvesting and fodder production 10
Activity 1.2. Tailor made training program on water, grazing land and fodder management 15
Activity 1.3. construction, provision and rehabilitation of water infrastructure 17
Activity 1.4. provision of high yielding forage seeds 20
Activity 1.5. construction and rehabilitation of agricultural roads 21
Activity 1.6. Develop and implement evidence based advocacy plan 22
2.2.2.Activities under expected result 2 25
Activity 2.1. Improve management capacity of 17 CBOs 26
Activity 2.2. Tailor made program on farm management , animal husbandry and processing 27
Activity 2.3. Support productivity of animal husbandry 28
Activity 2.4. Facilitate access of CBOs to public and private veterinary service 31
Activity 2.5. Establish two model school farms 31
2.2.3.Activities under expected result 3 33
Activity 3.1. Conduct market system assessment 33
Activity 3.2 Design business plans for high potential CBOs and SMEs 36
Activity 3.3. design tailor made capacity building packages 37
Activity 3.5. Strengthening capacities of women’s producers groups 37
2.3.
2.4.
Assessment of overall implementation of activities
Assessment of the results
39
2.5. Updated action plan 46
3. Partners and other cooperation 49
3.1. Relations with formal partners 49
3.2. Relations with State Authorities 49
3.3. Relations with other organizations 50
3.4. Links and synergies with other actions 51
3. Visibility 51
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List of Annexes
Annex I Human Interest Stories
Annex II Video Documentation
Annex III Sample of Silage Brochure
Annex IV External Final Evaluation Report
Annex V Article in the Austrian Wiener Zeitung
Annex VI Article in the Austrian Tiroler Tageszeitung
1.3.4. Construction of water distribution points and promotion of good water management
PARC/ICARDA and CARE have worked with the 17 CBOs on assessing the areas’ needs with regard
to water systems and water management tools. Locations marked by lack of water conveying systems
were discussed. The candidate locations were finally selected upon clear set of selection criteria that
combined water indicators, socio-economic indicators and management capacities of the CBOs
criteria. Questionnaires were assessed by joint committees composed on of the CBOs and project
partners. Selection was finalized after consultations with MoA, municipalities and Palestinian Water
Authority.
Quantities and technical specifications of conveyance pipelines were estimated, and call for tender was
launched in the newspapers. A special management committee was formed in the selected locations to
distribute the tasks, define the management process, the distribution plan, the cost and the contribution
of the community, the sustainability of the activity and the duties of the CBOs and the beneficiaries.
Each committee has submitted their plan prior to actual implementation of the activity.
The construction work comprised the following: 1) Installing 10 kilometres of permanent water
conveyance pipelines 2) Construction of small closed water reservoirs, and, 3) Providing additional
required management accessories such as water meters, reducers and, valves. The dual use of water
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conveying system for both humans & livestock were taken into account when defining the technical
specifications of delivery and installation of network equipments.
The installed water networks were selected in areas that extended existing conveying system in areas
near to water source (water supply guaranteed). The total of 24,019 heads and 840 people will be
served by these networks as per the below details:
Water distribution points locations
# Locations Governorate km
Dimensio
n
(in
inches)
#
Serviced
Flock
#
Serviced People
1. Atuf Tubas 2.6 6 5,000 90
2. Ibziq Tubas 2.5 4 3,000 150
3. Yarza / Aqaba Tubas 3.55 4 2,000 30
4. Aqraba Nablus 0.75 2 5,778 210
5. Furush Beit Dajan Nablus 0.6 6 8,241 360
Total 10 24,019 840
(~140 families)
Due to the implementation of the water networks activities farmer were not only provided with a
sustainable source of water, but also with a cheaper source (where they are now paying less than 50%
of the original costs of water).
During reporting period, 100% of Rawasi target was competed where 10 Km. of water networks
were established in 5 locations.
Activity 1.4. Provision of high-yielding forage seeds
One of the most expensive inputs affecting the production cost for livestock holders is fodder (almost
70% of the cost of production). Through Rawasi project, livestock holders are introduced to new
affordable, high quality and productivity inputs that aim at reducing the cost of the fodder; such as
providing them with high yielding forage seeds.
Most of the forage seeds used by livestock holders have low yields and are not adapted to the climatic
conditions in the project area. ICARDA has pre-selected a variety of high yielding locally adapted
seeds and have planted them for multiplication with leading farmers’ groups (beforehand the success
of their adaptability and productivity levels were tested). More than 75 tons of improved wheat,
barley, vetch, clover, sorghum, corn and millet seeds were distributed to 492 lead livestock holders
from Tubas, Nablus, Jenin, Jericho, Ramallah and Jerusalem.
The total of 393 hectares was planted by selected beneficiaries under the supervision of project team.
Each demonstration was divided in two parts; one using the traditionally used seeds by the livestock
holders, and the second part with the new promoted high yielding forage seeds by the project. This
comparative testing methodology helped project team to easily convince the farmers with the
effectiveness of using the high yielding forage seeds that shall help them produce more affordable
fodder.
Livestock holders did not only plant the seeds, but were also involved in regular measurements of
quantities and quality of produced bio-mass and its impact on the livestock productivity. Below is a
summary of the results:
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Summer crops
Millet and corn performance were evaluated against each other (farmers traditionally used corn) at
farmer’s fields (10 farmers Millet and 10 farmers corn) at Tubas and Nablus during the growing
season. Three samples were selected randomly from the demonstration field (1 M2 per each sample) to
assess the average biomass weight of Millet, which resulted in an increase to about 29,330 kg/ha
compared to 22,000 kg /ha from corn.
Moreover, Millet could be harvested three times per season, compared to one time harvest for corn
(with total average biomass of 88,000 kg/ha = 75% increase of corn production). All results were
documented and shared with extension departments at MoA directorates; especially the fact that
involved livestock holders indicated that produced bio mass used in feeding animals (mainly sheep)
had shown high palatability by the animals.
Towards the end of the two seasons, farmers involved in the planting and the assessment of the high
yielding forage seeds started to act as local focal points sharing their experiences with other livestock
holders (demonstrations/ exchange visit activities under Rawasi/ etc.). They were also linked to NARC
who trained them on producing, conserving and storing the seeds for coming seasons. Assessments
with the farmers showed that they were able to reserve part of the planted seeds to be used in coming
season. Rawasi project was concluded with farmers planting their winter crops.
Winter crops
The improved wheat varieties gave 8 to 20% more grain yield than the farmers’ commonly-grown
variety (Kahatat) with better seed quality. The improved barley variety gave 10 to 18 % more grain
yield than the local variety. The improved vetch gave 25 % more yield and the improved clover gave
14% more grain yield than the local variety, which is commonly grown by farmers.
Finally, under this activity and as part of the collective management approach adopted by Rawasi
project; especially for natural resources; the team was able to convince the Tubas Governorate to
dedicate around 1738 dunums to be managed as grazing land. Part of which is currently under the
supervision of the field school farms.
During reporting period, 100% of Rawasi target was competed, as 5668 dunums (equivalent of
around 567ha) = 3930 dunums by farmers + 1738 dunums for collective management by the field
school farms and in coordination with the Governorate of Tubas (including additional approved areas
for the no cost extension period) were planted.
Activity 1.5. Construction and rehabilitation of agriculture roads
Many parts of the project area are difficult to access. Road infrastructure is either very poor or non-
existent which for example affects service delivery to livestock holders and hampers their physical
access to grazing land and markets.
In coordination with MoA, project team selected 10 kilometres agricultural roads with a width of four
to six metres (depending on the location). The selection criteria for the location of the roads included:
access to grazing land, size of livestock flock, CBOs and their members benefitting from road,
proximity to grazing lands and markets, etc.work will vary between the different locations but will
involve the following elements: heavy machinery works (bulldozers, graders, etc.), adding of a layer
of compacted and levelled base course, construction of culverts and longitudinal drainage trenches for
water drainage, construction of stony retaining walls for road protection.
The finalization of the agricultural roads was very challenging as Israeli forces were very alert in the
selected hot areas. The construction was carried out by experienced contractors who were able to
select most suitable interventions timing and most suitable machineries that would not attract the
attention of the Israeli military forces. None of the roads were destructed and the governorate is
officially taking care of their maintenance as part of ensuring maximum sustainability to the provided
activity. Due to these roads farmers are now able to get services in cheaper price (basically water), are
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able to access 9580 dunums of new grazing lands and are able to access markets in an easier manner
with much more reduced risks of losses due to spoilage. Below is a summary of the locations and
benefited communities:
Selected locations and length of agriculture roads
# Locations Gov. km # people # flock Grazing Areas accessed
(Dunums)
1 Ibziq Tubas 1.80 750 7,370 1,660
2 Yarza Tubas 4.30 1600 8,275 4,120
3 Al-
Mughayyr Ramallah 1.2 3770 9,200 2,100
4 Beit Dajan Nablus 2.7 1200 3,764 1,700
Total 10 7,320 28,609 9,580
Implementation status: 100% of work is completed in all locations.
Activity 1.6. Develop and implement an evidence-based advocacy plan to document and
advocate for protection of rights to land and water and improved access
Although evidence-based advocacy is part of ER 1, it constitutes an important cross-cutting
component as a key intervention strategy throughout. In line with CARE’s advocacy strategy, it
focuses on all aspects of access and movement restrictions as well as limitations that male and female
livestock holders encounter in the West Bank. Evidence gathered clearly showed the impact of these
restrictions on the livelihoods of the livestock holders.
1.6.1. Develop advocacy plan
Rawasi team builds on the work carried out by existing networks and allies active in advocating for
the rights of the target communities. Through the development of Rawasi advocacy plan, the project
team and in close collaboration with the communities, they provided timely evidence of ongoing
violations, procedures and developments in Area C.
The advocacy plan was developed involving key stakeholders in the target locations including:
representatives of the communities, NRC, OCHA, representatives of MoA. During the inception
period, project team was able to coordinate with different actors to inform them on: 1) target
communities’ pressing needs, 2) stake holders needed to be involved, 3) main activities to be
implemented under the advocacy plan.
Throughout Rawasi project, and based on evidence gathered by the team (in accordance with the
advocacy plan) the following was achieved:
Production of materials to advocate for protection of rights to land and water. This includes
advocacy related materials (activity 1.6.2.) and technical materials on water impact, land/water
management techniques, and tools. These documents were shared with MoA and relevant
actors.
Use project data in nation-wide advocacy platforms. This includes national events, protection
cluster and AIDA meetings.
Strengthen the system of reporting incidents where sustainable protection networks were
created between communities and NRC.
Created linkages between communities and the relevant ministries (MoA & MoL) to deliver
livestock related services.
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During reporting period: 100% of the work was finalized as the advocacy plan was developed,
linked to concrete activities and shared with relevant stake holders.
1.6.2. Production of short policy briefings
The evidence gathered throughout the advocacy plan and the different assessments implemented
through Rawasi were widely shared through meetings/ briefings/ short reports which detailed aspects
of access and movement restrictions (such as access to water and grazing land) and their impact of
livestock holders’ livelihoods. The briefings included concrete recommendations to key stakeholders
such as international donor communities, Palestinian National Authority, different governorates, on
how to reduce the impact of the restrictions on the livestock holders in Area C.
During reporting period: 100% of the work was finalized as short policy briefings/ meetings were
implemented throughout the project with international organizations, donors, MoA, MoL, Tubas
Governors, other NGOs active in the field. CARE and PARC used key messages drawn from Rawasi
activities to influence the development of livestock sector strategies and policies.
1.6.3. Strengthening of incident reporting chains
Because of the volatile political and security situation within Area C, one of the main goals of
advocacy efforts is to protect the lives and livelihoods of the livestock holders. Experience showed
that if demolition incidents are timely reported to stakeholders (basically NRC in Rawasi case),
chances of delaying and preventing demolitions are higher. Throughout Rawasi project, tehse
incidents were reported, documented and followed up systematically providing evidence base for
advocating against harmful occupation policies.
At the beginning of the project, joint training courses with representatives of target communities were
implemented to introduce reporting mechanisms in place. The training courses were implemented
jointly by NRC and OCHA to improve knowledge and skills of Rawasi team members in addition to
two representatives from each of the 17 CBOs. The training focused on evidence based incidents
documentation and reporting requirements and formats.
Based on the training course, a reporting system was created by the project team. Communities’
representatives followed the instructions, used the reporting formats on timely manner and shared
them with CARE who shared them with NRC. NRC followed up on all reported cases and referred
them to either their legal advisors/lawyers at NRC or at their partner JLAC or at the network of legal
advisors at the relevant Ministries.
Below is a list of all cases that were reported by the community. Two of them directly affected four
project beneficiaries, where one pool and three barns rehabilitated by Rawasi received demolition
orders. All cases, even those not directly related to Rawasi but within targeted communities, were
followed up on with the NRC in order to maintain the trust relations built with the communities.
(Details on each case are available).
Topic Items Date Location Involved
Organization
Affected
Families
Demolition Several structures:
tents and animal barns
4/06/2014 Al
Aqaba/Tubas
NRC 5
Stop Work
order
Several structures:
tents and animal barns . Official order
available
15/09/2014 Al
Malih/Tubas
NRC 2
Demolition
Order
Several structures:
tents and animal barns
. Official order not
available
07/10/2014 Bardala
village
NRC 4
Confiscation 3 tractors 09/12/2014 Khirbet Yerza,
Tubas
NRC 3
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Demolition Several structures:
tents and animal barns
06/01/2015 Tubas-
Kaabneh
NRC/EU 3
Demolition
Order
(Rawasi
related)
Several structures:
tents and animal barns.
Official order available
20/01/2015 Tubas- Ein al
Beida
NRC 4
Demolition Water line Yerza and
Eynoun
29/01/2015 Tubas (Yerza) NRC 2 communities-
50 families
Demolition
orders
Animal barns 24/06/2015 Numeh –
Jericho
NRC 3
Stop work
order
Water cistern 13/04/2015 Al Mughayyer NRC 2
Demolition
order
(Rawasi
related)
Water pool 10/02/2016 Beit Dajan NRC 20
As indicated in the table, two cases were encountered affecting directly intervention by Rawasi
project. However due to thorough follow up with NRC, project was able to prevent the interventions’
demolitions where cases are filed in the military court and anticipated to take at least 2-3 years.
1.6.4. Production of case studies and human interest stories
CARE and PARC collaborated with the 17 CBOs to develop four sets of multimedia case studies,
human interest stories and photo documents on evidence emerging from the project. These are used to
contribute to the national and international advocacy efforts around access and movement restrictions,
supplementing the policy briefings with a human face.
Please see Annex I: human interest stories
During reporting period: 100% of the work was finalized as four sets of multimedia case studies
created and distributed nationally and internationally.
1.6.5. Organisation of a round table discussion with decision-makers in Austria
In order to widely disseminate the key advocacy messages and stimulate discussion on human rights
based solutions to support livestock holders in Area C, CARE organised two interconnected events as
follows:
1. A visit of selected well known, widely followed Austrian journalists to West Bank to report
first hand on the impact of access and movement restrictions on livestock holders. The visit
started with a quick overview on Area C context in Palestine and its connections to
International Human Laws. A field visit followed in Rawasi targeted locations where
journalists were introduced to project activities/ interventions and innovations and their direct
impact on targeted communities in Area C. The visit was concluded with meetings with
selected Palestinian journalists who are actively involved in Area C issues. In addition to
immediate tweeting (while during the visit), the journalists went back and wrote articles on
their visit to Austrian newspapers and media outlets.
2. A round table discussion on February 25th, 2016 with decision makers in Austria, such as the
Ministry of Foreign Affairs and the Austrian Development Agency, peer international
organizations, media journalists, etc. The round table discussion was implemented in
cooperation with Austrian Development Cooperation who also brought experiences from other
countries on the topic “markets in crises” with strong focus on private sector
engagement/development. The presentation on Rawasi project focused on opportunities and
constraints facing livestock holders and the impact of the smart interventions carried out to
create sustainable holistic solutions in such restricting environment. Part of the attendees were
journalists, mainly those who participated in the field visit implemented by the project. As a
result of the successful presentation by Rawasi´s project manager (Ms Hiba Tibi) and CARE´s
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Regional Economic Empowerment Director (Mr. Anan Kittaneh) at this occasion, the Austrian
Development Agency invited CARE to present the proven approaches of private sector
development in fragile contexts at its annual all staff gathering in Vienna (foreseen for
09/2016).
During reporting period: 100% of the work was finalized as a round table discussion was held. And
media outlets broadcasted Area C related features in Austria.
2.2.2. Activities for expected result 2: male and female livestock holders have enhanced health,
quality and productivity of their livestock and improved links to extension services
Under Expected result 2 all activities are related to enhancing the health, quality and productivity of
farmers’ livestock and improve their links to extension services. All activities were completed. Part of
this set of interventions were training activities that focused on the governance and management
capacities of CBOs, their finance and marketing skills as well as improved farm management, animal
care and product processing.
The aim was to complement efforts made under ER 1. All training activities were provided in a similar
format; peer to peer training to ensure that the training of pioneer farmers is further disseminated to
other farmers.
The training activities were complemented and enforced by the project activities that provided crucial
inputs for the livestock holders. Under ER 2, this consisted of barn improvements (450 structures were
built for animal housing), provision of enhanced rams (distribution of 68 rams), distribution of log
books for livestock holders (2000 tracking materials distributed) and milk containers (670 steel milk
collectors were distributed).
These interventions were an important step in reaching higher productivity by livestock holders, who
can now manage their herds safer with increased knowledge. The introduction and dissemination of
best practices were enabled and strengthened by the use of model farms, where farmers can visibly
learn and adopt new techniques. It was decided to update one existing model farm in Tubas and
construction of another one in Beit Fourik.
Veterinary services have been addressed as a major issue to diminish production costs and increase
productivity; both the immediate availability was increased for the participants by hiring 4 equipped
medical staff, while structural linkages with public and private veterinary providers were improved.
This component has been closely incorporated with other activities. So veterinary providers (MoA and
private actors) were involved in the training and dissemination of best practices related to animal
health and productivity (AI, tagging of animals) as well as the follow up on the distribution of
improved rams among beneficiaries.
Activity 2.1.Improve management capacity of the 17 CBOs
Capacity building is one of the central strategies of the project; where it is designed to cover the needs
of both livestock holders and their CBOs. Livestock holders’ capacity building activities were more
focused on technical aspects related to animal husbandry, management of natural resources (water and
grazing lands), innovations to reduce the cost of production and increase the quantity and quality of
animal produce. Part of these trainings was addressed to lead farmer members at the CBOs who acted
as community focal points assisting the livestock holders to practice new technical knowledge.
Under activity 1.2 the capacity building activities were more focused on building the capacities of
CBOs to act as socio-economic hubs and to operate as inclusive collectives, both from a social and
from an economic perspective. This training series under activity 2.1 focused on good management
practices and organisational governance for the 17 CBOs. The training programme followed a gradual
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peer to peer approach. First, three lead livestock holders from each of the 17 CBOs were selected to
participate in the centralised trainings. The selection criteria included:
Number of CBO members and size of livestock flock,
Participation of women (mixed CBOs or women CBOs),
Experience and capacities in collective work and service provision,
Economic viability including investments, assets and employment.
Training themes were further defined based on the gaps identified in the capacity and needs
assessment (during inception phase) and included: cooperative enterprise development, women
collective enterprises, gender in cooperatives, legal issues related to cooperatives, internal regulations
and governance, marketing and entrepreneurship and financial management.
The total of 51 board of directors’ members were trained on two modules (4 days each) on governance
and the principles of cooperation. Feedback and assessment showed that 85% found the training useful
and 16% so far carried out corrective measures at their CBOs.
In a second phase, the 51 trained livestock holders (including 15 women) were involved in leading
knowledge dissemination on management techniques (finance and marketing) within their CBO. The
leadership of the 17 CBOs organised these follow-up processes which took place on a regular basis to
ensure wide dissemination (refresher trainings). All training sessions integrated results from the
livestock market system assessment to ensure the topics covered are relevant for the particular market
situation in each cluster.
During reporting period: 100% of training sessions were finalized where
Activity 2.2. Implement tailor made training programme on farm management, animal
husbandry and processing
Based on gaps identified in the capacity and needs assessment, a tailor made training programme on
farm management, animal husbandry and processing was designed and implemented. The technical
training program complements the management program and likewise followed a gradual peer to peer
approach. It was carried out in the 30 target locations where 15 livestock holders were targeted in each
location. The selection of participants was based on:
Participation of women (mixed CBOs or women CBOs),
Willingness and ability to share knowledge and experience,
Size of livestock flock (at least 20 sheep and/or goats),
CBO membership (Priority will be given to the members, however other livestock holders may
participate as well).
The training sessions for the selected livestock holders was practical in nature and applied a mix of in-
field presentations and small group discussions. Practical training sessions were linked to activity
2.3.1. Improving housing and shelter conditions (rehabilitation of barns). This facilitated the
knowledge sharing and learning among the participants where they were able to observe, test and
practice the new techniques.
Training materials were prepared in coordination with MoA, who was actively involved in the
designing and the implementation of the program with regard to institutional services related to
vaccination, animal medications and hygienic conditions of milking processes. All lists of livestock
holders benefiting from Rawasi were shared with MoA veterinary departments to include them in their
programs.
Under this activity, Rawasi team has disseminated the materials on Animal National Identification
System implemented under LbL Institution by FAO and MoA. Rawasi targeted farmers were
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encouraged to take part in the program. They have been explained the benefits and importance of the
tagging system on both individual and national levels.
In the second phase, these 450 trained livestock holders were involved in leading the dissemination of
the knowledge on the new techniques within the 17 CBOs. The leadership of the 17 CBOs organised
these follow-up processes which took place on a regular basis to ensure wide dissemination and
multiplication. Special attention was given to wrong individual inherited practices in animal
husbandry.
The training programme covered the following topics:
Farm management: improving housing and shelter conditions for livestock; farm recording and
animal tagging system; registration of farm events.
Animal husbandry: breeds; flock control; optimising fertility and reproduction; diagnosis,
prevention and treatment of animal diseases and causes of abortions and pre-natal mortality;
animal feeds, vaccine and medicines.
Processing: hygienic collection and processing of dairy products; improving traceability and
quality control; zoonotic diseases.
Marketing: access to local, national and international markets; Fair Trade; added value through
improved packaging and labelling; sections of credit and purchases
During reporting period: 100% of training sessions finalized with 450 livestock holders (35 female
livestock holders).
Activity 2.3.Support productivity of animal husbandry
Animal husbandry covers a wide range of activities such as care and managing, breeding, feeding,
housing and disease control. Good animal husbandry helps livestock holders to increase quality and
quantity of animal products. Based on the training programme Rawasi is collaborating with the 17
CBOs to provide the most needed inputs in implementing good animal husbandry practices.
2.3.1. Improving housing and shelter conditions (rehabilitation of barns)
The preliminary survey carried out by Rawasi during the preparation phase showed that most small
ruminant barns in the project area did not provide adequate shelter from weather. This was further
confirmed by the baseline survey and the CBOs who indicated that animal barns/shelters in the target
locations represented unhygienic condition that contributes to the spreading of animal diseases.
During the proejct period, 450 barns were rehabilitated through improving the structural design,
building partitions, installing feeders, drinkers and drainage system and introducing manure
management. Selection criteria focused on women owned barns, status of existing barns, cost of
rehabilitation, size of livestock flock. This activity was linked to activity 2.2. Implement tailor made
training programme on farm management, animal husbandry and processing, and was fully
coordinated with MoA.
During reporting period: 100% of barns (450) were rehabilitated and finalised (35 female herders).
2.3.2. Optimising fertility and reproduction (Provision of enhanced breed rams)
In line with the set of priorities defined by MoA livestock strategy; enhanced rams breeds activity was
further developed throughout year one of the project. A rapid assessment in the different locations
resulted in the selection of two main breeds as the most suitable for the locations climatic context:
Assaf and Awasi. These two breeds were already tested in the targeted locations and showed good
results in terms of the increase of production of milk and meat.
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In order to ensure that the rams were well selected, a special committee was formed of PARC, CARE
and MoA. The committee first set the selection criteria including the characteristics of the rams, their
certificates of origin, the history of the ram, selected blood tests and available permission from MoA.
The total of 68 enhanced breed rams were selected and distributed as per the details below (8 Awasi &
60 Assaf).
In parallel with the training on animal husbandry, Rawasi team and in coordination with the CBOs
pre-selected 4 lead farmers from each of the CBOs to receive an enhanced breed ram. The potential
rams’ beneficiaries were subjected to field study to ensure the success of breed improvement. The
selection criteria included: 1) commitment and the acquired knowledge throughout animal husbandry
training sessions (expertise to implement essential fertility and reproduction techniques such as
artificial insemination, pregnancy diagnosis, lambing and weaning management), 2) size of owned
livestock flock and, 3) participation of women. Selected farmers were requested to choose their best 15
ewes for each ram. Those ewes were subjected to mating program using the application of
synchronization. In case of the two CBOs responsible of the model field school farms, the rams were
not distributed to lead farmers, but were kept at the school farm.
In first mating course, 62 ewes were impregnated by improved rams’ breed to deliver 93 lambs (1.5
fertility rate; 53 males: 40 females’ lambs). The genetic impact of improved rams was tested on
fertility and meat gain as the first result to give evidence within project course. The early acquired data
showed that male lambs weighed 4.7 kg and females weighed 3.75 kg at birth contrasting to 3.3 kg’s
and 3.0 kg’s for indigenous breed. Those lambs were monitored during nursing period until weaning
age, whereas data showed sharp positive contrast against indigenous offspring (17.5 kg and 14.5 kg’s
versus 12.5 kg and 11.6 kg for males and females).
After discussions with different stakeholders (CBOs, lead farmers, MoA, PLDC, FAO, Sulalah
project, etc.), and taking into account the time constraint under this activity, Rawasi partners and in
collaboration with MoA decided to follow a well-organized and careful twofold approach to ensure
maximum benefit of the enhanced fast breeds improvement to larger scale through the lifecycle of the
project as follows:
1. Lead farmers receiving the enhanced breed rams; and during the second generation of
reproduction cycle (4 males’ offspring per ram), distributed one ram to another beneficiary in
coordination with the CBO. The cycle shall continue with the second generation beneficiaries who
in future shall distribute one ram of the enhanced breed. CBOs were responsible with the lead
farmers to follow up on the rams’ health conditions and made sure that rams are tested by MoA
prior to any distributions (this was feasible as Rawasi distributed with each ram separation tools to
trace and document rams health conditions, fertility and productivity).
2. In coordination with MoA and PLDC; artificial insemination techniques were introduced. This
allowed for better assessment of impact of the mating program (fertility, litter size, birth weight,
quality, conformation of offspring in comparison to offspring from the farmers rams) that was
tested during second year of the project. This activity will be followed up by the CBOs in
coordination with the MoA to document and disseminate best practices and lessons learned after
the end of the project.
This activity is well connected to the different activities under ER2. Field school rams and lead
farmers were monitored by Rawasi veterinarians to ensure that they are following and documenting
recommended better practices related to barn management, animal husbandry, enhancement of
productivity techniques, hygiene and animal health.
During reporting period: 100% of this activity completed (8 Awasi & 60 Assaf improved breeds
were distributed).
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2.3.3. Improving farm recording and animal tagging system
During technical training courses, Livestock holders have been trained in sound record keeping and
registering any livestock related events (e.g. vaccinations, medications, pregnancy), inputs (e.g. feed
and water consumption) and outputs (e.g. milk and wool production). This allowed farmers to better
practice barn management activities including fodder monitoring, mortality rates, flock health, quality
and quantity of meat and milk production, etc.
In coordination with MoA, the project has designed, printed and distributed user friendly farm records.
This activity was designed combining a simple numbering system for the farm to ease up the recording
process, however and due to the fact that the LbL-i is carrying out the national animal identification
system, Rawasi team put the numbering activity on hold to avoid duplication- as the target locations
were given the priority by the national identification system team.
During year 2 and as part of the coordination mechanism, CARE followed up with FAO to produce
water proof framed awareness raising posters that provided three different messages on importance of
animal identification system. 1500 framed posters (50*70) were distributed to municipalities,
veterinary services departments, most known veterinarians, and peer NGOs in different governorates.
During reporting period: 100% completed with all farm log books distributed, 1500 framed posters
(50*70) printed and distributed in West Bank.
2.3.4. Hygienic milking, collection and processing of dairy products
During different assessments carried out by Rawasi project, and through direct observations of the
field team, it was evident that there is a loss of collected milk used for dairy products as livestock
holders traditionally used wood milk collecting containers.
This activity aimed at providing the livestock holders with stainless steel collecting containers that did
not only allow them to save the wasted milk, but also allowed them to use better safe and hygienic
equipment; leading them to better processing of dairy products in a clean and safe way.
During reporting period: 100% completed distribution of hygienic milk utensils to 670 livestock
holders (approved 220 additional beneficiaries during NCE).
Activity 2.4 Facilitate access of CBOs to public and private veterinary services for reducing
mortality of lambs and increasing animal health
The preliminary surveys showed that livestock holders consider availability of and access to veterinary
services, vaccination and medicine as priorities for interventions. The loss of livestock due to diseases
is a direct risk to their livelihoods.
In the West Bank, veterinary services containing contagious epidemics are provided by the MoA.
Other classic veterinary services and control of non-contagious diseases are provided by private
veterinary service providers. Livestock holders in Area C have problems accessing both, due to their
physical, social and economic marginalisation.
Two full time veterinarians and two full time animal production specialists were hired to provide
complementary veterinary services and to build the capacities of livestock holders to identify health
related diseases.
Field team created linkages with private companies to provide medicine with more affordable prices.
This is carried out through the CBOs who were encouraged to carry out collective purchases for
medical inputs. Moreover, all data related to livestock holders beneficiaries of Rawasi, their locations,
contact details, size of their flock and the status of their flocks was all communicated to MoA
veterinary departments to better include them in public vaccination campaigns. Additionally, MoA
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focal point for Rawasi project was invited to veterinary field days where she met with beneficiaries
and CBOs to link livestock holders to MoA veterinary services.
In addition to carrying out more than 1200 visits covering 450 beneficiaries, the team and in
cooperation with MoA worked on designing and distributing educational materials addressing relevant
veterinary topics. All materials were coordinated with MoA including contact details, guidelines and
practices promoted by the MoA,
During reporting period: 100% completed where 1200 visits were carried out, learned lessons and
best practices related to animal husbandry were documented and disseminated with a collaboration of
MoA (10,000 printed copies), all data on beneficiaries transferred to MoA and linkages established.
Activity 2.5. Establish two model livestock field school farms for quality animal husbandry and
processing based on a cooperative approach
In parallel to the demonstration sites of new fodder production and water harvesting techniques under
ER 1, a field school farm was established3 (benefitting East Ramallah and Centre Jordan Valley) and
another one existing in Tubas was upgraded. During preparatory meetings, CBOs in the target areas
expressed their need for training facilities on new animal husbandry techniques and the MoA ensured
their support to the approach.
Model field school farms were used to allow farmers to participate in pilot demonstrations that build
on all components of project, illustrating how production and different value chain stages are
interconnected and how simple yet effective techniques allowed livestock holders to decrease the cost
of production and increase the quality and quantity of their products. The demonstrations focused on
the comprehensive process applying all training practices in the farm, following production hygiene
criteria, recommendations of the dairy market system assessment, innovative fodder production, water
harvesting, storing and processing techniques, in addition to thorough follow up with veterinarians’
recommendations and suggestions.
All practices were carefully documented as evidence for the farmers who were encouraged to replicate
the innovations (as they were actively involved in the implementation and the assessment of
innovations’ impact). The field school farms were opened to farmers member at the two CBOs
responsible of the management of the farms, farmers from the community and the surrounding
communities, and farmers from Rawasi project and other similar projects in West Bank (through
exchange visits).
The following knowledge topics are examples of capacity building and awareness raising activities
implemented by the field schools farms:
Promotion of techniques and best practices for livestock management, such as culling,
immunization and artificial insemination.
Provision of information on quality management training and certifications (e.g. HACCP) based
on the needs highlighted in the market system assessment (see Activity 3.1.).
3 Due to locations’ political and military context, the establishment of Beit Fourik took longer time to make sure that selected
location is not under threat of demolitions. Originally the school farm was selected to be established in Froush Beit Dajan,
but further assessments showed that it was a risky location as new military camp was established on a nearby location.
Throughout the selection process, MoA was fully involved not only on the level of location’s selection but also on the design
of the school farm.
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Fodder related topics: production and storing techniques, alternative feed, etc. specially that the
farm was provided with storage facilities that allowed purchasing larger quantities of fodder
with lower prices and to store them safely.
In particular, female members of CBOs were encouraged to participate and take the lead in these
activities, given their important role in dairy processing and marketing. In collaboration with the MoA,
experiences were documented and shared for MoA records and lessons learned.
As part of the exit strategy adopted by the project, team carried out the following:
1. Connected the field school farms with different service providers that are providing them with
services needed with lower prices. This includes fodder, veterinary services, management
tools, medicine companies, etc.
2. Created a follow up/ management committee composed of the CBO, MoA, PARC & CARE.
This committee shall follow up on the sustainability of the project and will ensure the linkages
with MoA programs. This committee is also following up on the establishment of the dairy
processing unit that was granted by MoA.
During reporting period: 100% completed work on rehabilitation of existing Tubas school farm
started, and finished construction of second school farm.
2.2.3. Activities for expected result 3: Male and female livestock holders have better returns from
increasing the value-added of their products
In order to serve the ultimate goal of the project; increasing the returns livestock holders have from
their products; the following complementary activities were implemented starting from a market
system/ value chain analysis of dairy products with business planning and capacity-building
opportunities for CBOs and SMEs who served as connectors to the market for smallholders. The
elaborate market system assessment has been concluded and its results have immediately impacted the
activities in the whole Rawasi program. Through its identified options for better and more sustainable
connection to consumers, it carried the potential to let farmers benefit from high quality production
and fair market linkages. The completion of the study gave way to the start of the other activities that
focus on specialized, high-impact training and intervention at the CBO/SME level. Most of these
activities continued in Year 2, to follow up on the improvements in the first phase of the project –
namely the improvements in the production phase of milk. In order to close the cycle of ER3; value
chain inputs were provided to 7 CBOs/SMEs to strengthen livestock holders’ access to markets and
optimise their products’ value chain. This included the creation of four dairy production units and
provision of complementary packaging machines to the SMEs. Activity 3.1 Conduct a market system assessment of sheep and goat dairy products
During the first eight months of the project, a customized comprehensive and detailed market system
analysis was conducted by the Small Enterprise Center, contracted by PARC. This assessment took
into account the uniqueness of each geographical cluster for each dairy product; it served as a
reference document that steered the decisions and interventions related to dairy production on project
level.
In order to respond to the needs of the different stakeholders, the assessment was designed to capture
data into the following main fields:
Market Demand for Sheep/Goat Dairy Products: where the overall demand in local and
international markets is described. This also included listing and analysing consumer’s
preferences for specific sheep and goat dairy products along with the attributes that meet
customer’s demand.
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Analysed current livestock holder’s product attributes (Competitive Analysis) including: 1) list
of key livestock holders’ products in Area C along with existing attributes that are produced at
the cluster level 2) comparison between farmers’ products with those existing in the local,
Israeli, and export market, highlighting differences in products’ attributes. Moreover, and at
the product attribute’s level, the assessment highlighted ways of improvement and changes in
order to enable access between livestock holders and markets.
Provided a thorough assessment of the infrastructure and services as part of the enabling
environment, and provided recommendations to stakeholders accordingly.
Value Chain Mapping and Analysis for products that are deemed to have potential and socio-
economic impact at the livestock holder’s level/ CBO level, including analysis of the
constraints, potentials, stakeholders, impact of extension services on the net income,
assessment of the capacity of target groups (knowledge, equipment, tools, technical
knowledge, etc.)
Value Chain Optimization and Development to increase Income of Livestock Holders through
improved access to markets and value addition based on the found potential, known existing
and potential stakeholder capacity (especially those of CBOs and livestock holders), identified
opportunities in the value chain to meet product demand and satisfy consumer’s preferences,
and identification of top ranked market players to be further targeted by the project.
Analysed systemic constraints facing women in dairy VC. The summary of main findings can
be summarised as follows:
o Agriculture, especially in the context of sheep and goat dairy products production, is
one of the most important sources of employment for women in rural areas. Women
are involved heavily in the input stage. However, they are constrained by the lack of
knowledge, equipment, and training. Majority of women use unsuitable equipment in
the input and processing stages. Additionally, women require training and knowledge
in the areas of nutrition, artificial insemination, hygiene, quality control and
marketing.
o Palestinian women own 7.7% of the land or real estate and fewer than 8% of the
agricultural holdings. Fewer than 20% of the Palestinian women exercise their
inheritance rights, a percentage decreases further in rural areas. Livestock is another
valuable agricultural asset that represents a source of income and wealth accumulation
for women as well as being an important source of resistance to shocks. Whole family
headed households have larger livestock holdings on average than female-headed
households. Education, health and nutrition are all constraints on women’s labor
productivity in agriculture. Females earn less than men from their livestock holdings,
although female-headed households are as successful as male-headed households in
generating income from their animals.
o There is a huge gap existing in terms of wages between females and males in the
Palestinian livestock sector. The average daily wage of permanent male employees is
around 65 NIS and 70 NIS for temporary male employees, while 37 NIS for
permanent female employees and 53 NIS for temporary female employees. This issue
has to be addressed at all levels, especially through enforcing the labor law. Women
comprise, on average, 24-43% of the agricultural labor force in Palestine. According
to FAO, women are more likely than men to hold low-wage, part-time, and seasonal
employment.
o The gender gap in formal and informal wage employment is large and women tend to
be paid less and sometimes even unpaid. Farms that are run by female-headed
households tend to have less availability of farm work as these households are
typically smaller and have fewer working-age adult members. Agriculture is the most
important source of employment for women in rural areas. Women’s participation in
the agricultural labor force may lead to an underestimation of the amount of work
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women do. This is because women are less likely than men to define their activities as
work and less likely to report themselves as being engaged in agriculture. The time
provided by female farmers to agriculture varies widely depending on the product and
the phase of the value chain. However, women are typically involved to some extent
in all farming activities. Women perform almost 100% of the processing procedures
for dairy products such as preparation of cheese, yogurt and lebaneh, which they
process either at their homes or in small production units.
o Lastly, women are less likely to utilize purchased inputs such as fertilizers, improved
seeds and/ or mechanical tools and equipment. Women are only half as likely as men
to use fertilizers, which translates into a high productivity advantage for men over
women. Gender gaps exist for a wide range of agricultural technologies, including
machines and tools, improved plant varieties, animal breeds, fertilizers, pest control
measures and management techniques. The share of farmers using mechanical
equipment and tools is quite low, but it is significantly lower for farmers in female
headed households and, at times, by very wide margins.
Results of the VC assessment has steered the design of Rawasi project activities including those
related to production, processing and marketing (ER1, ER2, ER3). And since the assessment was
cluster based; it also validated the interventions and decided on where these interventions should be
implemented. For instance if water was identified as the main challenge in a given cluster; then water
management techniques/ infrastructure/ etc. would be given the priority as target area in that cluster.
As for the market linkages component (ER3); findings demonstrated that sheep and goat dairy
products produced at local level – i.e. by households and CBOs, such as fresh milk, yogurt, strained
yogurt (labaneh), and hard-skimmed yogurt (jmeed or kishik) – have huge market potential (While
local cow-livestock holders face high competition, sheep and goat livestock holders would benefit
from being linked better to local markets).
The assessment showed that there is an annual increase in demand of about 3%, which makes dairy
products a high potential market:
Existing shortage and unavailability of sheep and goat dairy products, especially in premium
markets e.g. Ramallah, Hebron and Bethlehem,
Less competition on unmixed sheep and goat dairy products than for cow or mixed dairy
products.
Also the assessment showed that since sheep and goat holders are mostly poorer small-scale farmers,
there is a large social benefit in addition to the economic impact. However, realising the socio-
economic potential and increasing the value-added of the sheep and goat dairy products requires the
following:
Increased quality consistency and assurance of dairy products,
Better packaging than what is currently available,
Better documentation of source of origin and ingredients.
The results were shared with different actors at the national level including MoA, INGOs & NGOs.
This can be summarized as follows:
1. On project level: the results provided project team and relevant consultants with guidelines to
design all project activities along the value chain to respond to identified constraints (e.g. related
to unaffordable cost of production and low quality produce) and optimization options (related to
private sector engagement for both marketing and provision of innovative solutions). It also
contributed to the identification of most relevant actors, selection of top ranked CBOs & WGs/
SMEs, the capacity building activities, the design of the value chain inputs (dairy units design) and
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also the marketing activities that were fully based on the findings of the study and its
recommendations.
2. On CBOs & Women Groups (WGs)/ SMEs level: all market information related to market
demands, existing competition on cluster and national level, attributes, consumers behaviours and
preferences were all integrated as part of the capacity building activities and the development of
action plans. Assessments with targeted CBOs & WGs/ SMEs showed that access to market
information and its implications on their work was enormous.
3. On MoA level: all results and recommendations related sheep and goat dairy products
technicalities, enabling environment –especially in Area C- were provided to MoA to based their
intervention on evidence. The results were also taken into account when developing the livestock
sector strategy and other agriculture sector strategy.
4. On Palestinian and international NGOs level: the same is applied on the NGOs active in the field;
who were provided with the results and were fully consulted throughout the process. The
assessment document was used as a reference for relevant actors; providing them with evidence
based recommendations for the designing of livestock and fodder production projects. This
includes: UAWC, GVC, DAI and Oxfam Italia.
5. Private sector level: the results of the assessment provided and incentivized model for private
sector to invest either in the dairy products itself (will be highlighted in the coming sections), or in
providing innovative solutions identified as part of the constraints facing the value chain. For
instance the involvement of the Palestinian companies in manufacturing conservative agriculture
seeders and more effective hydroponic stations.
During reporting period: 100% finalized through the cluster-based and participatory sheep and goat
market system assessment (incl. gender analysis) conducted. Assessment report was customised for
each of the clusters and results were shared with communities and other stakeholders. Third
component of this project focus was decided: leveraging the additional value added of sheep and goat
products by focusing on quality and marketing.
Activity 3.2. Design a business plan for each of the 7 high-potential CBO/social enterprise/SMEs
Seven high-performing entities (4 CBOs and 3 SMEs) were identified and selected (from the
originally targeted 17 CBOs and from mapping on existing active SMEs) based on the findings and
recommendations of the Dairy Market System Assessment. Further, more specified and market related
capacity building was carried out with these seven high potential enteties to act as socio-economic
hubs, capable of providing their members with market related information and services; thus
empowering their communities and livestock holders to resolve key constraints in their value chain.
The design of high level business plans and needs assessment was carried out during the market
system assessment, where a general profile for each of the 17 CBOs and identified 3 SMEs was
developed.
Under this activity a more elaborated well-articulated and detailed business plans and needs
assessment were developed for the top ranked 7 CBOs/ SMES with highest potentials. These were
selected based on the following criteria:
Their technical and non-technical capabilities, including management, governance, financial,
marketing and sales, processing requirements, quality awareness, financial systems and
technical requirements;
Their facilities readiness and requirements, including modern vs. traditional processing,
available machines for packaging and collecting points for milk; and
Tacking stock of infrastructure (i.e. water, electricity, sewage), including required rehabilitation.
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Analysis of the dairy value chains for the 7 high potential CBOs/ SMEs was dissected elaborately
along two main chronological phases: 1) Pre-production phase and its key activities (keeping dairy
sheep and goat, growing fodder and feeding animals husbandry practices like breeding, and disease
control), 2) Production phase (milking and delivering small amounts of milk for local consumption
(less than 5 % of total milk), collection and bulking, cooling, processing and packaging, transport and
distribution, wholesale and retailing).
During reporting period: 100% completed with high level business plans and needs assessment
finalised for the 17 CBOs and the 3 SMEs. Customised VC optimization analysis finished and
business plans were developed along with the needs assessment.
Activity 3.3. Design a tailor made capacity building package for 7 CBOs/SMEs to fulfil their
business plans
Based on the results of the market system assessment and the development of the business plans and
the needs assessment of the 7 CBOs/ SMEs capacity building themes/ packages were designed for the
top ranked CBOs/ SMEs. The capacity building under this activity was more thematic oriented
towards value chain assessment results including pre-production phase, production phase, processing,
packaging, marketing, etc. moreover the capacity building package also focused on CBOs/ SMEs
management and governance- especially when it comes to established networks with small and
medium livestock holders supported by the project.
Under the lead of Rawasi business development and marketing specialist; all consultants involved in
Rawasi project reviewed all relevant project documents to ensure developing a thorough, unified and
comprehensive understanding of the project’s market oriented approach; and how all components are
designed to achieve it. This entailed the revision of the project proposal, logical framework, market
dairy system assessment, baseline survey and all other studies/reports conducted within the
framework of the project. As a result; an integrated capacity building plan was developed covering
multi-layered topics including: management, food processing and marketing.
Moreover, and in order to ensure that all involved actors; including project team, consultants and the
target group are on the same level of knowledge and understanding of the interconnected actions,
cluster based “market system information document” was integrated in the capacity building
component. These cluster based documents included summary of main findings of the assessment in
relation to value chain constraints and opportunities to be taken into account, aligned and integrated
with different project’s activities as follows:
Farming practices and animal husbandry;
Constraints related to high cost of cluster based production inputs;
Processing weaknesses and areas of improvement;
Constraints and opportunities related to enabling environment and institutional support;
Value chain cluster based immediate required interventions including interventions related to
infrastructure; e.g. roads’ rehabilitation, water infrastructure, natural resources’ management
tools, fodder production and grazing lands management, cold chains, etc.
Assessment of existing marketing channels and potential possible linkages to SMEs and private
sector;
Market/ consumers demands and preferences on dairy products.
Capacity building themes and topics provided to 7 targeted CBOs/ SMEs:
1. General most relevant capacity building themes:
Two capacity building consultants were contracted to cover the below listed identified cross
cutting capacity building topics from a market oriented approaches’ perspective:
Access to market system information: this is based on the dissemination of results
presented under each cluster summarizing the main results of the Dairy Market system
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assessment in a simplified and comprehensive manner; ensuring that CBOs and targeted
beneficiaries are aware of project assessments results that has direct impact on their
practices. Improvements on CBOs/ SMEs were sensed as in the coming activities
including marketing and processing. They were integrated in other capacity building
activities. (tasting events and linkages with new dealers and within the exhibitions,
connections with new clients and SMEs). This was also sensed on the hygiene/ pricing/
ruling grounds of the internal groups/ packaging/ selection of the marketing channels.
Governance and Aspiration: This includes the role of leadership and legal directions
within the different CBOs/ SMEs; how to mobilize different concerned parties, livestock
holders, different service providers, private sector, and even government and local
authorities; all taking mission, business and operation plans as the base.
Business and management capacity: This part included the most relevant functions
influencing the performance of the different target groups from business perspective. It
combined the work on business and market oriented approaches but also linked it to
CBOs/ SMEs social principles, i.e. ensuring the respect of members and the society as a
whole; with special focus on programs linked to local communities (this includes aspects
related to restructuring and revision of membership (including fees revision), tasks
division and responsibilities of the different members including the board of directors,
human resources management, financial management, etc.
Animal husbandry and barn management capacity building activities from VC
perspective: built on activities under ER1 & ER2 with more focus on VC. This included
all actions related to reduction of cost of production; and the enhancement of quantity and
quality of the products during production phase.
2. Capacity building related to food processing: Based on main findings of the Dairy Market System
Assessment; food processing areas of enhancements were identified as a cross cutting capacity
building themes for all the clusters. These include: hygiene, quality, processing techniques and
innovation. Specialized team of 3 experts working on food processing were contracted to
implement capacity building activities on food processing. In addition to the general topics; more
advanced food processing capacity building and coaching was provided to the top ranked CBOs
who received dairy processing unit. This component was coordinated with two main actors: 1)
SMEs; 2) marketing specialists; 3) results of the customers’ preferences’ survey carried out by the
Dairy Market System Assessment.
The three consultants complemented their areas of expertise; the first provided training on milk
sector/ milk composition and how to deal with it from hygienic perspective and on problems and
challenges facing the sector. He focused on milk processing in the farm, milk processing in
elaborated units, milk processing in the labs, processing units’ operations, yougurt production,
labaneh production, cheese production, and innovative products. Second consultant implemented
practical demonstrations at the different targeted CBOs and provided them with more elaborated
processing techniques that focuses on quality and hygiene while keeping traditional attributes
preferred by the consumers. The third consultant provided training on tools to be used in
processing provided by the project. He was the one responsible of the design, the technical
specifications for the equipment and tools due to his experience in manufacturing knowledge.
Moreover he was involved in the testing of the delivered equipment along with carrying out
training courses and the overall follow up with the vendors.
As part of the capacity building on processing practical visits were encouraged including:
6 women were selected from the different target groups to participate in a training course in
Kerak- Jordan to learn from dairy units run by women from similar back ground (Bedouin)
who are producing new products using new processing techniques specifically for sheep and
goat dairy products (butter milk, butter, jameed, etc.). The capacity building also focused on
hygiene and pasteurization of milk to increase shelf life, reduce the losses and improve the
quality, without affecting the processing of the products (mainly cheese). Gained knowledge
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was transferred to other women (70 sheep and goat holders; members and non-members at the
CBOs) from the targeted communities. These capacity building activities combined theoretical
knowledge with practical processing of dairy products with women.
Visits to new manufacturing infrastructures producing new varieties with high quality and
hygiene.
Attendance of relevant workshops including Palestinian Standard Institute that defined the
trade mark, specifications, lifetime, legal status, etc.
3. Capacity building related to marketing
Access to markets (particularly via quality management, packaging, marketing and sales) is the
key issue for almost all livestock holders in the project area. Rawasi methodology was based on
the fact that in order to improve access to markets, the entire value chain has to function well to
satisfy the market demand. This was the base for defining the VC inputs provided to enable the
seven CBOs/SMEs to remove key obstacles in the value chain faced by livestock holders in the
respective location.
As the marketing component is expected to be a key challenge, this project carried out the capacity
building activities for marketing, in addition to marketing activities. Part of the capacity building
tasks identified to be carried out by Rawasi marketing specialist and in full coordination with the
capacity building specialists is capacity building for the different CBOs/ SMEs on marketing. A
general capacity building theme was provided to all CBOs, but more advanced capacity building
activities were given to top ranked CBOs/ SMEs reflecting the recommendations of the business
plans and the consumers’ survey recommendations (for the selected dairy products: fresh white
cheese, boiled white cheese, Yogurt (Laban), Labaneh, Jameed (solid Yogurt), and fresh milk).
The general topics identified by the market system assessment can be summarized as follows:
preferred marketing channels, marketing concerns (production seasonality, high prices due to high
production costs, high competitiveness, unattractive packaging, low local demand, etc.),
distribution channels for dairy Products (direct/ middlemen, retailers/ dairy units), pricing,
distribution Channels, packaging and labelling, promotional materials, and pricing mechanisms.
The training also identified most suitable channels in premium markets, and existing potential
linkages and channels fair for both consumers and farmers.
As for marketing activities, the project team focused on the implementation of inter-connected
activities that can be summarised as follows:
1. Leveraging PARC’s marketing social enterprise arm “The REEF” which provided selling
opportunities (shelves) to the seven CBOs/SMEs in their centralized store in Ramallah.
2. Products were displayed at exhibitions in order to link the seven CBOs/SMEs with hotels,
private sector companies, and other customers.
3. Tasting campaigns and displays in 26 most recognized selling points in premium markets
(Ramallah, Bethlehem, Hebron) where rental fees were covered initially by the project and
then by the seven CBOs/SMEs themselves.
4. Networking with retailers, dealers and distribution channels.
5. Coordination between CBOs and SMEs through reaching fair agreements related to
quantities, delivery timing, whole sale and retail prices, etc.
4. Business Guidance and Coaching
This component focuses specific capacity building requirements based on business plans being
developed for top ranked CBOs/ SMEs. Based on identified requirements of the different target
groups; and in addition to identified capacity building; a more elaborated, focused and intense
coaching and mentoring was provided to ensure the implementation of the business plans.
35
This coaching was carried out by the business development consultant who acted as a source
person who connected all the knowledge provided by the different consultants and experts to the
target groups. He was able to link theoretical knowledge generated from the dairy market system
assessment with the business plan practical implementation steps that built on processing and
marketing components; explaining its importance and facilitating its implementation by the
different target groups. Through constant coaching; he was able to support connecting CBO with
first SMEs, and then other private sector actors, he oversaw the establishment of connections with
different vendors and the drafting agreements to organize these connections. It is very important to
note that part of coaching activities were dedicated to product development.
During reporting period: 100% completed as capacity-building packages designed and delivered to
each of the seven CBOs/SMEs.
Activity 3.4. Provide value chain inputs to the 7 CBOs/SMEs/social enterprises to strengthen
livestock holders’ access to markets and optimise their products’ value chain
After quick assessment on the role carried out by the vender (SEC) under this assignment with the
different CBOs/ SMEs/ WGs; Rawasi team had to work more on further specifying developed
business plans in terms of adaptation to Area C context dairy business requirements, technical needs
and specifications of value chain inputs.
Prior to implementation of the business plans, and before investing in suggested value chain inputs
(mainly equipment for the dairy units by SEC); Business development specialist and food processing
consultant thoroughly reviewed suggested inputs and assessed optimal options that shall ensure
expected quality products.
Based on visits to both existing dairy processing units/ manufactures; and after researching the best
assemblies and dairy production lines, value chain inputs specifications were further developed for the
units to be established. These took into account the uniqueness of Area C (connections to electricity),
the capacity of the CBOs/ SMEs to work on dairy products (accessibility to milk as main row
production input quantities), maintaining traditional processing attributes while atomizing production
processes to ensure better hygiene and quality. The specifications took into account how to smoothly
transfer production processes through simplified yet efficient and quality equipment and machines.
Four dairy processing units were designed and provided to selected 4 CBOs. The equipment were
custom made taking into account lessons learned from existing models including size of milk,
electricity usage, needed maintenance and the complexity of operationalization of the units. The units
provided a comprehensive set of functions needed to testing the raw materials (milk quality),
processing the milk, packaging and shrinking. The machines provided to the SMEs built on those
provided to the CBOs especially when it came to more elaborated packaging and labelling.
Moreover and as part of the provision of VC inputs the units were rehabilitated according to PSI
requirements ensuring the locations/ venues are meeting hygiene and quality processing requirements.
Please note that these inputs were always done as part of wider capacity building under 3.3 to ensure
sustainable and efficient usage of the units.
During Reporting Period: Value chain inputs provided to the seven CBOs/SMEs/social enterprises.
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Activity 3.5. Strengthen the capacity of women’s producer groups to market their products
Based on the gender related findings from the preparatory survey, the baseline and the extensive
market system analysis, Rawasi selected 50 women from the targeted communities based on their
entrepreneurship aptitude and interest in engaging in income generating activities.
Apart from baseline or market assessment, CARE & PARC team conducted field meetings with
CBOs' representatives and with community-key informants to identify existing women producers
groups. 56 female producers were recognized with entrepreneurship capacities to be further targeted
by Rawasi. All 10 formed women groups were linked to targeted CBOs to ensure their sustainability.
These linkages will allow them to receive services provided by the CBOs to their beneficiaries
including capacity building, access to collective purchase, etc. These women groups were involved in
the dairy market system assessment to cover all questions related to women work within the value
chain and gender issues.
Customised training packages on entrepreneurship and market awareness were designed, taking into
consideration the aspects identified in the gendered market mapping exercise and CARE’s recent
“Gender in Agriculture” assessment. Capacity building activities for women groups adopted CARE´s
women empowerment framework components as follows:
Capacity building on agency level related to women’s knowledge, skills, confidence, or individual
capacity.
Capacity building on relations level, (or a woman’s ability to build relationships and foster mutual
support) with another market actor, household or community member, or government agent who
can choose whether or not to discriminate against them based on gender or age.
Capacity building on structures level, (or the institutional environment that shapes a woman’s
life).
On the top of this capacity building framework, and during the market system assessment activity
implementation, technical practical training for selected women (each of the four clusters for two days
workshop) was conducted on data gathered through the assessment and covering the following topics:
entrepreneurship, competitive advantage of products, assessing feasibility of other income-generating
activities, managing teams and initiatives, quality standards and marketing.
High potential women groups in dairy processing & production that were identified by market & VC
assessment were targeted in scaling up their business through dairy-processing units. Accompanying
the capacity building activities, women groups were targeted with marketing activities similar to the
list under activity 3.3. Design a tailor made capacity building package for 7 CBOs/SMEs.
Additionally and as part of exit strategy activities that was implemented by Rawasi, two women
groups were provided with additional coaching related the operationalization of the equipment
received as part of their dairy units (under activity 3.5). Coaching included clear division of tasks and
responsibilities among the different members, the detailed description of raw material sources,
functions of the machines, maintaining and identification of marketing channels, and legal status of the
unit in the future. As a result of this training, one of the women groups is currently under the process
of registration in MoI. It is worth mentioning that the same women group has increased their
production capacity reaching 200 Litres/ day. All their production is marketed and it is currently
reaching new markets in Nablus, Ramallah, and Jenin.
During reporting period: 100% completed through the identification of women groups, and
provision of dairy units for the two top ranked groups.
2.3 Activities that have not taken place
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As part of the coordination framework between LbL-i and LbL-f projects; Rawasi project team – and
based on official approval of the ECD- and in coordination with FAO and MoA; Activity 2.3.3.
Improving farm recording and animal tagging system was modified where CARE replaced the
production of animal tags with awareness raising posters. The original activity included the production
of animal tags for targeted beneficiaries’ barns; however coordination between the partners and the
donor showed that animal tags were going to be produced by LbL-i as part of the animal national
identification system. (please note that Rawasi provided beneficiaries with numbering tools under this
activity that were needed urgently for barns management and recording).
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2.4 Assessment of the Results
Although some project activities faced delays in year1, all planned activities were implemented under the project -with additional 4 months period of NCE-
(except for the animal tagging that was replaced with awareness raising materials for the national identification system as agreed with the donor). Data
collected, meetings and assessments showed that the project was able to overcome all faced constraints and achieve set ERs fully (except for increasing
women participation in boards of targeted CBOs).
The methodology of the program allowing Rawasi to build all its interventions based on evidence gathered from the field- the results of the dairy market
system assessment- contributed significantly to maximising the benefits as they were designed to correspond to most significant systemic constraints along
the VC; starting from production inputs, production, processing, outbound logistics and ending with sales and marketing chain.
The project was able to strengthen the resilience and increase income of sheep and goat holders, including women and Bedouins. It assisted male and female
livestock holders and CBOs to improve their access to and management of natural production inputs (water, grazing land, and fodder). It provided them with
comprehensive capacity building to enhance health, quality and productivity of their livestock and improved links to extension services. And it supported
them to become more market ready with better returns from increasing the value-added of their products and decreasing the costs of production.
Project activities will not end with the end of the project. They are designed based on needs and are corresponding to identified constraints providing
innovative, achievable and scalable solutions that will be valid for years as they provide winning situation for all actors who will continue benefiting from
them. Created networks brought together highly committed actors who were able to succeed during project lifetime and will continue afterwards (due to
obtaining the skill and the will to do so).
The below section indicates the overall assessment of the activities status, their results, and provide risk mitigation factors. It connects the assessment with
the logical framework.
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Overall objective to
improve the food security
and sustainable livelihoods
of livestock holders,
including herders.
Male and female livestock holders
have improved their food security
(Food Consumption Score, and
PCBS sex disaggregated)
Food security sector PCBS assessments showed that food security slightly improved in WB
between 2013 and 2014 where the percentage of population under poverty line dropped from
33.2% in 2013 to 29.6% in 2014.
Specific objective to
strengthen the resilience and
increase income of sheep
and goat holders, with a
specific focus on women and
Bedouins.
At least 50% of male and female
livestock holders have increased
their net income by at least 10%
at the end of the project (sex
segregated).
TARGET: 1000 livestock herders have increased their net income by 10% reaching 830
NIS per month (10% increase over 755 NIS).
Increase on net income is achieved either through decreasing the cost of the production or
increasing the production size. Target was fully achieved as income increased from 755
NIS to 1100 NIS for all 2000 farmers (with an increase of 345 NIS/ farmer). Summary of
achievements is as follows:
Decrease percentage of purchased water per farmer: 65%
The total of water cost before project was 130,000 NIS, and after the project it reached 54,870
NIS, 40 NIS per farmer. (1980 farmers in total)
Cost reduced due to grazing lands prolonged period= 364,930 NIS
4930 NIS/ farmer (73 farmers total)
Total cost reduction in NIS due to fodder introduction = all reducing the total of : 662,400 NIS
1070 NIS/ farmer (619 farmers in total)
Conservation agriculture Seeding rate reduced by 3kg/dunum = 3000 NIS in total 25 NIS/ farmer (120 farmer in total)
Total of 1,144 veterinarian visits over two years of project, saving the amount 68,640 NIS
due to veterinary services provided through Rawasi project.
Savings due to medicine monitoring and guidance reached 185,000 NIS over two years (before
the project the cost was 340,000 NIS after the project 294,000 NIS the reduction is due to better
instructions on medicine usage and facilitation of collective purchase).
Total saving due to decreased mortality rate and abortion reached: 1680 NIS/ farmer/
year (756000 NIS in total 1680 * 450 farmers)
The total of 10% increase in lambs’ meat daily gain due to improved rams’ breeds ( before
project 375 gm/ Assaf & 325gm/ Awassi, after project it reached 450 gm/ Assaf& 390 gm/
Awassi). The total of 315 NIS / farmer/ lamb increase in daily weight gain (in total for all
farmers= 315*68= 21,420 NIS).
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The meaningful participation of
women in mixed CBOs has
increased by at least 10% at the
end of the project.
Women participation at the CBO level was not significantly increased. It reached only 2%.
This is due to the male dominated sector and the very short period of implementation of the
project in terms of introducing social change. However the following are examples of
achievements on this indicator:
Fqqua’a CBO was fully linked to women CBO in the same community and are
running the dairy unit jointly. This connection goes beyond providing women
employment opportunities as women are part of decision making committee that
approves/ selects the projects and initiatives planned to be implemented on community
level in Faqqua’a. this committee was formed on the level of the community and
involving the two CBOs.
The same is applied on Aqabeh CBO that is currently implementing the project jointly
with the women center under the supervision of the village council. The relation is not
restricted to provision of women employment but to actual partnership between the
two CBOs who take decisions and share implementation on all levels jointly.
Ramoun women group was established by the project. In order to formalize their
work, achieving more sustainable results and get more visibility on community level;
the group is going to get officially registered as a female cooperative . Project team is
going to follow up with them after the end of the project.
17 CBOs have improved their
capacities and are providing
extension services to their
members
Target fully achieved. The CBOs were intensively trained and are currently acting as socio-
economic hubs that support their members and non-members in the following areas:
Technical support in terms of livestock management and animal feed.
Technical and management roles in terms of natural resources management (mainly
water and grazing land)
Collective purchase for medicine and private veterinary services.
Connections with main public actors including MoA and MoL.
Connections with SMEs and PS actors and marketers.
Capacity building (theoretical and practical) as part of the two field school farms.
At least three viable partnerships
for marketing between CBOs and
SMEs
More than 3 partnerships established between CBOs and SMEs. Rawasi project focused on
assisting the CBOs to establish links not only with the three supported SMEs but also with
additional marketing SMEs -e.g. with al Reef food production Co., Bas Baladi selling point, al
Sindibad distribution Co., Bravo supermarket, and New Farm agricultural products Co.- that
were not directly supported by the project.
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Below is a summary of the attainment of Rawasi expected results:
Assessment of results attainment under ER1:
In the project area, inefficient management of natural resources, unsustainable local fodder production, high prices of imported fodder and imposed access
and movement restrictions are some of the interrelated problems which impede male and female livestock holders’ livelihoods. All ER1 activities were fully
implemented and was able to produce direct and tangible benefits for the CBOs and their members to mitigate these problems.
Rawasi provided selected male and female members and leaders of the CBOs a tailor-made training programme to acquire the necessary knowledge and
skills in sustainable natural resources management, sustainable fodder production and increased access to grazing land. These trained livestock holders
passed their experiences on to other members of their respective CBOs and communities. Demonstration sites for water harvesting and sustainable fodder
production provided concrete examples to livestock holders.
Through ER1activities livestock holders have achieved the following (please note that the below analysis are fully based on data collected from the field
through PARC & ICARDA technicians). It does not replace the reporting on logframe that will follow in the below section under each of the ERs):
Access to water: The total of 330 HHs with flock size of 91,433 have consistent and affordable access to water, due to the rehabilitation and
construction of water resources infrastructure. They were also trained on how to use water more efficiently for agricultural and livestock purposes.
Below is a summary of quantitative results: size of water conservatoires/ storage volume = 12,021M3. 10,190 M
3 rainwater harvesting cisterns
rehabilitate (208 M3 * 49) + 1,741 M
3 cement and metallic pools + 90 metallic water tanks (per one usage only, please refer to actual collected
water in point below) excluding water networks & micro catchment systems. The size of savings of water cost due to gathered water using
different water catchment techniques: 84,130 NIS. All these interventions contributed to decreasing the percentage of purchased water by 65%
(with total estimate of 54,870 NIS savings).
Access to grazing land: Have consistent and affordable access to grazing land, due to their capacity to engage relevant stakeholders to collectively
manage these lands and due to the rehabilitation and construction of agricultural roads: the total of animal heads benefiting from the new grazing lands
reached 11,050 heads. Total increase in grazing days reaches 50% grazing days per farmer (average from 70 days before project reaching 105 days after the
project when counting additional surface planted by the project). Baseline showed that the total duration of grazing days reached 2,715 days. After the
intervention of the project and due to conservative agriculture activities, planting grazing lands, and management of grazing lands; the total number of grazing days
reached 4,130 days. Cost reduced due to grazing lands prolonged period in general reaches 364,930 NIS.
Fodder production: Have increased their local fodder production, due to their improved knowledge, skills and willingness to collectively adopt
sustainable fodder production techniques. 8,949 beneficiaries (owning 12,344 heads of sheep and goat) were supported to grow their animal feed. The total
of produced fodder in tons reached 13,349.1 tons (increase on top of originally produced fodder + access to new lands/ hydroponic/ alternative feed). New
varieties introduced were not only marked with high productivity, but also with the potential to re-use them in coming seasons. (Percentage of increased
fodder production/ farmer on average/ year due to high yielding forage seeds = +70%. Before the project the average of annual production by farmer was 1,557
Kg. after the project it reached 2,809 Kg). The overall total of cost reduction in NIS - due to fodder introduction reached: 662,400 NIS.
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Summary of ER1 attainment as per log frame: ER 1: Male and
female livestock
holders and CBOs
have improved
access to and
management of
water, grazing land,
and fodder.
At least 75% of male and
female livestock holders
have access to water at
the end of the project (sex
disaggregated)
TARGET= 870 Beneficiaries.
2,090 male and female livestock holders (among which 990 females) have access to water = 10 water harvesting systems
Tons from demonstrations (silage/ feed blocks) = 12.7 Tons.
Tons from high yielding seeds = 220* 280 kg= 616 tons.
Production of 2 hydroponic stations built, total production 19.4 tons (around 9700 Kg of green fodder over 40 days per unit).
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Assessment of results attainment under ER 2:
This component of the project focuses on improving the health of livestock, increasing the quality and quantity of livestock related products and better access
to extension and veterinary services. While activities of ER 1 enabled male and female livestock holders to produce high quality input for their livestock,
activities of ER 2 enabled them to produce high quality dairy products.
One of the most important systemic constraints affecting the livestock production is poor production practices used by the farmers, poor access to and quality
of veterinary and extension services, poor farm management and animal husbandry and inefficient livestock related processing methods; which results in low
quality and quantity of dairy and other livestock related products. PARC and ICARDA offered selected male and female livestock holders and leaders of the
CBOs a tailor-made training programme to acquire the necessary knowledge and skills in farm management, animal husbandry and processing. In a second
phase, these trained livestock holders passed their knowledge and experience on to other members of their respective CBOs. This dissemination and
multiplication was integral to CBOs development into extension service providers. All members of CBOs were involved in testing new techniques in model
field school farms. These activities were complimented by newly established links with government and private veterinary and extension service providers.
Through the activities under Expected Result 2 the CBOs and their members were able to:
Have access to better veterinary and extension services that are appropriate for male and female livestock holders, due to improved capacity of CBOs
to provide services and established linkages with government and private service provides as well as set up of accessible extension service hubs. Total
of 1062 beneficiaries improved their access to public and private veterinary services. 450 farmers rehabilitated their barns and improved their
barn management animal husbandry practices through extension team of the project and trained leader farmers from their CBOs. The total of heads
reached through this activity reached 97,036 heads (around 22% of the total livestock in the area).
Have diversified and increased their dairy processing, due to their improved knowledge, skills and willingness to collectively apply new processing
techniques. Dairy production at farm level was increased due to two reasons: 1) increasing lactation days (through techniques that were disseminated
to farmers); 2) due to decreasing losses while collecting and processing the milk (wasted milk/ spoiled milk was decreased by 2-5% in the locations);
and, 3) decrease in mortality rates (for both abortion and post natal death- by almost 11.5%).
Summary of ER2 attainment as per log frame:
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ER 2: Male and female
livestock holders have
enhanced health, quality
and productivity of their
livestock and improved
links to extension services.
At least 75% of male and
female livestock holders have
access to veterinary and
extension services at the end of
the project (sex segregated)
TARGET: 1500 beneficiaries have access to vet services
More than 1500 beneficiaries improved access to vet services:
Total of 1062 beneficiaries: 482 beneficiaries have been provided with vet services +580 beneficiaries through
CBOs grouping services.
2000 beneficiaries linked to MoA public vet services/ visited / and provided with vet services and farm log
books.
450 barns rehabilitated beneficiaries were provided with project extension visits to improve animal
conditions.
14CBOs are linked to private veterinary companies (medicine vendors). This includes facilitation of reduced
cost deals.
51 leading farmers trained, implement good practices and act as focal points with their CBOs and
communities.
At least 50% of male and
female livestock holders have
increased their dairy production
by at least 15% at the end of the
project (sex segregated)
TARGET: 1000 farmers enhance dairy production by 15% (reaching 22,080 litter)
Enhanced dairy production is due to enhanced milk production. 1120 farmers increased their milk
production (due to decrease in wasted milk and increase in lactation period) to reach 28,060 litters per
year.
450 farmers improved their milk production by 45,000 litter per season because of increasing of lactation days
from 96 days to 101 days after the project (total of 2160 litters = 450 farmers* 0.96 litter* 5 days)
670 farmers decreased seasonal milk loses due to new milking techniques and use of stainless steel tool reached
13,400 litters (10 litter/ farmer/ season)
Abortion and death rate of
newly born sheep and goats has
decreased by at least 20% at the
end of the project
TARGET: decrease abortion rate and mortality rates by 12%
12% decrease in mortality rate due to capacity building/ barn rehabilitation/ access to vet services and
connection to MoA extension. Before the project: the average of mortality was 4 lambs. Through project
interventions mortality rate decreased to reach 3 lambs/ year.
11 % decrease in newborn mortality rate, before intervention the mortality rate was 5 newborns died out of
26 deliveries. The project was able to reduce this rate to reach 4 newborn mortality.
Assessment of results attainment under ER 3:
After addressing systemic constraints related to production inputs and production practices, Rawasi focused on building marketing capacity and establishing
market linkages. A first step towards successful marketing is to be able to identify market demands and consumers preferences. The project captured this
45
through an initial and in-depth market system analysis, the results of which affected the design of the entire project. Through this analysis, seven high-
performing, high-potential CBOs/SMEs/social enterprises were selected to fulfil the function of “hubs” for marketing information and service provision.
They were supported to act as a chain between the marketing channels and their members (who would not be able to reach required dairy quality if worked
individually). Through tailor-made support they were able to improve their quality control, packaging and marketing practices. Support for the establishment
of market linkages was provided through existing market channels of CARE and particularly PARC; in addition to establishing new links. The seven
CBOs/SMEs/social enterprises were provided with ongoing follow up to provide them with information, services and market access to the broader livestock
farming community, particularly in Area C but benefitting all surrounding communities and the broader sector. Furthermore, they were enabled to directly
work with livestock holders, and gained knowledge and skills to enter new markets, manage risks, negotiate and diversify, and adapt to market changes. An
estimate 500 farmers are linked to the 7 selected CBOs and SMEs.
As there are limited opportunities for women’s leadership in mixed cooperatives and producer groups, as a second focus of this component; women’s
producer groups were established and supported to become more entrepreneurial and involved in more profitable activities. Doing so; women from all over
the project area had the opportunity to come together and have a space for self-expression and develop joint initiatives. Through the different interventions;
women were provided with: 1) community visibility focusing on their economic potential 2) open broader space for their community level participation, and,
3) enhanced bargaining power at work with dealers, household and community level.
The comprehensive approach adopted under this component allowed farmers (including women) to access new technology, resources and infrastructure as
well as effective leadership and business skills that better enabled them to produce dairy products that bring significant incomes into the household.
Activities under ER3 helped building a better understanding of market opportunities and dynamics.
CBOs and their members were able to:
Have better access to livestock market information, due to improved capacity of seven CBOs/SMEs/social enterprises to provide tailor made and
timely assessment of the relevant livestock markets and access to other government and private services. The total of 2,100 farmers were reached
and provided with market information and consumer demands. This shaped the processing interventions and allowed them to better correspond to
market demands.
Have improved their income from dairy products, due to improved capacity of seven CBOs/SMEs/social enterprises to provide tailor made marketing
services, access to relevant local and national markets and ability to appropriately respond to market opportunities. Due to activities implemented
under ER3. The average of 14% of income increase was achieved for the 4 CBOs (and their members), and 12% for the 3 SMEs/ month during
the season. Individual farmers also increased their net income through connecting them with SMEs that purchased their milk with 22% increase in
profit that they were achieving prior to the project. Viable scalable marketing networks and channels were established through the project linking
CBOs and their members with more feasible marketing options (due to value additions on quality including hygiene/ packaing/ labelling/ consistency
in quality/ etc.
Summary of ER3 attainment as per log frame:
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ER 3: Male and female
livestock holders have
better returns from
increasing the value-added
of their products
At least 75% of male and
female livestock holders have
access to livestock market
information at the end of the
project (sex disaggregated)
TARGET: 1400 farmers accessed market information
The total of 2100 male (among which 120 female) and female livestock holders have access to
livestock market information
10 Cluster based dissemination workshops were implemented based on market data generated from the
assessment. More than 2000 farmers attended the 10 workshops (average 20)
Moreover, the technical capacity building for the CBOs and women groups included sessions on dairy
market system assessment results (not less than additional 100)
The total of 72 visits by 2 marketing and business development specialist were carried out for each of the
selected CBOs to follow up on marketing component including the application of market system
assessment recommendations and market information.
Seven CBOs/SMEs/social
enterprises are applying their
business plans and have
increased their net income by
at least 10% at the end of the
project
TARGET: 7 CBOs/ SMEs apply their business plans and increatse net income by 10%
7 CBOs/SMEs and their beneficiaries adapting market data into their production and business
plans. This was verified through the on-going visits/monitoring of project team and the business
component consultants.
The average of 14% of income increase was achieved for the 4 CBOs
12% for the 3 SMEs/ month during the season.
The average dairy net income by the CBOs/ month during the season was 14,050 NIS. After the
intervention the income reached 16,150 NIS (increase between 10-20% depending on the CBO previous
production size)
Individual beneficiaries were linked to marketing channels that provided them with up to 22% increase
on originally sold prices. This includes the following:
Framers sold formerly milk for 3.6NIS / litre - through Rawasi deals were closed on 4.3NIS/litre
(increase of 19% but this includes consistent milk provision throughout the year)
Farmers sold formerly fresh white cheese for 13- 14.5 NIS/kg, throug-Rawasi fresh cheese id sold
for 16- 17.5NIS/kg (increase of 21% on white cheese due to pasteurisation)
Due to provided processing machines, farmers were encouraged to produce boiled white cheese with
better packaging attributes for 25-27NIS/kg (an increase of 15% as boiled cheese was originally sold
at the price 23 NIS in average). This is due to the enhanced packaging attributes/ the hygiene
47
qualities (pasteurization)/ prolonged shelf life of the products.
New marketing channels were opened to farmers where their sales reached 7,500 in total
(throughout the season)
On Rawasi marketing events total sales reached 12,500 NIS (once and during the season)
At least 10 women groups are
applying their business plans
and have increased their net
income by at least 10% at the
end of the project
10 women groups formed, business plans for dairy production were developed and are part of their
implementation. These business plans are considered the base of their current work allowing them to
know what are the breakeven points, size of work required, resources needed and pricing system.
Due to the fact that these women groups were fully established by the project and do not have joint work
on income before; all income that was generated was due to the project interventions (individual efforts
by women member at the group were carried out prior to project and at HH level)
More concrete follow up was carried out for the two top ranked women groups that were supported with
dairy units through the project. The income in 2015/2016 season reached 6,600 NIS/ month during
season. This size of sales was on local communities level (please note that the next step for these women
groups is to get officially registered, only then they can be linked to more formal marketing channels and
SMEs)
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2.5 Outcome on beneficiaries and target groups
On beneficiaries level: more than 2090 sheep and goat holder households in 30 locations in Northern
and Central areas in West Bank particularly Area C; 12,000 (individuals and members of 17 CBOs),
and all livestock holders in target locations in general
Technical:
As an immediate result of the project, livestock holders in the target areas have access to sustainable
water resources infrastructure, acquired skills and knowledge to improve the quality of breeds and the
health of animals as well as skills in processing techniques and improved processing systems.
In the medium term, it is expected that sustainable production techniques practices are continuously
applied and that water systems (e.g. rainwater harvesting) are used, maintained and managed
collectively by CBOs, thereby ensuring the best use of existing limited resources.
The long term impact on their livelihoods is that increased harvest contributes to reduced dependency
on market prices and higher quality production, processing and marketing enables livestock holders to
sustainably retain a higher value of their product.
Economic:
Working through CBOs has proven to help livestock holders reduce transaction costs and allowed
them to increase economies of scale through collective purchasing and/or selling. Service provision,
collective purchasing or selling, and increasing the value added while utilizing CBOs as hubs not only
increases the feasibility of the initiatives but also strengthens the community ownership thus
increasing sustainability and impact for the communities at large. The different activities are replicable
and sustainable and customised to Area C requirement. They contributed significantly to the decrease
of cost of production for farmers.
At the end of the project, CBOs were functioning sustainably on the basis of sound management
systems, providing market information to local communities and serving as hubs for service provision.
In the medium term, one of the major indicators to measure the project’s success will be the increased
moreover through project activities; they were able to increase their (and their members’) income due
to added value dairy products. They were introduced to business partnerships with other SMEs/
private sector actors who provided them with better trading deals.
Social
As an immediate result of the project, the capacities of livestock holders to collectively produce,
process and market their products were improved. The project adopted a participatory approach,
sensitive to gender imbalances and social exclusion. In the medium term, the project expected that
more livestock holders embrace the idea of working as a group, based on demonstrated advantages and
capacities built though the project. A longer-term goal is the full acceptance of women as livestock
holders across all stages of the value chain – the project contributed towards it by actively encouraging
women’s meaningful participation in mixed CBOs, formation of women’s CBOs as well as addressing
women in activities/initiatives. Through capacities built, negotiation and management mechanisms set
up, livestock holders’ access to grazing land, water resources and fodder was improved in the long
term. All project activities take into account the nature of livelihoods of mobile Bedouin populations
(e.g. mobile water tanks, collection and distribution points, cluster approach).
On target group level: 17 community based organizations (CBOs) serving 12,000 people (50 %
female); 3 small/medium enterprises (SMEs) and social enterprises.
Technical:
17 CBOs are currently acting as socio-economic hubs as they were trained on interlinked training
topics including: management/ governance/ gender/ marketing/ etc. 51 of their leader members are
now considered as source person as they were intensively trained and coached by project team. They
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were also able to transfer their knowledge to other community members -already- and will continue
doing so specially on technical themes related to barn managent, water management, fodder and
grazing land management.
Policy level:
Access and movement restrictions as well as their impact on livestock holders’ livelihoods were
documented and used to advocate for increased protection of the extremely vulnerable population in
military zones in Area C. As a long term goal, the project contributed to and advocates for the
realisation of Bedouin and other livestock holders’ right to food – through secured access to land and
water resources. The project used evidence such as case studies, audio and video documentation to
raise awareness of the international community and national authorities on the rights of the target
groups during the project and beyond its lifecycle. Documentation of violation will be through
community members themselves who built sustainable links to active organisations, HR organizations,
and decision makers throughout the project.
Please see Annex II: Video Documentation or refer to the following links: