Embed Size (px)
Citation preview
1
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)"
2
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
4
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
5
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
Annex VII Transfer of Assets
6
Assessment of implementation of Action activities
2.1 Executive summary of the Action
This report documents the achievements in the livestock sector in Palestine by the EC-funded
intervention called ‘Strengthening Livestock Holders’ Livelihoods in Area C’ (Rawasi Project).
Rawasi was funded by the European Commission under the Livestock Based Livelihood Program
(LbL). This two-year project was launched in October 2013 and aimed to strengthening the resilience
and increase income of sheep and goat holders in 30 locations (mostly located in Area C of the West
Bank), with a specific focus on women and Bedouins. The implementation was led by CARE and
partners PARC and ICARDA. In total the project worked with more than 2,000 smallholders2 of sheep
and goats (among which 990 women), 17 Community Based Organizations (CBO’s) serving 12,500
indirect beneficiaries and 3 SME’s (production groups and cooperatives) and other private sector
actors, among them 10 women cooperatives.
The program has aimed to improve the livelihood and security of vulnerable Palestinians via
implementing sustainable and market-oriented economic empowerment opportunities to bring about
the highest and the most meaningful impact for vulnerable Palestinians. Rawasi has introduced
replicable, innovative solutions to mitigate different challenges and constrains that Palestinian
livestock holders are facing. The project was implemented through an integrated market oriented
approach that linked farmers, including women, with CBOs, and linked targeted communities with
different stakeholders, including cooperatives, governmental actors and businesses. Rawasi also
worked to strengthen the role of CBOs through capacity building that meets their organizational needs
and following a market-orientated approach. Rawasi’s specific Expected Results (ER) were as follows;
1) Male and female livestock holders and CBOs have improved access to and management of water,
grazing land, and fodder, 2) Male and female livestock holders have enhanced health, quality and
productivity of their livestock and improved links to extension services, 3) Male and female livestock
holders have better returns from increasing the value-added of their products.
Taking a look at the context, Palestine knows around 21,000 smallholders of sheep and goats who
provide 35% of the total (including cow’s) milk production and 65% of all red meat production. In
most rural areas livestock generates a high percentage of the annual cash income for families. The total
population in all Rawasi targeted communities is around 20,000 households and 2,000 small scale
livestock holders on a total land area of almost one million dunums. It was estimated that the total
number of sheep and goat in these target areas is around 135,000 heads which means the project
reaches about 14% of the total sheep and goat population in Palestine. While the Palestinian agro-food
industry has evolved in the recent years into a sector with one of the highest profit margins, many of
these smallholders are unable to benefit from this development. This partly stems from low
productivity. The average milk production per head is between 0.8 and 1.5 liter per day for the
lactation period of 120-180 days on average, which is not high compared to other countries. But
market assessments done in the first phase of the Rawasi project revealed a more complex set of
challenges for Palestinian smallholders.
From the analysis of the supply and demand side of goat and sheep dairy products, a set of obstacles
can be clearly distinguished that stand in the way of smallholders to reach their full potential. Starting
at the farmers level, they are faced with high cost, low quality, limited knowledge and no use of local
available materials when it comes to fodder for animals. There is a limited availability of efficient
extension services and low access to and high costs of veterinary services. Most farmers have weak
market knowledge or interaction in order to anticipate, diversify and jump into market opportunities.
Resulting, most small dairy farmers have a small profit margin, also related to underdeveloped
processing practice with a need for knowledge and equipment to reach higher and sustainable quality.
2 More than 8000 farmers benefited from services targeting increase in forage production.
7
Overall, there is limited access to credit for farmers and SMEs and very limited capacities of SMEs
like CBOs and cooperatives to productively connect to markets. At the macro-level it is clear that there
is very limited sector-specific infrastructure like a full cold chain, milk collection centers and
refrigerated transport and under-developed infrastructure (road, water, electricity) and weak supportive
policy and legal framework.
Following a Value Chain approach, the project has holistically worked on the three main sources of
obstacles for farmers; inputs, production process and access to markets. The main tools applied
during all activities were market-orientated development, innovative and ecologically sound
agricultural practices, holistic capacity building, networking and actively enhancing gender specific
opportunities. Overall, this had led to significant accomplishments in the short time span of the
project.
- Applying a Value Chain approach resulted in a deep understanding of the Dairy Value Chain
(which was widely shared with all stakeholders and actors in the region, including the MoA)
and in its holistic contributions to the whole livestock sector. Looking for ways to improve the
position of vulnerable farmers in the value chain, as well as strengthening the value chain as a
whole was evidence-based and made use of innovative practices.
- Strengthening and initiating partnerships in the dairy sector value chain gave a lasting
improvement, both by connecting new actors and building the capacity of selected already
established actors (CBO’s, SMEs and cooperatives). Working together with local partners
PARC and ICARDA, many local CBOs, governmental actors and research institutes, proved
to be a very valuable way of working method that creates multilayered synergies; local
structures are further enhanced and will serve as strong actors that will take community
development beyond the project time.
- Synergies were built with other projects working under the Livestock based Livelihood
institutional and field programs (LbL – f and LbL- I), other relevant programs funded by EU
(e.g. through Oxfam Italia) and other donors (through livestock coordination cluster) working
in the same targeted locations, all to ensure maximum objectives attainment through
complementarity, avoiding of duplication and facilitate shared learning.
The first ER addressed the weak and costly access of farmers to key inputs water, grazing land and
fodder. Under this ER a combination of material support, innovative production inputs techniques,
training and advocacy was implemented at different levels. Achieved progress reached 100% of
activities implementation and the activities were able to include more farmers and dunums than
originally proposed. Please refer for detailed results to page 40 of the report.
The second ER specifically improved the obstacles in the livestock’s productivity, dealing with
livestock health, quality and farm management. All of the planned activities were finalized targeting
both the livestock holders and selected CBO’s. Most importantly, farmers have increased their access
to veterinarian services through stronger CBO’s and diversified and increased their dairy processing,
due to their improved knowledge, skills and willingness to collectively apply new processing
techniques. Please refer for detailed results to page 42 of the report.
Lastly the third ER worked on closing the circle, namely better access to markets and a higher profit
margin for the local farmer. Due to the undertaken activities in the field of assessments, value chain
inputs and tailor-made capacity building, famers and their CBO’s had better access to market
information, helping them to respond to market opportunities. Also the seven selected SME’s (among
them 3 CBO’s and 2 women cooperatives) had increased return on their production due to improved
marketing and production process. Please refer for detailed results to page 44 of the report.
Below is a summary of selected attainments under Rawasi ERs:
The total of 330 households (with flock size of 91,433) have consistent and affordable access to
water, due to the rehabilitation and construction of water resources infrastructure. The total size of
water storage volume is 12,021 M3. The size of savings of water expenditures due to gathered
water using different catchment techniques is 84,130 NIS.
8
The total of 11,050 animal heads were provided with new grazing lands. Total increase in grazing
days reached 50% (average from 70 days before project reaching 105 days after the project when
counting additional surface planted by the project).
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. New varieties introduced were
not only marked with high productivity, but also with the potential to re-use them in coming
seasons.
The 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 is 97,036 (around 22% of the total livestock in the area).
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%).
3 sustainable market partnerships were established between CBOs and SMEs with 10% to 20%
increase in profit for farmers (500 farmers are linked to the 7 selected CBOs and SMEs).
10 female business groups were supported to develop their business plans and initiate their dairy
businesses.
Several tools were built into the project activities (capacity building, CBO strengthening, feasible
innovations) to ensure sustainability of project activities after project phased out, with an eye on
economic, social and environmental aspects. Gender dynamics have been a key topic in the market
assessments and at all stages of the project gender specific opportunities have been sought and acted
upon. Important achievements have been reached with the training and organization of female dairy
producers, while the selected women have served as an example and role model in their community,
who have shared their knowledge and skills on several occasions. Comprehensive Monitoring &
Evaluation has facilitated responsive project management as well as the opportunity to distillate
lessons learned over the course of the project. The most important lessons learned are discussed in full
in this report (starting page 52) and are highly valuable for future programming.
9
2.2 Activities and results
2.2.1. Activities for expected result 1: male and female livestock holders and CBOs have improved
access to and management of water, grazing land, and fodder
The activities under Expected Result 1 were all aimed at improving the access to and management of
water, grazing land and fodder for individual farmers and targeted CBOs. Under this ER a
combination of material support, innovative production inputs techniques, training and advocacy was
implemented at the different levels. Achieved progress reached 100% of activities implementation.
All activities undertaken under this ER were scientifically based and firmly adapted to the local
situation. This does not apply only to the climate/environmental conditions, but also to the challenges
resulting from conflict and occupation. An important approach taken in Rawasi is the use of these
tested innovative techniques in mitigating key challenges and the employment of demonstration fields
to ensure dissemination among the livestock holders. Special attention was hereby given to the
inclusion of female livestock holders.
In close cooperation with 17 CBOs demonstration field days and training sessions had been
organized with regard to fodder production, water harvesting, conservation agriculture and alternative
fodder crops. Besides; the training of three pioneers per selected CBO further contributed to
disseminating the new techniques. Moreover, exchange visits were also facilitated to ensure that CBOs
are successfully acting as socio-economic learning hubs to spread innovative practices.
The constraining factor for smallholders of high costs and unsustainable availability of crucial inputs
like water and fodder, has been directly addressed through rehabilitation and installation of water
systems (including collection cisterns, micro catchments, tanks for transport and water pipelines),
distribution of new seed types (accompanied by training and result comparison to encourage
sustainable improvements in farm management) and the improvement of agricultural roads.
Added to this, specific advocacy activities were implemented to ensure that better access to crucial
resources is supported by the surrounding enabling environment. Rawasi consultations and research
has strengthened the advocacy capacity of individual farmers, CBOs and other active organizations as
well use Rawasi team’s linkages at national and international level to contribute to the awareness
raising of obstacles for smallholders in reaching and sustainably using natural resources to support
their livelihood.
Activity 1.1 Establishment of demonstration sites for water harvesting and fodder production
The consortium’s previous experience has shown that demonstration sites are an effective peer to peer
training tool. In this way, livestock holders are provided with the opportunity to directly observe and
practice new techniques and experience their benefits for production. Most importantly, they do not
have to experiment with their own limited resources and are provided with the chance to see and
assess pilot results that would allow them to decide on the efficiency of promoted techniques and
pilots in a participatory manner. Moreover, participatory piloting method helps in establishing leading
technical experts in the CBOs who in turn are providing advice and support to other livestock holders.
In particular, female members of CBOs were encouraged to participate and take the lead in
demonstration activities, given their already important role in water management and fodder
production. When executing these activities, special consideration is placed on the accessibility of the
demonstration sites for women and appropriate timing of the demonstration activities.
10
1.1.1. Selection of demonstration sites for water harvesting and fodder production
PARC and ICARDA worked with the 17 CBOs to select suitable areas/ locations for water harvesting
and fodder production demonstration sites. The selection process was based on the following criteria:
Topographical suitability of area,
Accessibility of demonstration sites, in particular for women,
Proximity to Israeli settlements and Israel Defence Force training area,
Management of demonstration sites,
Distribution of demonstration sites within project area.
During the reporting period; 100% of Rawasi target was achieved where 42 demonstration sites
were selected in the project area (10 micro catchment water harvesting systems, 20 demonstrations on
conservation agriculture, two hydroponic pilot stations, 10 demonstrations on crop residues and
agricultural by-products).
1.1.2. Demonstration of micro catchment water harvesting systems
The availability of water is the most important constraining factor of forage crop growth in arid and
semi-arid areas such as the project area. Its limited availability can be further aggravated in areas
where vegetation removal and alteration of the surface soil limit surface water retention and
infiltration into the soil. Micro catchment water harvesting systems are specially contoured areas
which directly channel precipitation runoff to forage crops, increasing the available amount of water
and reducing evaporation.
Primary locations’ selection criteria were: rainfall (climate) and water resources, topography of area,
soil type and depth, vegetation, indigenous practices by residents/farmers, accessibilities,
acceptability, socio-economic dimension of farmers in area and integrated approaches. Final selection
of most appropriate systems was made in partnership with CBO staking into account the indigenous
practices by residents/farmers, accessibilities, acceptability, socio-economic dimension of farmers in
area, all in an integrated approach involving plant, animal, and water specialists.
Based on preliminary assessments, ICARDA provided two days training courses in all locations on
system designs that suite the topological areas, scientific techniques required to determine the proper
system, usage of GIS tools and adaptation techniques to the local conditions in particular precipitation,
soil quality, size and depth of forage crop planting basins into account. Recurrent visits were made to
the pre-selected areas in order to introduce the characteristics of selected designs for the different
systems and to agree with the owners on how communities will benefit from the systems in a
collective manner.
25 farmers, livestock holders, agronomists from MoA and researchers from NARC participated in the
training courses. Field sessions were also organized to train the farmers on various technical issues to
facilitate implementation of the water harvesting and soil conservation interventions. Combinations of
different water harvesting techniques were implemented at each of the locations to maximise the
benefit of rainwater (including the following techniques: eyebrow terraces, contour bench terraces,
contour bunds and ridges, scattered trees planted in soil pockets, semi-circular bunds, meskat, settling
land and cisterns). The designs of the water harvesting systems were identified according to set of
criteria’s including: rainfall, land slope, soil depth, soil type, catchment area, stone and many others.
In a full participatory manner and as part of the community level capacity building all preparation,
implementation and follow up steps were fully coordinated with farmers and CBOs representatives
making sure that they are aware of needed tools/ equipment/ quantities/ implementation steps/ etc.
This ensures that communities are aware of the preparations required for future implementation of
similar activities; starting from the selection of the area and ending with the implementation of the
designs.
11
During the reporting period; 100% of Rawasi target was fully achieved where 10 micro catchments
completed in five locations as follows: 2 sites in Ibziq, 2 sites in Attuf, 2 sites in Al-Marajat, 2 sites in
Almughayyer, 2 sites in An-Nassarya.
1.1.3. Demonstration of conservation agriculture (fodder production)
Conservation agriculture is a set of soil management practices that minimize the disruption of the
soil’s structure, composition, humidity and natural biodiversity. The new technology was introduced
to adapt, demonstrate and promote Zero Tillage s packages for soil and moisture conservation that
improve crop productivity and crop tolerant to drought conditions.
Work on this activity took two parallel actions as follows:
1. Identification of most suitable locations to be carefully monitored by the 17 CBOs and their
members. The selection was carried out very carefully as the technique implies working on
machine usage but also adopting a combination of actions that require high commitment from
the beneficiaries. This includes: maintaining permanent or semi-permanent soil cover,
minimum soil disturbance, regular crop rotations, integrated disease and pest management,
utilisation of green manures and cover crops. The total number of farmers who were directly
involved in the implementation of the pilots is 39.
2. Identification of high professional, committed and local workshops that are willing and
capable of producing new models of seeders that are adopted to conservation agriculture and
Zero Tillage techniques. A Palestinian workshop was selected and trained by ICARDA team
in Jordan to produce the tested prototypes (intellectual property rights owned by ICARDA
who provided authorization to generate this Palestinian made copy of the conservation
agriculture machine). As a pilot step; the workshop worked on transferring already existing
machine from MoA; where they only contributed to the new pieces related to zero tillage. This
machine was tested in different communities and based on its success, the workshop decided
to create a brand new machine. It is worth mentioning that this workshop was even able to
introduce new more efficient prototype that integrated more effective seeds planting
techniques (controlling the quantities of seeds used per dunum).
After obtaining the machines (conservation agriculture seeders); training courses were conducted in
Jenin for 80 men and women farmers, five agronomists from MoA, in addition to team at PARC. The
training was given by ICARDA international scientists who created the technique ( Dr Stephen Loss,
Dr Jacky Desbiolles) on use of the zero-till seeders in planting, seeding rate, seed depth, fertilization
and weed control.
Each of the demonstration sites was of one hectare, half of it applying conservation agriculture
practices recommended by ICARDA, and the other half applying livestock holders’ conventional
practices. This allowed livestock holders to compare results on the same soil and with use of the same
seeds (which was provided by Activity 1.4). Assessments carried out on the 20 piloted locations
showed that conservation agriculture contributed to the following:
Water use efficiency: forage crops require significantly less water due to increased infiltration and
enhanced water holding capacity from crop residues left on the soil surface. Mulches also protect
the soil surface from extreme temperatures and greatly reduce surface evaporation, which is
particularly important in arid and semi-arid areas such as the project area.
Enhanced nutrients: conservation agriculture improves soil structure and protects the soil against
erosion and nutrient losses by maintaining a permanent soil cover and minimising soil disturbance.
This of course has direct impact on increasing soil fertility that undoubtedly reflects in quantitative
and qualitative enhancement to forage yield.
Reduced costs related to more efficient seeds usage per dunum.
12
During the reporting period; 100 % of Rawasi target was achieved where 20 hectares were planted
providing 20 conservation agriculture machines and demonstration techniques that were planted with
forage drought tolerant seeds in Jenin (Jalboun, Raba, Faqua’a), Tubas (Ibziq, Attuf), Nablus (An-
Nasaryah, Beit Furik, Furush Beit Dajan), and Jericho (Al-Jiftlik, Al-Duke).
1.1.4. Build two hydroponic pilot stations
Intensive fodder production through hydroponic technology is a well-known practice internationally
but has yet to be efficiently introduced and disseminated in the West Bank. Prior to starting the
selection of the locations and as part of the designing process of the units, Rawasi team has gathered
detailed technical information on the existing hydroponic stations in Palestine. Moreover ICARDA
has provided new generation techniques related to hydroponic that are more efficient in electricity and
water usage and labour force needed.
Based on the results of the assessments, and building on innovative techniques provided by ICARDA,
Rawasi team carried out consultations with: 1) specialized academic experts, 2) private sector who
developed existing but formerly not yet completely efficient models, 3) representatives of MoA, 4)
LbL –i/f supported project partners (mainly with FAO and UAWC), and, 5) owners of the existing
hydroponic stations throughout West bank.
As a result, Rawasi adopted all lessons learned and recommendations suitable for Palestinian context
generating advanced hydroponic stations - second generation hydroponic technique (more efficient in
terms of water, atomization of the follow up and electricity usage control).
In coordination with Khodoury University, a monitoring program was designed with the two selected
CBOs that are running the field school farms. This monitoring program included steps to measure the
results and efficiency of the second generation hydroponic technique. It was also linked to the capacity
building program carried out for the livestock holders in the target communities close to the model
livestock field school farms. All results were documented and shared with different actors.
During the reporting period; 100 % of Rawasi target was achieved as two hydroponic stations
locations were selected, designs were finalised and installed, cement base was established, seeds were
purchased in both Tubas and Beit Furik.
1.1.5. Demonstration of crop residues and agricultural by-products as alternative fodder sources
This activity aims to increase the utilisation of alternative feed resources to relieve pressure on grazing
lands, reduce costs of feeding and improve animal nutrition. Project partners have developed
descriptions of production types of alternative fodder techniques with the aim to broaden the choices
of production.
Prior to the implementation of the activity, Rawasi team met with MoA to carry out mini-assessments
on the availability/seasonality/feasibility and source of agricultural by-products and residues to be
used in the production of alternative fodder. The assessment showed that these techniques are feasible
and can be easily adopted by the farmers if they use simple replicable steps.
Based on the carried out assessment with different actors including MoA, Rawasi adopted two
alternative fodder techniques: manufacturing feed blocks and silage processing. ICARDA provided
capacity building for selected team members who were trained on the most effective mixtures of
alternative feed (silage and blocks) that would have direct impact on milk production.
Rawasi team started with the implementation of silage demonstrations in coordination with MoA who
is contributing to this activity through offering their chopping and pressing machines to silage-
demonstrations. The total of 10 demonstrations (2 feed block and 8 silage) were carried out with active
13
participation of 70 leader livestock farmers who were trained and coached by project team on
collecting crop residues and other agricultural by-products. They also learned how to prepare, process,
use and store alternative fodder (please refer to Activity 1.2.1). The total of 12.7 tons were produced in
Jericho (Bardala, Aljeftlik & Duke), Nablus (An-Nassariya, Frush beit Dajan & Beit Furik), Tubas
(Aqaba, Maleh & Tubas) and distributed to 225 beneficiaries.
A monitoring program was developed by ICARDA scientists to assess the economic benefit of the
alternative fodder through reduction of cost of fodder and on the level of the quality and quantity of
produced milk and meat.
During the reporting period; 100% of Rawasi target was achieved as all 10 silage & feed blocks
demonstrations were completed in 10 locations.
Activity 1.2. Implement tailor made training program on water management, grazing land
management and fodder production
One of the main methodologies of Rawasi project is to build the capacities of livestock holders’ and
their CBOs to play a key role in helping their communities better manage and access existing
resources, improve their socio-economic role focusing on production and successfully marketing their
products. Capacity building activities follow Rawasi project eco-system approach with livestock
holders connecting them to tailor made, innovative and gender sensitive partnerships (with their
community/CBOs and with the private sector).
Capacity building activities are designed in a way that encourages local ownership and sustainability
of Rawasi different components, where the focus is on innovation modules based on the needs of the
CBOs. Capacity building techniques combine both visible knowledge through piloting on site
replicable activities (on the job-training) and applied training techniques (i.e. model farms and
demonstration plots) to allow for easy reproduction and reduce social obstacles in the training
environment. Moreover Rawasi facilitates farmer to farmer learning with regular follow-up, cross-
visits and the demonstrated effects of working together through a cooperative model.
1.2.1. Training courses for representatives of 17 CBOs
Based on the primary capacity and needs assessment carried out under baseline assessment, Rawasi
team designed a tailor made training programme on water management, grazing land management and
fodder production (integrating resilience against climate change as a cross cutting theme in all
modules).
As planned, the training program followed a gradual peer to peer approach as three leading livestock
holders from each of the 17 CBOs (51 in total) were selected to participate in the trainings. The
selection was based on criteria that included particular participation of women and willingness and
ability to share knowledge and experience.
The training sessions accompanied the implementation of the different pilots and applied a mix of in-
field presentations and small group discussions which facilitate knowledge sharing and learning
among the participants. The participants observe, test and practice the new techniques in the
demonstration sites (section 2.2.1. page 7).
51 trained leading livestock holders from 17 CBOs were trained and are able to disseminate
knowledge on new techniques on the following topics:
water management: e.g. using and maintaining micro catchment rainwater harvesting systems,
collectively managing water harvesting systems, conflict resolution, hygiene and health of
livestock,
14
grazing land management: e.g. negotiating access to grazing land, developing grazing
schedules, maintaining grazing lands,
fodder production: e.g. using crop residues and agricultural by-products as alternative fodder,
applying hydroponic techniques for intensive fodder production, and applying conservation
agriculture techniques for fodder production.
During the reporting period; 100% of Rawasi target was achieved through the implementation of
more than 30 training sessions that were implemented as per progress of the different activities,
training materials were gathered and disseminated to target CBOs gradually and throughout the
project. Trained 51 farmer leaders are now recognized as focal points at community level.
1.2.2. Organise exchange and learning meetings between 17 CBOs
In order to enhance linkages among CBOs as well as between CBOs and other organisations active in
Area C, Rawasi started facilitation of the learning exchange visits between the 17 CBOs. Based on the
consortium’s experience, bringing together different members of different CBOs in an otherwise
fragmented project area, help in establishing greater solidarity, trust and understanding. End of project
assessments of exchange visit showed a great impact on raising awareness of new techniques,
increasing adoption rate of good agricultural practices, and building linkages (also private sector
VET/fodder, Ministry, CBOs).
Exchange visit activities were connected to the establishment of demonstration sites and innovative
techniques under Rawasi including those for: fodder production, women groups activities, enhanced
breeds rams management, water management tools (water distribution points), and conservation
agriculture (seeds, fertilizer, construction), for rehabilitation of water infrastructure (metallic pools,
cisterns, tanks), the hygienic milk collection system (recipients, milking machines etc.), upgrading of
barn management and animal husbandry (tags, logbooks), dairy units established at selected
CBOs/social enterprises/SMEs as well as with the field school farms (construction, production
infrastructure).
During the reporting period; 100% of Rawasi target was achieved where 51 learning exchange visits
were carried out (average of 3 visits per CBO). Fewer exchange visits were co-implemented in first
year in parallel to alternative fodder production and water harvesting techniques. These activities were
intensified during second year and in accordance with the maturity and level of implementation of the
different demonstrations and pilots.
Activity 1.3.Construction, provision and rehabilitation of water resource infrastructure
In the West Bank, water resources are fully controlled by Israeli authorities and regulated through the
Joint Water Committee. The existing water network infrastructure is in urgent need of repair. About
30-40% of water is lost due to of leakage, bad management or unsuitable water transporting pipes.
In the absence of good water network connection West Bank, rainwater harvesting techniques are
considered one of the main sources to the livelihoods of livestock holder communities (used for
livestock, agriculture and even for domestic uses). The situation is worse in Area C as many water
resources have not been repaired or constructed for years because of the resistance of the Israeli Civil
Administration (who decline to issue rehabilitation/construction permits and are repeatedly
demolishing these “illegally” built infrastructures).
Under this activity Rawasi provided livestock holders with different water resource infrastructure that
would allow them better harvest, efficiently use, and manage scarce water resources. This includes
rainwater harvesting catchments and cisterns, provision of cement or metallic pools, provision of
trailered metallic water tanks, and water distribution points. These water sources successfully
contributed to:
15
Ensure reliable and affordable supply of water for livestock and agriculture, particularly during
dry season,
Reduce soil erosion by impounding rainwater runoff,
Enable cultivation of forage crops on larger plots.
1.3.1. Rehabilitation and construction of rainwater harvesting cisterns
Primary assessment by project team showed that there are huge numbers of existing old in-field
cisterns in need for rehabilitation. These cisterns are of huge capacity, over 250 square meters in
average. Therefore, the priority was give first to rehabilitation rather than construction unless the
construction would improve access for community members collectively.
Activity questionnaires was formulated in cooperation with Sulalah project (funded by EU under LbL
–f) and was distributed to targeted CBOs in order to ensure their involvement in the selection and in
the follow up of the water related activities. A set of selection criteria was defined and shared with the
CBOs, who did the first filtering of received applications. Selection criteria included:
Number of benefiting livestock holders and size of their flocks,
Women livestock owners or women headed households,
Topography and rainfall,
Intended usage – including purposes for livestock and agriculture, particularly during dry
season.
The second round of filtering process was through field visits to verify the technical data of
questionnaires of candidate beneficiaries.
During the reporting period; 100% of Rawasi target was achieved where 50 cisterns were
rehabilitated & constructed in 16 locations (Raba, Faqua, Tubas, Al-Aqaba, Al-Maleh, Ibziq, Atuf,
Mikhmas, Al-Mughayyir, Ramoun, Kherbet Abo Falah, Kufr Malik, An-Nassaryia, Qabalan, Beit
Dajan, Aqraba. The total of 2730 working days days by 250 members of the 17 CBOs were provided
as contribution in kind (not part of the budget).
1.3.2. Construction of cement or metallic pools
Rawasi worked with the target 17 CBOs to construct 10 box shape cement or cylindrical shaped
metallic pools with a capacity of 100 cubic metres / 225 cubic metres. Each was serving at least 25
livestock holders (The type of pool depends on the location and the threat from demolition by the
Israel Defence Force. The metallic pools can be installed and dismantled within three days and is
therefore preferred in threatened communities).
4 pools were linked to the end lines of proposed water networks. The remaining pools were distributed
to model field school farm, and to meet water requirements of remote localities.
During the reporting period; 100 % of Rawasi target was achieved where 6 cement/ 4 metallic pools
were established in 10 locations as follows:
Locations of constructed Agricultural pools
# locations Unit type Pool capacity Governorate
1. Faqua’a Metallic 225 m3 Jenin
2. Tubas Metallic 225 m3 Tubas
3. Salhab Metallic 225 m3 Tubas
4. Al-Aqaba Cement 100 m3 Tubas
5. Furush Beit Dajan Metallic 225 m3 Nablus
6. Beit Hassan Cement 100 m3 Nablus
16
7. Al-Jiftlik Cement 100 m3 Jericho
8. Az-Zubidat Cement 100 m3 Jericho
9. Khrbet Abo Falah Cement 100 m3 Ramallah
10. Ramoon Cement 100 m3 Ramallah
1.3.3. Provision of trailered metallic water tanks
Trailered metallic water tanks are an important tool for nomadic Bedouin communities to collect, store
and transport water for their livestock. They are mobile and can be displaced according to their
seasonal movements. In collaboration with target CBOs, 30 locally manufactured trailered water tanks
with a capacity of 3,000 litres were distributed to 18 Bedouin communities in the project area.
Selection criteria included the following:
At least 15 Bedouin families with at least 350 heads of livestock to be served by each trailer,
Impact on water prices and distance from water resources,
Availability of a tractor for towing the trailer (as a contribution by the community).
In addition to the coordination with the CBOs on the selection of localities, Rawasi exchanged data
about previously benefited people from MoA and FAO. Technical specifications of manufacturing
mobile tanks were prepared based on assessment of lessons learned from previously alike
implemented activities. For instance related to design (inclusion hydraulic brakes connections), and
safety of the drivers and beneficiaries (distribution of licenced trailers).
In order to ensure that these tanks are properly used and sustained, agreements with CBOs were signed
and rotation programs were prepared. Each trailered tank is owned by the CBO who lends it to
livestock holders for certain period, then get it back, examine it and then give it to another beneficiary.
During the reporting period; 100 % of Rawasi target was achieved as 30 trailered tanks were
distributed in 18 locations: Raba (1), Al Maleh (6), Al Aqaba (3), Al-Bqe'a (1), Beit Furik (2), Frush
Beit Dajan (2), An-Nassarya (1), al Duke (1), Al-Jiftlik (3), Moarjat East & West (2), Nowamih (2), al
Ouja (1), Az-Zubidat (1), Fasayel (1), Khrbet Abo Falah (1), Al-Mughayyir (1), Mukhmas (1).
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
17
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:
18
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
19
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.
20
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
21
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
22
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
23
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
24
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.
25
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).
26
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
27
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.
28
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.
29
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
30
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
31
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.
32
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
33
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
34
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.
36
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
37
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).
38
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.
39
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).
40
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.
41
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.
42
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
(*10 beneficiaries) + 50 rainwater harvesting cisterns rehabilitate (* 10 beneficiaries) + 10 cement pools (* 20 beneficiaries)
+ 30 metallic water tanks (*15 beneficiary) + 2 water distribution points (total of 840 beneficiary). Collective ownership is
adopted as part of sustainability assurance. Follow up and management is carried out by the CBO at each of the locations.
The size of grazing land
under collective
management has
increased by 25% at the
end of the project (sex
disaggregated)
TARGET= 14,525 dunums
15,768 dunums of grazing lands planted= 150 donums of grazing lands by water micro catchment systems (10*15
dunums) + 3930 dunums planted with high yielding forage seeds + 200 dunums using conservation agriculture machine+
1,738 dunums collective management through project + 170 dunums of land panted through water networks + 9,580 dunums
grazing lands reached due to agricultural roads.
At least 50% of male and
female livestock holders
have sustainably
increased their fodder
production by 15% at the
end of the project (sex
disaggregated)
TARGET: 470 beneficiaries with 180 tons increase in production
Achievement: 8,949 beneficiaries reached with total of 13,349.1 tons increase.
8,949 beneficiaries supported to grow their animal feed (480 female livestock holders – out of which 46 female headed
households) in the targeted communities : 940 beneficiaries of water activities mainly micro-catchment & water networks
(370 donums) + 7,320 beneficiaries accessed to grazing areas because of roads rehabilitation (9,580 donums) + 39
beneficiaries under conservation agriculture planting 200 dunums + 255 beneficiaries benefiting from 10 silage and feed
black demonstrations (12.7 Tons)+ 60 livestock herders have benefited from green barley production through the two
hydroponic stations linked to field school farms (19.4 tons) + 220 beneficiaries of high yielding forage seeds (average of 340
tons from 600 donums).
Total fodder in tons produced= 13,349.1 tons (increase on top of originally produced fodder + access to new lands/
hydroponic/ alternative feed).
Water network and water harvesting system= 204 tons (370 *2.8)
Grazing lands quantities (estimated)= 12,445 tons (1.3 green forages * 9,580 dunums)
Conservation agriculture demos= 52 tons
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).
43
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:
44
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:
46
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)
48
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
49
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:
https://www.care.at/projekte/palaestinensische-gebiete-verbesserung-der-ernaehrungssituation-von-
viehhirten/
https://www.youtube.com/watch?v=vfxbA1FARjg&feature=youtu.be
2.6 List of materials
Below is a list of educational materials distributed to farmers:
Silage as Alternative Feed (1000 copies in Arabic + 400 copies in English)
Concentrated Animal Feed (1000 copies)
Hydroponic Planting (1000 copies + 400 copies in English)
Conservation Agriculture (1000 copies + 400 copies in English)
Field Crops and Promising Yields (1000 copies + 400 copies in English)
Water Harvesting Systems (1000 copies + 400 copies in English)
Animal Diseases (1000 copies)
Flock Management (1000 copies)
Please see Annex III: Sample of Silage Brochure
50
2.7 List of contracts above 10,000 EUR
At the beginning of the project, Rawasi team developed a full procurement plan that was reviewed by
CARE procurement team to make sure that selected procurement methods corresponds to EU
regulations. The below list summarizes contracts above 10.000€; awarded for the implementation of
the action during the reporting period:
# Action
of
contract
Activity Contract
amount €
Award procedure
followed Name of contractor
1 Work
R1.1.4. Build two hydroponic
pilot stations 25,043.758
Advertising in local
newspaper – closed
enveloped tender
Abu Fulan company
R1.3.3. Provision of metallic
water tank trailers (22 tanks) 37,369.925
Advertising in local
newspaper – closed
enveloped tender
Kaibni Blacksmith
R1.3.3. Provision of metallic
water tank trailers (8 tanks) 15,952.379
Advertising in local
newspaper – closed
enveloped tender
Kaibni Blacksmith
R1.3.4. Construction of water
distribution points and
promotion of good water
management (9.25 km)
153,291.28 Advertising in local
newspaper – closed
enveloped tender
AL- Qasaba Company
R1.3.4. Construction of water
distribution points and
promotion of good water
management (0.75 km)
10,306.57
Advertising in local
newspaper – closed
enveloped tender
Mosa Abu Hatab
Company
R1.5. Construction & rehab.
of agricultural roads (6.0km) 46,823.187
Advertising in local
newspaper – closed
enveloped tender
Al Hanani Company
R1.5. Construction & rehab
of agricultural roads (1.5 km) 19,814.81
Advertising in local
newspaper – closed
enveloped tender
Al-Qasaba company
R1.5. Construction & rehab
of agricultural roads (1.5km) 13,564.81
Advertising in local
newspaper – closed
enveloped tender
Abu-Ghazaleh company
R1.5. Construction & rehab
of agricultural roads (1.0 km) 9,481.48
Advertising in local
newspaper – closed
enveloped tender
Dar Al-Bena'a company
R2.5. Establish two model
livestock field school farms
153,791.67
14,520.37
Advertising in local
newspaper – closed
enveloped tender
Al-Saif company
Al-Hamdeya Company
R3.4. Provide grants to the 7
CBOs/SMEs/social
enterprises 74,063.55
Advertising in local
newspaper – closed
enveloped tender
Al-Saif company
(rehabilitation works) R3.5. Strengthen women
producers’ groups to market
their products
2 Supplies
R1. Multiplication and
distribution of seeds 18,995.22
Request for
Quotations
Al-Amaneh Grinder
R1.4. Provision of high-
yielding forage seeds
37,657.585
12,950.93
Advertising in local
newspaper – closed
enveloped tender
Al Midraj Company
Agronomist Co.
R2.3.2. Optimising fertility
and reproduction 49,951.625 Advertising in local
newspaper – closed Al Waha - FaysalBadarin
51
enveloped tender
R2.3.4. Hygienic milking,
collection and processing of
dairy products (250 units)
20,235.888 Advertising in local
newspaper – closed
enveloped tender
Al Hasad Company
R2.3.4. Hygienic milking,
collection and processing of
dairy products (250 units)
22,894.618 Advertising in local
newspaper – closed
enveloped tender
Al Hasad Company
R2.3.4. Hygienic milking,
collection and processing of
dairy products (212 units)
26,107.41
Advertising in local
newspaper – closed
enveloped tender
Spring Company
R2.3.4. Hygienic milking,
collection and processing of
dairy products (220 units)
12,629.63 Advertising in local
newspaper – closed
enveloped tender
TechnoGreen Company
R3.1. Conduct a market
assessment of sheep and
dairy products
28,433.638 Advertising in local
newspaper – closed
enveloped tender
SEC (Small-Enterprise
Center)
R5.2.4 Needs assessments for
17 CBOs/SMEs/social
enterprise 52,777.8
Advertising in local
newspaper – closed
enveloped tender
SEC (Small-Enterprise
Center) R3.2. Design a business plans
for each of the 7 high
potential CBOs/SMEs/social
enterprises
R3.4. Provide grants to the 7
CBOs/SMEs/social
enterprises 186,324.07
67,157.41
11,715.74
12,075.00
Advertising in local
newspaper – closed
enveloped tender
a. Al Hasad Company
b. ElectroNihad
Company
(dairy machines)
a. Al-Meraj Company
b. Al-Shakhsheer Co.
(office equipments)
R3.5. Strengthen women
producers’ groups to market
their products
R3.5. Strengthen women
producers’ groups to market
their products 34,286.11
Advertising in local
newspaper – closed
enveloped tender
Al Nasher Company
(Market campaign)
2.8 Sustainability of the action
The design of Rawasi project took into account the adoption of comprehensive model that created a
small scale enabling environment for the farmers to achieve better livelihoods. As part of the
implementation of the project, an exit strategy was developed where clear definition of roles and
responsibilities, transfer of assets took place. All activities under this exit strategy made sure that
partners are aware of main tasks that they need to carry out in order to sustain the project.
In general intervention design took into account the following:
Investment in capacity building for beneficiaries, CBOs, SMEs that provides long term skills.
Trainings allowed the three main categories to shift towards more sustainable solutions when
it came to innovations/ natural resource management/ production methods which has
developed quality and improved their access to market and eventually their livelihoods.
52
Project approach to target CBOs instead of targeting individuals directly increases capacities
of CBOs and creates the bases for better understanding of the needs of their members during
Rawasi and beyond. This also increased ownership of the whole process and therefore worked
towards maintaining its results.
Adopt new innovative methods and techniques that are usable throughout the project and in
the future. This includes the water harvesting and the animal high yield forage seeds. For
technical aspects farmers were involved in the implementation of the water harvesting sites
and were coached on potential follow up needed to ensure the sustainability of the established
locations. As for the seeds; the team intentionally selected species that can be used/ planted
through more than one season as in the case of millet.
Although Rawasi was implemented over 28 months only, awareness raising and participatory
field days affected the attitudes of beneficiaries that were positively changed especially when
it came to agricultural practices and women inclusion.
Investment in capacity building via a peer to peer approach enhanced solidarity and
collaborative learning from within the communities, and ensures crowding in by direct
interaction between benefited farmers and other farmers who haven’t been targeted by the
project.
Due to better engagement in innovative and viable marketing channels; CBOs are able to
generate sufficient income to finance their future activities within two years. The project
followed two key economic strategies for sustainable economic impact: 1) the integration of
business-oriented mechanisms and approaches throughout the value chain and amongst CBOs
(market driven value chain optimisation rather than donor/INGO driven, integrating feasibility
and business planning, leveraging partnership models, etc.); and 2) the adoption of a regional
cluster based approach for value chain optimisation rather than adopting one size that fits all
approach and establishment of CBO/SME/social enterprise “hubs” per cluster.
2.9 Mainstreaming cross cutting issues
The project featured a strong focus on civil society capacity building. The consortium facilitated the
establishment of particular CBO-led hubs ensuring good governance principles are taken into
account to deliver essential different services (extension/ market related/ innovations/ etc.) to the male
and female livestock holders. The idea of collectively producing, processing and marketing livestock-
related products will be fostered.
Ensuring gender equality was underpinned all results and activities. Although women are
significantly involved in milking, milk processing, fodder production or lambing, they have limited
access to appropriate extension services and control and ownership of livestock assets. The project not
only aimed to increase the participation of women in the CBOs and in all stages along the livestock
value chain, but also strived to increase their decision-making power at household and community
level through implementation of stand-alone activities and activities related to women groups
formation. This was achieved by conducting a gendered analysis of needs, constraints and roles in
livestock related processing; ensuring that extension services reach women and meet their needs and
priorities (e.g. trainings took place in sensitive environments that allowed women to access and share
information); supporting women’s CBOs and social enterprises in implementing business and
marketing plans; and facilitating household discussion about division of labour.
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
focused on all aspects of access and movement restrictions that male and female livestock holders
encounter in the West Bank. Evidence gathered showed the impact of these restrictions on the
livelihoods of the livestock holders. It was key to work closely with the NRC and to communicate on
detected cases as in this way the demolition orders were put on hold and by now not conducted.
53
The project had positive impact on the environment as scarce resources were used significantly more
efficiently. New techniques were employed to enhance soil preservation and to use effectively
agricultural by-products thus mitigation political/structural but also climate change related challenges.
2.10 Monitoring & Evaluation
A result oriented monitoring and evaluation system that provided relevant and accurate information on
progress towards outcomes for reporting purposes, decision-making and sharing with interested
stakeholders.
In general, main characteristics of the M&E framework can be summarised as follows:
Gender sensitive & outcome oriented project monitoring system: A gender sensitive project
monitoring system was developed involving all the partners to regularly monitor the progress
made towards the targeted results and outcomes. This involved an annual revision of the
intervention hypotheses together with target groups and a bi-annual monitoring of progress
towards outputs. Gender sensitive means that power imbalances identified in the baseline were
monitored and that sex disaggregated data was collected throughout the process. The project
also monitored and documented participatory processes in working with the target groups and
between partners and share the best practices observed with stakeholders at different levels.
An important aspect of the results oriented monitoring system was monitoring how
developments on the political and economic context are affecting progress towards the
outcomes.
Tracking of Economic indicators related to income generation/increase in net income/ VC
activities/ involvement of market actors, etc.
Regular reports and joint field visits: Regular reports were prepared, joint field visits (by
CARE and its partner and other stake holders like other LbL projects, ECD and MoA) were
held to observe and monitor progress in the field, and to promote joint reflection and learning.
Exit Strategy: The exit strategy was taken into account starting from the needs assessment and
preparation phase. A detailed action plan was developed during the inception phase indicating
the transfer of assets and roles and responsibilities to ensure sustainable impact by the
livestock holders, the CBOs, the MoA and the SMEs.
Lessons learned workshop: at the end of the workshop a lessons learned workshop was carried
out with all actors trying to identify areas of enhancements and areas that we should be
building upon.
Mid- term & Final evaluation: An external mid-term and final evaluation were conducted to
identify the project progress and analyse lessons learned for future actions.
Rawasi team agreed on the monitoring and evaluation system of the project since the launching/
inception phase. Tasks were reviewed and roles ad responsibilities were divided among the three
partners. Logical framework was updated in a form of a data collection sheet that contains source of
data to be gathered. Also the results of the baseline were integrated in the log frame, allowing the
project team to calculate the exact targets to be achieved.
Furthermore, the excel sheet was updated with questions based on which data have been collected and
the frequency of data collection defined (depending on the season). A list of questions was integrated
into the application forms used in the selection process for all activities to allow the team to better
reflect the change before and after the interventions. ICARDA was also involved in the revision of the
monitoring and evaluation tracking sheets from a scientific perspective especially when it comes to
calculating quantities of water, fodder and animal productivity.
Based on the results of the mid-term review, the following actions were introduced to the monitoring
and evaluation system:
54
The monthly reporting sheet was changed to allow for more frequent data collection and
analysis. The system was connected to CARE´s Impact and Learning data base that will be
accessible to EU in the coming reporting period.
Deciding on source of data: 2/3 of the gathered data was gathered directly from the
beneficiaries, who received more than one intervention and 1/3 was from those benefiting
from one activity. This allowed the team to learn about the results targeting beneficiaries with
multiple interventions as a comprehensive production package (fodder, animal husbandry,
production and market linkages). This system was also the base for selecting beneficiaries for
the final evaluation.
The final evaluation was carried out by HRD Consulting Co. and focused on assessing
Rawasi’s achievements and performance against a clear set of criteria (relevance, efficiency,
effectiveness, impact, and sustainability). It also provided lessons learned and
recommendations to improve future programming as well as opportunities for scale-up or
replication. It is worth mentioning that assessment with beneficiaries who were targeted in
more than one intervention showed that the project is more likely to be sustainable over the
coming years in their cases. This is due to the fact that working with them on more than one
stage in the VC (pre-production, production, processing and marketing stages) allowed them
to be more ready for markets and to better connect with value chains in terms increasing their
net income and get better linkages with the CBOs and the SMEs (not only the quality and
quantity of produce, but also the competitive attributes of their dairy products).
Please see Annex IV: External Final Evaluation Report.
2.11 Lessons learned
Towards the end of the project the consortium implemented a two day lessons learned workshop that
focused on areas of improvements and areas to build upon. Below is a summary of the main findings:
First lesson: Strengthening the steadfastness of livestock breeders is largely dependent on
improving their households’ income and access to services
Bolstering food security of households in politically and socio-economically vulnerable communities
where access to basic services such as electricity, water, transportation, health and education is
particularly problematic, as is the case in Area C communities in the West Bank, requires the
concerted effort of development programs and interventions implemented by all developmental
stakeholders with those of the State. Such concerted effort should aim to ensure that the pre-
requisites for development interventions are met, including access to basic social services and
infrastructure. Where such pre-requisites are not fully met, it is crucial for economic empowerment
programmes aiming to sustainably increase the income and improve the livelihood conditions and
steadfastness of vulnerable livestock breeders’ and their households to integrate the following
approaches and strategies:
Principally target medium-scale livestock breeders as this category of breeders is the
category that is most likely to effectively benefit from economic empowerment interventions
and witness significant impact. Large-scale breeders usually have access to resources that
enable them to remain resilient and steadfast over time. Small-scale, subsistence breeders, in
general, are destitute and in need of social protection services to be able to effectively benefit
from economic empowerment interventions. For many of these breeders, transformation from
subsistence to commercial breeding is nearly impossible as most lack the time and human
resources needed for this purpose.
55
Strengthen social responsibility and inclusion through engaging local activists in a
participatory development approach that fosters an inclusive social movement, capable of
reflecting the common needs, aspirations and goals of the local community as a whole. This
approach should facilitate joint action, collaboration and individual development of women
and other vulnerable groups, including supporting champions of change to form and establish
associations and cooperatives that may help them in responding to their economic and social
needs. As part of this approach CARE enhances the development of social enterprises, that are
CBOs or cooperatives that are producing for the market but on the same time able to support
their members with income generation, capacity building and support services.
Strengthen regular communication with the State of Palestine and international
organizations with the view of engaging these organizations in facilitating humanitarian
access and development work in the Area C communities, as well as mobilizing increased
support to development activities in Area C, particularly on infrastructure development and on
sharing know-how, experiences and data gathered to enhance synergies of the actions
throughout the region.
Lobby duty bearers within the institutions of the State of Palestine and international
organizations to meet their various obligations towards livestock breeders. More specifically,
advocate for improvements in the governing programs and services provided in Area C,
where social and economic rights, such as those related to work, movement, freedom,
education, health, and livelihood, become enshrined in practice. As part of this effort, lobby
for more responsive and Area C context-specific policies and services in the domains of
agricultural taxes, social protection, employment generation for youth and women,
transportation, housing, and agricultural extension services and provide special attention to
those entities that are able to deliver a social value added to the local communities
(development and support for social enterprises).
The adoption of innovative husbandry and farm management practices and technologies by
breeders (firstly on CBOs level with spill overs on individual herders level) should be
achieved through demonstrations and the success is a function of three factors, namely: i)
relevance and adequacy of the introduced innovations to the local socio-economic and
environmental context in which they are introduced, ii) level of engagement of lead breeders
and community leaders in the design and implementation of demonstrations; and iii)
number of demonstrations implemented in the targeted community. The greater the
relevance, engagement, and number of demonstration, the greater the uptake levels. The
selection process of partner breeders to implement innovations should thus be designed with
community participation. Selection criteria should include, inter alia, interest in innovation,
preparedness to promote the results, willingness and capacity to implement innovation
(including suitability of farm location for implementation of innovations, and capacity to
document results), and openness to sharing results with others.
In planning the project interventions targeting the most marginalized and vulnerable
communities, special attention should be given to allocating adequate resources (time, human,
and financial) for all project activities in general, and for those involving promotion of
innovative solutions in particular. During implementation, mechanisms should be put in place
to ensure that capacity building is applied in practice as this is has immediate consequences
for effectiveness and sustainability of results. The success of activities aiming to promote
innovative technologies in the livestock sectors largely rests on ensuring that adequate time is
devoted to the implementation and dissemination of these technologies, as well as on the
involvement of a multidisciplinary team of livestock and market experts in the promotion of
the said innovations.
Developing the sheep and goats value chain in marginalized communities is a long-term
process that should begin with an inception phase during which a team of experts undertakes a
comprehensive analysis of the livestock market system dynamics and the sheep and goats
value chain, and identifies intervention strategies at various levels of the value chain that
could enhance value chain performance and growth, thereby improving breeders incomes.
Ideally, analysis of value chain bottlenecks and growth potentials and opportunities requires
56
the involvement of a multi-disciplinary team of experts (social, economic, enterprise, and
gender) to ensure that breeders remain a central focus of the analysis and intervention
strategies. Sufficient time and financial resources should thus be allocated to the value chain
analysis, including the validation of its results and recommendations with stakeholders.
Second lesson: The value added that organizational partnerships bring to program management
and leadership is strengthened by clarity of roles in program implementation and policies
Assigning clear roles to program partners, whereby the technical, administrative and finance staff
of partner organizations are involved in program implementation contributes to enhancing
accountability of results and strengthens program ownership among partner organizations. This model
of partnership is a better alternative that rely on project management units (PMU) which tend to
alienate PMU staff from their organizations. The following lessons from Rawasi’s model can be
leveraged by future programs to enhance the effectiveness of partnerships:
Joint program planning and monitoring by program partners adds value to the partnership.
In the case of Rawasi, this was done through: i) a planning workshop at the start of the project,
during which detailed implementation and monitoring plans were formulated jointly by the
three partner organizations; and ii) regular planning and monitoring workshops during
implementation took stock and assessed progress and if necessary modified plans. The
effectiveness of these workshops is largely dependent on the level to which the different
partners provide data on progress and results on a timely basis. This creates also a
precondition for a quality monitoring and evaluation framework.
The presence of a project partner with both local and regional experience in applied
agricultural research, and has a strong relationship with the Ministry of Agriculture is a
great value added. ICARDA complemented the ecosystem and business development, grant
management and gender mainstreaming experience of CARE and the grassroots and value
chain development track record of PARC.
Allocation of human resources to the project should be based on an in-depth analysis of the
workload for each project function, particularly for administrative functions related to
accounting and procurement. Standard partial allocations should be avoided to the
extent possible. Moreover, careful analysis should be undertaken during the planning stages
to assess the need for integrating technical staff from the Ministry of Agriculture into the
project’s management structure to improve efficiency and sustainability prospects and
mainstream good practices. Finally, when recruiting external consultants, due diligence
should be exercised to ensure that those selected bring value added to the project, and have the
technical capacities, experience and credentials being sought by the project. Hence, evaluation
of prospective consultants should be largely based credentials and experience of the
individual consultant(s) as opposed to the common practice of evaluating institutional
(consulting firm) experience and credentials.
Enhancing communication between project staff and partners helps create a collaborative
working environment which adds value and strengthens the sense of a team among
stakeholders despite their differences. Another central element to team building is the
collaborative design and implementation of the project’s financial and procurement
procedures, aligned with the procedures of partner organizations.
Third lesson: Continuous attention and allocation of needed resources to monitoring and
evaluation and ensuring that cross-cutting issues (gender, sustainability and environmental
preservation) are mainstreamed into the project during implementation strengthen overall
performance.
Ensuring that monitoring and evaluation functions are implemented effectively requires attention not
only to activity, output and results monitoring, but also to track the changing dynamics in the
57
communities/sectors targeted and the sustainability prospects of the intervention. This should include
monitoring of conflict and risks, gender relations, and the institutional framework, as these aspects
have a direct bearing on project performance and its ability to deliver results. The following could be
taken into consideration to improve prospects for performance:
Enabling project partners to make strategic, evidence-based decisions and to generate learning
requires projects to design and put in place strong monitoring and evaluation systems at
the onset of implementation. Such system should be dynamic to enable capturing relevant
data needed for decision making. It should include all the tools and forms needed for data
collection, analysis, and reporting. Responsibilities for monitoring and evaluation tasks
need to be very clear, and adequate resources should be allocated. The utility of monitoring
and evaluation is maximized when it explicitly focuses on generating learning, and identifies
knowledge creation as one of its key objectives.
Networking and coordination with organizations active in marginalized communities in Area
C is critical for enhancing both the effectiveness and efficiency of project performance, and
should thus be integrated into project operations. Networking and coordination efforts could
focus on building synergies through establishing referral systems (for social services),
advocacy and legal assistance, all of which are critical for addressing vulnerability and
strengthening resilience and steadfastness in marginalized communities in Area C. As part
of the coordination and agenda, stakeholders in general, and project funders in particular,
should be flexible and willing to accept introducing changes to project activities, when
Area C is involved. This, however, requires the project monitoring and evaluation system to
carefully monitor changing operational dynamics, risks, and generate the data and evidence
needed to support the introduction of changes and exception.
Achieving gender equality and equity between men and women herders requires the project
team to pay particular attention to a number of issues that affect women’s empowerment and
enhance their productive, social and political roles. This can be done through:
o Ensuring that the project team includes an expert on gender equality and social
development to work hand-in-hand with and support field staff in mainstreaming
gender into project activities, including implementation of activities exclusively with
women.
o Ensuring a gender balance in project staff, as well as sensitizing and training staff on
gender issues.
o On the basis of analyzing gender dynamics in the targeted communities, ensuring that
the project’s approach and mechanisms directly target women and respond to the
needs and structural power imbalances.
Sustainability of project results is more likely when the project design includes a clear and
action oriented exit strategy, and when project partners work together to implement it. Such
strategy often requires the project team and partners to extend technical support and follow-
up through their staff to the targeted communities and beneficiaries beyond the lifetime
of the project. This is particularly true when innovative technologies are introduced towards
the end of the project’s lifetime to ensure their effective uptake dissemination.
Fourth Lesson: Capacity building of different and interlinked key stakeholders throughout the
value chains is an essential ingredient for successful livelihood development interventions
targeting herders in marginalized communities.
In marginalized communities in general, and in Area C in particular, livelihood strategies and their
outcomes are influenced by the effectiveness of humanitarian and development interventions
implemented by various stakeholders in these communities. They are particularly affected by
initiatives aiming to address vulnerability drivers in the community and those aiming to introduce
systemic changes in the livestock breeding systems on the basis of value chain analysis and
development approaches. Consequently, the following considerations should be kept in mind when
planning for enhancing the effectiveness of value chain development interventions:
58
Capacity building interventions should be designed with the principle objective of putting in
place a model for enhancing herders’ livelihoods and strengthen their position in their
value chains. To ensure that this happens, capacity building programs should be designed on
the basis of an in-depth, participatory analysis of the structure of the value, and the
performance of the value chain actors, with emphasis on performance gaps among herders and
their associations.
Supporting women and medium-scale producers in forming cooperatives should include a
specialized capacity building program that focuses on enhancing these organizations’
business performance and commitment to cooperative principles. Any engagement with
existing cooperatives should give special attention to assisting these in assessing and resolving
any membership problems they experience as these could be detrimental to cooperative
performance. Efforts should be made to ensure that partner cooperatives deliver relevant
services to their members, and that membership of partner cooperatives reflects the
cooperative principle of economic participation; that is, all members not only own shares in
their cooperative but also engage in economic transactions with it in the spirit of mutual
benefit. To the extent possible and appropriate, formation of specialized cooperatives at the
various levels of the value chain should be encouraged to improve the efficiency of project
investments and reduce conflict.
Working with women and men entrepreneur producers to develop their business
enterprises goes a long way in strengthening their livelihood strategies, while also ensuring
their sustainability. Moreover, strengthening these businesses contributes to improving their
access to services, production inputs marketing advisory in the targeted communities. To
improve the success prospects of new enterprises, projects should improve the business
enabling environment and enhance access to support services. This should be done in a
holistic manner either directly or through networking and coordination with other
organizations and target infrastructure development, technical assistance, capacity building,
and financing.
Strengthening women’s technical production capacities in the livestock value chain in general,
and in dairy processing in particular, requires the introduction of new technologies and
practices as well as the provision of the tools needed to use these technologies. In doing
so, special care should be given to analyzing the impact and suitability of new technologies
from a gender perspective. Technologies that are likely to increase an unwanted work burden
on women, or that lead to disproportionate advantage to male producers should be
reconsidered.
Agricultural extension programs that are based on demonstrations and applied research are
effective ways to disseminate new practices and innovative technologies. However, to ensure
the effectiveness and efficiency of these programs, the following conditions should be met: i)
the inputs required for the implementation of the innovative technologies being
introduced should be readily available and accessible to all producer categories in the
targeted communities; ii) results of new technologies should be regularly monitored with
the active participation of lead producers in the targeted community; and, iii)
demonstrations should be implemented under appropriate conditions and given the time
and resources they need to show tangible results.
3 Partners and other Coo-operation
3.1 Assessment of the relationship between the formal partners of this Action
3.2 Continuation of action
59
Rawasi is implemented by CARE, PARC and ICARDA that were selected to complement and build
on each other’s capacities and areas of expertise. The Rawasi management team is constituted by
representatives of all three partners and designed in a way to ensure maximum efficiency and quality.
The implementation team consists of highly qualified and experienced technical experts of all three
organisations (water engineer, agronomists, veterinarians, livestock scientists, gender specialists, etc.)
who ensured high quality implementation. During the implementation period partners were able to
implement the project in full coordination knowing expected roles and responsibilities required from
each of them. Although CARE and its partners have worked together since years, the level of
innovation is considerable under Rawasi and it was also implemented smoothly despite the
comprehensive nature of the project.
Below is a summary of the roles played by each of the consortium´s members:
CARE as the contract holder takes the lead role in overall management, monitoring and reporting
and it ensures partners are involved in planning, implementation, and documentation of lesson
learned activities at all levels. As part of the steering committee CARE contributes with technical
guidance throughout all components and has the overall responsibility for the advocacy
component under ER 1 as well as for the development of innovative and proven market driven and
value chain facilitation models under ER 3. CARE also takes the necessary steps to ensure
visibility and puts a clear accent on empowering women and gender mainstreaming.
While PARC leads the implementation of the activities on the ground in the agricultural sector
across Palestine; ICARDA draws on a worldwide network of agricultural research in arid zones.
Both partners, through the project steering committee, are directly involved in both field and
management related actions and decisions. PARC and ICARDA are jointly responsible for ER 1,
whereby PARC focuses on the capacity building of cooperatives, including follow up processes,
and ICARDA on the establishment of demonstration plots, access to improved seeds and
plantation techniques and adapted agricultural machinery in coopereation with Palestinian
producers. ER 2 is led by PARC who has long-standing experiences with animal health, amongst
others through model farms. ER 3 is under the leadership of PARC and CARE.
CARE along with PARC are responsible for integrating development approaches of market
demand driven value chain facilitation into all ERs, thus applying integrated business-oriented
models.
Building on the successful relationship between the three partners the following two projects were
granted to the consortium members. These projects adopt the same Rawasi methodology and targets
the livestock holders as follows:
1. Souqona project funded by the Australia Government and implemented by CARE and
ICARDA and ARIJ. One major component of the project is focused on livestock. This
component is going to build on Rawasi’s achievements and areas of strength while
recognizing the lessons that were learned from Rawasi implementation. Total budget: 5.8
million USD, with duration of five years (April 2016 to March 2021), locations: central and
northern West Bank).
2. Ayadi project to be implemented in West Bank/ Gaza- North and South; funded by the
Canadian Government and implemented by both CARE & PARC. The focus of the project is
livestock and is implemented in full coordination with the Souqona project to ensure
maximum benefits and synergies. Total budget: 3.5 million USD, with duration of three years
(July 2016 to June 2019), locations: central, northern and southern West Bank).
3.3 Assessment of the relationship with State Authorities
60
Rawasi consortium implemented regular and meaningful coordination with Government actors
including ministries/ local councils/ governors/ etc. The coordination is taking place on several levels
seeking full involvement of relevant ministries in the implementation and the follow up of the project
implementation:
During the design phase; coordination with MoA was initiated as it directly contributes to the
realisation of the PA’s Agricultural Sector Strategy as well as the Palestinian National
Development Plan. The project has defined its aims to be in a perfect fit with the following
strategic goals of the PA: activating the rights of Palestinians to land and water, improving the
health and productivity of livestock, reduction of land degradation and optimal use of resources,
improving the quality of produce health, empowering women’s role in the agriculture sector and
strengthening the role of the private sector in agriculture.
CARE and partners are still cooperating with the MoA to support communities’ access to
government-led extension services, with the Palestinian Water Authority for the rehabilitation of
water management systems as well as with local government units for direct support during the
implementation. The MoA agreed to leverage Rawasi’s best practices, pilots, innovations, toolkits,
etc. to scale up the impact in the livestock sector in the oPt.
Rawasi team assisted MoA veterinary directorates in the dissemination of information related to
national identification system. This was either through: the distribution of relevant materials,
facilitating the access of MoA staff to target communities, contribution from Rawasi budget line
contributed to awareness raising activities under the project.
MoA was represented in different levels of Rawasi management structure as follows: 1) project
steering committee, 2) project technical committee, 3) LbL-f and LbL-i regular coordination
committee, 4) local directorates involved in the selection, monitoring and follow up of activities
on field level.
Coordination with relevant PA ministries regarding policy level where all documented cases
related to access and movement restrictions as well as their impact on livestock holders’
livelihoods is documented, shared and used to advocate for increased protection of the extremely
vulnerable population in military zones in Area C.
Consortium members were part of the development livestock sub-sector strategy led by MoA and
in cooperation with FAO.
3.4 Relations with other organizations
Final beneficiaries and target groups
Local communities (including representatives of the CBOs) have been integrated and consulted
during the preparation phase and have also confirmed the analysis of underlying problems that
informed the design of the action. CBOs and SMEs are playing a dual role where they are
benefiting from activities that allow them to act as active socio-economic hubs/social enterprises
that better correspond to community needs (receiving capacity building and inputs), and in the
61
same time they are part of the decision makers who decide on the selection of locations,
beneficiaries, and the methodologies of the implementation.
The same is applied in terms of targetting individual livestock beneficiaries who are benefiting
from the activities but also are addressed via a peer to peer approach: livestock holders who
participate in capacity building have disseminated their knowledge to members of their
cooperative and provide services to others in the project area.
Other third parties involved (including other donors, other government agencies or local
government units, NGOs, etc)
o Regular coordination with LbL program is carried out on different levels: activity level,
steering committee level, coordination committee level. The coordination included the
unification of the selection criteria, finalization of locations selection, lessons learned on
model field school farms and hydroponic stations, joint efforts in terms of visibility, joint
mid-term review.
o Coordination with other active organizations in the field through regular participation in
networks and forums (e.g. AIDA and livestock subsector working group).
o Coordination with relevant research institutes and universities to follow up on the
documentation of the results related to innovative techniques (NARC, Khodoury, and An-
najah university)
o Coordination with private sector representatives who are involved in the design of most
feasible and efficient models of solar panels, hydroponic, and conservation agriculture.
This coordination aims at enhancing the innovation and leveraging the interest of the
private sector in this field.
3.5 Links and synergies with other Actions
The Rawasi project built synergies with other CARE implemented projects. For instance, linkages
were created with the TATWEER project that is implemented in Tubas area with funds from the
Australian Government. Through TATWEER project a calendar produced with events that are relevant
for livestock holders; with clear set of actions related to animal husbandry, barn management,
production techniques. The calendars were distributed to Rawasi beneficiaries (200 copies).
The Rawasi market system assessment was shared with many stakeholders including MoA, LbL-i nad
LbL-f programs, PMDP program funded by DFID, Oxfam, etc. the assessment was referred to when
designing projects related to livestock holders.
The partners within the consortium (CARE, PARC and ICARDA) are designing their future
interventions involving main facilities established by the project including field school farms and dairy
units.
UNDP is currently implementing a project with the al Aqaba CBO targeted under Rawasi to provide
them with cold truck based on the success that they have achieved through the project.
Scientific results and papers generated on animal feed, animal husbandry and water innovation were
shared with three universities who started an exchange program for their students interested in tracking
these methods in the field and in coordination with their faculties. This was mainly implemented with
the field school farms.
CARE and PARC are currently implementing two other projects that are directly connected to Rawasi:
Ayadi and Souqona.
62
Of course project was fully aligned with LbL projects implemented by FAO and UAWC and Oxfam.
This was further formalized through the coordination framework signed by the different actors where
results and good practices were shared.
3.6 Alignment with other projects funded by the EU
The project was fully aligned with the Livestock based Livelihood institutional and field level program
financed and coordinated by the EU.
3.7 Co-operation with the services of the Contracting Authority
The contracting authority provided support and played a great role in coordination with other LbL
projects, and other relevant projects funded by EU and with MoA. And the team was so understanding
when issues arose from the field and helped in finding solutions to issues/ obstacles/ constraints.
4 Visibility
Visibility of EU contribution was highly ensured throughout the implementation of the activities in
year I. The following set of actions was carried out to ensure both EU visibility and Austrian
Development Cooperation´s (ADC):
Development of communication and visibility action plan with clear set of actions to attain
following objectives:
• To ensure that key target groups are aware of the work the EU, CARE and other partners
are carrying out to support livestock holders in Area C and reflecting the visibility
guidelines of ADC.
• To increase the knowledge within key target groups of main requirements needed to
strengthen the resilience and increase the income of sheep and goat holders in Northern
and Central locations in Area C.
• Promote the participation of women in economic empowerment, value chain based
interventions and strengthen local cooperative and solidarity structure via the support to
social enterprises/socio-economic hubs (mostly local CBOs or cooperatives) and link them
to the local and regional markets/SMEs.
• Sharing technical knowledge with practitioners and academic/research institutions.
Use of EU and ADC logo on all documents particularly on the following documents/
advertisements/ events/Etc.
• Operational Manual and all project documents.
• Tender announcements in local newspapers.
In the signing of MoUs and agreements with CBOs, Individual beneficiaries, vendors and
consultants.
Press releases for different project activities that took place throughout the year.
Project announcements in local communities.
Banners and stickers for all activities and inputs (e.g. stickers on distributed trailered water
tanks and banners in the different locations).
Visibility activities including:
• Media coverage, production including in TV and newspaper, electronic websites covering
Rawasi activities.
• Production of project brochure.
63
• Visibility materials in workshops and meetings including banners, agenda, hand outs,
signs, posters and rollups, etc.
• Visibility signs installation (e.g. in demonstration sites and agricultural roads).
Visibility through presentations in preparatory and regular meetings with different stakeholders
(e.g. CBOs, municipalities, village council, etc.).
Joint visibility actions with LbL-I and LbL-i: press release and joint newsletter.
International visibility actions:
• In coordination with CARE Austria, 2 Austrian journalists visited the field in 09-
10/2015. In Palestine they met with the project team that also facilitated an exchange
meeting with Palestinian peer journalists and with the Norwegian Refugee Council that
gave an insight into the legal, political and security framework of WBG. 2 articles were
published as a result:
Seifert, Thomas: Die Joghurt-Intifada, In: Wiener Zeitung (11.10.2015), URL:
http://www.wienerzeitung.at/nachrichten/welt/weltpolitik/779659_Die-Joghurt-
Intifada.html
Jentsch, Christian: Ein Leben im Schatten der Mauer; In: Tiroler Tageszeitung
Online (19.10.2015), URL: http://www.tt.com/politik/10584318-91/ein-leben-im-
schatten-der-mauer.csp
• As a follow up on this action, CARE organized in cooperation with the Austrian
Development Cooperation a Round table discussion “Markets in crisis” in Vienna,
where cases of private sector development and cooperation were presented. Ms Hiba Tibi
(Rawasi project manger) and Mr Anan Kittana (CARE´s MENA Economic Empowerment
Director) were present.
• The event proved important to stronger recognize CARE in the Austrian expert and donor
community. As a result the Country Director (Mr. Rene Celaya) is invited to present
CARE´s approach in fragile markets on the Annual Symposium of the ADC on 8th
of
September 2016.
Please see Annex V & Annex VI: Article in the Austrian Wiener Zeitung & Article in the
Austrian Tiroler Tageszeitung
Please see Annex II: Video Documentation or refer to the following links:
https://www.care.at/projekte/palaestinensische-gebiete-verbesserung-der-ernaehrungssituation-von-viehhirten/
https://www.youtube.com/watch?v=vfxbA1FARjg&feature=youtu.be
64
The European Commission may wish to publicise the results of Actions. Do you have any
objection to this report being published on the EuropeAid website? If so, please state your
objections here.
NA
Name of the contact person for the Action: Ms. Hiba Tibi (Project Manager, CARE West Bank and
Gaza), Judit Kontseková (Program Officer, CARE Austria)
Judit Kontseková Hiba Tibi
Signature: ……………………………………… ………………………………………
Vienna Rammallah
Location:……………………………………… ………………………………………
Date report due: 31.08.2016
Date report sent: 31.08.2016
