1. RESILIENCE
BUILDING
MECIS ECONOMIC JUSTICE COMMUNITY 0F PRACTICE
LEARNING WORKSHOP
WEST BANK TEAM MARCH 17-20, 2014

2. Page 2
LIVESTOCK BASED LIVELIHOOD
PROGRAM
BRIEFLY EXPLAIN BENEFICIARY NUMBERS (MALE/FEMALE);
LOCATION; STAFF AND PARTNER NAMES; PROJECT
DURATION; YEAR OF IMPLEMENTATION
• Direct beneficiaries in the West Bank: 4,000 livestock breeder
HHs next to 600 women farmers/breeders in small-scale home
gardens and dairy production groups
• Key Partners: PLDC, PACU/Livestock, UAWC and PHG
• Staff : OIT (4), PLDC (20), PACU (4), UAWC (4), PHG (3)
• Programme duration: 2006- 2016
• Actual through 5 projects (2013-2016) – ca. 4 million Euro

3. Page 3
SECTION I: CONTEXT ANALYSIS
• About the country - history , geography, demography,
advantages, disadvantages; country map
Small ruminant Livestock holding is a traditional
source of income and food for both Bedouin and non
Bedouin communities.(20,000 HHs);
Herds typically are managed by family members,
especially by women and children.
Many Bedouin communities in OPT have been expelled
from their traditional environment in the Negev (now
Israel)
Area: Semi-arid Eastern Slopes and Jordan Valley; mainly
Area C.

4. Page 4
SECTION I: CONTEXT ANALYSIS
Constraints:
Restriction on herders’ movement (occupation/closures) and
access to resources (rangelands, water); increasing fodder
prices and poor livestock services; weak market outlets
Low carrying capacity of rangelands, poor water resources,
negative climate change effects
Internal political and social fragmentation  weak national policies
and vision for the sector and low representativeness and
involvement of the stakeholders.
Occupation and donors policies oriented toward an emergency
approach to the problems.
 high mortality, low twinning rates, high abortions and morbidity rates
 number of animals continues to decrease (herders forced to
sell stock).  putting at risk livelihood security

5. Page 5
SECTION I: CONTEXT ANALYSIS
Potential
high local market demand for quality meat, dairy and
wool products
High community resilience and resistance
 Theory of Change
@ enhance access to resources and quality services
(PLDC > 4050 members)
@ Enhance women economic empowerment
@ develop value chains, social enterprises, markets
@ develop strong local livestock organizations and
cooperatives (CBOs, PLDC and PACU)
@ support them in grass-root based advocacy and
policy influencing  foster resilience

6. Page 6
SECTION II: WHAT DID YOU DO?
• Briefly describe the intervention
Since 2006 support to PLDC, a centre for the provision of livestock
technical services high quality staff training, veterinarian assistance,
artificial insemination (AI) for the flocks; flock productive management
Since 2008 support PLDC in organizing small scale women groups for
dairy production, community based fodder centres and expanding the
technical quality services to Area C.
Since 2010 services provided to > 1500 small and medium scale Bedouin
and other herders HHs located in Area C of five WB Governorates.
And expanding programme to include HH or hamlet sized WWT units for
irrigated fodder production, range land management and water
conservation ..
From 2013-2016 reaching >3000 herders and Bedouins HHs by DFATD, 2
DGD, MAE projects.
While strengthening community organization, leaderships skills and policy
influencing (EU/Regional Bedouin Governance Project)

7. Page 7
SECTION III: STAKEHOLDER
ANALYSIS
• Key actors involved from the start of the project
Bedouin and other herder communities (including women
groups):
Ministries of Agriculture and Local Government:
Local Institutions (Municipalities, Governorates, Local
Councils)
National and International NGOs and FAO:
Private sector (traders, markets)
Donors (EU, ECHO, DFATD, DGD/Belgium, MAE/Italy)

8. Page 8
SECTION IV: WHAT DID YOU
ACHIEVE?
• Project impact on beneficiaries in general and
impact on women. Positive or otherwise.
In last 3 years no decrease in flocks > 70% of the herders.
 maintaining livelihood security and income
• Change in wider institutions e.g. state, private sector
and other stakeholders.
Herders in Area C are part of the national and donors’
agendas
OIT is co-leading with FAO the Livestock TWG within UN
FSS
Creation of national and regional livestock
MOA has strengthened its work relations with PLDC.

9. Page 9
SECTION IV: WHAT DID YOU
ACHIEVE?
• What systems changed? How? Cite examples and
explain evidences.
Partly because of HEA study, donors have shifted from
emergency funding to developmental funding in SR
livestock sector in Area C
Recognition that not food security is the problem but
livelihood security because of Israeli occupation and
policies.
Better organized network of quality services
More emphasis on value chains and markets for poor
 Higher resilience of the system

10. Page 10
SECTION V: WHAT WORKED WELL
AND WHAT DIDN’T?
• What was particularly successful?
Providing quality technical services  decrease of costs and increase
in livestock productivity
PLDC a credible high quality service provider all over the West Bank
Preserving Palestinian livelihoods in occupied/annexed areas
• What was relatively unsuccessful?
Low participation of and high competition with the MOA (specially
veterinary services)
Limited opportunities to develop sustainable activities (emergency
focus of donors)
• What were the success factors?
High interest of herder communities to maintain their livelihoods
Committed local partner (PLDC) accountable to its constituency

11. Page 11
SECTION V: WHAT WORKED WELL
AND WHAT DIDN’T?
• What approaches or factors constrained your ability to achieve
wider change?
Severe Israeli restrictions on infrastructure and movement in the
intervention area (Area C = 65% of the West Bank)
Emergency funding slowed down long-term sustainable
development
• How could you change what you are doing in future?
More gender oriented approach and analysis
More capacity building of the local organizations
More emphasis on marketing activities to create demand at that side of
the value chain
More advocacy and policy influencing

12. Page 12
SECTION VI: LEARNING AND
RECOMMENDATIONS
• With the benefit of hindsight, what should you have done
differently?
Emphasize more activities that can lead to sustainability of the sector
(too much driven by emergency focus of donors)
• What advice would you give to someone facing a similar
situation?
Provide more capacity building to a strategic partner as PLDC in
organizational management and governance
To work with local Universities and to create link with international
institutions in order to increase organizational capacity and analysis
capacities of local actors
Be even more vocal on the root causes that hamper economic
development (the Israeli Occupation)