Training on Potato Growing to increase productivity and therefore the income generation ability of the women (Tojinisso Odinaeva, executive director Zamzam (T. Rahimov Street 59, Muminabad, Khatlon, Tajikistan))

Public Women's Organisation Zamzam - enhancing incomes for poor women through income generation activities (طاجيكستان)

الوصف

The development of a women's network to disseminate information, provide training, and provide support to other women in the community to help them improve their livelihoods, and provide a forum by which women's issues can be raised at a local level.

Aims / objectives: The overriding objective of the creation of a women's group was to provide an approach, by which activities could be implemented to improve the livelihoods of women in this rural region. Women are considered a vulnerable group due to high rates of labour migration by many men to Russia. This leaves the women behind, to care for the children, tend the kitchen garden, rear animals and other duties that they have limited experience and training in completing. The creation of a women’s network was seen as an opportunity to unite women, and provide them with trainings, skills and livelihood opportunities so that they could improve not only their standard of living but also that of their families. Zamzam was also designed to act as a focal point for voicing women's issues with local representatives and local government, and to help raise the profile of women in the decision making process.

Methods: The organisation, Zamzam was set up initially with funding from an INGO, via a project, however to remain as a viable women’s network, they have several paid staff, secure funding through membership fees and sell dairy products on the local market. The core staff have received support from Caritas and Voluntary Services Overseas (VSO) on areas like business planning, organisational development and marketing to encourage autonomy and sustainability in the future as financial support is withdrawn. In addition Zam Zam members are taught technical skills in dairy production, energy efficiency, soil conservation, basic farming techniques etc which are then taken back to the respective communities and conveyed back to the women of the community. This network creates a safe environment for learning, discussing and planning using the most active women members as conduits for the transfer of information and ideas.

Stages of implementation: The establishment of Zamzam follows a basic business model, whereby a board of directors is established to oversee the daily running of the organisation, periodically meeting to discuss planning, finance, reporting, employment etc. This is supplemented by a bi-annual members meeting whereby all the members of Zamzam meet, and are provided with information on the network performance. This ensures that the members are fully briefed and that the operations remain transparent. This is also an opportunity to vote for new board members, suggest new directions, discuss membership fees, and provide feedback on implemented activities. Zamzam has also developed a business strategy and charter to provide guidelines and direction for its members.

Role of stakeholders: There are three main types of stakeholders; the first are the board and paid staff of the organisation, who oversee the day to day running, the second are the members who participate in training and income generating activities, and act as information points in their respective communites to the third set of stakeholders; the women who are not members but who can still benefit from improved knowledge and support.

الموقع

الموقع: Muminabod, Khatlon, طاجيكستان

المرجع الجغرافي للمواقع المختارة
  • 70.03, 38.101

تاريخ البدء: 2008

سنة الإنهاء: 2013

نوع النهج
Training on Potato Growing to increase productivity and therefore the income generation ability of the women (Tojinisso Odinaeva, executive director Zamzam (T. Rahimov Street 59, Muminabad, Khatlon, Tajikistan))
Shows a chicken breeding farm - one of the open sector income generating activities (Tojinisso Odinaeva, executive director Zamzam (T. rahimov Street 59, Muminabad, Khatlon, Tajikistan))

غايات النهج والبيئة المواتية

الغايات/الأهداف الرئيسية للنهج
The Approach focused mainly on other activities than SLM (Increase income and assets of vulnerable women, and their families, and enhance participation of women at planning and helping to direct development by uniting women to reduce poverty)

To improve the sustainable livelihoods of women within the community by increasing their knowledge and providing opportunity for income generation (e.g. dairy production, crop production, food processing, poultry production). In addition, to establish a women’s network to share ideas and resources, and provide a viable platform by which the specific concerns of women can be raised and presented to local decision makers.

The SLM Approach addressed the following problems: To improve the sustainable livelihoods of women, one of the more vulnerable members of society. Increasingly since the collapse of the Soviet Union, the position of women within the community has become restricted. Previous social structures have diminished, and many male family members are working in Russia, taking with them their knowledge and labour skills. As a result women are left to bring up and support families, tend to the land and livestock and deal with day to day financial issues. This increased responsibility combined with a lack of knowledge, finance and experience has meant that the position of women in the community has become more exposed and subsequently vulnerable.
الشروط التي تمكن من تنفيذ التقنية/التقنيات المطبقة في إطار النهج
الظروف التي تعيق تنفيذ التقنية/التقنيات المطبقة في إطار النهج
  • المعايير والقيم الاجتماعية /الثقافية/ الدينية: There are large scale labour migration issues, leaving women with limited skill sets to run the family households. When the male members of the family return they resume their original tasks and the women resort to a more traditional roles. Treatment through the SLM Approach: The women's organisation encourages and supports women in continuing with their new tasks and responsibilities.
  • توفر/الوصول إلى الموارد والخدمات المالية: Women have very little access to money, with many not having regular incomes or viability to access finance. Treatment through the SLM Approach: Zamzam provides low cost training through outreach workers and materials and equipment for the implementation of improved livelihood measures.
  • الإطار المؤسساتي: The women have a low level of education, which hinders activities such as planning, budgeting and implementation of activities. Treatment through the SLM Approach: The key staff were provided with external support and training to aid staff development, this was supplemented with the development of an organisational strengthening plan for the first year.
  • الإطار القانوني (حيازة الأراضي، وحقوق استخدام الأراضي والمياه): Zamzam needed to secure some sort of legal status to be able to strengthen and incorporate income generating activities. Treatment through the SLM Approach: Zamzam registered as a legal entity.
  • المعرفة حول الإدارة المستدامة للأراضي، والوصول إلى الدعم الفني: The women did not have the technical knowledge to enhance the livelihoods of other women. Treatment through the SLM Approach: Training was provided on key technical aspects such as energy and soil conservation by the project.

مشاركة وأدوار الأطراف المعنية

الأطراف المعنية بالنهج وأدوارها
ما هي الجهات المعنية / الكيانات المنفذة التي شاركت في النهج؟ حدد الأطراف المعنيين وصف أدوار الأطراف المعنية
مستخدمو الأراضي المحليون/المجتمعات المحلية The women of the Muminobod district. It is a women's group designed to support women, therefore the involvement of men was peripheral. The approach is targeted at women, this included women who have been abandoned by their husbands, and others who are now responsible for the household due to the fact that the male members of the family are working away in Russia. These women are considered to be a vulnerable group who need support, training, information to help themselves to improve their livelihoods.
متخصصون في الإدارة المستدامة للأراضي / مستشارون زراعيون
الحكومة المحلية Local authorities Local government in recognition of the group and involvement in the local development committee.
منظمة دولية Caritas Switzerland Caritas built the capacity and supported the organisational development
انخراط مستخدمي الأراضي المحليين/المجتمعات المحلية في المراحل المختلفة للنهج
غير موجود
سلبي
الدعم الخارجي
تفاعلي
التعبئة الذاتية
المبادرة/التحفيز
x
The creation of the initial concept was provided by an INGO, however, some more active women supported its conception.
التخطيط
x
The planning of the network was undertaken by INGO staff and a few women representatives.
التنفيذ
x
Zamzam was established in response and the wishes of the local women to create a network to promote income generating activities. Caritas field office staff had the capacity and knowledge to provide technical advice to the self-help groups.
الرصد/التقييم
x
Zamzam have to monitor and evaluate their own performance and provide information to donors who have supported them.
Research
x
market specialists are responsible for the research in order to enhance the market potential of the products, to increase income.
مخطط التدفق

An overview of the organisational set up of Zamzam.

المؤلف: Caritas Switzerland (Dushanbe)
اتخاذ القرار بشأن اختيار تقنية الإدارة المستدامة للأراضي

وقد تم اتخاذ القرارات من قبل

  • مستخدمو الأراضي وحدهم (المبادرة الذاتية)
  • مستخدمو الأراضي بشكل أساسي، بدعم من متخصصي الإدارة المستدامة للأراضي
  • جميع الجهات الفاعلة ذات الصلة، كجزء من نهج تشاركي
  • متخصصون في الإدارة المستدامة للأراضي بشكل أساسي، بعد التشاور مع مستخدمي الأراضي
  • متخصصون في الإدارة المستدامة للأراضي بمفردهم
  • السياسيون / القادة

تم اتخاذ القرارات بناء على

  • تقييم المعرفة الموثقة جيدًا بشأن الإدارة المستدامة للأراضي(اتخاذ القرارات القائمة على الأدلة)
  • نتائج البحوث
  • خبرة وآراء شخصية(غير موثقة)

الدعم الفني وبناء القدرات وإدارة المعرفة

شكلت الأنشطة أو الخدمات التالية جزءًا من النهج
بناء القدرات/التدريب
تم تقديم التدريب للأطراف المعنية التالية
  • مستخدمو الأراضي
  • موظفون ميدانيون/ مستشارون
شكل التدريب
  • في العمل
  • من مزارع إلى مزارع
  • مناطق العرض
  • اجتماعات عامة
  • دورات
المواضيع المغطاة

Proper care for cattle, milk collection, hygiene and sanitation in the milk sector, growing and collecting herbs, such as calendula, chamomile, etc

خدمة استشارية
تم تقديم الخدمة الاستشارية
  • في حقول مستخدمي الأراضي
  • في مراكز دائمة
Voluntary Services Overseas: Key elements: Training on marketing and business planning, Training on dairy production.; VSO supported Zamzam by providing international volunteers to help support their activities, and provide training and advisory services.

Advisory service is quite adequate to ensure the continuation of land conservation activities; Zamzam learnt much from the VSO support provided, and is now in a position to further help other networks.
تعزيز المؤسسات
تم تعزيز/إنشاء المؤسسات
  • لا
  • نعم، قليلا
  • نعم، باعتدال
  • نعم، إلى حد كبير
على المستوى التالي
  • محلي
  • إقليمي
  • وطني
صف المؤسسة والأدوار والمسؤوليات والأعضاء وما إلى ذلك.
نوع الدعم
  • مالي
  • بناء القدرات/التدريب
  • معدات
مزيد من التفاصيل
NGO Zamzam hired a local training institution ATAC in Kulob to train Zamzam’s members on various topics related to agriculture.
الرصد والتقييم
economic / production aspects were ad hoc monitored by project staff through observations; indicators: None no. of land users involved aspects were regular monitored by project staff through measurements; indicators: None management of Approach aspects were ad hoc monitored by project staff through observations; indicators: None There were few changes in the Approach as a result of monitoring and evaluation: Since there was no market to sell certain items, Zamzam changed their focus and started investigating other products that the women could produce, and provide a respectable return on their invested time and effort. Zamzam consulted market specialists as part of this process. There were few changes in the Technology as a result of monitoring and evaluation: Instead of focusing on dried fruits they refocused their efforts on medicinal herbs as a result of the market research.
البحوث
تناول البحث المواضيع التالية
  • علم الاجتماع
  • الاقتصاد / التسويق
  • علم الايكولوجيا
  • تكنولوجيا

التمويل والدعم المادي الخارجي

الميزانية السنوية بالدولار الأمريكي لمكون الإدارة المستدامة للأراضي
  • < 2000
  • ‏ 10,0000-2,000
  • 100,000-10,000
  • 1,000000-100،000
  • > 1,000,000
Precise annual budget: غير متاح
Approach costs were met by the following donors: international (Caritas Switzerland, Miserior, Oxfam Novib): 100.0%
تم تقديم الخدمات أو الحوافز التالية لمستخدمي الأراضي
  • الدعم المالي/المادي المقدم لمستخدمي الأراضي
  • إعانات لمدخلات محددة
  • الائتمان
  • حوافز أو وسائل أخرى
الدعم المالي/المادي المقدم لمستخدمي الأراضي
Some equipment was provided such as milk processing and energy efficiency equipment which was provided by INGO, Caritas Switzerland.
ممول جزئيا
ممول بالكامل
milk processing equipment and tools

x
زراعة: بذور

x
زراعة: بذور: أسمدة

x
pesticides

x
بناء: خشب

wood and materials to repair the office

x

العمل من قبل مستخدمي الأراضي كان

تحليل الأثر والتصريحات الختامية

آثار النهج
لا
نعم، قليلا
نعم، باعتدال
نعم، إلى حد كبير
هل ساعد النهج مستخدمي الأراضي على تنفيذ وصيانة تقنيات الإدارة المستدامة للأراضي؟

The members were provided with training on energy efficiency measures, soil and water conservation and improved agricultural techniques to improve their land management skills.

x
هل ساهم النهج في تمكين الفئات المحرومة اجتماعيا واقتصاديا؟

Poor and vulnerable women were given a voice and an income generating activity.

x
Did other land users / projects adopt the Approach?

So far there was an exchange of knowledge and ideas, but the women's network approach is to be adopted in other regions.

x
المحفز الرئيسي لقيام مستخدمي الأراضي بتنفيذ الإدارة المستدامة للأراضي
استدامة أنشطة النهج
هل يمكن لمستخدمي الأراضي الحفاظ على استدامة ما تم تنفيذه من خلال النهج (بدون دعم خارجي)؟

All the members pay a membership fee for a certain amount of time. This money is used to enable to buy the administrative things needed. Additionally, selling things at market gives them extra income.

الاستنتاجات والدروس المستفادة

نقاط القوة: وجهة نظر مستخدم الأرض
  • Through this organisation it was possible to reduce poverty and increase the income of women (How to sustain/ enhance this strength: Continued support and training for the leaders of the organisation, to improve their capacity and ability.)
  • Each sector includes experienced specialists (How to sustain/ enhance this strength: Diversification of specialists will help the organisation develop different practices and income streams to help their members.)
  • NGO Zamzam has lots of experience working with milk and dairy products (How to sustain/ enhance this strength: It can be enhanced through support of the Government to provide an adequate environment, such as drinking water and electricity supply, appropriate building and area, legislative documents, collaboration with tax agencies, etc. Besides, the financial support from governmental and non-governmental sources, Zamzam has to improve its fund raising and financial management skills)
  • NGO Zamzam has developed extensive experience in mobilising local women (How to sustain/ enhance this strength: Zamzam has to ensure that members continue to contribute to the running costs of the organisation.)
نقاط القوة: وجهة نظر جامع المعلومات أو غيره من الأشخاص الرئيسيين لمصدر المعلومات
  • The approach is inclusive of a pre selected vulnerable group of the community. (How to sustain/ enhance this strength: The approach could be replicated in other districts, this could then involve cross visits and further lobbying potential.)
  • The approach is developed for long term sustainability and can be used to implement a variety of different projects and schemes. (How to sustain/ enhance this strength: This mechanism can be used to select and implement different SLM technologies benefiting a vulnerable sector of society.)
  • The approach is market based and provides invaluable commercial skills to the members. (How to sustain/ enhance this strength: New markets, products and places to sell will make the organisation even more successful and sustainable and at the same time generate income for women)
نقاط الضعف / المساوىء / المخاطر: وجهة نظر مستخدم الأرضكيفية التغلب عليها
  • The management members of the organisation are unskilled and mostly uneducated. Therefore, it takes lots of effort to train them More training will be conducted and they will learn by doing
نقاط الضعف / المساوىء / المخاطر: وجهة نظر جامع المعلومات أو غيره من الأشخاص الرئيسيين لمصدر المعلوماتكيفية التغلب عليها
  • So far the organisation still depends on external finance, training and support. Training on securing funds and generating income from the sale of services and products.
  • The lack of market capacity and the small area where the products can be sold. There are already plans to extend the distribution area to make Zamzam a brand and therefore more able to sell products in Dushanbe or other regions.

المراجع

جامع المعلومات
  • Lisa Gampp
المحررون
المُراجع
  • David Streiff
  • Alexandra Gavilano
  • Joana Eichenberger
تاريخ التوثيق: 4 مايو، 2011
اخر تحديث: 2 نوفمبر، 2021
الأشخاص الرئيسيين لمصدر المعلومات
الوصف الكامل في قاعدة بيانات WOCAT
بيانات الإدارة المستدامة للأراضي المرتبطة
تم تسهيل التوثيق من قِبَل
المؤسسة المشروع
المراجع الرئيسية
  • Project Proposal Zamzam 2010-1013: Tajikistan/Pamir mountains: Enhancing Incomes for poor Women, Nicole Scholz, 2010 : Caritas Switzerland in Tajikistan, Pavlova Street 20, Dushanbe
This work is licensed under Creative Commons Attribution-NonCommercial-ShareaAlike 4.0 International