1.2 تفاصيل الاتصال بالأشخاص الرئيسيين لمصدر المعلومات والمؤسسات المعنية بتقييم وتوثيق النهج

اسم المؤسسة (المؤسسات) التي سهلت توثيق/تقييم النهج (إذا كان ذلك على صلة)

CARITAS (Switzerland) - سويسرا

1.3 الشروط المتعلقة باستخدام البيانات الموثقة من خلال WOCAT

يوافق جامع المعلومات والشخص (لاشخاص) الرئيسي لمصدر المعلومات على الشروط المتعلقة باستخدام البيانات الموثقة من خلال WOCAT:

نعم

2.1 وصف موجز للنهج

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.

2.2 وصف تفصيلي للنهج

وصف تفصيلي للنهج:

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organisational development and marketing to encourage autonomy and sustainability in the future as financial support is withdrawn.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.

2.3 صور عن النهج

2.5 البلد/المنطقة/المواقع التي تم تطبيق النهج فيها

2.6 تواريخ بدء وإنهاء تنفيذ النهج

2.7 نوع النهج

• قائم على مشروع/برنامج

2.8 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.

2.9 الظروف التي تمكن أو تعيق تنفيذ التقنية/التقنيات المطبقة بموجب النهج

3.1 أصحاب المصلحة المعنيون بالنهج وأدوارهم

3.2 انخراط مستخدمي الأراضي المحليين/المجتمعات المحلية في المراحل المختلفة للنهج

	انخراط مستخدمي الأراضي المحليين/المجتمعات المحلية	حدد من شارك وصف الأنشطة
المبادرة/التحفيز	سلبي	The creation of the initial concept was provided by an INGO, however, some more active women supported its conception.
التخطيط	غير موجود	The planning of the network was undertaken by INGO staff and a few women representatives.
التنفيذ	التعبئة الذاتية	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	تفاعلي	Zamzam have to monitor and evaluate their own performance and provide information to donors who have supported them.
Research	سلبي	market specialists are responsible for the research in order to enhance the market potential of the products, to increase income.

3.3 مخطط التدفق (إذا كان متاحًا)

3.4 اتخاذ القرار بشأن اختيار تقنية/تقنيات الإدارة المستدامة للأراضي

حدد من الذي قرر اختيار التقنية/التقنيات التي سيتم تنفيذها:

• متخصصون في الإدارة المستدامة للأراضي بمفردهم

اشرح:

The project instigated the formation of the women's network.

Decisions on the method of implementing the SLM Technology were made by mainly by SLM specialists with consultation of land users

4.1 بناء القدرات/التدريب

هل تم تقديم التدريب لمستخدمي الأراضي / الأطراف المعنيين الآخرين؟:

نعم

حدد من تم تدريبه:

• مستخدمو الأراضي
• موظفون ميدانيون/ مستشارون

شكل التدريب:

• في العمل
• 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

4.2 خدمة استشارية

هل يملك مستخدمو الأراضي وصولا إلى خدمة استشارية؟:

نعم

حدد ما إذا كانت الخدمة الاستشارية متوفرة:

• في حقول مستخدمي الأراضي

وصف/تعليقات:

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.

4.3 تعزيز المؤسسات (التطوير التنظيمي)

هل تم إنشاء أو تعزيز مؤسسات من خلال هذا النهج؟:

• نعم، باعتدال

حدد المستوى (المستويات) التي تم فيها تعزيز أو إنشاء المؤسسات:

• محلي

حدد نوع الدعم:

• بناء القدرات/التدريب

اعط مزيدا من التفاصيل:

NGO Zamzam hired a local training institution ATAC in Kulob to train Zamzam’s members on various topics related to agriculture.

4.4 الرصد والتقييم

هل يشكل الرصد والتقييم جزءا من النهج؟:

نعم

التعليقات:

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.

4.5 البحوث

هل كانت البحوث جزءًا من النهج؟:

نعم

حدد المواضيع:

• الاقتصاد / التسويق

5.1 الميزانية السنوية لمكون الإدارة المستدامة للأراضي في النهج المذكور

إذا لم تكن الميزانية السنوية الدقيقة معروفة، قم بالإشارة إلى نطاقها:

• 1,000000-100،000

التعليقات (على سبيل المثال المصادر الرئيسية للتمويل/الجهات المانحة الرئيسية):

Approach costs were met by the following donors: international (Caritas Switzerland, Miserior, Oxfam Novib): 100.0%

5.2 الدعم المالي/المادي المقدم لمستخدمي الأراضي

هل حصل مستخدمو الأراضي على دعم مالي/ مادي لتنفيذ التقنية/ التقنيات؟:

نعم

إذا كانت الإجابة بنعم، حدد نوع (أنواع) الدعم والشروط والمزودين:

Some equipment was provided such as milk processing and energy efficiency equipment which was provided by INGO, Caritas Switzerland.

5.3 إعانات لمدخلات محددة (بما في ذلك العمالة)

• معدات

• زراعة

• بناء

إذا كان العمل من قبل مستخدمي الأراضي مدخلاً جوهريًا، فهل كان:

• تطوعي

التعليقات:

Several of the project activities were financed by INGO's.

5.4 الائتمان

هل تم توفير ائتمان في إطار نهج أنشطة الإدارة المستدامة للأراضي؟:

كلا

6.1 آثار النهج

6.2 المحفز الرئيسي لقيام مستخدمي الأراضي بتنفيذ الإدارة المستدامة للأراضي

6.3 استدامة أنشطة النهج

هل يمكن لمستخدمي الأراضي المحافظة على استدامة ما تم تنفيذه من خلال النهج (بدون دعم خارجي)؟:

• نعم

إذا كانت الإجابة بنعم، صف كيف:

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.

6.4 نقاط قوة/مزايا النهج

نقاط القوة/ المزايا/ الفرص من وجهة نظر مستخدمي الأراضي
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/ المزايا/ الفرص من وجهة نظر جامع المعلومات أو غيره من الاشخاص 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)

6.5 نقاط الضعف/ العيوب في المنهج وطرق التغلب عليها

نقاط الضعف/ المساوىء/ المخاطر من وجهة نظر مستخدم الأراضي	كيف يمكن 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 من وجهة نظر جامع المعلومات أو غيره من الاشخاص الرئيسيين لمصدر المعلومات	كيف يمكن 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.

7.1 طرق جمع/مصادر المعلومات

7.2 المراجع للمنشورات المتاحة

العنوان، المؤلف، السنة، النظام القياسي الدولي لترقيم الكتب ISBN:

Project Proposal Zamzam 2010-1013: Tajikistan/Pamir mountains: Enhancing Incomes for poor Women, Nicole Scholz, 2010

متاح من أين؟كم التكلفة؟:

Caritas Switzerland in Tajikistan, Pavlova Street 20, Dushanbe