Opt olive oil west bank

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Opt olive oil west bank

  1. 1. NEW BUSINESS MODEL MECIS ECONOMIC JUSTICE COMMUNITY 0F PRACTICE LEARNING WORKSHOP WEST BANK TEAM MARCH 17-20, 2014
  2. 2. Page 2 From Grove to Market: Making the olive market work for subsistence and small- scale farmers in the occupied Palestinian territory
  3. 3. Page 3 Programme Overview  Around 4,091,000 EU  EU contribution 1,100,000 EUR;  SDC contribution around 2,443,000 EUR (3,200,000 USD)  Applicant’s contribution 316,000 EUR;  Beneficiaries contribution (individual farmers/cooperatives) around 232,000 EUR  36 months  West Bank (Northern, Central & Southern)  OGB is also a technical advisor for PARC/EU project (3,150,069)
  4. 4. Page 4 Partners in the project Technical support to improve quantity and quality of olive oil Organizational development along with support in the marketing issues Project management and networking with interested stakeholders Women economic empowerment and leadership
  5. 5. Page 5 Target Groups • small-scale olive farmers in the West Bank governorates of Bethlehem, Jenin, Nablus Qalqilya, Ramallah, Salfeet, Hebron, Tubas and Tulkarem (3525 households, or 21,153 persons) • 88 producer cooperatives/groups: 16 well-established cooperatives, (b) 12 medium-level cooperatives (c) 43 new producer groups, 17 formal and informal women’s groups
  6. 6. Page 6
  7. 7. Page 7 Oxfam GB: Introduction and Background • “From Grove to Market” primary focus is on developing the VC of the olive sector so that it works more effectively and sustainably for small scale farmers, especially women. • Market deficiencies the Programme is addressing: 1.Unfavorable policy and institutional environment; 2.Limited institutional development of farmers‟ organisations; 3.Low and unstable productivity; 4.Limited capacity of producers and processors to consistently meet quality standards of domestic, regional and international markets; 5.Inadequate extension services; 6.Limited marketing capacity; 7.Women‟s limited economic empowerment.
  8. 8. Page 8 Unstable Domestic Olive Production
  9. 9. Page 9 Transport Business Development - minimal services due to vertical integration MARKET SERVICES (DIS)ENABLING ENVIRONMENT MARKET CHAIN Smallholders (80%) growing Olive Oil (100,000 HHs) Consumer: •International Farm intensification – limited complimentary livelihoods: Herbs, Honey, Almond, Cous Cous Informal Gulf Gift market (30%) Bottlers (9) Domestic retailers (20%) Commercial presses (280- presses) US, Far east and European Retailers and Supermarkets (10%?)Differentiated Markets by quality and certification -virgin/extra virgin -- FT/Organic/non FT -- Solidarity/mainstream Israeli’s define trade policy, logistics and access to assets Lack of trust between actors in the sector Export logistics in current security situation Liberalisation: disruption in input supplies, quality control problems Lack of power/influence of Olive oil council and other farmers’ representative org. Limited access to water sources Producer organisation (40) Limited research - drought /pest resistant crops Extension All delivered through NGO’s Finance Working capital and export Credit Insurance Savings Pests and disease Rainfed ag. – limited and unpredictable rainfall OPT Agriculture viewed as an investment Non-commercial actors with limited business and financial skills By-product – Olive paste Access/maintenance of farms near settlements/ behind the wall/mountains Supply Stability Sector management and Trade policy Land claiming by Israeli’s, declining soil fertility and fragmentation Assets Farmer’s and Coops/groups lack of a business mentality/passivity Women lack time and ?? attitudes and beliefs Consumers solidarity with Palestinian cause Education levels and skill transfer from Israeli Ag. Quality image being eroded by ‘Gift’ trade Wholesalers (120) Domestic Manufacturers (5%) Export Manufacturers (?%) Home consumption Irrigation – limited technologies Donor interest High labour cost Coop Presses FLO/IMO/Or ganic certification FLO pricing Donor money Low overall quantity Storing changes specification First mover advantage on FT 100% Women 95% Men 90% Men 100% men 100% men Men and women 15% women Men and women 100% men 100% men
  10. 10. Page 10 From Grove to Market: Key Best Practices • OGB is active in the Olive sector since 2005 and in the programme’s second phase since 2011, has more deliberately adopted the M4P approach. • „GtM” is a 3-year program (2011-2014) co-funded by the SDC and EU and led by OGB with four local partners (ARIJ, ESDC, BWF and FTDC) in the Palestinian Occupied Territory (OPT). • SDC is supporting the programme with Euro 2.44 million, along with EC grant of Euro 1.1 million, and Oxfam’s own resources of Euro 316,000. • GtM aims to influence overall Olive VC and market as a „facilitator‟; working simultaneously with various stakeholders and markets actors to create a sustainable and growth oriented olive sector for smallholder farmers. • Women‟s participation and visibility in Olive sector is seen as an important aspect of the program within an overall market facilitation approach as women play key role as famers in the olive farming. Thus the GtM is facilitating promotion of alternative olive products such as olive paste, pickle and olive oil soap that can be produced and marketed by women more independently and at scale.
  11. 11. Page 11 From Grove To Market: Key Best Practices • The program approach also seeks to incorporate OGB’s GEM approach (Gendered Enterprises and Markets), combining women’s enterprise and empowerment, climate adaptive improved farming practices and improved functioning of markets for small olive farmers.
  12. 12. Page 12 • GtM is engaging with all the important value chain actors, service providers and stakeholders for facilitating systemic change at various levels and in different domains of the oil sector. i. Leveraging through developing strong, interconnected value networks. ii. Respective Roles of Different Partners in the Programme Consortium. iii.Organizational Development of Farmers‟ Bodies From Grove To Market: The Value Added
  13. 13. Page 13 Different Domains of Engagement Private Sector Companies Government Departments and Policies Productivity and Quality improvement Community/ Cooperative Organizations NGOs and Private Service Providers National level bodies (OOCU, POOC, Paltrade)
  14. 14. Page 14 Respective Roles of Different Partners in the Programme Consortium ARIJ: Facilitating Olive and Oil production and processing FTDC: Developing and leading Market Facilitation Strartegy Systemwide Market Facilitation for the smallholder Olive farmers, women Oxfam PMU: Managing M4P Program and Partners' roles (Strategies, Implementation, Facilitation), and the Stakolders ESDC: Facilitating olive and Oil production and processing WBF: Facilitating alternative Olive products and markets for Women Oxfam: Faciliaiting enabling policies for small farmers and overall Market facilitatin
  15. 15. Page 15 Cooperatives/Federations Model
  16. 16. Page 16 • Developing and prioritizing a specific advocacy programme agenda • Utilizing universities to play more active role in R&D, applied research and backstopping extension services. • To more investigate consumer behavior and preferences in the domestic market From Grove to Market: Key Programme Learning
  17. 17. Page 17 • Farmers are working together and organized in professional and structured groups/cooperatives, thus they better participate in community development, more capable to find collective solutions for their problems. • Farmers have developed the resources to continue to work towards project objectives after project completion. • The capacity strengthening of the national extension services providers in the olive oil sector enabled them to provide better extension services around orchard and water management best practices. Thus wider adaptation/enforcement of these best practices by olive farmers and other extension service providers such as local NGOs will take place. • Engaging with private companies and linking them to created market linkages over the previous phase will promote multiple routes to market for olive products (diversifying markets options). From Grove to Market: Sustainability and Adaptation
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