CED RMF 2015 BU FV 20-11-2015[2]

1. Credit & Enterprise Development (CED) for
Women Beekeepers of Northern Pakistan
Project Report 2010 - 2014

2. Contents
Acronyms............................................................................................................................ 4
Project Summary................................................................................................................. 5
Hashoo Foundation Overview ............................................................................................ 6
Vision.............................................................................................................................. 6
Mission............................................................................................................................ 6
Values.............................................................................................................................. 6
Core Programmatic Areas............................................................................................... 6
Registration and Accreditation........................................................................................ 7
Background ......................................................................................................................... 7
Key Achievements in Honey Bee Farming ...................................................................... 10
Key Lessons Learned During Project Implementation..................................................... 10
Mountain Honey ............................................................................................................... 11
Awards and Recognitions ................................................................................................. 12
Credit & Enterprise Development (CED) Project Overview............................................ 13
Objectives.......................................................................................................................... 13
Goal................................................................................................................................... 13
Phase 1 .............................................................................................................................. 14
Phase 2 .............................................................................................................................. 14
Implementation Strategy................................................................................................... 14
Steps Taken to Implement the Project .............................................................................. 14
Mobilization and Baseline Assessment ........................................................................ 14
Selection of Beneficiaries ............................................................................................. 15
Development of Training Material ............................................................................... 15
Training and Capacity Building.................................................................................... 16
Procurement and Distribution of Beehives and Kits..................................................... 16
Evaluation of Production & Income Earned................................................................. 16
Technical Assistance and Monitoring Visits ................................................................ 16
Data Management ......................................................................................................... 17
Project Reporting .......................................................................................................... 17
Steps towards Sustainability ......................................................................................... 17
Institutional Sustainability ............................................................................................ 18
Socio-Cultural & Civil Society Sustainability .............................................................. 18
2010-2014 Rice Microfinance Program (RMF) Credit & Enterprise Development (CED)

3. Project Overview............................................................................................................... 20
Phase 1 .......................................................................................................................... 20
Plan Bee Devastated by the Floods........................................................................... 21
Distribution of New Beehives................................................................................... 23
Summary CED Loan Phase 1 ................................................................................... 23
Phase 2 .......................................................................................................................... 25
Summary CED Loan................................................................................................. 25
Consolidated Status....................................................................................................... 26
Impact of the Credit & Enterprise Development Program - RMF.................................... 27
Outcomes .......................................................................................................................... 28
Challenges Faced .............................................................................................................. 28
RMF CED Budget Summary............................................................................................ 29
Local Poverty.................................................................................................................... 29
Assumptions and Risks ..................................................................................................... 30
Environmental Impact....................................................................................................... 30
Gender Issue...................................................................................................................... 31
Mitigating Strategy ........................................................................................................... 32
Conclusion ........................................................................................................................ 32
Organizational Structure & Capacity................................................................................ 33
Partnership with Other Institutions & Agencies ............................................................... 34
Contact information .......................................................................................................... 34

4. CED
EDP
HF
HF USA
GB
ISO
MoU
NGO
PCSIR
RMCL
RMF
Credit & Enterprise Development
Enterprise Development Program
Hashoo Foundation
Hashoo Foundation USA
Gilgit-Baltistan
International Standard Organization
Memorandum of Understanding
Non-Governmental Organization
Pakistan Council of Scientific and Industrial Research
Revolving Micro Credit Loan
Rice Microfinance Program

5. Acronyms

6. ProjectSummary
PROJECT TITLE
IMPLEMENTING PARTNER
FUNDED BY
AREA OF IMPLEMENTATION
TOTAL DIRECT BENEFICIARIES
TOTAL INDIRECT
BENEFICIARIES
OVERALL MANAGEMENT
PROJECT MANAGER
IMPLEMENTING TEAM
PROJECT DURA TION
PROJECT BUDGET
RICE MICROFINANCE
CONTRIBUTION
HASHOO FOUNDATION
CONTRIBUTION
COUNTRY
Credit & Enterprise Development (CED) for Women
Beekeepers of Northern Pakistan
Hashoo Foundation
Rice University Rice Microfinance Program (RMF)
Chatorkhand in District Ghizer, Mominabad in District
Hunza-Nager and Mohdabad in District Gilgit Baltistan,
Pakistan
15 women
120 family members, 63 children have access to
education
Sulaiman Dhanani, Acting Country Director, HF - -
Pakistan
Muhammad Sadiq Director Projects, HF - Pakistan
Cristal Montañéz Baylor, Executive Director, HF-USA
Kamal Uddin
BJ Shams & HF-Gilgit Team
5 years
(January 2010-December 2014)
US $ 10,200
US $ 4,200
US $ 6,000
Pakistan

7. Hashoo Foundation Overview
Hashoo Foundation (HF) is a progressive and dynamic non-profit organization, leading the way
in human development and poverty alleviation by implementing viable economic development,
educational and capacity-building programs in Pakistan since 1988.The Foundation is also
focused on the needs of special children and provides care and support services to the less
privileged and vulnerable members of society.
Hashoo Foundation USA works locally to raise awareness, promote intercultural relations and
understanding, as it builds partnerships with other non-profit and professional organizations,
private sector and concerned individuals to promote the Foundation’s programs and increase its
fundraising capacity.
Vision
“We envisage an ethical, equitable, inclusive and progressive society in which people live with
dignity and have power over their own lives”.
Mission
“To enable and empower communities to be independent by facilitating equitable access to
opportunities”.
Values
The Hashoo Foundation draws on the values of equity; inclusivity, transparency, innovation,
integrity, respect and fulfillment.
Core Programmatic Areas
The Hashoo Foundation works through direct delivery of services, and creating active
partnerships. We believe that developments of programs are long-term investment. We
recognize that it may take years - and sometimes decades - to achieve significant positive
changes in social indicators.
The Hashoo Foundation’s long term work covers three core program areas:
- Economic Development
- Human Capital Development
- Social Protection
The proposed Credit & Enterprise Development (CED) for Women Beekeepers of Northern
Pakistan project falls under the economic development sector of the core programs, but also
utilizes the expertise gained from implementing various skills development activities and leads to
children’s education.

8. Registration and Accreditation
Operating throughout Pakistan, the Hashoo Foundation is expanding globally. The Foundation
holds valid registration and accreditation:
Pakistan
- Registered under Trust Act 1882 vide Registration No 661 Sub-Registrar T-Div II
Karachi dated 16/07/1988.
- Certified by the Pakistan Centre for Philanthropy No: PCP-R3/2014/0017.
- Approved under section 2(36) of the Income Tax Ordinance 2001.
- Approved under clause 58(3) of the Income Tax Ordinance 2001.
- External Auditors: KPMG Taseer Hadi & Co. Chartered Accountants.
USA
- Non-profit organization registered under section 501(c) (3) of the Internal
Revenue Service (IRS) code tax identification number 20-0748173.
UK
- Certified in UK vide 1116314.
Background
The Hashoo Foundation is committed to long term human development and the creation of a
sustainable environment to help facilitate economic empowerment of people in the remote areas
of Pakistan, especially when it is possible to mobilize women in projects that generate income
and assist them, and their families.
The Women Empowerment through Honey Bee Farming Project “Plan Bee” was initiated by the
Hashoo Foundation to empower women in the remote areas of Northern Pakistan by expanding
employment opportunities and generating a stable source of income through the sale of
high-quality honey. The project was originally proposed by Ms. Sarah Hashwani, an alumnus of
the University of St. Thomas and chairperson of the Hashoo Foundation, as a practical way to
address the discrepancy between male and female beekeepers by educating the women
beekeepers and linking them to profitable markets.
This unique economic development activity was implemented in the rugged, mountainous region
of Pakistan, where income-generating opportunities, especially for women, are rare. In addition,
this area has high levels of poverty and illiteracy, which is a fertile ground for extremism and
militancy.

9. The project started in Gilgit-Baltistan in 2007, with the social mobilization of the beekeepers,
mainly women, in an effort to form active viable associations. These associations were
responsible for assisting the beekeepers with beehive management and honey extraction
process. It was soon observed that training in modern beekeeping practices was needed and also
guidance in the hygienic packaging of their pure mountain honey.
The lifestyle of the beneficiaries changed. They shifted from traditional house chores to being
involved in many technical aspects of honey bee farming (extraction, harvesting, etc.); based on
field observation, female beekeepers have increased their productivity from 16 to 18 kg (35.3 to
39.7 Ibs)/year/beehive. They are also involved in the production of bee wax and pollen as a
by-product. Their production is sold both in and outside local markets. In a BBC World Challenge
documentary, the women beekeepers and beneficiaries revealed that they have gained skills
which allowed them to supplement their income and better provide for their families. Also, they
now feel more socially integrated in a male dominated society. They also felt that their children
received better nutrition and education. They purchased new clothes and could afford small
luxuries such as a TV set. They spent their additional income on education (60%); health (10%)
and food (30%).

10. With the improved training and increased honey supply, marketing became another challenge.
Hashoo Foundation, with the support of its marketing network and the Hashoo Group of Hotels,
supported the women honey beekeepers by creating different packaging designs and branding
the product.
Today, more than 1,116 rural beekeepers have been given training in beekeeping and value
chain development with an impact on more than 8,500 dependents. Courses that are taught in
the local languages cover all aspects of beekeeping, including hive management, the extraction
process, hygienic packaging, and transportation of beehives, logistics and marketing.
Hashoo Foundation believes strong partnership will help in meeting organizational goal. Hashoo
Foundation has partnership in Pakistan, USA and other countries with public and private
organizations. Hashoo Foundation continues to build bridges with innovative and dynamic
partners and is currently working in Pakistan with: USAID, EU-DIPECHO, Reach Out To Asia,
US State Department Bureau of Population, Refugees, and Migration (BPRM), Church World
Service (CWS), GTZ International Cooperation Enterprise for Sustainable Development, United
Nations Office on Drugs and Crime (UNODC), International Labor Organization (ILO), United
Nations High Commissioner for Refugees (UNHCR), The United Nations Children’s Fund
(UNICEF), Citizenship Network Foreign Affairs (CNFA), HOPE’87, Austrian Development
Agency (ADA), Japan International Cooperation Agency (JAICA), Small Grants and
Ambassador's Fund Program (SGAFP), Mennonite Economic Development Associates (MEDA),
Agribusiness Support Fund (ASF), Deutsche Gesellschaft für Internationale Zusammenarbeit
(GIZ) and Punjab Skills Development Funds (PSDF) among other agencies.
In the USA, Hashoo Foundation works in partnership with: Chapelwood Foundation, Medical
Bridges, Walmart Foundation, Rotary Books for the World Program, The Second Wind

11. Foundation, Angels in Cowboy Boots, University of St. Thomas Social Entrepreneurship
Program (UST SEP), Rice University Micro Finance (RMF), Micro Finance Initiative, University of
Houston (MFi UH), Klein Forest High School PISA, Sharstown High School Senior Capstone
Program, Lee High School Interact Club, Awty School, other organizations and individuals.
Hashoo Foundation has demonstrated:
- Ability to properly utilize and account for project funds
- Ability and competence in project management/implementation.
- Commitment to achieving the donor and project goals.
- Professional approach to managing, monitoring and reporting project activities.
- Expressed willingness to work with government and other partners in the project.
- Solid on-site management Team dedicated to building the local capacity.
- Proven interest in achieving the project goals and achieving sustainability.
Key Achievements inHoney Bee Farming
“Plan Bee” project started in the Gilgit-Baltistan region of Pakistan with just 50 women in 2007.
To date, the project has expanded its reach and impact to the Chitral, Hunza, Ghizer, Skardu and
Mansehra, and has achieved some of the following significant milestones:
- 1,116 women trained in honey bee farming and value chain development.
- 3,615 beehives and 1,116 set of production kits distributed.
- 90,000 kg (176,000 lbs) of honey produced and sold between 2007- 2014.
- 8,500 dependents obtained better nutrition, health and education.
- 1,497 girls and boys are now attending school as a result of this project.
- 44% of the women have managed to expand their honey bee farming business.
- 30% increase in women’s household income.
- 60% of their income from honey bee farming spent on the education of their children.
- 20% spent on better nutrition for their families.
- 20% spent on healthcare expenses.
- Increased women’s role in decision-making.
- Decreased dependency on males.
- Promotion in collective decisions in the community
Key LessonsLearnedDuring ProjectImplementation
The project has been a source of constant learning and these lessons are helping us regularly
improve the quality of “Plan Bee” project. Major lesson learned from this initiative include:
- The communities are willing to take charge of their own development, but they need
awareness, mobilization, technical and financial support.
- Value chain approach is extremely important for every business venture or enterprise,
therefore, understanding and strengthening the value chain has to be an integral part of
such a project.

12. - Initially, beekeepers were working independently which not only increased their
transportation cost during shifting of beehives but also added to the risk of damaging the
beehives.
- Establishment and strengthening of women business groups has proved to be good
addition that has helped to improve the success of this enterprise.
- Availability of flora and fauna was another key factor for the project’s success to date.
- The project was totally women-focused, which in the initial stages proved to be a problem
as it was very difficult for women to manage their honey bee farming due to cultural
hindrances. However, HF was able to overcome these hindrances through sustained
mobilization of the community and with visible increase in income to a point where it is now
an accepted norm for women to be engaged in such activities.
- Honey bee farming is very sensitive and risky business where production of honey is
dependent on weather conditions, health of the bees and their number in each beehive and
the fauna and flora.
- Selection process of the trainees is very crucial and important. HF experience shows that
all who show an initial willingness to start honey business are not always able to follow
through on their initial willingness. Hence only those who are genuinely interested should
be taken on board.
MountainHoney
Gilgit Baltistan (formerly known as the Northern Areas) and Chitral region of Pakistan are clean
and environmentally pure. The climate and flora of these two areas are ideally suited for honey
bee farming. The abundance of Rubinia and Russian olive trees make these valleys an ideal
place for honey production. This area is free from all kinds of pesticides and other chemicals thus
giving honey a rich and natural taste. Such product purity is rare in the world so there is an
enormous potential for promoting and marketing mountain honey in both the national and
international markets.
The honey is sold at the five-star hotels (Marriott, Pearl Continental and Serena Hotels), grocery

13. stores (D. Watson, Shaheen, and Canteen Supply Department), retail markets, Embassies and
Ministries throughout Pakistan.
The production of honey is still insufficient to generate income large enough to be re-invested in
the community by investing in services. However, on an individual basis, the female producers
have been able to increase their expenses in services for their families, such as health, education
and nutrition.
Awards and Recognitions
In 2008, Hashoo Foundation’s Women’s Empowerment through Honey Bee Farming Project
“Plan Bee” won BBC World Challenge Award among 700 organizations. This is the first time a
development project owned by an NGO from Pakistan has won this global competition. As a
result, honey bee farming has become a popular micro enterprise and an important factor for
economic sustainability among disadvantaged people in the mountainous areas of Pakistan. In
2007, the Women Empowerment through Honey Bee Farming project was featured and
highlighted during the poverty alleviation session at the 2007 Clinton Global Initiative.
Additionally, the project was selected among more than 1200 organizations as a "Featured
Commitment" on the Clinton Global Initiative (CGI) website during its 2008 Annual Meeting.
In 2010, TEDx Houston/TED Talks published “Plan Bee” video. In 2012, the City of Houston
presented Hashoo Foundation USA with the Jefferson Award for providing students in Houston
with the opportunity to engage in sustainable economic as a tool to empower communities and
alleviate poverty.

14. Credit & Enterprise Development (CED) Project Overview
Building upon Chairperson Sarah Hashwani's vision for Women Empowerment through Honey
Bee Farming Project “Plan Bee,” Hashoo Foundation USA, under the leadership of Cristal
Montañéz Baylor, Executive Director, established a partnership with the Rice Microfinance
Program (RMF) A Memorandum of Understanding (MoU) was signed June 3, 2009 for a three
year commitment beginning on January 2010 and ending on December 2013. RMF committed to
allocate US $4,200 in Revolving Micro Credit Loans (RMCL) to 12 women beekeepers to support
the expansion of the Women Empowerment through Honey Bee Farming Project “Plan Bee”- in
terms of scale as well as geographic coverage.
In collaboration with Rice University under its Rice Microfinance Program (RMF), with a new
added component of Revolving Micro Credit Loans (RMCL), the proposed project on Credit &
Enterprise Development (CED) will help mobilize and organize communities into workable
cluster based groups, increase the outreach and productivity, provide training in bee farming
ensuring quality honey through improved processing facilities and related infrastructure, and
facilitate market linkages for the sale of honey at higher competitive prices.
Objectives
The proposed CED Project for Women Beekeepers of Northern Pakistan has three broad
objectives:
1. Extend the number of beneficiaries of women beekeepers by adding 12 new women in
the target communities of Northern Pakistan including Gilgit and Chitral over a period of
5 years (January 2010-December 2014).
2. Develop an integrated model of Credit & Enterprise Development deploying improved
techniques in honey production translated into better standards and long-term
business sustainability for the beneficiaries of the project and to promote and replicate
this model in other regions of Pakistan.
3. Facilitate the students of RMF to learn through their exposure visits related to the CED
program and gaining firsthand experience of the effects of RMF while confront the
possible challenges this new form of economic activity may bring to the target
communities.
The projected outcome of this project was to develop a CED program that demonstrated a
workable model in collaboration with RMF. This model also facilitated RMF students to learn
various approaches and institutional mechanism for socio-economic development by making use
of Revolving Micro Credit Loans (RMCL) as a tool for poverty alleviation.
Goal
The original goal was to deploy 12 women beneficiaries in honey bee farming in three years

15. beekeeping. The project provided a long term, sustainable means through Revolving Micro
Credit Loans (RMCL) of US $4,200 expanding the project with gradual increase up to 24 women
headed households and their estimated 192 dependents. The women were selected on the basis
of baseline surveys undertaken by Hashoo Foundation.
This initiative not only helped the foundation launch Credit & Enterprise Development project for
honey bee farming but also enabled HF to take a step forward towards implementation of two of
the United Nations Millennium Development Goals (MDGs):
- Promotion of gender equality and empowerment of women.
- Education.
Phase 1
Distribute US $350 RMF RMCL to 12 women. The loan recovery time of a year.
Phase 2
Distribute recovered RMF RMCL from the first cycle to 12 additional beneficiaries. Total
beneficiaries in Phase 1 and Phase 2 will be 24 women.
ImplementationStrategy
Building on the success of Women Empowerment through Honey Bee Farming Project “Plan
Bee,” the proposed Revolving Micro Credit Loans (RMCL) helped expand and/or replicate the
model by increasing the number of trained women, increase honey production, promote better
use of technology, extend sales and marketing, develop networking and linkages in and outside
the country, thus promoting economic enterprise as a way to help alleviate poverty.
Partnership of RMF with HF was based on a resource sharing approach. RMCL was provided by
RMF and implemented by HF-CED through its regional offices in Gilgit and Chitral. The in kind
and infrastructure support for implementation of the project and technical support was provided
from HF’s core office established in Islamabad.
Steps Takento Implement the Project
Mobilization and Baseline Assessment
As Hashoo Foundation had existing beneficiaries in Gilgit-Baltistan, a comprehensive
assessment was undertaken to ensure that the target area selected was the most suitable for
this intervention. The community and LSO’s were involved in each step of the way in this
process. The reasons for this exercise were to ensure that:
- There was no duplication or overlapping in the project area.
- Check if the motivational levels of the community were still high.

16. - Assess the selection of the village for new women honey beekeepers.
Selection of Beneficiaries
The potential beneficiaries of the project were rural women who gained social and economic
empowerment that enabled them to improve their children’s education and increase the amount
of productive assets at home. The following factors were considered:
- Recommended by Local Support Organizations (LSOs).
- Potential in the area for honey bee farming production.
- Level of motivation among potential beneficiaries.
Development of Training Material
The Hashoo Foundation team, based on its experience and the needs of the communities’
designed training material to improve the honey production for new farmers. It also developed
Honey Bee farming manual and value chain development manual for distribution amongst the
trainees.

17. Training and Capacity Building
A Master trainer was hired and training in the project area was conducted. The honey bee
farming training duration was 1 week and the duration of the value chain development was 3
days. A total of 1 honey bee farming training and 1 value chain development training were
undertaken.
Procurement and Distribution of Beehives and Kits
45 beehives and 15 production kits were procured and distributed among 15 women beekeepers
from 2010-2013 after the process of training in two phases.
Evaluation of Production & Income Earned
416kg (917 lbs.) of raw honey was produced in 2014 and was sold @ PKR. 1000 i.e. US$ 10/kg
locally. As a result, income of PKR. 416,000 i.e.US$ 4,160 was earned. However, this year,
beekeepers had good demand for raw honey locally, subsequently they did not sell surplus honey
to HF. Therefore, they did not need marketing support.
Technical Assistance and Monitoring Visits
HF’s regional team continuously paid monitoring visits to beneficiaries and provided technical

18. assistance when and where required regarding modern techniques of Honey Bee farming and
value chain development.
Data Management
HF has well established Management Information System (MIS) section, which serves as an
internal data management and reporting unit of the organization. Beneficiaries’ data is already
being punched in our MIS and the project reports are in process of getting updated.
Project Reporting
HF submitted annual progress reports for RMF in the month of December each year. HF also
tracked the project activities on monthly bases with the help of Activity Tracking Matrices (ATM)
for internal reporting.
Steps towards Sustainability
An integrated approach was designed to move towards self-sufficiency especially at operational
level. Proper procedures, policies, human resources and information system were designed to
benefit successful implementation of the project.
In order to ensure effective monitoring of CED program, the following indicators were reviewed
consistently:

19. - Disbursement targets.
- Access (outreach)/Coverage.
- Financial, Human and Organizational resources.
- Productivity and efficiency.
- Cost coverage (operational loan losses 5 to 10 % default) of cost of funds, service
charges @ 5% to be recovered from borrowers of microcredit/profits).
Honey bee farming is a lucrative income generating enterprise in the project areas. The
environment in terms of natural and manmade flora is in abundance and available for more than
ten months of the year. Culturally, there is no restriction on the women folks to keep honey bees
that encourages the women to rear honey bees. The immediate earnings from the beehives
within three to four months are other important factors that contribute to economic sustainability
of the beneficiaries. Bees are useful transmitters of pollens that help increasing production of
fruits, vegetables, grains and other food items. All the above factors enable the women folks to
provide good food to the family, education and health care to the children.
Honey is considered as a natural gift in terms of food and medicine. It is used for gaining energy
and healing of different diseases. Currently the demand is outweighing the supply in manifolds.
On an average one beehive produces 18 to 22 kg (39.7 to 48.5 Ib) of honey in a year. Our
experience showed that the beekeepers who have added at least one more beehive every year
greatly increased their production and income. This income is in addition to the family’s regular
income that is an important factor for financial sustainability of the beneficiaries.
Sustainability was ensured through improved honey bee production, technical assistance and
value addition, besides linkages with market for profitable sale of the product provided by HF
offices.
Institutional Sustainability
In a village the households act as an institution and in beekeeping business these households
make associations of beekeepers, honey business groups, traders, suppliers and retailers.
Honey contributes its value in terms of money and provides an environment of team building,
community participation and joint decision-making process. There are regular gatherings of
beekeepers, suppliers and retailers at the village level, an important factor in sustaining an
atmosphere of social mobilization where voice is shared and decisions are made in a
participatory way. These consultative and participatory activities are the foundation of
institutional sustainability.
Socio-Cultural & Civil Society Sustainability
Honey beekeeping is a model of civil society micro-enterprise development. Beekeepers know
the way bees are organized and have specific role to play in producing honey. With a clear
understanding of the team work, specific tasks to achieve a desirable results and participating in
the tasks can lead to an organized society among the people particularly women and other
partners like shop keepers, traders and suppliers. Beekeepers can play an important role in

20. creating an enabling environment in the society and can help to create diversity and tolerance,
which are the milestones of a civil society.
Beekeeping is a value chain process from the input of families, technology in terms of equipment
and training, to the output in terms of trained women or men through ministries, teaching
institutions and national and international organization.
There are a very few products where such a value chain is involved in production like honey.
This value chain promotes socio-cultural and civil society sustainability.
Honey produced was purchased/collected and packaging and labeling was done by the
Marketing Department of Hashoo Foundation based in Islamabad. Hashoo Foundation’s ability
to connect the producers to the market through a network of five star hotels, grocery stores and
other markets is what makes this project one of the most effective economic empowerment
projects in Northern Pakistan.

21. 2010-2014 Rice Microfinance Program (RMF) Credit & Enterprise Development
(CED) Project Overview
Phase 1
Phase 1 of the CED was initiated during 2010. Under this program, the Hashoo Foundation
distributed and administered the provision of US $4,200 in Revolving Micro Credit Loans (RMCL)
to 12 women beekeepers. A total of 45 beehives and 12 production kits were purchased. The
ultimate objective was to improve the socioeconomic conditions of the marginalized women of
the Gilgit-Baltistan.

22. Plan Bee Devastated by the Floods
In 2010, Pakistan was devastated by the worst floods in its history affecting more than 22 million
people all over the country. The devastating floods and monsoon rains affected the entire
beekeeping community in Gilgit, Hunza-Nagar, Ghizer, Chitral and Kalash Valley and disrupted
the livelihoods of the beekeepers as their beehives were washed away or damaged beyond
repair. The devastation had a major impact on the future of these farmers, as a holder of 3
beehives can earn up to Rs. 25,000 (US $300) producing up to 45 kg (99 lbs) of honey annually.

23. After conducting a post flood evaluation we found the following:
- All 12 beneficiaries of the CED program were directly or indirectly affected and suffered
due to the unprecedented disaster.
- 40 beehives out of the 45 beehives distributed were damaged.
- The estimated cost to replace the damaged beehives was US $6,050.
- With the exception of initial three weeks of March-April 2010, there was no honey
production from October 2010–March 2011, due to continuous heavy rains in all parts of
Gilgit-Baltistan.
- In August 2010, HF managed to recover US $3,480 of the first installment of loans;
however, due to the status of the destruction, remaining amount of US $720 was not
recovered that year.
In the midst of this tragedy, some of the RMF beneficiaries borrowed money from other family
members to pay their loans getting deeper into debt.
Based on the devastation caused by this historical disaster and difficulties faced by the affected
beekeepers to repay their loans, HF requested RMF to consider forgiving the beekeepers loans.
Unfortunately, RMF doesn't have a clause that considers other means to help beneficiaries
affected by catastrophic disasters. However, RMF graciously agreed to extend the period for the
recovery of the loans, thus helping the beekeepers recover from their economic losses. On
November 28, 2012, the original MoU was amended and both organizations, RMF and HF,

24. agreed that the project shall continue for as long as needed and the partners fulfilled their
obligations.
Distribution of New Beehives
HF provided the RMF beneficiaries with new beehives, thus enabling the beekeepers to resettle
and recover from their economic losses.
As per the mutual agreement with RMF, the loan was supposed to be reimbursed within two
years. However, due to floods in 2010, the loan repaying cycle met a delay by one year.
Summary CED Loan Phase 1
# Name Village Loan Recovered Outstanding Beehives Honey
Income
Earned
Children in
School
US $ US $ US $ Qty Kg/Lbs US $
1 Jurbasbibi Chatorkhand 350 278 72 3 24/52 240 2
2 Zarmurah Chatorkhand 350 278 72 3 24/52 240 5
3 Shamim Chatorkhand 350 278 72 3 24/52 240 3
4 Gamburi Chatorkhand 350 278 72 3 24/52 240 4
5 Haleema Chatorkhand 350 278 72 3 24/52 240 5
6 BibiAlam Chatorkhand 350 278 72 3 24/52 240 4
7 Bano Chatorkhand 350 278 72 3 24/52 240 7
8 KharoorSoni Chatorkhand 350 278 72 3 24/52 240 4

25. 9 GulNisa Chatorkhand 350 278 72 3 24/52 240 3
10 ZareenTaj Chatorkhand 350 275 75 3 24/52 240 6
11 Haji bibi Mominabad 350 350 0 3 24/52 240 5
12 Neak Pervin Mohdabad 350 350 0 3 48/105 480 5
Total 4,200 3,477 723 36 312/677 3,120 53
Note 1: Figures have been rounded off to nearest dollars
Loan s Provided By
Beekeepers
Loan
US $
Recovered
US $
Outstanding
US $
Recovered
%
RMF 12 4,200 3,477 723 83
0
500
1000
1500
2000
2500
3000
3500
4000
4500
US$ Loan Distributed US$ Recovered US$ Outstanding

26. Phase 2
By 2012, HF was only able to recover US $3,480 from phase 1 of the project. Hence, in the
second phase of the RMF RMCL, total of US $1,358 was distributed amongst 3 women
beekeepers in 2012.
S
#
Name
Village
Loan Recovered
Outstanding #
Beehives
Honey
Produced
Income
Earned
Children - in
School
US $ US $ US $ Qty Kg/Lbs US $
1 Meher Bano Mominabad 593 0 593 3 24/52 240 3
2 Naik Parveen Mohdabad 350 54 296 3 48/105 350 3
3 Nahid Akhter Mohdabad 415 0 415 3 48/105 350 3
Total 1,358 54 1,304 9 120/262 940 9
Note 1: Figures have been rounded off to nearest dollars
Summary CED Loan

27. Loans
Provided By
Beekeepers
Loan
US $
Recovered
US $
Outstanding
US $
Recovered %
RMF 3 1,358 54 1,304 4
Consolidated Status
# Name Village Loan Recovered Outstanding Beehives Honey
Income
Earned
Children in School
US $ US $ US $ Qty Kg/Lbs US $
1 Jurbasbibi Chatorkhand 350 278 72 3 24/52 240 2
2 Zarmurah Chatorkhand 350 278 72 3 24/52 240 5
3 Shamim Chatorkhand 350 278 72 3 24/52 240 3
4 Gamburi Chatorkhand 350 278 72 3 24/52 240 4
5 Haleema Chatorkhand 350 278 72 3 24/52 240 5
6 BibiAlam Chatorkhand 350 278 72 3 24/52 240 4
7 Bano Chatorkhand 350 278 72 3 24/52 240 7
8 KharoorSoni Chatorkhand 350 278 72 3 24/52 240 4
9 GulNisa Chatorkhand 350 278 72 3 24/52 240 3
10 ZareenTaj Chatorkhand 350 275 75 3 24/52 240 6
11 Haji bibi Mominabad 350 350 0 3 24/52 240 5
1,358
54
1,304
-
200
400
600
800
1,000
1,200
1,400
1,600
US$ US$ US$
Loan Distributed Recovered Outstanding

28. 12 Neak Pervin Mohdabad 350 350 0 3 48/105 480 5
13 Meher Bano Mominabad 593 0 593 3 24/52 240 3
14 Naik Parveen Mohdabad 350 54 296 3 48/105 350 3
15 Nahid AkhterMohdabad 415 0 415 3 48/105 350 3
Total 5,558 3,531 2,027 45 432/939 4,060 62
Note 1: Figures have been rounded off to nearest dollars
Impactof the Credit & Enterprise DevelopmentProgram - RMF
- 15 women received a Revolving Micro Credit Loan (RMCL) to empower themselves for
better living.
- 432 kg (939 Ib)) of honey was produced since the inception of project.
- US $4,060 earned by the beneficiaries during the lifetime of the project.
- Total household income increased by 25 % by the end of 2014.
- 120 dependents benefitted and had access to better nutrition and health care.
- 62 children had access to quality education.
- Women beneficiaries were linked with Northern Honey Bee Association (NHBA).
- Socio-economic status of the beneficiaries was improved at a noticeable level.
- The project increased women empowerment in terms of decision making in their
everyday lives.

29. Outcomes
- The project as a whole, benefitted the targeted beekeepers by teaching them how to
increasing their honey production, which helped them to improve their living standards.
- The RMF CED Revolving Micro Credit Loans (RMCL) helped beekeepers sustain their
businesses during the economic crises and after devastating floods and monsoons.
- The project played a vital role in empowering the beneficiaries by providing them with
income generating opportunities in a male dominant society.
- The project provided means for the beneficiaries to help pay for their families’ nutritional,
educational and health care expenses.
- The program enabled HF to venture into new and innovative initiatives along with gaining
confidence of the implementing partners.
- HF achieved another milestone towards the aim to empower the underprivileged
communities in the society through its HF USA partners.
Challenges Faced
During the project’s lifetime, following challenges were faced by the grantees while implementing
the project activities:
- Weather in the project area remained unpredictable and unsuitable for production of the
forecasted amount of honey.
- Only four to five months per year favorable for honey production in Gilgit-Baltistan.
- Beehives were relocated to other parts of the country during the harsh winter months.
The mobilization of the beehives posed challenges and risks as some were damaged due
to improper handling.
- Law and order situations in some areas of Gilgit-Baltistan remain tense. As a result,
beneficiaries did not have access to certain areas to increase the production.
- Rate of inflation in Pakistan increased to over 10% during the project’s implementation
period. This severely limited the beneficiaries’ buying power, hence threatened their basic
survival.
- Even though, this project was highly appreciated by the beneficiaries, one of the major
challenges that were faced by the Foundation was the smooth recovery of these loans.
As per the loan agreement with the beekeepers, they were initially required to repay the
loan amount within a year’s time, however, majority of the beneficiaries took more than 3
years to repay the full amount, with 4 % of the loaned amount pending. As a mitigation
strategy, HF involved the Local Support Organizations (LSOs) to act as guarantors where
the beekeepers were asked to submit the loan applications through the LSOs. In order to
attract the applications, efforts were made on the adverts for micro credit loans and
identification of interested beneficiaries however there has been no success on this
account.

30. RMF CED BudgetSummary
Expenses
RMF Contribution
in US$
HF Contribution
in US$
Total US $
Mobilization cost 500 500
Training cost 600 600
Procurement of beehives 4,200 4,200
Production kits 600 600
Monitoring cost 600 600
Technical assistance in branding and
packaging
700 700
Administrative, transportation and logistics
cost
3,000 3,000
Total Expenses 4,200 6,000 10,200
LocalPoverty
The challenge of poverty alleviation remains huge. Pakistan, being a signatory to the Millennium
Development Goals (MDGs), is committed to achieving the MDG target for poverty by halving it
between 1990 and 2015. The estimated level of poverty in 1990 was 26%, which needs to be cut

31. to 13% by 2015, if the target is to be met. The State Bank of Pakistan in its latest annual report
on the economy revealed that the World Bank’s task force on food security has estimated that
the Head Count Ratio (HCR) for poverty increased in Pakistan to 33.8% in FY08 (fiscal year
2007-08) and 36.2% in FY09, projecting that 62 million people in the country now live below the
poverty line.
As per economic survey of Pakistan 2009, “The poorest households need to spend 70% or more
of their income on food and their ability to meet most essential expenditures for health and
education is severely compromised. In addition, the diminished purchasing power has severely
impaired capacity of poor households to seek health care, and children education, particularly for
girls.”
This project provides opportunity to increase income of women to ear n livelihood for their
families by under taking entrepreneurial initiatives. Under this project 100 women will be
provided with 5 beehives each. Average production of honey is 18 kg/beehive and it will
additionally increase the income of beneficiaries by PKRs. 54,000 annually (US $515) as they
will produce 90 kg (5 x 18) (198 lbs) of honey each year and Hashoo Foundation will purchase
honey for PKRs. 600 (US $5.70).
It is expected that the income resulting from the project will be utilized to overcome the issues of
children education and to maintain a hygienic and healthy life. The fact remains that women are
about 51% of the country and have very low contribution to the family income; this project will
enable 100 women beneficiaries of targeted area to contribute significantly to their family
income. This project is aimed to build the capacities of targeted women and once the project
ends, beneficiaries will have continuous organizational support in selling their honey which will
make it sustainable income generating model and it will consequently help in reducing poverty in
Pakistan at local and national level.
Assumptionsand Risks
Globally, bee farming carries a natural risk, and this project would be susceptible to the same
risks. However, the potential for securing a better livelihood for target beneficiaries far outweighs
the risks, especially to involve the community in community based employment increasing the
source of income and livelihood in this earthquake hit valley. From a management perspective
there is no risk, as Hashoo Foundation has extensive honey bee and micro-enterprise
development experience, including launching its Honey brand “Mountain Pure Honey.”
EnvironmentalImpact
The project will aid in the enhancement of sustainable environments promoting pollination in the
existing orchards in the targeted areas. Honey bees help in sustaining environmental diversity.

32. Gender Issue
Per World Economic Forum’s Gender Gap report, Pakistan female to male ratio in labor force
participation is 25%. Female adult un-employment rate is 8.38%, women to rise to enterprise
leadership is 3.85 %.
As per the report “Pakistan Employment Trends for Women,” labor force participation of women
in Pakistan is 21.8%. This is lower than the global (52.6%) and regional (35.6%) averages.
Following the Beijing Declaration and Platform of action from September 1998, Pakistan has
adopted its National Plan of Action for Women; it considers women as “vital contributors to the
economic survival of poor house hold”. The plan envisions that the economic empowerment of
women promotes women’s economic image in the family, community and nation. I t aims to
facilitate women’s participation in all areas of life besides ensuring protection of women’s rights
with in the family and society. Employment to population ratio of women is 19.9%.
There is a serious risk of excessive school dropout rates and thus loss of the gains in terms of
primary school enrolment increases achieved in past years. The poorest households need to
spend 70% or more of their income on food and their ability to meet most essential expenditures
for health and education is severely compromised. In addition, the diminished purchasing power
has severely impaired capacity of poor households to seek health care, and children education,
particularly for girls. This situation has further aggravated by falling nutrition levels, particularly
for already malnourished children. Poverty head count 36.2% is very alarming.
According to the statistics of the Economic Survey of Pakistan, the national average of women
integrated in the main stream of economic through self-employment in rural areas is 18% to
20%.
A study under taken by Hashoo Foundation revealed that women account for 55% of honey bee
producers in the Northern Area and Chitral (NAC). Their average productivity
(1,791kg/year/beehive) is slightly higher than the global average (1,625 kg/year/beehive).
However, they only account for 35% of the total income generated by honey bee production in
the NAC. This gap could arise from the fact that 68.2% of women beekeepers in the NAC own
less than 5 beehives, which is the critical point at which keeping bees become profitable. In the
neighboring district of Gilgit, and surrounding areas, 87% of the total honey production is
purchased by the local market.
Lack of storage facilities, processing equipment, market information and poor access
beekeepers from reaching potentially more profitable down-country markets. Beekeepers are
also not aware of the income supplement they could generate through the exploitation of the four
major honey by-products: beeswax, pollen, royal jelly and propolis. The proposed project will
address the gender inequality issue and increase the economic development and education
opportunities for women and girls in the target areas of Pakistan.

33. Mitigating Strategy
In 2012 and 2013, HF developed business groups of the beekeepers to ensure easy and timely
recovery of loans. HF has established 18 honey business groups in Gilgit-Baltistan and 10 honey
business groups in Chitral. The formation of groups has reduced transportation and beehives
shifting cost, and is envisaged to make the enterprises more sustainable and viable through
mutual efforts and contribution.
HF also worked on strengthening the local bodies’ network.
The introduction of new technologies in beekeeping shall enhance the production and collection
of honey, thus leading to increase in the amount of honey produced.
The provision of skill trainings to beekeepers in coming years shall strengthen business groups
in the projected areas. Providing market awareness to the beekeepers shall enable them to set
the unit cost per kg of honey at market competitive level.
Conclusion
Even though, this project was highly appreciated by the beneficiaries, one of the major challenges
that were faced by the Foundation was the smooth recovery of these loans. In light of the above

34. described details, it is believed that the CED model is difficult to continue in the given
circumstances, thus, HF wishes to close the CED model and settle the loan.
The funds were disbursed by the university in US dollars which were converted in to PKR at the
prevailing rate of PKR 84.35/dollar. As these loans were distributed and recovered from the
communities in PKR, hence, the same has been reconverted in to US dollars at the current rate of
PKR 106.55 for remitting the amount back to the university, resulting in exchange loss of US$
724, which is to be borne by the university.
After taking the effects of exchange loss US $724 and the loans written off amounting to US $
723, the net amount payable by the Foundation comes out to be US $2,753 as shown below:
University Name Amount
Received in USD
Outstanding Loans
to be write off in USD
Exchange Loss in
equivalent USD
Net Amount
Payable in USD
Rice Microfinance
Program, Rice
University (RMF)
4,200 723 724 2,753
Hashoo Foundation and the women beekeepers are very grateful to RMF, for extending the
recovery of the Micro Credit loans from 2010 to 2014, hence helping the beekeepers recover
from their economic losses, pay for their children’s education and basic needs of shelter, food
and health care.
OrganizationalStructure& Capacity
Hashoo Foundation has a well-established infrastructure employing over 300 employees
including foreign and local qualified and trained professional, administrative and operational
staff. Hashoo Foundation is implementing its program and projects through its head office in
Islamabad and regional offices established in Chitral, Gilgit, Rawalpindi, and Mansehra.
The major source of income in Ghizer is the District of Gilgit-Baltistan is agriculture. However,
due to the remoteness of the mountainous region, the socioeconomic status of local inhabitants
is very low. Hashoo Foundation’s office staff in Gilgit-Baltistan is dedicated to the development,
management, training and implementation of the Women Empowerment through Honey Bee
Farming “Plan Bee” project. Beekeeping is an income generating activity with an incubation
period of three months, which can be under taken at cottage level, as it does not require heavy
investments or infrastructure. On site appropriate training is needed with inputs including
beehives and extractors as well as appropriate climatic conditions and availability of bee flora at
selected locations. Hashoo Foundation has three core programs in Gilgit- Baltistan: Economic
Development, Education & CESP program, Skills development. Regional program manager will
be responsible to implement this project in the target area.

35. Partnership with Other Institutions & Agencies
The Country Director, Manager Enterprise Development and Gilgit Regional Program Manager
will coordinate project activities including, community mobilization through Social Organizers,
organizing training by Resource Persons and Field Assistants. Honey produced will be
purchased/collected at a premium rates and transported to Islamabad for processing, Packaging
and labeling by the Marketing Department of Hashoo Foundation based in Islamabad.
Technical assistance with specialized trainers in beekeeping will be organized in collaboration
with our partners, Honey Bee Research Institute (HBRI), National Agricultural Research Council
Islamabad and Agriculture University Peshawar.
Contactinformation
Cristal Montañéz Baylor I Executive Director
Hashoo Foundation USA
M +1 (713) 483-4990 F+1 (713) 759-0787
cristalmontanez@hashoofoundationusa.org
www.hashoofoundation.org