The document provides an overview of the Credit & Enterprise Development (CED) project for women beekeepers in northern Pakistan run by Hashoo Foundation from 2010-2014. The project aimed to empower women economically by training them in beekeeping and honey production. Over 1,100 women received training and 3,615 beehives and kits were distributed. The project helped increase household incomes and led to improved nutrition, healthcare, and education for families. Key lessons included the importance of value chain development and women's business groups for success. The mountain honey produced is of high quality and purity. The project had a positive social and economic impact on communities in northern Pakistan.

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

2. Contents
Acronyms................................................................................................................................. 3
Project Summary................................................................................................................. 4
Hashoo Foundation Overview ............................................................................................ 5
Vision.............................................................................................................................. 5
Mission............................................................................................................................ 5
Values ............................................................................................................................. 5
Core Programmatic Areas............................................................................................... 5
Registration and Accreditation ....................................................................................... 6
Background......................................................................................................................... 6
Key Achievements in Honey Bee Farming ........................................................................ 9
Key Lessons Learned During Project Implementation....................................................... 9
Mountain Honey ............................................................................................................... 10
Awards and Recognitions ................................................................................................. 11
Credit & Enterprise Development (CED) Project Overview............................................ 12
Objectives ......................................................................................................................... 12
Goal................................................................................................................................... 13
Phase 1 .............................................................................................................................. 13
Phase 2 .............................................................................................................................. 13
Implementation Strategy................................................................................................... 13
Steps Taken to Implement the Project .............................................................................. 14
Mobilization and Baseline Assessment ........................................................................ 14
Selection of Beneficiaries ............................................................................................. 14
Development of Training Material ............................................................................... 15
Training and Capacity Building.................................................................................... 15
Procurement and Distribution of Beehives and Kits..................................................... 16
Evaluation of Production & Income Earned................................................................. 16
Technical Assistance and Monitoring Visits ................................................................ 16
Data Management......................................................................................................... 16
Project Reporting .......................................................................................................... 17
Steps towards Sustainability ......................................................................................... 17
Institutional Sustainability ............................................................................................ 18
Socio-Cultural & Civil Society Sustainability.............................................................. 18

3. 2010-2014 Rice Microfinance Program (RMF) Credit & Enterprise Development (CED)
Project Overview .............................................................................................................. 20
Phase 1 .......................................................................................................................... 20
Plan Bee Devastated by the Floods........................................................................... 21
Distribution of New Beehives................................................................................... 24
Summary CED Loan................................................................................................. 24
Phase 2 .......................................................................................................................... 25
Summary CED Loan................................................................................................. 26
Impact of the Credit & Enterprise Development Program - RMF.................................... 27
Outcomes .......................................................................................................................... 28
Challenges Faced .............................................................................................................. 29
RMF CED Budget Summary............................................................................................ 29
Local Poverty.................................................................................................................... 30
Assumptions and Risks..................................................................................................... 31
Environmental Impact....................................................................................................... 31
Gender Issue...................................................................................................................... 31
Mitigating Strategy ........................................................................................................... 32
Conclusion ........................................................................................................................ 33
Organizational Structure & Capacity................................................................................ 34
Partnership with Other Institutions & Agencies............................................................... 34
Contact information .......................................................................................................... 34

4. Acronyms
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. Project Summary
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-PK
Muhammad Sadiq Director Projects, HF-PK
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

6. 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.

7. 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.
- Certificate by the Pakistan Centre for Philanthropy No: PCP-RI/2006/17.
- Exempted from Taxes with approval by CBR under SRO 169(1)/2005 notified/published in
Gazette of Pakistan dated 15/02/2005 under clause (3) of clause (58).
- External Auditors/Chartered Accountants: KPMG (Tahsir Hadi Chartered Accountants).
USA
- Non-profit organization registered under section 501(c) (3) of the Internal Revenue Service (IRS)
code tax identification number 20-0748173.
- Approved U/S 2 (36) Income Tax Ordinance 2001 valid till further order.
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.

8. 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%).

9. 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), The United Nations Development
Programme (UNDP), 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),Pakistan Poverty Alleviation
Fund (PPAF), Culture for Culture and Development (CKU) and Punjab Skills Development Funds

10. (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 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
in
Honey
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 Lessons Learned During Project Implementation
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.

11. - 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.
- 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.
Mountain
Honey
The Northern Areas and Chitral 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.

12. The honey is sold at the five-star hotels (Marriott, Serena and Pearl Continental Hotels), grocery 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

13. 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.
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

14. 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 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. Projected 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.
Implementation
Strategy
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, Chitral and Mansehra. The in kind
and infrastructure support for implementation of the project and technical support was provided from
HF’s core office established in Islamabad.

15. Steps Taken to 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.
- 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:

16. - 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.
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.

17. 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 and 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,an 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 assistance
when and where required regarding modern techniques of Honey Bee farming and value chain
development.

18. 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:
- 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.

19. 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 creating an enabling environment in the society

20. 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 collected and purchased packaging and labeling was done by Hashoo
Foundation’s Marketing Department 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 $1,050 of the first installment of loans; however, due
to the status of the destruction, remaining amount of US $3,150 was not recovered that year.
- In 2013, US $4,200 were recovered

24. 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,
agreed that the project shall continue for as long as needed and the partners fulfilled their obligations.

25. 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. Thus, HF
was able to recover the total amount of US$4,200 in 2013.
Summary
CED
Loan
Loans
Provided By
Beekeepers
Loan
US $
Recovered
US $
Outstanding
US $
Recovered
%
RMF 12 4,200 4,200 0 100

26. 4,200
4,200
-­‐
-­‐
1,000
2,000
3,000
4,000
US$
US$
US$
Loan
Distributed
Recovered
Outstanding

27. Phase 2
By 2012, HF was only able to recover US $1,050 from phase 1 of the project from 3 out of total of 12
beekeepers. Hence, in the phase 2 of the RMF RMCL of US $350 each was distributed to 3 women
beekeepers in 2012.
S
#
Name
Village
Loan Recovered
Outstanding #
Beehive
s
Honey
Produced
Income
Earned
Children in
School
US $ US $ US $ Qty Kg/Lbs US $
1 Neak Pervin Mohdabad 350 350 0 3 48/105 350 4
2 Naik Parveen Mohdabad 350 313 37 3 48/105 350 3
3 Nahid Akhter Mohdabad 350 188 162 3 48/105 350 3
Total 1,050 851 199 9 144/317 1,050 10
Summary
CED
Loan
Loans
Provided By
Beekeepers
Loan
US $
Recovered
US $
Outstanding
US $
Recovered %
RMF 3 1,050 851 199 81%
1,050
851
199
-­‐
200
400
600
800
1,000
1,200
US$
US$
US$
Loan
Distributed
Recovered
Outstanding

28. Impact of the Credit & Enterprise Development Program - RMF
- 15 women received a Revolving Micro Credit Loan (RMCL) to empower themselves for better
living.
- 416 kg (917 Ib)) of honey was produced since the inception of project.
- US $14,400 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.
- 63 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. RMF RMCL
Consolidated
Loan Status #
N
a
m
e
Village Loan Recovered Outstanding Beehives Honey
Income
Earned
Children
in
School
US $ US $ US $ Qty Kg/Lbs US $
1 J
u
r
b
a
s
b
i
b
i
Chatorkhand 350 350 0 3 24/52 240 2
2 Z
a
r
m
u
r
a
h
Chatorkhand 350 350 0 3 24/52 240 5
3 S
h
a
m
i
m
Chatorkhand 350 350 0 3 24/52 240 3
4 G
a
m
b
u
r
i
Chatorkhand 350 350 0 3 24/52 240 4
5 H
a
l
e
e
m
a
Chatorkhand 350 350 0 3 24/52 240 5
6 B
i
b
i
A
l
a
m
Chatorkhand 350 350 0 3 24/52 240 4
7 B
a
n
o
Chatorkhand 350 350 0 3 24/52 240 7
8 K
h
a
r
o
o
r
S
o
n
i
Chatorkhand 350 350 0 3 24/52 240 4
9 G
u
l
N
i
s
a
Chatorkhand 350 350 0 3 24/52 240 3
10 Z
a
r
e
e
n
T
a
j
Chatorkhand 350 350 0 3 24/52 240 6
11 M
e
h
e
r
B
a
n
o
Mominabad 350 350 0 3 24/52 240 3
12 H
a
j
i
b
i
b
i
Mominabad 350 350 0 3 24/52 240 5
13 N
e
a
k
P
e
r
v
i
n
Mohdabad 350 350 0 3 48/105 480 5
14 N
a
i
k
P
a
r
v
e
e
n
Mohdabad 350 313 37 3 48/105 480 5
15 N
a
h
i
d
A
k
h
t
e
r
Mohdabad 350 188 132 3 48/105 480 2
Total 5,250 5,051 199 45 432/952 4,320 63
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.

30. - 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.

31. Local Poverty
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 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

32. 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.
Assumptions and 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.”
Environmental Impact
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.
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

33. 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 in the local market.
Lack of storage facilities, processing equipment, market information and poor access prevented the
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.
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

34. 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
HF believes that by working together with the relevant stakeholders, we can successfully implement the
CED program and expand it through following activities:
- Develop partnerships with other NGOs, universities, micro finance institutions and apex
organizations.
- Mobilizing additional communities to increase the number of trainees in Gilgit-Baltistan.
- Improve quality control mechanisms in production, processing, and packaging
- Obtaining ISO certifications, such as fair trade and internationally recognized
organic certifications
- through
certified
organizations
like
Pakistan
Council
of
Scientific
and
Industrial
Research
(PCSIR).
- Replicating “Plan Bee” in other rural areas of Pakistan, including Chitral, Khyber Pakhtoonkhwa and Azad
Jamu & Kashmir (AJK).
- Increasing the honey production up from 20 tons to 65 tons by 2014.

35. -
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.
Organizational Structure and 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.
Partnership with Other Institutions and 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.
Contact information
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

36. Hashoo Foundation Pakistan
House # 2, Street # 35, Sector
F-7/1, Islamabad.
Ph: +92-51-2609182-5
Fax: +92-51-2609188
Hashoo Foundation USA
9575 Katy Freeway, Suite 490
Houston, TX 77024
Ph: +1 713 483 4990
Fax: +1 713 759 0787
Hashoo Foundation UK
1, Berkeley Street
London WlJ8DJ