Report No.
Xxxxxx
Date:
xxxx
The International Fund for Agricultural Development
SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT
Final Project Design Report
Main Report and Working Papers
Near East and North Africa Division
Programme Management Department
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT
FINAL PROJECT DESIGN REPORT
MAIN REPORT
Table of Contents
Page
Currency equivalents
iii
Weights and measures
iii
Abbreviations and Acronyms
iii
Map 1: Map of the Project Area
v
Map 2: IFAD Ongoing Projects
vi
INTRODUCTION
1
I.
II.
III.
IV.
V.
STRATEGIC CONTEXT AND RATIONALE FOR IFAD INVOLVEMENT,
COMMITMENT AND PARTNERSHIP (KSF 1)
2
A. Rural Development Context
B. Policy, governance, institutional, political and economic issues
C. IFAD Country Programme
2
4
7
POVERTY, SOCIAL CAPITAL AND TARGETING (KSF 2)
11
A. Rural poverty, information and analysis
B. Target Group
C. Targeting Strategy, Gender Mainstreaming and Community
Development
D. Geographic Coverage of the Project
11
14
PROJECT DESCRIPTION (KSF 3)
19
A. Knowledge base: lessons from previous/ongoing projects
B. Opportunities for Rural Development and Poverty Reduction
C. Project Goal and Objectives
D. Alignment with Country Rural Development Policies and IFAD
Strategies
E. Project Components
19
21
22
23
24
IMPLEMENTATION AND INSTITUTIONAL ARRANGEMENTS (KSF 4)
41
A. Institutional Development and Outcomes
B. Implementation Arrangements and Responsibilities by Components
Subcomponent
C. Collaborative Framework
41
42
44
PROJECT BENEFITS, COSTS AND FINANCING
46
A. Summary benefit analysis
B. Summary cost table
C. Project Financing: IFAD, Cofinancers, Government and Beneficiaries
D. Disbursement, Procurement and Accounts
E. Economic and Financial Analysis
46
48
48
48
50
i
16
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VI.
VII.
PROJECT RISKS AND SUSTAINABILITY (KSF 5)
51
A. Risk Analysis
B. Exit strategy and post-project sustainability
C. Environmental Classification
51
52
52
INNOVATIVE FEATURES, LEARNING, KNOWLEDGE MANAGEMENT
AND SCALING UP (KSF 6)
53
A. Innovative Features
B. Project Knowledge Products and Learning Processes
C. Regional knowledge networking
D. ILDP Scaling Up Approach
53
54
54
54
TEXT TABLES
Table 1: Potential project beneficiary households
47
Table 2: Project Cost Summary
48
Table 3: Project Financing by Components
48
Table 4: Disbursement by Semester (USD’000)
49
ANNEXES
ANNEX 1 - CONTENTS OF THE PROJECT LIFE KEY FILE
57
ANNEX 2 - UPDATED RESULTS-BASED LOGFRAME
59
ANNEX 3 - PROJECT COST SUMMARY TABLES
63
ANNEX 4 - PROJECT ORGANIZATIONAL CHART
71
ANNEX 5 - KEY FILES
73
ANNEX 6 – ENVIRONMENTAL SCREENING AND SCOPING NOTE
83
WORKING PAPERS
Working Paper 1: Poverty profile and the target group
Working Paper 2: Gender issues, targeting strategy and mechanisms
Working Paper 3: Animal production and rangeland development
Working Paper 4: Agriculture Extension (In Arabic)
Working Paper 5: Livestock value chains − marketing and processing
Working Paper 6: Rural microfinance
Working Paper 7: Institutions and implementation arrangements
Working Paper 8: Project costs and financing
Working Paper 9: Project financial and economic analysis
BACKGROUND TECHNICAL DOCUMENTS (Available on request from NEN)
Guidelines for Community Development
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Currency equivalents
Currency unit
US$ 1.00
SYP 1.00
=
=
=
Syrian Pound (SYP)
SYP 45.50
US$ 0.022
Weights and measures
1
1
1
1
1
1
1
1
1
kilogram (kg)
000 kg
pound (lb)
kilometre (km)
metre (m)
square metre (m2)
acre (ac)
hectare (ha)
dunum (du)
=
=
=
=
=
=
=
=
=
2.204 pounds
1 metric tonne (mt)
450 grams (gr)
0.62 miles
1.09 yards
10.76 square foots
0.405 hectares (ha)
2.47 acres
0.1 hectare
Fiscal Year
1st January – 31st December
Abbreviations and Acronyms
ACB
ACSAD
AEU
AES
ASF
ASZ
AWP/B
BRDP
CMADP
COSOP
DAE
DAH
DAP
DDM
DRW
DVD
ESU
ETT
EU
FYP
GFU
GCSAR
ICARDA
ILDP
ILRI
IRDP
JHADP
LPIC
M&E
Agricultural Cooperative Bank
Arab Center for the Studies of Arid Zones and Dry Lands
agricultural extension unit
agriculture extension support
Agriculture Support Fund
agricultural settlement zone
annual workplan and budget
Badia Rangelands Development Project
Coastal/Midland Agricultural Development Project
country strategic opportunities paper (or programme)
Directorate of Agriculture Extension
Directorate of Animal Health
Directorate of Animal Production
Directorate of Drought Management
Directorate of Rural Women
Directorate of Veterinary Drugs
extension support unit
extension task team
European Union
Five-year Plan
General Farmers’ Union
General Commission for Scientific Agricultural Research
International Center for Agricultural Research in the Dry Areas
Integrated Livestock Development Project
International Livestock Research Institute
Idleb Rural Development Project
Jebel Al-Hoss Agricultural Development Project
Livestock and Pasture Improvement Cooperative
monitoring and evaluation
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MAAR
ME
MET
MFI
MI
MLA
MTR
NEAP
NERRDP
NPED
NPSC
PMU
RIMS
RMC
RMU
RPD
RPCC
RPM
SBM
SME
SPC
SRADP
UNDP
WANA
Ministry of Agriculture and Agrarian Reform
Ministry of Environment
Ministry of Economy and Trade
microfinance institution
Ministry of Industry
Ministry of Local Administration
mid-term review
National Environmental Action Plan
North-eastern Region Rural Development Project
National Project Executive Director
National Project Steering Committee
project management unit
results and impact management system
range management committee
range management unit
Regional Project Directorate
Regional Project Coordination Committee
Regional Project Manager
small business and micro-enterprise
small and medium-sized enterprise
State Planning Commission
Southern Region Agricultural Development Project
United Nations Development Programme
West Asia and North Africa
iv
Map 1: Map of the Project Area
THE SYRIAN ARAB REPUBLIC
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THE SYRIAN ARAB REPUBLIC
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Map 2: IFAD Ongoing Projects
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THE SYRIAN ARAB REPUBLIC
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THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT
FINAL PROJECT DESIGN REPORT
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INTRODUCTION
1.
In December 2009, the Government of Syria (hereafter ‘the Government’-GOS),
through the Ministry of Agriculture and Agrarian Reform (MAAR) and the State Planning
Commission (SPC), requested IFAD to finance a nationwide integrated livestock
development project. The primary objectives of the project would be to help reduce
poverty and empower poor rural households (the livelihoods of which depend on
livestock activities in low-potential areas) through enhancing livestock productivity,
integrating livestock into rain-fed farming systems and developing small businesses and
microenterprises (SBMs) along the value chain of livestock produce. The Integrated
Livestock Development Project (ILDP) is included in the IFAD country strategic
opportunities programme (COSOP) for 2010-2015, approved by IFAD in December 2009
and endorsed by the Government.
2.
The final ILDP design mission1 visited Syria from 23 May to 10 June 2010,
following internal reviews by IFAD and by the Government of the Draft Design Report.
The mission’s work was guided by the findings of earlier design missions (December
2009 and February 2010), the Government response to the Draft Report, IFAD’s internal
review of the same and the need to confirm findings of earlier design stages.
3.
Mission fieldwork and stakeholders’ involvement in project design. In
Syria, the mission met with his Excellency Dr Adel Safar, Minister of Agriculture and
Agrarian Reform (MAAR), and greatly benefited from his directions and insights,
Dr. Reema Kaderi, Deputy Head of the State Planning Commission (SPC), Dr. Nabi
Rasheed Mohammad, Deputy Minister (MAAR), Eng. M. Hassan Katana, Director of
Statistics and Planning (MAAR), key officials of the Ministry, and Directors of completed
and ongoing IFAD’s supported projects. The mission’s discussion with the main national
stakeholders has greatly contributed to its work and assisted its members in adjusting
and finalizing project design. It has also confirmed findings of earlier design work, which
was based on the full involvement of the stakeholders in project design, and helped
focus the mission work on aspects needing further analysis and redesign.
4.
The mission also visited the French Agency for Development (AFD), the Italian
Cooperation, UN agencies involved in rural development, the Syrian Arab Organization
for Standards and Metrology (SASMO) and other stakeholders. The mission undertook
field visits to small and medium operators in the milk processing value chain in rural
areas and to some community based organizations to verify some findings of the earlier
design work and complete data collection and analysis. In meetings with key project
stakeholders and in its field work, the mission investigated the issues raised by GOS and
IFAD, and means to address them. The results of these discussion and mission analysis
are built-in the features of the final project design, described in this Report.
1
Mona Bishay (Mission Leader), Taoufik Jaballah (Financial Analyst), Abdalla Rahman (Organization &
Management Specialist), Tahar Telahique (Rangelands Development Specialist), Mohamed Wardeh
(Livestock Production Specialist), Nabil Mahaini (Extension/Communication Specialist and IFAD field
representative) and Vineet Raswant (IFAD Senior Technical Adviser, Marketing and Institutions). Mohamed
Bousselham (IFAD Loan Officer) joined the mission part of the time. Abdelhamid Abdouli (IFAD Country
Programme Manager for Syria) accompanied the mission, participated in its field work as rural finance
specialist and finalized the Micro finance working paper.
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5.
The mission findings were discussed and validated on 5 June 2010 during a wrapup meeting at MAAR, chaired by the Deputy Minister, with representatives of all the
MAAR central directorates and of ACSAD and ICARDA. The mission’s findings were all
endorsed by GOS.
I. STRATEGIC CONTEXT AND RATIONALE FOR IFAD INVOLVEMENT,
COMMITMENT AND PARTNERSHIP (KSF 1)
A.
Rural Development Context
6.
General background. The Syrian Arab Republic covers a total land area of
185,000 km², of which about 6 million ha are cultivated. The country is bordered by
Turkey in the north, Iraq in the east and south-east, Jordan in the south, Palestine in the
south-west, and Lebanon and the Mediterranean in the west. Administratively, the
country is divided into 14 governorates or provinces, 60 districts and 192 subdistricts.
The smallest administrative unit is the village. The climate is Mediterranean with a
continental influence: cool wet winters and hot dry summers, with a relatively short
spring and autumn.
7.
Geographically and agro ecologically, Syria is divided into five Agricultural
Settlements Zones (ASZs), which are based on a number of variables of which the
amount and reliability of annual precipitation and altitude are the most critical factors.
The high-potential areas (ASZs I and II) that receive 350 mm or more of rainfall
annually are concentrated in the western parts of the country and account for about
27 per cent of the total area. The moderate to low-potential areas (ASZs III and IV) that
receive progressively less rainfall (350-200 mm per annum) are mainly located in the
central and eastern part of the country and account for 18 per cent of the total. ASZ V,
which receives less than 200 mm of rainfall per annum, is unsuitable for cultivation. It
forms part of the Badia rangelands where sheep and camels are raised, and accounts for
55 per cent of all land in Syria.
8.
According to the World Bank (2008 Key Development Data and Statistics), the
population of Syria grew from 14 million in 1994 to about 21.2 million in 2008. The
annual population growth rate is high, and stood at 2.5 per cent in 2008. About 55% of
the population is urban, with considerable rural-urban migration. However, given the
population increases, total numbers in rural areas are still rising.
9.
Economic growth. During the period 1990-2008, despite the trend of decreasing
oil production and increased frequency of drought that affected agriculture, the Syrian
economy made a sustained growth averaging 5.1 per cent. This was the result of:
(i) structural reforms that included the simplification of investment procedures,
modernization of accounting standards and a streamlining of the tax system; and
(ii) modernization of fiscal and monetary policies that reduced the role of the public
sector and promoted privatization, trade liberalization, deregulation of the banking
system and unification of the exchange rate. GNI per capita increased from USD 1,170
to USD 2,090 between 2000 and 2008. The impact of the global financial crisis on Syria
has been relatively limited, having been transmitted through links with Europe and other
countries in the region, notably the Gulf States, and contributed to a 1 per cent
reduction in growth in 2009, a drop of about 4 per cent in exports of goods and services,
and increased unemployment.
10. The Syrian Arab Republic’s medium-term economic outlook is expected to improve
with the gradual global and regional recovery, and lead to further progress in terms of
domestic economic reforms. A gradual increase in exports, remittances and foreign
direct investment is also expected; agricultural output is likely to continue to recover
from the severe drought of the past two years; non-oil growth is projected at about
5 per cent in 2010. Inflation declined to 2.5 per cent for 2009 (IMF data).
11. Unemployment and inequality. Syria’s economic growth has not been pro-poor
and the incidence of inequality has become even more marked. The strong population
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growth and influx of refugees in recent years has led to a steady rise in unemployment
(11.7 per cent in 2005 and an expected 20 per cent by 2010), especially among young
people. The labour market is unable to absorb the 380,000 new job-seekers each year.
Some of the unemployed in rural areas are being absorbed in the informal dairy
processing activities. As public enterprises provide employment to only 7 per cent of the
country’s labour force, the burden of job creation falls on the private sector in
agriculture, construction, manufacturing and services.
12. Social progress. There have been considerable improvements in the economic
and social status of Syria’s population. Provision of health services and education has
continued to improve. As of 2007, life expectancy had increased to 71 years, infant
mortality per 1,000 live births had decreased to 34, and malnutrition among children
under 5 years of age had decreased to 9 per cent. The performance of basic social
services is satisfactory, with 89 per cent of the population having access to improved
water sources and 92 per cent to better sanitation facilities. However, despite consistent
improvements in social development, Syria still ranks 107th out of 182 countries included
in the UNDP Human Development Index for 2009.
13. Rural poverty is widespread and is of major concern to the Government.
According to the UNDP Household Income Expenditure Survey for 2005 and IFAD’s Rural
Poverty Assessment and Mapping, around 14 per cent of the population (or close to
2 million people) are poor, based on the ‘lower’ poverty line (expenditure for essential
requirements) and 32 per cent (or close to 7 million people) are poor based on the
‘higher’ poverty line (expenditure for reasonable requirements). Some 10.4 per cent of
the population live on less than USD 2.0 a day. The incidence of poverty is higher in the
rural areas, where it is concentrated in specific ‘pockets’, than in towns and cities
(62 per cent and 38 per cent, respectively) but with considerable differences in
geographic terms. Accounting for 45% of the population, the north-eastern governorates
(Hassakeh, Deir Ezzor, Raqqa, Idleb, and Aleppo) have the greatest incidence, depth and
severity of poverty (58.1 per cent, both rural and urban). There are huge interprovinces, and even inter-district, differences in poverty. A number of factors suggest
that the poverty situation has worsened in recent years and that many of those who
formerly lived just above the poverty line have probably now joined the ranks of the
poor.
14. Gender gaps still persist. Despite considerable progress in terms of equal
opportunities for men and women (see WP 2), significant gender gaps still prevail.
Women still have difficulty in participating in economic activities or in accessing
education and health services and their active involvement in politics is very limited.
Female adult literacy (percentage of ages 15 and above) is low (74 per cent) compared
with men (88 per cent). Women do not easily obtain access to land titles and are
therefore unable to take advantage of a range of services linked to land ownership, such
as credit. Despite women’s very considerable involvement in agriculture and in livestock
husbandry, their role remains largely defined as ‘family labour’ and thus they do not
adequately benefit either from extension or from most other support services.
15. The agriculture sector. Agriculture is vital for the Syrian economy. It supports
the livelihoods of 50 per cent of the population, employs one fourth of the labour force,
contributes 24 per cent of GDP (compared to 28 per cent for industry and 48 per cent for
services), and 10 per cent of exports (2008). The 1994 agricultural census states that
the main occupation of 410,000 landholders (i.e. 71 per cent of all landholders) is
farming. Some 40,000 livestock owners and herders are landless. Limited private-sector
manufacturing and service-sector growth has led to greater dependence on agriculture.
In the 10 years up to 2004, the real value added component of the agricultural sector
rose by 1.9 per cent each year and employment in agriculture grew by 2.3 per cent.
Agricultural production is inevitably vulnerable to climate change, with recurrent
droughts that cause large fluctuations in agricultural GDP and growth. The obstacles to
rapid agricultural sector growth include unfavorable climatic conditions; scarce water;
limited cultivable land; deteriorating soil fertility; small, scattered and fragmented
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landholdings; limited access to formal credit, which impedes productive asset creation
and development of SBMs; and limited application of modern agricultural technologies,
coupled with weak farm support services.
16. The livestock sector plays a significant role in the Syrian economy. Livestock
accounts for 35 per cent of the value of agricultural production and about one third of
agricultural exports. Most livestock husbandry is carried out on smallholdings and is the
activity most preferred by small-scale producers, landless farmers and rural women. The
livestock sector is less subject to fluctuations (except during severe drought) than
agricultural, absorbs about 20 per cent of unemployment in rural areas (mostly young
men and women) and generates substantial foreign exchange earnings. Sheep are the
most important animal species in the country. They are the largest in number
(19.2 million in 2008) followed by cattle (1.1 million). The predominant breed of sheep is
the local Awassi, for which there is a high and increasing demand in the Gulf States.
Awassi meat constitutes the bulk of livestock exports.
17. The traditional transhumant and main system for sheep herding has weakened by
severe droughts in 1998-1999 and 2007-2009 and deterioration of the rangelands. There
are presently wide gaps in livestock feed balances, caused by the recurrent droughts,
and this has negatively affected the livelihoods of small scale herders and livestock
producers. The potential of the subsector is constrained by several factors including: low
productivity; limited genetic improvement; shortage of feed and unbalanced rations, low
feed conversion rates; lack of systems for animal performance control and quality control
of milk products, weak livestock support services and scarcity of well-trained animal
husbandry specialists.
B.
Policy, governance, institutional, political and economic issues
Policies and strategies
18. The Government’s poverty reduction strategy. In its efforts to reduce poverty
and protect vulnerable segments of society, the Government has adopted the
multipronged ‘Vision 2025’ together with a poverty reduction strategy that is well
articulated in the 10th Five-Year Plan (FYP) for 2006-2010. The main strategic objectives
of the 10th FYP are to: (a) raise the educational level of poor households and combat
illiteracy; (b) improve social services in the poorest areas; (c) develop social safety nets;
(d) formulate financial policies that target the poor and improve income distribution;
(e) ensure access of the poor to financial resources by developing the concept of
microfinance, consolidating and scaling up the promising sanduq model of communitybased rural microfinance institutions (MFIs); and (f) empower local and civil communities
to play a greater role in the development process. The quantitative targets of Vision
2025 are to: eradicate illiteracy; halve poverty by 2015; and, by 2025, achieve an
economic growth of 7 per cent associated with yearly population increases of less than
2.16 per cent.
19. The poverty reduction strategy places particular emphasis on creating employment
opportunities for the poor and unemployed young people. It aims to: (a) encourage
private enterprises and innovations; (b) reduce the Government’s responsibility for
creating jobs; (c) promote the development and competitiveness of SBMs; (d) develop
training, capacity-building and rehabilitation facilities; and (e) create technological and
business ‘incubators’ at the village level. In this context, a long list of projects has been
selected for financing under the 10th FYP with priority given to participatory povertyreduction projects that benefit large numbers of poor people and disadvantaged groups.
Furthermore, to ensure that targets are met, a comprehensive national system for
monitoring poverty is to be established at the SPC, with the participation of
representatives of the private sector and civil society.
20. Policy reform for a market-based economy. The 10th FYP departs from its
predecessors in as much as it aims to mark the transition to a ‘social market economy’.
The economic policy will be fully based on the market mechanisms of supply and
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demand to achieve a more efficient distribution of resources. Promoting the role of the
private sector as an engine of economic growth is a key priority of the 10th FYP. The
Government will no longer control investment and market activities, but will work
towards creating an enabling environment for investment and competitiveness. The
Government acknowledges that this new policy can only be implemented if partnerships
are forged among government, the private sector and civil society. Local authorities will
participate in the formulation and implementation of local and national development
plans and mobilize civil society and the private sector. The private sector is expected to
increase its production and investments.
21. Agriculture development strategy. The Government’s present strategy for the
development of agriculture, reflected in the 10th FYP, stresses the following essential
themes: (a) optimal and sustainable use of natural resources to serve the objectives of
socio-economic development and to ensure food security; (b) creation of jobs for the
rural population through vertical expansion of production, dependence on labourintensive crops and promotion of national and foreign investment in agriculture and
agro-industries; (c) industrialization and marketing of agricultural products aimed at
increasing value added; (d) development of traditional agricultural industries, and
promotion of income-generating activities to create job opportunities for the rural
population; (e) modernizing agricultural production by developing scientific agricultural
research and providing training and extension; and (f) helping the agriculture sector to
face global economic challenges and trade liberalization.
22. Agriculture policy. Until recently, the Government pursued a self-sufficiency
policy through the production, planning, pricing and marketing control of seven crops –
barley, chick pea, cotton, lentil, sugar beet, tobacco and wheat – termed ‘strategic
crops’. At the present time, only wheat, cotton and sugar beet remain within the
centralized planning system. Accounting for 4 per cent of GDP, the government system
of agriculture subsidies is costly and does not target the poorest. Given that 28 per cent
of farmers operate 75 per cent of the irrigated land, most subsidized commodity
production is in the hands of better-off farmers. In addition, the Government recently
launched reforms that included a series of actions to mitigate the impact of drought and
higher diesel prices on the agriculture sector. These measures included reduced taxes for
farmers in the regions affected by drought, loan rescheduling, writing-off of penalties on
arrears, and increasing the purchase prices of key crops. GOS established the ASF in
2008 with a view to replacing many input subsidies by cash transfers to farmers.
23. National environment strategy. The Syrian Arab Republic’s National
Environmental Action Plan (NEAP) for 2003-2015 conforms to the objectives of, and
principal requirements for, sustainable development. NEAP’s strategic objective is to
incorporate environmental aspects in policies, plans and programmes; protect natural
resources, biodiversity, cultural heritage and public health; and promote the use of clean
and renewable sources of energy. The plan emphasizes the importance of efficient use of
water and land resources, of combating desertification, and of improving the quality of
air and management of solid waste and biodiversity.
24. Governance and major institutions involved in livestock development. Much
of the agricultural and rural development in Syria is governed by public institutions.
Notable exceptions are the livestock subsectors and fruit and vegetables, including the
olive industry, which are almost totally in the hands of private sector. MAAR and the
General Farmers’ Union (GFU) are the main institutions responsible for implementing
agriculture and rural development programmes and, with the SPC, for policy formulation.
Other institutions, particularly the Agricultural Cooperative Bank (ACB) and marketing
organizations, play a crucial role in contributing to the good performance of the
agricultural sector. SPC requires that all government agricultural activities be planned
each year and coordinated with a view to maximizing productivity and production.
25. Ministry of Agriculture and Agrarian Reform. MAAR is responsible for all
development activities related to agriculture, livestock, forestry and fisheries. It operates
through a number of directorates at the central and provincial levels. The central
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directorates are concerned mainly with national-level policy development and with
drafting legislation, and provide some technical support and backstopping to governorate
and field-level staff. The Directorate of Animal Production (DAP) is in charge of
elaborating and implementing livestock development programmes, including artificial
insemination, fodder resources development, and the establishment of rules and norms
for livestock activities. The Directorate of Animal Health (DAH) is responsible for drawing
up and delivering animal health programmes, producing vaccines and monitoring animal
disease outbreaks. The Directorate of Veterinary Drugs (DVD) is entrusted with
managing the supply of drugs and vaccines, including their quality control, for analysing
drug residues in livestock produce, and for the licensing of drug producers.
26. The Directorate of Agricultural Extension (DAE) is in charge of technology transfers
to farmers and livestock producers; field-level extension is carried out through
agricultural extension units (AEU). The General Commission for scientific Agriculture
Research (GCSAR), through DAP, is responsible for national-level research on livestock
with emphasis on the genetic improvement of local breeds. The Directorate of
Agricultural Marketing (DAM) is responsible for developing and providing market and
price information on agricultural inputs and outputs, including for Awassi sheep exports
to the Gulf countries. The Directorate of Rural Women (DRW) is responsible for drawing
up and implementing activities addressed to women across all agriculture and livestock
development projects. The Directorate of Drought Monitoring (DDM) is responsible for
managing the early-warning system for drought, including the evaluation of damages
and the setting of eligibility parameters for assistance.
27. Other institutions under the auspices of MAAR, and which play a role in the
livestock sector, are: the ASF, in charge of coordinating and channelling agriculture
subsidies for animal feed, drugs and vaccines and for artificial insemination; the General
Establishment for Fodder, in charge of distributing locally-produced feed, fodder and byproducts, and of maintaining strategic reserves of animal feed; and the GFU, actively
involved in overseeing farmers and livestock producers’ associations and in policy
formulation and implementation.
28. Syrian Arab Organization for Standards and Metrology (SASMO). It is part
of the Ministry of Industry and is responsible for determining the minimum specifications
that various industrial and food products (human and animal food) must meet if they are
to be traded in Syria, and for certifying, based on laboratory analysis, that products
meet Syrian/international standards. It also provides Syrian exporters, upon request,
with information on the standards requirements of other countries, and organizes
training on quality standards using its lab technicians but using requesting firms’ own
laboratories. SASMO recognizes the importance of educating consumers on the issue of
product quality and safety and welcomes cooperation with ILDP. It is willing to enter into
an MOU arrangement with ILDP to deliver any training, capacity building or technical
assistance on standards for meat and milk products that ILDP may require. It provides
its services for a pre-determined fee.
29. Ministry of Environment (ME). This ministry is responsible for the environment
and natural resource management. ME has regulatory, coordination and research
mandates and is responsible for such activities as: (a) identification of environmental
problems; (b) elaboration of environmental policies and preparation of national
strategies, action plans and programmes; (c) enhancing public awareness on the
importance of environmental concerns and conservation; (d) research and scientific
studies to mitigate adverse impacts; (e) drafting laws, regulations and procedures for
environmental protection and development, within the framework of the general
government policies; and (f) monitoring the activities of private and public
establishments to verify their conformity with environmental standards and
specifications.
30. The Agricultural Cooperative Bank is fully owned by the Government and is the
main source of institutional credit for farmers and livestock producers. ACB is one of the
cornerstones of the Government’s comprehensive assistance package to farmers. It
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provides deposit and bank transfer facilities to the general public, grants loans for
purposes closely related to agricultural production, extends in-kind loans for fertilizer and
farm machinery, and makes payments to farmers on behalf of state-owned enterprises
dealing with strategic crops such as cotton and wheat. However, ACB is beset by
problems that prevent it from truly reaching out to the rural population in such a way as
to have a truly effective impact on the lives of the poor. These problems include: the lack
of adequate autonomy, an inverted interest structure (i.e. interest rates on savings
deposits tend to exceed lending rates), which undermines both deposit-taking and
lending; and lack of a diversified portfolio or competitive and attractive loan products for
various market segments.
31. The Arab Centre for Studies of Arid Zones and Dry Lands (ACSAD).
Established in 1971 within the framework of the specialized organizations of the League
of Arab States, ACSAD has supported improvement of livestock production in the Syrian
Arab Republic through: (a) surveys of animal resources and evaluation of feeding
options; (b) genetic improvement of Awassi sheep and distribution of improved rams to
private herders; (c) genetic improvement and distribution of Damascus goats; (d)
studies on range nutrition, diet selection and supplementary feeding; and (e) training.
32. The International Center for Agricultural Research in the Dry Areas
(ICARDA). Headquartered near Aleppo, ICARDA has supported livestock production and
rangeland management in Syria through: (a) a project on ley-farming systems;
(b) research on forage production; (c) studies on rangeland rehabilitation and
management; (d) studies on the feeding values and use of crop residues; (e) research
on dairy processing; and (f) training of Syrian scientists and technicians.
C.
IFAD Country Programme
Ongoing and relevant IFAD-financed projects and grants
33. Idleb Rural Development Project (IRDP). This IFAD-AFESD project seeks to
improve the food security and income levels of farmers and rural women through an
innovative, bottom-up participatory community development process aimed at
expanding the area of arable land, improving access to water and introducing more
efficient farming and water management practices. The project is being implemented in
140 villages, each with 200-9,000 inhabitants, and benefits a total population of 380 000
persons. The project started up in November 2003 with a completion date of
31 December 2012.
34. At the time of the mid-tem review (MTR) conducted in July 2009, implementation
progress was found to be satisfactory. Quantitative targets were being met as follows:
community action plans had been prepared for 127 villages (91 per cent of target);
16,000 rural households (36 per cent of target) had benefited from project activities;
and 11 water harvesting structures had been rehabilitated. De-rocking and land
development led to an increase in arable land of 7,133 ha (35 per cent of target) for
olive and fruit tree plantations and field crops. Improved sheep and goat breeds had
been distributed on credit to beneficiaries in 18 villages, where community-based MFIs
(sanduqs) had been established with 40 per cent women shareholders. The lessons
learned from this project have been incorporated into the design of ILDP (see section
3.A).
35. Badia Rangelands Development Project (BRDP). This project is being
implemented in eight provinces covering 3.0 million ha, or 29 per cent of the total Badia
area (ASZ 5). The aim is to enhance the livelihoods and food security of transhumant,
small ruminant herders through the adoption of a replicable participatory approach for
sustainable natural resources conservation and management. The direct project
beneficiaries total approximately 16,800 small ruminant producers, whose main source
of income is animal production, organized into livestock and pasture improvement
cooperatives (LPICs). The project started up in early 1999, with a completion date of
31 December 2010. Implementation progress is deemed satisfactory.
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36. The project is structured around five components: (a) rangeland development
through rehabilitation of natural vegetative cover and introduction of community-based
pasture management schemes; (b) livestock development through improved breeds,
herd management and animal health; (c) rural infrastructure, including water supplies
and rural access roads; (d) community development, including interventions specifically
designed to improve the educational levels (literacy) and socio-economic status of
women; and (e) project management.
37. As of December 2009, rangeland rehabilitation covered about 1,255,000 ha, or
108 per cent of appraisal targets, including land resting, re-seeding and fodder shrubs
plantation. By PY5 (full development), the productivity increases in fodder unit per ha as
a result of land resting were fourfold, twelvefold for re-seeding and fifteenfold for fodder
shrub plantation. The number of LPICs reached 140, organized into 173 Range
Management Committees (RMCs). An Awassi sheep network (ASN) had been
established, with all 74 members active in genetic improvement, and more than 2,000
improved rams were distributed to ASN members and other herders. Synchronization
technology was successfully introduced for reproduction. Over 4.4 million animals were
vaccinated and treated for disease. The implementation of the community development
component is also on target with over 200 training sessions conducted in various fields
and income-generating activities: literacy, animal health, sewing, knitting, family health,
midwifery, food processing, handicrafts and wool shearing. Construction targets for rural
roads and livestock water points targets were fully met. Lessons learned from the project
have been incorporated into the design of ILDP (see section III A and E).
38. North-eastern Region Rural Development Project (NERRD). This project
covers the three economically-depressed governorates of Deir Ezzor, Hassakeh and
Raqqa. The project was designed to improve the socio-economic well-being of poor rural
households through: (a) empowerment of rural community organizations; (b) improved
water-use efficiency; (c) giving farmers access to effective advisory services; and
(d) development of SBMs aimed at creating employment and ensuring access to
markets. Improved water management through the empowerment of water users’
associations (WUAs) and investment in water-saving irrigation technologies will greatly
reduce the pressure on water sources and prevent them being over-exploited or
becoming saline. About 140,000 people are expected to benefit directly from project
interventions and another 160,000 indirectly. Project implementation started in March
2008.
39. Technical assistance grants (TAGs). The Syrian Arab Republic has benefited
from several regional grants financed by IFAD, the most relevant of which are as follows:
(a)
Sustainable livelihoods development of agropastoral communities in
the low-rainfall areas of West Asia and North Africa (WANA)
(Maghreq-Maghreb III) - TAG 698. IFAD has provided support to
ICARDA to undertake applied research on the sustainable livelihoods of
agropastoral communities in low-potential areas of six WANA countries,
including Syria. Research themes included: institutionalization of the
community approach; options for communal management of rangeland
resources; risk management and drought-mitigation crop diversification;
income generation; and gender mainstreaming. Among the research studies
conducted in the Syrian Badia, activities relating to participatory animal
health monitoring and management, and the role of women in small
ruminant production are particularly relevant to ILDP. The study on small
ruminant health demonstrated that parasitic pathology infections are
endemic and can be treated with appropriate veterinary medicines. The
study on the role of women in the small ruminant chain demonstrated that
dairy processing contributes significantly to gender empowerment. The
introduction of better dairy processing practices through training in hygiene,
packaging, securing refrigeration and access to microcredit will contribute to
reducing existing gender gaps.
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(b)
Enhancing the livelihoods of poor livestock-keepers through
increased use of fodder - TAG 853. IFAD has provided assistance to the
International Livestock Research Institute (ILRI) to conduct research on
strengthening the capacity of poor livestock keepers through the selection
and adoption of fodder options and access to market opportunities – in
partnership with ICARDA, the International Centre for Tropical Agriculture,
and National Agriculture Research Systems (NARS) in six countries across
Asia, Africa and the WANA region, including Syria. Using participatory
approaches and considering a range of fodder options on pilot learning sites,
the research topics included mechanisms for scaling up innovative fodder
technologies; and options for effective delivery systems, including
innovative communication strategies and on-farm interventions to improve
fodder supply. The outputs achieved in Syria, which are relevant to ILDP,
include: methods for assessing a year-round feed inventory; database on
inter-annual variations in prices of main feed resources; development of
cereal-legume systems to address the early-Spring feed gap; and
technologies for quality fodder seed production. The fodder technologies
tested by farmers showed potential for increasing quality feed supplies for
smallholder lamb fattening and dairying.
(c)
Saving freshwater resources with salt-tolerant forage production
systems in marginal areas of the WANA region - an opportunity to
raise the incomes of the rural poor – TAG 699-ICBA. IFAD has
provided assistance to the International Centre for Bio-saline Agriculture
(ICBA) to conduct research, in partnership with NARS in eight countries
across the WANA region, including Syria, on improving the livelihoods and
productivity of poor farmers who have access only to marginal water
resources (particularly saline). The outputs achieved and that are relevant
to ILDP include the screening and evaluation of several forage species to
identify genotypes with better salt-stress tolerance and productivity under
marginal conditions. Nurseries of potentially highly-productive genotypes of
the screened species were supplied to Syria for evaluation and selection by
farmers. Seed production and plant propagation of annual and perennial
salt-tolerant forages, constituting an integrated forage package that can
secure forage resources year-round, were developed and provided to Syria
for multiplication and distribution to farmers.
IFAD strategy and focus
40. The COSOP of 2009 outlines IFAD’s development assistance strategy in Syria for
the period 2010-2015, with the aim of supporting government efforts to improve the
social and economic well-being of poor rural households. The clear comparative
advantage for IFAD lies in its ability to work at the grass-roots community level and in its
interventions aimed at combating poverty in marginal areas. The priority would be to
build up inclusive, sustainable institutional systems for natural resources management,
creation of employment and income generation. Activities would be based on the
development of irrigated and rainfed agriculture, improved management of natural
resources, enhanced agricultural research and extension, and promotion of SBMs and
microfinance, backed up by pro-poor investments, policies, relevant innovations and
learning initiatives, and guided by several strategic objectives.
41. Sustainable management of land and water resources. Access to land by all
farmers is not a major issue in Syria; the challenge has to do with land fragmentation
and deteriorating land quality. The aim is to restore the productive agricultural base and
boost agricultural productivity. This would make it possible for poor households both to
produce more of their own food and to have a surplus for sale to improve their incomes.
Without neglecting rainfed agriculture, emphasis would be placed on modernizing
irrigated agriculture (advanced on-farm irrigation technologies) with a concomitant
reduction in the share of land irrigated by non-renewable underground water resources;
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switching to high-value crops; improving natural resources management (soil, water and
rangelands); and adopting a production approach whereby livestock if fully integrated
into the farming system.
42. Sustainable rural financial services and pro-poor rural SBMs. Presidential
Decree no. 15 of 2007 laid the ground for creating an enabling legal and regulatory
framework for establishing MFIs to provide lending and savings services to the unbanked
IFAD target group in Syria. IFAD intends to focus on promoting rural finance products
that support the poorest and most vulnerable rural groups.
43. The sanduq village-based MFI model would be scaled up and strengthened through
access to re-financing and technical support in order to diversify the product mix and
improve financial management in accordance with international best practices. SBMs
would be supported with the aim of establishing efficient value chains for commodities
and services to strengthen market links between small farmers and livestock producers,
collectors, processors, traders and consumers, and ensure regularity of market access.
In partnership with other donors, IFAD would engage in policy dialogue with the
Government with a view to formulating a national microfinance strategy that could lead
to the adoption of a more comprehensive microfinance law to consolidate the
aforementioned Presidential Decree.
44. Empowering rural communities. Partnerships with rural poor grass-roots
institutions and civil society organizations would be reinforced, using community-driven
development approaches in such a way that poor rural people can become major players
in their own development. The process would be geared to supporting and actively
involving the poor in local community initiatives for productive activities driven and
managed by common interest groups. These would include farmer cooperatives, herder
associations, WUAs, and on- and off-farm marketing associations. IFAD-supported
interventions would seek ways of effectively linking community institutions to local
government structures so as to ensure harmony in investment decisions and
sustainability of the assets created. Priority action areas include: (a) capacity-building of
communities to plan, operate and maintain community-based social and economic
investments; (b) promoting the creation of producer groups and associations of common
economic interest to allow producers to exploit economies of scale and value additions in
production and marketing, and enhance their bargaining power in marketing; and
(c) encouraging the representation of, and decision making by, women in community
structures and producer groups.
45. Gender mainstreaming. Given the structural causes of gender gaps in Syria,
gender mainstreaming would principally aim at improving and diversifying women’s skills
development and employment, and increasing their participation in local institutions and
grass-roots organizations. A multi-pronged approach would be adopted through
(a) expanding women’s participation in the mainstream economy; (b) increasing the
outreach of productive and social services to women; (c) ensuring women’s participation
in local institutions; and (d) enabling local institutions to close the gender gap in
accessing productive and financial services.
46. Climate change. The COSOP was prepared in harmony with the need for a
thorough review and alignment of agricultural policies with climate changes in Syria.
According to ‘Vulnerability Assessment and Adaptation of Climate Sector in Syria’, a
subreport of Syria's Initial National Communication, potential climate changes in the
eastern Mediterranean over the next 50 years are as follows: (a) temperatures will
increase by 2 degrees Celsius in the north-western and south-eastern regions of Syria,
while the rest of the country will see increases of at least 1 degree Celsius; (b) rainfall
will increase throughout the region during Summer and Autumn; and (c) sea levels will
rise by 70 cm by 2100.
47. The same report concludes that there will be an increase of 9 per cent in water
requirements for wheat, which, if not met, will lead to a 10 per cent reduction in yields.
For cotton, water needs will increase by 8 per cent, which, if not met, will result in a
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5 per cent reduction in yields. For olive trees, water requirements will increase by around
10 per cent, which, if not met, could mean a 5 per cent reduction in yields. Adaptation
measures are needed, including the use of heat- and drought-tolerant cultivars; better
cropping practices; water-use saving, efficient water management practices and better
irrigation technology; use of supplementary irrigation; and application of conservation
farming to increase the effectiveness of rainfall. These measures are fully observed in
the ongoing IFAD supported projects and would be in the proposed ILDP.
II. POVERTY, SOCIAL CAPITAL AND TARGETING (KSF 2)
A.
Rural poverty, information and analysis
48. Poverty profile. With 32 per cent of its population unable to satisfy basic
requirements and the majority of the poor (62 per cent) living in rural areas, the
Government accords priority importance to reducing rural poverty. Rural poverty is more
prevalent among: (a) smallholders and tenant farmers unable to earn a minimum living
from farming and obliged to supplement their incomes through wages, livestock and offfarm economic activities; (b) small herder households owning up to 100 sheep and/or
goats as their main source of income. These households are also obliged to supplement
their income by casual labour; (c) landless people relying, for the bulk of their income,
on small herds of animals, agricultural work as tenants or sharecroppers, and selling
their labour both within Syria and in neighbouring countries; (d) unemployed youth,
without any income or possibility of work either locally or abroad; and (e) rural women,
particularly woman-headed households.
49. Of the rural poor, 23% are self-employed in on- and off-farm activities; 36 per cent
are wage workers; 26 per cent are unpaid workers (family labour); and 15 per cent are
unemployed. In one way or another, most of the rural population is involved in
agriculture and livestock production. Non-agriculture rural employment is still limited.
Most of the poor are dependent on more than one source of income for their survival.
The fact that wages supply 47 per cent of all income is a clear indication of the
importance of wage labour for the survival of poor households. This is also a reflection
reflecting the fact that for the vast majority of land and livestock holdings are too small
and/or with low productivity thus have to be complemented by wages to enable their
households to survive. Limited access to land and pasture, water, services and markets
reduces the ability of individuals and households to earn a reasonable living from
farming and livestock herding.
50. Rural households and food insecurity. Some 62 per cent of the rural poor are
food-insecure or vulnerable to it. Food-insecure rural households tend to have less land
and own fewer head of livestock, they find it difficult to produce all the food they need
and are constrained by income poverty from satisfying their food needs on the market.
51. Youth unemployment. This is a major issue in Syria and one important
manifestation of poverty. More than 25 per cent of young people under 25 years of age
are unemployed and the majority of them have been seeking work for more than a year
and/or migrate to urban areas in search for employment. During the design ’s fieldwork
many of the people met were younger men and women who had no source of income
and participate in livestock herding to keep busy, but consider this as merely ‘filling time’
while seeking ‘real’ employment. The numbers of persons leaving education and joining
the ranks of those in search of work are close to 400,000 annually, ensuring that the
problem remains significant unless a very large number of jobs are created each year.
52. Gender Dimension of Poverty. Rural women and woman-headed households
play a major role in rural economic life2, yet they are particularly disadvantaged. Farming
is becoming increasingly feminized as men increasingly take up non-agricultural
employment in urban areas or abroad. Women are the mainstay of smallholder
2
Gender issues are discussed in detail in Working Paper 2.
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agriculture. They do most of the crop cultivation work, tend to the livestock and perform
tasks as casual agricultural workers. But they have few opportunities to improve their
living standards as they have limited access to assets and land. Illiteracy is more
prevalent among rural women than men and rates of primary school enrolment are lower
for women. Despite women’s close involvement in agriculture, their work is largely
defined as ‘family’ and casual labour, and they are not considered for extension and
other supporting services.
53. Gender distribution of responsibilities with respect to livestock husbandry is almost
uniform, with no significant variation according to location or type of animal held. Men
are responsible for herding the animals and taking them to watering points when these
are distant from the home, as well as marketing of the animals and their products.
Women are responsible for milking all animals, for processing milk at the household level
into ghee, yogurt and cheese. In addition to processing the milk, women often also sell it
locally either within the village or beyond in local towns, and even in the larger cities.
Their control over the income is limited. Women are in charge of the animal’s pens and
of cleaning the animals when this is done in the home compound.
54. Livestock are generally owned by the ‘household’ therefore the men have primary
access to credit and other facilities provided by the Government. It is only in the case of
widowhood or other circumstances which make women official ‘household heads’ that
they can access state support directly. This is clearly a situation in which, giving women
greater access to financial and other services, would contribute to their empowerment.
55. Livestock based livelihoods and poverty. The main livestock production
systems are the small scale sheep herders [transhumant, semi-nomadic and settled];
small scale mixed farms with a few sheep; large scale sheep herders holding over 250
animals; small mixed farms with a few cattle; larger scale cattle farmers; and small
numbers of full time buffalo and camel holders. Small scale sheep herding is the
production system practiced by the vast majority of the population dependent on
livestock. Sheep are the main ruminants kept, particularly in the Badia area, but also in
the marginal 4th settlement zone. Elsewhere significant numbers of landless people and
others with very small holdings depend considerably on their small herds of sheep.
56. Small scale sheep herding is the source of livelihood for about 200,000 households.
Whether settled, semi-nomadic or nomadic they are among the poorest people in Syria:
they have inadequate access to social services, there are no alternative sources of
income in the rangelands, and marketing mechanisms for their milk and milk products
are largely out of their control (para 63). They are visibly poor. Smallholders with few
cattle, while still poor, are in a relatively better position even if landless. As they live in
areas of higher population density and they are settled they have better access to other
sources of income, better access to markets for their milk produce and better access to
education, health and other social services
57. Trends in small livestock holdings. Available data indicate a steep drop in the
size of livestock holdings for small scale sheep herders, particularly in the Badia and
marginal areas of the 4th and 3rd settlement zones over the last few years. This resulted
in a substantial loss of assets and incomes for smallholders dependent on 50 animals or
less. If such losses continue the semi-nomadic livestock management systems might
disappear as holders give up their herds, move to other occupations, and their range
management skills would be lost forever. This trend can be explained by: (a) recurrent
droughts and consequent deterioration of natural pasture which increases the need for
purchased supplementary fodder; (b) the high cost of purchased fodder on which most
livestock have depended in recent years; (c) low price of animals, which means that
more have to be sold to obtain the same income to meet increased feed costs; and
(d) limited means to increase animal productivity with the current limited availability and
quality of livestock production services.
58. There seems to be little doubt that the living and working conditions of small sheep
holders are worsening and have reached crisis. If not urgently addressed this situation
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can reach a stage beyond which recovery of the stocks and skills may no longer be
possible. So far, herders participating in the IFAD supported Badia project have
demonstrably suffered less than others.
59. Causes of rural poverty. A number of factors suggest that the poverty situation
has worsened in recent years and that many of those formerly living just above the
poverty line have probably now joined the ranks of the poor. Factors that have affected
livestock smallholders more acutely than others, as well as others whose livelihoods
depend on rainfall in any form, include:
(a)
Deteriorating climatic and productive conditions for pasture and basic food
production in the country owing to global warming and drought, particularly
because the drought has persisted for almost 10 uninterrupted years
throughout most of the country.
(b)
The sudden and very sharp increases in the cost of basic foods that occurred
in 2007 and 2008 worldwide. Thanks to government policy, Syria is still selfsufficient in wheat despite increased population, but it imports other cereals,
mainly those used for animal feed. Increased costs of produce and transport
for imports do affect the Syrian population, albeit to a lesser degree than in
countries with greater dependency on imports.
(c)
The increase in the cost of fodder and the trend for decreased size of
holdings and income for the small herders (para 57).
(d)
Worsening water situation. The quality of water in the major rivers is
deteriorating owing to pollution from chemicals and effluents, and the
quantity, particularly in some of the smaller rivers, has been drastically
reduced because of upstream pumping for agriculture. The shared
Euphrates and Tigris River waters are also subject to allocation and sharing
disputes between the three states that use them.
(e)
Great pressure on resources resulting from the massive influx of Iraqi
refugees, which by 2008, were estimated at over 1.7 million.
(f)
In 2009, the Government increased diesel prices from SYP 9 to SYP 21 per
litre. This had an immediate and direct impact on livestock holders,
particularly the poorest, as it led to increased transport prices. It also led to
higher water prices for all those dependent on pumped water from wells,
mostly in the remote areas of the Badia where the poorest populations live.
60. Coping strategies of the poor. The rural poor in Syria have a number of
strategies to cope with their difficulties. Having arisen primarily as a result of a
combination of increased population and smaller landholdings, these strategies are
mostly focused outside the cultivation of own land. It is important to note that many of
the strategies are used by both men and women. The first strategy, used mainly in the
areas of cultivation, including irrigated field crop and fruit tree areas, is the acquisition of
livestock, both small and large ruminants. Both produce regular income from milk and
milk products as well as larger lump-sum payments when animals are sold. This strategy
requires initial capital to purchase animals and is therefore not accessible to the poorest
without direct assistance, including access to microfinance. The second and most
frequent strategy used by men and women livestock holders, land holders and the
landless throughout the country, is casual labour in agriculture. This has two main forms:
the first is harvesting work, mostly of cotton and some fruits, and is clearly seasonal and
involves mostly women. The other involves work in the southern part of the country,
mostly in ‘tunnel’ vegetable production where, again, women are the main participants.
61. The third strategy is mainly followed by men, although some women are involved.
This concerns international short-term seasonal migration to neighbouring countries,
mainly Lebanon and Jordan. In those countries, they are mainly involved in agricultural
work, although some also work in unskilled or semi-skilled activities in construction
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(men) and in household work [women]. The fourth strategy is when men go to work in
Gulf Cooperation Council countries on a more long-term basis, usually staying away for
most of the year or longer and returning for short periods. There they are involved in
unskilled work, mostly in construction. Although the returns there are higher, it is more
difficult to obtain visas and to find jobs. Therefore, this strategy is less easy to
implement.
62. In the long term, most rural people believe that education will help the younger
generations to rise out of poverty, although large numbers of youth with secondary
school and higher qualifications are already unable to obtain employment. This does not
prevent people from aspiring to more education for children and, indeed, such
investments should produce returns in the medium to long term.
B.
Target Group
63. Typologies of poor households. The following are basic typologies of poor
households in rural Syria. Women are part of all these household types and are should
be targeted throughout, not just where they are explicitly mentioned.
(a)
Poor small sheep herders live mainly in the Badia and the marginal ASZs
III and IV, but are found everywhere. They are semi-nomadic, settling in
their home areas in winter, whether in tents in the Badia or in houses
elsewhere. Housing is, mostly built of mud bricks in ASZs III and IV and
cement blocks in other areas. Their source of income was previously their
livestock but this has now been overtaken by casual labour by younger men
(often abroad) and by most family members during the harvesting season.
They live in small extended households. Men are involved in casual labour
and the herding of animals. Women work in animal herding, milk processing
and occasional harvesting of cash crops. The average household consists of
about eight people. They have about 40 sheep and three goats; most of
them had more animals in the past. They own their tent or house and have
a few basic assets but no means of transport, which is a major constraint for
transporting humans, animals and water. In particular, they have limited
access to secondary school education for their children or to health services.
(b)
Small, semi-nomadic sheep herders living on the borderline of
poverty. The characteristics of this group are similar to those of poor seminomads but with a few more animals – up to 60 sheep and five goats. Their
income from casual labour is higher as they may have young men working
in the Gulf countries, Lebanon or Jordan. Having had more animals in the
past, they own an old, small truck with or without a water tanker, which
they use for collecting water. They also earn an income from transporting
water or other goods for local households. They have the same limited
access to higher-level education or to medical services as the former group.
Their household size is similar to that of the poor sheep herders.
(c)
Small, semi-nomadic sheep herders living just above the poverty
line. These people are based in an area with some access to cultivation,
thus having some fodder or better pastures. They have more than
100 animals as well as a regular income from a family member employed in
the civil or military services or labouring on a more permanent basis locally
or abroad. They own a truck in better condition and have either the means
to transport a few animals or a water tanker. Their access to education and
medical facilities is similar to the other groups, although they might be able
to afford to send their children to boarding schools for secondary education.
Like the poorer households, their livelihoods are extremely insecure and
they are vulnerable to climatic risks or household problems such as
unexpected necessary expenditures or inability of a worker to earn an
income.
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(d)
Poor landless households with one or two cattle. This group is
completely dependent on income from their one or two cows, for which they
have to buy fodder or have access to pasture provided by neighbours or
other farmers. Such households are likely to be composed of elderly people
or headed by women and to consist of only three or four members, although
perhaps one of them is able to work. They are highly vulnerable to any crisis
leading to loss of income from their animals and clearly constitute a priority
target group together with the poor sheep herders. They are unable to
supplement their income through casual labour, for health, age, etc.
(e)
Poor small farmers with up to five cattle. These people live mostly in
nuclear families although three generations may be living together, at least
on a part-time basis. They have less than 1 ha of cultivated land producing
limited field crops and, if irrigated, less than 0.5 ha. If they are in a fruittree growing area, they will own less than 200 trees. Their main sources of
income are crop/tree production, cash income from labour in harvesting (for
the women) or other casual work for men, or from their few cows, the main
advantages of which are that they provide them with: (a) milk and milk
products for the household; (b) regular, small amounts of money that can
be used to cover daily expenditures; and (c) in case of urgent need for large
amounts of cash, can be sold. Their access to education and health services
is better than that of the more nomadic groups living in the Badia. They are
vulnerable to climate-related events, particularly drought or floods, and
their ability to maintain their standard of living is marginal.
(f)
Small-scale milk collectors and milk-processing family enterprises.
These are poor, small entrepreneurs operating with their families in
marginal enterprises that need to be technically upgraded to ensure more
hygienic and better-quality produce, thus reducing health risks and
improving profitability both for themselves and for the producers.
64. The poor’s perception of change. Livestock holders were asked about their
perception of changes over the last decade or two. While cattle holders living in ASZ II
generally considered that their living conditions had improved, their situation is very
different from that of sheep holders. Cattle holders generally live in areas where there is
easy access to both education and medical facilities and where communications and
markets are easily accessible.
65. Sheep holders in the Badia almost universally considered that their living conditions
had deteriorated over the last decade. Although their access to social services has
improved, mainly insofar as women and children are less mobile and have settled in
some larger settlements where schools and medical facilities are available, many still
consider themselves as deprived compared with other population groups. Means of
communication have also clearly improved with the wide distribution of mobile
telephones and the asphalting of roads, even in remote locations; however, worsening
income has meant that households are dependent on very old vehicles or public
transportation for themselves and their livestock and, most urgently, for domestic water
supplies and drinking water for the livestock. In addition, their access to Gulf countries
for work is perceived as being far more restricted than in the past, and this affects the
cash income necessary for renewing capital goods. However, the main reasons given by
sheep herders for their deteriorating living conditions were a combination of increased
prices for fodder, reduced availability of pasture and the ban on barley cultivation in the
Badia, coupled with insufficient access to funds and alternative sources of income.
66. The target group. The total number of holders of small ruminants is estimated at
190,000 (2010), of which the vast majority (76 per cent) are smallholders with less than
100 animals. For the overwhelming majority of these persons, livestock herding is the
occupation that defines their social status in society even though in many cases they are
nowadays more financially dependent on casual labour (in the country and outside) for
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income. An estimated 80 per cent of these households are semi-nomadic and live in the
Badia. Others are landless people who live in the less arid settlement zones but are also
primarily livestock herders. In addition large numbers of small landholders have a few
sheep and goats, which constitute as much as 10 per cent of their household income. All
these people can be considered poor and part of the potential target group for the
project; therefore, the potential target group of primarily sheep holders is about 145,000
households. As most livestock-related activities are carried out by women, they would be
given priority for most training and extension activities.
67. With respect to cattle holders, most cattle are kept either by farmers having up to
ten cows and very little land or by small landholders with one or two cows. There are
also about 5 per cent of small cattle holders who may be considered very poor, having no
other income than that provided by their one or two cows. With the exception of the few
very large cattle farms, and of large landholders who also own significant cattle farms,
cattle keepers can be considered part of the project’s target group. The potential cattleowning target group can thus be estimated at 160,000 households. Here again, the
focus of many activities would be on women as they are responsible for most of the
husbandry and milk processing work. Owners of up to 25 buffalo in the Al Ghab area,
Hassakeh Governorate and elsewhere could also significantly improve their living
conditions by increasing income from their animals, as could the few camel holders. The
potential number here is about 1,000 households.
68. As a general rule, the potential project target group should include all small holders
of livestock provided they are not very large landholders or owners of other significant
assets. The potential eligible target group in accordance with IFAD’s criteria for a longterm rural poverty reduction and livestock development programme, of which ILDP
would be a first tranche, is thus estimated at 306,000 household producers to cover the
following seven categories: (a) transhumant households across governorates in ASZ V
(Badia); (b) semi-sedentary households in ASZ IV that primarily depend on livestock and
hold less than 50 head of sheep per nuclear family; (c) landless livestock holders in ASZs
III and IV with less than 50 sheep or four cattle; (d) small landowners with less than
1 ha of marginal or saline irrigated land, or 3 ha of rainfed land in ASZs III and IV with
less than five cattle or 20 sheep/goats; (e) poor women whose nuclear household is
lacking in assets despite being part of an extended household that may not belong to the
target group; (f) small-scale milk collectors and processors; and (g) unemployed poor
young men and women interested in establishing livestock-based microenterprises.
Woman-headed households in the first four categories would receive priority support.
69. Including the small milk collectors and processors, the cumulative eligible target
group based on IFAD’s criteria for a long-term rural poverty reduction and livestock
development programme is thus estimated at 311,000 households, roughly distributed
as follows: 145,000 small sheep holders, 160,000 small cattle holders, 1,000 buffalo
herders and 5,000 milk collectors and processors. As mentioned earlier, in all these
categories (except, possibly, milk collectors), women would be the main beneficiaries of
project investments and activities because of their close involvement in livestock-related
activities. While including the entire potential target group for some interventions, the
ILDP project, which is proposed as a first tranche of a long-term livestock development
programme, would focus directly on 25 per cent of the potential target group, or 77,750
households, through creation of sustainable income-generating assets. These households
would be selected from a total of 1,260 settled villages and seasonal herder settlements
in the Badia, or 20 per cent of all villages in Syria.
C.
Targeting Strategy, Gender Mainstreaming and Community Development
70. Targeting strategy. The project includes a number of components that would,
directly or indirectly, benefit all livestock holders (genetic improvement, animal health
and veterinary drugs), the benefits of which would reach both the target group and
others. The distribution of improved rams and artificial insemination services would be
first provided to the target group of poor people owning less than 50 head of sheep and
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no other assets, particularly poor women with small herds. Extension and communication
efforts would be also focused on the target group and, in particular, involve a significant
increase in female extension staff in order to reach women directly. All testing and
piloting of new activities, such as quality improvement of crop residues, promotion of
forage production, etc., would be implemented with target group members.
71. A major targeting effort will be made in the extension component (WP 1, 2 and 4).
Given the primary role of women in animal production and processing activities,
extension services would target these women producers through the following measures:
(a)
Extension programmes on hygiene, nutrition, improved dairy processing,
literacy and human health extension programmes will be implemented on as
wide a scale as possible and addressed exclusively to women;
(b)
A major effort would be undertaken to attract additional female animal
health and husbandry extension staff to be deployed with the aim of
reaching a 50/50 gender balance in the extension units where the project is
operating. This would bring about a major change towards improving the
gender balance in the extension service and reaching women effectively;
(c)
All animal production extension specialists should be trained ( giving
additional training to women as necessary) to ensure that their technical
capacity is up to the highest standards and to effectively address women
needs;
(d)
The elaboration of extension materials would give adequate consideration to
women’s concerns in their animal husbandry and milk processing activities.
Detailed study of the activities, needs and constraints of women in their
work should be the first step in elaborating new extension materials;
(e)
Specific attention should be given to the needs of women staff in providing
transport and other equipment; and
(f)
Extension programmes aimed at the utilization of crop and food processing
residues, promotion of forage crops and improved herd management would
be focused on the target group. This would entail that pilot testing of
equipment is done primarily with small holders (particularly women)using
their animals, , and that training and feed packages are all primarily
designed for and provided to priority target group members.
72. Regarding project rangeland activities, the target group will be the main and prime
beneficiary of all activities within this component. In addition it has been the policy of
the BRDP and will be that of ILDP to give priority to women for most of the labouring
jobs in planting of shrubs, which is a major contribution to household income and a form
of empowerment to women. The distribution of Awassi rams, under this component
would be specifically targeted at the poorest with the smallest numbers of sheep and at
women managing and controlling small herds.
73. Enterprise development activities would be aimed at the target group, who would
have priority of access to credit, technical training and support. The project would assess
demand for credit on a yearly basis and ensure that priority support is given to target
group members, and to the smaller over the larger enterprises. With respect to support
to milk collection systems, priority would be given to those serving the largest number of
target group members, thus enabling them to improve their milk marketing.
74. Access to microfinance would be based on the sanduq model as implemented in the
JHADP and IRDP. A sanduq MFI would be made available to specific communities,
selected in accordance with criteria relating to poverty, interest and potential ability to
properly manage their sanduq. Such sanduqs would be also established in the Badia
zone, within the framework of the LPICs, based on the same selection criteria, and
include the highest possible percentage of poorest members (i.e. those holding less than
50 sheep). In the other ASZs, poor villages would be selected in accordance with the
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same criteria relating to interest, poverty and ability to manage the sanduq. The baseline
study to be conducted by the project in Year 1 would provide information on poor
villages that would then be selected based on the willingness of at least 50 men and 50
women villagers to participate.
75. The process of sanduq establishment would include the following: (a) creating a
sanduq in the village; (b) purchasing at least one share per member at SYP 1,000;
(c) electing a chairperson, treasurer and secretary; (d) undergoing a one year probation
period; and (e) operating within the project framework of by-laws and regulations. The
sanduqs would not be stand-alone activities. The villages/groups selected for the
sanduqs would also benefit from the concentrated activities of other project components
and thus benefit from the full package of project activities – becoming, by the end of the
project period, models for community-level livestock development.
76. Implementation of the project’s targeting strategy would be based on mechanisms
to ensure that, wherever possible, target group members are given priority for all
activities. This would be ensured by appointing a senior staff (Gender and Targeting
Officer) at central and provincial levels with direct, responsibility for this aspect (WP 7)
and by providing all project-related staff with training in targeting.
77. Gender mainstreaming strategy. The important role that women play in
livestock production and processing will be addressed by a dual strategy involving the
mainstreaming of gender in project activities coupled with empowering mechanisms and
systematic efforts to improve women’s participation both as beneficiaries and
implementers. These will include: (a) a separate budget for support to women producers
and processors of livestock products; (b) appointment of a senior gender officer in each
of the project’s national and provincial project directorates to directly oversee and
coordinate the implementation of the project gender mainstreaming and targeting
strategy; (c) improving the gender balance in the institutions directly delivering services
to livestock holders (veterinarians, assistant veterinarians, extension staff);
(d) providing specific gender sensitization training to all staff and at all levels to ensure
that they address gender issues; (e) specific gender training to male extension staff and
other staff assigned to the project; (f) where feasible ensuring that quotas are set for
women beneficiaries of all project activities and for project supported community based
organizations (at least 30% women memberships); and (g) gender disaggregated
costing and budgeting of project interventions to ensure that benefits are appropriately
distributed (see for more details WP2 and project logframe).
78. Community development. IFAD’s COSOP for Syria states that the Community
based development approach is a major thrust of IFAD’s country programme. The
essence of community development, as embodied in the COSOP, is improving community
technical and managerial capacity to organize and manage its own development, and
adopt a participatory approach to planning and implementation of project activities. This
approach has been applied in most of IFAD closed and all its ongoing projects in Syria.
The IRDP has promoted the establishment of VDCs for organizing community
participation in planning, design and implementation of community-based activities. The
NERRDP is developing this approach further by, supporting communities in the formation
of interest groups, bringing them and the existing users groups into the VDCs, and
training all groups and committees in technical and community management skills. The
BRDP has pioneered such approach through the promotion of ILPCs and RMCs. In all
these projects capacity building of the poor and their organizations is a major cross
cutting axis to empower grass roots organizations to achieve the agreed upon goals..
79. The ILDP would build on these experiences and extend them at the national level to
all provinces. It would empower the poor in local communities to work together to
identify their needs, objectives and priorities, while integrating existing organizations and
building new ones within the project framework. The project would promote ILPCs,
RMCs, micro finance sanduqs, farmers’ schools, milk collecting groups, etc. using these
principles. The main elements of the ILDP approach are (a) building trust of the
community in community organisations (e.g. RMCs and sanduqs) through community
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sensitisation; the formation of Local Development Committees and common Interest
Groups (e.g. range management group or a sanduq group) to identify common
objectives, priority needs and possible solutions. This raises their trust, confidence and
willingness to achieve the objectives; (b) selection of management boards in a
democratic and cohesive manner including individuals with recognised community
leadership qualities; (c) capacity building of management boards and groups by coaching
and training to strengthen leadership capacities and enterprise skills; (d) building
accountability and transparency through clear rules and procedures for management
practices, decision making, finance and internal discipline. ILDP would promote Group
maturity and sustainability and would monitor the process through well defined
institutional, financial and technical indicators (WP 7, Appendix 2, Attachment 13). The
NERRDP has produced comprehensive Guidelines for Community Development based on
its experience and these would be used and adapted as needed by ILDP.
D.
Geographic Coverage of the Project
80. The project would be national in scope and will cover all provinces in Syria: Deir
Ezzor, Hassakeh, Raqqa, Aleppo, Idleb, Homs, Hama, Tartous, Lattakia, Dara’a, Sweida,
Quneitra, Rif Damascus as well as the region of El Ghab. Within provinces, project
activities would be targeted to priority areas where the overall rural poverty rate is high
and livestock is a major source of livelihood, with focus on about 1,260 villages as
indicated in para. 69 (details in WP 1).
81. Interventions relating to support services, such as research and extension,
training, marketing and quality control of produce and inputs, microfinance and
enterprise development, would benefit all provinces. The type of intervention to support
the livestock production systems in the priority areas would be dictated by the potential
of natural resources for livestock development. Specifically, the transhumant sheep
production system is confined to ASZ V (Badia); the semi-sedentary small ruminant
production system is predominant in ASZ IV; the settled livestock rainfed integrated
farming system is in ASZs I, II and III and their remote mountainous areas where goat
production system is predominant. On- and off-farm dairy cow production systems
predominate in ASZs I, II and III.
III. PROJECT DESCRIPTION (KSF 3)
A.
Knowledge base: lessons from previous/ongoing projects
82. A number of lessons and conclusions may be drawn from some seven
IFAD-supported projects in Syria (4 completed and 3 ongoing) that have been or are
being completed, and from several IFAD-financed technical assistance grants for
agricultural research and capacity-building. In addition, a number of development
projects funded by other donors under implementation throughout the country also
provide useful insights and ideas for future operations. Key lessons learned from these
experiences, which are of relevance to the proposed ILDP, are presented in the following
paragraphs.
83. Participatory approach. Although the beneficiaries have been keen to participate
in project-supported activities as individuals, this type of involvement is not sufficient to
create a structured platform from which the rural poor can direct their own development.
Much still needs to be done in terms of mobilizing the beneficiaries, particularly with
respect to the development and empowerment of grass-roots organizations. As part of
the IFAD agenda for policy dialogue with the Government, the IFAD-supported BRDP,
IRDP and, more recently, the North-eastern Region Rural Development Project (NERRDP)
have been used as entry points to promote the adoption, for the first time in Syria, of a
large-scale participatory approach by MAAR.
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84. Community-based organizations. Related to the above, water user’s
organizations, herders associations, farmers associations could play a major role in
project implementation. They do however need capacity building at the levels of their
management committees and members.
85. Gender issues. While the targeting of women in IFAD-supported projects in Syria
has been generally successful, it has not always included the poorest women. The
approach has been successful in terms of extension and training, but less so in ensuring
access to credit. Therefore, activities aimed at women should be more poverty-sensitive
and take account of the constraints they face. In addition, two important lessons have
been learned from gender-oriented research conducted by ICARDA’s MachreqMagrheb III Programme in Syria (see para. 39): (a) in the low-potential rainfed areas
(ASZs III and IV) and in poor mountain villages in the better-off ASZs I and II, local
dairy cows and small ruminants could be promoted as a means for women to obtain
income from an activity that is integrated within the overall family productive operation
and compatible with women’s acquired skills. Women's ownership of a few head of sheep
or a dairy cow would enable them to dispose of separate assets that may in turn break
their dependency on other family members even for petty cash; and (b) in the Badia
rangelands, one of the consequences of trends and changes in livestock management
because of frequent droughts, has been an increase in women’s involvement in the
livestock sector.
86. When livestock productivity is viewed in the light of herd size and the status of
labour supply, it becomes clear that women play an important role in the development
and consolidation of new practices. In the past, small ruminants were constantly moved
to available water and grazing areas. Today, growing numbers of herders are developing
small fattening and dairy sheep activities with family female labour.
87. Rural finance. Until six years ago, ACB was the main provider of rural finance in
IFAD interventions. Many disadvantaged rural women and other poor people still have
little or no access to credit owing to their inability to provide guarantees acceptable to
ACB. IFAD would continue to explore ways of ensuring that such services reach the
poorest. This should include promoting sustainable financial institutions managed and
owned by the local population, e.g. sanduqs. Thanks to policy dialogue with the
Government and using the JHADP and IRDP interventions as entry points, microfinance
systems are increasingly recognized by decision-makers as being both appropriate to
and most likely to have a significant impact on the rural poor.
88. Marketing support. Constraints on market access, such as weak infrastructure,
lack of rural trade networks and absence of market information, result in low prices,
consumption-oriented production and poor household incomes. IFAD-supported
interventions should proactively address these constraints and strengthen links between
producers and collectors/processors/traders to ensure regularity of market access, value
addition and optimum prices. More emphasis should be placed on reducing post-harvest
losses and on the need to promote contract farming as a way of enhancing small
farmers’ access to the value chain.
89. Pro-poor demand-driven research and extension. Research and extension services
have been traditionally programmed from Damascus following a research-driven, topdown approach with little interaction with farmers or service providers at the
governorate level. It is clear that, when generating and/or disseminating agricultural
technologies to farmers, the agricultural research and extension services should be more
responsive to the needs of small-scale producers and rural women, and place more
emphasis on agricultural productivity, marketing of high-value crops, crop-livestock
integration and better water management.
90.
Rangelands development in the Badia. The first lesson learned from BRDP is
that, despite the advanced state of degradation, much of the perennial native species
with high forage value still have significant regeneration potential. The second lesson is
that the success of any large-scale rehabilitation effort hinges on resolving key socio-
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economic constraints through organizing rangeland users (Bedouins) into socially
cohesive traditional groupings to ensure the equitable and sustainable management of
the rehabilitated resource. The third lesson is that the most pertinent technological and
institutional options to ensure rapid healing of the ecosystems and simultaneously
provide a substantial increase in forage output are relatively simple. They combine range
resting based on Hima’ indigenous practice, direct re-seeding of range including native
shrubs and self-regenerating herbaceous species, high-density fodder shrub plantation in
selected favourable sites, selected livestock water points favouring low-cost structures
for water harvesting in strategic locations, all combined with the establishment of
participatory RMCs for sustainable grazing practices. Through the above institutional and
technological packages, the BRDP brought about significant cumulative productivity gains
to the Badia rangelands.
91. Sustainability. Following the closure of completed IFAD projects, their
implementation has continued with government funding, thereby reflecting a strong
sense of ownership. However, the monitoring and evaluation (M&E) systems of these
projects are still weak and need to be strengthened.
B.
Opportunities for Rural Development and Poverty Reduction
92. Livestock activities are a major source of livelihoods and employment generation in
Syria, and are practised in all the regions of the country because of their links to the
agricultural sector as a whole. In all, livestock accounts for 35 per cent of the value of
agricultural production and for 15 per cent of agricultural exports. In addition, the Syrian
agro-food industry, of which dairy and meat represent an important share, has evolved
in recent years to become the sector with the highest value added margin, i.e. over
33 per cent of the industrial manufacturing value. On average, small ruminants (sheep
and goats) provide 35 per cent of total milk production and 65 per cent of all red meat
production per annum. Livestock production generates more than 30 per cent of the
annual family cash income in most rural areas of Syria.
93. Unlike for other agricultural commodities such as cereal grains, the dairy and meat
subsectors are minimally controlled by the Government and are considered to be among
the mostly liberalized sectors of the economy. However, they are still considered as
emerging sectors, and consequently they are highly affected by external factors such as
international market fluctuation and trends, local supply and demand, seasonal and
climatic conditions, animal productivity, cost of feed, cost of fuel, and the development of
value added products. In particular, the processing of milk products is of primary
importance because milk is a highly perishable commodity; therefore its processing does
not merely increase its commercial shelf life, but it generates value addition of as much
as 150 per cent for some items.
94. Far from being fully mobilized, the potential for Syrian livestock offers concrete
opportunities for rural development and poverty reduction. Important productivity gains
could be easily achieved along the main segments of the value chain, namely,
production, collection, marketing and processing, provided the respective technical,
policy and institutional constraints now being facing are addressed and available
technologies and practices for productivity enhancement and value addition are adopted
by producers, traders and processors. The ILDP has been designed as a response to
these opportunities.
95. Recent studies on the comparative advantage of industrial sectors in Syria show
that dairy is one of the most promising particularly in view of recent policy and
institutional changes and the development of the relation between Syria and its main
trading partners. With the gradual shift to an open market economy regionally and
internationally, the coming into force of the EU-Syrian Association Agreement, in addition
to the already active Arab market agreement, Syrian products will have the opportunity
to penetrate new and rich markets. The same factors create new challenges for the
sector and its products as Syrian markets will be opened to foreign products, and
consequently Syrian products will be exposed to international competition and have to be
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competitive in price as much as in quality to survive. The efficiency of the sector and its
major players, along the dairy value chain becomes a crucial factor in addressing those
challenges and capturing these opportunities. ILDP would be addressing such issues.
96. The on-site collection and processing of fresh milk, and the off-site marketing and
processing of dairy products, both important links in
the dairy value chain, are
constrained by: (a) the diversity and number of small farms, their remoteness from
points of consumption or sale, road conditions and sensitivity of milk to heat and
ambient temperature; and (b) the absence of refrigeration facilities at the farm level and
lack of a sanitation/hygiene culture among milk producers and collectors/processors
(jabban/hallabs/warshe) involved in the handling, storage, transportation and processing
of milk. These conditions do not guarantee the availability of good-quality milk and its
products either to consumers or to processing units. These constraints could be
addressed through public- and private-sector interventions.
97. At the public-sector level, the following interventions are needed: (a) development
and application of standards related to dairy products and sanitary criteria in order to
reduce unfair competition and adjust the price positioning of products based on quality
and price; (b) encouraging the establishment of adequate collection centres with
refrigeration facilities, inspection laboratories, transportation means and qualified
personnel; (c) application of strict regulations on quality, hygiene and labelling rules so
as to put pressure on informal markets to follow market regulations.
98. At the private-sector level, the dairy processors need to: (a) work with milk
suppliers on improving both the productivity of livestock and milk transportation
conditions; (b) invest more time and money in developing new products adapted to local
and regional markets; and (c) establish milk collection centres near milk production
areas in order to reduce transportation costs and avoid milk deterioration.
C.
Project Goal and Objectives
99. The livestock sector plays a significant role in the Syrian economy. It accounts for
35 per cent of the value of agricultural production, and one third of agricultural exports.
Most livestock husbandry is carried out on smallholdings and the sector is the mainstay
of the IFAD target group (small-scale rural producers, landless farmers and rural
women). Because of modest past development efforts, the sector is currently facing a
number of constraints including low productivity; limited genetic improvement; shortage
of feed; lack of animal performance control systems; poor quality control of milk
products; inadequate marketing and processing capacities; and weak livestock support
services. These and the recurrent draughts have weakened the sector and are seriously
threatening the living conditions of small rural producers, processors and employment
seeking youth. Previous IFAD-supported projects were local area specific (five out of
eight projects largely focused on land reclamation) and have included support to
livestock at a very limited scale and in relation to production only. None of the previous
IFAD-supported projects included a comprehensive value-chain approach to the
development of the sector. In order for the livestock sector in Syria to realise its high
potential and to meet the challenges of providing adequate income to small producers,
collectors and processors, and safe, low price, nutritious and adequate products to
consumers, both internally and for export, it needs to modernise. Far from being fully
mobilized, the potential for Syrian livestock offers concrete opportunities for rural
development and poverty reduction. Important productivity gains could be easily
achieved along the four main segments of the value chain, namely, production,
collection, processing and marketing, provided the respective technical, policy and
institutional constraints now being faced are addressed and available technologies and
practices for productivity enhancement and value addition are adopted by producers,
collectors and processors. The ILDP has been designed to address the sector’s
constraints and to respond to the existing opportunities.
100. The project is designed as a precursor to a major long-term programme for
livestock development in Syria. In line of the overall goal of IFAD’s support to the GOS
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rural poverty reduction efforts , the objective of the proposed ILDP would be to increase
the incomes of poor rural people (nomads, small livestock holders, small farmers, rural
women and unemployed youth) whose livelihoods are dependent on livestock activities in
low-potential areas, in a sustainable manner. This would be achieved through targeted
interventions aimed at (a) supporting livestock production services; (b) improving
rangeland productivity and development of feed resources; and (c) supporting the
development of enterprises along the value chain of livestock produce, with focus on
marketing, processing and micro finance.
101. The project’s approach would include the following main thrusts:
D.
(a)
An integrated livestock sector approach to assessing constraints and
opportunities along the entire value chains of major animal products, and at
institutional and policy level;
(b)
Productivity improvement per animal unit associated with a series of
interventions to enhance the quality of animal products along the value
chain and thereby ensure the highest returns to the target group: small
livestock producers, milk collectors and processors;
(c)
Capacity-building of the institutions involved, and access by the rural poor
to productivity-enhancing livestock production technologies through
extension and training;
(d)
Effective participation by the target group in rangeland development, to
ensure the sustainability of commonly improved and managed pasture;
(e)
Integration of livestock into rainfed crop production systems to increase
forage production and feed supply;
(f)
Access of the rural poor to microfinance would be promoted through village
based and community-driven initiatives;
(g)
For rural microenterprise development, criteria for participation would give
priority to the poorest and landless on a systematic basis, ensuring that
conditions are favourable to unemployed poor young men and women.
Facilitating access to these services would also be possible through training
and empowerment measures;
(h)
Gender mainstreaming, women and youth empowerment, including access
to microfinance, would be incorporated as an integral part of project
activities coupled with measures to ensure equal opportunities and
empowerment for women; and
(i)
Given the national coverage of the project, M&E mechanisms would be
established at the national and provincial levels to ensure accountability and
generate adequate feedback to allow for knowledge sharing, cross
fertilization and rational adjustments to implementation plans.
Alignment with Country Rural Development Policies and IFAD Strategies
102. The main thrust of the COSOP approved by the Executive Board in December 2009
has been discussed in paras. 40-47. The goals and objectives of ILDP are fully aligned
with the strategic emphasis of the COSOP with regard to sustainable land management,
particularly user-driven range improvement in Badia and livestock integration in the
rainfed farming systems in low-potential areas (ASZs III and IV). The project is also fully
aligned with the “Strategic Objective two” of the COSOP in terms of providing sustainable
rural financial services to poor rural households, support to rural microenterprises, and
market links along the value chain for employment creation and empowerment of local
communities. The project takes full account of the premises of IFAD’s Rural Finance
Policy, Small-scale Enterprise Policy, Targeting Policy and Gender Mainstreaming
Guidelines.
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103. The project is fully consistent with the Government of Syria’s strategies for poverty
reduction (see paras.18-19) and agriculture development and policy (see paras. 20-23).
Furthermore, its Vision 2025 accords priority to improving social services and economic
opportunities in the poorest areas in order to create employment opportunities. The
strategy for agricultural development calls for increasing the efficiency of agriculture,
particularly the livestock sector, through improving productivity by animal unit, capacitybuilding for the poor, particularly women, participatory governance, and support for
local-level organizations to directly manage resources and increase their market power.
These thrusts are fully reflected in ILDP design.
104. Like all IFAD supported projects in Syria ILDP’s proposed activities are in line with
GOS strategies and policies regarding the efficient utilization of water resources (see
WP 3 Appendix 5). The project activities are not expected to affect the demand for water
for livestock purposes and in line with GOS policies introduce water harvesting
technologies when needed to reduce current and future dependence on groundwater,
and facilitate utilisation of indigenous methods of water supply (e.g. hafirs).
105. The proposed ILDP has been designed to build on and complement ongoing
government/donor technical assistance programmes in agricultural and livestock
development, the most relevant of which are the three recent study programmes funded
by EU in support of Syria’s gradual shift to an open market economy in the context of
the EU-Syrian Association Agreement now coming into force. The first such study is in
support of the SBM programme in Syria aimed at defining a development strategy for
three priority sectors, namely; textiles, agrofood, and fresh fruits and vegetables to
foster growth and increase their competitiveness on international markets. The second
study, also in support of the SBM programme in Syria, aims at reviewing and conducting
a value chain analysis of the dairy sector, and providing recommendations for its
development and competitiveness as the country moves toward an open market
economy. The third, on strengthening food quality management in Syria, is aimed at
developing relevant food legislation, standards and quality control laboratories required
to ensure that food products conform to international practices on product safety. The
findings of these studies are reflected in the design of ILDP.
106. In addition to the above-mentioned EU initiatives, the design of ILDP has benefited
from: (a) ongoing UNDP-funded work on preparation of a microfinance strategy for
Syria; (b) previous work by the Consultative Group to Assist the Poorest (CGAP) on rural
finance; and (c) relevant technologies generated by partners such as international and
regional research centres, particularly ICARDA and ACSAD, on fodder crop improvement,
crop/livestock integration, improved nutritional value of crop residues as animal feed,
natural resources management and value addition to milk processing; and by ICBA on
the safe use of marginal water in fodder production. Partnerships are being pursued with
the French Development Agency (Agence francaise de dévelopment (AFD)) in order for
ILDP to be able to access its SBM credit line and with Italian Cooperation in Syria with
regard to formalizing the legal framework for micro finance sanduqs. In addition,
cofinancing from OPEC Fund for International Development (OFID) and the Islamic
Development Bank (IsDB) would be explored.
E.
Project Components
107. The project would finance a series of interventions structured around four main
components: (a) Livestock development; (b) Rangeland improvement and development
of feed resources; (c) SBM development in the livestock value chain and rural
microfinance; and (d) Project coordination and management.
Component 1: Livestock development
108. The overall objective here would be to increase the incomes of small livestock
holders by improving their productivity per animal unit. This would be achieved through
a series of productivity-enhancing interventions in the areas of control of animal
performance; quality control of dairy products; genetic improvement; herd
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management; integration of livestock into rain-fed farming systems; effective extension
and training, use of crop and food residues; animal health; and quality vaccines and
veterinary drugs. The component would include support to: (a) pilot system for animal
registration and performance control; (b) support to livestock genetic improvement and
production of improved breeds; (c) support to animal health and veterinary services;
and (d) support to agriculture and livestock extension and training services.
(a)
Pilot system for animal registration and performance control
109. Establishment of an animal performance control system. Advancement of the
livestock sector in Syria is seriously constrained by: (a) the lack of reliable databases on
animal statistics to serve as a basis for efficient animal health control and vaccination
programmes, proper traceability in case of outbreaks of trans-boundary diseases, and a
well-targeted feed support policy during drought years; and (b) the absence of reliable
and recorded data on animal performance as a basis for genetic improvement, selection
and distribution of performing breeders. To address constraints related to the absence of
performance control, the project would strengthen the capacity of the DAP to design a
national identification/registration system (herd book and flock book) in accordance with
international norms. This would be followed by the implementation of an animal
performance control pilot programme with focus on a representative sample of dairy
cattle and small ruminants (Awassi sheep) by major category of breed.
110. The activities would include provision of technical assistance training and support
for: (a) a baseline survey on cattle and small ruminants to determine the current status
of productivity in milk and meat, fertility, genetic traits, health and nutrition; (b) tagging
and registration of animals and development of computerized databases to record and
monitor animal performance indicators. Animal identification tools have evolved from
tattooing to electronic devices, and could be alpha-numeric, numerical or based on
electronic codification. Recording animals allows herders to recognize their animals’
performance with a minimum of error; (c) issuing herd registration cards for livestock
producers; and (d) establishing collaborative arrangements with international entities
specialized in herd registration, performance control and genetic improvement.
111. Quality control of milk and dairy products. The current lack of quality control
of raw milk and dairy products is a major impediment to growth of Syria’s dairy sector.
There is a need to promote and regulate a marketing and pricing system for quality milk
based on fat content, physical, bacteriological and residue analyses. The consumption of
raw milk and by-products exceeds 80% of current demand in Syria and is considered to
be a health hazard. From producers to end-consumers, raw milk is handled in unhealthy
conditions and is exposed to dirt and germs, resulting in harmful quality alterations.
112. To address this gap, ILDP would provide support for the establishment and
implementation of a quality control system for milk and dairy products (see also
component 3). This would include assistance to (a) assess the current Syrian food laws
against international major food legislations and benchmarks; (b) formulate and adopt
new food standards aimed at improving consumer products, in term of quality and
safety, suitable even for export; (c) build up the capacity of existing institutions,
including accredited laboratories involved in quality control; and (d) train livestock
producers, particularly women household members in charge of milking animals and milk
processing at home, milk collectors (hallabs) and mobile cheese makers (jabbans).
(b)
Livestock Genetic improvement and production of improved breeds
113. Genetic improvement and selection in Syria relies on high genetic-value bulls and
rams, imported semen (mainly for cattle) and control of performance through herd-book
databases. Ongoing activities for the selection of rams and ewes, high-quality heifers
and bulls, are inefficient and need improvement. Imports of superior genetic-quality
pure-bred dairy heifers would be the fastest way of improving the dairy sector and for
reaching immediate self-sufficiency in milk.
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114. To address the above constraints, the project would provide capacity-building and
quality training to staff of GCSAR to conduct focused research on genetic improvement
with a view to increasing productivity per animal unit. Such training would include
support to post-graduate candidates to undertake applied practical research on genetic
improvement in collaboration with ICARDA, ACSAD, advanced research institutions and
universities as part of PhD thesis fulfilment. Provision would be made for three
candidates, one each for local breeds of cattle, Awassi sheep and goats. In an effort to
conserve the genetically-eroded local breeds resistant to prevailing diseases and adapted
to local harsh conditions, the physical description and DNA characterization of these local
breeds would be among the priority research proposals for one of the PhD candidates.
115. Support to, and the involvement of, existing Awassi sheep herders’ networks would
be essential for speeding up sheep genetic improvement and multiplication of superior
animals at the herder level and their sale to animal producers. The approach would be to
promote the establishment of a participatory livestock breeding scheme involving a large
base of qualified private herders, members of a livestock herders’ and animal breeding
network. The scheme would be supported by a dedicated software management system,
good tagging and registering. The system would be extended to mountain goats, camels
and buffalo on a pilot basis. For buffalo, the breeding programme would benefit from the
successful experience of the IFAD-financed West Noubaria Project in Egypt to introduce
exotic species tolerant to dry conditions.
116. For small ruminants, existing GCSAR field stations would be supported to enhance
research focusing on the improvement of Awassi sheep, Shami and mountain goats as
well as other local breeds of cattle and buffalo. Artificial insemination techniques would
be applied to Awassi sheep and goats to accelerate the transfer of the genetic potential
imbedded in the improved rams produced by research stations and the sheep herders’
network. Studies on the performance of cross-bred cattle and assessment of the impact
of improved Awassi rams and Shami goats at the beneficiary level would be undertaken.
Studies would also be conducted on the impact of herd management and of use of
technical packages, outsourced to regional and international organizations.
117. Syria’s existing genetic resources for dairy cattle production need to be urgently
upgraded. Given that existing herds have been genetically closed since the 1980s and
their productivity is relatively low compared with neighbouring countries, the
introduction of new genetic resources through artificial insemination is a strategic priority
for rapid development of the dairy sector. The project would strengthen current artificial
insemination capacity through access to high-quality semen from abroad for dairy cattle
improvement. In the long run, herder associations would be established for the
improvement, production and dissemination of animals. The project would support the
importation of semen from international top-quality bulls to mitigate the risk of
consanguinity problems. Local cross-bred cattle (Damascene, Golani and Akchi) would
also need to be improved under a special scheme to prevent them becoming extinct
while preserving the unique genetic characteristics of local breed. This applies
particularly to Shami goats and other endogenous cattle breeds. Given the global
relevance of these genetic resources, research work supported under the project would
be undertaken in partnership with regional and international research centres, including
ACSAD, ICARDA, the International Livestock Research Institute (ILRI) and universities.
(c)
Support to animal health services and veterinary drugs
118. Animal health services. To ensure and maintain an effective system of animal
health delivery, the existing capacity of veterinary services (including vaccinations) will
need to be modernized and strengthened. Under the proposed ILDP, new veterinary
centres would be established and existing centres rehabilitated when necessary. Centres
would be equipped with mobile veterinary units and field vehicles when needed. In
establishing new veterinary centres and mobile veterinary units, project support would
include assistance to private veterinarians willing to set up their own animal health
delivery enterprises in the project area with financing from available credit lines for SBMs.
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The veterinary centres would carry out all annual vaccinations against major diseases and
treat internal/external parasites.
119. Surveillance and epidemiology studies. The surveillance and epidemiology
studies available in Syria are outdated and no longer reliable for determining the
economic impact of several prevailing animal health diseases and or/animal health issues
that might be induced by climate change. To address this gap, the project would provide
support to the DAH to undertake a comprehensive surveillance and epidemiology study
programme, to include: (a) a rapid survey to determine the present health status of
cattle, sheep and goats. The survey would help establish the priority problems and
diseases most in need of detailed epidemiologic studies. For example, mastitis is a
serious problem, especially among dairy cows (according to an old study, 70 per cent of
all cases of mastitis are caused by a pathogenic factor) and demonstrations would need
to be conducted on pilot farms both to study the problem and demonstrate the
importance of hygiene and prevention; (b) training of veterinarians on systems and
methodologies for conducting epidemiologic surveys and use of GIS technologies for
sampling, data processing, assessment and analysis of results; (c) data collection on
livestock and its entry into the GIS; and (d) technical assistance in the areas of
epidemiology, GIS technologies and laboratory characterization.
120. Quality control of locally-produced veterinary drugs. Syria is almost selfsufficient in the production of veterinary drugs through 47 private entities. The current
capacity of the MAAR to ensure independent quality control of drugs in line with
international standards is lagging, however. The project would strengthen the capacity of
the Directorates of Veterinary Drugs and Animal Health to enhance their role in quality
control. This would include: (a) upgrading the quality control laboratory for better
analysis of drugs through procurement of advanced equipment and tools, provision of
local and international expertise, and training; and (b) upgrading the impact assessment
unit for residues in livestock products resulting from the use of hormones and drugs,
through technical assistance and external partnerships to operate the existing laboratory
for residue control.
121. Quality enhancement of locally-produced vaccines. Production of preventive
vaccines for cattle and small ruminants covers 70 per cent of total needs from publicsector facilities. Many of the vaccines produced locally tend to fall below quality
benchmarks. To address this gap, the project would strengthen the capacity of the
Directorates of Animal Health and Veterinary Drugs to ensure that locally-produced
vaccines are based on high-quality norms and effective impact. This would include the
provision of local and international technical assistance for (a) upgrading the live vaccine
assessment unit by providing for international expertise and study tours abroad;
(b) assessment of locally-produced vaccines, both in the laboratory and in the field;
(c) training in advanced vaccine production technologies and quality assessment of
products; and (iv) protection of vaccines against viral and bacterial diseases.
122. Quality control of red meat in slaughterhouses. All slaughterhouses are
government property operated by the municipalities under the overall responsibility of
the Ministry of Local Administration (MLA). The quality control of meat is done by private
veterinarians, who are hired by the municipalities on short-term contracts. MAAR
technical clearance is required before MLA can license a slaughterhouse. However, MAAR
is not empowered to supervise compliance with quality control regulations and norms.
Meat quality control in the slaughterhouses is below standard owing to lack of staff,
insufficient expertise and strict municipality rules that exclude veterinarians from their
regular civil servant staff. In addition, it seems that over 40 per cent of animals are
slaughtered illegally outside the slaughterhouses, and without any quality control.
123. To address this problem, the project would: (a) provide training on up-to-date
practices and benchmarks to meet quality control standards; (b) assist in the
deployment of sufficient veterinarians to the slaughterhouses, to be mobilized under the
responsibility of MAAR, through out-sourcing arrangements on a full cost-recovery basis
from the slaughterhouses; and (c) introduce provisions that would allow MAAR to
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withdraw slaughterhouse licences in the event conditions for ensuring meat safety were
not met.
124. The problem of food hygiene in the meat value chain, from slaughterhouse to final
consumer needs to be urgently addresses by GOS. The proposed ILDP would finance the
preparation of a master plan for the modernization of slaughterhouses, to include the
elaboration and adoption of meat quality standards aimed at improving consumer
products and ensuring safe meat products.
(d)
Support to livestock extension and training
125. In terms of transferring improved animal production technologies to livestock
producers, the present extension capacity is weak, particularly at the field level.
Constraints include: shortage of qualified extension staff, limited adoption of demanddriven research and extension system, limited transportation facilities, reduced operating
budgets, limited extension material in terms of published information on research
results, insufficient training of extension agents, absence of incentives and weak
coordination among the collaborating MAAR directorates (DAE, DAP, DRW and DAH) at
the level of the extension support units (ESUs), subdistrict-level extension units and
village-level AEUs. On the other hand, the ESUs and AEUs assigned to previous and
ongoing IFAD-financed projects in Syria performed better when supported with
appropriate logistics, training, a unified coordinating function and incentives.
126. The ILDP would build on the above-mentioned extension arrangements in IFADsupported projects and adapt them to livestock development, with focus on the transfer
of improved technologies for animal nutrition, herd management, diversified feed
sources, preventive and curative animal health interventions and gender mainstreaming.
To that end, the project would support selected ESUs and organize them into
multidisciplinary extension task teams (ETTs) reflecting the above technologies to be
promoted. Members of the ETTs would be selected from the relevant MAAR directorates.
Each ESU and AEU would work under the technical and organizational leadership of a
single coordinator and provide similar types of support as under the ongoing IFADfinanced projects in Syria. The composition of ETTs for ASZs I, II, III and IV would
include: an animal production engineer, a crop-livestock farming system engineer, a
veterinarian and a woman gender mainstreaming and targeting officer. For the Badia
(ASZ V), the crop-livestock farming system specialist would be replaced by a range
management engineer. Some of the ESUs would also include qualified subject matter
specialists in animal nutrition, dairy processing and communication.
127. DAP, DAE, DRW and particularly DAH would need to deploy incremental extension
and service delivery staff in the field with priority to women candidates where available.
All ETTs would benefit from group training in team building and expertise upgrading in
their respective disciplines. Demonstration material, such as feed chopping/mixing
machines, very small-scale dairy processing units and related inputs, etc., would be
mobilized by the project. Training for veterinarians would cover the following areas:
elaboration of demand-driven veterinary extension programmes (problem identification
and solution), extension approaches and communication tools, and practical technical
skills enhancement in related livestock extension themes and gender issues.
128. Areas of technology transfer. Among the key areas for technology transfer, the
following would have a special focus: (a) enhancement of the use of crop and food
processing residues; (b) integration of livestock into the rain fed farming systems;
(c) herd management; (d) promotion of backyard rural poultry and rabbit production as
income-generating activities for women; and (e) quality milk and dairy products.
129. Enhancing the use of crop and food processing residues. Crop and food
processing residues contribute significantly to filling feed balance gaps caused by
overgrazing of Badia rangelands and limited fodder crops in the rain fed farming systems
in ASZs II, III and IV. In these zones, the project would introduce the use of available
low-cost quality-enhancing technologies to upgrade the nutritive value of crop residues
from cereals (straw, etc.), vegetable, fruit and olive tree production and agro-industry
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residues from olive oil, cotton seed, sugar beet, and fruit and vegetable processing. The
feed block technology, developed by ACSAD and ICARDA with IFAD grant financing and
adopted in some countries of the Near East and North Africa (NENA) region, would be
transferred to farmers and private service providers. This would include support to
unemployed young people interested in working as service providers and in establishing
rural microenterprises for the production and marketing of feed blocks using mobile
equipment available in the market.
130. Integration of livestock into rainfed farming systems. Traditional barley
production is an integral element of the cropping system in ASZ IV, where average
annual rainfall rarely exceeds 250 mm. In good years, barley grains are harvested and
used mainly for the supplementary feeding of sheep. Crop residues are grazed by the
herds within a migratory-feeding cycle; stunted crops during drought years are grazed
through the same migratory cycle. To further enhance feed availability in ASZ IV, the
project would promote the cultivation of legume forage crops and introduction of strip
plantation of high-yielding and nutritious fodder browsing shrubs to complement barley.
In ASZ III, where the farming system is cereals-based, pulses and forage crop
cultivation would be promoted to replace fallow cultivation. The project would scale up
field-validated technological packages developed by international research centres
operating in Syria, particularly ICARDA, ACSAD and ICBA in partnership with GCSAR,
through grant support by IFAD.
131. Herd management. Technical packages to be transferred to livestock producers
would include improved livestock feeding using micronutrients, animal housing,
synchronization/flushing, use of artificial insemination and pedigrees, veterinary care,
early weaning, fattening and conditioning. Packages of supplementary feeding during
critical periods under rangeland or sedentary animal production systems would increase
productivity, release pressure on rangelands, reduce production costs and increase the
net returns by animal unit. A small herder with about 50 sheep or goats or five dairy
cows would benefit from a cumulative 10-15 per cent yield increase from such herd
management technologies. For the intensive and semi-intensive production systems, use
of low-cost feed mixes would be promoted to increase productivity. Packages are well
developed for feeding different animal species to perform different physiological
functions. This could result in yearly savings of about 20 per cent in feed in addition to a
productivity increase of more than 20 per cent. For cattle, good management practices in
feeding, nutrition and reproduction, e.g. heat detection and prevention of mastitis, would
be introduced by the project.
Component 2: Rangeland improvement and development of feed resources
132. The overall objective of the component would be to (a) restore the productivity of
additional Badia rangelands; and (b) increase feed resource availability outside the Badia
by scaling up/adapting technologies and practices successfully applied by BRDP. The
component will also aim at enhancing the existing best practices base through
introduction of new technologies generated by IFAD-funded grants for agricultural
research in the NENA region. This will include the introduction of halophytes species
developed by ICBA and drought-tolerant legumes developed by ICARDA. The component
would be implemented by the existing project management structures of the BRDP.
(a)
Rangeland Improvement in the Badia
133. In the past, the Badia (settlement zone 5) provided a large proportion of the feed
requirements of its livestock and made a major contribution to Bedouins' livelihoods.
Increasing degradation of the Badia, itself the result of a combination of excessive
utilization by grazing animals, shrub gathering for fuel and crop cultivation, often
supported by inappropriate policies, has drastically diminished the forage contribution of
the Badia. Without correcting this very advanced degradation, even banning of cropping
in the Badia (imposed since 1995) would not be sufficient for rangelands selfrehabilitation. IFAD supported BRDP has been designed with the main aim to establish
processes that would rapidly relieve the difficult situation created by the shortage of feed
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and ensure sustainability of rangeland resources through appropriate rangeland
management approaches. The BRDP has a 10 years experience in the Badia and is now
in its final stage. A number of useful lessons have been learnt from the Badia
implementation (para 92).
134. The implementation of the BRDP has led to significant results in terms of
rehabilitation of rangelands, productivity gains and herder’s livelihoods (para 35-37).
BRDP approaches leading to these results (technical and socio-economic) have been
assessed and fully recorded (para 92 and WP 3). The BRDP proven technical package is
simple, cheap and produces rapid results in terms of forage output as well as healing the
Badia ecological deterioration. Building on this experience, the ILDP would scale up the
successful approaches related to rangelands rehabilitation, development and
management in areas in the Badia presenting urgent need for re-introduction of extinct
native forage species, and those with evident indicators of rapid response to resting. The
package can also be adapted to the development of forage resources in zones 3 and 4.
135. The pertinent technologies to be scaled up by ILDP to ensure rapid healing of
ecosystems and a substantial increase in forage are: (a) re-seeding of native species
(shrubs and herbaceous species); (b) fodder planting of native and well acclimated
shrubs; (c) resting of promising rangeland sites; (d) ensuring balanced availability of
water for the existing herd; and (e) application of appropriate grazing practices.
136. Reseeding of rangelands and fodder shrubs planting. This is a cost effective
technique which can rapidly and substantially enhance the productivity and initiate the
needed dynamics towards the establishment of high forage value rangelands. Reseeded
plants are self–regenerating, native, and well adapted species. All used seeds are locally
produced in seed production units established by the BRDP within the Badia land.
Reseeding would be complemented by the use of fodder shrub plantation in the most
favourable sites. This would result in rapid and substantial productivity increases to relief
the pressure on rangelands and speed healing the ecosystem. Fodder shrub planting has
the advantage of accelerating the natural regeneration of native pastoral species and
preserving the biodiversity of existing living fauna and flora species.
137. Resting of rangelands. Short term resting of selected rangelands sites is based
on the well established, low cost, collectively shared and traditionally practiced system
known as ‘Hima’. This practice consists of prohibiting grazing on part of the rangelands
during two successive growing seasons, with the objective of restoring plant vigour and
rebuilding seed stocks in the soil, and to trigger positive rehabilitation trend on a
sustainable basis. This would result in a substantial recovery of plants and increased
forage biomass, and will boost local fauna rehabilitation.
138. Balanced availability of water. To ensure appropriate availability of water with
well balanced densities and geographic distribution, ILDP would rehabilitate and
construct livestock water points when needed. As per IBRD experience the project will
use endogenous environmentally safe water harvesting measures to minimize livestock
production costs and to discourage high concentrations of animals as a mitigation
measure to the overgrazing risk.
139. Appropriate grazing practices. This will be ensured through the establishment
of and support to participatory RMCs to agree on and apply sustainable grazing rotation
practices on rangelands that have been rehabilitated with the participation of users. Prior
to the grazing of any developed site, the project or the contracted implementing
institution, would undertake the necessary assessment of the forage output of the sites
and establish the grazing parameters including at least the carrying capacity rate, and
the stoking rate guidance correlated with the duration of grazing periods. Detailed sitespecific plans would reflect beneficiary requirements, as expressed in participatory
meetings and formalized with the RMCs in their Rangeland Management Plans.
Monitoring and evaluation of the grazing impacts would be the responsibility of the
implementation team in charge of grazing modules elaboration together with the RMCs.
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(b)
Development of feed resources outside the Badia
140. There is a high potential and a strong need for forage resources development
outside the Badia. Severe successive droughts induced a shift in the farming systems in
zones 3 and 4 away from livestock participation in farmers’ incomes and consequently
increased poverty in these areas. Sustainability of livestock in these zones is threaten by
the lack of perennials participation in the forage which confines feed availability only to
the growing season, and causes chronic feed shortage. ILDP would intervene in
settlement zones 3 and 4, to establish a model for development of feed resources for
scaling up at later stages. However, the model developed by BRDP in the Badia needs to
be adapted to the conditions of these zones (where grazing lands consist of fallows,
stubbles or severely degraded land unfit for cropping, but will respond to appropriate
development and management).
141. Technical packages. To expand and adapt the BRDP technical package to
settlement zones 3 and 4 ILDP would: (a) test the module under different environmental
conditions; (b) enrich the techniques through adding more diversified forage resources;
and (c) rehabilitate and improve the integration of livestock within the cropping-based
production systems, especially in settlement zone 4 where livestock was dramatically
reduced by recurrent droughts. Due to the land tenure regime in these settlement zones,
the fragmentation of properties, and the time that might be needed for the adoption of
the concept by farmers, the introduction of forage production will be undertaken first at
pilot level. If results are encouraging, the component would be reviewed and scaled up
during mid-term review.
142. Because natural forage resources are provided by annuals in settlement zones 3
and 4 and the size of grazing land is limited, resting would not be applied. Fodder shrubs
would be established on rows alternating with cropping strips (barley or others practiced
by farmers). Reseeding would be practiced on a portion of the farm land, with more
diversified species fitting the specific cropping patterns. ILDP would undertake, at pilot
level, the planting of shrubs on 1,500 ha and the reseeding of 10,000 ha.
143. Link to IFAD support to Regional agricultural research. Benefiting from IFAD
grants, ICBA and ICARD have been developing salt-tolerant forage species and legumes
which can be integrated in farming systems with salt water and salt affected soils. The
specific technical cropping packages have been tested and ready for use. ILDP would
promote the inclusion of these packages in zones 3 and 4 in close collaboration with the
Syrian NARS. To ensure adequate supply of the native species seeds to be used for
reseeding as well as the required seedlings, the project would benefit from the
infrastructure and facilities established in the Badia including the established seed units
which produce seeds suitable for Badia and settlement zones 3 and 4 conditions.
144. Besides the maintenance and the management of the 1.3 million ha of rangelands
developed by BRDP, the component activities would include: (a) Reseeding 173,000 ha;
planting 63,000 ha with fodder shrubs; land resting of 300,000 ha of rangelands
combined with water-harvesting techniques such as a half-moon shaped structure;
construction of 10 heifers in remote areas for livestock watering; and adoption of
controlled pasture management; (b) provision of eight mobile veterinary units;
(c) distribution of 1,500 improved Awassi rams in the Badia and settlement zones 3 and
4 to be purchased by herdsmen and Awassi Sheep Network members through credit;
(d) construction of four veterinary centres; upgrading of 12 vet labs; provision of three
water tanks and eight mobile vet units; (e) pilot processing of crop residues into feed
blocks, introducing salt-tolerant forage crops and legumes in high productive pastures;
(f) mobilizing willing herders into socially cohesive LPICs and establishing related RMCs;
and (g) training project staff in rangeland development and of women and young people
in livestock-based income-generating activities.
145. The beneficiaries of this component would consist of: (a) group of herders such as
existing livestock cooperatives, which may need to be strengthened adapted using the
BRDP approach; (b) eventual new groupings which would be established on social or
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professional basis; (c) individual herders (large rangeland owners or those enjoying
confirmed right of use) willing to adopt the project’s approach; and (d) small farmers in
zones 3 and 4. For the Badia rangelands, once the willing beneficiaries have been
identified and their grazing lands accurately delineated and properly rehabilitated, it
would be necessary to guarantee their commitment to directly assume responsibility to
undertake their developed rangelands protection and management.
Component 3:
SBMs development in the livestock value chain and rural
microfinance
146. Markets of dairy products. Syrians are dairy consumers “par excellence”. Almost
every household (3.5 million in total) consumes milk, yoghurt and cheese on a daily
basis. The average consumption of fresh milk is about 120 litres per capita which is more
than double the corresponding average in other developing countries. The products are
sold via two main channels: an informal channel and a formal channel. While this is not
uncommon in other countries in the region; the size of the informal market in Syria is
quite significant and in some items, such as fresh milk and its products, it dominates.
The reasons for the dominant role of the informal sector are linked to the purchasing
behaviour of consumers and market characteristics including: low prices of final products
in the informal sector due to low quality and poor presentation; low purchasing power of
consumers; absence of quality control; prevailing consumer behaviours in the milk
market (e.g. boiling milk before its use); limited knowledge on the importance of
nutritious and hygienic characteristics of food; current tradition of distribution channels,
and preference to specific traditional characteristics of end products.
147. Value Chains. Within the livestock sector there are two major value chains. The
first revolves around sheep and goats and includes milk, processed dairy products, meat,
hides, wool and miscellaneous by-products. The second covers cattle with a similar
differentiation pattern, excluding wool. There are smaller value chains associated with
goats and buffalos. The poultry value chain was not examined by the design team. The
two major value chains of sheep and cattle have their focus in and around the two major
urban centres of Damascus and Aleppo. Aleppo is the main market for sheep products
and Damascus the main market for cattle. Milk production has been increasing steadily
over the past decade. Most of the production consists of cow’s milk, which accounts on
average for two thirds of total milk production. Sheep milk, produced mostly in the Badia
accounts for slightly less than one third of the total and the quantity supplied is more
vulnerable to draught than cow’s milk (see value chain mapping, WP5). There is also a
growing export market for Syrian dairy products, which have been registering growth of
50 per cent per annum.
Cattle Value Chain
148. Cow milk production is largely undertaken by smallholders farmers and many
small cattle farms (the project target groups), who maintain their herds in micro to small
units (2 to 40 cows). Most have low productivity but they account for the bulk of
production. There are about 15 state farms and few privately owned larger farms
accounting for only a fraction of total milk production. Milk collection is a costly and
cumbersome issue as the majority of producers are small family farms (daily production
could be as small as 50 litres a day) and the accessibility of some rural roads is difficult.
Some 99 per cent of the small farms do not have refrigerated storage thus surplus milk
has either to be processed on-farm and sold locally, or collected twice a day, adding to
the cost of collection. Most are characterized by lack of hygiene and sanitation.
Furthermore, the high temperature in summer increases the deterioration rate of milk
and collection becomes more risky without refrigerated trucks.
149. The milk collectors (hallabs) dominate the milk supply in Syria and are
indispensable for the small and micro producers. Most collect and sell milk in raw form
either directly to consumers or to small and medium processing units called warshe.
Many add value to themselves by producing some traditional dairy products (yogurt,
labne, butter, butter milk, cheese and ghee). The milk is usually transported unchilled,
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and the losses that might occur, are usually covered through the addition of chemicals.
Because the number of producers and hallabs is large and the losses are low due to
adulteration, the price of milk is low to the point that it is practically impossible for the
formal sector (registered, modern processing dairies) to compete with the hallabs using
good standard and quality practices.
150. The hallabs have strong leverage on the milk producers. They perform two very
important functions: timely collection before the milk gets spoiled and provision of
loans/advances to small producers for feed supply and other farm requirements. They
also negotiate the prices with farmers who are totally dependent on hallab for selling
their milk and are usually bound by pre determined commitments. Each hallab has
traditionally a number of farmers or clients from whom he collects milk and some small
to medium processing units (warshe) to whom he sells it. Some refrigerated and well
inspected milk collection centres have emerged recently in areas of concentration of milk
supply and exigent clientele but their numbers are still few.
151. Cow milk processing is undertaken at farm level for household consumption, or
for sale locally, and by hallabs and warshe to produce a spectrum of Syrian white cheese
specialities. There are no official figures on the number of warshe, but they are many
(thousands) as the cost of entry is low. These micro and small milk processing units in
the informal market produce 85-90 per cent of all processed milk in Syria; either selling
directly to consumers or to small scale retailers/groceries. However they lack good milk
production and processing practices and the standards of sanitation and hygiene are low.
152. The other actors in processing are the registered milk dairies, both public and
private, which have invested heavily in plant and equipment and adhere to certain
quality standards. Because of low quality of the milk and lack of reliable supply of quality
milk many are operating below capacity. They barely cover 10 to 15 per cent of the
market. The main reason is their inability to compete with the low cost structure of the
warshe. In response they have opted to produce items that warshe cannot produce (e.g.
yellow cheese, processed cheese, UHT drinking milk, bottled milk etc.), are targeting
export markets and are increasingly using imported powdered milk.
153. Overall, the cow dairy market in Syria is highly complex and unstructured as a
result of the presence of the powerful informal market. There are no reliable estimates,
but probably over 50 per cent of the milk and milk products produced and sold are substandard and are beyond any significant control other than the trust bond that exists
between the producer and his hallab, and the consumer and his grocery.
Sheep and Goat value chain
154. Sheep milk production. Sheep milk products are well appreciated in Syria. It is
estimated that per capita sheep cheese consumption is about 20 kilos per year, but the
cost of the cheese has risen faster than wages, so consumers are stocking less (cheese
in brine) and considering cheaper alternatives made from cows’ milk. The main Sheep
milk production area is in the Badia, with the greatest concentration of grazing animals.
The milk from these animals flow towards the Aleppo market. Many herders process their
milk themselves to gain more time in selling their products.
155. Sheep milk collection. Sheep is mostly raised in small and medium herds moving
from area to area looking for grazing land. This situation makes fresh milk collection a
difficult task. Nevertheless milk collectors/processors known in the Badia as Jabban
follow the herds and travel to remote areas to collect the milk from herders. The herders
milk their animals, once or twice a day. They have no cooling equipment and they rely
on the timely appearance of the Jabban who either operates independently or is financed
by a cheese wholesaler/trader in Aleppo, to collect milk from regular suppliers. The
herder is usually paid monthly for the milk. The wholesalers/traders in town may offer
the farmer an advance of up to 25 percent of the value of the milk prior to the start of
the season, which allows the herders to buy fodder.
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156. Processing of sheep milk. Processing follows a seasonal pattern. In the high
season, this milk is processed by the Jabban on site, in make-shift field kitchens,
adjacent to the herders. The milk is transformed into yoghurt and cheese and then
shipped to the wholesalers. In the low season, the milk travels directly to Aleppo, where
it is transformed. It is reported that there are a few powerful wholesalers that control the
price of cheese. These prices are fixed every two weeks and, based on these prices, the
jabbans establish the price that will be paid to the producers.
157. The sheep dairy value chain is well adapted to the seasonality and constraints of
supply and demand and operates on the basis of traditional long established trust
between the actors. The weakness in the system is the poor current standards of
hygiene, lack of appropriate equipment and a cold chain, the adulteration of milk
especially when the producers are given an advance, and the power exercised by the
traders. These factors result in the jabban operating with low margins and the producers
receiving low prices. Design calculations indicate that the jabban in the Badia, dependent
on the wholesaler for financing, fares relatively badly compared to his counterpart
processor in the city with independent access to capital. They also confirm the relative
financial strength of traders vis-à-vis the jabban. Given the low margins, it is not
surprising that there is wide perception that the producers are receiving lower prices
than officially stated, in some cases as little as 60 per cent of the price.
158. The meat value chains are well organized around wholesale markets. In the case
of sheep, there is an intricate value chain that sees the animals raised and partially
fattened in one area before being moved to another. There is no value added that ILDP
could bring to this value chain or to the by-product value chains. The wool market is one
fifth the value it was at the beginning of the decade and does not appear to be picking
up; there is no real local tradition of value addition to raw wool.
(a)
Support to SBMs for dairy marketing and processing
159. Livestock product marketing and processing face the following challenges: (a) high
seasonality in the provision of raw material, use of chemical additive and limited supplies
of quality milk for the formal processors; (b) small and micro milk producers lack the
means and technical knowledge to process their surplus milk hygienically on farm and
enhance their income through value addition; (c) although milk collectors Hallab/Jabbans
play a key role , their activities are not regulated by a code of practice and they lack
access to equipment/ facilities to ensure milk quality; (d) micro and small scale milk
producers loose opportunities due to inadequate milk collection infrastructure;
(e) informal small processing units (warshe) lack adequate technologies and equipment,
and fail to maintain acceptable hygiene and safety standards; (f) the present food laws
do not match current norms; and (g) large dairy processing companies are unable to
obtain sufficient volumes of raw milk, hence use imported milk powder. The project could
make a significant impact on the livelihoods of the target group within the dairy value
chains by addressing some of these constraints and supporting their modernization.
160. Modernization of the dairy sector in Syria could be accelerated by gradually
encouraging the development of the modern formal sector, but by no means at the
expense of the current traditional system. The existing system based on Hallab/Jabban
and warshe works well for the local market and generates employment for a large
number of poor people hence the solution should not be in suppressing the role of
traditional actors and stressing their livelihoods. While this role cannot be replaced in the
medium term, there is large room for improvements in terms of efficiency and quality.
ILDP’s SBMs initiative would seek to address the constraints encountered by the project’s
target group in the dairy chain while at the same time engaging them with their service
providers: the milk collectors and large processors. Improvements along the chosen
value chains need to occur in the formal and informal sector.
161. ILDP would select simultaneous entry points along the dairy value chains in such a
way as to upgrade the business of small actors, allow fair commercial practices on the
local market and provide safe finished products to the consumer. The entry points would
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be to: (a) support small livestock farmers in upgrading their practices for the production
and marketing of quality milk; (b) support small scale processors and collectors in
upgrading their technology and business for quality products and services; and
(c) encourage the establishment of chilled milk collection centres supported by willing
large milk processors based on quality milk pricing. There is also an urgent need for
building up awareness among actors along the value chain that quality can and must be
improved. Such Strategy would be based on two types of interventions: vertical,
common to all links of the dairy chains; and horizontal, involving each link separately.
162. Vertical interventions in the dairy sector. These include: (a) support to
updating the present Food Production Law with reference to the findings of the EU’s
comparison of Syrian food laws against major food legislation for quality and food safety
standards; (b) measures to support effective compliance with food laws and commercial,
quality and safety standards to protect consumers’ health and improve commercial
practices. This would include building up the capacity of existing entities and accredited
laboratories involved in quality controls (e.g. SASMO); and (c) support to education and
communication campaigns for consumers with regard to food quality and safety.
163. Horizontal interventions in the dairy sector. The horizontal interventions
would include support to safer milking practices, better collection systems, either mobile
or settled including chilled Milk Collection Centres (MCCs), and micro or small-scale
processing units. This would be achieved through access to incentive-based credit
schemes and micro finance, provision of equipment, training, and technical assistance.
The latter would encompass business plan development and the purchase equipment to
support existing and new dairy SBMs. Most of the interventions would be piloted with
government funding during the first two years of ILDP implementation. After the first
interim review of the project (see para 211), these interventions would be scaled up by
private operators on a credit basis through access to the nationwide SBM credit line
financed by the French Agency for Development (AFD).
164. Within the bilateral assistance programme provided by France to Syria, the AFD
has agreed with the Syrian State Planning commission and the Ministry of Agriculture to
finance this requirement for an estimated amount of USD 5.0 million. The AFD-supported
programme for SBMs aims at increasing finance for small and medium-sized enterprises
and helping banks and financial institutions – including microfinance institutions –
modernize their management and adapt to international standards (compliance with
prudential rules, social and environmental protection).
165. SBMs financing mechanism. AFD financing would be provided by the project
through an intermediary bank/s to be selected using the following weighted criteria:
(a) the bank must have a good track record and willingness to establish a loan portfolio
category for SBM clients; (b) it should have a large well staffed network of branches
throughout the target area; (c) bank management and staff should be capable of
working with the SBM sector and willing to develop a marketing strategy to expand its
outreach; and (d) bank should be in good standing with the Central Bank of Syria’s
(CBS) indicators regarding: profitability, liquidity, capital adequacy, leverage, and loan
recovery rates. The selected bank(s) would be that with the highest final score.
166. ILDP would establish a long term contract (MOU) with the selected Bank(s) with an
8 years maturity. This would specify, inter alia, (a) funding to be availed from the
project; (b) bank’s fees for administering the loan; (c) type of activities eligible for
financing; and (d) lending terms. Client SBMs would approach the project about the
viability of proposals, the project would evaluate the idea , help with the preparation of a
business plan, assess applicant potential ability to repay and if acceptable, clients are
passed on to the bank, which would undertake its own assessment. Upon bank’s
approval of the loan application, the project is notified, necessary loan documentation
completed and the loan is disbursed to the client. The project would track the loan
amount to the bank and the client, undertake a regular review of the credit profile of the
bank and reserve the right to review the financial performance of the client.
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167. Currently annual lending rates of Public Banks range between 7 per cent for shortterm loans to 9 per cent for mid to long term loans. Private Banks charge up to two
percentage points more on average. Candidate banks for SBM financing are: Commercial
Bank of Syria; Industrial Bank; Savings Bank; Banque Bemo Saudi Fransi; Bank of Syria
& Oversees; International Bank for Trade & Finance, Syria Gulf Bank, and Audi Bank. In
addition, First Micro Finance Institution Syria (FMFI-S) has shown a strong interest in
financing SBMs within its microfinance portfolio. Following the adoption of Micro Finance
Decree no. 15 of 2007, the CBS licensed FMFI-S to be the first deposit-taking
microfinance institution serving small and medium enterprises (WP 6).
168. To enhance the Banks’ credit capacities to service SBMs, the Loan Guarantee
Institution of Syria (LGIS), established in January 2010, finances on a joint risk basis the
credit guarantees required by the banks. For viable Syrian businesses that cannot
provide the level of collateral required, the LGIS can help by guaranteeing a limited
percentage of the requested loan. The overall objective is to create a better business
environment through better business opportunities and contribute to the stability of the
Syrian financial system. The first such agreement has been already signed between LGIS
and Syria Gulf Bank (SGB).
169. The types of SBMs support and related project beneficiaries are:
(a)
Support to small scale milk producers
Cow, sheep and buffalo livestock producers will have the opportunity to
purchase small-scale dairy processing equipment to transform their raw
material into value added products such as yoghurt, cheese and ghee.
(b)
Support to small scale milk collectors
Individuals and common interest groups will have the opportunity to
establish a refrigerated storage depot to be used by livestock producers to
maintain the quality of their cow milk prior to collection and transportation
to processors in insulated trucks.
Improvement of existing mobile cow and sheep milk collection system
through opportunity to purchase equipment such as scales, quality testing
tools and aluminium milk cans to improve quality and ensure transparency
and fairness to both producers and collectors.
(c)
Support to micro and small scale dairy processors
Jabbans mobile sheep-cheese processors will have the opportunity to
purchase improved equipment to transform collected sheep’s milk on-site in
the Badia into value added products such as cheese and ghee.
Micro-scale cow, buffalo and sheep milk dairy processors will have the
opportunity either individually or as groups, to establish improved (or to
refurbish) milk processing facilities. Such units would be suitable to process
cow, buffalo or sheep milk and produce a wide range of traditional products
such as yoghurt, cheese and ghee. The capacity would be 200 kg/day of
milk. The unit could be hosted in a 50 m2 room. The packaging of the final
product would be by hand and the packaging material would include the
traditional 1-kg plastic pot for yoghurt and ghee. The unit would receive the
raw milk from nearby farmers or middlemen.
Small-scale cow, buffalo and sheep milk dairy processors will have the
opportunity, either individually or as groups, to establish improved (or to
refurbish) milk processing facilities for the manufacture of yoghurt, cheese,
butter and ghee. The unit would be able to process buffalo, sheep and cow
milk. Most of equipment and utilities would be designed for production or
assemblage in Syria. The proposed model would process up to 2 tons of
milk/day, received from nearby farmers or middlemen. The end-products
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would be sold either to wholesalers or to final consumers inside the factory
milk shop.
(d)
Construction and equipment of milk collection centres (MCCs)
The project would provide opportunity for forging public-/private-sector
partnerships to establish MCCs. The focus would be on helping improve the
milk collection system for the formal market. The project would provide
joint finance with large modern processors to build and equip a number of
MCCs, each with a capacity of 5 tons/day, to be operated by private
entrepreneurs on a leasing basis (large processors or their representatives).
The project would assist in establishing cooling centres and related
investments in mobile collection systems, where necessary, to transport the
milk under refrigerated, safe and hygienic conditions. All milk would be
tested before purchase for quality and the centres would be equipped with
the necessary testing equipment for this purpose. A differential pricing
system would be introduced for quality milk in agreement with producers.
The MCCs would provide technical advice to the farmers to improve quality
and information on animal nutrition. A model Milk Collecting Centre (MCC)
has been developed by the design team with the aim of evaluating its
sustainability (WP 5, Annex 1).
Most of equipment and utilities are
designed, produced or assembled in Syria. Centres could be financed on a
cost (and profit) sharing basis between the producers and processors with
the project (GOS) contributing in the first instance the share of the
producers as an incentive. This model or the one that the producers prefer
will be supported by the project. It is estimated that four MCCs will be
established by the project and that the private sector would replicate an
additional ten.
170. Training in the dairy value chain. ILDP would provide practical training for
project beneficiaries and value-chain stakeholders (a, b, c, and d above) in milk handling
techniques, in preparation for improved added value dairy products. The training
programme would seek to leverage the knowledge and experience of institutions such as
ICARDA. Specifically, the training would benefit livestock producers at the village and
community levels, Jabbans, milk collectors and micro and small-scale milk processors.
Training topics would include: milk handling and processing techniques, including
hygiene, care of milk and its conservation before processing, preparation of improved
added-value dairy products, different milk pasteurization technologies, analysis
techniques for the payment of milk based on quality, and bookkeeping. Two workshops
would be conducted at project start-up, one in Damascus on the dairy cow value chain;
the other in Aleppo on the sheep’s milk value chain.
171. Pilot initiative on quality-based milk prices. In collaboration with private
operators, the ILDP would demonstrate quality-based milk payments as a pilot activity in
each of the fourteen ILDP provincial directorates, which implies that ILDP would finance
the incremental costs of setting up such demonstrations. The objective would be to
assess the performance and possible improvement of existing mechanisms in the value
chain prior to replication on a larger scale. Jabbans could play a key role in this initiative
by setting up a mode of payment for milk based on quality. This pilot activity would be
coupled with extensive training, assisted by project staff for timely evaluation of results.
The initiative would serve also as the basis for testing a public-private partnership
arrangement in the dairy sector.
172. Sector wide and feasibility studies. The proposed ILDP would undertake the
following technical and economic feasibility studies as a basis for promoting small and
medium-sized enterprises (SMEs) within public/private partnership arrangements. The
objective would be to link small livestock producers to markets:
(a)
A sector wide approach to enhance product quality in the dairy industry.
Since it is not recommended to disturb the present informal system, the
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study will define sectoral policies and measures to be enacted to ensure the
production of quality milk and processed products through the traditional
actors. This could be a mixture of an incentives system, certification,
enforcement of laws, penalties, and consumers’ awareness that will lead to
consumers demanding quality products. The study will provide a framework
for a sector wide plan including needed policies, implementation
approaches, and resources required.
(b)
(b)
Value Chain in the Badia. At present there is little information on the
informal markets in the Badias but it is generally understood that producers,
especially those in remote areas, are getting a very low farm gate price. The
study would clarify some of these issues and suggest measures (especially
independent access to finance and/or joint marketing) to ensure that the
interests of the producers are protected.
(c)
Introduction of new sheep’s milk collecting and transportation system. Some
of the private milk processors are currently testing new milk supply systems
based on direct milk collection from nomadic breeders; or improved
collection through middlemen using modern equipment. In addition some
innovative milk transportation systems are being developed by private
operators. ILDP would finance an assessment of these new systems to
determine their suitability for introduction, on a pilot basis, to existing milk
processors or MCCs.
(d)
Buffalo value chain development. It is proposed to conduct a study on the
feasibility of supporting improved buffalo production by small farmers. The
study would also assess the sustainability of buffalo milk-collecting centres
and of processing units both to increase the added-value of production and
facilitate small farmers’ access to markets.
(e)
Shami goat-breeding value chain development. It is proposed to conduct a
study to assess the feasibility of supporting improved Shami goat breeding
by small farmers in well-adapted areas. The study would also evaluate the
feasibility of establishing facilities for Shami goat milk and meat value
addition.
(f)
Modern slaughterhouse and meat carcass marketing of quality Awassi sheep
in Al-Hassakeh. It is proposed to conduct a study on the feasibility of
establishing a medium-size pilot unit to slaughter sheep produced and
fattened by small herders of Hassakeh Governorate. The unit would supply
traders and butchers in Aleppo with quality labelled fresh meat in carcass
form, using a refrigerated truck.
(g)
Study on quality-based milk pricing. The quality parameters would focus on
physical, chemical and microbiological aspects and residues. In line with
para. 170, a milk quality payment system developed through this study
would help to eliminate any alteration and adulteration of milk and ensure
safe dairy products.
Support to rural microfinance
173. Demand for microfinance products and services are far from being satisfied in
Syria. Conservative scenarios (CGAP 2008) indicate the existence of at least one million
clients in waiting whereas the number of active clients is a meagre fraction. Several
studies (CGAP, IFC, UNCDF and IFAD) have confirmed the high demand for microfinance
by Syria’s rural poor. This is not being met by existing Banks because of the poor’s lack
of sufficient collateral and the Banks inability to meet the high transaction costs involved
As such informal money lenders are highly active offering credits at exorbitantly high
interest rates (77 per cent annualized), and providing 73 per cent of the credit needs of
the poor.
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174. Past experience. Over the last ten years, the fabric of rural finance in Syria has
been enriched by a number of innovative financing mechanisms. UNDP, IFAD, and the
Italian Cooperation are among a host of donors which have provided various types of
rural finance facilities aimed at assisting the rural population which are not adequately
served by agriculture and other banks. Of these interventions, the “sanduq” rural micro
finance promoted by the UNDP supported JHCDP, and the IFAD-supported IRDP and
NERRDP is the most promising. In the meantime the legal, institutional and policy
framework have been moving steadily in favour of rural micro finance.
175. Based on assessments conducted by the UNDP, UNCDF, CGAP, IFAD, the Italian
Cooperation and the ILDP design team of the micro finance experience in Syria, it was
concluded that the village solidarity-based Micro Finance sanduq model is a powerful
instrument for poverty alleviation. The model is based on members’ contribution and
ownership, targets rural poor households, and builds-in a gender-balanced perspective to
establish demand based profitable income-generating activities. However, the sanduq is
not yet recognized as a formal MFI under the 2007 Presidential Decree no 17 (para 175)
because the minimum capital for an MFI under this law is USD 5.0 million, beyond the
means of the sanduqs. The sanduq has a locally based governance structure and
operates within a specific set of operating rules under the responsibility of the sponsoring
projects and the GOS (MAAR). Despite such informal status, these sanduqs have been
operating best practices in terms of interest rates (Morahaba Islamic mode, 12 per cent
to 18 per cent per year) and high repayments (average 96 per cent).
176. Government commitment. The Government of Syria is strongly committed to
promoting micro finance institutions (MFIs) as an instrument for poverty alleviation. This
is particularly evident from Presidential Decree no. 15 of February 2007, which
authorized the Central Bank of Syria to licence MFIs created with a minimum capital of
USD 5.0 million. As a reflection of its strong conviction about the importance of sanduqs
as a promising tool for microfinance promotion, the Ministry of Agriculture and Agrarian
reform decided to scale up the initiative in the governorates of Aleppo, Hama and Homs,
using government own resources. An initial amount of USD 3.5 million has been already
approved by the State Planning Commission and the Ministry of Finance in 2009 to start
implementation in these governorates.
177. Donors’ commitment. IFAD together with all the above mentioned donors, are
actively engaged in policy dialogue with GOS and are providing assistance, for the
purpose of formulating a national microfinance strategy (a draft in Arabic has been
already prepared). This could lead to the adoption of a microfinance law in 2011 or early
2012. In particular the Italian Cooperation has a keen interest in leading this effort with
IFAD through sponsoring an initiative aimed at pioneering a micro finance sector wide
approach in Syria. The initiative would, under GOS leadership, promote a coordinated
approach towards improvement, expansion and consolidation of community-based local
institutions, such the Micro Finance Sanduqs. The Italian Cooperation is willing also to
establish an interim refinancing facility aimed at testing banking linkages with the Micro
Finance Sanduqs (para 183 and WP6).
178. Given all the above mentioned considerations, the ILDP design team considers that
the minimum conditions required to establishing a national MFI based on the sanduq
network in Syria could be put in place. The expansion of the sanduq model on a national
basis by ILDP would contribute significantly to this process.
179. Component objectives. ILDP would build, consolidate and expand the financial
basis of the sanduq mechanism, with the objective of its evolvement into a viable MFI
with legal operating status, governed by prudential regulatory rules and capable of
accessing the services of the formal banking system. ILDP would provide an opportunity
for the sanduqs to respond to the increasing, but unmet, demand for loans in rural
areas. This will be achieved by providing a package of rural finance and capacity building
to establish a network of micro finance institutions that would ensure rural financial
services to the target group to engage, primarily, in livestock-based income generating
activities.
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180. Component activities. The project would support the creation of 140 new villagelevel sanduqs on a demand-driven basis across all provinces (except those covered by
the NERRDP) using a two stage implementation strategy (see WP6). Support would
include: (a) start-up capital as seed money to match the sanduq’s own resources
collected from members; (b) technical assistance; (c) building sanduq’s capacity through
training; and (d) support to enacting the legal operating status for the sanduq. It is vital
that, from the very outset, all Micro Finance Sanduqs are linked together through a
formal network to benefit from other experience e.g. the utilization of institutional knowhow of previous sanduqs, bylaws, training programs, management experience, etc.
181. An important element of the component’s strategy is the creation of a Micro
Finance Sanduq Markazi (Central Micro Finance Sanduq), that will have its own
resources and will be able to take on project’s responsibilities once the project is
completed, and whole sale lending funds to sanduqs. ILDP would provide seed money
to the sanduqs. This is essential to: (a) create incentives for the target population to
invest in sanduq and engage in an experiment which has no recent precedent;
(b) increase outreach to ensure an accelerated process of lending and development
which, in turn, will serve to encourage and facilitate the replication of this model; and
(c) provide a source of financing for Central Sanduq as the extended seed money in
village based sanduqs and its returns (from lending activities) would be eventually
injected in the Sanduq Markazi as one source of its capitalisation (see WP6). The first
tranche of seed money will be released after a one year probation period for each
sanduq where activities would be based on own resources.
182. Staffing, technical Assistance and training. The project will provide specialized
training in micro finance to staff at central and provincial level (except those covered by
the NERRDP).Separate Micro Finance Units will be established in the Provincial
Directorates to oversee the implementation of this component at local level (see
component 4 below). Training would be provided for staff and leaders of sanduqs by
national or regional service providers. International & National Expertise necessary to
develop, monitor and evaluate the Micro Finance Sanduqs network will be provided. This
will cover the areas of micro-finance development and accounting, local-institutions
organization and community development.
183. Service providers for capacity building. The design team confirmed the
availability of several institutions and NGOs within Syria and in the region to provide the
necessary capacity building. The main active service providers are: the Consultative
Group to Assist the Poor (CGAP); Sanabel - Microfinance Network of Arab Countries; the
Microfinance Information Exchange, Inc. (MIX); Syria Trust for Development; Fouadi, the
Foundation for Advancing Development Integration; and the Syrian Enterprise and
Business Centre (SEBC).
184. The Italian Cooperation role. Italian intervention would enhance considerably
the effectiveness of IFAD/GOS Microfinance investments. Italy is in principle considering
a package of financial assistance to Syria in the range of about Euro 8.0 million for a
period of 3 years, to finance (a) investment packages related to enhancement of the
present sanduqs and their replication and scaling up; (b) testing other types of bankable
community based MFIs; (c) creation of an Interim Refinancing Facility for sanduqs; and
(d) provision of short-term technical assistance in strategic areas, including
strengthening the capacity of State Planning Commission in policy development and
monitoring of community based MFI; legalization of sanduqs, and assisting the CBS and
MOF in the preparation of appropriate Prudential Framework for Micro Finance Sanduqs.
185. Monitoring Sanduqs. A set of best practices have been identified and would be
followed during project implementation and beyond regarding implementation
approaches and M&E. A number of state of the art performance indicators will be
measured and followed up during project implementation encompassing project quality;
financial sustainability and efficiency (see WP 6). Sanduqs will be audited annually.
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Component 4: Project coordination and management
186. ILDP would ensure efficient coordination and management of project activities at
the national and provincial levels. It would support the establishment and operation of a
National Project Directorate (NPD) headed by a national Project Director (PD) and
fourteen Provincial Project Directorates (PPDs), each headed by a Provincial Project
Manager (PPM). The NPD and PPDs will be responsible for the coordination and
management of project activities in accordance with approved annual work plans and
budgets (AWP/Bs) at the national and provincial levels. A national project steering
committee (PSC) will be responsible for policy decisions at the national level. In the
provinces, like all agricultural activities, the project will be under the overall supervision
of the Branch Agricultural Committee which is headed by the Provincial Governor.
187. Provision will be made for salaries and incentives for officers and staff, field
allowances, vehicles and office equipment as well as for operating and maintenance
costs. Provisions will be also made for national and international technical assistance and
studies, as well as capacity building for project management and implementation staff.
188. Institutional Support and training. To ensure smooth coordination and
management of project activities, provision will be made for: (a) project start-up (launch
or sensitization) workshops one at the central and fourteen at the provincial levels ;
(b) workshops to familiarize implementing staff and beneficiaries, at the provincial level,
with project objectives, components, implementation strategy, and administrative and
management procedures; and (c) annual review workshops to assess implementation
progress as the basis for preparing the AWP/Bs. Provision will be made for specialized
training, of project staff at the national, provincial and district levels. The subjects
covered will be project cycle management (including participatory planning and M&E),
implementation modalities, gender issues and financial management. In addition,
training will be provided for field-level staff, AEUs and ESUs, in implementation
approaches, gender issues and technology transfers.
189. Technical Assistance. Funds will be allocated for mobilizing the services of
international consultants, for capacity-building and training in advanced technologies
related to various aspects of the livestock value chains. Funds will also be allocated to
review the M&E systems of ongoing IFAD-funded projects in Syria in order to develop a
revised system on the basis of the Results and Impact Management Systems (RIMS),
consistent with participatory roles, gender-disaggregated data collection, and
environmental aspects of the project. The participatory M&E system will emphasize:
(a) monitoring of the physical and financial progress and impact of project initiatives;
(b) impact and sustainability of funded initiatives; and (c) efficient use of facilities.
190. Studies and Surveys. Baseline surveys will be funded and conducted in each
province during the first year of project implementation. The objective will be to assess
the physical and socio-economic status of villages and their inhabitants in order to define
their ‘baseline’ status and select the poorest villages to be targeted by project activities.
Follow-up household surveys will be carried out during project interim reviews (IRs) and
at project completion. Provision will be made for a first IR during the second half of PY3
and a second one during the second half of PY5, and for a project completion report. The
project will also finance a number of thematic and diagnostic studies that will help shed
light and resolve specific aspects of project implementation, as needed.
IV.
IMPLEMENTATION AND INSTITUTIONAL ARRANGEMENTS (KSF 4)
A.
Institutional Development and Outcomes
191. Approach. The project will be implemented by government institutions with
outsourcing to non-government entities, as needed, under the overall responsibility of
MAAR as lead ministry. Being national in scope, effective coordination and management
is crucial and will be driven by the following considerations: (a) the systematic use of
existing institutions and capabilities whilst making necessary adjustments for building up
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their capacity where needed (provincial agricultural directorates); (b the need for
effective guidance and coordination at the central and provincial levels while observing
GOS drive to decentralization of decision making at local level; and (c) the imperative of
having effective project M&E systems at the national and provincial levels to provide the
necessary information for decision making and to achieve project objectives.
192. Project Steering Committee (PSC). This is a high-level inter-ministerial
Committee with authority in all matters of policy and coordination. It would consist of
representatives of central MAAR directorates, of MET, MI, MLA and SPC, and be chaired
by the Minister for MAAR or his representative. Specifically PSC will be responsible for
(a) defining the general policy framework of project implementation; (b) provide
conceptual, strategic and policy guidance for the design and implementation of project
activities in conformity with GOS development strategies and policies; (c) approve AWPB
and monitor project progress; (d) ensure effective cooperation between the project
implementing partners; (e) ensure project interventions are coordinated with other
projects and programs where appropriate; and (f) solving problems and potential
conflicts of interest between participating departments. PSC will meet at least twice
yearly and on an ad hoc basis as and when deemed necessary. The Project Director (PD)
will serve as PSC secretary.
193. National Project Directorate (NDP). MAAR will create a new directorate within
its structure to be called the National Project Directorate (NDP) to overseer project
implementation. NPD will be headed by the national Project Director (PD) appointed by
the Minister of MAAR. PD will be responsible to the Minister to whom he/she will report
though the PSC. NDP will implement some project activities using its own staff and
capabilities but will outsource the implementation of other project activities to principal
implementing partners (PIPs). NPD will be responsible for overall project programming,
financial management, contracting implementing partners, M&E, progress reporting and
for regular liaison with the Government, IFAD and other cofinanciers. The NPD will be
composed of seven operational divisions (see WP 7): administration and finance; M&E;
livestock production; rangeland development; extension; gender and rural Women
development; SBMs/rural microfinance.
194. Provincial Project Directorates (PPDs). Fourteen PPDs will be established, one
in each of the 13 Syrian provinces other than Damascus, and one in Al Ghab special
region to overseer project implementation in the provinces. The PPD will be headed by a
provincial project manager (PPM) appointed by the Minister for MAAR. The PPM will be
responsible to the PD for all project affairs in the province and reports to him. PPD will
be responsible for direct implementation of the SBM/Microfinance component of the
project and for following up on the implementation of other project activities in the
province performed by other implementing partners. It will also be responsible for the
selection of project beneficiaries, monitoring and supervising implementation and,
managing project funds at the provincial level and M&E and reporting.
195. Principal Implementing Partners (PIPs). The NDP will outsource the
implementation of some project activities to PIPs. PIPs will include (a) MAAR
departments at the central level and their provincial representation within the provincial
directorates of agriculture and agrarian reform (DAAR); (b) other Government entities
and Ministries in accordance with their mandates, responsibilities and capabilities;
(c) farmer organisations, NGOs, and private sector service providers, and other relevant
institutions in accordance with their capabilities. Outsourcing will be through signed MOU
or contracts/agreements between the NPD and the concerned PIP. Activities outsourced
to PIPs will also appear in the project’s AWPBs.
B.
Implementation Arrangements and Responsibilities by Components
Subcomponent
Livestock Development Component
196. Pilot system for animal registration and performance control. The
interventions under this subcomponent would be implemented by DAP and the Ministry
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of Industry under the overall guidance, financial management and M&E of the NPD and
PPDs. MAAR would provide the required incremental staff for DAP, while the NPD and
PPDs would mobilize technical assistance, training, goods and services, and provide
incentives for staff assigned on a full-time basis for implementation of activities under
this subcomponent. In consultation with, and facilitation by, the NPD and PPDs, DAP
would establish a task team for implementing the animal performance control system
that includes the development and management of a national herd book for cattle and
small ruminants. MI, in consultation with NDP would establish a task team for
implementing the development of a dairy quality control system.
197. Support to livestock genetic improvement and production of improved
breeds. The interventions under this subcomponent would be implemented by GCSAR,
under the overall guidance, financial management and M&E of the NPD and PPDs. MAAR
would provide the required incremental staff for GCSAR, while the NPD and PPDs would
mobilize technical assistance, training, goods and services, and provide incentives for
staff assigned on a full-time basis for implementation of activities under this
subcomponent. GCSAR, in consultation with NDP would establish a task team for
implementing the applied research programme on genetic improvement and production
of improved breeds in collaboration with ACSAD and ICARDA in their respective areas.
198. Support to animal health delivery. The cluster of interventions under this
subcomponent would be implemented by DAH and DVD at the central level and their
provincial structures under the overall guidance, financial management and M&E of the
NPD and PPDs. MAAR would provide the required incremental staff for DAH and DVD,
while the NPD and PPDs would mobilize technical assistance, training, goods and services
and provide salary incentives to staff assigned on a full-time basis for implementation of
animal health and veterinary drugs activities. In consultation with, and facilitation by, the
NPD and PPDs, DAH and DVD would establish the following implementation task teams:
(a) a joint task team to be set up by DAH and DVD with facilitation by the NPD senior
veterinary officer for implementing the intervention on animal health; (b) a joint task
team for developing and implementing a programme on surveillance and epidemiology
studies; (c) a joint task team for implementing the quality control of locally-produced
veterinary drugs, and the quality enhancement of locally-produced vaccines; and (d) a
joint task team for implementing the intervention on the quality control of red meat.
199. Support to livestock extension services and training. Activities under this
component would have national coverage. Under the overall guidance, financial
management and M&E of the NPD and PPDs, the lead coordinating institution for the
implementation of this subcomponent would be DAE, in close collaboration with and with
contributions from, DAP, DAH and DRW at the central level and their respective provincial
structures. MAAR would provide the required incremental staff for these four
directorates, while NPD would mobilize technical assistance, training, goods and services
and provide salary incentives to staff assigned on a full-time basis for implementation of
this subcomponent. In consultation with, and facilitation by, the NPD senior extension
officer, DAE, DAH, DAP and DRW would establish joint multidisciplinary extension task
teams at the ESU and AEU levels. To ensure efficient coordination and harmonization of
extension approaches and delivery on the ground, the ETTs selected by ILDP and their
originating ESUs and AEUs would be integrated into the management structures of the
interventions of other IFAD supported projects with agreed upon finance by ILDP.
Rangeland Improvement and Development of Feed Resources Component
200. Activities under this component would focus on the large ASZ 5 (Badia), with pilot
interventions for development feed resources in ASZ 4 and 3. Interventions in the Badia
rangelands under this component will cover eight of the project’s 13 provinces. Designed
with the objective of scaling up the successful BRDP due to close in June 2011, this
component would be implemented by the existing PMU of the BRDP, under the overall
guidance, financial management and M&E of the NPD. As with all completed projects, the
Government has agreed to maintain the PMU for that purpose. It is well staffed and
sufficiently experienced to ensure adequate implementation, and is composed of a
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central management unit located in Damascus and a network of eight provincial project
directorates.
Development of SBMs and Micro Finance Component
201. SBMs dairy marketing and processing. Given that the MAAR does not have a
specific entity in charge of SBM development in agro-industry, the ILDP would create its
own internal capacity to provide the core expertise necessary for implementation of this
subcomponent. At NPD level, there would be an SBM development unit within the
SBM/Microfinance Division staffed by a senior agro-industry specialist and a business
development specialist. At the PPD level, there would be a processing specialist in each
of the fourteen PPDs. In addition ILDP would provide adequate support in the form of
training, equipment and technical backstopping by national technical assistance.
202. Rural microfinance development. Because MAAR does not have sufficient
capacity to implement a nationwide rural finance development programme, ILDP would
create such a capacity. At NPD level, there would be a Microfinance development unit
within the SBM/Microfinance Division staffed by a senior rural finance specialist, sanduq
organiser, accountant/auditor. At the PPD level, there would be a Sanduq sub-section in
each of the nine PPDs where sanduqs are to be promoted by ILDP. Each sub-section
would be staffed by a Sanduq organiser and accountant /auditor. This sub-section would
receive technical backstopping and support from the relevant unit at NPD and with the
help of training and technical assistance from other IFAD project with experience in this
field. Sanduq establishment in the selected villages would be on the willingness of the
constituency using mechanisms established under IRDP and JHADP.
C.
Collaborative Framework
203. Main Implementing Agencies and their roles. The four main agencies involved
in ILDP implementation would be: MAAR, MLA, MET and MI. MLA is in charge of
management and quality control of red meat in slaughterhouses; MI plays a major role
in the agro-industry sector; and MET is involved in the development of SBMs. MAAR
would be the lead agency in charge of implementing the project, for appointing members
of the PSC. It would house the NPD at the central level and the PPDs in their respective
provinces, and play a major role in project staffing, procurements of good and services
according to IFAD guidelines, etc. Details descriptions of MAAR and other agencies roles
and responsibilities are described in Working Paper 7.
204. Technical partners in implementation. Technical directorates of the project
implementing partners, particularly of the MAAR, would play an important role in
providing technical support for project implementation. These include: DAP for the
livestock development programmes; DAH for the animal health programmes; DVD for
drugs and vaccines; DAE for technology transfers to farmers and livestock producers;
DAM for market and price information; DRW for women’s programmes; and GCSAR for
livestock research, including genetic improvement (details in WP7). Private consulting
engineering firms and contractors would be key players in feasibility studies and for the
design of construction work funded under the project. Qualified consulting engineering
and construction firms are widely available in the country.
205. Links with complementary projects. ILDP has been designed as a precursor to
a major government programme for livestock development. It would consolidate and
scale up the ongoing BRDP, including full beneficiary responsibility for the maintenance
and management of commonly-created assets in improved rangelands. It would also
complement and scale up the ongoing IRDP and complete JHADP, CMADP, SRADP
interventions in establishing demand-driven rural MFIs, SBMs in the livestock value chain
and for gender mainstreaming and strengthening of field-level AEUs.
206. Integration with the IFAD Country Programme. ILDP has been designed on
the basis of a whole set of lessons learned from IFAD’s previous projects and grants and
aims at scaling up successes particularly in the areas of micro finance and range
development (see III A, D, E).The project is fully in line with the ongoing COSOP,
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government policies and strategies as well as donors interventions in the agriculture and
livestock sector (see III B,D,E) and would provide models for further scaling up
replication and lessons for future IFAD country programme development in Syria.
D.
Results-Based M&E
207. ILDP would establish an M&E system at the national and provincial levels, designed
to perform two key functions: progress monitoring and impact M&E. Both are part of a
systematic, participatory learning process geared to ensuring that a project attains its
planned objectives and impact (WP 7). Progress monitoring would be done at all levels
by NPD, PPDs, and staff of implementing partners and by the beneficiaries themselves. It
would measure the project’s physical and financial progress, including specific
information on targeting, gender mainstreaming, outputs and outcomes by component
following selected indicators (Logframe, Annex 2). The M&E would be based on
performance indicators following the logframe. Indicators are SMART (specific,
measurable, attributable, reliable and time bound), and fulfil RIMS requirements.
Impact M&E involves regular reviews and assessments of performance, and changes
occurring in the livelihoods of project beneficiaries to alert management to changes
needed to ensure that the project achieves its objectives. It would be undertaken
through: (a) discussion among different stakeholders including the target beneficiaries,
through AWP/B exercises; (b) inclusive participatory consultations on specific issues;
(c) participatory annual reviews of activities; and (d) a completion assessment as an
input for the project completion report. IFAD’s independent Office of Evaluation (OE)
may also undertake a formal evaluation of the project.
208. M&E officers in the NPD and PPDs would collect and analyse data gathered by
implementing partners at the provincial level on the basis of agreed reporting formats
and timing. The M&E officer at the NPD would consolidate and further analyse the input
from PPD M&E officers, provide them with back-up and technical support, coordinate
implementation of the project’s management information system and ensure
consistency, accuracy and timeliness of all reporting. M&E activities would be based on
the IFAD Guidelines for Project M&E. Immediately after establishment of the NPD and
PPDs, M&E experts would be deployed to assist in designing and establishing the M&E
system, including a gender-disaggregated system of data collection and reporting. The
system would be designed to capture the rate of implementation against planned targets
and objectives, as set out in the project design document and reflected in the AWP/Bs.
209. Start-up. The project would conduct a series of workshops one at the central level
and fourteen at the provincial level with the objective of sensitizing and building of a
sense of ownership of the project’s objectives and scope among the NPD, PPDs,
implementing partner staff and project beneficiary organizations. At these workshops,
time would be allocated to an M&E session during which the project’s logframe would be
reviewed and indicators modified, if needed.
210. The RIMS. The system would be fully incorporated into project M&E which would
be designed to allow for RIMS first- and second-level indicators to be monitored on a
constant basis so as to facilitate their computation and reporting at the end of the year.
RIMS third-level indicators would require specific surveys at the start of the project,
during the second IR in PY5 and at project completion. These indicators would be
measured and analysed as part of the baseline surveys, the MTR and the PCR.
211. Reporting. The NPD would be responsible for establishing and operating the
project reporting system. It would involve brief monthly progress reports by each PPD
covering both its own work and that of implementing partners at the provincial level.
These reports would be forwarded to the NPD in accordance with an agreed format,
frequency and coverage (WP7). Project-wide quarterly progress reports would be issued
by the NPD, for the information of the PSC and IFAD. An annual project progress report
would be produced by NPD within two months of the end of each financial year.
212. Interim Reviews. Given the eight-year implementation period of the proposed
project and its innovative and pilot initiative features, two IRs would be conducted in lieu
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of one single review at mid-term. The first IR would be conducted towards the end of
PY3 to assess the overall progress, achievements and constraints prior to scaling up, and
recommend necessary adjustments. A second IR would be conducted towards the end of
PY5 to update the first IR and further assess emerging impact and likely sustainability
and recommend necessary adjustments for the remaining period. The IRs would be
carried out jointly by the lead project implementation agency and IFAD, based on terms
of reference prepared by the Government and approved by IFAD.
213. Supervision Arrangements. IFAD would directly supervise the project every six
months, and focus on fiduciary and implementation support functions in collaboration
with CPMT. The composition of supervision missions would be based on the supervision
plan (overall and annual) to be discussed at start-up which would highlight the main
thematic or performance areas in need of strengthening. One of the semi-annual
supervision missions would be scheduled to coincide with an annual review workshop, to
be scheduled by NPD close to the end of the financial year and to be attended by all
stakeholders at both the national and provincial levels. The annual review workshop
would provide an opportunity for the supervision mission members to work closely with
all stakeholders to assess progress and constraints, and to facilitate review and approval.
214. Project CPMT. The Country Programme Management Team (CPMT) is a resource
group of stakeholders in IFAD’s country programme who participate in the entire cycle
from the COSOP through programme design, implementation and supervision. During
implementation the CPMT is the anchor for all country level activities. Managed by the
CPM it will support him and the project management team in ensuring orderly
implementation and achievement of project objectives. The broad in country CPMT will
include the CPM, the IFAD legal counsel, loan officer, portfolio management officer, senior
representatives from MAAR as the main implementing agency, from other Ministries,
SPC, and the main PIPs. It will also include the country presence officer; the project
directors of all ongoing IFAD-supported projects; representatives from the participating
Banks, private sectors involved (large dairy processors), civil society (NGOs, CBOs,
sanduqs, RMCs etc.), and the cofinanciers with presence in the country. Not all CPMT
members will be involved in every process. The CPM will arrange the CPMT and its
members in various configurations tailored to suit the specific task at hand. While the
core members may be actively involved in most CPMT activities, others will likely be
involved in only few where their position and/or expertise is of particular relevance. As
such, the terms of reference for the CPMT and its membership will be task-specific.
V.
PROJECT BENEFITS, COSTS AND FINANCING
A.
Summary benefit analysis
215. Project benefits. Project activities would benefit a large number of poor rural
households: small sheep, cattle and buffalo holders; small milk producers, collectors and
processors living in poverty-stricken seasonal settlements in the Badia and in settled
villages across all provinces, as well as poor rural women and youth. Their income
would be increased through project investments under the various components. Project
investments in strengthening animal production support services would help reduce
poverty and enhance livelihoods through improvements in milk and meat production,
increasing farmers’ incomes, access to employment opportunities, and through quality
nutrition and lower animal feed costs.
216. Efficiency in terms of productivity gains of small ruminant and cattle production
systems would be achieved mainly as a result of increased feed availability, reduced feed
costs, better animal nutrition and health, superior and higher-performing breeds and
quality herd management. Efficiency in terms of contributions to value addition in the
dairy chain would be achieved first from improved milk production, collection and pricing
practices based on quality , and better standards of sanitation and hygiene; and,
secondly, from better application of the rules and quality norms for processing milk into
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safe dairy products, and their fair marketing. Micro finance and credit to SBAs would
benefit the target groups through support to income generating activities.
217. The project is expected to have positive social and environmental impact:
(a) improved rangelands in the Badia through land resting, re-seeding, and fodder shrub
planting. This would increase dry matter per hectare from an average of 100 kg/ha to
1,000 kg/ha and reduce nomadic transhumance to shorter distances; (b) sustainable
pasture management and biodiversity conservation of native fodder plants resilient to
drought; and (c) biodiversity conservation of indigenous cattle and small ruminant
breeds that are resistant both to disease and to the effects of climate change.
218. Project beneficiaries. The livestock development and rangeland development
components would reach directly the targeted 67,500 livestock household producers, of
which 52 per cent are in the Badia and the remainder in ASZs I, II, III and IV, covering
all priority areas estimated at 1,260 villages. In addition, the rangelands improvement
interventions in the Badia would generate greater seasonal and part-time employment
for more than 24,000 men and women in activities related to seed collection, re-seeding,
planting of fodder shrubs, construction of underground cisterns and hafirs for water
harvesting, and maintenance of improved pastures.
219. Other project services such as extension and training, animal health and veterinary
drugs, milk collection and quality control would have an indirect impact on livestock
producers all over the country. The SBM development subcomponent would reach 2,250
rural SBMs as service providers in milk collection and processing through access to
existing credit lines and the financial services of sanduqs. In addition, sanduq rural
microfinance development will have a direct impact on 8,000 rural women as micro
borrowers for establishment of income-generating activities. The number of potential
direct beneficiaries by category of target group is shown in Table 1.
220. From an institutional perspective, the project would: (a) build up the capacity of
the field-level support services of MAAR in animal production, animal health and
veterinary drugs, extension and rural women’s development; (b) reorganize and
consolidate the above-mentioned services, composed of 111 support extension units and
1,085 AEUs, into multidisciplinary extension task teams and train their staff of engineers
(2,262 men and 1,627 women), 2,054 technicians, 620 veterinarians and 4,972 auxiliary
veterinarians; (c) establish and train 130 new LPICs and their RMCs in the Badia;
(d) enhance and train 140 new village-level sanduq MFIs; and (e) transform and train
2,250 small-scale private milk collectors and processors to ensure that they comply with
food quality hygiene and safety standards. The impact of this institutional development
is expected to yield significant gains in terms of empowerment of livestock producers
and their local-level organizations and service providers.
Table 1: Potential project beneficiary households
Target beneficiaries
Small and medium-sized sheep and
goat producers
Large sheep and goat producers
Small cattle producers
Buffalo producers
Sub-total, livestock producers
Small dairy collectors and processors
Rural women (micro loans for IGAs*)
Total
Total
41 500
3 500
22 000
500
67 500
2 250
8 000
77 750
* Income-generating activities.
47
ASZ 5 (Badia)
31 500
(sheep only)
3 500
(sheep only)
35 000
1 500
1 000
37 500
ASZ 4,3.2.1
(outside Badia)
10 000
(sheep and goats)
22 000
500
32 500
750
7 000
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B.
Summary cost table
221. The total project costs including physical and price contingencies are estimated at
USD 73.13 million (SYP 3,637 million) spread over an eight years implementation period.
The foreign exchange component totalling USD 12.68 million (SYP 590 million) represents
18 per cent of the total base costs. Physical and price contingencies account for about
3 per cent of total project costs. The investment costs totalling USD 54.79 million
(SYP 2.548 million) represent 78 per cent of the total base cost. The recurrent costs
totalling USD 15.88 million (SYP 738 million) represent 22 per cent of the total base costs.
Project costs by components are summarized in Table 2. A complete set of summary tables
and detailed costs tables are attached in Annex 3.
Table 2: Project Cost Summary
(SYP Million)
Local Foreign Total
A. Livestock Development
Pilot system for animal registration & performance control
Support to livestock genetic improvement & production of improved breeds
Support to animal health and veterinary services
Support to livestock extension services and training
Subtotal Livestock Development
B. Rangelands Improvement and Development of Feed Resources
C. Development of BM and Micro Finance
Support to SBM for dairy marketing and processing
Support to Rural Microfinance
Subtotal Development of BM and Micro Finance
D. Project Coordination and Management
Total BASELINE COSTS
Physical Contingencies
Price Contingencies
Total PROJECT COSTS
C.
(US$ '000)
% % Total
% % Total
For
Base
For Base
Exch Costs Local Foreign Total Exch Costs
75
155
41
230
500
998
113
86
21
81
301
51
188
240
62
311
801
1 050
60
36
34
26
38
5
6
7
2
9
24
32
1 605
3 324
883
4 940
10 752
21 469
2 439
1 842
450
1 750
6 480
1 105
4 043
5 166
1 333
6 690
17 232
22 574
60
36
34
26
38
5
6
7
2
9
24
32
318
261
579
619
2 697
58
251
3 006
65
3
68
169
590
9
32
631
383
264
647
788
3 286
67
284
3 637
17
1
10
21
18
13
11
17
12
8
20
24
100
2
9
111
6 832
5 621
12 453
13 317
57 991
1 248
896
60 135
1 406
54
1 460
3 635
12 680
193
121
12 994
8 238
5 675
13 913
16 952
70 671
1 441
1 017
73 129
17 12
1
8
10 20
21 24
18 100
13
2
12
1
18 103
Project Financing: IFAD, Cofinanciers, Government and Beneficiaries
222. The project would be financed by a loan from IFAD of USD 27.4 million, on
intermediate terms, a regular grant of USD 0.59 million and USD 16.37 million from the
Government. The beneficiary contribution for the sanduq establishment and SBMs is
estimated at USD 1.76 million. The remaining USD 27.0 million is expected to be
financed by the French Agency for Development. The proposed financing plan is
summarized in Table 3 below.
Table 3: Project Financing by Components
IFAD
Amount %
A. Livestock Development
Pilot system for animal registration & performance control
Support to livestock genetic improvement & production of improved breeds
Support to animal health and veterinary services
Support to livestock extension services and training
Subtotal Livestock Development
B. Rangelands Improvement and Development of Feed Resources
C. Development of SBM and Micro Finance
Support to SBM for dairy marketing and processing
Support to Rural Microfinance
Subtotal Development of SBM and Micro Finance
D. Project Coordination and Management
Total PROJECT COSTS
D.
IFAD Grant
Amount %
French AD
Amount
%
Beneficiaries The Government
Total
Amount % Amount
%
Amount %
5.7
7.2
1.9
9.6
24.4
31.9
Local Duties
For.
(Excl.
&
Exch. Taxes) Taxes
2 857
1 879
1 354
6 477
12 566
2 448
68.5
35.6
96.9
92.0
70.3
10.5
0
0
0
0
0
0
-
0
2 818
0
288
3 106
19 878
53.4
4.1
17.4
85.3
0
0
0
0
0
0
-
1 311
581
43
272
2 207
987
31.5
11.0
3.1
3.9
12.3
4.2
4 168
5 277
1 397
7 036
17 879
23 314
2 482 1 454
1 883 3 288
465
890
1 780 4 985
6 610 10 617
1 174 21 994
232
106
43
272
653
146
2 604
4 855
7 458
4 937
27 410
31.2
85.2
53.1
27.6
37.5
498
91
589
0
589
6.0
1.6
4.2
0.8
4 016
0
4 016
0
27 000
48.2
28.6
36.9
1 004
753
1 757
0
1 757
12.0
13.2
12.5
2.4
218
0
218
12 961
16 373
2.6
1.6
72.4
22.4
8 340 11.4 1 423 6 699
5 698
7.8
54 5 643
14 037 19.2 1 477 12 343
17 899 24.5 3 733 13 614
73 129 100.0 12 994 58 567
218
0
218
551
1 568
Disbursement, Procurement and Accounts
223. Annual Work Plan and Budget. The Annual Work Plan and Budget (AWPB) will
be prepared by the Project Director, reviewed by the Project Steering Committee prior to
submission to IFAD for non objection. The AWPB will show detailed activities, unit costs
and monitoring indicators for results and impacts, as well as the modality of
implementation. The AWPB will include a procurement plan for the eighteen (18) months
to be submitted separately to IFAD for non objection.
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224. Disbursement. The IFAD financing (loan and grant) will be disbursed over a
period of eight years. The estimated disbursement schedule for the IFAD financing is
shown in Table 4 below. Annual requirements for IFAD financing from the loan range
between USD 0.80 million to a maximum of USD 7.16 million. In order to facilitate timely
payments and due to Government inability to pre-finance IFAD target group, payment
will be made through direct payment to a Special account opened in a bank acceptable
to IFAD. The initial deposit into the Project Special Account would be about
USD 2.5 million equivalent in Euros in year 1 and increase to about USD 3.5 million
equivalent in Euros by year 3, and reduced to about USD 0.6 million equivalent in Euros
during the last 3 years. The replenishment of the Project Special Accounts will be made
against Certified Statement of Expenditures (SOEs).
225. Disbursement from the Grant will be made through a Grant Account. In order to
facilitate timely payments and due to Government inability to pre-finance IFAD eligible
expenditures. Disbursement from IFAD Grant Account would be made on the basis of the
approved Annual Work Plan and Budget (AWPB). The disbursement would be through
three (3) instalments: (a) First instalment equivalent to 100 per cent of the first
approved AWPB; (b) Second instalment: upon justification of at least 80 per cent of the
first AWPB, IFAD would release the eventual balance of the first AWPB in addition to
90 per cent amount claimed under the second AWPB; (c) third instalment: The
remainder balance of the grant amount will be disbursed upon receipt of the final report
in a satisfactory form with the final SOE.
226. The disbursement accounts are similar to expenditure accounts. The financing rules
adopted for the disbursement accounts are 100 per cent of cost excluding: (a) all
recurrent costs of the Coordination and Management Component; and (b) taxes and
duties. These would be Government’s contribution. The Government would finance
around 15 per cent of total project costs. The project disbursement by semester is
summarized in Table 4.
Table 4: Disbursement by Semester (USD’000)
IFAD
Amount
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Total
3 622.5
3 622.5
3 692.4
3 692.4
2 818.3
2 818.3
1 291.0
1 291.0
1 057.1
1 057.1
489.0
489.0
418.8
418.8
316.1
316.1
27 410.1
Financing Available
IFAD
Grant
French AD
Amount
Amount
87.5
87.5
174.5
174.5
6.4
6.4
6.5
6.5
6.5
6.5
6.5
6.5
6.6
6.6
588.9
1 469.3
1 469.3
952.9
952.9
1 575.4
1 575.4
2 566.6
2 566.6
1 980.7
1 980.7
2 082.6
2 082.6
2 072.9
2 072.9
799.9
799.9
27 000.5
Beneficiaries
Amount
43.0
43.0
161.3
161.3
182.0
182.0
111.5
111.5
111.5
111.5
134.5
134.5
134.5
134.5
1 756.7
Total
5 134.8
5 134.8
4 894.0
4 894.0
4 750.3
4 750.3
3 975.5
3 975.5
3 155.7
3 155.7
2 712.5
2 712.5
2 632.7
2 632.7
1 122.6
1 122.6
56 756.2
Costs to be
Financed The Government
Project
Cumulative
Costs
Cash Flow
Cash Flow
6 608.0
6 608.0
5 965.5
5 965.5
5 754.2
5 754.2
4 917.7
4 917.7
4 098.0
4 098.0
3 632.2
3 632.2
3 555.3
3 555.3
2 033.4
2 033.4
73 128.9
-6 608.0
-1 473.3
-830.7
-1 071.4
-860.2
-1 004.0
-167.4
-942.2
-122.5
-942.3
-476.5
-919.7
-842.8
-922.6
599.3
-910.9
1 122.6
-16 372.7
-6 608.0
-8 081.3
-8 912.0
-9 983.5
-10 843.6
-11 847.6
-12 015.1
-12 957.3
-13 079.8
-14 022.1
-14 498.6
-15 418.3
-16 261.0
-17 183.6
-16 584.4
-17 495.3
-16 372.7
-16 372.7
227. Procurement. The procurement of goods, works and services to be financed from
the proceeds of IFAD’s financing would be in accordance with the Fund’s procurement
guidelines, observing the following specific principles (see WP 8): (a) procurement would
be carried out in accordance with the Financing Agreement and any duly agreed
amendments thereto; (b) it would be conducted within the project implementation
period, except as provided for under Article 4.10(a)(ii) of IFAD’s General Conditions or
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where the loan agreement provides for retroactive financing and then within the limits
therein specified; and (c) the cost of the procurement is not to exceed the availability of
duly allocated funds as per loan agreement.
228. Procurement would be consistent with approved AWP/Bs,
procurement plan for a period of at least 18 months (see WP 7).
E.
and
include
a
Economic and Financial Analysis
229. Project investments would raise livestock productivity and incomes of the target
group, while directly and indirectly providing quantifiable benefits to the Syrian economy.
These benefits would be in the form of improved production and productivity by animal
unit, increased productivity of rangelands and availability of feed resources, quality
control of milk production and processing, improved marketing of livestock products, and
increased access by the rural poor, particularly women and unemployed youth, to
microfinance services. It would empower: (a) nomadic communities as a result of grassroots formation of socially cohesive LPICs that can take decisions to achieve sustainable
management of improved rangelands; and (b) village communities to set up and
manage microfinance sanduqs. Other direct project benefits resulting from activities such
as capacity-building and training, and indirect benefits were not considered.
230. Financial and economic analyses were conducted to determine the viability of the
project. Financial analysis was undertaken based on: (a) representative activity budgets
and activity models for the various livestock systems, using the prevailing herd
management and looking at incremental costs and benefits due to project interventions
in genetic improvement, livestock health services, transfer of technologies in herd
management, improved feeding mixes, enhanced integration of fodder crops in rainfed
farming systems and improved pasture in the Badia rangelands; and (b) representative
income generating enterprise models for milk collection, processing and marketing in the
dairy value chain. Project’s economic analysis was conducted by aggregating from the
activity budgets to the overall area that would benefit from the project activities (main
assumptions and activity budgets and models are detailed in WP 9).
231. In order to determine the project’s potential impact on individual livestock
producers, detailed financial analysis of livestock activities and flock budgets were
carried out for the following typical models in the Badia rangelands (ASZ V) and rainfed
areas (ASZs III and IV): (a) small-size sedentary flock (model 1); (b) medium-size
semi-sedentary flock (model 2); (c) large-size extensive flock (model 3); and (d) smallsize improved cross-bred cattle (model 4). These models were developed and used to
arrive at incremental incomes. The financial results indicate that the household benefits
after financing would increase in model 1 by 106 per cent, in model 2 by 125 per cent, in
model 3 by 260 per cent and in model 4 by 80 per cent.
232. For evaluating the financial viability of small and medium-sized enterprises (SMEs),
two representative models in the dairy value chain were considered. The first was a milk
collection centre with a capacity of 5 mt/day; the second was a dairy processing unit
with a capacity of 2 mt/day. A cash-flow analysis was carried out for each MSE to arrive
at expected annual costs and returns using market prices and prevailing terms and
conditions of short- and medium-term loans from ACB. The financial results show
attractive incremental returns in both cases. For the milk collection centre model, the
generated annual incremental income would pay back the investment over a period of
seven years. For the dairy processing model, the resulting incremental net annual
income would be able to pay back the investment within one year.
233. Economic rate of return. The economic project costs have been derived from the
financial cost of the incremental investment and recurrent costs by applying the
appropriate conversion factors. Price escalation and taxes were excluded from the
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economic analysis. The stream of net economic benefits has been determined for both
the ‘without’ and the ’with’ project situations. These net benefits were derived by taking
the difference between the ’with’ and the ’without’ project net value of crop production
and deducting the inputted cost of farm labour (project phasing and the assumed
adoption rates are given in WP9). The overall economic internal rate of return (EIRR) on
project investments over 20 years is estimated at about 18 per cent.
234. Sensitivity analysis. This analysis assessed the effect of variations in benefits
and costs, and for various lags in the realization of benefits. The criteria adopted were: a
10 and 20 per cent cost overrun, a 10 and 20 per cent decrease in benefits, and
combinations of the two. Overall, the sensitivity analysis indicates that the project would
be relatively robust and that it would remain economically viable under most foreseeable
adverse conditions. The results of these analyses indicate that: (a) a 20 per cent
increase in costs would decrease the EIRR to 17.2 per cent; and (b) a 10 per cent
decrease in benefits would decrease the EIRR to 17.5%. The combined 20% increase in
cost and 20 per cent decrease in benefits would still ensure an EIRR of 16.3 per cent.
VI.
PROJECT RISKS AND SUSTAINABILITY (KSF 5)
A.
Risk Analysis
235. The potential risks of the project and the mitigating measures envisioned are
presented in the following box:
Risks
1. Effective targeting
The target group of landless,
young people, and womanheaded households, particularly
in remote areas, may prove to
be difficult to reach. Their
inability to access project
interventions could be also a
limiting factor.
2. High frequency of drought
threats as a result of climate
change
The expected high frequency and
intensity of drought may
threaten the sustainability of
rangelands and lead to pressure
on water availability.
3. Provision of training and
mobilization of technical
assistance
Previous projects in Syria have
encountered difficulties in
delivering quality training,
including mobilizing high-calibre
technical assistance owing to the
Government’s inflexibility and
unattractive remuneration for
consultants.
Risk Mitigation Factors
Rating
This risk would be mitigated through effective
extension and widespread information
campaigns at the national level and by
establishment of village based sanduqs
designed to provide outreach to rural
microfinance services.
Medium
To help address this risk, ILDP would
strengthen the existing network of human
and livestock water points in the Badia
rangelands through the construction of
underground cisterns to increase the storage
capacity of water harvested. The project
would not compete on the current use of
water availability. Land resting, re-seeding,
fodder planting and rotational grazing would
restore and maintain rangelands' resilience to
climate change. This resilience would be
enhanced by the introduction of ICBAreleased drought- and salt-tolerant fodder
species.
Medium
Given the importance of training and the need
for high-quality training and technical
assistance for the project, in order to mitigate
this risk it is suggested that unattractive
government conditions for the recruitment of
consultants for project implementation be
waived. This would be reflected as a
covenant in the financing agreement
Low
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B.
Exit strategy and post-project sustainability
236. Sustainability and exit strategy. The Government has demonstrated its
commitment to sustainable pro-poor agricultural and livestock development by adopting
the multi-pronged Vision 2025, of which the cornerstone is efficient use of water and
management of rangelands and natural resources for agricultural production in
low-potential areas. With the support of donors, the Government is in the process of
launching a major, long-term and nationwide investment programme for livestock value
chain development – of which the proposed ILDP is a precursor. In addition, there is high
level political commitment on the part of key ministries with a direct role in the livestock
value chain to fully cooperate in facing the challenge of modernizing the chain and
improving its performance by means of policy changes on food standards in order to
ensure quality dairy and meat products.
237. There was evidence of such cooperation and political will during the ILDP design
mission’s fieldwork. Another indication in this regard is the preparation of donorsupported assessments of major food commodity chains aimed at developing and
supporting a project investment pipeline in the agriculture sector, particularly by the
European Union and Italian and French Cooperation in the context of the EU-Syria
Association Agreement.
238. Project design has been built on lessons learned from previous and ongoing
IFAD-financed projects in Syria and on recent assessment studies of the agriculture
sector by the aforementioned donors. As such, important design features have been
incorporated into ILDP design to ensure appropriate exit strategies. These features are
centred on the taking over of management responsibility by empowered local-level
organizations and user groups, and on capacity-building, involvement of the private
sector and strong institutional commitment.
239. Project support for upgrading the performance of existing private milk collection
and processing systems, and the creation of new milk collection centres with private
operators taking responsibility for operation and maintenance and for training and
capacity-building for all actors in the livestock value chains, would play a crucial role in
ensuring the systems’ sustainability.
240. Regarding rural microfinance, ILDP has been designed on the basis of strong
political commitment for promotion of sustainable MFIs, as manifested by
donor-supported work aimed at the finalization of a national microfinance strategy as the
basis for adoption, in 2011/2012, of a microfinance law, legal operating status and
regulatory prudential rules. The emphasis on capacity-building for the purpose of
creation, upgrading and expansion of SBMs has the ultimate objective of ensuring their
financial sustainability after project completion.
241. Finally, the Government’s current exit strategy for maintaining project
implementation structures with national funding in order to consolidate and scale up the
activities of IFAD-financed projects after completion (e.g. SRADP, JHADP and CMADP)
would also apply to ILDP.
C.
Environmental Classification
242. Project interventions would have direct positive impact on the environment.
However, they would be implemented in poor villages and communities, mainly in
low-potential agriculture settlement zones where there is an evident risk of
environmental degradation as manifested by overexploitation of natural resources,
particularly overgrazing in the Badia rangelands and fragile mountainous areas. The
potential positive impact of the project on the environment would come from
(a) improved rangelands in the Badia through land resting, re-seeding and fodder shrub
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plantation. This would increase the dry matter per hectare from an average of 100 kg/ha
to 1,000 kg/ha and reduce nomadic transhumance to shorter distances; (b) sustainable
pasture management and biodiversity conservation of native fodder plants resilient to
drought; and (c) biodiversity conservation of indigenous cattle and small ruminant
breeds resistant to disease and to the effects of climate change.
243. None of the project activities would be implemented in environmentally sensitive
areas such as national parks, wildlife reserves and classified forests, or have an adverse
impact on archaeological and/or historical sites. The project would not support activities
that might generate significant irreversible or cumulative environmental impacts. It is
therefore classified as “Category B” according to IFAD’s Administrative Procedures for
Environmental Assessment. This classification is based on information gathered during
field visits and on-site assessments in the country.3
VII.
INNOVATIVE FEATURES, LEARNING, KNOWLEDGE MANAGEMENT
AND SCALING UP (KSF 6)
A.
Innovative Features
244. In designing the ILDP, an important consideration of the Government and IFAD was
the replication and scaling up, on over 3 million ha of land in the Badia, of proven new
technical and institutional options for sustainable rangeland management and increased
productivity by animal unit to alleviate poverty and achieve higher efficiency in the use
of common natural resources. In its entirety, therefore, ILDP is a knowledge-creating
project and a precursor to a much larger, long-term national programme for the
transformation and modernization of the livestock production value chain. More
specifically, the project embodies a number of innovative features within the context of
IFAD operations in Syria, including:
3
(a)
The establishment of a system of animal registration and performance
control for dairy and meat production by category of breed and production
system, and its piloting for small ruminants and cattle is a major innovative
and timely undertaking in Syria.
(b)
The introduction of a quality control system for meat in slaughterhouses and
of milk in all the segments of the dairy chain, as well as milk payments
based on quality, through the adoption and strict application of international
standard of sanitation and hygiene are both innovative and pressing needs
for modernization of Syria’s livestock sector.
(c)
The recognition, rather than the suppression, of the role of the nationwide
network of private mobile milk collectors and processors (Jabbans/hallabs)
in the dairy chain and its integration and reorganization to allow fair
commercial practices, is important innovative measures in support of
ongoing policy reforms for a market-based economy in Syria.
(d)
The initiative to assess the opportunity for a public/private partnership to
invest in milk collection centres and refrigeration facility for marketing,
labelled fresh quality meat from Awassi sheep fattened in a major producing
zone such as Hassakeh, is another innovation to modernize the sector.
(e)
The introduction of participatory livestock breeding schemes involving a
large base of qualified private herders, members of herders’ networks to
speed up the production of improved breeds in collaboration with GCSAR is
an innovative option to complement the limited capacity of the public sector.
(f)
Introduction of a participatory extension approach, through the organization
of multidisciplinary ETTs at ESU and AEU field level bringing together for the
For details see Annex 4, Environmental Screening and Scoping Note (ESSN).
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first time technical staff from the Directorates of Extension, Animal
Production, Animal Health and Rural Women. In addition piloting a few ETTs
with the involvement of private input dealers as specialized extension
service providers is an innovative feature.
B.
Project Knowledge Products and Learning Processes
245. Knowledge management. Given the knowledge-creating purpose of the abovementioned innovative features of ILDP, it would be essential to compile and disseminate
project information, experiences and results on an ongoing basis both within country and
to IFAD headquarters. This would be facilitated by the participation of the CPMT in
advising on and supporting ILDP implementation and by an IFAD presence in all livestock
development, rural-finance and natural resources management policy and coordination
forums in-country, through the IFAD proxy country presence officer in Damascus. The
explicit assignment of knowledge management and communication responsibilities to the
M&E officers in the project, and the allocation of funds for communication and
dissemination purposes would add value to the knowledge and learning output. This
would be achieved by preparing brochures on certain thematic experiences during
project implementation and by establishing links with local farmer forums and
community-based organizations in order to discuss and share experiences.
C.
Regional knowledge networking
246. The IFAD proxy country presence officer in Damascus, supported by the Country
Programme Manager and the CPMT members, would organize yearly project portfolio
implementation workshops to allow staff of ongoing projects and other implementing
partners in Syria to communicate and share lessons learned across respective
operations. The project would also make substantial use of the ongoing IFAD/IDRC
"Knowledge Access in Rural Interconnected Areas (KARIANET)”, Phase II, to learn from
and share experience with IFAD projects in the NENA region and the staff of both IFAD
and its partners. It would also link up with ongoing IFAD grants to ICARDA and ICBA for
applied research relevant to ILDP. The project would also link up with the IFAD grant for
Capacity-building in Managing for Results and Impact (CaMaRI), for continuous support
in M&E.
D.
ILDP Scaling Up Approach
247. Scaling up of IFAD achievements is inherently part of ILDP agenda. Two of the
three project components namely: micro finance and rangelands improvement are direct
scaling up of approaches adopted and tested in ongoing and completed IFAD supported
projects in Syria. In addition the underlying approach of community development is a
cross cutting theme that is being scaled up using lessons learnt from past country
programme experience. Below the conceptual framework developed in IFAD’s ongoing
work on scaling up has been used to illustrate that the essential ingredients of scaling up
is embodied in the basic design characteristics of ILDP.
248. Scaling up idea and vision. In the case of microfinance the initial idea was
that of UNDP followed by two IFAD-supported projects at a much large scale (see III-E).
As a result of the success of the sanduq initiatives, MAAR decided to scale up the
initiative three provinces, using government own resources with an initial amount of
USD 3.5 million. ILDP, with other donors and GOS, would support the creation of 140
new village-level sanduqs on a demand-driven basis across all the provinces. The
ultimate aim of these combined efforts is to reach a national scale and to cover the
whole of rural areas in the country and expand the lending and deposit services to
Syria’s “unbanked” population, men and women.
249. For Rangeland Management it was the IFAD-supported BRDP which initiated the
idea of community-based participatory rangeland management; and has at completion
rehabilitated 1.3 million ha of rangelands to the benefit of 17,000 families organized in
140 herders associations. The project brought about significant cumulative gains to the
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Badia rangeland. ILDP aims to scale up this success by with the overall vision to cover, in
the medium term an additional 2 million ha.
250. Drivers for Scaling up. For rural microfinance, the lack of a rural credit
delivery system and the huge unsatisfied demand of credit by the rural poor acted as an
important driver, calling for rapid action to scale up sanduqs as the most promising
solution. This scaling up is a reflection of championships, political and organizational
leadership, and values at a high level in GOS (SPC, MAAR, CBS, and MOF). It was also
driven by village communities whose enthusiasm for sanduq led to its success and local
demand for expansion. External catalysts are represented by financial and other support
received from IFAD, UNDP, Italian Cooperation, CGAP and others which are significant
factors in driving the scaling up of this development intervention. To ensure continuous
momentum, the ILDP will provide incentives at policy decision-makers and project staff
level, local leaders and beneficiaries, and at institutional level in terms of start-up capital
to the sanduq’s own resources; capacity building/training to staff and leaders of sanadiq
and equal opportunities for women. These incentives would be associated with clear
accountability to encourage actors to look at scaling up as a key criterion defining
success.
251. In the case of rangeland management the main driving factor for the original
IFAD intervention was the deterioration in the quality of the range due to overgrazing.
This and the absence of a defined strategy regarding the role of local communities in the
use of rangeland resulted in a strong drive for scaling up the IBRD experience which
tackled successfully these constraints. The scaling up of the rangelands intervention is a
reflection of a strong political and organizational leadership mainly MAAR and the
project’s PSC. Drivers at local level are the provincial governments, the leaders and the
members of herders associations, farmers associations, and the communities
themselves. Funding received from IFAD and AFESD and the commitments of GOS have
been decisive factors in driving the development interventions to scale. An important set
of drivers pushing the scaling up process are the incentives that would be provided by
the project at individual, community and institutional level including: significant increase
in forage availability; construction and equipping of veterinary centres, mobile veterinary
units; distribution of improved Awassi rams; training and technical assistance etc.
252. Scaling up spaces. The legal and policy space for microfinance are provided
through law No. 15 in February 2007, which opened a new frontier in microfinance, the
licensing of the First Micro Finance Institution in Syria (FMFI-S), and the ongoing
formulation, with donors support, of a National Strategy for micro finance (WP 6).
Cultural space is provided through acquiring acceptability among communities and the
rural poor. Sanduqs operate in accordance with Islamic Shariah principles and the
Morabaha Islamic financing mode. Learning space would be provided through creating
a network of Sanadiq with IFAD’s supported ongoing projects, training and technical
assistance, the project M&E system and its knowledge sharing practices (III E). The
institutional/organizational space is provided by the project’s PSC, NPD and PPDs
and the Micro Finance Units in the NPD and PPDs which will be responsible for
implementing the component, as well the support of GOS. The financial space is
secured by ILDP, IRDP and NERRDP support to microfinance sanduq, the MAAR and
DRW’s own finance mentioned above and the financial contribution of the Italian
Government to the scaling up of sanduq and to the formalization of its legal framework.
IFAD, UNDP and Italian Cooperation, and also the KfW, EU, IFC, JICA, UNRWA and CGAP,
support the drivers to scale up, by providing a strong partnership space through
financial and technical support, and to keep momentum and focus of the scaling up
process.
253. The legal space and policy space for rangelands development is provided by
(a) the legal decision (No. 759/V) of February 1996, which mapped and recognised the
territories of the cooperatives involved; and (b) legislation regulating dry farming in the
Badia, Law no 40 in 1970, and its amendments in 1973 and 2006), whereby the
cropping of barley was definitely banned. The implementation of the BRDP and the
55
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
design of the ILDP is a manifestation of the continuing policy intention of the GOS with
respect to rangelands development. The financial space is guaranteed by the
resources devoted to BRDP and ILDP by GOS and AFESD. The establishment of the Badia
Authority and Directorate, the formation of herders associations with full involvement in
implementation, and the PSC, NPD, PPDs provide the institutional space for scaling up
the Badia rangelands intervention. Community based RMCs and herders associations
provide local acceptability to the participatory approach and cultural space for scaling
up. IFAD’s long standing relations with ICARDA, ACSAD and ICBA provides the
partnership space. Regular monitoring and evaluation and feedback from communities
and field-based staff will be important for learning and adjustments to take place.
254. Pathways to scaling up. For microfinance, the ILDP will adopt a participatory
approach, whereby the local communities will be empowered to organize into interest
groups (e.g. sanduqs) and build capacities to manage their own development. The
expansion path is defined through the promotion to a national level of the successful
sanduq model. The process will be continuously adjusted and improved in accordance with
the needs and local conditions. To this effect the component will be implemented in two
major stages; a “foundation-creation” stage and a “scaling up” stage. The former will
last three years, and the latter will continue until the project’s completion. The
nationwide effort would be a continuous process encompassing the combined time
horizons of the IRDP (9 years to end-2010), the NERRDP (7 years to end-2014); and the
ILDP (8 years). The sustainability path is assured through the combined efforts of
IFAD, other donors and GOS to create the appropriate legal and regulatory space for the
sanduqs.
255. For the rangelands the component is designed along the lines of BRDP and will be
implemented by technical staff of that project, thus following the same institutional
approach and organizational pathway, as well as, making use of devoted and capable
managerial and institutional drivers. The precise assignment of functions to specific actors
at different levels and clear guidance on what they should do, how to do it and what tools
to use, are well documented based on BRDP experience, and will ensure success of the
scaling up efforts.
56
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 1: CONTENTS OF THE PROJECT LIFE KEY FILE
ANNEX 1 - CONTENTS OF THE PROJECT LIFE KEY FILE
Country Programme Management Team
1.
List of CPMT members (in-country and in-house)
2.
List of persons met during the formulation design process, January /February 2010
Project-generated knowledge
3.
ILDP Concept Note, 2009
4.
Detailed rural poverty profile of the target group in proposed project area
5.
Aide-mémoire prepared by the formulation mission, February 2010
Knowledge base
6.
COSOP for Syria, IFAD 2009
7.
MAAR/NAPC - Women’s Role in Agriculture and Gender-Related Issues in Syria,
Working Paper No. 18, April 2006
8.
MAAR/NAPC - Supply Chain Coordination and Policy Implications - The Case of
Dairy and Red Meat Products in Syria, Working Paper No. 7
9.
MAAR/NAPC - Guide to Commodity Chain Analysis Applied To Syrian Sheep Meat,
Working Paper No. 22; June 2006
10.
MAAR/NAPC - Comparative Advantage of Cow Milk in Syria, Working Paper No. 25,
August 2006
11.
MAAR/NAPC - Comparative Advantages of Syrian Barley, Working Paper No. 39,
April 2008
12.
FAO - The Livestock Sector and Policies in Syria -Summarized by J. Vercueil from a
study by G. Cummins.
13.
FAO - Marketing, Processing, and the Special Cases of Dairy Products and
Horticulture-by Daniele Rama
14.
ILRI/ICARDA - Enhancing Livelihoods of Poor Livestock Keepers through Increased
Use of Fodder - IFAD/TAG 853, December 2008
15.
IFAD - Syrian Arab Republic: Northern Eastern Regional Rural Development Project
(NERRDP) – Appraisal Report; 2007
16.
IBRD - Syrian Arab Republic at Glance
17.
IFAD - Badia Rangelands Development Project (Badia) –Progress Report, 2009
Lessons learned from similar projects
18.
See Section III. A of Main Report
57
ANNEX 2 - UPDATED RESULTS-BASED LOGFRAME
Key Performance Indicators
• Households with improvement in asset ownership
index (RIMS 3);
Reduction in the prevalence of malnutrition for
children under five (RIMS 3).
Goal
Poverty reduction and improved
incomes and livelihoods of small
livestock producers, rural women
and unemployed youth.
• Number (and %) of livestock producers reporting
59
Purpose
Sustainably improve the production
and productivity of farmers/herders
livestock and related SBMs in the
milk and meat value chains.
•
•
•
•
Outputs
Livestock Development (SO 1)*
• Increased quality production from
a genetically upgraded, well
managed and fed farmer/herder
livestock;
• Better agricultural services in
adaptive research, extension and
animal health delivered by
agricultural service providers with
improved capacity.
•
•
•
•
production/yield increase (RIMS 2) (T 80%)**;
Number of livestock producers reporting adoption of
improved technologies (RIMS 2);
Number of jobs generated by project supported small
& medium enterprises (RIMS 2);
Number of project supported enterprises operating
after three years (RIMS 2) by gender (T 50%)**;
Increase in marketed livestock products by target
groups.
Change in productivity per animal for sheep, cattle &
goats by type of production system;
People accessing facilitated advisory services (by
gender) (RIMS 1);
Households accessing facilitated animal health
services (RIMS 1); and
% households satisfied with service (extension & vet)
provision.
Monitoring Mechanisms
and Information Sources
• National Household Living
Standard Surveys;
• Baseline and socioeconomic surveys at startup; mid-term and project
completion; and
• Project monitoring and
RIMS reports and PCR.
• Project monitoring and
RIMS reports;
• Participatory monitoring
by beneficiaries; and
• Thematic market surveys
on meat.
As above, plus
• RIMS annual reporting;
• Annual Impact
Assessment;
• Annual progress and
supervision reports; and
• Thematic market surveys
on meat, milk and dairy
products.
Assumptions
• Continued Government
•
•
•
•
commitment to pro-poor
macroeconomic policies;
Macroeconomic situation
continues to improve; and
Economic environment and
climate remain conducive to
market-based development.
Continued government
commitment to livestock
development; and
Effective cooperation
between MAAR, MLA, MET
and MI.
As above, plus
• MAAR continues to provide
institutional support and
capacity-building to livestock
support services.
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 2: UPDATED RESULT-BASED LOGFRAME
Objective Hierarchy
Objective Hierarchy
Key Performance Indicators
• % changes in range productivity from various range
Activities
Livestock development
• Pilot system for animal registration
and livestock data base established;
• Production and distribution of
improved breeds;
• Quality control of milk, meat and
dairy products instituted;
• Upgrade the delivery of vet services;
• Quality control and enhancement of
locally produced vet drugs and
vaccines; and
• Upgrade the delivery of extension
• Pilot system for animal registration established by
treatments (re-seeding, fodder shrub plantations,
land resting etc);
• Number of groups (RMCs, LPICs) effectively
operational/functional (RIMS 2); and
• % Change of forages/area in semi intensive
production zones.
• Enterprises accessing facilitated non-financial services
•
•
•
•
•
•
(T 50%)** (RIMS 1);
Enterprises accessing facilitated financial services (T
50%)** (RIMS 1);
Voluntary savers (T 30% women)*** (RIMS 1);
Active borrowers (T 30% women)*** (RIMS 1);
Value of voluntary savings (RIMS 1);
Value of gross loan portfolio (US$) (RIMS 1); and
Microfinance law adopted BY Mid-Term.
• Good project performance in relation to appraisal and
AWP/B targets;
• M&E system operational by PY2;
• Satisfactory disbursement of IFAD funds; and
• Satisfactory disbursement of GOS funds.
•
•
•
•
•
•
Mid-Term;
Number of genetically improved animals produced
and distributed (1,500 in Badia);
Number of animals vaccinated and treated;
Number of vet stations established (T 4 in Badia);
Number of staff of service providers trained
(extension & vet) (RIMS 1);
Number of legislation on quality and safety standards
of dairy & meat products adopted and operational
(T2);
Number of ESUs and AEUs reconfigured into
multidisciplinary Extension Task Teams;
As above, plus:
• Business records of
SBMs in milk collection
and processing; and
• Sanduqs reports.
Assumptions
As above, plus
• Limited disputes on grazing
rights among and within
LPICs; and
• Agriculture Support Fund
allowed to finance LPICs
drought mitigation plans.
As above, plus
• Availability and competence
of cooperating SBMs;
• Government support to
microfinance continues; and
• Willingness of banks to
wholesale credit to sanduqs.
As above, plus:
• MAAR /IFAD
Supervision, InterimReviews and Project
Completion Reports.
As above, plus:
• Reports of collaborating
project agencies:
GCSAR, ICARDA,
ACSAD and
consultants;
• Reports of collaborating
project entities: DAH,
DVD and consultants;
and
• Reports of collaborating
project entities: DAE,
DAH, DRW, DAP &
consultants.
As above, plus:
• Continuous MAAR
commitment to the project
objectives; and
• Strong oversight and
supervision by GOS & IFAD.
As for above ,plus:
• Strong commitment of all
implementing institutions.
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
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ANNEX 2: UPDATED RESULT-BASED LOGFRAME
60
Rangeland Improvement and Feed
Resources Development (SO 1)*&
(SO 3)*
• Badia livestock producers accessing
rangelands with increased
productivity sustainably managed;
and
• Farmers in semi intensive systems
increase production of feeds and
forages.
Development of SBM and
Microfinance (SO 2)* & (SO 3)*
•
Financially viable SBM in various
livestock value chains serving
small producers accessing
effective financial and nonfinancial support;
•
Increased access to sustainable
microfinance through member
owned and managed Sanduqs;
and
•
Legal Framework for microfinance
in place.
Project coordination and
management
Effective project management and
coordination.
Monitoring
Mechanisms and
Information Sources
As above, plus:
• Records of the Awassi
Sheep Network
Associations; and
• Records of RMCs.
Objective Hierarchy
services.
Key Performance Indicators
Monitoring
Mechanisms and
Information Sources
Assumptions
• Number of additional extension agents and
veterinarians deployed;
• Number of demonstrations conducted; and
• Number of people trained in animal production
practices and technologies (T 50%)** (RIMS 1).
• Hectares of land improved through soil/water
•
•
•
•
•
•
61
•
Development of SBM and Rural
Finance
• Provide training and capacity
building to SBMs in livestock
products value chain; and
• Establish infrastructure and
institutions for demand driven
sanduqs.
•
•
•
•
•
•
•
•
•
•
•
•
conservation methods (re-seeding (T 173,000 ha);
fodder shrub plantations (T 63,000 ha); and land
resting (T 300,000 ha)) (RIMS 2);
Groups involved in NRM (RMCs/LPICs) formed/
strengthened (RIMS 1);
% of NRM groups receiving training and support (T
50%)**;
People in NRM groups (T 30% women)*** (RIMS 1);
Groups (RMCs) with women in leadership positions (T
30%)***(RIMS 1);
Land under improved management (RIMS 1);
Number of groups (RMCs) operational/functional
(RIMS 2);
Number of groups (RMCs) collecting membership
/grazing fees (T 75%)**; and
Hectares of land reseeded and planted with shrubs.
Number of mobile Jabbans trained;
Number of SBMs investing in milk collection and
processing equipment;
Number of MCCs established;
People trained in post production milk processing and
marketing (T 30% women)*** (RIMS 1);
People trained in business & entrepreneurship (T 30%
women)*** (RIMS 1);
Saving and credit groups (Sanduqs) formed/
strengthened (T 140) (RIMS 1);
People in Savings & Credit groups (Sanduqs)
formed/strengthened (T 30% women) ***(RIMS 1);
Saving & Credit groups (Sanduqs) with women in
leadership positions (T 30%)*** (RIMS 1);
Staff of Sanduqs trained (RIMS 1);
Sanduq performance ratios****; and
Number (and %) of groups (sanduqs)
operational/functional (T 80%)** (RIMS 2).
• Reports of collaborating
project entities: DAE,
DAH, DRW, DAP &
consultants.
• Reports of collaborating
project entities and
consultants.
As above, plus:
• Reports of collaborating
project entities and
consultants.
As above, plus:
• MAAR strong commitment to
rangeland development in
the Badia continues.
As above, plus:
• Enabling policy framework for
rural microfinance institutions
maintained.
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 2: UPDATED RESULT-BASED LOGFRAME
Rangeland Improvement and Feed
Resource Development
• Improve Badia rangelands through
low cost range productivity enhancing
techniques; and
• Pilot initiative for increased feed and
fodder production in zones 3 and 4
through reseeding and forage shrub
planting.
Project coordination and
management
• Establish NPD and RPDs;
• Conclude outsourcing arrangements
with appropriate partners; and
• Establish a result based M&E
system.
Key Performance Indicators
• Ministerial decrees for establishment of PSR, NPD and
PPDs issued by project effectiveness;
• MOU and agreements/contracts with implementing
partners signed; and
• Result based M&E system operational by PY2.
•
•
62
•
•
Monitoring
Mechanisms and
Information Sources
NPD and PPDs
management meeting
minutes and reports;
NPSC and coordination
meeting minutes and
reports;
NPD audit reports; and
Participatory M&E
reports.
Assumptions
• Gender factors included in
staff and service provider
contract conditions; and
• Project funds allocation
criterion approved and in
use.
*SO1, SO2 and SO3 refer to COSOP (2009) strategic objectives
**Targets in yellow refer to COSOP (2009) Result Framework targets and milestones
Targets in Bold alone are project targets
*** Targets underlined are for women participation
**** Sanduq performance ratios include: Breadth of outreach, Depth of outreach, % PAR (> 30 days), Return on Equity (ROE),
Operating expense ratio (OER), Cost per client (or loan)
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 2: UPDATED RESULT-BASED LOGFRAME
Objective Hierarchy
ANNEX 3 - PROJECT COST SUMMARY TABLES
(SYP Million)
Local Foreign Total
63
A. Livestock Development
Pilot system for animal registration & performance control
Support to livestock genetic improvement & production of improved breeds
Support to animal health and veterinary services
Support to livestock extension services and training
Subtotal Livestock Development
B. Rangelands Improvement and Development of Feed Resources
C. Development of BM and Micro Finance
Support to SBM for dairy marketing and processing
Support to Rural Microfinance
Subtotal Development of BM and Micro Finance
D. Project Coordination and Management
Total BASELINE COSTS
Physical Contingencies
Price Contingencies
Total PROJECT COSTS
(US$ '000)
% % Total
% % Total
For
Base
For Base
Exch Costs Local Foreign Total Exch Costs
75
155
41
230
500
998
113
86
21
81
301
51
188
240
62
311
801
1 050
60
36
34
26
38
5
6
7
2
9
24
32
1 605
3 324
883
4 940
10 752
21 469
2 439
1 842
450
1 750
6 480
1 105
4 043
5 166
1 333
6 690
17 232
22 574
60
36
34
26
38
5
6
7
2
9
24
32
318
261
579
619
2 697
58
251
3 006
65
3
68
169
590
9
32
631
383
264
647
788
3 286
67
284
3 637
17
1
10
21
18
13
11
17
12
8
20
24
100
2
9
111
6 832
5 621
12 453
13 317
57 991
1 248
896
60 135
1 406
54
1 460
3 635
12 680
193
121
12 994
8 238
5 675
13 913
16 952
70 671
1 441
1 017
73 129
17 12
1
8
10 20
21 24
18 100
13
2
12
1
18 103
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 3: PROJECT COST SUMMARY
Table 1: Components Project Cost Summary
Table 2: Expenditure Accounts Project Cost Summary
(SYP Million)
Local
Total
Local
Foreign
Total
%
% Total
Foreign
Base
Exchange Costs
103
44
148
30
4
2 220
952
3 172
30
4
57
9
23
89
66
174
28
69
271
106
232
37
92
360
172
75
75
75
75
61
7
1
3
11
5
1 234
196
490
1 920
1 424
3 747
595
1 487
5 829
2 272
4 981
791
1 977
7 749
3 696
75
75
75
75
61
7
1
3
11
5
36
8
44
280
245
233
961
2 022
24
54
78
27
526
60
63
122
307
245
233
961
2 548
40
87
64
9
21
2
2
4
9
7
7
29
78
769
181
950
6 013
5 269
5 020
20 667
43 484
511
1 164
1 675
581
11 308
1 280
1 345
2 625
6 594
5 269
5 020
20 667
54 792
40
87
64
9
21
2
2
4
9
7
7
29
78
375
150
525
-
375
150
525
-
11
5
16
8 062
3 235
11 298
-
8 062
3 235
11 298
-
11
5
16
2
9
116
22
149
675
2 697
58
251
3 006
0
9
50
5
64
64
590
9
32
631
2
18
166
27
213
738
3 286
67
284
3 637
10
50
30
18
30
9
18
13
11
17
1
5
1
6
22
100
2
9
111
40
191
2 495
483
3 210
14 507
57 991
1 248
896
60 135
4
191
1 069
107
1 372
1 372
12 680
193
121
12 994
45
382
3 564
591
4 582
15 879
70 671
1 441
1 017
73 129
10
50
30
18
30
9
18
13
12
18
1
5
1
6
22
100
2
1
103
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 3: PROJECT COST SUMMARY
64
I. Investment Costs
A. Civil Works
B. Equipment
Equipment for livestock activities
Communication equipment
Office equipment & furniture
Subtotal Equipment
C. Vehicles
D. Studies and technical assistance
Studies
Technical assistance
Subtotal Studies and technical assistance
E. Training
F. Seed capital for Sanduqs
G. Finance for SBM development
H. Agricultural inputs
Total Investment Costs
II. Recurrent Costs
A. Incremental salaries, allowances & incentives
Salaries & Allowances
Incentives
Subtotal Incremental salaries, allowances & incentives
B. Operation & maintenance and supplies
Civil works O&M
Other equipment O&M
Vehicles O&M
Annual Supplies
Subtotal Operation & maintenance and supplies
Total Recurrent Costs
Total BASELINE COSTS
Physical Contingencies
Price Contingencies
Total PROJECT COSTS
Foreign
(US$ '000)
%
% Total
Foreign
Base
Exchange Costs
Table 3: Expenditure Accounts by Components - Totals Including Contingencies (USD '000)
65
I. Investment Costs
A. Civil Works
B. Equipment
Equipment for livestock activities
Communication equipment
Office equipment & furniture
Subtotal Equipment
C. Vehicles
D. Studies and technical assistance
Studies
Technical assistance
Subtotal Studies and technical assistance
E. Training
F. Seed capital for Sanduqs
G. Finance for SBM development
H. Agricultural inputs
Total Investment Costs
II. Recurrent Costs
A. Incremental salaries, allowances & incentives
Salaries & Allowances
Incentives
Subtotal Incremental salaries, allowances & incentives
B. Operation & maintenance and supplies
Civil works O&M
Other equipment O&M
Vehicles O&M
Annual Supplies
Subtotal Operation & maintenance and supplies
Total Recurrent Costs
Total PROJECT COSTS
Taxes
Foreign Exchange
Support
to
livestock
extension
services
and
training
Rangelands
Improvement
and
Development
of Feed
Resources
Development of SBM and
Micro Finance
Support to
SBM for
dairy
marketing
Support to
and
Rural
processing Microfinance
Project
Coordination
and
Management
Total
-
652
474
288
2 116
-
-
-
3 530
1 388
48
1 436
369
926
926
-
375
375
-
331
798
918
2 048
200
114
114
737
1 892
1 892
-
-
1 026
1 026
2 403
5 025
798
1 992
7 815
3 710
462
283
745
538
3 089
82
706
788
272
2 640
5 277
205
92
297
252
1 397
138
54
192
3 024
5 751
1 180
18 445
22 592
171
171
1 257
5 020
8 340
77
77
352
5 269
5 698
232
146
378
160
3 966
1 290
1 358
2 648
7 034
5 269
5 020
21 085
56 111
606
606
-
-
1 285
1 285
663
663
-
-
8 032
1 522
9 554
8 638
3 471
12 109
21
452
473
1 079
4 168
5 277
1 397
1 285
7 036
58
58
721
23 314
8 340
5 698
48
388
3 367
575
4 378
13 932
17 899
48
409
3 819
633
4 909
17 018
73 129
232
2 482
106
1 883
43
465
272
1 780
146
1 174
218
1 423
54
551
3 733
1 568
12 994
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 3: PROJECT COST SUMMARY
Pilot system
for animal
registration
&
performance
control
Livestock Development
Support to
livestock
genetic
improvement Support to
&
animal
production
health and
of improved
veterinary
breeds
services
Table 4: Project Components by Year -- Base Costs (USD '000)
66
A. Livestock Development
Pilot system for animal registration & performance control
Support to livestock genetic improvement & production of improved breeds
Support to animal health and veterinary services
Support to livestock extension services and training
Subtotal Livestock Development
B. Rangelands Improvement and Development of Feed Resources
C. Development of BM and Micro Finance
Support to SBM for dairy marketing and processing
Support to Rural Microfinance
Subtotal Development of BM and Micro Finance
D. Project Coordination and Management
Total BASELINE COSTS
Physical Contingencies
Price Contingencies
Inflation
Local
Foreign
Subtotal Inflation
Devaluation
Subtotal Price Contingencies
Total PROJECT COSTS
Taxes
Foreign Exchange
2011
2012
2013
Base Cost
2014
2015
2016
2017
Total
151
2 985
793
627
4 556
2 310
2 641
682
180
967
4 471
2 239
383
212
157
1 326
2 078
3 343
248
1 117
153
1 349
2 867
3 356
197
42
50
1 224
1 514
3 202
141
106
525
772
3 167
141
10
401
552
3 216
141
10
271
422
1 743
4 043
5 166
1 333
6 690
17 232
22 574
9
671
681
5 360
12 906
278
908
2 346
3 254
1 734
11 698
160
1 603
2 502
4 105
1 660
11 186
211
1 575
34
1 609
1 650
9 482
202
1 452
34
1 486
1 650
7 852
187
1 345
29
1 374
1 641
6 954
150
1 345
29
1 374
1 641
6 783
144
29
29
1 617
3 810
108
8 238
5 675
13 913
16 952
70 671
1 441
91
12
103
-71
31
13 216
224
29
253
-181
72
11 931
486
25
511
-399
112
11 508
787
16
804
-653
151
9 835
853
15
868
-710
157
8 196
935
8
943
-783
160
7 264
1 091
9
1 101
-917
184
7 111
902
7
910
-760
149
4 067
5 371
121
5 492
-4 475
1 017
73 129
874
4 778
362
3 829
197
1 985
70
949
57
667
3
293
3
294
2
199
1 568
12 994
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 3: PROJECT COST SUMMARY
2010
Table 5: Project Components by Year -- Totals Including Contingencies (USD '000)
2010
2012
Totals Including Contingencies
2013
2014
2015
2016
2017
Total
157
3 054
838
635
4 684
2 391
2 680
688
183
998
4 549
2 272
404
220
163
1 384
2 171
3 427
260
1 142
161
1 423
2 985
3 451
209
43
52
1 302
1 607
3 310
152
109
566
827
3 291
153
11
434
598
3 357
153
11
295
459
1 815
4 168
5 277
1 397
7 036
17 879
23 314
10
674
684
5 457
13 216
927
2 350
3 277
1 833
11 931
1 640
2 507
4 146
1 764
11 508
1 601
36
1 637
1 762
9 835
1 472
36
1 508
1 772
8 196
1 345
32
1 377
1 770
7 264
1 345
32
1 377
1 779
7 111
32
32
1 762
4 067
8 340
5 698
14 037
17 899
73 129
67
Table 6: Disbursement Accounts by Financiers (USD '000)
IFAD
Amount
Civil works
Equipment for livestock activities
Communication & office equipment
Vehicles
Studies
Technical assistance
Training
Seed capital for Sanduqs
Finance for SBM development
Agricultural inputs
Salaries
Incentives
Operation & maintenance
Total PROJECT COSTS
%
474.3 13.4
3 897.9 77.6
2 469.0 88.5
3 040.6 82.0
1 240.0 96.1
1 358.0 100.0
6 943.4 98.7
4 516.1 85.7
3 470.8 100.0
27 410.1 37.5
IFAD Grant
Amount
%
448.0
50.4
90.5
588.9
8.9
3.9
1.3
0.8
French AD
Amount
%
2 581.7
100.8
4 016.0
20 302.1
27 000.5
73.1
2.0
80.0
96.3
36.9
Beneficiaries
Amount
%
752.7
1 004.0
1 756.7
14.3
20.0
2.4
The Government
Amount
%
474.3 13.4
578.1 11.5
321.0 11.5
668.9 18.0
0.0
783.1
3.7
8 638.2 100.0
4 909.2 100.0
16 372.7 22.4
Total
Amount
%
For.
Exch.
3 530.3
4.8 1 059.1
5 024.7
6.9 3 779.6
2 790.0
3.8 2 098.7
3 709.5
5.1 2 280.4
1 290.4
1.8
514.8
1 358.0
1.9 1 174.5
7 033.9
9.6
616.5
5 268.8
7.2
5 020.0
6.9
21 085.1 28.8
8 638.2 11.8
3 470.8
4.7
4 909.2
6.7 1 470.2
73 128.9 100.0 12 993.8
Local
Duties
(Excl.
Taxes)
&
Taxes
2 471.2
667.0
370.4
760.1
775.6
183.5
6 417.4
5 268.8
5 020.0
21 085.1
8 638.2
3 470.8
3 439.0
58 567.1
578.1
321.0
668.9
1 568.0
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 3: PROJECT COST SUMMARY
A. Livestock Development
Pilot system for animal registration & performance control
Support to livestock genetic improvement & production of improved breeds
Support to animal health and veterinary services
Support to livestock extension services and training
Subtotal Livestock Development
B. Rangelands Improvement and Development of Feed Resources
C. Development of BM and Micro Finance
Support to SBM for dairy marketing and processing
Support to Rural Microfinance
Subtotal Development of BM and Micro Finance
D. Project Coordination and Management
Total PROJECT COSTS
2011
Local
IFAD
Amount
IFAD Grant
%
Amount
%
French AD
Amount
Beneficiaries The Government
%
Amount
%
Amount
%
Total
Amount
%
Duties
For.
(Excl.
&
Exch.
Taxes)
Taxes
A. Livestock Development
68
Pilot system for animal registration & performance control
2 857
68.5
0
-
0
-
0
-
1 311 31.5
4 168
5.7
2 482
1 454
232
Support to livestock genetic improvement & production of improved breeds
1 879
35.6
0
-
2 818
53.4
0
-
581 11.0
5 277
7.2
1 883
3 288
106
Support to animal health and veterinary services
1 354
96.9
0
-
0
-
0
-
43
3.1
1 397
1.9
465
890
43
Support to livestock extension services and training
6 477
92.0
0
-
288
4.1
0
-
272
3.9
7 036
9.6
1 780
4 985
272
12 566
70.3
0
-
3 106
17.4
0
-
2 207 12.3
17 879
24.4
6 610
10 617
653
2 448
10.5
0
-
19 878
85.3
0
-
987
4.2
23 314
31.9
1 174
21 994
146
218
Subtotal Livestock Development
B. Rangelands Improvement and Development of Feed Resources
C. Development of SBM and Micro Finance
Support to SBM for dairy marketing and processing
2 604
31.2
498
6.0
4 016
48.2
1 004
12.0
218
2.6
8 340
11.4
1 423
6 699
Support to Rural Microfinance
4 855
85.2
91
1.6
0
-
753
13.2
0
-
5 698
7.8
54
5 643
0
7 458
53.1
589
4.2
4 016
28.6
1 757
12.5
218
1.6
14 037
19.2
1 477
12 343
218
Subtotal Development of SBM and Micro Finance
D. Project Coordination and Management
Total PROJECT COSTS
4 937
27.6
0
-
0
-
0
-
12 961 72.4
17 899
24.5
3 733
13 614
551
27 410
37.5
589
0.8
27 000
36.9
1 757
2.4
16 373 22.4
73 129
100.0
12 994
58 567
1 568
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 3: PROJECT COST SUMMARY
Table 7: Components by Financiers (USD '000)
Table 8: Expenditure Accounts by Financiers (USD '000)
69
I. Investment Costs
A. Civil Works
B. Equipment
Equipment for livestock activities
Communication equipment
Office equipment & furniture
Subtotal Equipment
C. Vehicles
D. Studies and technical assistance
Studies
Technical assistance
Subtotal Studies and technical assistance
E. Training
F. Seed capital for Sanduqs
G. Finance for SBM development
H. Agricultural inputs
Total Investment Costs
II. Recurrent Costs
A. Incremental salaries, allowances & incentives
Salaries & Allowances
Incentives
Subtotal Incremental salaries, allowances & incentives
B. Operation & maintenance and supplies
Civil works O&M
Other equipment O&M
Vehicles O&M
Annual Supplies
Subtotal Operation & maintenance and supplies
Total Recurrent Costs
Total PROJECT COSTS
%
IFAD Grant
Amount
%
French AD
Amount
%
Beneficiaries
Amount
%
The Government
Amount
%
Total
Amount
%
For. Exch.
Local
(Excl.
Taxes)
Duties
&
Taxes
474.3
13.4
-
-
2 581.7
73.1
-
-
474.3
13.4
3 530.3
4.8
1 059.1
2 471.2
-
3 897.9
706.2
1 762.8
6 366.9
3 040.6
77.6
88.5
88.5
81.5
82.0
448.0
448.0
-
8.9
5.7
-
100.8
100.8
-
2.0
1.3
-
-
-
578.1
91.8
229.2
899.0
668.9
11.5
11.5
11.5
11.5
18.0
5 024.7
798.0
1 992.0
7 814.7
3 709.5
6.9
1.1
2.7
10.7
5.1
3 779.6
600.3
1 498.4
5 878.3
2 280.4
667.0
105.9
264.4
1 037.3
760.1
578.1
91.8
229.2
899.0
668.9
1 240.0
1 358.0
2 598.0
6 943.4
4 516.1
23 939.3
96.1
100.0
98.1
98.7
85.7
42.7
50.4
50.4
90.5
588.9
3.9
1.9
1.3
1.0
4 016.0
20 302.1
27 000.5
80.0
96.3
48.1
752.7
1 004.0
1 756.7
14.3
20.0
3.1
0.0
783.1
2 825.3
3.7
5.0
1 290.4
1 358.0
2 648.4
7 033.9
5 268.8
5 020.0
21 085.1
56 110.7
1.8
1.9
3.6
9.6
7.2
6.9
28.8
76.7
514.8
1 174.5
1 689.3
616.5
11 523.6
775.6
183.5
959.1
6 417.4
5 268.8
5 020.0
21 085.1
43 019.1
1 568.0
3 470.8
3 470.8
100.0
28.7
-
-
-
-
-
-
8 638.2
8 638.2
100.0
71.3
8 638.2
3 470.8
12 108.9
11.8
4.7
16.6
-
8 638.2
3 470.8
12 108.9
-
3 470.8
27 410.1
20.4
37.5
588.9
0.8
27 000.5
36.9
1 756.7
2.4
47.7
409.3
3 819.1
633.0
4 909.2
13 547.3
16 372.7
100.0
100.0
100.0
100.0
100.0
79.6
22.4
47.7
409.3
3 819.1
633.0
4 909.2
17 018.1
73 128.9
0.1
0.6
5.2
0.9
6.7
23.3
100.0
4.8
204.7
1 145.7
115.0
1 470.2
1 470.2
12 993.8
42.9
204.7
2 673.4
518.0
3 439.0
15 547.9
58 567.1
1 568.0
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 3: PROJECT COST SUMMARY
IFAD
Amount
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 4: PROJECT ORGANIZATIONAL CHART
ANNEX 4 - PROJECT ORGANIZATION CHART
Ministry of Agriculture
and Agrarian Reform
(MAAR)
N AT IONA L
PS C
DA P
DAH
Se rvi ce
Pro vid ers
NP D
DVD
Ad ministr ation &
Finance
M&E
DA E
DRW
G CSAR
Livestock
Range lands
Exten sion
SBMs a nd
Finan ci al S ervices
G ender
O THERS
PPDs
PROVIN CIA L
DAARs
Dai ry Pro ce ssing (SB Ms)
and Sa nduq s
M&E
Technical follow-u p:
Gend er,
Extension , Livestock,
V ete rinar y
Dairy Pr ocessin g
San duqs
BE N EF IC IARI E S
Leg end:
M&E
A SN
NPD
P PD
P SC
Monitorin g & E va luation
Awasi Shee p Ne tworks
National Pro ject Dire ctora te
Pro vin cia l P roject Dir ector ate
Pro ject Steer ing Committe e
DAP
DAH
DVD
DAE
DRW
DAA R
G CS AR
MOU/Contractual Relationsh ip
Coo rdina tion Rela tio nship
Dire ct Re lationship
71
Di recto rate of An imal Pro ductio n
Di recto rate of An imal Health
Di recto rate of Ve te rinar y Dr ug
Di recto rate of Ag ricultural Extension
Di recto rate of Rura l W omen
Provincial Directora te of Agricul tur al and Agr arian Reform
Gen eral Commission for Scientific A gricultural Resea rch
ANNEX 5 - KEY FILES
Table 1: Poverty and Rural Sector Issues
Priority Areas
All farmers, but
especially smaller
fragmented farms
73
Low productivity of
the livestock
All livestock
producers and
particularly small
herders
Major Issues
• Poor irrigation practices and high rate of water
losses;
• Declining groundwater levels;
• Insufficient data and lack of appropriate hydrogeological and groundwater information
system;
• Poor groundwater management; excessive and
unsustainable overexploitation;
• Limited farmer skills in modern irrigation
techniques;
• Poor maintenance of on-farm irrigation
equipment;
• Lack of specialized farmer groups in irrigation
and water management.
• Low productivity per animal unit;
• Limited feed resources and poor animal
nutrition;
• Genetic erosion of local breeds and particularly
cattle;
• Inefficient herd management;
• Outdated surveillance and epidemiology
studies;
• Weak quality control of locally produced
veterinary drugs and Vaccines;
• Outdated legislation on dairy products quality
and safety standards;
• Outdated and traditional and non hygienic milk
collection and processing;
• Lack of animal registration and performance
control system;
• Weak capacity in livestock extension and
transfer of technologies to farmers and
herders;
• Limited private sector investment in livestock
products and particularly in the dairy value
chain.
Actions Needed
• Promotion of advanced on-farm irrigation systems
and water conservation technologies;
• Provision of TA and support to water users for design
and installation of on-farm modern irrigation
systems;
• Encourage water users, under the tertiary
canals/groundwater wells/springs, to establish WUAs;
• Support for groundwater studies and hydro geological
surveys;
• Support for development of a water resources
information system for water basins.
• Support to livestock producers to exploit the genetic
potential of local Awassi sheep, Shami goat and
Damascene cattle;
• Better integration of fodder crops in farming systems;
• Improve the nutritional value of crop and food
processing residues;
• Enhance existing capacity in genetic improvement
and production of reproducing animals;
• Use artificial insemination and high quality semen in
genetic improvement programmes;
• Update existing surveillance and epidemiology
studies;
• Elaborate and adopt an advanced legislation on
quality control of animal products;
• Establish an animal registration and performance
control system;
• Upgrade the current capacity of quality control of
locally produced vaccines and veterinary drugs;
• Promote investment by private sector in modern milk
collection and processing systems;
• Reorganize, strengthen the capacity of livestock
extension and retrain extension agents and
veterinarians.
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 5: KEY FILES
Low productivity of
irrigated
agriculture
Affected Group
Table 1: Poverty and Rural Sector Issues (cont’d)
Affected Group
Smallholder
farmers and
livestock holders
Employment
opportunities
All disadvantaged
rural poor,
particularly
landless men,
youth and women
Agricultural
research and
extension service
Smallholder
farmers and
livestock holders
• Recurrent droughts and degradation of grazing
resources for livestock;
• Excessive use of Badia River and overgrazing
of natural vegetation;
• Soil erosion and declining soil fertility;
• Drought and low soil fertility resulting in
infrequent harvests on rainfed land;
• Inappropriate land use and management of
land and water resources.
74
Range
management, soil
and water
conservation
Major Issues
• Holdings insufficient to sustain families;
• Little off-farm employment opportunities in
rural areas;
• Workforce under-skilled, less educated,
severely under employed and lower paid;
• Low income keeps them in poverty.
• Focus of research and extension not farmerled;
• Lack of farmer confidence in the extension
services because of its enforcement role with
respect to fines and production planning;
• Poor cropping techniques and limited use of
improved technologies for cultivation of nonstrategic crops.
Actions Needed
• Investment in natural resource (soil, water and
rangelands) development and management;
• Enforcement of environmental impact assessments at
the design stage, mid term and at completion of
programmes and projects;
• Adoption of land-use planning and participatory
approach;
• Environmental education for, and awareness-raising
of, rural communities;
• Supporting sustainable income generating activities to
reduce resource over-exploitation;
• Introduction of climate change-related adaptation
measures.
• Off-farm SME development/creation with resulting
increase in jobs and family income;
• Improve education and skills of under-skilled
workforce;
• Availability of capital for micro-and small enterprises;
• Availability of non-financial business services.
• Intensify demand-led research and extension effort;
• Build extension capacities to promote communitydriven development, crop diversification, marketing
and value addition;
• Create job opportunities outside farm;
• Encourage, foster and support farmer enterprise
groups;
• Separate the extension and enforcement roles of the
Extension Service.
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 5: KEY FILES
Priority Areas
Table 1: Poverty and Rural Sector Issues (cont’d)
Priority Areas
Affected Group
Gender
mainstreaming
Poor rural women
and men
Access to rural
microfinance
Smallholder
farmers and
Bedouin herders,
rural women,
landless poor and
unemployed youth
• Limited skills among government and farmers
to identify market opportunities;
• Lack of clear signals for price, quality and
quantity of rural produce;
• Poorly developed supply-chain services and
private markets;
• Limited market infrastructure (collection,
processing, cold storage, rural roads);
• Limited crops diversification;
• Lack of skills in post-harvest storage, valueadding and agro-processing activities;
• Weak bargaining position and negotiating skills
of farmers.
• Higher illiteracy rates;
• Large family size;
• Lack of income-generating activities.
• Rigid and inappropriate collateral requirements;
• Reluctance of commercial banks to extend
credit to small farmers;
• Limited supply of microfinance.
Actions Needed
• Identify opportunities for expansion of markets, for
local sale and for export;
• Development of network of rural business service
providers, capable of supplying range of services;
• Help farmers to organize themselves into marketing
groups, engage with supply-chain entities and
improve bargaining position;
• Diversification into higher-value crops, the market for
which is not controlled by the monopolies;
• Promote on- and off-farm SMEs and farmer skills,
including post-harvest, value-adding and agroprocessing;
• Generate and disseminate timely market information;
• Develop market infrastructure.
• Literacy and skills training;
• Gender mainstreaming of project activities;
• Greater access of rural women to financial services
and provision of gender-friendly technologies;
• Ensure women’s representation and participation in
farmer-based organizations and cooperatives.
• Improve the business and investment climate for onand off-farm SMEs;
• Medium- and long-term on-lending funds to be made
available for production and investment into small
holders and SMEs;
• Promote microfinance through involvement of
financial intermediaries, such as MFIs, commercial
banks and NGOs;
• Promote more innovative financial products to be
offered by banks to overcome collateral difficulties.
THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 5: KEY FILES
Smallholder
farmers, and
livestock holders
75
Weak market
linkages for nonstrategic crops and
livestock production
Major Issues
Table 2: Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis
Institution
Strengths
• National and large field presence;
Ministry of Agriculture
and Agrarian Reform
• Good project implementation
experience;
• Good discipline for implementation
of instructions;
• Organized to address gender issues.
• Highly qualified technical staff;
Ministry of Irrigation
• National and large field presence;
76
• High technical competence.
State Planning
Commission
(Prime Minister’s Office)
Ministry of Environment
• Decision-makers ready and willing to
speed up reforms and modernization
• Top-down attitude of most staff;
of public offices, and to adopt
• Limited understanding of requirements of
participatory approaches;
market economy;
• Decision to separate enforcement
• Limited community development skills
from extension has been made but
and participatory processes;
not yet implemented;
• Overstaffing;
• Extension service focused on enforcement • Difficulty in downsizing public offices
of plans and penalization of farmers.
and re-orienting extension services.
• Limited resources and political will to
control over-extraction of groundwater;
• Limited skill for participatory irrigation
management and formation of WUAs.
• Increased ownership and dedication
•
to poverty alleviation;
•
• National policy decision and
development planning mandate;
•
• Ensures liaison with donor
community;
•
• Responsible for overall coordination
of all external assistance.
• Comprehensive mandate and legal
base for environment and natural
resources management.
Opportunities/ Threats
Limited presence in the field;
Limited authority over line ministries,
particularly at field level;
Lack of operational capacity to ensure
adequate M&E of agreed indicators;
Slow capacity-building process to handle
transition to market economy.
• Poor technical competence;
• Weak field presence;
• Limited budget to respond to new
legislative framework.
• New water laws provide additional
legal instruments to better control
and manage water resources;
• Political pressure at the local level
and inability to execute stringent
groundwater management measures.
• Transformation from state-controlled
central planning to market-oriented
economy;
• Strong commitment by the Prime
Minister’s Office to manage external
assistance and coordinate inflows of
development assistance.
• Mandate and priority for sustainable
development;
• Challenging state of the
environment;
• Membership of international
conventions and donor support.
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ANNEX 5: KEY FILES
• Strong ownership and dedication to
agricultural development;
Weaknesses
Table 2: Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis (cont’d)
Institution
Weaknesses
• Mandate to work with farmers and
rural businesses;
• Widest banking outlet in Syria.
• Funding entirely dependent on
Government; limited flexibility and
sustainability of operations;
• Lending based on government policies
to increase production outputs and not
on economic opportunities;
• Stringent collateral requirements that
render lending inaccessible to poor and
rural women.
• Strong control by Government;
• Limited participatory approach;
• Strong control by relatively large
producers;
• Limited representation of small
producers and women in management;
• Cannot mobilize members for
professional/technical activities.
• Not well entrenched in history of
agriculture in Syria;
• Perceived as sectarian;
• Lack of experience.
Agricultural Cooperative
Bank
• Large membership;
• Ability to access services and
inputs at subsidized rates.
• Ability to mobilize members for
Agricultural cooperatives
services and subsidies
77
•
•
•
•
•
Fairly large membership;
Members real private farmers;
Financial autonomy;
Chamber of Agriculture
Entrepreneurship mentality;
Professional activities: insurance
of animals.
• Strong connection to Government
for rights advocacy;
General Union of Women • Large presence in the field.
General Union of
Farmers
National NGOs
• Legal base for establishment
framed;
• Strong government support for
capacity-building.
• High dependence on Government;
• Limited participatory approaches.
• Limited number of local NGOs;
• Limited exposure and cooperation with
international NGOs;
• Lengthy procedures for establishment.
• Actions/results so far weak;
• Lengthy procedures for establishment.
Opportunities/Threats
• Government’s willingness to reform
ACB; but process of reform,
capacity-building, and reorientation
of banking operations is low;
• High demand for micro, small and
medium size loans in rural areas.
• Willingness to adoption of
participatory approach and to
participate in rural and community
development activities;
• Syndicate nature more than
professional organization.
• Willingness to participate in success
of ILDP;
• Capacity to mobilize farmers for
technical;
• Appropriation by big farmers only.
• Willingness to adopt participatory
approaches and participate in rural
and community development
activities;
• Limited representation of small
producers and women in community
resources management.
• Increased government recognition of
NGOs role in community
development;
• Possibilities of building on localized
NGO activities;
• Loan funding to NGOs possible;
• Associations recognized only for
services offered and not for
constituency ‘’gap-fillers’’.
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Strengths
Table 3: Activities of Other Partners in Development – Ongoing and Planned
Donor/Agency
UNDP/GEF
UNDP/JICA
78
FAO/Italian
Cooperation
Italian
Cooperation
Complementarities/
Synergy Potential
• Eastern Region: development of regional
plan and establishment of regional
authority.
• Ongoing
• Highly complementary
• Support for Business Innovation and
Development Centre; capacitybuilding and TA for local
entrepreneurs.
• Deir Ezzor Governorate: marketing,
feasibility studies; business development
and technical needs.
• Ongoing
• Complementary
• Sustainable land management.
• Eastern Region: coordination and scaling
up of land management activities in
rangeland management and irrigation.
• Proposed
pipeline
• Highly complementary
• Rural community development and
microfinance.
• Jebel Al-Hoss: promotion and
development of community-based
microfinance.
• Completed
• Lessons learned
• Water resources management;
• Brada-Awaj and Coastal basins, including
strengthening and building up capacity
of WRIC; development of modernized
water resources information systems in
each region and at the national level.
• Ongoing
• High synergy – water resources
information system can be
adjusted, upgraded and used in
Eastern Region.
• Development of efficient irrigation
techniques and extension.
• Nationwide; water use efficiency; onfarm water management methods;
capacity-building and training.
• Ongoing
• Highly complementary to
on-farm irrigation promoted in
Eastern Region.
• Support to small farmers and herders
on marginal and degraded land.
• Ten governorates with focus on Badia
and adjacent lands.
• Ongoing
• High synergy
• TA and capacity-building
• Formulation of the National Programme
for Food Security.
• Ongoing
• High synergy
• Agropolis: ALGHAB Programme
Development
• ALGHAB area.
• Formulation
• Lessons learned
• Institutional development of organic
agriculture.
• Nationwide: TA and support for
sustainable development of organic
farming.
• Ongoing
• Complementary
• Support to establishment of
microfinance.
• Nationwide.
• Pipeline
• synergy and complementarity
JICA
FAO
Status
• Regional development planning;
institution-building.
• Water supply and urban water
distribution projects
World Food
Programme
Project/Programme Coverage
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ANNEX 5: KEY FILES
UNDP
Nature of Project/Programme
Table 3: Activities of Other Partners in Development – Ongoing and Planned (cont’d)
Donor/Agency
GTZ
Project/Project Coverage
Status
• TA for efficient use of water in irrigation
and drinking water supply systems.
• Nationwide for irrigation and cities of
Aleppo and Damascus for drinking water
supply.
• Ongoing
• Participatory range management
• BRDP in nine governorates, cofinanced with
IFAD.
• Ongoing
• Rural, agriculture and livestock
development, community-based
development, and microfinance;
participatory land reclamation, soil
conservation and water harvesting.
• IRDP, cofinanced with IFAD
• Ongoing
• Institution-building
EU
79
• Human resources development:
modernization of vocational education
and training.
• National: upgrading the capacity of central
government bodies to conduct policies in
line with liberalization of economy;
achieving efficient banking and monetary
system, and market-oriented economy.
• National; establishment of vocational
education and training system; to be used
in support of the private sector with SMEs
and restructuring of the public enterprise
sector.
Complementarity/Synergy
Potential
• Synergy
• High synergy, lessons learned are
of value for expansion of activities
in future.
• High synergy; approaches to
community development and soil
and water conservation. Lessons
learned are valuable to the
Eastern Region Project.
• Ongoing
• Low to medium synergy
• Ongoing
• Medium synergy
World Bank
• Technical Assistance
• Thematic analysis on reform of agriculture
and irrigation sectors.
• Ongoing
• High synergy
Spanish Agency
for
International
Cooperation
• Rural development
• Raqqa Governorate, micro-credit and rural
TA.
• Potential
• Medium to high synergy.
OFID
• Community empowerment; farm
productivity raising; natural resources
management and irrigation; SME
development.
• NERRDP (cofinanced with IFAD). Three
governorates: Hassakeh, Deir Ezzor and
Raqqa.
• Ongoing
• High synergy
ICARDA
• Research and TA
• Agriculture, water management, livestock
development, value chain and HMAPs
• Ongoing
• High synergy
ACSAD
• Research and TA
• Agriculture, water management, livestock
development.
• Ongoing
• High synergy
ICBA
• Research
• Saline and marginal water.
• Ongoing
• High synergy
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ANNEX 5: KEY FILES
AFESD
Nature Of Project/Project
Table 4: Target Group Identification, Priority Issues and Potential Response
Typology
Poverty Levels And Causes
• High dependence ratios with large
Small farmers
and Bedouin
herders
•
•
•
•
80
•
•
Small livestock
owners
• Insufficient fodder production due
to drought;
• Risk of livestock losses from
disease and drought;
• Inappropriate research and
extension systems;
• Limited market access.
Priority Needs
COSOP Response
• Men and women work as
casual labourers locally;
• Temporary labour
migration to neighbouring
countries;
• Public works projects for
cash, food or vouchers;
• Sale of assets, including
livestock;
• Support from relatives;
• Informal credit from
friends and input suppliers.
• Technical
packages/training;
• Improved access to land
and other productive
resources (especially
water);
• Better access to rural
finance and markets;
• Institutional support to
users and/or producer
associations;
• Better access to off-farm
income opportunities.
• Promotion of demand-driven,
pro-poor research and
extension, with more emphasis
on non-strategic crops and
crop-livestock integration;
• Promotion and support for
improved on-farm, efficient
water irrigation technologies;
and promotion of water saving
mechanisms and users’
associations;
• Strengthening capabilities for
improved groundwater
management;
• Promotion of microfinance
through best practices and pilot
initiatives;
• SME development;
• Environmental awareness
training.
• Work as casual labour
locally;
• Labour migration to
neighbouring countries;
• Sale of animals and other
assets;
• Loans from relatives and
traders.
• Drought-resistant fodder
varieties for animal
consumption;
• Pro-poor research and
extension and training;
• Better access to rural
finance and off-farm
income-generating
opportunities;
• Better access to cultivable
land and water.
• Environmental awareness;
• Introduction of droughtresistant seed varieties and
species;
• Better extension for crops and
livestock;
• Technical training for off-farm
activities;
• Promotion of micro finance;
• Empowerment of communitybased associations.
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ANNEX 5: KEY FILES
•
•
•
•
families and many dependants;
Poor nutritional status;
Low adult literacy rates;
High fertility rates;
Limited productive and household
assets;
Limited holding size;
Limited and untimely availability of
irrigation water;
Depletion of groundwater
resources;
Limited use of improved cropping
practices;
Limited access to markets;
Limited opportunities to diversity
livelihoods into non-farm
activities.
Coping Actions
Table 5: Stakeholders Matrix/Project Actors and Roles
Livestock
Development
81
Range Management
in Badia
SME and Rural
Finance
Coordination and
Management
Intervention by
sub/component
• Animal performance
control system
• Quality control of dairy &
meat products
• Genetic improvement
• Animal health delivery
• Surveillance and
epidemiology studies
• Control of veterinary
drugs
• Quality enhancement of
local vaccines
• Agriculture and livestock
extension
Project Coverage
Possible Contractors
Other Partners
• ICARDA, ACSAD,
Herder’s Associations
• Milk collectors and
processors
• Herders Networks
• GCSAR,ACSAD
• Nationwide
• MAAR, DAP
• Nationwide
• MAAR, MLA, MI
• GCSAR, private
contractors
• Private contractors
• Nationwide
• Nationwide
• MAAR,GCSAR
• MAAR, DAH, DVD
• ICARDA, ACSAD
• Private veterinarians
• Nationwide
• MAAR, DAH, DVD
• Private veterinarians
• Nationwide
• MAAR, DVD, DAH
• Private veterinarians
• ACSAD, GCSAR,
universities
• Ministry of Health
• Nationwide
• MAAR, DAH, DVD
• Private contractors
• Universities
• Nationwide
• MAAR, DAE, DAP,
DAH, DRW
• MAAR, DAP, DAH,
DVD, DRW.
• MAAR, MET, MI
• Private input dealers
• ICARDA, ACSAD, FAO
• Private contractors
• ICARDA, FAO
• Private contractors
• Private milk collectors
and processors
ICARDA;
• UNDP, Private Banks,
Donors.
• Range improvement
• Badia ( ASZ 5)
• SMEs in dairy value
chain
• Rural microfinance
• Nationwide
• Coordination and
Management
Key Institutions
involved
• Nationwide
• Nationwide
• MAAR, Central Bank,
SPC.
• MAAR, MET, MI,
MLA, GCSAR.
• Private contractors
• GCSAR, ICARDA
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ANNEX 5: KEY FILES
Component
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ANNEX 6: ENVIRONMENTAL SCREENING AND SCOPING NOTE
ANNEX 6 – ENVIRONMENTAL SCREENING AND SCOPING NOTE
A.
Project Description
1.
The goal of the Integrated Livestock Development Project is to raise the incomes of
rural poor households (nomads, small farmers, rural women and unemployed youth),
engaged in livestock production and to improve their livelihoods. The project seeks to
improve livelihoods that depend on livestock production by increasing productivity per
animal unit through:
(a)
improving rangeland productivity and livestock integration in rainfed farming
systems;
(b)
strengthening livestock production services; and
(c)
supporting enterprise development along the value chain of livestock produce,
with focus on marketing and processing.
2.
As a general rule, the potential project’s target group includes all smallholders of
livestock provided they are not very large landholders or owners of other significant assets.
The potential eligible target group for a long term rural poverty reduction livestock
development program, of which ILDP is a first phase, is thus estimated at 306 000
household producers, to cover the following six categories:
(a)
transhumant households across governorates in AZ5 (Badia);
(b)
semi-sedentary households in agriculture zone 4 who are primarily
dependent on livestock and holding less than 50 head of sheep per nuclear
family;
(c)
landless livestock holders in agriculture zones 3 and 4 who have less than 50
sheep or 4 cattle;
(d)
small landowners with less than 1 ha of marginal or saline irrigated land or 3
ha of rainfed land in settlement zones 3 and 4, who have less than 5 cattle
or 20 sheep/goats;
(e)
poor women whose nuclear household is lacking assets although they are part
of an extended household which may not be part of the target group;
(f)
small-scale milk collectors and processors, and
(g)
Unemployed poor young women and men who are interested in establishing
livestock based micro-enterprises. Women headed households in the first four
categories would be given priority for support.
3.
ILDP would be implemented nationally over an 8-year period, from 2011 through
2019. The Project includes three primary components, and project management Social and
environmental benefits are outlined in the design document as follows:
4.
Component 1. Livestock Development.
This component provides support to
technical livestock services (such as data bases and quality control, research on genetic
improvements, and provision of animal health services) that benefit all livestock holders. In
terms of targeted activities benefiting individuals or households, the component includes
training of livestock holders, with a focus on small producers, in quality control and
improvement of the quality of milk products. In addition to training, poor rural men and
women would benefit from the distribution of improved Awassi rams and from Artificial
Insemination for cattle, which would be provided as a priority to poor people owning less
than 50 sheep and with no other assets, and in particular to poor women owning small
herds. A number of measures are proposed that would ensure effective outreach of
extension activities to rural women.
5.
Enhancement of utilization of crop and food processing residues, promotion of forage
crops, and improved herd management are all techniques which would be focused on the
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target group, ensuring that the pilot testing of equipment is done primarily with small
holders exclusively dependent on their few animals, particularly in the badia as well as with
women throughout the country, and that training and feed packages are all primarily
designed for and provided to priority target group members.
6.
Component 2. Rangeland and livestock development in the badia.
This
component focuses on the badia rangelands (and on groups of transhumant and seminomadic sheep holders) and would operate using the same principles as the current project.
The formation of groups is based on homogenous communities and would therefore include
small, medium and larger herders. However, given that the vast majority of livestock
herders are small, these herders would be the main and prime beneficiary of all activities
within this component. In accordance with the policy of IFAD’s badia project, it would be the
policy of ILDP to give priority to women for most of the labouring jobs in planting of bushes,
which is a major contribution to household income and a form of empowerment to women.
7.
The one activity that would be directed at individuals, namely the distribution of the
improved Awassi rams, would be specifically targeted at the households with the smallest
numbers of sheep, and at women managing and controlling small herds.
8.
Component 3. Enterprise development and rural finance. Most of the activities
under this sub-component concern the establishment, expansion or otherwise support to
small and micro enterprises, and training to improve quality, as well as the provision of
micro-credit. These would be aimed primarily at the target group who would have priority of
access to funds and to technical training and support.
9.
Existing medium-sized milk collectors and processors working with the poor would also
be supported, given that they provide an important service to the poor and would thus be
able to improve the living standards of the poor. With respect to financial support, the
project shall assess demand and shall ensure that priority of allocations is given to target
group members- with remaining amounts or support given to others on the basis of the size
and scope of enterprises. With respect to milk collection systems, priority shall go to those
enterprises that would serve the largest number of target group members thus enabling
them to improve the marketing of their milk.
10. With respect to microfinance, the project shall expand community-based mechanisms
based on the sanduq model, as implemented in the IFAD-funded Jabal-al-Hoss and Idleb
programmes. The sanduqs would be established in communities selected on criteria of
poverty, interest and potential ability to manage their sanduq well. These would be
established in the 5th settlement zone in the framework of the livestock associations, again
selecting those who are interested, able and include the highest percentage of poorest
members [i.e. those holding less than 50 sheep]. In the other settlement zones, poor
villages would be selected on the same basis of interest, poverty and ability to manage the
sanduq.
11. Component 4. Implementation and Institutional Arrangements. Through this
component the project would attempt to improve the gender balance among its staff as well
as give opportunities to unemployed younger people, graduates and others, supplementing
their existing qualifications with additional technical and other training. In addition, the
project directorates at national and regional levels shall include a gender officer in each
office on a full-time basis, and a targeting officer on a ‘half-time’ basis (i.e. one officer would
cover two directorates).
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B.
Major Site Characteristics
12. The project is national in coverage across all governorates of Syria, focusing its
interventions on villages with highest overall rural poverty rates where livestock keeping is a
major source of livelihood. Given their high level of involvement in livestock related
activities, women would be the main beneficiaries from all project interventions aside from
support to existing milk collection centres. The cumulative eligible target group under the
Project is estimated at 311,000 households in the 1,260 poorest villages, roughly distributed
as follows: 145,000 small sheep holder households, 160,000 small cattle holders, 1,000
buffalo herders and 5,000 milk collectors and processors.
13. The country’s livestock population has increased markedly in recent decades,
notwithstanding a marked destocking (largely a result of climatic trends and of rising input
and feed prices) over the past few years. Sheep numbers rose from 14 million in 1999 to
19 million in 2008; the first year of serious destocking, 2008 saw an official drop of
16 per cent from 2007 and up to 50 per cent according to informal estimations. Cattle
numbers have increased steadily, from 984,000 animals in 1999 to 1.1 million in 2008;
again the latter figure represents a drop in the last year of 5 per cent over 2007. This
demonstrates the vulnerability of small livestock keepers to drought and other weather
events that are exacerbated by climatic trends.
14. Geographically and agro-ecologically, Syria is divided into five Agricultural Settlements
Zones (ASZs). These ASZs are based on a number of variables of which the amount and
reliability of annual precipitation and altitude are the most critical factors. The high potential
areas (ASZs I and II), receiving 350 mm or more rainfall annually, are concentrated in the
western parts of the country and make up about 27 per cent of the total area. The modest
and low potential areas (ASZs III and IV) receiving progressively less rainfall annually
(350 to 200 mm) and are located mainly in the central and eastern part of the country,
making up 18 per cent of the total area. ASZ V receiving less than 200 mm of rainfall is
unsuitable for cultivation, and forms to the Badia rangelands where sheep and camels are
raised and makes up to 55 per cent of all land in Syria.
15. Of the total 18.5 million ha of land in Syria between 8 and 10 million ha are considered
to be pasture and steppe, and forms what is known as the 5th settlement zone as well as the
more marginal areas of the 4th settlement zone. The large rangeland steppe area officially
listed as the 5th settlement zone is the main location for winter residence and pasture for the
sheep breeders of Syria. Since the early 1990s cultivation has been illegal in that zone (with
the exception of the irrigated areas connected to the Euphrates and Tigris rivers, those
irrigated by boreholes as well as some areas which have been ‘privatized’ through the
cultivation process).
C.
Issues in Natural Resource Management
16. Project activities need to be designed while taking this into consideration methods to
increase pasture and improve living conditions through rainwater retention systems and
considering the most sustainable use of water. Climate change, lessons learned with respect
to sustainable use and effective management of range resources, and use of water for small
and medium enterprises are some of the main issues that needed to be addressed by the
ILDP.
Climate change
17. Climate variability has been pronounced in Syria. The last ten years have been years
of drought with two exceptions. News about Syria in the last 3 years has focused on the
issue of drought and the worsening conditions for farmers and livestock keepers. Climatic
trends are already strongly worsening the situation in rural areas with respect to availability
of water for agriculture (both rainfed and irrigated), amount of pasture available for livestock
and worsening desertification. As a result, the rangeland’s capacity to sustain livestock units
has dropped.
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Range Degradation and Tenure Systems in the Steppe
18. One of the primary issues of concern in the management of range resources is the risk
of their overgrazing or overuse, degrading soils and vegetation and jeopardizing the
sustainability of the entire eco-system, or increasing competition with wildlife for forage and
water, thereby resulting in wildlife reduction. The Syrian rangeland has been overgrazed in
the past three decades as a result of various factors, including the increase in animal
numbers and changes in management systems applied the area. Once the State asserted its
ownership over uncultivated lands throughout the country, earlier ‘tribal’ range management
mechanisms became difficult to enforce, and there was effectively a ‘free for all’ situation
where anyone from anywhere could come and graze their animals wherever and whenever
they liked. Former ‘resting’ periods were ignored and the pasture soon became exhausted,
in some areas almost beyond recovery.
19. The rejuvenation of environmentally sound approaches to managing the range in
harmony with traditional management practices is critical, considering (a) the importance of
nomadic and semi-nomadic use of the rangeland pastures in such delicate environment; (b)
the fact that it is the only viable mechanisms to ensure long term sustainable use of the
steppe rangelands; and (c) the increasing demand for food from the growing population.
20. Towards this end, ILDP interventions involve controlling the number of animals in the
long run, managing the rangeland through planting fodder species and enforcing rest
periods, improving animal health and productivity of the limited resources, and providing
additional support to ensure that transhumant and semi-nomadic lifestyles continue to be
viable. Drawing on the BRDP experience, technical assistance would be expanded in seeds
production, resting, reseeding, planting and watering; and sustainable management
approaches would be put in place in close collaboration of the range users.
21. This steppe rangeland, which covers between 8 and 10 million ha of the 18.5 million ha
agricultural land in Syria, is currently almost exclusively state land. There “have been many
attempts to extend the cultivated areas and to acquire private rights to formerly communal
land. The expansion of the land frontier has been particularly noticeable in the sixties. The
putting under cultivation of marginal land, mainly for barley, continued being the way for
acquiring private rights up until the early nineties when legislation was enacted for the
protection of rangelands (‘Decision’ no 17 of 1992 and ‘decision’ number 27 of 1995). This
legislation banned cultivation under both irrigated and non irrigated conditions in the steppe,
but still recognized private ownership of the areas then cultivated. This means that at
present there are portions of the badia which are under private possession even if not open
to cultivation but only to grazing. (In theory planting of shrubs and reseeding for grazing
purposes is allowed but does not seem to be much practised)” (Forni pages 11-12).
22. The above description does not address the issue of traditional rights and range
management systems prevailing prior to state ownership or the ways these have been
affected and transformed by the change in ownership and authority. The nomadic and seminomadic groups who had rights and had organised management mechanisms suitable for a
sustainable use of the land have lost these, and as a result the pastoral potential of the area
has been undermined by the ‘free for all’ approach which has been brought about by the
state’s assertion of its rights. Today, use of the range land is largely unmanaged, with free
access for anyone- resulting in overgrazing and the exhaustion of the resource. The areas
covered by the Badia Rangeland Development Project are a notable exception: grazing has
been rationalised through participatory rangelands management (see paragraph 20 below).
23. Among the main problems this has caused is the almost complete ban on crop
cultivation, which is reducing the ability of sheep holders to produce some of their own
fodder, thus, leaving them almost completely dependent on purchased fodder in years of low
rainfall or drought, which are increasingly frequent. The exceptions to this ban are small
areas whose status as private property has been recognised as a result of different
processes taking place in recent decades and where irrigated cultivation is permitted. Most
of these areas have been transformed from common ownership areas to private property
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through the cultivation process prior to the ban on cultivation and this is one of the reasons
why the State is so reluctant to allow any cultivation in the area regardless of conditions.
24. There is a high level of frustration about the current authorised use of the steppe. The
majority of livestock holders met complained bitterly about the fact that cultivation is
forbidden and that this reduced their ability to keep animals and resulted in their de-stocking
and impoverishment. Although permitted by the state, it appears that there has been very
little ‘re-seeding’ of grasses and other fodder species or planting of bushes and shrubs, all of
which could have contributed to increasing grazing potential and reducing the level of crisis.
Water use in small and medium enterprises
25. Support to small and medium enterprises is not expected to substantially increase
demand for water since ILDP would work with already existing/functional dairy or
slaughterhouses. Supported enterprises may involve micro-level processing that would draw
on livestock by-products supported by other components, or involve local, incomegenerating opportunities in the Badia. Consequently, neither significant use of chemicals nor
potential of pollution/over-use of natural resources is foreseen under the Project.
D.
Potential Environmental Impacts/Concerns
26. Under ILDP, support services interventions (including research and extension, training,
marketing and quality control of produce and inputs, micro finance and enterprise
development) would benefit all governorates. The type of intervention to support livestock
production systems in the selected priority areas would be determined based on the
potential of natural resources for livestock development. There are no major environmental
impacts expected from these activities aside from increasing productivity of the systems on
which they depend or improving the margin of return of livestock keepers benefiting from
such activities.
27. Support to the transhumant sheep production system is confined to ASZ 5 (badia), the
semi sedentary small ruminant production system is predominant in ASZ 4, the settled
livestock rainfed integrated farming system in ASZs 3, 2 and 1 and in remote mountainous
areas where goat production systems prevail. The on- and off-farm dairy cow production
system is predominant in ASZs 3, 2 and 1.
28. The ILDP project would build on the experience of the Badia Rangeland Development
Project, which developed and implemented effective and community-based range
management systems, including resting zones and widespread planting of bushes and
pasture plants. The BRDP was implemented in about 30% of the total badia area, leaving
many areas still uncovered that would be addressed by ILDP. The risk of continued rainfall
variability requires adaptive planning, including continuous monitoring of livestock
productivity and range condition and productivity. A healthy range eco-system would be
developed in part through controlled grazing, which allows for more even distribution of
dung and urine that can enhance soil organic matter and nutrients for plant productivity,
thus regenerating the natural resource base and improving livestock production
simultaneously. Improved range management can also reduce methane by increasing
animal productivity and reduces the proportion of energy lost as CH4. Methane emissions
are also countered by carbon sequestration under improved rangelands.
29. From a socio-economic point of view, clearer access rights based on traditional,
community-based range management approaches ensure long-term conservation instead of
short-term exploitation under unclear user rights. Overall, community-managed grazing
plans are expected to improve soil cover, increase water infiltration/retention, improve plant
diversity and biomass, control the time the plant is exposed to grazing, increase animal
density and trampling, distribute dung and urine, and improve livestock quality and
productivity while maintaining rangelands with livestock. The risks of rangeland degradation
associated with high rainfall variability would also require adaptive planning, including
continuous monitoring of livestock productivity and range condition and productivity.
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THE SYRIAN ARAB REPUBLIC
INTEGRATED LIVESTOCK DEVELOPMENT PROJECT: FINAL PROJECT DESIGN REPORT
MAIN REPORT
ANNEX 6: ENVIRONMENTAL SCREENING AND SCOPING NOTE
30. There are a number of potential positive environmental impacts envisaged under the
programme, including improvement of ecosystem health and, consequently, biodiversity,
and improving carbon storage as a result of carbon inputs from plant roots- which benefit
soil aeration, erosion control, enhanced nutrient cycling, soil building, and increased waterholding capacity.
E.
Classification
31. Whilst the project interventions would have direct positive impact on the environment,
they would be implemented in poor villages and communities mainly in low potential
agriculture settlement zones where there is an evident risk of environmental degradation
manifested by overexploitation of natural resources, particularly overgrazing in the Badia
rangelands and fragile mountainous areas. The project potential positive impact on the
environment would come from (a) improved rangelands in the Badia through land resting,
reseeding, and fodder shrub plantation. This would increase the dry mater matter per ha
from an average of 100 kg per hectare to an average of 1000 kg per hectare and reduce
nomadic transhumance to shorter distances; (b) sustainable pasture management and
biodiversity conservation of native fodder plants resilient to drought; and (c) biodiversity
conservation of indigenous cattle and small ruminant breeds resistant to diseases and
resilient to climate change conditions.
32. None of the project activities would be implemented in environmentally sensitive areas,
such as national parks, wildlife reserves, classified forests, or have adverse impacts on
archaeological and/or historical sites. The project would not support activities that might
generate significant irreversible or cumulative environmental impacts and is therefore
classified as “Category B” according to IFAD’s Administrative Procedures for Environmental
Assessment. The classification is based on the available information gathered during the field
visits and on-site assessment in the country.
F.
Further Information Required
33. No further information is required to complete the screening and scoping exercise on
the project. However it is recommended to develop a GEF proposal under the GEF-5
biodiversity or climate change mitigation windows (with focus on carbon sequestration).
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