dacaar women’s empowerment programmedacaar.org/functions/publications/uploads... · dacaar wrc...

Summary Report | 1

DACAAR Women’s Empowerment Programme

WRC AssessmentSummary Report - Informing the Way Forward 2013-2016

Karen MooreDACAAR, Afghanistan

2012

DACAAR WRC Assessment 2012

Summary Report | i

AGD+WE Age, Gender, Diversity & Women’s Empowerment AOG ArmedOppositionGroupCB Capacity BuildingCBO CommunityBasedOrganisationCD Capacity DevelopmentCDC Community Development CouncilCDP Community Development Plan CS Civil Society CSO CivilSocietyOrganisationDACAAR DanishCommitteeforAidtoAfghanRefugees DANIDA DanishInternationalDevelopmentAgency ECHO EuropeanCommissionforHumanitarianAid&CivilianProtectionENNA EuropeanNetworkofNGOsinAfghanistanEuropeAid EuropeanCommissionforDevelopment&Cooperation EC/NSA European Commision/Non-State Actors FGD Focus Group Discussion GIRoA GovernmentIslamicRepublicofAfghanistanHH HouseholdHHFS HouseholdFoodSecurityHHLS HouseholdLivelihoodSecurityIRC InternationalRescueCommittee IAD Integrated Agriculture Development ICCO InterchurchOrganisationforDevelopmentCooperationLLHS LivelihoodHouseholdSecurity IDP Internally Displaced Person IGA IncomeGeneratingActivityIGP IncomeGeneratingProjectINGO InternationalNon-GovernmentOrganisationINT Interview IOM InternationalOrganisationofMigrationKAP Knowledge,Attitude,PracticeMA MarketingAssociationM&E MonitoringandEvaluationMIS ManagementInformationSystem MoJ MinistryofJusticeMoWA MinistryofWomenAffairsMZ Majlis-e-ZanhaNAPWA NationalActionPlanforWomeninAfghanistanNGO Non-GovernmentOrganisationNNGO NationalNGONRM NaturalResourceManagementNSDP NationalSkillsDevelopmentProgrammeNSP NationalSolidarityProgrammeOCI OrganisationalCapacityIndexPA ProducerAssociationRDP Rural Development Programme RNE Royal Norwegian Embassy RoI RegionofOrigin(DANIDA)SCF SavetheChildrenFederationSDO SanayeeDevelopmentOrganisationSSED Small-scale Enterprise Development UNIDO UnitedNationsIndustryDevelopmentOrganisationVET VocationalEducation&TrainingWASSA WomenActivities&SocialServicesAssociationWASH Water,SanitationandHygieneWCLRF WomenandChildrenLegalResearchFoundationWEP Women’s Empowerment Programme WFP World Food Programme WRC Women’s Resource Centre

ACRONYMS


Summary Report | ii

TABLE OF CONTENTS

A.THECONTEXT 1

B.INTRODUCTIONandMETHODOLOGY 2

C.IMPACT 3 a)EnablingEnvironment 3 b)ImprovedSocialStatus 3 c)IncreasedSocialAwareness 5 d)EconomicEngagement 5 e)SustainableCommunityBasedOrganisation(CBO)Foundation 8

D.STRATEGICCHALLENGES&OPPORTUNITIES 10

E.RECOMMENDATIONS 15 a)ExpandingWEP’sscopeandreach 15 b)BuildingOpportunitiesforincreasedDecision-Making 16 c)IncreasingEconomicReturns 17 d)StrengtheningCapacities(Staff,M&E,WRCs) 17 e)StrengtheningLinkages–GIRoA,NGOs,others 18 f)Funding&ManagementSupport 18

F. CONCLUSION 20

Annexes 211. SorfaGul’sStory 222. StrategyOption#C,ValueChainexamples 233. ProposedDacaarExitStrategyForWRC’s 244. BuildingMarketLinkages 265. Current&FutureuseofEconomicStrategyOptions 276. WEPSynergieswithDACAAR’sOrganisationalCompetencies 287. Case Stories 298. ReferenceMaterials 32


Summary Report | 1

“ “Afghan women affirm that our future can and must evolve in a different Afghanistan from the past, in which our daughters and their daughters will be able to actively engage in peace building and nation building in an equitable

environment.1

1 AWN, Afghan Women’s Declaration for International Conference on Afghanistan in Bonn, December 2011, pg.12 Access is constrained by women’s mobility, distance, income, female health staff availability, facility services, etc.3 Azarbaijani-Maghaddam, Sippi, “Arrested Development of Afghan Women” ,The Future of Afghanistan, USIP: 2009,pg.684 UNDP, National Human Development Report for Afghanistan – Gender HDI, 2011. The gender inequality index reflects the level of achievement between men and women related to reproductive health, empowerment and the labour market.

A. THE CONTEXT

Women’s socio-economic status in Afghanistanremains precarious. Their marginalised accesstobasic services (health, education,protective,legal, livelihood) and very low participationin public life to influence decision-making,maintains this status quo, particularly in ruralareas where 77% of the population reside(UNFPA2011). Thosewho live inmoreremoteareas,andareaffectedbyrecurringdroughtandconflict,constitutethemorevulnerableandareaffectedevenmore.

Despite significant progress since 2001,Afghanistancontinuestoseesomeoftheworsehealth and social indicators for women andchildren in theworld, let alone the region (seeinsert).Closeto1 in5womendie inchildbirth,and1 in4childrenbeforetheyreachtheirfifthbirthday. A host of factors contribute to thisdire situation, no less women and children’sinequitable access to health services.2 Cultural and economic constraints, and low availability of femaleteachersallcontributetogirlsschoolenrolment being only half of boys. Violentbehaviour against women and girls in the private realm of the family is perceived by many as“natural”andarightforfamilymales.3 An overall genderinequality indexrating4of0.707reflectsthehighlevelofexclusionwomenexperienceinAfghansociety.

Women’s social isolation, economicmarginalisation and limited influence in publicand often family domains, present enormouschallenges in their ability to contribute to the bettermentoftheirfamiliesanddevelopmentoftheir country. Penetrating the cultural barriersandunderlyingattitudesthatfeedthesepatternsisfundamentaltochangingthem.Womencoming

together around common problems to seek solutions,generateawareness,anddevelopnewcapabilities,isanessentialfirststep.Aswomengainacceptancewithintheirfamilies,andco-optcommunityleaders’support,fortheirincreasedengagement in social and economic activities,newpatternscandevelop.

This is the backdrop for women gaining moreinfluence in decision-makingwithin the privateand public domains. Unless women assume responsibility to press for these changes, theyare unlikely to happen. To prepare themselvesfortheserolesofadvocate,negotiatoranddoerthey need support. When enough women, families and community leaders demonstratethe benefits of these changes, momentumbuildswithintheircommunitiesandtheprocessof cultural change is initiated. This model of“change through acceptance” has been the basis forWEP’sapproach.

HEALTH & EDUCATION INDICATORS

Maternalmortality 1400/100,000(WHO2008)Infantmortality 119/1000(CAP2012)Fertilityrate 6.3(NRVA2007/2008)Immunisationrate 40%(CAP2012)Schoolenrolment 63%,ofwhich37%girlsGenderratio 0.59Childrennotenrolled 37%,ofwhich60%girlsTeachersnotmeeting 68%minimum standardsFemaleteachers 33%oftotalTeacher/studentratio 1:34(2010)-->1:60(2012)Schools in buildings 50%

OCHA, Afghanistan 2012 Consolidated Appeal & World Bank/WHO/UNICEF Child Mortality Report 2011)


Summary Report | 2

DACAAR has, during its 28 years of ruraldevelopment support to Afghans, evolvedstrategies andapproaches to specifically engageand benefit women. The initiation of Majlis-e-Zanha (MZs) has progressed to the currentinnovation of establishing “Women Resource Centres” (WRCs) whose focus, as communitydevelopment Organisations (CBOs), is to workwith a cluster of interested villages to enhancewomen’s awareness, strengthen their capacities(social, economic, life skills), support theireconomic engagement, and promote their leadership development and participation indecision-making(family,community,societal).34WRCs have been established since 2005 across 7 provincesand23districts,benefittingasmallbutinspirationalgroupof24,000“empowered”ruralwomen members.

The WRCs are the focus of this assessmentwhose purpose was to evaluate the WRC approach as a main vehicle for achieving ruralwomen’s empowerment, and understand its achievements and challenges with a view to further strengthening the approach.Disseminating these learning and best practicesto the broader development community is hoped to contribute further to advancing the role ofwomen in Afghanistan’s development process.The methodology employed largely qualitativemethods, and analysed quantitative informationwhereitwasalreadyavailable.Arepresentative

sample5 of 7 WRCs6 were visited across 4provinces,7 with whom in-depth consultationswere held with both women members and male relatives, community decision-makers (womenand men), the WRC management committees,relevantNGOsandGIRoArepresentatives. Over300 people engaged in the assessment process ofwhich80%werewomenand20%men. Thistriangulated approach provided findings highlyindicativefortheprogramme.

This report summarises the main assessmentfindings8 in order to present them in a manner useful for shaping DACAAR’s future programmeframework2013-2016.

CURRENT WRC STATUS

TotalWRCs: 34Membership: 24,094Geographic: 7provinces,23districtsGraduated: 5WRCsInaccessible: 7WRCsAccessible: 27WRCs(20,100members)&ActiveHerat 11(13)Laghman 6(8)Faryab 6Sari Pol 2Balkh 1Parwan 1(2)

B. INTRODUCTION and METHODOLOGY

5 Unfortunately this sample did not include WRCs established during the first 4 years of the programme due to insecurity.6 The 7 WRCs included: Kololan & Najaran/Laghman; Barnabad, Sabool & Hafto/Herat; Kwaja Sabz Push/Faryab; Dehbala/Parwan.7 The 4 provinces included: Laghman, Herat, Faryab and Parwan across largely Pushton, Tajik and Uzbek communities.8 A full assessment report presents more detailed discussion of these findings prepared by the same author.

DACAAR rural Women’s Empowerment Programme (WEP)

Overall GoalSocial,economicandpoliticalempowermentandinclusionofwomen,andvulnerablewomeninparticular,inruraldevelopmentactivitiesthroughWRCsandotherinstitutions.

Objectives:1.Increasedwomen’srolein,andcontributionto,householdfood&livelihoodsecurity2.Improvedwomen’ssocialstatus(individual,household,localcommunity)3.Increasedwomen’sparticipationindecision-making(family,community,societal)4.Anenablingenvironmentispromotedthatsupportswomen’sincreasedparticipation


Summary Report | 3

C. IMPACT

The impact achieved through theWRCs has been considerable. Theareas(objectives)inwhichchangehasoccurred have supported the overall aimofwomen’sempowerment(goal).

a) Enabling Environment

DACAAR’shighlyeffectiveconsultativeand culturally appropriate approach has played a key role in the emergence of an enabling environment thatpromotes women’s participationacross the WRC’s local catchment areas9. It is reflected by the high acceptance and ownership of theWRC concept by all key stakeholders at the village, district and provincial levels.

Community leadership10 expressedvery positive perceptions of theWRC regarding its focus, culturalappropriateness, and added value to women and the community at large. Theircontinuous,activesupporthasensured the necessary guidance, intervention, support and protectionfor the WRC. At another level,Ministry of Justice, Ministry ofWomen’s Affairs, the EconomyDepartment, and the Governor’s office have respectively extendedformal registration, coordination andnetworking support at provincial and national levels. DACAAR’s promotionofWRCs’ amongst likeminded localNGOsandgroups,facilitatingessentialmarket and funding linkages for theWRCs, have broadened the group of stakeholders WRCs will need tocultivatefurtherforsustainability.

The degree of ownership by WRCmanagement and members of the

WRC’s role, its activities, its addedvalue, and the leadership’s dynamism, is also clearly evident. This is aremarkable achievement over rather short time periods, indicating theWRC’s responsiveness to the needs and priorities of women in thesecommunities,and is importantfor itssustainability.

b) Improved Social Status

Social empowerment11 is a springboard for women’s advancement, be itsocial, economic or political. Forwomen to change, theyfirstneed tobroaden their awareness and develop new skills required to be more socially and economically active, and gaintheconfidence topursue them. TheWRC builds this understanding and capability in women by increasing their capacity to learn, and providing asafeenvironment(learningtheatre)to learn in, giving many a basic level of literacy, exposing them to newideas, and increasing their awareness of how their local communities andeconomieswork.Theyaresupportedwithfoodsecuritypackages,revolvingloans, and vocational packagesthrough which new skills are learnt and existingonesstrengthened.TheWRCservesasatraining,demonstrationorproductioncentre. Inorder toaccessthesevarioustrainingopportunities,awomanneedsthetrustofherfamily,whointurnneedstofeelcomfortablethat no harm or misperceptionswill arise for her or the family as aresult of such engagements. Theendorsement by the village CDC of the WRC as a woman’s place oflearning and economic pursuit is a key factor in promoting this family trust.

9 Catchment area includes the cluster of villages and other geographic locations which the WRC is linked with.10 Community leadership included men’s CDCs, women’s CDCs, the Malik. 11 Empowerment can be defined as “the ability to make choices from a set of options in order to shape the outcome, and the degree of participation (relative to men) in decision-making processes without hesitation and hindrance”. Social empowerment suggests having this ability and opportunity to participate within the social sphere, and economic empowerment in the economic sphere.

The WRC programme is well coordinated with our District office. We fully support it, as the WRCs are focused on

women, run by women, and men are not permitted within.

“ “DACAAR’s approach is unique amongst

NGOs, and shows full commitment and

seriousness in trying to address the needs of women in a culturally

appropriate way.

“ “Robat Sangi Deputy Governor

Member of Qarghai men’s CDC


Summary Report | 4

Without doubt DACAAR’s WRC programme has advanced the social empowerment of WRCmembers, both Management Committee (MC)and individual members.

These social benefits have contributed to anincrementally improved social status for thesewomen at an individual, group, and community level.Formany,thechangeshavebeendramatic.For others who already enjoyed a certain levelof awareness and liberties, they have furtheradvanced their horizons.

Increased confidence wasconsistentlymentionedby WRC and MC members alike as a pivotalchange in their own attitudes, as well as theirfamily members and even community leaders.Realising, throughengaging inWRCoperations(meetings,elections,discussingissuesandtakingdecisions,contributingideasandcommentingonothers,reporting,etc),thattheircontributionstocollective discussion and decision-making havevalue,contributedsignificantly to their senseofself-worthandconfidence.Furtherbuildingthisconfidencehasbeenthepracticalknowledgeandskills they have gained, expanded mobility andincreased participation in family discussions, oreven public ones e.g. CDCmeetings. These aredescribedfurtherbelow.

Many referred to their increased mobility and beingable toventureoutsideof theirhome, tocomeandgototheWRC,participateintrainingorawarenessraisingevents,particularly literacytraining.AlthoughtheneedforanaccompanyingMahram may not be totally relaxed for manywomen, particularly when moving in publicspheres e.g. markets, shops, public transport, public buildings where men prevail, there was increased willingness by family members andhusbandstoacceptengagementoftheirwomen

inWRC activitieswherewomen dominate. ThissamewillingnessappliedtoassigningaMahramtoaccompanywomenengagedintheirexpandedscopeofactivities, forexample,makingthetriptoKabulforWRCregistrationwiththeMoJ.SomeMC members recounted how they engaged inthree days of negotiation with their husbandsseeking their support to make this landmark trip.

With each new exposure, women gained newlevels of awareness, fuelling a thirst to learn.Once started this process is irreversible – youcannot “unlearn” what you have seen and understood. The WRC has served as a safepractice ground and established a niche as a“learning theatre”, providing opportunitiesto learn and practice new skills - literacy, lifeskills and technical IGA related - all positively& directly preparing women to engage more productively in a broader range of activities.DACAAR’s hands on, experiential capacitybuilding approach has been highly effective inadvancing WEP’s social empowerment aim. The quality materials and trainers used, thefollow-up support extended, and the literacyandlifeskillsfocushaveallbeenhighlyrelevant.

Although still at a foundational stage, MCmembers have also “learnt by doing” how to manage a small community based Organisation (CBO), with a noticeable increase in collectivedecision-making by both MCs and womenCDCs alike. Given the overlap in leaders of theWRCandwomenCDCs, capacitiesbuiltofWRCleadership were automatically transferred towomen CDCs. More could be done in futureto further shape and build their leadershipskills and align them with the 7 principles


Summary Report | 5

the WRC espouses.12 Thisneedstobepartofamore systematic and phased capacity buildingstrategythataddressesprojectcyclemanagement(PCM),leadershipandeconomicactivitytechnicalskills building gaps to strengthen WEP’s approach.

c) Increased Social Awareness

Ofparticularnotewas theappreciationbyWRCmembersandMCalike,ofthesafemotherhood,hygiene, nutritional and child health trainingprovided to them and their families. Safe motherhood and hygiene sessions were provided by all WRCs, given their high value and relevance topreventingandaddressingcriticalhealthissuesinfamilies.Onaverage,only25%ofruralwomenlivingwithintwohourswalkingdistanceofhealthfacilities use skilled birth attendants, and only60%oftheneededcommunitymidwivesexisttoadequatelycoverthepopulation,manyofwhomare untrained13. Compounding these challenges is awoman’sneedforamaleMahramwhichrestrictsmobilityanddoublesout-of-pocketexpenditures.For these reasons, being knowledgeable ofmaternalandchildhealthcarecanbelife-saving,giventhedistancesandexpensestoaccessclinics,and has gained them considerable respect in their families. Some members suggested extendingthis knowledge and skill to other village residents to reduce family health risks, for which theyrequestedmaterialsandrefreshertraining.

Literacyhasplayedaparticularly important roleinboostingpeople’sconfidenceandcapabilities,enabling them to do things they had not previously been able to, and as a result gaining them considerable increased respect amongst familymembers, particularly their menfolk (husbands,brothers,uncles).Althoughthe9monthliteracycourses were geared to give people basic reading, writingandnumeracy,theyawakenedathirst inmany of the younger generation to learnmore.Mothers, daughters, fathers and even districtGovernors14 were encouraging women and girls toattendliteracycourses.Innovativesuggestionswere made to integrate development messages intoliteracytrainingforittoserveadualpurposeofbroadeninglearner’sgeneralknowledge.Girlswanted the WRC/ DACAAR to provide a multi-

level literacy course, not just repeat the same basic level courses. This was a fairly consistentrecommendation.

Womendescribedthebenefitsoftheirnew-foundliteracy capability in numerous ways - being able to take phone messages for family members orphonenumbersfortheirhusbands,readinglabelson medicines or on shop items, reading shop signs or signposts when travelling, helping their children with school work and not having to rely solely on their children to be their “literary interpreter”, being able to read and comprehend information theywere previously unable to, and thus interact more withothersandmakemeaningfulcontributionsindiscussions. Opening their minds to the world outside the homesuggeststhepotentialmagnitudeofaninvestmentassimpleasliteracytrainingforwomen.

With increased social awareness, through knowledge,skillsandtheconfidencetoapplythisnewknowledge,bringsdirectbenefitstoawomanandherfamily.Thesedemonstratednewcapacitieshave gained a woman increased respectbyfamilymembersandacceptanceofherlearningpursuits.Some men have even acknowledged changes in roles(seeinsertbelow).

d) Economic Engagement

As WRC members gained social skills and improved theirsocialstatus,thispreparedthemforincreasedeconomic engagement. Social and economic empowermentactivitiesare implementedby theWRC in parallel since each feeds the other, witheconomic advancement unlikely without a level

DACAAR has provided literacy training over the period2006to2011toanestimated23%ofWRCmembers(5,413of24,064WRCmembers).

Thereappearedtobealmostablanketcoverage(80-84% respectively) of the membership inGhorband(Parwan)andKowjaOmari (Ghazni)WRCs, and a high coverage in Laghman andKozdari Kahol (Paktya) WRCs (41 to 54%respectively). Faryab and Herat hover around12-18% respectively, with the latter largelycurtailled by insecurity.

12 Seven principles are listed in DACAAR’s “Practical Guidelines for WRCs 2009”, pg 5, and include: financial sustainability, environmental sustainability, transparency, participation, inclusiveness, honesty, Afghanisation.13 OCHA, “Afghanistan 2012 CAP”, pg.9314 The Deputy Governor of Robat Sangi district/Herat echoed the critical importance of literacy training for women as a key role for, and added value of, the WRC. He felt this would particularly enable women to more effectively participate in the district CDC.


Summary Report | 6

of social empowerment (See Annex #1 for Sorfa Gul’s story). The WRChas supported women’s economic engagement, both individually through income generating activities (IGA),intending to target the more vulnerable members and enhance their livelihood security,andthroughincomegeneratingprojects (IGPs) and production centresto benefit the WRC. Both sets ofactivities follow similar steps and aredescribed below.

Family livelihood security (LLHS) - women are encouraged to contribute ideas of types of income generatingprojectstheywouldliketomostbenefitfrom, usually related to activities theyhave skills in. These ideas are sharedwith the WRC, to which DACAAR respondswithIGAprojectstoindividualwomenfocusedonagriculture,livestockor vocational training. These activitiesare now operated under the WRC umbrellaandincludethefoodsecuritypackage,livestock,seedsandvocationalrevolving funds. Critical assets (cows,poultry,sewingmachine,dripirrigationequipment, seeds, etc) needed for anIGA are provided as a loan to be repaid to theWRCbythebeneficiary.Thisenables

the WRC to use this repaid capital to reloan to new beneficiaries. Technicalassistance and skills strengthening are provided to these largely home-based activitiesthatwomenoftenpreferduetothetimeandsocialconstraints theyface.

The new skills, knowledge andassets (goats, sheep, poultry, sewingmachines,etc)gainedbywomen,havecombined to provide them a modest income. They have made decisionsto invest this income in their IGAs, offset household expenses, or makemore personal purchases. Although the income generated has not been sufficient to initiate a larger scale IGArequiring capital investment, it has enabledexpansionofexistingIGAs.

Ithasalsomadeamarkeddifferencein the diversity of their family’sfood consumption. Savings, bothtime and cash, through home production (poultry, eggs, cheese,milk, yogurt, meat, clothes, etc)have further strengthened theirhousehold’s economy, as have the assets cushioned against shocks e.g. drought, illness, unemployment.

I have saved mychild’s life with the health knowledge I gained through the

WRC.

My husband and I take more decisions

together now.

Now my wife does not wait for me to

give her money to buy household things – she

just goes and buys them with her own

money.

Now there is a momentum built

amongst women, and they are supported by their men who have also learnt and are

more open-minded.

“

““

“

““

“

“

IGA Inputs• Homebasedappreciated• Strengtheningexistingknowl-

edge• Basic business/IGA skills• Individual & group• Capital assets & materials

AssetsMultiplied

Increased Food

Quantity,Diversity

Increased Income &

Control

Sustained, Expanded

IGA

BuffertoShocks

Agriculture, Livestock,VocationalLivelihood

LIVELIHOOD SECURITY BENEFITS

Voices of women WRC members and theirmen


Summary Report | 7

Producer’s Associationshavebeenformedtofocuson one economic activity that has longer termpotential to generate higher economic returns.An example is the women’s saffron associationsuccessfully established under Roshnan WRC’sumbrella. Although there are few “womenfocused”PAsinnumber,theseassociationshaveproved highly successful with relatively lowoverheads, and are enabling women, in the case of saffron, to increasingly engage in all steps ofthe value chain.

WRC income generating projects (IGPs) - Women in their villages are similarly encouraged to contribute ideas of types of income generatingprojectstheybelievewouldgenerateincomefortheirWRC(seeinsert).TheseideasaretransferredtotheWRCMCwhoreviewthepoolandselect2to3againstsomebasiccriteria. AparticipatorybusinessplanningprocessisfacilitatedbyDACAARin which individual income generating projectbusiness plans are consolidated into a WRC 5 yearIGPmasterplan.WRCMCmembersreceivetechnicaltrainingandpracticalorientationonthedifferent steps in the business cycle, by jointlyundertaking each step with DACAAR15. Thisaccelerates the learning. A WRC shop is always established16,alongwith1-2otherIGPs.AdditionalIGPs are added later as capital becomes available. Theyemployandtrainsmallnumbersofwomen,or form a production centre at theWRCwherespace allows (e.g. tailoring, embroidery, carpet

weaving, cloth weaving, medicinal distillation,dishrental,milkprocessing).

ThemajorchallengefacingWRCsisingeneratingsufficient capital from either revolving loanrepayments or net profits to initiate new IGAsthat can benefit a significant number of newbeneficiaries, and expand the WRC’s scope ofsocialandeconomicempowermentactivities(seerecommendations section). Most WRCs haveinitiated new IGAs but usually with a DACAARgrant, and the few using their own net profitshavebenefittedasmallnumberofbeneficiaries.For this reason, building the WRC capacity to establish external funding linkages is essentialfor securing investment capital to co-finance itsactivitiesoverthelongertermbeyondDACAAR’ssupport. Equally important is building WRC capacity to analyse and plan viable, longer term economicactivities.

Some exemplary WEP economic activities havealready pointed theway forward in this regard.The Herat Saffron Producers Association (linkedtoRoshnanWRC)andBarnabadWRC’smedicinaldistillation IGA are well planned, market basedinitiatives with a long-term vision to buildwomen’sskillsinqualityproductionandincreasedmarketshare.(see Annex #2).Thepursuitofsomeor all of these strategies should be done in aphased manner given DACAAR’s present capacity limitationsontheeconomicfront.

Examples of WRC income generating projects (IGPs) Bakery Kitchengardening(dripirrigation)Beauty parlour LadiesshopCandle making MilkingmachineCarpet weaving Mobile/satellitephonepubliccallingoffice(PCO)ormobilephone

ladyCashmereproduction PoultryfarmingCheeseproduction RentingcrockeryEmbroidery RentingvehicleFertiliserloan SavingsboxFood processing Soap makingGreenhouse gardening TailoringHandkerchiefweaving Rentinggarage

15 For example, learning how to maneuver in the market and negotiate prices by going to the market and doing it with DACAAR. 16 The shop is responding to requests by women in order to make shopping for women’s items more accessible to those with limited mobility. It provides a training ground in small business for women, and tends to always generate net profit for the WRC.


Summary Report | 8

e) Sustainable Community Based Organisation (CBO) Foundation

TheWRCshaveattainedafoundationtobecomea sustainableCBO. Thishasbeenachievedovera 5 year periodwithDACAAR’s financial support(2 years only), technical guidance, training &institution building, business managementcapacitybuilding,market linking, participation inexternaleventsandexternalrelationshipbuildingandcontinuousadvice17,

Ofparamountimportancehasbeentheclarityinrole and strategic focus the WRC has adopted. Their focus has consistently been on promotingchanges in women’s social status, in their sustained economic engagement, and in their consequent increased participation in decision-making andability to influence development processes. It isthis combinationof emphases (social, economic,leadership) that better positions women toinfluence “decision-making” whether in thefamily, their communities or on broader issueswithin Afghan society. WRCs have provided theopportunities,thesupport,thefacilitiesandpacedapproach for women to take incremental steps

along these paths of change. More structuredaction is needed in future to channel WRCmembers new capabilities and confidence toraiseawarenessofothers(intheircommunities),mobilisewithothersaroundspecificissuesundertheWRC’s umbrella, and position themselves toengage in more decision-making in private and public domains.

Guiding the WRC has been a very motivatedleadership, which in turn inspires the motivationofitsmembership.Ofthe22focusgroupdiscussionsheld with women and men, only 1 was not attended by a large gathering of people. Peoplewereexcitedandeagertosharetheirexperiencesand recount the benefits they had gained, andcontinuetoexperience,throughtheirWRCs.

Theevolvingmanagement capabilitiesoftheMCmembers has been equally encouraging. All WRCs visited demonstrated mid-stage maturity levels acrosssixcompetencyareas18 (seeinsertbelow)which is a very respectable achievement. It will be against these same capacity criteria that DACAAR’s recommendedexit strategy in futurewillbetied(see Annex #3).

17 A total of 6 WRCs have had their support from DACAAR interrupted during the 5 year period due to insecurity: Salimi/P.Zargoon, DehDaraz/Obe, Ghorband/Parwan, Aslamabad/ Alishing, DeheraMenaSaheb/Alishing, Chamkani/Paktya.18 The 6 competencies are: Strategic Direction, Structure & Governance, Internal Systems, Finance, Technical Capacity and External Relations & Advocacy. The mid-stage level relates to the OCI tool suggesting an averaged medium capacity level.


Summary Report | 9

Of particular future importance will bestrengthening the WRC’s capacity to fosterexternal linkages, replicate training and build inter-WRCnetworks.TheHeratWEPteamhassetthepacebysupportingtheWRCstoestablishmarket,funding and training linkages e.g. UNIDO, IOM,WASSA, IRC, (see Annex #4), organising periodicinter-WRCmeetings for information sharing, andactively participating in a women’s economicempowerment coordination network. WEP inFaryabandLaghmanhavedevotedeffortstosomebut not all of these same areas. Considerableefforts have been invested in building theselinkagestodate,butnotallhavebeenassuccessfulasothers.Strategiespromotingjointresponsibilityand broader engagement need establishment in WRCs earlier on, guided by an overall WEP strategy on linkages and capacity building.

Anareaofnotedstrengthhasbeen theeffectiveand responsive relationships WRCs haveestablished at village level with the women CDCs, and indirectly through them, with the men’s CDCs. These linkshaveensureda culturally acceptablecommunication channel for problem solving,decision-makingandgeneral informationsharing.AsmostWRCMCmembers also hold leadershippositions inthewomen’sCDC,there isabondofmutual interest and responsibility between the

two Organisations that has fostered very closeinteractionandsupport.Althoughformalmeetingsbetween the women and men’s CDC are rare, it ishopedtheWRCmayofferfutureopportunitiesfor joint exercises that could foster incrementalintegration of men and women CDCs’ decision-making.

The WRCs, through their pursuit of incomegenerating projects (IGPs), the WRC shops, andmembership fees, appear able to cover theirrunning costs19, and thus achieve a level offinancial sustainability. Fortunately, WRCs have beenveryprudentinkeepingtheircostslow.Thishas been a conscious DACAAR policy. Where they havebeenlesssuccessfulisingeneratingsufficientnet profit/savings from their IGPs to establish acapitalfundtoco-financeongoingandfutureWRCactivities,andestablishafinancialreserveforWRCcoreoperationswhenfundinglevelsdecline.

And lastly, as a CBO the WRCs have, with DACAAR’s able facilitation, gained a legitimacy through registration with the Ministry of Justice givingthem a bonafide legal status. This has enhancedtheircredibility intheeyesofotherstakeholders,and given them an additional channel throughwhichtoseeklinkagesandfundingsupport.

19 On average the WRC’s core running costs include rent (Afs 1000-1500 monthly, salaries (average Afs 2000-3000 monthly), and general operating costs (Afs 3000 monthly).


Summary Report | 10

D. STRATEGIC CHALLENGES & OPPORTUNITIES

Successgeneratesnewopportunities,but italsocomeswithchallenges.TheWRCapproachfacesa number of challenges that unless addressed,will hinder the Women’s Empowerment Programme(WEP)frommaximizingitsefficiency

and effectiveness in further advancing ruralwomen’s empowerment. The opportunitieshighlighted offer additional ways to expandWEP’s scope and impact. Both are captured in the recommendations.

Opportunity - WEP’s strong social mobilisation approach providesopportunitiesfor the WRC to advance members’ socialempowerment to yet another level, and use thissocialcapitaltoextendtheWRC’sreachto all members and the community as a whole.Thiscouldbedoneinnumerousways.Supporting “interest” groups that organisearound issues prioritised by women acrossa number of communities, and nurturingthese into advocacy groups. The merits ofgirls’ education, literacy, delayed marriage,women’s contribution to public decision-making fora, could be indicative areas forsuch collective mobilisation. Establishinga literacy network for women to continuetheir learning is another. Capitalising on the positive attitudes of men, both family

members and community leaders, could help raise awareness of the benefits of girls andwomen’s increased engagement in society. WRC assessments, planning and training activities also provide opportunities toengagemenmore, andestablish aplatformforincreasedcooperationandjointdecision-making. Ensuring all WRC trainings are building capacity of WRC future trainers,and trainees are assuming responsibility to transfer knowledge to a target numberof WRC and community members, are allmechanisms to further extend the WRC’sreach. Awareness raising can only have practicaleffectwhenacriticalmassofpeoplehavebeenmobilisedtoaction.ThisrequirestheWRCssettingclearsocialempowermentgoals and strategies beyond the current.

1

Challenge - WRCs are a viable means to an end, but not the only means. WRCs have become a primary modality or vehicle through which WEP promotes women’s social and economic empowerment. Thishasbeenveryeffectivetodate,butfurtheradvancement will require complementary use of other modalities, to both expandscope and reach. As an example, WEP’scurrent economic empowerment strategies are limited to individual economic benefitona relatively small scale.Theuseofothermodalities could broaden empowermentstrategies to fit different conditions andeconomic interests and increase economic returns.Organisinggroupsfocusedonsingle

activities,betheywithasocialoreconomicaim, can extend the WRC’s empowermentagenda(seeopportunity below).Lesscomplexmodalitiescouldbeusedtopromotewomen’sempowerment where conditions such asdifferent levels of development, interests,culture, geographic conditions, security,market conditions, and funding availabilitymake establishing a WRC very challenging. Selection of an alternate modality mustplace emphasis on good understanding oflocal economies and market dynamics, good programming judgement, local interestsandcapacities,DACAAR’scapacitiesandpresencein an area.

2


Summary Report | 11

Opportunity - DACAAR has an impressive pool of experience withProducer’sAssociation(PA),marketing associations, buyers associations,women’sgroups,interestgroups,etc,forWEPtodrawon.Apartfromthewomen’sgroups,much of this accumulated experience hasbeen with men, with somemore successfulthanothers.UnderWEP, recent efforts havebeen made with a woman’s PA, with a pilot WRC’s buyer’s association, and with WRCproduction centres, all focused on singleeconomicactivities.Usingmultiplemodalities

that increasingly engage women in all key stepsofthevaluechainofaselectedactivitycansignificantlyincreasefinancialreturns.Thelearningemergingfrom,andfutureprognosisof these modalities, is positive to date. Theuseofinterestgroupstomobilisewomen(andmen)aroundacommonissueorfocalactivitycan equally serve a social empowerment purpose.TheneedtoexpandtheWRC’sreachandscopeofactivitiescantakefulladvantageof these diverse modalities, some alreadyexperimentedwithandproven.

Challenge - WRCs face difficulties to independently20 generate sufficient capital to expand the scope of WRC activities (social and economic) to a larger number of beneficiaries. This is taking time. Women’s IGAs & WRC IGPs are unable to generate sufficient net profitstosustainaWRCcapitalfundlargeenoughtoexpand the scope ofWRCactivities to larger numbers of beneficiaries. WRC businessplans (BP) have not been easy to achieve.Net profits have been relatively modestand slow in generation21 ,with 80%ofWRCsnot meeting their planned financial targets,despiteincrementalannualincreases.Thefactthe WRCs are generatingprofits isa laudableachievement, but there is need to consider alternate strategies in order to accelerate the scale of economic returns. Compoundingthisproblem is the fact thatwomen IGAsareunable to generate higher economic returns so as to pay a reasonable percentage into the WRC’ssavingsbox.AllwomenengagedinIGAactivities,althoughenthusiasticaboutstartingnew IGAs, did not feel their relatively static,lowincomewouldsuffice.The reasons underlying these challenges

aremany, but a key one relates to informedeconomic analysis and planning. Many IGPsare either borrowed from other WRCs orbased on what village women already know, and are often implemented without an in-depth understanding of the local or regionalmarket dynamics and potential. Withoutconsistently undertaking strong local economy andmarketanalysis, theWRCcannot identifyeconomicactivitieswithgrowthpotentialthatcan effectively compete in male dominatedmarkets, nor provide the same advice to women in the selection of viable businesses.Viable business is based on an in-depth understanding of Afghanistan’s complexmarkets. This concern has been echoed inprevious evaluations, lessons learnt exercisesandstaffreviews.Theindividualfarmandnon-farm activities currently pursued by womenareaimedataugmentingafamily’sLLHSwithmodest additional income and assets. Theyare usually home based, common in the local community and tied to local markets. Theyhavenot benefitted from the level ofmarketanalysis described above, nor were they intended to evolve into larger businesses.

3

4

20 Independently means beyond DACAAR’s initial grant during its 2 year period of financial support.21 Of the 20% who met planned targets, the net profits ranged from $1900 to $6000. 22 Such DACAAR internal review exercises include the following: “Impact Assessment of the project Alleviating Poverty through Productivity and Livelihood Enhancement”, January 2010; “Lessons Learnt & Best Practices, Rural Development Programme”, September 2010; “2004-2009 Rehabilitation of Rural Production Systems in Central Region, Final Report”, September 2009; “WRCs Activities Review 2006-2009”, March 201023 In Alishing, Laghman, for example, it was assumed women would be able to engage in cheese making from the milk produced through the milking cow loans, but there was insufficient surplus milk available to support this secondary IGA.


Summary Report | 12

Opportunity - DACAAR has been fortunateto retain a highly dedicated core staff that has long years of DACAAR communitysocial mobilisation experience andengagement inWEP. They have introduced,experimented with, innovated and evolvedWEP’s empowerment model to what it is today. Their professional approach, highcommitment to the work, their accessibility and continuous support to women andthe WRCs, was consistently echoed in all cornersoftheprogramme.DACAARstaffare

seenasmuchapartof theWRCas theMCmembers are. They are WEP’s institutionalmemory.Empoweringthesestaffatfieldandmanagement level with new capabilities,and increasing their engagement in internal programme and strategic discussions so as to influence decision-making, is key tosupportingthesametohappenwithwomenat the community level. Increasingly doing so will reinforce theOrganisation’s high regardforthemandtheirwork.

5

Challenge - Capacities of DACAAR and the WRCs are limiting WEP’s scope. Although DACAAR staff’s social mobilisationexpertise has been an immense strengthfor the implementation of WEP’s socialempowerment model, it has not been adequately matched with dedicated femaleexpertise in other critical specialised areassuch as economic and market analysis; business development; institutionaldevelopment; livestock, agronomy and environmental technical expertise;specialised assessments including economic, livelihood security and vulnerability mapping; coordination and representation; andprojectcyclemanagementskills.There isan

imbalance in regional distribution of staff24 andinsufficientnumberstosupportWRCstoexpand their social empowerment agenda,increase external linkages, strengthen WRCIGPs, and support the evolution of theWRCs into stronger CBOs. More specialisedtraining is needed of WEP staff, to enabletheir increased engagement in planning, management, monitoring and reporting asrequired by the programme. Stable, adequate and dedicatedmulti-year funding is neededforWEPasaprogramme (vs. componentofRDP)toovercometheabovechallengesandprovided continuity toWRC’s over a 4 yearperiod.

Challenge - Building external linkages with other CSOs and GIRoA, at provincial and Kabul levels, needs an overall strategy. Thereisneedforaclear, integratedstrategythat raises WEP’s profile, promotes strongcoordinationwithother stakeholders, buildsfundingrelationships,andsupportsadvocacyin order for DACAAR to support the WRCs

to do the same across all regions. Currently suchactivitiesareundertakenbutnotalwaysconsistentlynorwithmaximumimpact.WEPstaffneedtobedirectlyengagedatregional,provincial and district levels in developing and promoting these strategies so as tostrengthentheWRC’sexternallinkages.

6

7

24 Laghman has a ratio of 1 to 6 (staff to WRCs) unlike Faryab with a ratio 1 to1 and Herat 1 to 3.


Summary Report | 13

Opportunity - There is much that has been learnt overtheyears,someofwhichhasbeendocumented in this assessment. Successes and their contributing strengths have beendocumented, and areas needing improvement identified. Gaps in systems have becomeevident with greater clarity on what needs tobeputinplacetoenhanceefficiency.Thismakes “systematising”WEP amore focusedandresponsivetask.TheneedspansnotonlyM&E,butalsoincludesestablishinganoverall

programme framework, and overall externallinkages and capacity building strategies forgreaterclarityandcoherence.Evidenceofaneffectivesocialandeconomicempowermentmodel providesopportunities tobuild on soastoadvanceitfurther.ThisshouldencourageDACAAR to engage in broader discussions within the development community, while helping to focus and advance WEP’s future(2013-2016) strategy with an informeddirection.

Challenge - M&E and reporting systems are critical for WEP to provide evidence based information. They are weak. A coherent overall WEP programme (vsproject) framework, informed by situationalanalysis, with a corresponding overall M&E programme framework, need timelyfinalisation.Anintegratedmonitoringsystem,that enforces consistency, incorporates

baselines and frequent reviews will fostergreater learning and generate the needed evidencetoinformprogrammeadjustments.ThereisurgentneedtoestablishacentralisedMISwith an overhauled database to enableeasy retrieval of updated information. Staffneed technical support and capacity building to set up and manage these systems.

Challenge - The process of selecting the most vulnerable for training coursesand IGAsupport currently involves a combination of“prescribedselection”basedonDACAARandcommunity proposed vulnerability criteria25 and “random selection” from a hat. Inprincipletheprocessinvolves4keysteps(seeinsert). The random selection step is a goodwaytoimpartiallyselectfromalargerpool,butoverlookstheneedtonarrowthepoolfurtherto those who are exceptionally vulnerableandwhoshouldbeprioritised.Withnosocialanalysis and engagement in the beneficiaryselectionprocess,DACAARcannotreallyknowifthemostvulnerablearebeingtransparentlyselected. Similarly, without more structured assessments that enhance local contextual understanding of household and communitypoverty levels, power and decision-making

dynamics, gendered roles, women’s social status, local economies and markets, key stakeholdersintheregion,usingparticipatorytools and baselining, makes measurement of changeor impactdifficult. Conditions varyfromareatoarea,towhichWEP’sapproachesmust appropriately respond

8

9

10

25 These criteria include being widowed, elderly, family members physically challenged, no male income earner over 18, no land or assets.

Vulnerable Beneficiary Selection Steps1. MCvillagerepresentativesidentifythe

most vulnerable in their villages2. List ispassedtovillagewomen’sCDC

to vet and submit to the WRC3. WRC MC consolidates the lists and

puts names in a hat4. MC picks the required number of

beneficiaries randomly from those inthe hat


Summary Report | 14

Opportunity - The high level of interest in WEP today–what it is, itsachievements, itsdevelopmental value, how it is addressing challenges, what we have learnt, its impact - byDACAARseniorstaff,regionalmanagementandBoardmembers,reflectsapositivechangeover the years. WEP is being perceived with more strategic interest by the Organisation,with intent to build on its successes and addressitsshortcomings.Thesedevelopmentshave been further influenced by the stellarworkdoneoverthepast fewyears inrollingout a gender policy and strategies; raising awareness through mainstreamed gender

training; and providing tools to programmers to enhance gender sensitive programming.Momentumongendermainstreamingneedscontinuous reinforcement and support, forwhich the new AGD&WE26 Adviser, when recruited,willhelpmaintain.S(he)willalsobea valuable resource to guide WEP’s strategic development,mentortheWEPManagerandensuretherequiredorganisationalsupportisbeingprovided.Suchorganisationalsupportspresent an opportunity to advancemany oftherecommendationscontainedinthisWRCassessment.

11

26 AGD&WE refers to the Age, Gender, Diversity & Women’s Empowerment Advisor currently being recruited in DACAAR.

Challenge - DACAAR 2009-2012 (strategic) Programme Framework RelevantactivitiesinDACAAR’sstrategicplanthathavenotyetfullybenefittedWEPincludethe need to further upgrade WEP M&Esystems and staff management capacities,prioritise WEP staff for best practice andtraining methods capacity building, and

increase WEP’s access to organisationalservicesandresources.Thereisdualneedtostrengthenmanagers’understandingofWEP,particularly at Kabul level, through topical,regular briefings that engage WEP fieldstaff and through doing so, give increasedrecognitiontotheprogramme’saddedvalue.

12


Summary Report | 15

As a Coordinator,theWRChasthepotentialtoassumeresponsibilityforarangeofexistingandnewactivities.

As a Facilitator,theWRC’ssupportinthefollowingwayscouldgreatlyfacilitatewomenandgirl’swellbeing

27 The GIRoA’s policy is that a private institution can provide only a 9 month literacy course in the community for which the learner receives a certificate, but after this she must join a school to continue to advance her learning.

E. RECOMMENDATIONS

• Organise and coordinate community assessments and surveys, (vulnerabilitymapping, LLHS, local economy, marketanalysis, capacity building, awareness raising issues, ) jointlywithwomen/men’sCDC where possible, so as to build capacity andexpanduseof informationgenerated,and foster “cooperation” between menandwomen’sCDCswiththehopeofmoreintegrated decision-making e.g. deciding vulnerability criteria for the community,selecting people against criteria, planningthe assessments, etc

• Organise & coordinate training, awareness

raising, promotional events for membersand the community

• Organise & coordinate public events, locally and at the district level

• Coordinate inter-WRC meetings to gobeyond information sharing (currentlyFaryab & Herat WRCs) to identify andmobilisearoundissuesofcommonconcern,and develop and launch advocacy strategies

• Coordinate formation, capacity building,planningofinterestgroups(betheyfocusedon an economic or social activity), andsupporttheiractivities

• Conflictresolutioninfamilies• Accesstoessentialservicesthroughseveral

mechanisms: a) By providing informatione.g. listsofhealthclinicswith femalestaff,Organisations offering counselling servicesindomesticabusecases,legalaidservices.B)Byestablishingafundtosupportthoseinmost need to arrange transport, pay medical care, for educational materials. In someWRCs the shop has provided shop items on credit, or made loans to people in urgent need which have been repaid at a later date. C) By making contact and accompanyingmembers (if needed) on visits to services

e.g. medical, school management, legal.• AccesstomarketsbyassistingtheWRCto

establishaninternalmarketingservice• Perhapsmoreattentionneeds tobegiven

by the WRC (with DACAAR’s support) tofacilitating theenrolmentof young femaleliteracy students in nearby schools (ifavailable), or if not, provide alternativesfor advancing their learning. For each girlthat does not advance to another level oflearning is dooming the next generation.Literacy for girls andwomenwill not onlyadvancetheirdevelopment,butalsothatoftheirfuturechildren.

a) Expanding WEP’s scope and reach

DACAAR has played a key role to date in building the WRC’s social mobilising capacity through joint implementationand support. TheWRC is,therefore,inaprimepositiontoexpanditsrolesas community “facilitator and coordinator” forpromoting social and economic empowermentof itsmembers,butequally formembersof the

broader community. By extending awarenessraisingandmobilisingactivitiestothecommunitykeeps the WRC relevant by adding value to the community, and builds momentum in the community for change. In this way WRCmembership and support grows.


Summary Report | 16

IfDACAARistoexpanditssocialempowermentapproach, it needs to better understand thecontext at both household, community andarea levels, understand and target vulnerability better,andgenerate informationforbaselining.This will require more structured studies and assessments to be conducted in the geographic areas DACAAR is working or intends to work priorto,andduring,theestablishmentofaWRC,association or interest group. Relevant toolsand methods include PRA (participatory ruralappraisal)approaches,vulnerabilitymappingandtargeting,genderanalysis, stakeholderanalysis,household livelihood security assessment, market analysis and local economies assessment. There isneedforWRCs,DACAARstaffandCDCmembers (men/women) to build capacities tojointlyundertaketheseassessments.EquippingbothmenandwomenCDCswithsomeofthesecapacitiesmayenablemoreformalcooperationand bridge building between these decision-making groups.

DACAAR has an opportunity to expand reach in areaswhereitislessconduciveto(immediately)establishaWRC.ExtensiveexperiencewithPAs,women’s groups and interest groups provides a poolofexperienceforsettingupsuchgroupstofocusonasingleactivityorsocialinterestarea.Although this group should still have the dualrole of social and economic empowerment28 and target the vulnerable, the support required would be less complex andmore focused. Thegroup would work under the umbrella of thewomen’s CDCs. DACAAR would employ its social mobilisationapproachtopreparethecommunity,Organise the group, build its technical and management capacity, and socially empower its membersthroughthestandardgroupoperationsandcoretrainings.Technicalexpertisewouldbeprovided to support the group in undertaking aneconomicactivity,orpursueaspecificsocialor political empowerment activity. Possibleexamples include: life skills capacity building,advocacy responsive to community identifiedwomen’s issues e.g. inheritance & property rights, women’s access to justice, domesticviolence, marriage costs, delayed marriage, girlseducation,capacitybuildingofwomenCDCmembers, integrated village and district CDCs.

Tostrengthen targeting of vulnerable community

members,fourstepscouldbeconsidered:

1. Thecriteriaforvulnerabilitymaynotbethesameinallareas.HHLSassessmentscanbeused to identify from the wealth rankingand other information location specificvulnerability criteria.

2. Vulnerability mapping can be done by applying thesecriteriaacross theclusterofvillagestoidentifywhoismostvulnerable.

3. Engage women and men’s CDCs together with WRC members to lend credibility to the processandpromotecooperation.

4. DACAARstaffinvolvethemselvesateachstepofthebeneficiaryselectionprocesstomonitor and support the WRC to become comfortablewiththetargetingprocess,andexplainitconvincinglytotheirmembers.

b) Building Opportunities for Increased Decision-Making

For women to increase their “politicalempowerment” at community and broader levels, and to engage in public and decision-making fora, requires more acceptance bytheir men folk, and access to these fora.This requires an incremental approachthat focuses first on enhancing men’s awareness of the benefits of women’sincreasedengagement.Co-optinginfluentialcommunity leaders and male relatives inthis regard, while increasing women’s own awarenessoftheirrightsandcivicresponsibilitiesto engage, are ways to build a common understanding. Engagingmen inWRC activitiesofbenefit to thecommunity isanother step tobuild amore formal platform of “cooperation”and opening CDCs to more integrated (menandwomen)decision-making.TheWRCscouldbuildwomenCDCrepresentatives’capacities inleadership,strategisingandnegotiationsoastoincrease their effectiveness when participatingin public planning fora. The formation ofconstructive advocacy and lobbying groups is another approach. These strategies all aimat enabling women to engage and influencecommunity development decisions from awoman’sperspectiveasabasiccivicrightunderAfghanistan’sconstitution.

28 The WRC has effectively enabled rural women members to broaden their social skills and improve their social status. This in turn enhances their ability to effectively engage in economic activities. Equally, without increased economic engagement, women’s social status is unlikely to advance. Both need to be supported and both should remain strategic aims of DACAAR’s WEP.


Summary Report | 17

c) Increasing Economic Returns

To address the rather slow rate atwhichWRCsareabletoincreasetheeconomicreturnsoftheirIGPs,itisrecommendedtoincreasetherigourofeconomic and market analysis during economic activityidentificationandplanning,andbroadenthe strategies by which economic activities areundertaken.Theseshouldbeframedbyalonger-term goal that enhances women’s economic empowerment as well as generates increased incomefortheWRC.

Thereareinnumerablemarketrelatedchallengesand dynamics, that if not well understood canresultinselectingIGAsthatmuchtimeandeffortare invested implementingonly tobe suddenlyundermined by unforeseen changes in marketconditions. This we have already seen in someWRCs. Some, not all, of these factors may bemore predictable than others, and it is these that a rigorous market analysis triesto identify.A two-step process, undertaken with DACAAR’s technicalsupport, is recommendedforselectionof all economic activities and strategy options(described below) to enhance understanding oflocal area economies and their markets. In-depth marketanalysiswillhelpto informstrategiesforbuilding greater linkages to different types of market outlets29.

Once market analysis has helped the WRC to select IGPs from a “market” perspective, thereis thenneedtoassess the IGA fromatechnical perspective.Thismustalsobedonebyqualifiedindividuals. The above two steps will help theWRC develop an informed business plan (BP)and select the most appropriate strategies forachievingthelonger-termgoal.Threestrategies (seeinsert),usingmodalitiesDACAARalreadyhasproven experience with, are recommended asoptions.ThreeareadditionaltoOptionAwhichis currently being successfully employed by theWRCs and focused on small IGAs for individualwomen (food security package, revolving loans,etc). Combining any or all of these options, ashas been done inHerat saffron production andmedicinaldistillation, is yetanotheroption (see Annex #5). Thesestrategyoptionsarenotnew,and experience has already been gained on asmall scale in some WRCs. The business planneeds to be minimally reviewed annually by the

WRCMC, examining progress against the plan,andadjustedasneeded.TheBPmustbealivingdocumentandnotrelegatedtotheshelf.

d) Strengthening Capacities (Staff, M&E, WRCs)

The quantity and diversity of WEP female staff will need to be increased to support WEP’s expanded social agenda and strengthened WRCeconomic empowerment strategies. As priority, it is recommended a female technical team of1 agronomist/1 livestock expert be recruited tocomplementthehiringof1SSEDexpert30 to support WEPactivitiesacrosstheregions.Numbersofstaffneedrationalisationacrosstheregionsgivenover-burdening in some areas and the planned increase inscopeofactivitiestheseWEPfieldteamswillneedtoimplementandfacilitateinfuture.

InsupportofoverhaulingandstrengtheningWEP’sMIS systems, a database expert is needed. ThesupportofDACAAR’sM&Eunitwillberequiredtoadvise, conduct training, and guide the development ofanoverallM&E framework linked toanoverallWEP programme framework that is awaitingfinalisation.Systematicandregularmonitoringatalllevelswillprovidelearningtobeusedforprogrammestrategy adjustments and dissemination internallyandexternally.

The development of an overall WEP capacity buildingstrategywillgivepriorityandfocustotheareas needing strengthening, and reinforce thosealreadyeffectivelyemployed.FurtherengenderingtheWEP approach by targetingmoremen in thecommunity for increased awareness raising andexpandingtrainingopportunities(IGA,assessments,ToT, teaching methods) through the men’s CDCs,

29 Examples include: women’s markets – to NGOs organising marketing and production related events – to chambers of commerce - to other producers and buyers - to donors who support market or product exhibitions, etc.30 A male is recommended for this position who can work closely with the female WEP team largely because this position needs to undertake good market analysis in markets which are dominated by men. Women may encounter greater difficulty conducting such assessments.

Option A - As entry point continue smallindividualIGA(learning,skills/assetsbuilding)Option B -Movebeyonda focuson individualwomen to collectives (PAs) for increasedproduction&qualityOption C -Slowlyexpandwomen’s role inkeystepsofaneconomicactivity’s value chain forcontroloverproduction&marketingOption D-EstablishwomenMarketing,BuyingAssociationstocaptureincreasedmarketshare

Strategy Options


Summary Report | 18

may further build bridges and strengthencooperationbetweenmenandwomencommunityleadership. It may also meet greater interests ofmenthusreinforcingtheWRC’saddedvaluetothecommunity. Strengthening WEP staff capacities in various assessment tools31 ; project cyclemanagement (PCM)steps (proposalwriting,M&Eandreportwriting);useoftheOCItool(orsimilarorganisational capacity assessment tool); externallinkageareas(advocacy,publicrelations,fundraisingand coordination); best practices development;newtrainingmethods includingToTand technicalareas (agronomy, livestock, environment). Thesecapacities are essential to support the WRCsto develop or strengthen capacities in thesesame areas. Links to current research or studieshighlightinginnovationsandnewlearningregardingwomen’sempowermentisimportanttokeepstaffupdated.

Empowering WRCs to assume someofDACAAR’skey functions is key for their sustainability andrelevance to members. To date, a large part ofthe technical capacity to implement social and economic empowerment activities has beendependent on DACAAR’s trainers and facilitation.WRCs acknowledge that they have just begun tobuild this technical capacity, but need DACAAR’s supporttoacceleratetheestablishmentofaWRCTrainingofTrainers(ToT)capacityforcoretraining.The menu of core training should be developedbasedontraining thathasbeenmosteffectivetodate in advancing women’s empowerment. Thismenu will be delivered to new WRC members, and refresheroradvancedtrainingprovidedtoexistingmembers.TrainingapoolofMCandWRCmembersto become competent “Master Trainers” for theirWRC is a priority.

Encouraging WRC members to assume responsibility to share their learning with a specified number of other members has beensuccessfully employed with hygiene messages,but could be introduced as a requirement of allmembers who attend WRC sponsored training/awarenessraisingactivities.Thiswould indirectlyexpand the reach of these WRC sessions andcourses to other members, but also non-members. By non-members indirectly benefitting from thisknowledgetransfermayincreasetheadoptionorapplication of this new knowledge, and possiblyincrease their interest in becoming a WRC member.

e) Strengthening Linkages – GIRoA, NGOs, others

Strengthening the WRC’s linkages with key stakeholdersisofparamountimportancefortheirviability and effectiveness. The WRC’s profile,and the opportunities it presents for women’sempowerment,needstobeknownbyamaximumsetofeternalactorsforfunding,technicalsupport,advocacy,coordinationandnetworkingpurposes.

• ByGIRoAtolink,support,fund• By district CDCs as above and to influence

districtdecision-makingandplanning(CDPs)• By other NGOs, UN & donor agencies, CSOs

tolink,support,fund,network,advocate,etc

Simple strategies in these areas, that can be used by WRCs as a step-by-step guide, could help them establishtheseexternallinkagesearlyon.Analysisof “what is needed, to achieve what purpose,usingwhichactivities”todevelopanoverallWEPstrategy will help strengthen this approach.

f) Funding & Management Support

WEP funding should seek a minimum 3 and preferably 5 years to enable social andeconomic empowerment strategies to have the increased impact they could from thisassessment’s recommendations. WEP staffmust engage in proposal preparation sothat any future proposals are based onthe overall WEP programme framework.

31 These tools should include: economic and market analysis, household livelihood security, vulnerability mapping, gender and stakeholder analysis.

• Safemotherhood• Basic child health & diarrheal control• Hygieneandsafewater• Nutrition• CMST• Business Planning, book-keeping,

procurement, market analysis, etc package

• PRA methods and tools• Social Organising• Gender&HumanRights• ConflictResolution• Literacy• Interactiveteachingmethods• ToTskills• Leadership

WRC Core Training Modules


Summary Report | 19

Accelerating staff capacity building, particularlythe WEP Programme Manager in projectcycle management, and engaging the team to represent DACAAR in national and global fora,will help promote and contribute DACAAR’s valuableexperiencetothatofothersworkingonwomen’sempowermentinAfghanistan.Butthismust also start at home. DACAAR management staff’sunderstandingofWEPand itspivotal roleinDACAAR’sprogrammestrategy,canbefurtherbuilt through a WEP “learning series”of topicalpresentations/discussions that engage WEPstaff and seniormanagers in regular exchanges.SuchbriefingswillalsogiverecognitiontoWEP’svaluableworkandprovidea“practiceground”formakingpresentationstomoreformalaudiences.


Summary Report | 20

F. CONCLUSION

The WRC model of DACAAR’s Women’sEmpowerment component of its Programme(WEP)hasprovedtobeaneffectiveapproachforruralwomentoattaingreatersocialempowermentand the means for stronger economicengagement. These in turn have provided theleverage for “increased participation in family, community and societal decision-making”. Key to thesechangeshasbeentheconfidenceandsenseofself-worthwomenhavegainedthroughactiveengagement in the WRC’s activities. Women’snew found knowledge and additional incomehasbroughtverytangiblebenefitstowomenand

their families including increased respect. Theopportunity for further innovation in DACAAR’sWEP strategy is considerable. The social andhuman capital foundation WRCs have fosteredcan be taken to the next level of “collectivemobilisation” around issues of importance towomen in their communities. The WRC is, inessence, a foundation or springboard to set inmotionothermechanisms topromotewomen’ssocial, economic and political empowerment.DACAAR’s rolewillbe toconvinceothersof thevalue of coordinated and collective support forsuchinitiatives.


Summary Report | 21

Annexes attached to this report:1. Sorfagul’sstory2. Strategyoptionc,valuechainexamples3. WRCproposedexitstrategy4. Marketlinkages5. WRC’scurrent&futureuseofeconomicstrategyoptions6. WEPsynergieswithDACAAR’sorganisationalcompetencies7. Case stories8. Referencematerials

Additional annexes available on request:• WRCassessmentapproach (#1)• WRCselectionfortheassessment (#2)• Assessmentparticipants (#3)• DraftWEPprogrammeframework (#4)• WRC&WEPorganigram (#6)• Organisationalcapacityindex(OCI)scoresofWRCs (#8)• OCItooldescription (#9)• AnalysisofWRCbusinessplans (#10)• OCImaturitydescriptions (#11)• OCIassessmentguide (#12)• WRCactivitiesandIGAincomeoverview (#13)• WEPmonitoring&evaluationchallenges (#14)• Trainingrecommendations (#17)

ANNEXES


Summary Report | 22

ANNEX 1

One Small Step – One Giant Leap!

SorfaGulhasbeenamemberoftheRobatSangiWRC in Herat province for many years now.Shefindsithardtobelievethatjust5yearsagowomen barely ventured outside their homes or engagedinactivitiesinhervillageotherthantheirroutinehouseholdones.Womenparticipatinginactivitiesoutsidethefamilyhomewasconsideredbytheirmenasshamefulandnotinkeepingwiththe traditions surrounding respect for women.Attending a literacy course was unthinkablebackthen,althoughsecretlySorfaGuldreamedof going to school and learning. But this allchangedwith the coming of theWRC to RobatSangi! And our men, after much discussion inthevillageCommunityDevelopmentCommittee(CDC) decided to give their full support to itsestablishment. Myprayers, and those ofmanyother women, were answered.

WhentheWRCstarted itsactivities, thereweremanyofuswhowantedtotake literacyclasses.Thiswasoneof themany trainingactivities theWRCconducted,andIwasfortunatetobechosenforit.Weweresoexcited!Iwasabletofollowmy classes up to grade 3, and thanks be to God, Iwasthenableto jointhevillagegirl’sschool. Istudied hard and made good grades up to grade 7.Butthiswasasfarasourschoolcouldgo.Therewerenofemaleteachersforustocontinuewithhigh school. And wewere also experiencing ashortageofteachersinmyprimaryschool.ThisishowIbecameateacher.Becauseofthisshortage,andduetomygoodperformanceinschool,Iwasrecommended to teach at my school.

And now I not only teach but work part-timefor the WRC as their cashier. See how far my1st literacy course has taken me!My 3,500 Afs($70) monthly income makes a big differenceinmy family situation. Andnowwewomen inthe village sit together outside our homes in the sanctity of theWRC, and discuss what trainingand economic supportwewill organise next tobenefitthemanyothermembersofRobatSangiWRC.Ihavegainednotonlyaskill(literacy)thathaschangedmylife,butalsogainedaprofessionandtheself-confidencethatwillneverleaveme.

Sorfa Gul is but one of 5,500 girls and youngwomenwhohavegraduatedfromthe232literacycourses conducted across 32 WRCs since 2006. OtherssuchasFauziafromBanafshakWRCinObedistrict,becameashopkeeperatherWRCaftershe successfully completed her literacy course,earning 1,000 Afs ($20) per month. She wasfortunatetoalsoreceiveasewingmachineloanfrom theWRCenabling her to start a tailoringclassinherhomefromwhichshegeneratesevengreater income.

For others who have gained some literacy, this means being able to pass knowledge on health issues to protect their children, being able to read prescriptionsand labelsonmedicines. Itmeansbeing able to help their young children in their early studies. It means being able to read signs on the streets, in shops, prices in the markets, and write down messages on the phone. It means beingabletoreadsimplewritingsandknowwhatthe newspaper headlines say. It opens up all new facetsofeverydaylifewesotakeforgranted.

Sorfa Gul


Summary Report | 23

ANNEX 2

INCREASING ECONOMIC RETURNS FOR WRCs OR INDIVIDUAL WOMEN

Strategy Option #C – Increasing Women’s Role in the Value Chain

TherelativelyslowprogressofWRCsingeneratingnewcapitallargeenoughtoexpandandmultiplyeconomic and social benefits to an increasedmembership, and generate bigger economic returns, necessitates exploring other strategiesto meet these aims.

One option is, based on good market analysis,to select IGAs that are agriculturally or livestock focusedthatexpandwomen’sroleinallstepsofthevaluechainofaparticularproductionactivity,thus giving them eventual control of the entireprocess.Twoexamplesofthisstrategyarealreadyunderway in 2 WRCs – 1) saffron productionthrough a woman’s saffron association linkedto Roshnan WRC in Ghoryan district, and 2) amedicinal distillation project linked to BarnabadWRC, also in Ghoryan district.

In saffron,women are generally engaged in thepicking and processing end of the productionchain while the men do the land preparation,cultivation and marketing. In the women’sSaffronProducers’Association(PA), thewomenhavebeennewlytrainedintheactualcultivationofsaffron,relyingontheirmentocontinuetodothelandpreparation.Atthesametime,theyhavebeen trained on how to improve the processing of the saffron to produce higher quality. Thishas involved the provision of equipment whichthe women have shared access to through their association.The2nd step will be strengthening the marketing linkages, particularly given the timelylaunching of the AWSA (Afghanistan Women’sSaffronAssociation)whichwillprovide technicalsupport, market outlets and a buying and selling

serviceforwomensaffronproducers.The3rd step willbeincreasingproductionatthishigherqualityenablingthewomen’ssaffronproductstocapturealargershareoftheinternalandexternalsaffronmarket. This generates large income returns toindividual women producers while strengthening the association and its support to the WRC tosupportotherassociationstomobiliseandform.

The medicinal distillation project at BarnabadWRC follows a similar strategy. It has 3 stagesin production: producing the plants or buyingthem,processingandmarketingtheproduct.Theaim is forwomen to eventually do all 3 stages.Assessmentshavefocusedondeterminingwhat,how, when etc for undertaking these 3 stages.Currently, women in the WRC are involved in processing and marketing the distilled productlocally,aswellasinHeratcity,foramark-upprice.Thenextstepwillbeforthemtoengageinsettingup abuyers’ association to channel amaximumamountoftheseherbstotheirprocessingcentretogetabetterpriceandexpandtheirprocessing.Oncethis ismastered, thefinalstagewillbe forthe women to engage in the actual growing and productionoftheplants.Thiswouldcompletethevaluechainandgivethewomencontrolofeachstepintheproductionprocessofthisproduct.

If in futureweanalyseanddesignnew incomegeneratingprojects(IGPs)withasimilaraimandstrategy,wecouldgreatlyexpandthescopeandreachof IGPs insupportingWRCsand individualwomen to advance their social and economic empowerment.


Summary Report | 24

ANNEX 3

PROPOSED DACAAR EXIT STRATEGY FOR WRCs

InordertoprovideanobjectiveguidelinetoassistDACAAR to know when to phase out support to WRCs, a recommended set of criteria againstwhich decisions can be taken is provided below. Thecriteriafallintotwocategories:

a. Criteriarelatedtoanorganisationaldevelopment maturity leveloftheWRCbasedonthesixmanagementcompetenciesdiscussed in the report, and

b. Criteria related to the financialhealthoftheWRC.

Thespecificdescriptionofeachcriteriondefiningthelevelsof“(E)Developing”and“(F)Expanding”

maturity levels are provided in Annex #11.Thesewill need further discussion and adaptation bytheWRCsandWEPstafftofinalisethem,aswillthe participatory assessment tool to undertakethesecapacityassessmentexercises (see Annex #12).

The proposed timeframe for DACAAR’s supportisfouryearsbrokenintotwophasesof2yearseach, with a 5thyeartomonitorfurtherevolutionof the WRC. This would require funding to besecuredforaminimumof3yearsandpreferablythefull4years.The5th year should be a DACAAR M&EunitfunctionwithsupportfromWEP.

# Categories & Criteria Steps to be TakenOrganisational Maturity Level

1 Strategic Direction:TheCBOsvision,missiongoalsandtimeframeoftheirplanningandactivities• Mission/Goal• Long-term,strategicplanning

Note–the Annexes referenced below can be found in the WRC full assessment report. 1. RefertoAnnex #9fortheOCI

description,Annex #11fortheOCIscorecardmaturityleveldescriptions,and Annex #12fortheOCIassessment tool.

2. Thereisneedtofurtheradaptthequestionsintheassessmenttool,andthe indicators in the maturity level descriptionstobetterreflectWRCrealities&capacities.ThisshouldbedonethroughameetingwithselectWRCsandWEPstaff.

3. It will be important to consult WRCs atdifferentlevelsofdevelopment/maturitywhenfinetuningtheseOCIindicatorsandquestions.

4. ThematuritylevelrecommendedforphasingoutofDACAAR’sfinancial support(2yearsorless)shouldreach level E “Developing”(see Annex #11bluehighlightedcolumn).IftheWRChasonlyreachedlevelD“Foundational”,thenaspecificplantofast-trackstrengtheningtheWRC’scapacity to reach level E within one additionalyearshouldbedeveloped.

2 Structure & Governance:TheCBO’sstatusintermsofregistration/legalbenefits,governance/ oversight structure, management and the degreeandnatureofparticipationofitsconstituency• Legalstatus• Governance/oversight structure• Management• Constituencyparticipation

3 Internal Systems:Thenatureofoperationsforhumanresources,operations,communication,financialpolicies/proceduresanddocumenta-tion• HumanResources• Operations• Communication• Financial policies, procedures, documenta-

tion

4 Finance: TheabilityanddegreeoffinancialmanagementandplanningandtheviabilityoftheOrganisationtosupportitself• Financial management, planning• Financial viability


Summary Report | 25

5 Technical Capacity:TheabilityoftheCBOtodevelopandimplementprojects,thedegreeoftechnicalexpertisegainedandtheimpactoftheCBOsactivities.• Projectdevelopment• Technicalexpertise• Impact

5. ThematuritylevelrecommendedforDACAAR’sfinal exitafteranadditional2yearsofDACAAR technical capacity, strategy and linkages support should be F “Expanding”(see Annex #11 purplehighlightedcolumn).

6. DACAAR should maintain a monitoring role during a 5th year toobserveiftheWRCcontinuesto evolve to higher maturity levels ofi.e.G“Consolidating”andH“Sustaining”.

7. See the Annex #11fordefinitionsofeachoftheseothermaturitylevels.

6 External Relations & Advocacy: TheactivitiesandeffortsofCBOsintheircoordinationandcollaborationswithotherCBOs,Government,&theireffortstoadvocatefortheirconstituency• Publicrelations• RelationshipswithotherCBOs• Governmentrelationships• Advocacy

Financial Health Indicators1 Additional financial criteria could include:

1. Ability to cover running costs 2. Maintainatanyonetimeareserveorsavingsof

10%oftotalWRCbudget3. WRChascapacitytopreparefinancialbudgets

foractivities,sourceinformation,preparecash-flowprojections,preparemarketfinancialforecasts,

4. WRChascapacitytoextractinformationfrombooks to prepare regular reviews to assess financialhealthofprojectandWRC

5. Checks and balances are in place to minimise fraudrisksandmeetdonorrequirementsforfinancialaccountability.Relatestoprocurement,financialtransactions,approvals,cashhandling.

1. AdaptthefinancialviabilityquestionsandindicatorsforOCI#4.2(financialviability)

2. ThelevelrecommendedforphasingoutofDACAAR’sfinancial support(2yearsorless)shouldreach level E “Developing”.Ifthe WRC has only reached level D“Foundational”,thenaspecificplantofast-trackstrengtheningthe WRC’s capacity to reach level E withinoneadditionalyearshouldbe developed.

3. Thelevelrecommendedforterminationofanadditional2yearsofDACAAR technical capacity, strategy and linkages support should be F “Expanding”.

4. DACAAR should maintain a monitoring role during a 5th yeartoobserveiftheWRCcontinuestoevolvetohigherfinancialcompetencylevelsofi.e.G“Consolidating”andH“Sustaining”.


Summary Report | 26

WEP has invested much time and energyimplementingarangeofinitiativestofosterexternal linkages. Some have shown goodresults,andotherslessso.InHerattheWEPteam has devoted considerable effort tobuilding market linkages at all levels through thefollowinginitiatives:

• Established a women’s economic empowerment coordination network(MoWA/NGO) that meets regularly(effective),

• Asaresultofthiscoordination,establisheda separatewomen’smarket space (buyingand selling) in a newly built four-storeybuilding, in which a provincial WRC market outlet/store has been set up, (effective but needs strategic expansion)

• Continuously surveying and identifyingcontractors/stores, jointly with the WRCs,who are willing to sell WRC products particularly embroidery, carpets, saffron,distilled medicinal product, (effective but WRC needs to increasingly manage)

• Building a network of buyers for saffron,bothregionallyandinternationally,throughthe recently established (2010) “AfghanWomen’s Saffron Association” (AWSA).DACAAR has played a key advisory and supportroletothisprivateinitiative,(likely to be very effective)

• Annualconferencesheldfrom2007to2010tolinksaffronPAswithkeystakeholders.The2010women’sconferenceaddedemphasison women’s empowerment activities,challenges, and progress conducted in more of aworkshop style. (effective if part of a strategy & if linked to follow-on actions)

• Workshops & Forums with similar purposes to conferences but with more intensivegroup work and recommendations

emerging. In 2011 a Marketing workshopwas held inHerat engaging donors,GIRoAand Associations from the district levels.In2010aForumwasalsoheldinHerattolink women saffron associations with keystakeholders with the aim to foster directfundinglinksbetweenthetwo.(effective if part of a strategy and fulfilling a specific purpose)

• Round-tables were experimented with forwhich experienced resource persons wereassembledfortheWRCstodiscussprogressand challenges they face and seek advicefrom.Thediscussionswouldhelpestablishfuture linkages between these actors.Although good in theory, this mechanism was reported as less effective due to anumberofreasons32.Twosuchround-tableswereconductedinFaryabandoneinHeratin 2011. (not effective)

• Market exhibitions, particularly foragricultural products, to advertise andsell WRC products and see the scope ofcompetition from other sellers, havebeenheldinall3regionsandKabul.Thesealso have been felt to be less effectivemarketing mechanisms. (effective if partof amarketing strategy. Not effective as asinglemechanism)

• Establishing inter-WRC linkages through facilitatingperiodicmeetingsofMCmembers.Thishasbeeneffectivelydone inall3regionsforinformationsharing,gainingnewideasandproblem solving. It could, however, be used more strategically to establish PA networks, develop advocacy positions targeting thedistrictorprovincialauthorities,derivelessonslearnt for strengthening new strategies, etc(very effective if strategic use is made of this network power)

ANNEX 4

BUILDING MARKET LINKAGES

32Some reasons cited for its limited effectiveness were the weak experience levels of the resource persons and limited involvement of WEP in recommending and selecting this as a viable mechanism.


Summary Report | 27

ANNEX 5CURRENT AND FUTURE USE OF ECONOMIC STRATEGY OPTIONSThefollowing isamatrixdescribingwherethe4strategyoptions listedbelowhave alreadybeenemployedinWRCs,aswellassuggestionswheretheymightbeinitiated.Strategy Options:Option B - to move beyond an individual economic focus to a collective one for either increasedproduction and/or quality in order to secure ahigher economic return.

Option C-toincrementallyexpandwomen’srole(individuallyorcollectively)inallkeystepsofthevaluechainofaparticularproductionactivity.Thiswould give them eventual control of the entireproductionandmarketingprocess.Option D - to establish women marketing orbuyingassociations tocapture increasedmarketshare.Combination-ofanyoftheabovestrategies

STRATEGY OPTION

HERAT FARYAB LAGHMAN

CURRENTLY BEING IMPLEMENTEDB Combined with other strategies belowC All WRCs–Shops engage

shopkeeperinallstepsofassessing,buying,negotiation,displaying,selling.

All WRCs–Shops engage shopkeeper in all steps ofassessing,buying,negotiation,displaying,selling.

All WRCs–Shops engage shopkeeper in all steps ofassessing,buying,negotiation,displaying,selling.

D Established a central shop inHeratpublic women’s market centre through which all WRCs sell their products(embroidery,smallcarpets,crochet,candles,saffron,etc)

Combina-tionofabove

strategiesB & C

Sabool WRC - Milk Processing in which2staffemployed,allwomenin area sell milk to WRC group who use milk machines to separate and producemilkby-products(krut,“do”,butter,yogurt,“chaka”,etc)whichtheyselllocallyandinHerat.Incometo WRC.

Najaran WRC - Bead work on clothing that is sold to a contractor shop in Jalalabad.SimilartoHeratand Faryab approaches. Unfortunately,contractorshop lowered his prices and now WRC is seeking an alternate contractor with DACAAR’s help.

C & D Barnabad WRC – Medicinal Distillation, already described in Annex #2.

B & D Carpet & Embroidery–agroupWRCmembers employ a trainer/marketer whocollects,designs&ordersfroma contractor shop in main bazaar inHerat.WRCmembersproduceat home to design and orders that marketer collects, takes to contractor, collects money, gets new orders, buys new materials and distributes money to individual producers.

Andkhoy & Maimana WRCs - Carpets - Same approach asinHeratbutinvolving3 women who collect on behalfof12WRCmembersproducing carpets and sell on contract to contractor shops.

FUTURE CONSIDERATIONB Saffron–AnimalHusbandrye.g.sheep(hiregrazerandpoolsheep)–MachineEmbroidery–

Nurseriestoproducequalityseeds–Woolprocessing–Milkprocessingandby-productsC Saffron(withmorefocusonqualityprocessing,packaging,&marketing)–Medicinaldistillation

(allsteps)–Embroidery(wanttogetwomeninvolvedinallstepsofsecuringdesigns,training,buyingmaterials,producingbeadwork,marketingproducts)–Beadwork–Threadproduction(forcarpetstocompletethevaluechainsteps)

D Poultryeggs–themarketingstepforalloftheaboveactivities


Summary Report | 28

ANNEX 6

WEP SYNERGIES WITH DACAAR Organisational COMPETENCIES

The figure below shows current main areas ofcompetency within DACAAR. This diagram isdrawn from DACAAR`s areas of organisational

competence in the 2013-2016 Programme FrameworkParametres&Process:

• WEP is highlighted in purple.• Thecircleshighlightedingreenshowareasof

competence WEP has drawn heavily on over the years

• The circles highlighted in pink is an area of

lowerlinkagebutwhereastrongrelationshipis needed to support monitoring and evaluation, action research, knowledgepartnerships and the like.


Summary Report | 29

ANNEX 7

SOME CASE STORIES FROM HERAT PROVINCE

Breaking with Tradition

One Strong Woman & Five New Benefits

GulBibiistheelectedDeputyChairpersonfortheKarizSabzWRCinHeratprovince.Sheisastrongwomanwantingthebestforherchildren.Forthisreason,sheengagedheryoungsonof8yearsofage to a respectable youngwoman of 22 yearsbynameofMajawbininthevillage.Thiswasthetradition!

ItwasjustgoodluckthataroundthattimealltheWRCManagementCommitteerepresentatives,ofwhichshewasone,wereinvitedforatrainingongenderandhumanrights.Thiswasorganisedwith

other WRC representatives. This training hadgreat impact on Gul Bibi, so much so that when shereturnedfromthetrainingshewentstraighttoMajawbin’sfamilyandaskedforthemarriageagreementtobecancelled.Majawbininparticularwasextremelyhappy!GulBibiexplains thatshejust couldnot livewith the feeling that shewascommittinghersontoamarriagethatwouldbindhim for the restofhis life. She recognised fromthe training that her son had equal right to select his bride. She should not take away that right!

Atifa,fromGhoryandistrictwaswidowedduringthewarand leftwith5childrentoraise–1sonand 4 daughters. She was determined they allgo to school. But that meant working tirelesslyatwhatever jobs she could find in the village –washing clothes, cooking bread, cooking. She was strong, was able, and had some basic skills, but she was never able to make enough money. It was when her village women’s CDC put her name forwardtoreceiveafoodsecuritypackagegivenhervulnerablesituation,thatshejoinedtheWRC.Atifabecametheproudownerof2sheep! Shebusiedherselfinfatteningthem,caringfortheirhealth as she had learnt through the training, and theysoonmultipliedto6!Whatluck!Thelambs

theycouldsellforagrandsumof2,000Afs($40)and themilksheconverted intoyogurt forbothher family’s consumption and the rest for sale.Atifa’s skillsweremanywhich the food securitypackage supported to maximise the family’sbenefit.Shebenefittedfrom40fruittrees,seeds,materialsandtrainingforakitchengarden,whoseproducebenefittedthefamily’sownconsumptionof fruits and vegetables and the rest sold. ButAtifa’s ambition and energy knew no bounds.Shesecureda loanfromtheWRCofaspaghettimachine.NowAtifaproducesnoodlesforsaleinhervillagewheresheisoneoffewprovidingsuchservices.Atifahas fulfilledherpromise–andallher children now go to school.


Summary Report | 30

Finding the Right Markets

A Harrowing Journey to Success

Asia is a 35-year-old widow with 3 children. She and herhusbandwerefortunateinthe10acreoflandtheyowned.Onthislandtheybegancultivatingsaffron withDACAAR’s help in provisionof thesaffron “corms” or bulbs, some basic tools andtraining toget themstarted.Saffronproductionis a tedious affair but with good returns onrelativelylowinputs.It’seconomicadvantagetogrowers is its relativesimplecultivation (usuallybymen),harvestingandprocessing(bywomen),minimal water requirements (for drylandcropping), continuous corm multiplication andhighmarketvaluemakesaffronaviable incomegenerationactivity.Onegramofsaffronfetches5,000Afs($100).Akiloisover$1,000locally,andcandoubleontheinternationalmarkets.Thisisahigh return product!

OnedaytragedystruckAsia’sfamily.Herhusbandwasonthewaytochecktheirsaffroncultivationwhenhesuddenlysufferedastroke.Neighboursrushed him to the hospital but it was too late. Asialostherhusband,butifthiswasnotenough,when in the hospital thieves also stole his money

and importantdocuments related tohis saffroncrop.Tomakemattersworse,Asia’shusbandwasindebt400,000Afs. Asianotonlyfelthopelessand depressed, but she truly did not know where to find the required income for her family tosurvive, and repay their debts.

One day shewas invited to a SaffronWomen’sAssociationmeetinginthevillage.Itwasoneof2associationsthathadrecentlybeenestablished.AsDACAAR was seeking corms to provide to women in the Association, Asia seized this opportunitytoinformthegroupthatshehasseedsshecouldselltothem.Aftersomediscussion,theChairladyagreedandAsiasoldhersomeofhercormseedsfor a total of 320,000 Afs. This enabled her tosettleher latehusband’sdebts. Asia joinedtheSaffron Women’s Association and benefittedfrom an additional 30 Kilograms of corm seedsprovided by DACAAR which when planted on herland,yearlymultipliedproducingincreasingquantitiesof saffron.Withsuchhigh returnsonsuch small amounts of this precious crop, Asiamanaged to generate a healthy income to raise

Finding the right markets for “market crops”shouldbethefirststepinselectingaviableIGAto support farmers, be theymenorwomen, toproduce. As women face even greater barriersinmobility, experience, literacy and awareness,being trained and oriented on market assessment and negotiation is one of many capacities theWRC’s can introduce to women.

In Herat the Ministry of Women’s Affairs,supported by the PRT, built a central marketforwomen to buy and sell at. Although largelycatering to handicrafts, the same could be set

up for agricultural products, or livestock similarto how markets are run in other bazaars in the provincialcapitals.Ifproductsareofacompetitivequality,andwomenaresufficientlysavvyintheirmarketing skills, this could attract buyers andprovideneeded“safe”outletsforwomensellersandbuyers.Women’sproducerassociationshaveapotentiallysignificantroletoplayinservingasthese market bridges or linkages.

Forhighvalueproductssuchassaffron,marketingrequires evenmore sophisticatedmodalities asweareabouttolearnfromthisnextsuccessstory.


Summary Report | 31

The Power of Strong Leadership

This is a remarkable story about leadership, awomanleaderbythenameofSimaGhoryani.AnativeofGhoryandistrict,Simahas,forsome18years now, been a champion of women’s rightsthroughherpassion forsaffron. Her fascinationwithsaffronproductionwasputtothetestonherfamily’sreturnfromIranwhenshewenttoworkapplyingandexperimentingwithwhatsheknew.Her initial production was surprisingly good.Encouraged by this she invited other women in thevillageto joinher,and in2009,theGhoryanWomen’s Saffron Association was born with100 members. Within a year (2010), and withconsiderablematerialandtechnicalsupportfromDACAAR,MAIL,thePRTandthewomen,GhoryanWomen’s Saffron Association (GWSA) beganproducingahigherqualitysaffron, making itanattractive and competitive market commodity.Not only did membership more than quadruple to 600, but 3 other women saffron producingassociations in Pushton Zargoon district soughtout Sima’s technical and marketing support.Seizing this opportunity, in 2010 Sima, brought the 5existingwomensaffronproducingassociations(3inP.Zargoonand2inGhoryan)togetherunder

one umbrella , which became known as “the AfghanistanWomen’s Saffron Association”. Itspurpose is to promote quality saffron production amongst women, and access external markets which it does by providing technical support to producers,findingthebestsaffronmarkets ,andbuying and selling the women’s saffron beingchannelled through AWSA.

AWSAhasgonefrombeingagoodideatoaserioussaffron competitor, now making linkages tointernationalmarkets,.ThisisbenefittingnotonlythevillagewomenofGhoryanandP.Zargoon,butisboostingAfghanistan’simageasaqualitysaffronproducer. As evidence, Sima has just returnedfrom the 15th Annual International ExhibitionheldinMoscow.Althoughthesolewomanontheteam, she returnedwith a signed internationalcontractvaluedat$1million. Thevision isclear.Thepathisset.Simaisnowtakingthisvisiontothe next level – expansion to other provincesinAfghanistan!Andallbecauseofonewoman’spassion, strong leadership and commitment to women’s economic empowerment.


Summary Report | 32

ANNEX 8

REFERENCE MATERIALS

Anderson, Erna, “Lessons Learnt and Best Practices – (DACAAR) Rural Development Programme”, DACAAR, September 2010

Azarbaijani-Moghaddam,Sippi,“A Study of Gender Equity through the National Solidarity Programme’s Community Development Councils”,DACAAR:2010

AREU(pressrelease),Kanto,P&Pain,A,“Decline and Stagnation: Why Rural Afghans are Staying Poor”, Kabul, November 27, 2010

AREU, “Running Out of Options: Tracing Rural Afghan Livelihoods”,Kabul,January2011AREU, Nazimi,B & Kanto,P, “Afghanistan Livelihood Trajectories: Evidence from Faryab”, Kabul,

September 2010AREU, Kantor,P & Pain,A , “Rethinking Rural Poverty Reduction in Afghanistan”, Kabul, October 2011AREU, Kantor,P & Pain,A, “Understanding & Addressing Context in Rural Afghanistan – How Villages

Differ and Why”, Kabul, December 2010AWN, “Afghan Women’s Declaration for International Conference in Bonn”, December 2011DACAAR,HRD,“Organisational structure organigrams – all regions & Kabul”, 2012DACAAR, “Programme Framework Document 2009-2012”,July2008(October2010updated)DACAAR, “Parameters & Process for Development of DACAAR’s Programme Framework 2013-2016”DACAAR, “RDP Operational Strategy”,March2010DACAAR, “Saffron Operational Manual”, 2010DACAAR, “Saffron Concept Note”DACAAR, “Report on (EC/NSA) National Conference linking WRCs with GoIRA and Civil Society”,Herat,

September 25, 2011DACAAR, “Round Table Conference on Rural Women”,Herat,October12,2011DACAAR & ENNA, “Women, Security & Economic Development in Rural Afghanistan & beyond 2014”,

April27,2012,conferencedraftagendaRichardson,Meredith,“HR Development in DACAAR – In support of DACAAR’s Programme Framework

2009-2012 and National Staff Career Development”report,June2009WCLRF,“Annual narrative report, “Empowerment and Participation through WRCs”, (January-November

2011)Wood,G, “Towards Gender Equity – The Road Ahead for DACAAR”, Kabul, December 2007

Evaluations of DACAAR programmes (WRC component)

DACAARM&EUnit, “Impact Assessment of project Alleviating Poverty through Productivity & LLH Enhancement”,Kabul,January2010

GHK&TANA,“Evaluation of the Danish Region of Origin (RoI) Support to Afghanistan – 2nd Draft Report”,MinistryofForeignAffairsofDenmark,January8,2012

TADBEER, “Impact Evaluation of ICCO Projects 2004 -2010 report”, Kabul, April 2011 DACAAR Gender Mainstreaming Documents

GenderActionPlan,March2010-February2011“Gender Mainstreaming in DACAAR – Status & Way Forward”,KabulAnnualMeeting,May23-24,2011GenderPolicyJuly28,2010ListofGenderFocalPointsforRDP&WASH,October2011GenderChecklistsforOD,WASH,RDP,October2011WASHGenderindicators


Summary Report | 33

DACAAR Donor Reports & LogframesDACAARAnnualReport2011,March2012World Bank, “Final Report Supporting Female Saffron Producers in Value Addition Activities in Heart

province”(February-December2010),Herat2010EC, Final Report “Rehabilitating Rural Production Systems in Central Region” (September2004-June

2009),September2009ECFoodSecurityprogramme, FinalNarrativeReport“Alleviating Poverty through Productivity and

Livelihood Enhancement”, November 2008EC/NSA, Final Report “Empowerment and Participation through WRCs” (December2009-December

2011),March2012ICCO, Final Report “Rural Development Programme in Five provinces of Afghanistan” (November

2005-October2008),December2008ICCO, Final Report “Explore on Project Impact, Conflict Transformation and Integrated Management

Systems”(December2008-April2011),July2011RNE, Final Report “Enhance Safe Water Supply and Food Security in Faryab province” (March

2007-March2010),July2010

DACAAR Proposals & LogframesDanida, RoI, “Support to Sustainable Reintegration of Returnees, IDPs, & Vulnerable Host Communities

in Afghanistan”,(January2012-December2013),November2011EC (concept note), “Protection & Promotion of Women’s rights and Women’s social and economic

empowerment”,January2012(notsubmitted)ICCO, “Enhancing Food Security & Livelihoods through NRM” (November2011-October2013), May

2011RNE, “Enhanced Safe Water Supply & Natural Resource Protection based Rural

Development in Northern Afghanistan” (April 2010-December 2012), March 2010

DACAAR WRC reports & documents“WRC Internal Review”, Kabul, 2009“Position Paper – Women Resource Centres”, 2011“Practical Guidelines for WRCs”, 2009“List of WRCs”“WRC Monthly progress monitoring format, Tracking sheet”“Report on WRC Monitoring Workshop”, October 25, 2011“Herat 13 WRCs Financial Reports” 2008-2012“WRC Business Plans” 2006-2012“WRC Baseline analysis reports” forPushtonkot&ShireenTagabWRCs (Faryab),Kalakot&Najaran

WRCs(Laghman),July&October,2011

For more please visit our websitewww.dacaar.org

DACAAR MAIN OFFICE KABULPaikob-e-Naswar Wazirabad

POBox208,Kabul,Afghanistan

Phone:+93(0)202230753+93(0)202230752Mobile:+93(0)797011022E-mail:[email protected]

DACAAR SECRETARIAT COPENHAGEN c/oDanishRefugeeCouncil,

Borgergade 10, 1300 Copenhagen K, Denmark

Phone:+4533735000E-mail:[email protected]