Contribution details

Improving Good Governance among Cooperatives and CBOs in Palestine

Activity start: 1/1/2011 - Activity end: 12/31/2017

Strategic Partner organisation We Effect
Swedish responsible organisation We Effect
Local implementing organisation Applied Research Institute of Jerusalem
Region West Bank and Gaza Strip
Sida department Unit CSO
Strategy South
Sector group Democracy, human rights and gender equality
Sectors Democr. particip. & civ. society
  Budget Outcome
TOTAL 4,957,704 5,028,265
2011 539,253 503,551
2012 504,572 504,572
2013 541,580 541,580
2014 681,299 681,299
2015 765,000 755,521
2016 1,026,000 1,034,321
2017 900,000 1,007,421

Description, goals and expected results

The project aims at Improving Good Governance Practices among Palestinian Cooperatives and Community Based organisation (CBOs) in Palestine and is part of the We Effect programme “Promoting Socio Economic Development in Palestine”.

Results achived by the end of the activity period

Total members of level one coops increase by 34% for level one, and 12% in the 8 targeted coops of this year. 34% increase of the members perceive their coop’s image to be good and 92% of the members are satisfied with the coop. In regards to member’s adherence to roles within Board members and executive management; clarity of Roles of members and executive management increased by 40%. There is a 74% balance of interests of all members and stakeholders. As for relevance, 96% level of relevance of coops to their members. In 2017, capacity assessment rating of ARIJ scored 5.5 out of 6, while its financial and administrative efficiency scored 95%. ARIJ signed an agreement with Global Consulting Group “GCG” for a GAP analysis for quality assurance to be conducted starting July 2017. The analysis will consist of three parts: 1) GAP analysis inception report; 2) a draft final GAP analysis report; and 3) final GAP analysis Report and Presentation. The overall objective of this tender is to help ARIJ in obtaining the ISO 9001 certificate in 2018 - 2019.The GCG conducted a brief introduction about ISO9001 for ARIJ team, then conducted visits and meetings at ARIJ site to analyze the current management system, and the study presented by ARIJ documents as evidence of implementation. At the end, the consultants used gap analysis matrix to show for each clause the gap and suggested procedures, policies, or documents. The main finding from gap analysis report is to develop an operational manual for ARIJ. Regarding the number of ARIJ staff trained in different training they are as following: outcome harvesting, digital public campaigning, social accountability and collective campaigning and social mobilization. 8 M&E activities were conducted, PIMS data was updated, 2 Monitoring and evaluation, Monitoring and evaluation questionnaire were created and completed, and 3 field visits were conducted. The target in 2017 is to have 71% of the targeted organizations’ practices adhere to participatory practices and 75% of these practices to be democratic. Nonetheless, the results shows 35% increase in number of practices that are done in a participatory approach to reach 96%, and 6% increase in the number of democratic decisions within level one-targeted coops to reach 81%. In regards to the clarity of Roles of members and executive management it increased by 40%, in addition 70% of the members said that board of directors work for the benefit of the cooperatives. In 2017, 8 exchange visit activities were conducted among 8 participating coops. Total number of participants was 210, of which are 73 men and 137 women. These visits resulted in: realizing the importance of exercising good governance in coops and the usefulness of this practice by promoting the organization and preserving its resources; networking between cooperative in the purchase, sale and exchange of goods; informing the participating cooperatives of the means of promoting good governance practices such as the bulletin board and the complaints fund and their conviction of the importance of these means. Coops also recommended continuing the exchange visits among the coops because they give a strong motivation for the weak coops to work harder to succeed. In 2017, ARIJ conducted a training and field visits to 8 cooperative to develop new strategies for the coops, to allow internal committees to play an active role in tracking the progress of the cooperatives. Eight strategies were developed one for each cooperative, in addition Regarding the active oversight committee in the targeted cooperative; 22 cooperatives from level one have now partially active oversight committee while the eight targeted cooperative have full active oversight committee. ARIJ signed an agreement with Impact Solution company to conduct a training for the targeted cooperatives to build the capacity of their members in how to prepare the feasibility study and how to calculate the costs. It also aims to increase their expertise in how to maintain the quality of their products and the ability to compete. The training targeted 6 cooperatives; three days training for each cooperative and with the attendance of 106 participants. A training for the leaders (Board), managers of the targeted cooperatives was conducted. The participants were trained in business, feasibility plans, costing and how to improve the quality of their products and the ability to compete. The training targeted 6 cooperatives with the attendance of 106 participants. A pre and post assessment was conducted for the leaders, managers of the targeted cooperatives in order to evaluate their level of managements skills before and after conducting the training. A series of training workshops were conducted for the 8 targeted cooperatives in order to increase their level of awareness about cooperative relevance. During these trainings, the concept of relevance was fully introduced and discussed. ARIJ provided 6 services to the cooperatives; three equipment and three rehabilitation of headquarters and selling points to improve their services. So far, the targeted coops provide 6 services to their members. All the coops members said that the quality of their services and products were increase by 25%, and their outreach improved by 35%. In addition to improving services and products, ARIJ produced and broadcasted a short movie on local Satellite TV. The movie told the success story of two coops that improved their services and products. ARIJ provided 6 service delivery enhancement plans to the coops to increase their relevance. The plans were done in a participatory approach, and approved by the general assembly in its details. This was followed by intensive training about practical applications of the plans. Coops fully adopted and executed the plans, which led to improvement in services and products. In April 2017, ARIJ conducted training for GDC staff in Alizaria Municipality and was attended by targeted coops and other agricultural organizations. Another workshop was conducted on Bethlehem governorate in August 2017. Recommendations of the trainings for the coops included identifying the needs of the coop according to their priorities and in a deliberate manner, and urge them to identify them according to an integrated project; taking lessons from coops in ways of using resources and equipment, and avoiding misuse; avoiding the tribal dimension in the selection of the management committee; and activating the role of women. The workshops were attended by 69 participants (cooperative members). Third workshop was conducted on the ministry of labor/General Directorate of Coop on September 2017 to discuss the mechanisms and procedures for the follow-up of cooperative work. The workshop was attended by 20 participants (6 women and 14 men). In addition, ARIJ team printed 100 copies of BOD notebook and 100 copies of internal oversight committee notebook to be distributed by GDC to level 3 Coops. The CGSCS group “Owneh Group” enjoys the membership of 17 organizations eager to work together in order to address the cooperative sector issues. As for the first indicator for this output which involves the # of meetings, 6 meetings in total were held for the established “Owneh Group”; five meeting to activate the group and to introduce the concept for new GDC members to make it systemized and one meeting for the temporary executive committee. In addition, one exchange visit between West Bank and Gaza was conducted in order to improve coordination among stakeholders of the cooperative sector. Among the exchange visit several meetings for GDC members in both West Bank and Gaza Strip were conducted for sharing experience, knowledge and other cooperative issues such as registration records, budget, bank account and members. The program team worked on lobbying and advocating for the Palestinian Cooperatives matters in both West Bank and Gaza, three advocacy activities were conducted to advocate for the new cooperatives law, in addition an exchange visit to Gaza Strip was conducted which led to endorsing the new cooperative law by 16/11/2017 which will lead to one law in West Bank and Gaza Strip after having two implemented laws in West Bank the Jordanian law since 1956 and the Egyptian law since 1934. So far, 72.2% of project resources are allocated to women.