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learning routes experiences in Morocco and Egypt

Contents

3 Acknowledgements

4 1. Introduction

9 2. Successful farmers’ organisations in Morocco

9 Association Nationale des Coopératives d’Argane (ANCA)

11 Coopérative Agricole (COPAG)

12 Association Nationale Ovine et Caprine (ANOC)

14 3. Successful water management in Egypt

14 West Nubaria: reclaiming the desert

15 Sharkia: raised beds on small plots

17 Port Said: Water Users Associations

19 4. Learning about Farmers’ Organisations in Morocco

22 5. Learning about water management in Egypt

25 6. The learning process

28 References and further reading

29 Annex: List of Learning Route participants

LEARNING ROUTES: experiences in Morocco and Egypt 3

Acknowledgements

Making this booklet would not have been possible without the active contribution and participation

of all the local champions involved in both Learning Routes (see the systematisation documents of the

cases, www.agriculturesnetwork.org/learningroute) who have contributed with their local knowledge

to the success of the Learning Routes. A special mention to the Board of ANCA, and in particular to

Fatima Amheri and Nezha Aktir ; to the Board of COPAG and El Guerdane Cooperative, in particular

Abed Bounit and Belfquir Mohamed; to Dr. Fagouri Said, the National Director of ANOC and to the

Eng. Baalla Mohammed, the Animateur Regional of the M’rirt groupement and to all its members; to

the Director Eng Mostafa El Sayad and all the project staff of the West Nubaria Rural Development

Project; to the Director Mahmoud El Kholi and all the project staff of the East Delta Agricultural Services

Project; to the Director Dr. Yosri Ibrahim Mohammed Atta and all the staff of the Water Management

Research Institute; to all the members of the WUA 10th of El Ramadan Village; to the researchers of

ICARDA, in particular the Director Sohl Mahmoud; and of course to all the ruteros (see the annex

at the end of this booklet). Special thanks also to Hammou Laamrani, the coordinator of Karianet,

to Layal Dandache and to Hala Rafik for their constant support; to the technical coordinators of the

Routes Dr. Atef Swelam and Dr. Aitlhaj Abderrahmane and to the logistics coordinators Florence

Arsonneau, Nesma El Khosht, Anass and Quiros. A special thank you also to all those who provided

support, read, wrote, and offered comments to this booklet, in particular to: Juan Moreno, Nerina

Muzurovic, Roberto Longo, Mattia Prayer Galletti, and Guido Rutten.

LEARNING ROUTES: experiences in Morocco and Egypt4

1. Introduction

Throughout history, the word “route” has been a synonym for adventure and discovery. In February and March 2013, a joint collaboration between Procasur, KariaNet, ILEIA, the International Center for Agricultural Research in the Dry Areas (ICARDA), the International Fund for Agricultural Development (IFAD) and Diversity & Development initiated a participative journey. This adventure would yield new knowledge, successful and enlightening experiences, fresh ideas and innovative solutions. The PROCASUR-KariaNet II Learning Route Programme was designed with the aim of improving knowledge sharing in rural development. It provides practitioners, researchers and policy makers with concrete ideas and tools to adopt and adapt best practices in their own countries and organisations. Using Procasur’s field-tested ‘Learning Route’ methodology, 36 participants from 10 different countries in the Middle East and North Africa (MENA) embarked on a learning journey to hear and see success stories from farmers’ organisations in Morocco and on water management in Egypt. In this booklet, ILEIA documents the journey, the learning process and its outcomes.

The Learning RouteThe Learning Route methodology, developed by Procasur, emphasises learning from the field and provides novel ways for knowledge development and exchange amongst different stakeholders. Participants on the Learning Route, ruteros, are taken to visit local initiatives that embody best practices. Local actors become trainers of the Route, sharing their knowledge and innovations with the ruteros during field visits. The participants come from different professional and geographic backgrounds, and collectively analyse the cases that they visit. While travelling the route, they work with facilitators and other participants to identify the specific lessons that are relevant to their individual contexts. The learning during the Route goes two ways: local champions share their knowledge and the ruteros provide specific recommendations. Throughout the whole journey, time is dedicated to the elaboration of Innovation Plans, an important tool of the Learning Routes aimed at introducing innovations and changes in participants’ institutions and organisations. This approach allows innovations to travel from one place to the next.

“These Learning Routes are an innovation in the region,” says Hammou Laamrani, coordinator of the IDRC-IFAD knowledge network KariaNet. Part of the Procasur-KariaNet Learning Route Programme, they are the first of their kind to be held in the MENA region. In 2012 KariaNet and Procasur conducted a needs assessment in Beirut involving KariaNet members, which identified two specific themes - farmers’ organisations and water management - that required more knowledge development in MENA countries.

On the roadAfter screening several success cases within these two themes in different countries, Morocco (farmers’ organisations) and Egypt (water management) were chosen as the host countries for the Learning Routes. Six exemplary cases (three per route) were selected. As preparation for the Learning Route, Procasur and ILEIA, supported by local KariaNet teams, documented the most successful innovations, creating a document that provided preliminary study material for the participants (see References at the end of this booklet). This preparatory visit to the hosts also helped to prepare and reinforce the learning process with local talents.


The two Learning Routes were designed to benefit development practitioners and decision makers within the MENA Region. Thirty-six participants in total were selected (20 in Morocco and 16 in Egypt). The diverse group of participants included representatives from ministries of agriculture, research institutes, international organisations, NGOs and development funds in Algeria, Egypt, Jordan, Lebanon, Morocco, Palestine, Sudan, Syria, Tunisia and Yemen. Over the seven or eight days of each route, the participants visited three experiences. Participants were selected on the grounds of their potential to act as agents of change within their organisations. Armed with the lessons learnt along the Learning Routes, they returned home and are now working to integrate these innovations into their own work.

Lessons and outcomes at a glanceThe two routes yielded significant lessons, with unique knowledge sharing opportunities, innovation plans, challenges and opportunities emerging from each route.

LESSOnS On FARMERS’ ORgAnISATIOnSDuring the Learning Route in Morocco, the main lessons identified by participants were:

• governance · a national strategy of cooperative strengthening provided crucial support to building

successful cooperatives; · leadership and vision are necessary to translate opportunities into successful

cooperatives; · cooperatives should include aspects towards empowerment of women and protection

of the environment.• Services · working together in cooperatives can give rise to the availability of a range of services; · small- and middle-scale farmers should maintain an active and central role in the governance

of the cooperative; · cooperatives need to pay specific attention to young farmers; · research and experts are necessary for adapting services.• Market access · certified quality helps improve market access; · external expertise can help cooperatives access the market; · cooperatives can help in adding value for the market.

LESSOnS On wATER MAnAgEMEnTDuring the Learning Route in Egypt, the main lessons identified by participants were:

• Technological innovations · deficit irrigation, mechanised raised bed farming and soil improvement techniques increase

production while using natural resources more efficiently in different agroecosystems; · technologies need to be developed in close collaboration with farmers; · willingness of farmers is essential for uptake of new technologies.• The impact on livelihoods · technological innovations can lead to improved livelihoods and can protect the

environment; · comprehensive project support can help improve many areas of farmers’ lives.• governance · effective water users associations are needed to compensate for reduced state involvement

in water management at a local level; · members of water users associations need to feel ownership of their associations for

sustainability.


Farmers’ organisationsFarmers’ organisations generally have the objectives of uniting farmers, defending their interests when dealing with state agencies and other organisations and providing specific services to improve the lives of their members. Most farmers’ organisations have a cooperative legal status and promote values of equality, solidarity, democracy, mutual help and individual responsibility. In the MENA region, there are more or less 30,000 cooperatives, 60% of which are related to agriculture. There are some striking commonalities between most organisations: they are often state-controlled and their efficiency and functionality is limited - either because political decentralisation is not complete and/or they lack sufficient internal resources and capacities. However, farmers’ organisations can have a great impact when they manage to unite stakeholders and obtain access to markets, financial prospects, good governance and leadership (Aitlhaj, A., 2013). Morocco has some successful experiences in this respect.

Water managementGood water management means getting the most from the available water in a sustainable way. In the MENA region, water is scarce and not adequately protected. In Egypt, the main water source is the river Nile, where water is released into different levels of open canals down to smaller irrigation canals known as mesqas. There are high levels of water degradation. There is a need to reduce water use, through technologies that will increase the efficiency of water use and storage, and through policies for implementation. Often, there is a focus on managing the water supply by maintaining irrigation networks (canals and drains) or by harvesting rain water. However, increasing attention is being given to managing demand for water. The region needs to improve water use efficiency by introducing innovative and cost-effective technologies, for instance in using waste water. To move to demand management with a downstream control system, it is important to know the farmers’ complete water requirements at each stage of cultivation. This knowledge will help water managers to satisfy farmers’ needs with limited water resources. ICARDA’s Water Benchmark Project has developed technological packages for water management and crop cultivation that are adapted to different agroecological contexts, including old lands, new lands and salt-affected lands. The lessons from this project were the focus of the second Learning Route.


The Learning Route programme

Morocco • 25 February 2013 - 4 March 2013Preparation: field visits and documentation of success stories by Procasur and ILEIA

Day 1: Introduction to the Learning Route: ‘Experience fair’: sharing experiences of all participants Expert meeting with local authorities Agadir and experts on farmers’ organisationsDay 2: Meeting with leaders ANCA in Agadir Field visit cooperative ANCADay 3: Meeting with marketing structures ANCA and travel to Taroudant Case-analysis ANCA with ruterosDay 4: Visit to COPAG-enterprise Day 5: Field visit to cooperative COPAG and travel to MarrakechDay 6: Case analysis COPAG with ruteros Meeting with local authorities Beni Mellal and travel to M’rirtDay 7: Field visit ANOC and travel to MeknesDay 8: Case analysis ANOC with ruteros Technical synthesis of lessons learnt Presenting innovation plans

Follow-up: ruteros discuss and implement innovation plans at home


This bookletThis booklet documents the main lessons learnt during the two Learning Routes in the MENA region. First, it provides short summaries of the initiatives that were visited in Morocco and Egypt. These are based on the initial documentation of the success stories that Procasur and ILEIA conducted before the Learning Routes. Next, the main lessons that ruteros identified during the two routes are presented. This section concentrates on the innovative ideas that were most important to them. The final chapter focuses on the lessons drawn from the process of the Learning Route, showing the ways in which knowledge building using this method can be innovative. Suggestions for further reading can be found on the final pages of this booklet.

Cairo

South El-Husanina

SharkiaNubaria

Egypt

egypt • 11 - 17 March 2013Preparation: field visits and documentation of success stories by Procasur and ILEIA

Day 1: Introduction to the Learning Route: ‘Experience fair’: sharing experiences of all participants Expert meeting with local experts on water managementDay 2: One-day field visit to new lands (West Nubaria)Day 3: Case analysis of new lands with ruterosDay 4: One-day field visit to old lands (Sharkia)Day 5: Case analysis of old lands with ruteros One-day visit from local stakeholders from salt lands (Port Said)Day 6: Case analysis of salt lands with ruteros Technical synthesis of lessons learntDay 7: Presenting innovation plans

Follow-up: ruteros discuss and implement innovation plans at home


2. Successful farmers’ organisations in Morocco

Association Nationale des Coopératives d’Argane (ANCA) The Association Nationale des Coopératives d’Argane à Agadir (ANCA) represents around 56 cooperatives and a total of 2,523 women who produce argan oil. Through creating ANCA, the women began to work together and, in doing so, have gained economic and bargaining power. They are now able to get higher prices for their products and are better equipped to negotiate with national and international customers.

ANCA represents producers at the national and international level at various events, including meetings with representatives of financial donors. Women involved with ANCA have been able to improve their socio-economic status. The groups that make up ANCA face different challenges, but having come together as an association has enabled them to become stronger and more autonomous.


Through their cooperative work and their integration into ANCA, women have been able to overcome the difficulties resulting from a fragmented agricultural system. In Morocco, there is a large divide between agro-industry and small-scale farmers, who own or work on less than 5 ha of land on average. This divided system meant that small producers faced difficulties in marketing their products. Without cooperatives, women sold their argan nuts to merchants, who paid them very low prices. The creation of cooperatives allowed them to bypass these merchants. However the women’s cooperatives still faced difficulties in making a profit by selling argan oil or cosmetic products, partly because they were simply unable to comply with the high requirements and standards. To overcome this, the cooperatives at the base regrouped and now work together with a union or an interest group (GIE or Groupement d’Intérêt Economique in French). These structures have specialised employees in commerce, quality control and marketing.

In 2008, Plan Maroc Vert (Green Morocco Plan), was launched, which has proved to be an influential framework for supporting local initiatives and agricultural programmes. One of the strategies within this plan involved financing 300 to 400 social projects that could improve the incomes of small-scale farmers through helping and supporting unions, cooperatives and grassroots organisations. ANCA is one of the associations that received technical and financial assistance from the state.

Responding to a growing demand on the global market, the commercialisation of argan oil has shifted from a focus on local and domestic consumption to being produced extensively and sold on national and international markets. Some of it is certified, either by its geographical indication or as organic.

ANCA and the cooperatives are very beneficial to the women producers, many of whom are illiterate, in terms of delivering their products and ensuring certain quality standards. By working together the small scale producers have been able to compete with larger suppliers, who sell on the international market. ANCA has provided them with greater access to capital to increase their turnover. This allows the cooperatives to buy raw materials from the farmers even when market prices are high, as is the case, for example, following a drought. They can also request small interest-free loans from ANCA for this purpose. ANCA also provides social services to the members (such as literacy courses and health insurance), which has helped empower women at a village level. Women leaders have been trained and have gained experience in representing women at higher levels of politics.

ANCA also brings ecological benefits: as argan trees are also a key element in the ecosystem. These trees protect soil against degradation and erosion, provide shade areas, increase water infiltration into the soil, and provide feed for goats and sheep. Providing a reliable market for the trees’ produce also safeguards these ecosystem functions.

Specific learning objectives of visiting ANCA1. Understanding the organisational structure of ANCA and the roles, functions and responsibilities

at each level of the organisation (cooperative / GIE Union / Association);2. Understanding gender issues in the governance of ANCA and changes in the lives of women

members;3. Understanding the added value of social services of ANCA to its members;4. Understanding how ANCA represents and defends the rights of women’s cooperatives.

For a longer document that describes ANCA and its main lessons, go to www.agriculturesnetwork.org/learningroute


Coopérative Agricole (COPAG) In 1987, the Cooperative Agricole (COPAG) was initiated by a few dairy and fruit producers wanting to improve their market position in the face of increased competition from more large-scale producers. COPAG has now been helping producers for over 25 years, providing a concrete example of how producers can become stronger through uniting. Today, the organisation represents almost 13,000 small-scale producers working within 72 cooperatives, as well as 112 medium to large-scale individual producers. COPAG works at the international level, selling dairy and fruit products. Part of COPAG’s success is due to its team of technicians who support the cooperatives with management and governance issues and technical aspects that improve the quality and quantity of products. An example of this success is illustrated in the way they have helped dairy producers to develop products that are now synonymous with quality and originality. To achieve these high quality standards producers are regularly trained in hygiene norms, and structures have been installed to organise milk collection. COPAG has also expanded its market for dairy products though certification and responding to consumer preferences by improving the taste and packaging of their products. Through good marketing COPAG has built up a strong, quality brand image. The choice of the slogan Jaouda (meaning ‘quality’ in Arabic) was a well-considered strategic move. For many dairy producers, working with COPAG means they obtain more stable prices and regular demand, thereby ensuring and increasing their revenues. Because COPAG and its producers have attained high quality standards, donors are more inclined to fund further developments. COPAG and its constituent cooperatives have managed to become self-financing relatively quickly. For example, in 1996, El Guerdane cooperative received financial help from COPAG to help build a storage and processing centre. This also acts as a place where producers and their families can access social services and it has a supply of agricultural machinery and tools that can be rented. This cooperative


complex now has 250 producer members and employs 13 people working as drivers, secretaries and accountants. Some complexes also engage teachers for their schools. These are so called ‘rural family houses’ (Maison Familiale Rurale), based on didactic principles originating from France in 1937, in which rural families and cooperatives organise themselves to provide a form of education to their children which is based on agricultural knowledge and linking theory with practice.

COPAG’s success is strongly linked to the supportive political climate in Morocco and it has become an influential and inspirational organisation. COPAG’s success story partly inspired the component of the Plan Maroc Vert that focuses on helping small-scale producers increase their efficiency and profits. COPAG is a shining example of a cooperative that supports and helps small-scale producers to increase their revenues through improving their agricultural practices and market linkages. Its success is based on the ability of its visionary leaders to put their dreams of innovation and improvement into practice.

Specific learning objectives of visiting COPAG1. Understanding the cooperative structure of COPAG and the roles and responsibilities of

leaders at different levels of COPAG;2. Understanding the value chain from production to marketing of COPAG;3. Understanding services specially developed for small producers in COPAG;4. Understanding the intermediate role of the cooperative towards small producers in

COPAG;5. Understanding the key points of success of COPAG.

For a longer document that describes COPAG and its main lessons, go to www.agriculturesnetwork.org/learningroute.

Association Nationale Ovine et Caprine (ANOC)

Association Nationale Ovine et Caprine (ANOC) is an illustration of a successful cooperation between a national association and the state and demonstrates how such a partnership can be beneficial in helping both parties to achieve different but compatible objectives.

ANOC was created to help improve herders’ living conditions by providing them with technical support. Over time ANOC has transformed from a grassroots organisation to a provider of technical services. Now the national association represents over 6,289 people who are working in 73 different groups, located in 40 different provinces.

With Plan Maroc Vert, the Moroccan state established a strategy to improve the agricultural sector; contribute to rural development; reduce poverty; improve food security at the national level and create rural employment. One of the state’s objectives was to increase red meat production (up to 450,000 tonnes p.a. by 2014) by improving breeding; stimulating domestic demand; reducing the costs of production and creating associations based on the ANOC model.

ANOC has been active on the ground since the 1950s, originally operating under the name of AEROPESAM. Over the years, ANOC has received financial support from the state of Morocco. ANOC gives herders the opportunity to access qualified staff members and provides a well-structured association for producers. Every year, for example, ANOC assesses herders’ needs and technicians are given training. One hundred and twenty-two ‘agricultural work centres’ have been created to support herders in practical terms, which has resulted in improvements in agricultural practices and production. ANOC also provides the herders with a voice in discussions with the government.


As a result of ANOC’s efforts, herders have been able to improve both the quality and quantity of the livestock they own through providing them with better quality fodder and appropriate veterinary care as well as through genetic selection.

With the help of the association and various partners, herders have also become more resilient. For example, in the event of a drought, herders now have access to the resources necessary to give supplementary fodder to their herds, something which they did not have before.

The biggest current challenge is to diversify production and commerce, and to reach a more autonomous mode of financing the operating costs. To help them achieve this goal, ANOC is working on the idea of developing a certified product range based on geographical indication, to help to protect the local breed and provide market differentiation.

Specific learning objectives of ANOC:1. Understanding the organisational structure of ANOC and the functions and objectives of the

various levels (groups / association);2. Understanding the technical services ANOC offered to producers and the results and impact

on the living conditions of these producers;3. Understanding the impact of introducing strict and rigid technique of genetic selection on the

quality of the breed and management of sheep / goat sector;4. Understanding the role of the state in ANOC and the organisational impact of this role.

For a longer document that describes ANOC and its main lessons, go to www.agriculturesnetwork.org/learningroute


3. Successful water management in Egypt

West Nubaria: reclaiming the desert

At the beginning of the 1990s, faced with a growing population and a scarcity of land and water, the Egyptian state decided to build a new irrigation infrastructure in the western part of the country. More than 9000 small-scale farmers were relocated to these ‘new lands’, some of which are in West Nubaria.

The farmers faced a very precarious situation, with water shortages and poor soil quality (low fertility, high infiltration rate, low water-holding capacity, etc.). Moreover, their traditional ways of farming were not suited to the new agro-ecological conditions. As a result, productivity levels were low and some crops failed. Irrigation had to be done using pumps, which is costly. Finally, farmers only had limited access to markets because these areas are so remote from the rest of the country.

To remedy this situation, the state established the West Nubaria Rural Development Project (WNRDP) to improve farmers’ socio-economic conditions in this region. The WNRDP is one of the largest development projects in Egypt and aims to support farmers facing serious technical and financial problems. The WNRDP is a multi-faceted initiative, which not only aims to improve agricultural practices but also provides community services, education and health care.

In 2004, the International Center for Agricultural Research in the Dry Areas (ICARDA) implemented the first phase of a project testing irrigation and soil technologies as part of this initiative. A research station was created with the objective of finding suitable irrigation practices to maximise the productivity of irrigation water and minimise water use. ICARDA introduced cost-effective technologies to help diminish problems of increasing salinity and maintain the level of the water table. ICARDA tested various techniques


to remedy build-ups of salinity due to the use of poor quality groundwater and over-fertilisation. Farmers from the surrounding areas could also visit and learn from the demonstration plot that they set up. In 2008, the second phase of the project was implemented, mainly to roll out the best practices.

The coordination between WNRDP and ICARDA was mutually beneficial. Irrigation improved, thanks to the loans that WNRDP made available. The joint activities of WNRDP and ICARDA included creating Water Users Associations (WUAs), organising training courses and providing technical advice. All these changes empowered the communities. Farmers established marketing associations to help ensure better and more stable prices for their products.

Despite project efforts to strengthen cooperatives and associations, strong organisations are rare and successes are created by individuals with determination, specific agricultural knowledge and the courage to innovate. Particularly farmers with the resources to invest demonstrate success.

In the past, the farmers in West Nubaria had not had much confidence in the water system, as the water supply had been highly irregular. This is one of the reasons why the demonstration plot was an important aspect of the implementation phase of the programme, as it showed the benefits that could be achieved.

Overall, this experience shows that personal motivation and resources are both key factors in improving farmers’ livelihoods and socio-economic conditions. The combination creates individual success stories, which can lead to a scaling-up of this approach amongst small poor farmers. The West Nubaria case shows that there is potential for developing agriculture in the desert, as long as appropriate infrastructure is available, such as irrigation schemes and water-saving technologies, given the water scarcity in the region.

Specific learning objectives West Nubaria:1. Understanding the importance of deficit irrigation systems in dry areas like West Nubaria;2. Understanding how farmers have adopted the technological package of deficit irrigation;3. Understanding how individuals have taken up the new technologies in irrigation and how

they have improved and innovated their practices;4. Understanding the basic requirements for finding solutions for water shortages and water

management;5. Understanding the need to organise farmers for improved market access.

For a longer document that describes the West Nubaria experience and its main lessons, go to www.agriculturesnetwork.org/learningroute

Sharkia: raised beds on small plots

In the Nile valley, water efficiency and irrigation water productivity are two of the most pressing issues for small-scale farmers. Yet, there are no state policies to encourage farmers to adopt more efficient means of using the available water. In addition, the poorly maintained road network limits farmers’ access to markets. In the ‘old lands’ of Sharkia there is a scarcity of land and good quality water. Poor-quality irrigation water filled with debris is causing rapid land degradation and problems with water-logging.

At the same time, the Egyptian Sustainable Agricultural Development Strategy (ESADS) aims to expand the cultivated area by 2030, by making new land available for agriculture. In order to reach this goal and to reduce the mismanagement of water resources in the agricultural sector, ESADS has been looking at finding ways of using irrigation water more efficiently.


As part of this initiative, the International Center for Agricultural Research in the Dry Areas (ICARDA) introduced mechanised raised beds as a technique to help farmers to save water and increase productivity.

In 2004, ICARDA conducted research on the optimum bed dimensions for maximising productivity and reducing water needs. They also developed a sowing machine that can be used to create the raised bed and simultaneously sow on them. The results are convincing. The machine reduces sowing time by 80% and seed usage by 50%, thereby lowering costs for farmers.

The second phase of the ICARDA initiative, which started in 2009, aims at scaling up this initiative, mainly through field research and the use of a new machine developed especially for the fragmented pattern of land holdings in the delta.

This initiative is now rapidly spreading and farmers are adopting this technology. This is partly due to the emphasis that ICARDA placed on community participation, with farmers being involved throughout the testing period and on the demonstration plots. This participatory approach was essential, as farmers in this area are reluctant to adopt new technologies before they can see concrete results. The demonstration fields have played an important role in helping this success to spread.


The use of mechanised beds illustrates ICARDA’s ability to improve water management in a sustainable way, especially in the poor rural areas of the Egyptian delta. Farmers are now able to save time, water, and money as they require fewer fertilisers and seeds. At the same time, they have significantly increased their yields. ICARDA also remedied the lack of advisory services available for farmers by providing demonstration fields and training in techniques for optimising water use.

Specific learning objectives of visiting Sharkia:1. Understanding the technological and socioeconomic aspects of the introduction of raised

bed farming (water / seeds / time / labour/ cost);2. Understanding the impact of the raised bed technique on the livelihoods of farmers;3. Understanding different coping strategies of farmers to deal with water shortages and the

social and environmental consequences of these different strategies;4. Understanding the role and impact of the developed machine in promoting the farmers’

adoption to the new technologies.

For a longer document that describes the Sharkia experience and its main lessons, go to www.agriculturesnetwork.org/learningroute

Port Said: Water Users Associations

In Egypt, 30% of cultivated land is affected by salinity. In the saline lands of South El Husinina plain, in the region of Port Said, soil fertility is badly affected by salinity issues, the intrusion of seawater into the groundwater, shallow water tables and low-quality irrigation water. In addition to this, the road network is poorly maintained, it is difficult to hire machinery, and there are hardly any sources of finance for smallholders.

To address these issues, the East Delta Agricultural Services Project (EDASP) implemented an initiative in 2000 to support farmers and help them increase their incomes and improve their livelihoods. The International Center for Agricultural Research in the Dry Areas (ICARDA) introduced and tested irrigation and soil technologies to remedy salt-affected soils in the South of El Husinina.

In partnership with the Agricultural Research Center (ARC), ICARDA designed and implemented interventions suitable to local cropping patterns, which also took organic matter, chemical fertiliser, and bio-fertilisers into account.

They introduced cost-effective techniques, such as leaching. As part of this technique, farmers build fish ponds, the produce of which helps to supplement their incomes. They also grow salt tolerant crops (such as rice, sugar beet and some wheat varieties) on raised beds.

The project also introduced mechanised harvesting, using a modified version of the raised bed machine (see previous section). This cost-effective form of mechanisation has helped improve livelihoods in South El Husinina and provides a promising investment opportunity in the region.

Farmers also created more than 20 Water Users’ Associations (WUA) and Water Users’ Unions (WUU). Both have been active in strengthening local water management through cooperation and mutual respect.

The community of El Husinina is keen to be actively engaged in solving the problems it faces, but communication with ministry officials is often difficult. The WUAs and WUUs need to gain wider recognition to be able to represent farmers more effectively and acquire bargaining power.


The input of the community members also helped to identify the importance of adopting a more holistic approach. Irrigation and agricultural challenges are only a few of the problems that the community faces. Farmers (and the community) also demand better access to health care services, education and markets where they can sell their produce.

Specific learning objectives of visiting Port Said:1. Understanding the applicable technology packages of soil amendment in salt affected

lands;2. Understanding the critical points that lead to water shortage in Port Said;3. Understanding how the necessity and hard situation can encourage farmers in salt affected

areas structure and organise themselves to manage their water issues;4. Understanding the role of the East Delta Agricultural Services Project in creating water users

associations and water users unions.

For a longer document that describes the Port Said experience and its main lessons,

go to www.agriculturesnetwork.org/learningroute


4. Learning about Farmers’ Organisations in Morocco

The organisational structures of ANCA, COPAG and ANOC show differences which are presented in detail in the learning and systematisation documents (see references).

In all three cases, farmers have direct decisional power at the highest level of the organisation, cooperative or association through general assemblies, where they are well represented. In all three cases the general assembly determines the organisation’s strategies and policies (for more information, see www.procasur.org or www.agriculturesnetwork.org).

Participants in the Learning Route analysed the cases along three dimensions that are essential determinants of the functioning of farmers’ organisations.

• governance: understanding the impact of internal governance (management, decision making, institutional and legal framework, internal structure and capacities) and the relations with national and regional policies.

• Services: understanding the different kind of services (economic, social, financial) that the farmers’ organisations provide their members to improve farmers’ production, incomes and well-being.

• Market access: understanding the importance of commercialisation and finding appropriate markets to sell their agricultural products at a good price.

Taking the three cases together, the main lessons concerning farmers’ organisations are discussed below.

Governance The Moroccan state has played a central role in developing the country’s agriculture and grassroots organisations. The national strategy of cooperative strengthening set out in the Plan Maroc Vert has provided the structure, inspiration and financial support to do things in a way that actually helps small farmers. Innovative ideas have received financial and legal support. There is still much room for improvement, but some really positive steps have been made and Morocco can serve as an inspiration for other countries’ governments. The ruteros were sometimes tempted to think that the role of the Moroccan government has been outstanding and is unlikely to be emulated by any other country in the region, but this does not mean that agricultural development requires the same socio-political context in order to flourish. When visiting host cases the ruteros were impressed by the self-confidence of Moroccan farmers who have benefitted from state strategies and support. But this kind of confidence in agriculture can be built through other forms of intervention and supported from other angles. The lessons about governance from Morocco have a more universal application, showing that where there is a will, there is a way!

Vision and the capacity to translate this will into policy and projects are crucial for organisational and professional development, according to the ruteros. Often the capacity to translate vision into action is linked to leadership. Leadership and vision are needed for carefully thought-through and clear organisational rules, logical organisational structure, trust-based division of tasks and responsibilities and last, but not least, transparency and accountability at all levels of decision-making. The experiences of ANCA and COPAG show that the individual capacities of their leaders played a key role in convincing their members, partners and local politicians of the importance of unity and organisation. This was helped by the progressive vision and innovative ideas for agricultural strategy and policies in Morocco held by Aziz Akhannouch, the charismatic former President of the Souss Massa region, who is now minister of Agriculture. It was he who initiated the Plan Maroc Vert and stimulated multi-stakeholder dialogues.


The farmers’ organisations have not solely confined themselves to working together on income-generating activities but have also engaged in social and cultural issues. This has led to the empowerment of women and small farmers and greatly improved their living conditions. In addition, the valorisation of natural resources (such as the argan trees that grow in mountainous areas) can increase environmental awareness and protection. However, when a resource becomes more valuable it can also be over-exploited, therefore governance also plays a role in monitoring this situation and keeping an eye on developments.

ServicesPeople in cooperatives or other kinds of farmers’ organisations who share a common economic activity are likely to benefit directly from working together. The results can be immediate and visible, motivating them to continue their core activities and even broaden the scope of their activities. This process can take time, but it can provide a valuable base for reaching higher levels of organisation and providing even more services for members. Several ruteros thought that it is better when organisations grow organically.

Hassen Chourabi from Tunisia about the services provided by COPAG:“I found the centralised fattening of young cows to be an innovative idea. The calves come here when they are two weeks old and stay until they have their first calf. Then both mother and calf return to the farmer. This saves the farmers’ time, as they don’t have to collect fodder. Their animals are genetically improved and raised in the healthiest and most scientific way and it is cheaper too for they buy animal feed on a large scale! Small-scale farmers can just as readily pay for this service as bigger farmers.”

It is important that small- and middle-scale farmers maintain an active and central role in the governance of the agricultural cooperative providing services to them. This ensures that the cooperative represents the interests of the majority of its members and that the cooperative contributes to broader rural development objectives, as perceived by the members. “The case of COPAG shows that cooperatives are important for agricultural development,” said Naziha Dridi from Tunisia, “the export of products involves giving consideration to all aspects at the technical, social, commercial and cultural level. The cooperatives at the base and the mother organisation provide complementary services to achieve this.” Sonia El Abiad from Lebanon also appreciated this aspect: “There is a sort of built-in satisfaction of the members’ needs. COPAG helps with planting, producing, processing and exports. Both large and small scale farmers can be part of COPAG. They have developed a wide range of yoghurts and other dairy products to sell. They think it through and then follow through in a very systematic way. That is the message I want take home to tell my people. If only we could manage things a little bit like them...”

For cooperatives to sustain their role of promoting rural development, they need to pay specific attention to young farmers, said Naziha Dridi: “I saw that, for COPAG, the role of young people is important and they help them with their agricultural training and schooling. This is crucial for regional development, since the capacities of young farmers need to be strengthened.”

The use of specialised expertise and the application of research are also important for adapting services to the needs of farmers and for finding appropriate solutions to technical problems.


Market accessFocus on product quality is an effective way to gain a market, but quality claims need to be backed up and visible. Quality makes a difference, even (and perhaps especially in) niche markets and can make it easier to find clients. State support through specific regulations and providing funding for certification and international marketing activities helps to improve market access for agricultural producers. It is sometimes necessary to bring in outside help as farmers cannot do everything themselves. They do however need to know what they want from external specialists and to keep control over what they do. Specialists in marketing and communication are sometimes important to find the right tone for addressing new clients, and may also be needed to professionalise the cooperatives. But it is always important to select the right expertise, as this will determine the success of any strategy. Both ANCA and COPAG clearly demonstrate that research for new products and innovative services and techniques are crucial for gaining entry into new markets.

When farmers’ work (such as women in the argan cooperatives cracking nuts) is adequately compensated this makes a real difference to their livelihoods. For this to happen, the product needs to have some added value. This can be found in products that last longer, taste better or have special characteristics (such as a Geographical Indication or organic certificate). Finding markets that will pay for this added value is one crucial aspect of the work of farmers’ organisations. Market access, in the sense of actually getting the products to the market, may require new roads or facilities. For instance COPAG has to run a transport system involving 15 commercial agencies to get its products (in COPAG trucks) to 46,000 supermarkets and other sales points.


5. Learning about water management in Egypt

The ruteros who visited the water management projects in Egypt acquired a wealth of new knowledge on water management. During the Learning Route, the visited experiences were analysed according to three dimensions that are important for water management innovation.

• Technological innovations: understanding the key elements of irrigation packages, adapted to the agroecosystem.

• The impact on livelihoods: understanding the impacts on livelihoods and how different approaches can target multiple aspects of livelihoods.

• governance: understanding how governance can enhance or limit the adoption of innovations.

The main lessons about water management are presented below.

Technological innovationsThe experiences demonstrated that technological innovations in water management need to be adapted to local ecological conditions. Sandy soil in West Nubaria requires different types of irrigation and farming techniques than the small plots in Sharkia, or the salt-affected soils in the East Delta. The technological innovations that most impressed the ruteros varied from case to case.

1) new lands (west nubaria)All the agricultural techniques and equipment were specially designed for the sandy soil of the desert land. ICARDA’s research site and innovative farmers have shown how deficit irrigation (using a system of drip irrigation) can help farmers to cultivate crops in the desert and maintain equal distribution of water at the community level. Use of organic fertiliser was encouraged by the West Nubaria Rural Development Project - both for self-sufficiency and to comply with marketing standards. “I learnt about composting and how this can improve poor soil”, says Hazem Yassin from Palestine. “Composting can improve the soil physically and mechanically. We want to work on creating an awareness campaign in Palestine to promote the use of compost.”

2) Old lands (Sharkia)In Sharkia the ruteros learnt about the success of mechanised raised bed farming in small plots using traditional flood irrigation. ICARDA had introduced a new multi-crops machine suitable for small/medium fields in this area, allowing farmers to create the raised beds and sow seeds at the same time, in a fraction of the time it takes to do this manually. Another technological innovation that the ruteros took from this visit was the reuse of drainage water, something many of them had not seen before. “It was useful to learn about raised bed farming and other techniques in drainage and reusing drainage water,” said Badreldin Youssif Medawy. “Things like drip irrigation and sprinkler irrigation are common in Sudan, but I would like to try this technique as well.”

3) Salt lands (port Said)There are ways to deal with salt-affected soils, as the ruteros found out when they visited Port Said. Subsoil tillage to break up and soften the soil is necessary. Gypsum, potassium and biofertilisers were added to the soil, alongside technological innovations that included levelling the fields, inserting mole drains and creating raised beds to improve drainage and irrigation. With the assistance of ICARDA, new equipment was introduced to the area - enabling farmers to save seeds, water, fuel and time and also to increase the productivity of land that had been barely suitable for farming previously.


Importantly, all these technologies were adapted to farmers’ needs, facilitating adoption. ICARDA and researchers in the field developed the technologies in close collaboration with farmers, aimed at practical application, and the research findings were communicated in an understandable manner. This encouraged the farmers in these areas to become more open to learning new things that were of relevance to them. Influential farmers’ fields were used as pilot plots and this was a useful technique, although the selection of the pilot field and farmer required great care. “The Egyptian farmer is no fool,” says Dr. Dia el Din en Quosy of the National Water Research Center in Cairo. “If they see with their own eyes that an innovation works, they will adopt it.” The attitudes of the researchers and farmers were instrumental to the technological innovations being widely shared. “This farm is open for anyone to learn from,” says farmer-innovator Atef Hafiz in West Nubaria, who also produces his own instructional videos. “I had an education, but not everyone here has had that. People can use my real life experience, which is specific to the new land water and soil situation.” One of the key factors for the successful uptake of the technologies identified by the ruteros was the willingness of the farmers themselves. Meqbel Abujaish from Palestine quoted the Quran to highlight this lesson: “Allah does not help people to change unless they want to change themselves.”

Finally, some lessons were taken from the ruteros’ experiences in their home countries. Some participants came from countries that don’t have a water source such as the Nile, so they drew lessons from ruteros from countries with similar water supplies, such as rain water catching or groundwater harvesting in Palestine, Syria . “Here in Egypt they are lucky with the Nile river, which we don’t have in Yemen,” explains Fuad Al Mashrequi. “But we do share a concern about the shortage of irrigation water. At home we want to suggest a plan for water harvesting structures which consists of constructing small dams and water tanks for supplementary irrigation water.”

Livelihood improvementThe technological innovations described above have had many positive impacts on the livelihoods of community members. They have helped to reduce costs (of seed, labour and fertiliser) and increase profits (higher yields and better quality products). The success of several innovative farms has also created new job opportunities. Moreover, the techniques and improved and equitable distribution of water helps to protect the environment, improve the soil and reduce water use and waste.

But the technological innovations are not the only factor. In the new and salt lands, they are part of broader packages that go beyond water management. Projects include community development activities, marketing activities, and training water users’ associations (WUAs). WUA members receive training on the importance and management of associations, as well as on administrative and legal matters. These associations help to improve farmers’ production and the level of social services in the village. They also bridge the gaps between researchers and farmers, deal with violations of water rights and conflicts between farmers, collectively implement and control irrigation schedules, build awareness about hygiene in the villages, and involve women. These other aspects of the interventions were among the main lessons learnt by the ruteros, which they will take back to their respective countries.

GovernanceEgypt’s national water management policies reduce the state’s responsibility for maintaining irrigation systems, requiring more work from farmers and their associations. From the very first field visit, the ruteros were interested in Egypt’s experience with WUAs. The governance of this local form of water distribution, and the project and national support for it, proved to be one of the most important lessons of this Learning Route. Project training and support in establishing these associations were crucial. In Sharkia, for example, ruteros identified that there was no policy framework or influential cooperative who could take responsibility for dredging canals or marketing activities. With no effective associations, responsibility for cleaning the canals is left to the government - which is trying to retreat.


Questions were asked about the long-term future of WUAs. Despite the success of the WUA at Port Said, it was its shortcomings that provided the most important lessons for the ruteros. The water users unions (WUUs) and WUAs in Egypt are initiated and heavily subsidised by projects in the region, not by farmers themselves. This top-down approach led the ruteros to have serious doubts about the future of the associations after the projects leave the area. They recognised the importance of stimulating farmers to contribute financially and develop a stake in their associations. In addition, they thought that if the associations had a marketing aspect, or if water management was an aspect of marketing associations, this would and increase the likelihood of farmers becoming involved.

“I will take these lessons back to Lebanon with me,” said rutero Georges Chemaly. “We have another way of seeing the subject now. We want to build Water Users Associations to manage irrigation systems, but from the experience here we learnt that it is better to first assess what farmers want and what their existing system is. We should adapt the plan so it will be adopted by them, to ensure the long-term future of the associations and a sense of ownership among its members.”

The discussion about the long-term future of the WUAs sparked a discussion that extended into governance and institutional support for farmers. It was suggested that extensionists in Egypt are not well-adapted to the current rural contexts and that agricultural education –including governance issues, not only technical education - needs to be better adapted to the context that farmers face. One proposed solution was better collaboration between universities, extension services and farmers.


6. The learning process

An inspiring methodologyThe Learning Route methodology provided a solid exchange platform, that led participants to formulate new ideas to put into practice at home. As Naziha Dridi from Tunisia, a participant in Morocco, said: “The methodology stimulates exchange about the different experiences of the participants and helps identify small but practical solutions for specific problems. We can start doing something immediately after our return to our home countries and improve things little by little.” The various methodological steps were appreciated and the relevance of each step became clear to the ruteros as soon as they practiced it. Ali Bouaicha explained: “The methodology includes observation, exchange, analysis and discussion. All these steps enhance learning. Comparing what I see here with what I know from home is very useful. It inspires me to adopt and adapt things to our situation in Tunisia.” The participants in Eqypt also appreciated seeing experiences in the field. Laila Elhabaa from Egypt said: “Before the Learning Route, I started collecting information on the topic from the internet. But the information wasn’t very clear. Seeing it in the field clarified it enormously”

The field visits offered the ruteros the chance to talk to farmers directly. Although some farmers were just visiting and had not been specifically to present their situation, they also had experiences to share with ruteros. This was seen as a very valuable approach by the ruteros. Normally farmers play a key role as trainers on a Learning Route - as was the case in Morocco. In Egypt, several factors made this more difficult: less time was spent in the field as political disturbances made it unsafe to travel and disrupted the planned schedule and there was a stronger focus on technology and research. But even here the ruteros recognised the importance of learning directly from farmers. Yasser Al Salama from Syria: “The way we are learning here is new. It becomes more complete by talking to the farmers in the field. We need to see the farmers apply these innovations directly!”

The method of the Learning Route itself was also a lesson for some participants who found it a novel experience to be able to make international comparisons and learn from colleagues from other countries. Ruteros in Egypt from Jordan, Morocco, Sudan and Syria even included a national Learning Route in their innovation plans, aiming to let farmers learn from other farmers in different regions of their countries.

An ambiance for learningOne of the reasons for the much appreciated exchange of experiences between the ruteros was the diversity in their professional backgrounds, combined with their social and cultural similarities. While there were differences between nationalities, there was also much cultural understanding. The ruteros from the MENA region share a similar style of cuisine, they share a love of talking about food and they sang the same songs during their childhoods. They sang these together along the Learning Route, contributing to a good atmosphere and familiarity. Tarik Hafid from Morocco was happily surprised by the ambience: “This is such a great experience! It’s like being amongst friends and family. I can talk about anything and there are always more questions, more views, more things to say to each other. I learn to face a problem from many different sides, because everyone brings in another point of view.” An important aspect of this is that the ruteros shared one common language, Arabic. This facilitated direct and detailed communication both amongst the ruteros themselves, and with their hosts.

One of the organisers of the Learning Route in Morocco, technical coordinator Abderrahmane Aitlhaij was impressed by the methodology: “I learned a lot, not just about the Moroccan organisations, but also about those in other countries. I think there is a lot of experience in the MENA region. By exchanging


information about good practices and our mistakes, we can work together for a better future. The Learning Route methodology facilitates this exchange.” This diversity in backgrounds was valuable in the ‘experience fair’ at the start of the Learning Route when participants told each other about previous or current involvement with farmers’ organisations or water management. Participants’ experiences of rain water catching and ground water harvesting in Palestine and Syria inspired people to include these approaches in their innovation plans. The international exchange was considered very useful, and some would have liked to spend a little more time hearing their colleagues’ stories.

The Learning Route not only brought together many different perspectives, it also offered an opportunity for establishing contacts and relationships across borders. Ruteros noted that this network building was a valuable aspect of the route. But it might go even further. In Egypt, for example, many innovation plans made by ruteros included a component for building Water Users Associations (WUAs). A suggestion was made to develop a regional proposal for strengthening WUAs in different countries. The Learning Route thus became an opportunity to discover common priorities and to link activities.

On the moveExchange was also stimulated by being ‘on the move’. In Morocco, the group travelled more than 700 kilometres from Agadir in the south to Meknes in the north. All the time spent in the bus was spent talking and exchanging ideas and experiences. The intimacy of close one-to-one conversations allowed the ruteros to deepen their knowledge about agricultural practices and to jointly reflect on the relevance of the initiatives visited to situations at home. The time spent together on the bus also gave people the chance to discuss their innovation plans and how the lessons learnt could be put into practice. Unfortunately, travel was more difficult in Egypt and the route had to be adapted due to the political instability in the country at the time. The upside of this situation was that more time could be spent on case analysis and the preparation of the innovation plans.

Mutual benefitsFor the hosts of the Learning Routes, the experience was empowering and inspiring. They were the trainers and as such gained knowledge, insight and confidence in their work. The farmers took great pleasure in sharing their success stories with the ruteros. For example, Zineb is a farmer who travelled a long way to meet the ruteros at ICARDA’s research station in West Nubaria, who wished that they could have come to visit her farm. Her peach orchard is beautiful now, she said, despite the extremely difficult start when she first had this land. Mostafa el Sayad, the Director of the WNRDP in Egypt, also believes that farmers appreciate the visit of the ruteros. “They will get feedback on their work, but it is also good for them to feel heard. The visit of the Learning Route convinces them that they are doing something right, something worth sharing.” Their knowledgeable answers to the sometimes critical questions from the ruteros, showed that they are the experts in their own context.

At the start of the Learning Route, and especially in Egypt, some ruteros took some time to get used to the idea of learning from farmers and stepping out of their role as the ’expert’. Initially, several wanted to give the farmers their advice. Interestingly, the farmers or project representatives in the field usually responded in a confident way as they were the experts in their own land: their accumulated experiences in this specific context has taught them lessons that might not apply in the ruteros’ country. Finally, after having incorporated the realities of the local experts and analysed their lessons carefully, ruteros were able to present the local actors with recommendations based on their joint learning.

The farmers who acted as hosts for the Learning Route were happy to exchange their knowledge with us, as visiting outsiders. The different nationalities in the group of ruteros aroused the curiosity of some farmers in Sharkia, Egypt. They were curious about success stories from all the different countries. Ruteros from Lebanon, Morocco, Palestine, Sudan, Syria, Tunisia and Yemen shared interesting


experiences, creating a positive atmosphere of mutual knowledge exchange. “When we came up with the Learning Route concept,” said Guillén Calvo, the general coordinator of the Learning Route, “this is exactly what we had in mind!”

Documenting the Learning RouteThe Learning Route team and technical experts in the field worked together to document both preparation and process of the two Learning Routes, which improved the quality of the exchange and learning. In this new collaboration between Procasur and ILEIA, ILEIA was present before and during the Learning Route to document the lessons from the Moroccan and Egyptian experiences, as well as the Learning Route methodology itself. The documentation helped to promote participants’ understanding of the objectives of the Learning Routes and they left with an abundance of information to raise interest and open eyes among their professional circles at home. Initial documentation was prepared before embarking on the Learning Route, which was then supplemented by more detailed documentation during the Route, including blogs, photo and video documentation. This second stage of documentation served to strengthen participants’ commitment to following up on the lessons learnt. The ruteros all developed inspired, yet realistic innovation plans after the route, which they intend to implement at home, which is a great result in itself. It is hoped that the impact can be extended far beyond the individual participants on the Learning Route. Exposure of the cases and lessons from the Learning Routes in the MENA region, as in this booklet, can inspire many others.

Cross learning: farmers’ organisations and water managementThese two Learning Routes examined two of the most pertinent issues in the MENA region. Perhaps not surprisingly, farmers’ organisations and water management are connected issues. The documentation of both learning routes, resulting in this booklet, enables the identification of these cross-overs. In a situation of climate change and frequent water shortages, water management is an equally relevant issue for Moroccan farmers’ organisations. The organisation of farmers with regard to water management turned out to be one of the most important lessons in Egypt. The two issues were clearly high on the agenda in each country and offer opportunities for cross learning.

The organisation of farmers concerning their use of water was a key topic for many ruteros in Egypt. A technical topic such as water management is infused with organisational issues. Water use must be coordinated to avoid conflict and ensure the sustainable use of this precious and scarce natural resource. When looking at the demand side, it is clear that farmers’ organisations can play an important role. At the same time, it became obvious in Morocco that it will probably be necessary to establish a coordinated water supply in the future. The ruteros identified rational water use and crop choice as one of the most important challenges facing COPAG in the future, as their citrus plantations may be at risk if water availability continues to decline.

The way forwardThe Learning Route process did not finish after the field visits to the host cases. Participants are committed to implementing their innovation plans in their home countries or organisations, thereby helping best practices to flourish in the MENA region. Moreover, the ruteros have become part of a community of practice, where they will continue to exchange their experiences and ideas on farmer organisation and water management. This will be done through a variety of means, including social networks, mailing groups, etc.

The Learning Route, used for the first time in the MENA region, has not only given new knowledge to the participants, but has also inspired professionals and local actors to share innovations in a novel way. As such, it has the potential to be repeated in the future to expand knowledge exchange in the region.


References and further reading

• Blog posts, more photos and elaborate case documentation of these Learning Routes: www.agriculturesnetwork.org/learningroute

• Aitlhaj, A. Les organisations Professionnelles Agricoles (OPA) dans la région du Moyen Orient et d’Afrique du Nord: contraintes et expériences à partager. Introduction Systématisation Maroc, 2013

• Documentation of lessons learnt: water management in Egypt. ILEIA and PROCASUR, 2013. PDF available on www.agriculturesnetwork.org, www.procasur.org and www.karianet.org

• Documentation of lessons learnt: farmers’ organisations in Morocco. ILEIA and PROCASUR, 2013.

PDF available on www.agriculturesnetwork.org, www.procasur.org and www.karianet.org

• Systematisation documents of the six host cases: ANCA, COPAG, ANOC, West Nubaria, Sharkia and Port Said.

PDFs available on www.agriculturesnetwork.org, www.procasur.org and www.karianet.org

• Summary of the Innovation plans resulting from these Learning Routes Available on www.procasur.org

• For more information on the Learning Route methodology, go to www.procasur.org.

• For more information on the MENA knowledge network KariaNet, go to www.karianet.org.

• For more information on documentation or ILEIA, go to www.agriculturesnetwork.org.

• ANCA: http://www.anca.ma/fr• COPAG: www.copag.ma• ANOC: http://www.anoc.ma• ICARDA: www.icarda.org• Diversity and Development: www.diversity-development.com• IFAD: www.ifad.org


Annex: List of Learning Route participants

Learning Route on Farmers’ Organisations, Morocco

Abd Algani Ahmed, Butana Integrated Rural Development Project, IFAD, SudanAl Attas Elham, Social Fund for Development, YemenAl Tam Hussein, Social Fund for Development, YemenAdbullah Ahmed, Social Fund for Development, YemenBouaicha Ali, Regional Authority for Agricultural Development, TunisiaChourabi Hasse, Ministry of Agriculture, TunisiaDakhqan Khaled, Ministry of Agriculture, JordanDridi Naziha, Livestock farming and Pasture Office (OEP), TunisiaEl Abiad Sonia, Ministry of Agriculture, LebanonEl Kholi Mahmoud, East Delta Agricultural Services Project, IFAD, EgyptHafid Tarik, Regional Chamber of Agriculture (Souss Massa Dra), MoroccoHamzaoui Mohammed, Blida’s Wilaya Association, AlgeriaHorani Rana, ARMPII project, IFAD, Jordan Lahlou Youssef, Terre & Humanisme, MoroccoLongo Roberto, IFAD, Italy Marouf Atika, Western Sudan Resource Management Program, Sudan Khalil Hikmat, Ministry of Agriculture, Sudan Qadous Naser, ANERA Association, PalestineSayed Mohammed Hussein, Upper Egypt Rural Development Project, IFAD, Egypt Sarieddine Nabil, Ministry of Agriculture, Lebanon

Organizing team, Morocco

Guillen Calvo, PROCASUR, General Coordinator, FranceViviana Sacco, PROCASUR, Methodological Coordinator, ItalyAbderrahmane Ait Lhaj, PROCASUR, Technical Coordinator, MoroccoMireille Vermeulen, ILEIA, Documentation, Netherlands Arsonneau Florence, PROCASUR, Logistics coordinator, FranceFatima Oulhote, PROCASUR, Translator, Morocc


Learning Route on Water Management, Egypt

Abujaish Meqbel, PARC Agricultural Development Association, PalestineAli Mohammed, Agricultural Extension and Rural Development Research Institute (AERDRI), Egypt Al Mashrequi Fuad, Social Fund for Development, YemenAl Salama Yasser, North Eastern Rural Region Development Project, IFAD, SyriaBakheit Hatim, Butana Integrated Rural Development Project, IFAD, SudanChemaly Georges, Ministry of Agriculture, LebanonDalain Mohamad, General Farmers Union, JordanElhabaa Laila, Agricultural Extension and Rural Development Research Institute (AERDRI), EgyptErrimali Bachir, Ministry of Agriculture, Morocco Ghallab Abdallah Yasser, Social Fund for Development, YemenHajj Chhadeh Farida, Ministry of Agriculture, LebanonMedawy Badreldin Youssif, Butana Integrated Rural Development Project, IFAD, SudanPrayer Galletti Mattia, IFAD, Italy Riad Ben Moussa, Ministry of Agriculture, TunisiaRutten Guido, IFAD, ItalyYaseen Hazem, Ministry of Agriculture, Palestine

Organizing team, Egypt

Guillen Calvo, PROCASUR, General Coordinator, FranceViviana Sacco, PROCASUR, Methodological Coordinator, ItalyAtef Swelam, ICARDA, Technical coordinator, Egypt Laura Eggens, ILEIA, Documentation, Netherlands Nesma El-Khosht, PROCASUR, Logistics coordinator, Egypt

procasur corporation is a global organization specialized in harvesting and scaling-up homegrown innovations. The organization¹s mission is to foster local knowledge exchange to end rural poverty. By sharing innovations through customized local knowledge-management tools and methodologies, the organization connects global institutions with local talents, providing the structured learning platforms necessary to spread innovation. Procasur has facilitated learning opportunities in over 20 countries in Africa, Asia, and Latin America and the Caribbean, affecting the lives and livelihoods of thousands of rural talents across the globe. To learn more, visit www.procasur.org.

ILEIA is the Centre for Learning on Sustainable Agriculture. ILEIA builds knowledge through documentation and systematisation, publishes Farming Matters magazineand engages in advocacy in support of family farming and agroecology. ILEIA is the secretariat of the global AgriCultures Network, with members in seven countries.Learn more at www.ileia.org

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