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Introduction

The year 1999 witnessed instability and lack of tangible progress of the political, economical and social situations for the Palestinians. Yet, it added through the drought more difficulties to Palestinian farmers, especially to Bedouins, in terms of the provision of water for drinking and for their cattle use as well as the sharp shortage of water for irrigation, which consequently caused the aggravation of farmers’ problems.

The year 1999 witnessed a bright point and object of hope for PARC as we increased and consolidated our openness to the surroundings and coordination with local institutions, which increased in number, compared to previous years. The overall progress that PARC had witnessed in this context achieved a greater benefit to target groups. Further, it assisted in transferring PARC’s experience in institutional and capacity building to different Palestinian institutions. During 1999 PARC focused on the development and persistent application of the systems and procedures pertaining to ISO 9002. Yet, we believe that our staff needs to be well trained in applying these systems.

Moreover, PARC expanded its dependence on the enormous reservoir of voluntary work, which is one of the resources of assistance and sustainability for PARC. The response and achievements in this domain were greater than the expectations. Thus, we disproved the allegation that the Palestinian non-governmental organizations had lost their voluntary work spirit.

Undoubtedly, the uniqueness and distinction of PARC’s work across the years in protecting the Palestinian land against confiscation and assisting farmers in reclaiming their land had the precedence in the activities of the year 1999 whether the opening of agricultural roads or terracing and reclamation of the rocky land as well as cultivation of trees.

The provision of water resources and resisting the drought formed the forefront of the work priorities and projects agendas in the year 1999. PARC exerted serious efforts to help the livestock breeders particularly the Bedouins to collect and store the rainwater in cisterns or pools.

The year 1999 witnessed a unique activism and achievement by all of PARC’s employees, volunteers and friends, who made remarkable efforts to realize PARC’s goals and achieve a larger benefit in favor of the targeted groups. Further, our friends at the partner organizations put forth distinguished efforts in providing expertise, know how, and necessary funds to assist the needy Palestinian people. In this context, I would like to assure all of them that their assistance had been utilized in achieving the mutual goals that we are struggling for together.

In the name of PARC and all staff we would like to express our thanks and deep appreciation to each one of you particularly to our consortium members who continue to fund our core program.

“Together, hand in hand, for a mutual work and sustainable development.”
Rawya Shawa
Chairwoman, Board of Trustees

The Overall Situations Prevailed in 1999

The work of PARC was affected by the state of political instability prevailed in 1999. It was a year of uncertainty and a further waiting, full of predictions and presumptions about the transitional period and about the consequences of the Israeli presidency elections.

On the internal Palestinian level, the governmental performance was still below expectation particularly on the level of the jurisdiction apparatus, which kept deteriorating causing aggravation of many walks of life whereas it is supposed to open up the way for social stability. This worsening led to tribal and clannish disputes, which became more hazardous and dominant in the absence of a strong political movement and imposed double burdens on the Palestinian civil society.

The whole situations had tempted the organizations of the civil society to lead a political role. This had caused a wave of ongoing and unsettled argument about the political and civil limits of the NGOs’ work especially when speaking about the directives of development, social policies, rule of law, and the final status settlement issues.

On the level of the Israeli occupation policy towards the agricultural sector, the land confiscation continued putting a big impediment in front of developmental projects. This policy was coordinated between the army and the settlement movement. It succeeded to largely dictate the de-facto situation on Barak’s Government and legitimize all the settlements that were established by means of quarrelsomeness, land expropriation, uprooting trees, attacking farmers, poisoning beehives, obstructing the flow of the Palestinian products to Israel, and putting impediments on external export.

The year 1999 marked some positive trends that were reflected by the increasing interest to support the agricultural sector. This was clearly seen in the interest of the World Bank, the foreign consulates and ministries of agriculture in many countries and the EU to support the Palestinian Ministry of Agriculture. As a matter of fact, they dedicated nearly 60 million dollars for supporting various projects such as building the capacities of the MOA, some activities pertaining to land reclamation, the cure of some of the livestock diseases, and the infrastructure reinforcement.

Further, the year 1999 witnessed a continuous migration of the Palestinian youths from working in agriculture towards working with the different apparatuses of the National Authority or towards working in Israel. Moreover, the contribution of the agricultural sector in the national income had decreased from 35% ten years ago to almost 17% in 1999.

In short, we can say that 1999 was a very tough year, economically speaking, to the Palestinian farmers due to the drought. A slight progress took place in the political situation compared to previous years however this progress was not reflected by tangible results on the ground.

The Relationship Between the Non-Governmental Organizations & the Institutions of the Palestinian Authority

The year 1999 witnessed a more stable relationship between the Palestinian Authority (PA) and the non-governmental organizations. Yet, there was some tension at some points. Some circles of the PA mobilized their forces to wage a defaming campaign against the civil work in general and against human rights organizations in particular.

With the cooperation of the NGOs Network, PARC’s staff, volunteers and friends initiated a petition in support of the civil society organizations. Further, we conducted meetings with people and held a publicity and media campaign. The campaign succeeded to clarify the image of the non-governmental work on the one hand, and pushed many of the NGOs to rectify their situations.

Moreover, a ministerial committee was formed. The NGOs Network, of which PARC is a member, acted with this committee in a positive way. Later on the Ministry of the Non-Governmental Organizations was established to abridge the gap between the PA and its departments or apparatuses on one side and the NGOs on the other. Meanwhile, the NGO Law was endorsed.

On the level of the sectoral coordination with the different ministries there were some remarkable developments. The relationship with the Ministry of Agriculture (MOA) witnessed somehow stability as well as development and expansion of the basis of the mutual work and the activation of the coordinating committee between MOA and the agriculture related organizations. Further, PARC called for the participation of the aforementioned organizations in the formulation of the national agricultural strategies and policies. In the meantime, PARC requested the implementation of projects in land reclamation, emergency campaigns to solve the problems of the drought, and signing working agreements for these purposes.

PARC succeeded to sustain distinguished relations with numerous ministries for example, Ministry of Sports & Youth, Ministry of Environment, Ministry of Social Affairs, Water Authority, Ministry of Culture, Ministry of Housing and Public Works, and Ministry of Local Government. Further, we maintained good relations with semi governmental institutions such as municipalities, village councils, and development committees.

PARC realized that maintaining positive and open relations with the National Authority would eventually serve the targeted groups and the interest of the Palestinian homeland.

PARC was initiator, adaptor, and critical at the same time toward the recent developments in terms of the relationship with the Palestinian Authority. Taking into consideration the critical and unstable political and social circumstances, which formed a threat to the interest of the Palestinian people and the regaining of our rights.

PARC established a balance between its adherence to the national interests on one side and a persistent defending of just developmental and social policies and the building of the civil society on the other side.

The Internal Work Environment

The internal work environment of PARC has been characterized by the existence of a strong unity and understanding among the employees and between the different hierarchal authorities as well as the adherence and commitment to the values and culture of the institution. Though the latter was a point of strength for PARC it has had some negative impacts on the internal environment in terms of the emergence of intimate informal relations that reflected themselves on the institution’s work environment.

The most prominent landmarks in the internal work environment in the year 1999 can be pointed up as follows

1) The prominence of the role of the districts’ directors, and the outstanding improvement of the districts’ performance though it remained beyond expectation.
2) More commitment to the application of work manuals and standards despite the fact there are still many issues that need to be resolved.
3) Improvement of equipping districts’ headquarters, and trading to the new premises in Ramallah. The latter will have a major positive impact next year.
4) Occupational rotation between the directors of the departments and the smooth transfer of mandatory powers.
5) PARC’s employees:
The total number of PARC’s staff reached (136) in 1999
distributed as follows:
   - Core Program Cadre (103)
   - Employees per Projects (27)
   - Employees with Temporary Contracts (5)
   - Part-time Employees (1)
   - Employees Working in Independent Projects Related to PARC (nearly 100)
   - The number of foreign volunteers working for PARC reached (3).
   - The number of women cadre was (42), which comprised 41% of the core program cadre and 37% of the whole institution’s cadre.
   - The number of the new employees who joined the institution in 1999 reached (27), and (12) resignations occurred in the meantime.
   - The occupational rotation was (11%).

Reference Authorities

The year 1999 witnessed a very active role of the reference authorities in performing their work and tasks assigned by the institution. The Board of Trustees held 5 meetings at which a number of proposals, systems and financial reports were discussed.

On the other hand the Board of Directors held 22 meetings at which different issues pertaining to the institution’s life were discussed.

Generally speaking, we need to resolve the following issues that impede the work:
1. The re-amendment of the salary scale, structure, and occupational titles.
2. The increase of PARC’s contribution in travel allowances.
3. The establishment of effective and inexpensive communications system.
4. Modernizing the systems, laws and regulations enacted by the institution particularly the allowances and motivation systems.

The relationship between the employees of the districts

The year 1999 had witnessed significant development and improvement of the relationship between districts and central departments in terms of speedy communication and coordination. However, there is still shortcoming in coordinating activities between departments.

Promoting Gender Integration

PARC has been a leading and pioneering institution in mainstreaming gender in all levels of management, life and overall activities and projects. Throughout the year 1999, PARC carried on its efforts to promote and consolidate gender integration through the persistent work of the Gender Focus Team and with the full support and recognition of the top management. Following are the most outstanding achievements:

Networking with the local institutions in gender field (exchanging experience in Gender analysis and diagnosis).

Publishing a newsletter on Gender quarterly.

Establishing a specialized library for Gender literature.

The institution has made a brave position and practice when the top management was willing to increase the participation of the women in the decision- making levels. In this context three women directors were appointed, two of them as directors of the technical departments whereas the third was appointed as a district director. The most important landmark in PARC’s gender pursue was the election of a woman as a chairperson of the Board of Trustees and raising the percentage of the women members up to 30% of the Board. Further, 82% of PARC’s staff attendants in university education were women.

Training 20 women clubs in establishing working plans, stressing the gender dimension and identifying the strategic and short term needs.

Reviewing PARC’s policies, strategic plan and reports from a gender perspective.

Establishing a parallel Gender Focus Team in Gaza to be responsible for the implementation of the plans and to supervise gender integration process.

Raising the gender awareness and sensitivity of PARC’s staff (men & women). More understanding and recognition of women’s role in the life of the institution is evident.

Summary of the Overall Significant Achievements

1- The re-study and amendment of the strategic plan by simplifying and condensing it as well as connecting it to the annual plans, and establishing measurable indicators.

2- Enhancing the capabilities of the cadre and training 93 participants. In addition to developing the academic competence of 13 employees.

3- Increasing the number of institutions we cooperate with in implementing of activities to reach 486 institutions. This is the largest network of relations ever-existed in Palestine. Further, completing the building of the Institutional Building & Grassroots Relations Department.

4- Expanding the number of locations where activities were implemented and services provided to reach 248 locations and villages. This comprises 50% of the whole population gatherings in Palestine.

5- Developing the relationship & coordination with the MOA through implementing joint projects. Besides close cooperation with 4 other ministries as well as establishing a constructive relationship with the Ministry of Non-Governmental Organizations.

6- PARC was a pioneering institution and almost the only one to help farmers and livestock breeders particularly the Bedouins to resist the drought. Altogether, PARC assisted 4995 families.

7- Recruiting 2050 volunteers, who achieved more than 24,000 workdays that, were parallel to the paid work provided by 88 full time employees.

8- Adopting the initiative of signing a memorandum of honor pertaining to the NGOs. Up till now all the agricultural related NGOs had signed the memorandum. Preparation for signing it by all NGOs is presently undergoing.

9- PARC played a significant role in the endorsement of the NGO Law and coordinated with the Legislative Council. PARC also stood up for the attack adopted by some of the PA circles against the NGOs. In addition, PARC had a very active role in the work of the NGOs’ Network.

10- ARC succeeded to establish 47 women clubs and provided services to them, as well as coordinating with other institutions to provide complementary services, of which 143 loans were distributed to needy women.

11- Training 24 newly graduated agronomists and convening tens of training courses in favor of the cadre of the other non-governmental organizations. PARC also held rehabilitation training for farmer leaders and assisting the Palestinian Farmers Union in formulating specialized societies. Moreover, PARC established different manuals.

12- PARC succeeded in marketing double the amounts of the women cooperatives’ products locally and abroad with an estimate of nearly $250,000. New production lines were opened in favor of new countries. PARC also began to introduce marketing as one of the activity components on thedistricy levels.

13- Exerting significant efforts in water harvesting domain and collecting 1,350,000 cubic meters through constructing cisterns and pools, rehabilitating artisan wells and canals, implementing pioneering projects in the field of gray water usage and solar energy as well as other environmental projects, and joining the membership of regional and local committees and networks.

14- PARC began the preparation for a new organizational structure and initiated the policy of occupational rotation and replacement among the directors of the departments and the district administrators. Furthermore, PARC created a new department for international & regional cooperation, which is willing to transfer some of PARC’s expertise on the regional level, and place the foundations for modernizing the new administrative and financial systems.

15- Providing competent services to nearly 60,333 beneficiaries along with more openness, transparency and increasing the trust of the target group with PARC.

16- Improving relations, openness and transparency toward 43 donor countries and organizations. PARC obtained funds for 21 projects out of 33 submitted projects. PARC and its projects gained increasing credibility of the funders. This was reflected in the growth of funding by 20%.

17- Completing the building of the Zababdeh Training Center in Jenin and set it operating. Further, PARC accomplished 50% of the construction works at the new headquarters in Ramallah and began using it. On the other hand, PARC began constructing the premises of the Training Center and furnishing the Women Business Center in Jericho.

18- Raising $1,126,350 of farmers’ contributions in projects implemented by PARC and focusing on local resources being one of the sustainability elements. Further, PARC considers the contributions of farmers and women as a major basic component in services and activities offered by the institution.

19- Opening 334 kilometers of agricultural roads including 62 uniting roads, which connect 90 communities to a network of roads that extends along 150 kilometers. PARC also achieved extensive and far-reaching reclamation of 2866 dunums.

Beneficiaries & Work Locations

Districts / Activities

No. of Work Locations

Beneficiary Case

Regular  Beneficiaries

Gaza

37

13321

1966

Hebron

36

10048

683

Bethlehem

17

4042

277

Ramallah / Jerusalem

33

4887

301

Jericho

11

6655

228

Nablus/ Salfeet

54

9119

779

Tulkarem/ Qalqilia

27

5784

438

Jenin

33

6441

5134

Total

248

60333

5134

Analysis of Beneficiaries & Locations

The aforementioned tables indicated that PARC has worked in 248 locations and population gatherings in the year 1999 in addition to 94 different Bedouin communities in the whole Palestinian districts. In comparison with 1998 a remarkable increase of 15 locations this year is clearly noticed. Further, the tables showed that PARC targeted a new vast group “the Bedouin community”, which is the most real group among the most impoverished and suffering groups.

On the other hand, the total number of the regular beneficiaries of PARC’s various services reached 5134 in the year 1999. Moreover, there were 60333 beneficiary cases.

Voluntary Work in PARC

PARC considers itself one of the fruits of the voluntary work in Palestine. PARC was launched in the framework of the Higher Committee for Voluntary Work and it commenced its activities on a voluntary work basis. PARC worked for 3 successive years without paying out salaries to its founding members. The nature of work and developments necessitated the employment of a staff, which began to expand gradually.

Despite the growth of its resources, PARC never gave up the voluntary work because we consider it one of the most important and secure resources in terms of sustainability. PARC reflects the voluntary work in its policies, procedures, work mechanisms, and evaluation and promotion of employees. Employees are motivated to activate their role in the voluntary work inside and outside the institution. Further, PARC places a great attention to the mobilization of voluntary efforts for the realization of a successful implementation of its projects and programs.

Perhaps, one of PARC’s shortcomings was refraining from computing the volunteers’ efforts within the institutions’ resources or within the contributions of the community. In addition, PARC had not bestowed honor to the large army of volunteers spreading throughout the country. For all these reasons, the role of the voluntary work was not displayed in a significant way, which it deserves.

Even when we were speaking about volunteers we depended on estimations, which were very conservative and modest in comparison to the real figures. For example, we pointed out that the number of volunteers in 1998 was 700, however, this figure was far from the real number we discovered later on. Nonetheless, some people are accusing the non-governmental organizations of neglecting the voluntary work because of their tendency toward institutionalizing their organizations. However, this is not accurate although it is somehow true because some of these organizations do entirely lack the voluntary work by their employees or the community.

The current report is a combination of the reports, which we received from the different districts yet it is a revised and audited copy including unsettled figures due to the lack of information particularly from the center. The report points out the following:

1. 2050 volunteers cooperated with PARC during the year 1999 and performed unpaid effort that was significant in the success of the institution’s programs and projects in different districts. Women comprised 42.5% of the total volunteers.

2. The voluntary work performed either by PARC’s staff or by the community comprised 49.2% of the effort that was required for the success of the institution’s programs and projects.

3. PARC’s staff provided 1712.5 voluntary days during the year 1999. Their contribution comprised 6.5% of the paid work.

4. The community’s contribution mounted up to 24201 voluntary workdays, which were equivalent to the performed work of 88 full time employees. By computing the average daily wages ($15) we found out that the value of this work was equal to $363,000.