The PFU vision is stated as our overall goal: A resilient and prosperous agricultural sector in an enabling policy and business environment, securing farmers’ livelihoods and income and contributing to local and national economic development in a green, food secure and fully independent democratic Palestinian State.
It is clear that this vision goes beyond the influence of PFU and the duration of this strategic plan. The vision thus corresponds to the overall long-term goal.
The PFU strategic plan has three main pillars: (1) a strong farmers’ movement, (2) Effective lobby and advocacy, and (3) quality services to farmers. Below, the three main pillars and their related strategic objectives are described in greater detail.
OVERALL LONG-TERM GOAL:
A resilient and prosperous agricultural sector in an enabling policy and business environment, securing farmers’ livelihoods and income and contributing to local and national economic development in a green, food secure and fully independent democratic Palestinian State.
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Strategic objectives - Primary outcomes |
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1. Strong farmers’ movement |
2. Effective lobby and advocacy |
3. Quality services to farmers |
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Public and private sector stakeholders, at local, national, regional and inter-national levels, have recognized PFU as the Palestinian farmers’ network, with active district farmers’ associations and collaborative relations in all agricultural communities and main agricultural sub-sectors. |
Farmers, represented by PFU, have successfully defended their rights and interests, and have achieved a more securing and enabling policy and business environment.
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Farmers, trained and facilitated by PFO and branches, have improved the production, processing and marketing of their commodities, resulting in higher farmer income and improved food security and autonomy. |
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Specific objectives - Intermediate outcomes (activity domains) |
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1.1. District farmers’ associations |
2.1. Land and water rights |
3.1. Access to finance |
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In all districts of Palestine, district farmers’ associations have been active and have effectively implemented action plans that were developed by the members |
Farmers have defended and extended the access to land and water resources with support from PFU and District associations |
PFU has contributed to improved farmers’ access to loans and grants |
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1.2. Collaboration with farmers’ organisations |
2.2. Enabling policy environment |
3.2. Research, seeds and inputs |
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District farmers’ associations have collaborated with different types of local farmers’ organisations, which have been increasingly capable to develop and implement their activities |
PFU legal actions and campaigns on different strategic subjects have led to a more enabling policy environment for farmers |
PFU and associations have promoted Palestinian agricultural research, collective procurement of seeds and agro- inputs and machinery rental services |
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1.3. Information management and communication |
2.3. More professional and attractive agribusiness environment |
3.3. Best-fit agricultural practices |
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Member organizations, stakeholders and partners have received, appreciated and used relevant information through different PFU communication channels |
Lobby and advocacy on different subjects have created more incentives for professional agribusiness ventures of farmers and value chain partners |
Farmers have applied best-fit agricultural practices to improve yields and quality , as a result of training and coaching services of PFU and associations |
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1.4. Representation and exposure |
2.4. Risk management and mitigation |
3.4. Post-harvest value creation |
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PFU and its district branches have represented Palestinian farmers by receiving national, regional and international partners in Palestine and representing them abroad |
Insurance services and social safety measures, promoted by PFU, have enabled farmers to cope better with shocks and changes |
Farmers have improved revenues as a result of post-harvest value creation, supported by specific projects in several sub-sectors |
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Activities and outputs |
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Complementarity of activities and activity domains
The overview on the preceding page shows the three pillars, the 12 activity domains and more than 50 activities. In fact, it is a one page summary of the strategic plan and the proposed operational activities. In the next chapters, the three pillars, and their activity domains and activities, are discussed in more detail. Chapter 5, 6 and 7 respectively deal with the first, second and third pillar of the strategic plan.
It should be underlined that the activity domains and activities are strongly related; together they make the PFU action programme. To arrive at significant results and impact, the combined effect of activity domains and activities is generally required. This complementarity and synergy manifests itself in different manners, as explained in the table below. Four ‘complementarities’ are distinguished.