The main objectives of the project were to:
- increase sustainable production from rangelands and livestock;
- reverse rangeland degradation;
- increase herder incomes; and
- improve the living conditions of the most impoverished households.
The
main focus of the project was on improving and sustaining rangeland productivity
through focusing on common management. The formation of self-organized
range users' groups was encouraged and promoted as a means of ensuring
both beneficiary participation and sustainability. Other components included
research, extension and development, credit and training.
In overall terms the project was successful in implementing the main components, apart from the credit component which was intended specifically for small herders. Thus it organised the closing off of almost 461 000 ha of rangeland (or 61%) of the target), planted close to 14 500 ha of fodder shrubs, provided health care for between 800 000 and 900 000 sheep and goats per year, and rehabilitated or installed over 60 watering points. However, its main achievement lies in the dynamics it created within rural society, with the formation of 44 pastoral cooperatives as against the 33 initially envisaged.
| Prior to appraisal, there were approximately 20 cooperatives in the project area. According to the appraisal report, these cooperatives — developed since 1970 — formed a cornerstone of the Government’s strategy to encourage development of the rural areas through the formation of producer groups. The Government offered the cooperatives incentives, including tax exemptions that were higher than those of individual herders and farmers. In one area, the setting up of a cooperative led to conflict with other herders with regard to 10 000 ha of land granted by the Government. During the life of the project, the cooperatives were the only formal and legal way whereby rural producers could organize themselves. It is reported that they were generally made up of small groups of relatively well-off herders who tried to take advantage of government subsidies. As a result, the promotion of cooperatives did much for the development of rural infrastructure. The new cooperatives to be formed with project assistance
were meant to encourage the formation of groups with a more
heterogeneous membership to reflect the larger herder population.
The cooperatives were also intended to have rules to promote
consensus in areas such as the improvement and sustainable management
of rangelands. At appraisal, it was expected that the cooperatives
would be largely responsible for regulating rangeland management. |
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| Planned
|
Achieved |
|
| Set up 33 pastoral
cooperatives, among other things, to initiate activities concerning
prophylaxis and provide other services to the members, especially
regarding the delivery of animal feed and marketing of wool and
meat. |
The project setup
44 cooperatives with almost 8600 members. Buildings were constructed
and handed over, and training sessions held. A survey of 40 cooperatives
distinguished two major groups. Those that had a chance of survival,
of which there were 18 (or 46%) with about 60% of the members,
and those that were having serious difficulties and were in danger
of disappearing if rehabilitation measures were not taken, of
which there were 17 (or 41%). The main reason for these differences
is related to the financial viability of the cooperatives which
requires diversification of their income sources, such as in livestock
health services, marketing, the supply of livestock feed, processing
etc. Despite the differences in the viability of the cooperatives
and their capacity to assume responsibility for range management,
there is a general agreement that they have been a great success.
They are evidence of the increased awareness of the region’s
herders and farmers of the need to ensure that pastoral resources
are rationally used and to adopt practises that will preserve
the rangelands.
|
|
Access to inputs and infrastructure
| Planned |
Achieved |
|
| Provide credit to
the poorer herders, who would use it for restocking after drought
and for the purchase of inputs aimed at increasing animal production.
Improve the network of water points (boreholes, tanks and mobile tanker supplies), water supply being an important factor that often affects the choice of where animals are grazed. Rehabilitate 10 wells and 50 cisterns, and install or build new water points (50 cisterns, five wells, three boreholes and approximately 19 sondage). Increase water transport capacity by providing a truck with a 4 000-litre carrying capacity to the cooperatives. |
The credit component
was not implemented due to problems in identifying a suitable
implementing institution.
|
| Planned |
Achieved |
|
| Encourage women to engage in income-generating activities by providing credit and training. |
Due to problems in identifying a suitable implementing institution, the credit component was not implemented. |
| The principal
objective of the project was to improve pasture productivity
through improved management. Major problems in the project area
included over-grazing, localized overstocking and poor nutritional
status of animals, especially in the dry season. |
|
| Planned |
Achieved |
| Introduce a coordinated grazing rotation system to encompass all 3 million ha of the project area. The purpose here was to encourage, as far as possible, efficient use of the different types of rangeland available, so as to ensure their maintenance and increase forage production. This rotation system was to be introduced in a phased manner and coordinated initially by the cooperatives within their respective areas of influence. After an unspecified period of time, the cooperatives were to form a council to coordinate animal movements across the entire project area. Plant bush fodder over 3 200 ha; re-seed 20 000 ha; scarify
59 000 ha (19 000 ha to be re-seeded with local species); and
impose a two-year land resting period over a total area of 750
000 ha. |
Bans on grazing in certain areas was the key approach that increased fodder production and allowed better control of the use of pastoral resources. The first biological monitoring showed an increase in ground and above ground cover and in the number of leafy species (with the level of dry matter increasing from 150 to 800 kg/ha). Problems were observed in the supervision of fenced-off areas, conflicts over the boundaries of ranges and the types of sanction levied for violation. The goal of sustainable development of the pastures was apparently unattainable at the time of project closure, as the numbers of livestock were higher than the carrying capacity of the ranges. 461 000 ha of land have been fenced (61% of the the target)
and 14 500 ha of fodder shrubs have been planted. The lack of
drought in the project area in the first years up to 1996, reduced
the pressure on herders to exploit the range resources and contributed
to the good rate of this activity’s implementation. However,
the last years of the project the rainfall deficit lead to a
general degradation of the rangeland and the Government set
up a special programme whose main activity was the distribution
of subsidised feed. This maintained too many livestock in the
draught stricken area and had adverse effects on rangeland. |
| Planned | Achieved | |
| Upgrade local animals and provide genetic improvement
services to herders.
Train 600 professionals (mostly animal health
workers and herders) in better management techniques and herd
nutrition, based on the results of the research and development
component. |
The sheep breed selection programme has gone forward relatively
successfully, with the National Sheep Breeders’ Association
laying the foundations for larger-scale adoption of upgraded
sires and rams.
The MTE report stated that insufficient animal health assistants had been trained, partly due to professional opposition. Nevertheless, by project closure the fertility rate was improved (by about 10 points) and the mortality rate declined (from 6% to 2% between 1989 and 1999.) |
| Planned | Achieved | |
| Implement a prophylaxis and treatment programme for herd diseases; provide veterinary products to herders; provide office accommodation and vehicles. | The project improved the facilities available to the veterinary services and ensured the logistic support needed for sheep vaccination campaigns. In 1992-94, the number of animals treated against internal parasites increased from 511 000 to 778 000, from a total herd of 929 000. At project closure it was estimated that health care was provided for between 800 000 and 900 000 sheep and goats per year. |
- The successful introduction of any large-scale grazing rotation system depends on a good understanding of the circumstances influencing access to rangelands and of the complex grazing patterns. In this case, it was assumed that cooperatives formed along ethnic lines would have control over specific areas, thus allowing coordination for systematic grazing. However, it was discovered that pastures in the project area had complex and multiple user rights.
- Greater consideration should be given to the question of sustainability at the project planning stage.
- The role of the state in organization and implementation should be less important than that of the beneficiaries themselves.
- Appropriate land tenure legislation is crucial to range management.
- Targeting the poorest requires careful design of project activities. Associations tend to be dominated by richer members and institutions are reluctant to provide credit where they see a greater risk of default. The poor herders were facing cash flow difficulties over paying for supplementary livestock feed during the drought and their lack of access to credit might have exasperated their vulnerable condition. It was estimated that the profit margins for animal production increased during the project for large herders, while they declined for the small ones.
- The successful training and functioning of community animal health workers depends largely on the cooperation of professional veterinarians.
Best practice: Much of the success of the project was attributed to the commitment of the Government of Morocco, the support of local authorities and the commitment of the local population who worked together to overcome the administrative obstacles that the Project Management Unit faced. Good cooperation was achieved and sustained because the project interventions were demand driven, and the local population’s views were taken into account.
