NEF (Near East Foundation) -- 2007 Annual Report -- Country Report; Jordan

Exceeding our own and everyone else's expectations, NEF-Jordan completed phase one of Qudorat ("capabilities"), our largest project to strengthen Jordanian civil society in our 15 years of capacity-building with community-based organizations. Qudorat supported 43 CBO's with institutional assessment, strategic planning, training and technical support. This included developing 33 revenue-generating projects of the CBO's in support of their community-building activities. The final assessment showed significant and tangible impact on local development in the six Jordanian governorates where we worked--Amman, Madaba, Jerrash, Ajlun, Karak, and Maan,

Qudorat was so successful because it combined a broad reach across industries and regions with a "one-stop shopping" approach. This involved providing beneficiaries with the full range of services to support their businesses, including grants, loans, technical assistance and marketing support. Because of the considerable efforts made by NEF and our partners--Jordanian Hashemite Fund for Human Development and Dajani Consulting--Qudorat provided the tools and training to develop the capacity of local institutions and move them forward in a sustainable manner.

The project began in December 2004 and, with an eight-month extension and additional components, officially ended December 31, 2006. The Jordanian Ministry of Planning and International Cooperation contributed nearly $2,825,000 for project implementation while participating local community-based organizations gave 60.4 percent in matching funds by the project's end--almost triple what was required.

Organized into three project components--capacity building, grant making, and sector enhancement, Qudorat emphasized the importance of access to information, training, finance, and advisory services for long-term sector growth and sustainability. In addition, the project addressed policy reform; encouraged the growth of a cadre of local development workers; and increased capabilities/market share of local firms offering business services to Jordanian community organizations.

Qudorat brought new ideas and perspectives to local communities. Information and connections acquired were transferred to other economic activities, often through suppliers and market connections, linking to the larger economy. This was especially notable where women involved their husbands and family members, who in turn borrowed ideas and tools to enhance their own businesses. Women also experienced a sense of empowerment and economic participation, passed along to their children.

CASES IN POINT

Qudorat effectively demonstrated that given adequate support for both capacity building and business development, community-based organizations (CBO) can establish revenue-generating projects that they own and operate. In turn, these businesses can provide employment for local residents and increase family income for area residents. The Reif Angara Cooperative Car Centers in Ajlun is a good example that is fast becoming a major employer. (See links below.)

Spin offs from CBO businesses also proved to be significant for economic development and social transformation. Thus, the growth of Reif Angara Cooperative Car Centers caused other businesses to develop independently in the same area, taking advantage of Reif Angara's clients. Reif Angara also provided markets for products produced by other cooperatives and led to investment in area businesses. Another example, the Al-Wahadneh Cooperative in Ajlun expanded its initial production and sale of fuel cubes to include a shop for heating equipment and supplies.

Yet other opportunities were created by community-based organizations linking up with other local assets. The Ebein Women's Cooperative in Jubba-Jerrash is a good example. Farmers now sell previously unused and environmentally hazardous farm waste to the cooperative, where it is processed into fertilizers as well as used for growing medicinal plants on site. In addition to providing jobs for several employees, a number of women work part-time at the cooperative and local schoolboys receive summer jobs. The Al-Wahadneh Cooperative in Ajloun and the Deir Al Leyyat Association are similar examples where wastes from agricultural products are being recycled, creating additional income for the seller and benefits to the buyer.

Other projects save money by producing and selling goods at below market cost. This is possible because they rely on community resources, make bulk purchases, employ local labor, and avoid ever-more-expensive transportation. Water purification projects like Al-Dera Al-Urduneya, Theeban-Madaba, and the Al-Isteqlal--all Muqbila-Jerrash-based cooperatives--are good examples of this type of benefit; while others such as Al-Isteqlal Cooperative's Meqebleh Shopping Mall provide special offers and discounts for members.

EDUCATION

Qudorat businesses also offered information technology training for local youth on computers; Qudorat suppliers provided on-the-job training as well as access to more formal education; and the project itself arranged training of young people at vocational training centers. While focused on community-based organizations and business uses, this training--combined with both volunteer and employment opportunities--helped the young develop marketable skills and increase their chances of gaining meaningful employment. In its first phase, Qudorat provided 445 days of training for board members and staff of 367 community-based organizations--an average of 35.5 training days per local organization.

In summary, "Qudorat" has become a household word in Jordan, important because of its size and diversity, cumulative effect and sustainability. As a result of this success, Qudorat will continue in a second two-year project phase, funded at double the original amount and contracted to two national Jordanian consortia of non-governmental organizations.