"We are grateful to Near East for sharing their proposals with us.

"
PALESTINIAN WOMENS MICROENTERPRISE DEVELOPMENT
Proposal
OVERVIEW
Across the West Bank, recent <Organization Name> (ORG) projects have resulted directly in
the creation of hundred of jobs and significant increases in income for women. These
successes have given many women their first job and the unprecedented ability to add to and
often be the only source of family income. Despite this progress, there is tremendous
unrealized opportunity to create additional opportunities for sustainable economic and
entrepreneurship for women in the West Bank. ORGs experience has underscored significant
capacity and motivation among Palestinian to break the cycle of poverty and build a better
life through microenterprise development.
Our goal is to help Palestinian women in the northern West Bank achieve financial
independence and security by helping them build skills and resources to start
microenterprises. ORG respectfully seeks funding from the <Foundation Name>to provide
training for over 200 women entrepreneurs, help establish 100 new businesses, and create 300
new jobs for women.
THE CHALLENGES
Palestinians in the West Bank face significant economic challengesmobility, access to
capital, and access to markets and technical information. Israeli security measures,
particularly the separation barrier, have put unprecedented burdens on Palestinians, 46
percent of whom are unemployed. For Palestinian women, the challenges are even greater.
Historically excluded from economic opportunity, they struggle to maintain a household and
have few opportunities to develop job skills. Less than 10 percent of women work outside of
the home, and even when drawn into the labor market to support families and fill labor gaps,
they are often the first to lose their jobs in times of economic difficulty. More and more
Palestinian women are working without pay. One-third of Palestinian women work as unpaid
laborers.
THE OPPORTUNITY
Since 2005, ORG has helped Palestinian women increase their income through training in job
skills, business management, and income diversification. During this time, ORG has
developed a proven model for creating permanent jobs and incomebased on business
management training, small grants, and microfinance.
Through its West Bank School Feeding Program (2006-2010), ORG worked with 24
womens associations across the West Bank to provide daily nutritionally fortified snacks for
more than 50,000 schoolchildren in nearly 200 schools. ORG trained and mentored members
of these associations to become both businesswomen and effective partners for childrens
nutrition, creating jobs for 2,000 women in the process.

During this process, ORG established very close relationships with women and womens
associations across the northern West Bank. When major funding ended, we used modest
resources to continue training women in organizational management, business management,
and income diversification. The women were able to put their new knowledge and skills to
work immediately to create dozens of jobs through independent small business bakeries,
school canteens, greenhouses, fitness centers, and soap manufacturing (See Annex 5).
WHY NOW?
Timely action is important for two reasons. First, with the peace talks at an impasse, it is a
critical time to help Palestinians find
Balata Womens Association
ways to survive. Our local partners
want to move beyond the political The womens association of <community> started
impasse. ORG is ready to work with working with ORG in 2004, one of 24 womens
them at this juncture to build lasting associations in the West Bank that ORG supported to
solutions to poverty and hunger by prepare and distribute nutritionally fortified snacks
securing
financial
freedom
for through the World Food Programmes school feeding
program. When funding ended in 2010, Balata women
Palestinians.
used their experience to establish concessions in

Second, the women ORG has trained primary schools, providing nutritious snacks to children
have
reached
a
point
where as a private business. With training from ORG, they have
independence is within reach; yet they created jobs for 26 women and a revenue stream to
need additional coaching to become invest in social development activities that benefit all of
self-sustaining. Their success can serve as an example to other women. Soon they will be able
to mentor others through business associations and independent businesses.
ORG has been able to provide follow-up support to 10 of its 24 partner womens associations.
Our current objective is to consolidate the gains achieved with the initial 10 associations, to
expand business development activities to the remaining 14 associations, and to recruit
additional association partners.
We will begin in activities in four clusters of communities in the northern West Bank
<community>, <community>, <community>, and <community> where ORG has
established relationships and gradually expand to neighboring areas.
Key to the success of this program is developing ongoing peer mentorship to launch a new
generation of women entrepreneurs.
PROJECT GOAL:
ORG aims to provide microenterprise development training and support systems to help
members of womens associations in the northern West Bank create micro
Through enterprise development and micro financing that will create jobs and generate
incomes, ORG aims to reach out to new and existing womens associations.ORG will build
upon the successes of the pilot group of 10 associations and reach out to the 14 remaining
women associations, and reach out to other associations in the region.

PROJECT OBJECTIVES AND ACTIVITIES

Our proven strategy has four objectives: conducting a regional economic assessment to
identify opportunities for microenterprises, building skills in business development,
increasing access to micro-credit for microenterprise start-up, and introducing micro
franchises.
OBJECTIVE 1. CONDUCT REGIONAL ECONOMIC ASSESSMENT
To initiate the project, the ORG team will lead members of each target community
particularly members of community womens associations in an assessment to identify
high-potential economic opportunities that harness a communitys competitive advantage,
catalyze broad-based economic growth and create jobs. The process will beorganizedas a selfassessment to guide aspiring entrepreneurs in identifying areas of opportunity and constraint.
The assessment will help community members evaluate strategic business niches, with a
specific focus on opportunities for women.
Activity 1.1. Cluster workshops.ORG will organize 4 1-day workshops (1 per cluster) to
assess economic constraints opportunities in target clusters.
Activity 1.2. Microenterprise identification. On the basis of the assessment, community
members will identify promising areas for microenterprise development by women either
businesses that fill gaps in communities (e.g., internet centers) or activities that leverage
competitive advantages of the communities (e.g., agricultural specialties).
OBJECTIVE 2: BUILD WOMENS SKILLS IN MICRO ENTERPRISE DEVELOPMENT
Based on the economic assessment outcomes, ORG will invite applications individuals and
small groups from womens associations (not limited to current partners) to participate in
trainings in microenterprise development and business management. The aim of this
training is to build skills among rural Palestinian women to start and management
microenterprises in their communities. We will work with community and association leaders
to select at least 200 participants, based on the feasibility of their business ideas and their
capacity to implement them. In addition, participants from the initial pilot project will be
trained as mentors, so that they can provide support to newly trained entrepreneurs.
Activity 2.1.Training workshops in microenterprise development. We will work with and
through ORGs partner womens associations to organize quarterly training workshops for
aspiring women entrepreneurs in each of the four clusters of villages (<community>,
<community>, <community>, <community>).During five days of training, participants learn
about entrepreneurship, business finance, management skills, and microfinance.
Activity 2.2.Develop business plans. Microenterprise development training is structured
around the development of a business plan. In each module, participants develop sections of
their business plan. The business plan follows a simplified, standardized template including:
(1) description of the business; (2) description of the product or service; (3) a market study
and feasibility analysis; (4) an implementation strategy (e.g., marketing strategy, budget
figures, and dates); and (5) a financial plan, including profit and loss, balance sheet, analysis

of business ratios, and cash flow forecasts. Based on prior experience, we anticipate that 75
percent of trainees (150 individuals) will produce a sound, bankable business plan.
Activity 2.3. Support microenterprise start-up. The primary vehicle for promoting new
business start-up will be through existing microcredit facilities, which are numerous in the
West Bank though largely unknown to rural women (see Objective 3). Following the initial
training, ORG staff will provide individualized continued business coaching to help put
business plans into action. ORGs experienced business development specialists will monitor,
coach and advise the women entrepreneurs in the management of their business by providing
technical and business management support.
Activity 2.4. Establish womens business support network. While we help trainees grow their
businesses by introducing sound business practices, we will also seek additional participants,
engaging current partners and participants to guide new ones through peer training.
OBJECTIVE 3. INCREASE ACCESS TO MICROCREDIT FOR MICROENTERPRISE START-UP
ORG will facilitate relationships between women entrepreneurs and existing micro-credit
lenders and will help aspiring women entrepreneurs develop bankable business plans to
help them secure funding. There are many micro-loan programs in the West Bank several of
them supported by ORG in the past but most women are unaware or lack the business
knowledge to obtain loans. Our aim is to facilitate relationships between aspiring women
entrepreneurs with existing sources of loan capital.
Activity 3.1. Mobilize review committee of civic and business leaders. We will mobilize a
committee of local banking, business, and civic leaders to review business plans and
recommend them for funding, in coordination with microcredit institutions.
Activity 3.2. Facilitate microenterprise start-up financing. Based on reviews from the
committee, ORG will work with women entrepreneurs to complete loan applications. Where
necessary, we will provide small loan guarantees to microfinance institutions to enable them
to invest specifically in womens entrepreneurship.
OBJECTIVE 4. INTRODUCE MICRO FRANCHISES FOR WOMENS BUSINESS DEVELOPMENT
Based on opportunities identified through
the regional economic assessment, ORG
will also develop a pilot micro franchise
or network of small businesses (see box).

The Micro franchise Model

The micro franchise model involves developing a
network of small businesses and linking them
together through a shared business plan that includes
comprehensive guidelines for:

Micro
franchises
offer
aspiring Technology selection
entrepreneurspeople who have limited Business management
or no business experiencea way to start Staffing and customer service
a new business with relatively low risk. Quality control
They increase the likelihood of success by Branding and marketing
Reporting and accounting systems
creating support structure ranging from
formal helpdesks to support networks
for business coaching, facilitating economies of scale (procurement, training), and building
linkages among entrepreneurs and communities.

ORGs has successfully used this micro franchise model in Armenia for rural computer
centers and for dried fruit. The initial assessment of our target area in the West Bank
identified rural Internet centers and dried herbs as high potential activities. We aim to identify
and introduce at least one pilot micro franchise under the womens microenterprise
development project, combining microcredit with small grants to further reduce risk to
potential women entrepreneurs.
Activity 4.1. Develop at least micro franchise model. Based on the regional economic
assessment and preferences identified during initial outreach to womens associations, ORG
will identify a pilot micro franchise.
Activity 4.2. Recruit and train micro franchise owners and employees. In targeted
communities, ORG will recruit aspiring entrepreneurs who have an interest in opening and
managing a business and can finance a minimum of 50 percent of the start-up costs (including
land, building space, or equipment, as well as cash). The selected entrepreneurs will complete
business trainings, with specific focus on the operation of the micro franchise.
Activity 4.3. Provide micro franchises with financing and launch support. Using the same
approach as individual microenterprise development, ORG will facilitate relationships with
existing microcredit institutions. We will also provide modest start-up grants to complement
microcredit and further reduce risk. Businesses will complete a one-month probationary
period or soft launch, during which they are provided with extra support in resolving issues.
After successfully completing this phase, businesses will be integrated into the brand
network, allowing collaboration between franchise owners.
Activity 4.4.Provide monitoring and ongoing support. Project beneficiaries, business
mentors, and project staff will meet regularly on an ongoing basis and conduct periodic
training for franchisees and their administrators and other employees.
EXPECTED OUTCOMES
ORG will build on its work with womens associations in the West Bank to expand and
support entrepreneurship and enterprise development for support for 200 women. We will
incorporate additional communities, provide business coaching, and support new businesses
through community-based credit. We will help women prepare business plans, get access to
credit (micro-loans), and mentor them in establishing their businesses.
Both cooperative and individual businesses will be helped through this project. We will
continue to work with the 10 current womens associations and expand to over 14 new
associations. By expanding our training in business management, marketing, and product
diversification, we hope to establish at least 150 new, sustainable businesses and 300 new
jobs for women.
SUSTAINABILITY (WHAT HAPPENS AFTER 4 YEARS?)
It is envisioned that, after 4 years, the activities launched through the project will continue to
operate and expand independent of any ORG involvement. There are 3 aspects to the projects
sustainability:

(1) Robust businesses are inherently sustain-able. The individual microenterprises established
through the project will continue to function, to generate income, and to create jobs after
the end of the project.
(2) By working with and through community-based womens associations that are
accustomed to operating businesses, ORG will strengthen their capacity to provide
ongoing support to their members who have started their own businesses.
(3) The womens business council is intended to provide a forum for women entrepreneurs to
continue to share their experience and to provide peer-to-peer business mentoring without
the involvement of an outside organization. The council will be made up of both
experienced and new entrepreneurs. New entrepreneurs will be able to seek guidance
from more experienced entrepreneurs. The activities of the council workshops, peer
training, and exchanges will encourage the expansion of business opportunities for
women after the end of the project.
(4) The micro-franchise concept is designed to establish a network of businesses, with the
aim of (a) simplifying the launch and operation of a business for individuals who have
limited business management experience and (b) facilitate peer-to-peer support in
technical and managerial aspects of microenterprises.
The project is planned for 4 years in order to provide adequate time to mentor new business
owners and to establish support structures (council, council chapters, and micro-franchises)
so that they are able function independently. The project itself will not establish new
businesses in the fourth year, but it is anticipated that the number will increase independently,
even in the fourth year, due to support from the womens business council, facilitated access
to micro-credit for new business start-up, and the micro franchise business model.

ATTACHMENT 1: ORGANIZATIONAL BACKGROUND

For over 95 years, the <Organization Name> has helped build more sustainable, prosperous,
and inclusive communities in the Middle East and Africa through education, governance, and
economic development initiatives.
ORG is an operational NGO with projects in seven countries Armenia, Egypt, Jordan, Mali,
Morocco, Palestine, and Sudan. Working with local partners, our programs directly improve
the lives of tens of thousands of vulnerable people across the region in the face of chronic
poverty, conflict, and climate change. ORG programs focus on four areas Peace building,
Civic Engagement and Education, Sustainable Agriculture, and Microenterprise
Development.
In 2010, ORG entered into a strategic affiliation with < Name> in order to bring the talent
and creative energy of the to bear on the problems of the Middle East and Africa. ORGs
headquarters is located on the campus of < Name>, where students and faculty participate
actively in project management, communications, and assessment.
ORG Experience in Palestine
For more than 80 years, the <Organization Name> (ORG) has worked to improve the lives of
individuals and families in the Palestinian Territories through initiatives that increase
agricultural productivity, improve early childhood education and nutrition, establish
environmental management systems, support the disabled, and help the disadvantaged
including women create businesses. Over time, ORG has gained an unparalleled depth of
knowledge about local communities and institutions and the unique development challenges
facing the conflict-affected Palestinian Territories.
Based in Nablus, ORG-Palestines program staffall of whom are from the West Bank
have cultivated strong relationships with community organizations and government officials
in villages across the West Bank. These enduring partnerships provide ORG with a
foundation of trust for mobilizing community action.ORG has cultivated long-term
relationships with community organizations and government officials in dozens of villages
across the northern West Bank. These enduring partnerships provide ORG with intimate
knowledge of vulnerable Palestinian communities and a foundation of trust for mobilizing
community action.
ORG maintained programs in vocational training and enterprise development across the West
Bank from the early 1930s until 1967.In 1948, the International Red Cross recognized ORG
for its humanitarian service to Palestinian refugees. When ORG establish edits current office
in the Palestinian Territories in 1994, it launched innovative programs utilizing its
development staff from neighboring countries. One example was the successful introduction
of fish farming, based on ORG experience in Jordan.
In 1996, ORG began working with commercial banks to support the creation of small and
medium scale businesses in industries ranging from housing and agriculture to exports
through micro credit and small grants. From 2004-2010, ORG implemented an Early
Childhood Education and School Nutrition program. With support from the World Food
Program, ORG worked through community-based womens associations to provide
supplemental nutrition to approximately54,000 Palestinian children.

Working with <Local University>, ORG provided training in early childhood education and
teaching methods for over 100teachers and 40 school principals as part of a comprehensive
effort to improve the quality of education in kindergartens.
Local Partners
Collaboration is a fundamental principle that guides ORGs work. Our primary partners in
this project are womens business associations, which are common throughout urban and
rural West Bank. The associations are essential resources for women: they play a dual role of
creating jobs and income for their members (many pay yearly dividends) while providing
social services such as revolving savings and credit.

ATTACHMENT 2: FOUR-YEAR WORK PLAN

Year 1
Activity

Outputs

Outcomes

Objective 1. Conduct Regional Economic Assessment

Cluster workshops

4 1-day workshops [1 per cluster]

Microenterprise identification

List and analysis of high-potential micro-enterprises

Community members, particularly women,

have improved understanding of economic
opportunities and constraints

Objective 2: Build womens skills in microenterprise development

24 5-day workshops
Training workshops in microenterprise
development

2 workshops / cluster / year during first 3 years (8

workshops / year)
40 training days per year
8 women / workshop [64 / year]

Develop business plans

200 business plans

Support microenterprise start-up

At least 150 new businesses [50 per year over 3 years]

are launched, creating at least 300 jobs

Establish womens business support network

Creation of 1 womens business support network with 4

chapters

Women develop business planning and

management skills
New women-owned businesses are
created
Support network provides women
entrepreneurs access to peer mentorship

Objective 3. Increase access to microcredit for microenterprise start-up

Mobilize review committee of civic and
business leaders

Community leaders participate in review of business

plans

Facilitate microenterprise start-up financing

Micro-credit loans secured for 150 women-led

businesses

Women are able to access existing

micro-credit resources to start up and
operate microenterprises

Objective 4. Introduce microfranchises for womens business development

Develop at least one micro franchise model

Micro-franchise business plan

Recruit and train micro franchise owners and

employees

20 micro franchise owners trained [10 / year in Years 2

and 3]

Provide micro franchises with financing and

launch support

20 start-up grants awarded

Provide monitoring and ongoing support

Regular follow-up visits with micro franchise owners

Easily replicable business model is

established to accelerate the creation of
women-led microenterprises

Year 2
4

Year 3
4

Year 4
4

ATTACHMENT 3: BUDGET SUMMARY

Amount (US Dollars)

Budget Line Item
Personnel/Trainers

Year 1

Year 2

Year 3

Year 4

Total

25,100

25,100

25,100

17,900

93,200

Transportation

3,000

3,000

3,000

3,000

12,000

Operating Costs

3,600

3,600

3,600

10,800

Program Activities

4,000

17,400

17,400

2,400

41,200

35,700

49,100

49,100

23,300

157,200

Total

ATTACHMENT 4: DETAILED BUDGET

PERSONNEL
Project Director/Business Trainer
Field Coordinator/Trainer
Finance & Admin

Unit
Cost

Unit

4,500
1,200
850

/month
/month
/month

Units
2
12
2

Year 1
Unit
Cost
4,500
1,200
850

Subtotal Personnel

Total

Units

9,000
14,400
1,700

2
12
2

Year 2
Unit
Cost
4,500
1,200
850

25,100

TRAVEL & TRANSPORTATION

Ground Transportation

250

/month

12

250

Subtotal Travel
OPERATING COSTS
Communications
Office rent
Supplies

3,000

/month
/month
/month

12
12
12

150
100
50

Subtotal Operating Costs

1,800
1,200
600

12

250

1,200
100
200

study
/workshop
/session

Micro franchise Start-up Grants

1,500

/grant

1
4
12

1,200
100
200

1,200
400
2,400

2
12
2

4,500
1,200
850

3,000

12
12
12

150
100
50

1,800
1,200
600

Total
9,000
14,400
1,700

Units
2
6
2

Year 4
Unit
Cost

Total

4,500
1,200
850

9,000
7,200
1,700

25,100

12

250

3,000

3,600

PROGRAM ACTIVITIES
Training and Capacity Building
Regional Economic Assessment
Cluster workshops
Training Supplies

9,000
14,400
1,700

Units

25,100

3,000

150
100
50

Total

Year 3
Unit
Cost

3,000

150
100
50

3,600

1,800
1,200
600

Units
8
42
8

4,500
1,200
850

17,900

12

250

3,000

12
12
12

TOTAL
Unit
Cost

3,000

150
100
50

3,600

36,000
50,400
6,800
93,200

48

250

3,000

0
0
0

Total

12,000
12,000

36
36
36

150
100
50

5,400
3,600
1,800

10,800

12

200

2,400

12

200

2,400

12

200

2,400

1,200
400
9,600

10

1,500

15,000

10

1,500

15,000

30,000

2,400

41,200

Subtotal Program Activity

4,000
Total Project Cost

35,700

17,400
-

49,100

17,400
-

49,100

23,300

157,200

ANNEX 5: RAPID ASSESSMENT OF ORG-SUPPORTED WOMENS ASSOCIATIONS SINCE 2009

The following are the business records for 11 women associations ORG worked with since
2009. The total number of members in the 11 societies is 1100 women. The number of
businesses (group microenterprises) and income generating activities (individual activities) is
reflected in the table below. They include both business supported by ORG and those created
independently by the associations based on ORG training. The figures are based on
interviews with leaders of each association, conducted in July 2012.
#

Women
Association

Location

Businesses and
income generating
activities created
18

<CBO>

<community
>

<CBO>

<community
>

38

<CBO>

22

<CBO>

<community
>
<community
>

<CBO>

<CBO>

<community
>
<community
>

<CBO>

33

<CBO>

<CBO>

10

<CBO>

11

<CBO>

<community
>
<community
>
<community
>
<community
>
<community
>

TOTAL

45

24
16
11
30

251

Jobs Created
Type of Businesses
embroidery and
sewing, food
production
school canteens, home
gardens, food
production
food production,
livestock breeding
school canteen,
livestock , food
production
beekeeping and
livestock breeding
food production,
schools canteen and
home gardens
school canteens, food
production
embroidery and sewing
herbs and food
production
livestock, home
gardens,
livestock breeding,
home gardens, schools
canteens

18 Seasonal

Estimated
Annual Profit
(US$)
9,000

28 Seasonal
10 Permanent

19,000

20 Seasonal
2 Permanent
37 Seasonal
8 Permanent

12,000

5 Seasonal

6,000

9 Seasonal

13,000

33 Seasonal

21,000

21 Seasonal
3 Permanent
16 Seasonal

18,000

6 Seasonal
5 Permanent
19 Seasonal
11 Permanent

7,200

212 Seasonal
39 Permanent

24,000

4,800

22,000

156,000