Contents

Contents ................................................................................................................................................. 2
Acronyms ............................................................................................................................................... 4
BACKGROUND ...................................................................................................................................... 5
Project Goal ....................................................................................................................................... 6
Project Objective(s) ........................................................................................................................... 6
Project Area ....................................................................................................................................... 6
IMPLEMENTATION MECHANISM ....................................................................................................... 7
Value Chain Analysis: ........................................................................................................................ 7
Value Chain Map ................................................................................................................................ 8
Feasibility study: ............................................................................................................................... 9
HVCD Project ..................................................................................................................................... 9
Project Staff .................................................................................................................................... 9
Micro entrepreneur/ honey bee keeper’s mobilization and registration ...................................... 11
HVC Social Mobilization Strategy ................................................................................................... 11
Project Introduction ..................................................................................................................... 11
Selection of Villages .................................................................................................................... 11
First Dialogue ............................................................................................................................... 11
Second Dialogue ........................................................................................................................... 11
Role Sales Agent (SAs) ................................................................................................................ 12
Participatory Need Assessment .................................................................................................. 12
Capacity Building Plan (CBP) ...................................................................................................... 12
CBP implementation ..................................................................................................................... 12
Registration of Beneficiaries ........................................................................................................... 12
CAPACITY BUILDING ........................................................................................................................ 13
Capacity Building of Honey Beekeepers ........................................................................................ 13
Training of Sales Agents/Lead Entrepreneurs on Advance Beekeeping & Marketing Skills ..... 14
DEVELOPMENT OF MARKET/BUYER LINKAGES .......................................................................... 15
Exposure Visits ................................................................................................................................ 15
Objectives of Visits: ..................................................................................................................... 17
Exhibitions........................................................................................................................................ 17
Buyer Seller Meetings ..................................................................................................................... 18
ATH DISTRIBUTION AND BEE SHIFTING SESSION ...................................................................... 19
Transfer of Bees from Mudhive to Alternate Transitional Hive (ATH) ....................................... 20
CBC (COLLECTION & BUYING CENTRE) MANAGEMENT ............................................................ 21
SALES DATA OVER THE LOP ........................................................................................................... 22

2
Contents
COORDINATION WITH DONORS ....................................................................................................... 23
PDMA/PaRRSA ................................................................................................................................. 23
Honeybee Research Institute (HBRI-NARC) ................................................................................. 23
Agriculture Research Institutes (Tarnab and Swat) ...................................................................... 23
KPK Agriculture University Peshawar ........................................................................................... 23
Law Enforcing Agencies .................................................................................................................. 23
MONITORING AND EVALUATION .................................................................................................... 24
Communication and Reporting Schedule of Project: ..................................................................... 24
CHALLENGES ENCOUNTERED AND MITIGATION MEASURES TAKEN ...................................... 26
Constraints ....................................................................................................................................... 26
Mitigation Measures Taken ............................................................................................................. 26
SUSTAINABILTY OF PROJECT ......................................................................................................... 27
TABLE OF PROJECT INDICATORS AND ACHIEVEMENTS ............................................................ 28
Success Stories ................................................................................................................................... 29
Annexure: I .......................................................................................................................................... 31
Beneficiary Selection Criteria ......................................................................................................... 31
Annexure: II ......................................................................................................................................... 32
Sales Agents/Lead Entrepreneurs Selection Criteria and TORs .................................................. 32
Annexure: III ........................................................................................................................................ 33
Beneficiary Registration Form ........................................................................................................ 33
Annexure: IV ....................................................................................................................................... 34
ATH Beneficiary Selection Performa ............................................................................................. 34
Annexure: V ........................................................................................................................................ 35
Token for Distribution of ATH ........................................................................................................ 35
Annexure: VI ....................................................................................................................................... 36
Undertaken for ATH ........................................................................................................................ 36
Annexure: VII ...................................................................................................................................... 37
Receiving format of ATH ................................................................................................................ 37
Annexure: VIII ..................................................................................................................................... 38
Sales Register .................................................................................................................................. 38
Annexure: IX........................................................................................................................................ 39
Information Collection Checklist ..................................................................................................... 39
Annexure: X ......................................................................................................................................... 40
Buyers Index .................................................................................................................................... 40

3
Acronyms
ARIs Agriculture Research Institutes
ATH Alternative Transitional Hive
CBP Capacity Building Plan
DIP Detail Implementation Plan
ED Executive Director
HBRI Honey Bee Research Institute
HCBC Honey Collection & Buying Centre
HUJRA Holistic Understanding for Justified Research & Action
HVCDP Honey Value Chain Development Project
LOP Life of Project
MEDA Mennonite Economic Development Associates
NTFP Non Timber Forest Product
PMP Performance Management Plan
S.A Sale Agent
USAID United State Agency for International Development
VCA Value Chain Analysis
VSO Village Support Organization

4
BACKGROUND
Pakistan being an agricultural country providing space for agro-climatic diversity, most of its
population is associated with this business either directly or indirectly. Pakistan is fortunate in
that the soil, topography and climate are generally suitable for the year round agriculture. Vast
agricultural tracts distributed around the country offering enough floras in different seasons to
support off-farm enterprises such as apiculture.
In Pakistan a small-size honey bee i-e Apis cerana is generally known as Swati bee which had
been reared for years by professional bee keepers in Pakistan. This bee was replaced by
European Bee in mid 70s among the professional beekeepers belonging to down districts of
Pakistan. Swat, due to its renowned ecological diversity and rich flora is believed an ideal
place for the production of mountainous honey. A significant size of rural population in upper
Swat is still closely associated with honey production and use honey as supplementary source
of their livelihood.
District Swat is home to more than 1.7 million inhabitants and is famous for its natural beauty.
Beekeeping is a long-standing practice in the farming communities of District Swat. It plays a
significant role as source of alternative income and nutrition for many subsistence farmers. The
beekeeping potential of the region is attributed to the presence of different flora. The climatic
condition of the region is also blessed with two flora seasons, spring and fall. Due to the
changing situation in the region triggered by militancy and then followed by devastating flood,
this source of income for the poor beekeepers has been crippled.
The valley witnessed July 2010 floods as one of the hardest time in its history which wreaked
havoc, causing unprecedented destructions to the infrastructure, lifeline services and human
losses, which left the valley physically and financially paralyzed.
It is estimated that around 50,000 box hives largely from Khyber Pakhtunkhwa were swept away
or damaged. In District Swat, According to Non Timber Forest Products (NTFP) Directorate KPK
more than 4000 bee keepers were affected due to flash floods. As a response to the urgent
need to help victims of the flood of 2010, USAID ENTREPRENEURS with the help of HUJRA
Village Support Organization provided assistance to 3000 beekeepers in District Swat through
in-kind grants consisting of box hives, bee colonies, and other beekeeping accessories.
However, it was felt that they would still need additional
support to get back to their pre-flood earnings from
beekeeping. In October 2011 USAID Pakistan
Entrepreneurs signed sub grant Honey Value Chain
Project with HUJRA VSO. This project with duration of
three years focused on honey value chain in swat valley.
The Project targeted a total of 3000 beneficiaries, of
whom 40% are women. The goal was to increase
income of the target beekeepers (both indigenous
honey Apis cerana producers and bee colony Apis
mellifera producers) by 50 percent by the end of the project. It also envisions to enhance the
capacity of value chain actors in the management of the enterprise and marketing of honey
products.
The outdated management practices and exploitative marketing mechanism forced HUJRA
VSO to support the Swat based beekeepers for adopting modern tools& techniques so as they
could maximize their source of income. For this purpose HUJRA with support of USAID
Entrepreneurs project launched a thirty months long support project. According to the project
documents the social mobilization activity needs to envisage on;

5
Project Goal
The project aims to increase the income of 3,000 Beekeepers (40% women) by at least 50
percent till the end of the project.

Project Objective(s)
 To improve the capacity of 3000 small beekeepers in disease prevention and
/management, harvesting and management of hives and colonies through knowledge
and skills improvement.
 To increase the number of hives of each beekeeper through introduction of affordable
transitional hives that allow for better management of honey production
 To generate and build the capacity of Sales Agents and Sales Team for the best
marketing practices in honey business.
Project Area
HVCD worked at 10 Union Councils of District Swat that are Beshigram, Shin, Miandam, Shin, Janu
Chamtalai, Teligram, Gwalerai, Beha, Darmai and Sakhra.

6
IMPLEMENTATION MECHANISM

Value Chain Analysis:

As part of the project activities, a value chain
analysis of honey in swat was conducted to
assess and revisit various actors involved in
Honey value chain, identify gaps and related
constraints, explore opportunities and
recommend effective measures by identifying and
developing meaningful strategies to further
achieve set goals and targets.
Both quantitative and qualitative data collection
methods were used to increase the validity of the
study conclusions. Observations, survey
questionnaires, structured & semi-structured
interviews and focus group discussions were the
main tools used to gather primary data from the
farmers and honey value chain actors.
The two important objectives of the study were;
 To Enable VC Staff to identify constraints
and opportunities Honey Value Chain and
provide market based solutions to
address the constraints.
 To Enable VC Staff to modify and improve
the project work plan based on the
findings of the Value Chain Assessment.
The key constraints which were found out by the
study were the use of traditional Mudhive,
century old beekeeping practices, low level of
knowledge regarding diseases and pests and
absence of advance beekeeping techniques,
lack of knowledge about swarm control results in
loss of bee colony and lower price due to poor
product quality as a result of adulteration and
impurities due to bees and particles were the
main problems for low production of honey.
In the light of the above findings, technical
training modules were developed in consultation
with HBRI, KP Agriculture University, ARI, NTFP and Progressive beekeepers. The beauty of
the study was that the mentioned stakeholders were also present at the validation workshop
done right after the study, and they play a very key role in the development of technical manual,
in which they focused the issues find out in the study and suggest ways to addressed it.

7
Value Chain Map

8
Feasibility study:
A feasibility study was carried out in February and
March 2012. It stated that with proper training
and right approach, the value chain intervention
can be most beneficial to beekeepers, especially
to women. However, certain challenges are
inherent in beekeeping. In this particular case,
the study states that more time may be needed in
order to reach the huge target of 5000
beekeepers due to the need for change in
attitude and learning new practices.
In consultation with HUJRA, Entrepreneurs
Management proposes to revise the target
outreach from 5000 to 3000 and treat this as a
pilot that would focus on getting (1) increasing
women’s involvement and (2) shifting traditional
beekeepers to real beekeepers, where
beekeeping is a business with prospect for
growth and replication. Successful
implementation of this project, i.e., demonstration
of increased incomes from beekeeping, will
encourage other traditional beekeepers to adopt
the new and improved practices in beekeeping.

HVCD Project
The project was implemented over a period of 33 months in 10 union councils of district Swat
under the sub-grant of USAID-Pakistan Entrepreneurs. The Executive Director with support of
all relevant program managers provided oversight to the Project. The project at field level was
implemented by project team headed by Project Manager supported by Apiculture Expert,
Marketing Expert, M&E Specialist, Business Development Officers, Data Base Officer and
Master Trainers.
Project Staff

Project
manager

Enterprise Admin and

M&E Apiculture Data Base Marketing
Develpment Finance
Specialist Expert Officer Expert
Officers Assistant

Master Apiculture Maketing

Trainers Officer Officer

9
Initially these 3,000 beneficiaries (40% women) include 2,880 Beekeepers, 120 Sales
Agents/Lead Entrepreneurs. The 3000 beneficiaries were based on previous experience during
implementation of Post Flood Project by USAID-Pakistan Entrepreneurs. In 3000 beneficiaries
2,000 were post flood livelihood recovery project beneficiaries and the remaining 1,000 were
new beneficiaries. These 3000 beneficiaries were grouped in clusters called Interest Groups
(IG). The already identified 3000 beneficiaries of the post flood response project were also
included in the project as 2000 beneficiaries were taken from the 3000 Post Flood response
project and the remaining 1000 were new beneficiaries. These 3000 beneficiaries including Apis
cerana and Apis mellifera beekeepers were trained on technical aspect of beekeeping in which
40% were women beneficiaries. Among these 3000 beekeepers initially 120 were planned to be
Sales Agents/Lead Entrepreneurs. These Sales Agents were trained on Advance beekeeping
and Marketing Skills.
The idea was “To generate and build the capacity of Community Sales Teams and Sales
Agents. 48 Sales Teams will be established to head up the 48 groups of women beekeepers,
each team will be composed of a female group leader and male sales agent, i.e., GL/SA,
composed of man and woman of one household, where man links with the downstream players
(markets) while woman links with the women producers in the upstream to transfer market
information and provide technical training and support. The other 72 groups will be male
beekeepers, and will be headed by a male sales agent (MSA)” (under project objectives no. 3,
HUJRA Subgrant Document).
One of the main hindrance in the project implementation was the scattered beneficiaries of Post
Flood Livelihood recovery Project. As discussed earlier that in target 3000 beneficiaries, 2000
will be from Post Flood Livelihood recovery Project. The scattered beneficiaries were difficult to
combine in a group of 25 beekeepers so the group size has to reduce from 25 to 15
beekeepers, which affect the number of groups to be formed, resulting in 149 groups instead of
120 groups.

10
Micro entrepreneur/ honey bee keeper’s mobilization and registration

HUJRA VSO contracted to provide community

mobilization services, trainings and marketing
outreach by involving the selected resource
group/persons and Public Financial Institutes
(PFIs). The project focused on establishing and
strengthening of 120 IGs, made up of several
sub-groups (Khels or Mohallah) of about 15-25
households each. Out of 120 Interest Groups
gender participation ratio was 45:55 Female-
Male respectively.
The proposed activity of social mobilization
aimed to facilitate the coordination of various
actors i.e. beekeepers, technical experts
(apiculturists), input suppliers, market actors and
end users of honey and its products.

HVC Social Mobilization Strategy

Project Introduction
In the 10 target union councils an introduction
campaign was carried out through inception
workshops and stakeholder meetings. In this
exercise different line agencies and stakeholders were involved in order to disseminate project
objectives across the board.
Selection of Villages
Second step involves the selection of villages
was based on assessing the population of
beekeepers and their willingness to synchronize
their practices with modern approaches of
beekeeping introducing by HVC project.
First Dialogue
After selection of village, a formal meeting with
the village bee keepers was held wherein the
Enterprise Development Officer (EDO) communicated detail description of project activities,
approach and methodology of future partnership. When the beekeepers agree to stitch up
partnership with HVC project, EDO registered him as beekeepers by recording his detail
information.
Second Dialogue
In the second dialogue, after appropriate interval, when beekeepers internalized the project
message, EDO formed formal beekeepers organizations under the title of Interest Group (IG).
Male and female IGs were organized and registered separately where the female IGs were
having group leader (GL) and one male Sales Agent.
The same focal person can be selected/elected as Sales Agent.

11
Role Sales Agent (SAs)
SAs basically worked as community activist. In any social mobilization process activist plays
pivotal role. He bridges the gap between the external catalyst i-e development professional and
community members. He can understand the local dynamics, norms and values system and his
community needs and eventually the points of interventions which facilitate the process of
development and community uplift. In HVC Project SAs played the same role. He helped his
group to equipped them with modern tools & techniques but also guide them to avail best
market opportunities for securing maximum return of their hives products.

Participatory Need Assessment

Hence the HVC project mainly focused on the capacity building of honey beekeepers, so after
the formation of IG, in the next step, assessment exercises were carried out with the IGs to
gauge their existing level of knowledge about the beekeeping and marketing mechanism. In the
result of this exercise, a training need plan was developed which responded to the gray areas of
the beekeepers.
Capacity Building Plan (CBP)
Keeping in view the technical and marketing requirements of beekeepers, a Capacity Building
Plan (CBP), was developed which was comprise of training topics, methodology and duration of
training activity.
CBP implementation
The CBP was implemented phase-wise. Advance level trainings were imparted to community
Sales Agents while for the common members of IGs only technical trainings were imparted.

Registration of Beneficiaries

After the mobilization of the beneficiaries, they

were registered on a specified performa
Beneficiary Registration Form (Annex:I). A total
of 3002 beneficiaries (1200 Female and 1802
Male) were registred including the Sales agents
and Group Leaders in targetd 10 Union Coucils
of Distict Swat.

12
CAPACITY BUILDING
Capacity Building of Honey Beekeepers
Hence the HVC project mainly focused on the
capacity building of honey beekeepers, so a
detailed Capacity Building Plan was developed.
In the light of the VCA finding and technical and
participatory need assessment, training modules
were developed in consultation with technical
experts. The main hindrance at start of the
project was limited availability of technical
resource person in apiculture in comparison of
huge targets. To resolve this issue Training of
Trainers ToTs were conducted and through these
ToTs local resource were developed both in Male
and Female. Technical staff from Govt
department was also engaged in the capacity
building process.

A three days training was organized for each IG

at village level in which all the 3000 project
beneficiaries were trained. In this 3 days session
beekeepers were trained on Modern beekeeping,
its importance, status and challenges in
Pakistan, types of bee hives, Types of
honeybees in Pakistan, Bee Biology, Types of
bees in the honeybee colony, morphology of
honeybees, modern beekeeping tools and
equipments, honeybee flora in Pakistan,
supplement food, seasonal management of
honeybee colonies, colony multiplication, honey
and its composition, types and uses, honey
quality testing techniques, honeybee diseases,
mites, pests, their diagnosis and integrated
management practices and pesticide poisoning
of honeybee and their preventive measures from
pesticides.

13
Training of Sales Agents/Lead Entrepreneurs on Advance Beekeeping &
Marketing Skills
Each IG is represented by a focal person called
Sales Agents / Lead Entrepreneurs. In case of
female IG, the group is represented by a female
Group Leader (GL). 68 Sales Teams are
established to head up the 68 groups of women
beekeepers, each team composed of a female
Group Leader (GL) and male sales agent, i.e.,
GL/SA, composed of man and woman of one
household, where man links with the
downstream players (markets) while woman
links with the women producers in the upstream
to transfer market information and provided
technical inputs and support. The other 81 groups are male beekeepers, and are headed by a
male sales agent.
These Sales Agents / Lead Entrepreneurs were
trained on Advance Beekeeping and Marketing
Skills. Three days technical supported by
practical demonstration and one day Marketing
skills were organized to enhance the skills of
SA/LE on Beekeeping and equip them play their
vital role as focal person and Sale Agents.
Technical Experts from HBRI NARC, NTFP, KP
Agriculture University and progressive
beekeepers from private sector were engaged in
the capacity building process.
A total 141 SAs/LEs were trained in order to
transfer market information and provide technical training and support when needed.

14
DEVELOPMENT OF MARKET/BUYER LINKAGES
The crystalline wild honey of Swat is famous for
its taste and aroma. The poverty-ridden farmers
annually produced significant quantity but for the
marketing they had limited choice in local area.
Swat valley honey is liked by most of the people
in down districts and even outside the country.
The indigenous honey of Apis cerana bee has a
huge potential because of its distinct market. The
prices are very high due to its high demand.
While the commercial honey beekeepers are
unable to access lucrative markets because of
weak marketing channels and also of the
monopolistic practices by the traders at the Peshawar honey markets.
After conducting value chain analysis the gaps identified in the market were addressed by
evolving a comprehensive strategy. The demand and supply of honey to the local and national
market was analyzed and market players were mapped.
HUJRA as a Key Facilitating Partner of USAID ENTEREPRENEURS’ endeavored, apart from
other interventions, established a strong bond between the beekeepers and honey markets
through a series of activities with Sales Agents and linked the beekeepers with main honey
markets of national and provincial level.
The Sales Teams and SAs were linked with the progressive buyers and collaborated with them
to deliver the honey that complies with buyer requirements.
Exposure Visits
Today businesses operate in a very competitive
market, and especially in honey business quality
plays an important role in determining the market
leader. Quality is associated with consistency. A
customer who is happy with the first buying
experience needs and wants to be equally happy
on each further occasion. The customers who
really cares about quality are willing to pay a bit
more to obtained it.
Keeping in view a number of 14 exposure visits
were arranged to local, regional and national
markets, in which 141 Sales Agents/Lead
Entrepreneurs participated. The purpose of
these exposure visits were to learn from the
experiences of people who are involved in
similar business but have achieved considerable
success by innovations.
To ensure a successful exchange visit, the visit
was organized before the harvesting period, to
show and demonstrate the different honey
marketing strategies. Hence, by giving an
opportunity to the Sales Agents to visit these

15
markets not only increased their knowledge
about the existing opportunities but also helped
them to link with some of the major market based
actors of the Honey value chain. Such linkages
helped the Sales Agents in getting vital market
information that led to adoption of such methods
&techniques that are demanded in the market.
Sales Agents/Lead Entrepreneurs discussed
different aspects of Market segments describing
type/ buyers of the product, pricing mechanism,
Packaging types and parameters, Grades of
product / types – flora specie and their price,
transportation requirements and Terms of payment with suppliers & buyers etc. The percipients
also observed different by-products of honey bees, and also took great interest in product
diversification done by various vendors/entrepreneurs.
In addition to markets exposure visits, few visits
were also arranged to research based institution
e.g. Honey Bee Research Institute NARC,
Islamabad. To get the maximum benefits of the
visits, the participants were involved in the
practical experiments, in which they were
familiarized with different equipments and
apparatus which are used for checking the
quality of honey. They learnt about the various
parameters which are checked during the
quality examination of Honey which are PH
Level, Acidity, Moisture level, HMF, Sucrose,
Total Sugar, Diastase and pollen.
For the purpose various checklists (attached
Annex: IX) were distributed among the
participants in order to collect the data in an
organized and systematic manner, so that they
don’t miss a point while collecting the
information.
By the end of the activity the participants were
aware with different tools and equipments and
their use to examine the quality of honey, which
not only increased their knowledge but also
passed on these practices to the members of
their respective interest group. Such knowledge
helped the Lead Entrepreneurs in adopting these modern practices which are very crucial for
the maintenance of quality of honey, which is the demand of the day.
The purpose of these exposure visits were to orient the Lead Entrepreneurs from the modern
practices in honey sales and marketing and learn from people who are involved in similar
business.

16
Objectives of Visits:
The broader objective of exposure visits were to orient the Lead Entrepreneurs from modern
practices in honey sales and marketing.
 To give the Sales Agents an exposure of potential markets and acquaints them with the
Sales & Marketing approaches and strategies being practiced in market.
 To share different experiences/case studies.
 Learning will takes place in a real life situation, which allows visiting groups to ask
questions about the practices being implemented and get first hand feedback.
 Will learn from experience (not theoretical).
 Broader information exchanges will take place between the two groups, beyond the core
topic.
 To create the linkages of the Sales Agents with leading actors in honey markets like;
middle men and retailers.
The project team ensured that the information gained from these exposure visits were utilized in
the harvesting season and also made sure that it is transferred to the other members of the
interest groups.
These visits helped the participants in understanding the market mechanism and the need of
value addition which fetched higher prices for their produce. The entrepreneurs shared their
case studies with the participants that what difficulties and obstacles they faced and how they
overcome those impediments in honey business.
Exhibitions
HVCD Project also participated in a number of
exhibition events and showcased different types
of honey of project beneficiaries and shared
information regarding the prices, flora, season
and quantity available. HVCD Project
participated in the following events;

 TDAP 8th Expo 2013 dated 26 – 29

September 2013 at Expo Centre Karachi
 DAWN Sarsabz Pakistan Agri Expo dated
13 to 14 March 2014 at Expo Centre Lahore
 Women Entrepreneurs 2nd Exhibition 9th October 2013 at HRDN Secretariat Islamabad
 Cultural Festival 31 May to 1 June 2014 by Sustainable Development Society (SDS) at
Mingora Swat
Different types of honey were exhibited in the event i.e. Sperki, Ber (Zizyphus nummularia),
Clover, Brassica and Phulai (Acacia modesta) in different packing with information of Flora and
season.
A number of visitors were interested in sharing honey sample with them for future business
prospects, in this regards information regarding the project and contacts were shared in form of
project brochure and visiting cards. The honey samples were also displayed on the stall and the

17
honey was tasted by the numbers of visitor.
.
Buyer Seller Meetings
The meetings between the buyer and seller were
extremely important for the linkages development
and probably the most important step in the entire
business purchasing process. It allows the buyer
and seller the opportunity to learn important
aspects about each other. The Buyer had an
opportunity to ask questions and to get
comfortable with the Sales Agents and to see the
actual process of honey production in the mud
hives, the bee colonies, the types of honey
extracted and Seller/Sales Agents gets the
opportunity to ask questions he may have
regarding the Buyers expectations and so forth.
The meetings were organized to provide a common platform to Honey buyers and sellers
dealing in Honey and other honey bee products for solving various problems of marketing and
trade.
The main objective of these meetings were to links the Honey Beekeeper/Micro Entrepreneurs
with market actors such as traders, retailers etc. through Sales Agents/Lead Entrepreneurs.

In addition to above mentioned activities updated buyers indices (Annex: X) were shared with
the Sales Agents / Lead Entrepreneurs with an objective to link the Sales Agents/Lead
Entrepreneurs with buyers in different markets, so to collect timely and latest information
regarding pricing and product demand.

18
ATH DISTRIBUTION AND BEE SHIFTING SESSION
One of the objective of the Project is to increase
the number of hives of each beekeeper through
introduction of affordable hives that allow them
for better management of honey production and
also multiplication of colonies. Transitional bee
hive were introduced in order to have better hive
management in the value chain development.
The purpose is to provide alternate production
means against the old age less productive mud
hives for Apis cerana beekeepers. Traditional
mud hives are circular shaped mud made spaces
in walls. These mud hives provide little room to
increase the production, multiplication of colony, and difficult to manage as they are without any
frame and it is difficult to transfer them in case of unsuitability.
For the purpose a bee box was designed in
consultation with NTFP, HBRI-NARC, ARIs,
Academia and Progressive Beekeepers and is
called Alternative Transitional Hive (ATH).These
ATHs can be transferred easily from one are to
other incase of disturbance for bees. These can
be cleaned and monitored for mites or other
disease attack. The transitional hive will be
vehicle for increase of production thus increasing
income of the bee farmers.
2250 ATHs were distributed along with 8 frames
and 8 wax sheets per ATH in 10 UCs (Bishigram, Sakhra, Darmai, Miandam, Beha, Gwalarai,
Shin, Janu Chamtalai, Fatehpur and Telegram). To ensure that the ATH is manufactured
according to the specifications given by the
expert, Apiculture Expert HVCD Project visited
the selected vendor’s warehouses. The
Apiculture Expert gave on spot guidance to the
Vendors about the specifications of ATH.
Before the distribution the beneficiaries for the
ATH were identified by the male and female
Enterprise Development Officers (EDOs) and the
Master Trainers and Apiculture officer of the
project by visiting the villages of each UC along
with the village Focal Person/Sales Agents. All
the beneficiaries were assessed on the specified
Performa developed for beneficiary selection (attached in Annex. IV).
After the completion of the assessment, proper village lists were prepared. Tokens and
beneficiaries information were developed (attached in Annex. V, IV).
The distributions were held in the hujras/community centres of the group leaders. The vendors
supplied the ATH boxes to those hujras/community centres and then distributed. The
distributions were completed in supervision of the Apiculture Expert and MEDA Pakistan staff.

19
All the tokens were distributed among the beneficiaries a day before the distribution and verified
by the project staff with his/her signatures. The project distribution team verified the tokens with
the village wise lists and stamped the token with his/her signatures. Each beneficiary also filled
and signed an undertaking in which all the specification of ATH were given.
The beneficiaries presented the token to the distributor on the distribution point and collected
the ATH.
Transfer of Bees from Mudhive to Alternate Transitional Hive (ATH)
The success of ATH is depended on the
successful adoption of this technology and for
that purpose the Shifting
demonstration/sessions of Bees from Mudhive
to ATH were done at field level. By this activity
the community Sales Agents/Lead
Entrepreneurs learnt and replicated the same
process in their respective Interest Groups. As
the distribution process was completed, the next
step i.e. the transfer of bees from the prevailing
mud hives to ATH was initiated.
To ensure a timely and safely transfer of bees to
ATH from mud hive, 35 bee shifting session at
UC level were arranged in which practical
shifting of bees was demonstrated by the
Apiculture Experts and Female Master Trainers.
The main contents of the Training sessions are;
 Tools to be used in Bee shifting
 Precautions to be made before shifting
 Process/Procedure of shifting bees from
Mud Hive to Alternative Transitional Hive
(ATH)
 Shifting of swarm and shifting to ATH
 Feeding
 Placement of ATH at proper place &
management

After the demonstration session, a series of

follow up visits were made to ensure that the
ATH has been fixed at a proper place and the
bees were shifted from mud hive to ATH at the
project area by the Project beneficiaries.

20
CBC (COLLECTION & BUYING CENTRE) MANAGEMENT
Apis cerana honey has a huge potential in local market. The value Chain Team and Sales
Agents in various Exposure visits to the Honey Markets of Peshawar discussed with dealers
and buyers about the prices. The price offered in local market is four times more than the price
offered in Peshawar Honey Markets (Pak International Honey Market and Tarnab Honey
Market).
Before end of the project, plans are to encourage sustainable solutions through engaging the
private sector. Private sector buyers co-invest with the MEDA/Entrepreneurs project for the
establishment of a Honey Collection Center at District level. A Honey Collection and Buying
Center (HCBC) will be set up at Khwazakhela, District Swat where all of the project beneficiaries
have access. The Honey Collection Center will bind the relationship even stronger between the
beekeepers and buyers. The center will encourage mainly Apis cerana beekeepers to provide
honey of varying qualities and quantities, and allow the Honey Collection Center to undertake
proper extraction, processing, storage, packaging and labeling to meet market requirements.
The HCBC provide direct access to buyers to purchase Honey as per their requirements. HCBC
also provide one stop facility as input supplier needed by beekeepers e.g. beekeeping tools,
equipments and medicine for bees.
HCBC will not only link the beekeepers with down district markets but will also enable them to
access quality and appropriate business and technical services from buyers. HVCD Project
already built the capacities of Beekeeper groups (IG) in technical and marketing skill. With
consistent market information the Sales Team and Sales Agents will be able to cope with the
dynamics market trend and will improve quality with increased quantities.

21
 SALES DATA OVER THE LOP
Honey Value Chain Development (HVCD) Project is income generating projects with the
objective to raise the income of its beneficiary’s upto 50% till the end of the project. With
application of modern beekeeping techniques it’s imperative that beekeepers production
increased, which lead to increase in household income.
One important objective of HVCD was to maximize the honey sales of Honey beekeepers,
through which we attained the project goal which was increase in income upto 50% of
beneficiaries.
Following table 01 shows the summary of honey Sale;

Table: 01 Summary
Net
Gross Gross
Cost of Total Beekeepers Total Net Sales/income
Sales Sales
Gender Groups Production Cost Involved Sales/income per
Volume Amount
(PKR) (PKR) (Number) (PKR) beekeeper
(Kgs) (PKR)
(PKR)
Male 63 11,003 11,649,960 663,265 663,265 966 10,986,695 11,373.4

Female 50 3,187 5,119,153 72,536 72,536 770 5,046,617 6,554

Total 113 14,190 6,769,113 735,801 735,801 1,736 16,033,312 8963.7

22
COORDINATION WITH DONORS
PDMA/PaRRSA
PDMA/PaRRSa is a key stakeholder in USAID Entrepreneurs project. Quarterly progress review
meeting were regularly conducted in which progress and planning updates were presented to
DG PaRRSA and his team. The purpose was collaboration, coordination and information
sharing on project activities and programs undertaken by Entrepreneurs project in Khyber
Pakhtunkhwa (KPK) Province. In addition, PDMA/PaRRSA and HVC team had a close
liaison/colloboration in the project area. During project interventions regular visits were ensured
by PDMA/PaRRSA official to monitor the project activities and provide valuable guidance for the
quality output of the project. Frequent visits were made to the targeted villages and meetings
were held with communities and shared their feedback.
Honeybee Research Institute (HBRI-NARC)
Honeybee Research Institute (HBRI-NARC) Islamabad has practically promoted beekeeping in
the country. HBRI has practically improved the skills of Lead Entrepreneurs and Master Trainer
(Male & Female) of Honey Value Chain Development Project in terms of colony management,
queen breeding, honey extraction techniques, reduction in post-harvest losses, nutrition, pests
and diseases and wax recycling for wax foundation sheets.
HBRI has also great contribution in promoting modern techniques for the preservation of honey
quality to Sales Agents/Lead Entrepreneurs through exposures to its facilities, which not only
increase their knowledge. Such knowledge helped the Lead Entrepreneurs in adopting these
modern practices which are very crucial for the maintenance of quality of honey. HBRI also gave
inputs in the design of Alternative Transitional Hive.
Agriculture Research Institutes (Tarnab and Swat)
Agriculture Research Institutes (Tarnab and Swat) plays a key role in the designing the
curriculum for the Beekeeping Training manual, technical guidance about apiculture and in
designing the Alternative Transitional Hive. They actively participated as key technical member
of the tender opening committee for the procurement of Alternative Transitional Hive.
KPK Agriculture University Peshawar
KPK Agriculture University Peshawar also plays a role in imparting technical training to Lead
Entrepreneurs and Female Master Trainers. Their role in designing ATH is much appreciated as
technical member of the committee for the designing Alternative Transitional Hive.
Law Enforcing Agencies
The main problem, the honey bee keepers of the area faced is the in transportation of their
colonies from one place to another. After the conflict the check post have increased in district
swat as well as in other part of the country.

23
MONITORING AND EVALUATION
Monitoring and Evaluation unit implements standard procedures and practices to improve the
impact of projects exercised in partnership and to inform strategic decisions, thus improving the
project in the future. M&E staff not only aided in ensuring optimum use of resources but also
ensures community participation during various stages of the programs. An important
component of this unit is Accountability to Beneficiaries that has been framed with an
objective to increase accountability to our beneficiaries for the quality of our work and services
offered. A complaints and feedback mechanism has also been established and placed under
this component to reinforce the beneficiaries and stakeholders right to be heard.
M&E was an integral part of overall project implementation process. After the commencement of
Detailed Implementation Plan both process and progress monitoring were started so as
execution and impact of each activity could be recorded and judged against the project
objectives. Monitoring tools will be target group meetings, records inspection, and observation
of new trends among the beekeepers etc.
Various data collection, process measuring, follow up and assessment tools were been
developed in order to facilitate the M&E process that are;
 Sales Agents Selection
 Monitoring tools of Beekeepers Trainings
 Training’s follow-up for impact assessment
 Beekeepers Assessment for ATH distribution
 Case study information collection
Communication and Reporting Schedule of Project:
Weekly progress and planning meeting: The purpose of weekly progress and planning was to
look at the weekly target and then planning for the next week. Project manager and M&E
Specialist were responsible to participate in the weekly planning and review meeting.
Monthly progress and planning meeting: Monthly planning and progress meeting were
conducted on every 2nd of each month. The project manager presented progress on Detail
Implementation Plan (DIP) to Executive Director (ED), Program Manager and M&E Manager.
Base on the current progress activities were prioritized for next month and a plan for upcoming
month also developed.
Quarterly planning and progress: Quarterly progress review meeting were conducted in
which progress and planning updates were presented to DG PDMA/PaRRSA and his team with
an aim to collaborate and coordinate on activities and programs undertaken by Entrepreneurs
project in Khyber Pakhtunkhwa (KPK) Province. In addition PaRRSA team has close liaison with
HVC team and also visited the project field to monitor the field activities and shared their
feedback.
Annual planning and progress: The purpose of Annual meeting is to look at the detail
implementation plan (DIP) and then made some corrective measure if required for smooth
implantation of the project.
Value Chain Analysis also provided baselines for the project that helped in measuring impact of
the project. The findings were validated with key stakeholders and the strategies outlined in the
proposal were revisited and revised as appropriate in light of VCA findings. The findings of the
VCA were used to take informed decisions on the future of the initiative.

24
Executive Director, Program Manager and M&E Manager held regular meetings with project
staff and conduct field visit for monitoring of the project activities on ground. The USAID-
Entrepreneur monitoring team was also facilitated in monitoring of the project activities.
The M&E specialist carried out regular field visits to all project locations to monitor the
implementation of each activity, get feedback from beneficiaries about the quality of the activity
and identifying gaps (if any) and discussing the same with the concern staff for improvement
and enhancing the quality of services delivered. This whole process helped to ensure that all
processes are completed in a transparent manner according to the set objectives and to
promote empowerment of project beneficiaries. The Data collected from field regarding various
interventions was checked and validated by M&E team before entered into the data base. M&E
staff also generated monitoring report on regular basis and shared this with HUJRA
management and ENTREPRENEURS team and also in form of Performance Management Plan
(PMP) on bi weekly basis.
HVC staff track and ensure that HUJRA comply by all reporting requirements of the donor. For
this purpose, both Program and monitoring department were engaged in close coordination.
Pictorial database of each activity was also maintained and various kind of reports were
generated by the M&E team e.g. Trainings’ Monitoring Reports, Trainings’ follow-up Reports,
PMP, Case Studies, Monthly monitoring and Annual Monitoring Report.
HVC also assisted the donor side review by third party on various occasion over the Project life
time. Donor mission were also facilitated in their visits to district Swat and in conducting meeting
with project beneficiaries.

25
CHALLENGES ENCOUNTERED AND MITIGATION MEASURES TAKEN
Constraints
 The targeted beekeepers were having less knowhow on modern beekeeping; they were
following centuries old beekeeping practices.
 Women involvement in project activities under given cultural environment was a
challenge to achieve the target of 40% women beneficiaries
 The target beneficiaries were having high expectation of receiving additional in-kind
support due to USAID funding project
 The literacy level among elderly beekeeper women was comparatively low which lead to
less active participation in capacity building session.
 The Geographically scattered beneficiaries were affecting mobilization activities and
more time consuming.
 Traditional Mud Hive were having difficult in beekeeping and productive bee
management
 The targeted areas were located on high altitude, snow bound and far flung area in
district Swat
Mitigation Measures Taken
 Training modules were developed according to modern beekeeping practices with the
help of technical expert. The trainings were delivered by trained staff.
 Continuous interactions were made with the men communities through continuous visits.
Their trust was build through detailed discussion and interaction of female staff with
women communities.
 Focus on practical and visual aids in trainings helped the less literate elderly women to
take active participation in the capacity building activities.
 The project interventions were focused on rich beekeepers population areas, appropriate
travel plan and allocating the field staff achieved the targets timely.
 Alternative Transitional Hives were introduced that are managed effectively and will be
vehicle for increase of production thus increasing income of the bee farmers
 Proper planning of project field activities was done very carefully and weather conditions
were kept in mind.

26
SUSTAINABILTY OF PROJECT
The Apiculture sector is one of the neglected sectors in overall enterprise development
initiatives. However through USAID funded Honey Value Development Project, honey
beekeeping is introduced as an enterprise development and through this project the livelihood
sources of the marginalized community have been diversified especially to empower the women
community of the area.
The honey beekeepers are grouped into IG representing by Sales Team and these Sales
Agents are aware of trend and dynamics of honey business in result of increased knowledge
regarding business/enterprise development. Sales Agents played a key role in organization and
coordination among the interest group.
Sales Agents have been linked to different market players (input supplier, processor, wholesaler
and retailer, academia, technical experts, progressive beekeepers and beekeepers association)
in regional and national markets who played an important role at each stage of honey value
chain from input supply to product processing to end market.
Information regarding concern government institutions has also been shared with beekeepers in
order to exchange and receive required technical backstopping. Honey Bee Research Institute –
National Agriculture Research Center Islamabad, Agriculture Research Centers, Non Timber
Forest Product Department, Academia and most importantly Honey Beekeepers Associations
are closely linked with Sales Team and Sales Agents.
The establishment of Honey Collection and Buying Center (HCBC) at district level also
encourage sustainable solutions through engaging the private sector partner by co-investing in
the project. HCBC will provide its services on permanent bases long after the project has gone.
HCBC allow the Honey Collection Center to undertake proper extraction, processing, storage,
packaging and labeling to meet market requirements. HCBC also provide one stop facility as
input supplier needed by beekeepers, which on one hand will minimize beekeepers dependency
on Peshawar market and on the other hand will save time.

27
 TABLE OF PROJECT INDICATORS AND ACHIEVEMENTS
Development Objective: Income of 3,000 honey beekeepers increased by 50%
Cumulative Achievements as of
LoP 30 June, 2014
Intermediate Result Indicator Remarks
Target
Men Women Total

1.1. Number of micro-entrepreneurs registered

1. 3,000 honey beekeepers identified, 3000 1802 1200 3,002
registered and organized into clusters The Sales Agents targets were
1.2. Number of groups formed 120 81 68 149
for assistance in market linkages and modified with number of Group
increased
business development services 1.3. Number of Lead-entrepreneurs registered
through lead entrepreneurs 120 141 68 215 68 Female GL

2.1. Number of micro-entrepreneurs received

3000 1,802 1,200 3,002
technical trainings
2. Increased capacity of micro and lead
2.2. Number of lead-entrepreneurs received
entrepreneurs in technical and basic The Sales Agents targets were
training in basic business management and 120 141 141 modified with number of Group
business management aspects increased
marketing
2.3 ATH Distributed 2250 1350 900 2250
3.1. Number of buyer seller meetings
19 18
facilitated
3.2. Number of lead-entrepreneurs participated The Sales Agents targets were
120 128 128 modified with number of Group
3. 3,000 micro-entrepreneurs linked in buyer-seller meetings - increased

with market through intermediaries and 3.3. Number of exposure visits carried out 15 14 141 Sales Agents participated

are receiving business development 3.4. Number of lead-entrepreneurs The Sales Agents targets
services. 120 141 141 were modified with number
participated in exposure visits - of Group increased
3.5. Number backward and forward linkages
-
(producer with quality input suppliers and big
buyers) established
4.1. Gross Sales (PKR) 16,769,113
4.2. Volume (Item) 14,190
4. Gross Sales and Net Sales reported 4.3. Variable Costs (PKR) 735,801
by KFP periodically 4.4. Net Sales (PKR) 16,033,312
4.5. Number of transactions by micro-
1,736
entrepreneurs

28
Success Stories

29
30
Annexure: I
Beneficiary Selection Criteria
HUJRA VSO registers all beneficiaries according to following criteria. The purpose is to register active
beekeepers. Following are the major points for selection.

CRITERIA FOR SELECTION:

1. Beekeeper must have been active honey producer for the last one year at least.
2. Age 18 years (relaxed in certain cases like household dependency)
3. Having minimum one Hive (traditional or modern wooden box)
4. Belong to target area (10 Union Councils listed below)
5. Should be member of interest group formed by project
6. Willing to participate in trainings , interest group meetings and other project activities

TARGET AREA
1. Shin
2. Teligram
3. Janu Chamtalai
4. Miandam
5. Fatehpur
6. Bishigram
7. Darmai
8. Sakhra
9. Gwalarai
10. Beha

31
Annexure: II
Sales Agents/Lead Entrepreneurs Selection Criteria and TORs

SELECTION CRITERIA
The Sales Agent / Lead Entrepreneur will be selected on the following criteria
 Ability to read and write
 An active beekeeper and registered with HUJRA with the current Honey HVC project
 The age of the prospective should be 18 years or over.
 Excellent mobilization skill; skill to convince and organize people and has ability to
influence people
 Community / Group acceptance; having leadership qualities
 Excellent communitarian skills
 Availability for the trainings and then training dissemination and facilitation of the bee
keepers
 Willingness to participate in project activities and also work as Sales Agent.
 Belong to the project target village/union council
TORs
Sales Agent will link the beekeeper with markets (Traders and Retailers) before and during marketing
season or whenever a need arises.
 Establishes, develops and maintains business relationships with current
customers (Traders, Retailers, Processor, Exporter) and prospective customers.
 He (Sales Agent) will collect information regarding new & potential markets and buyers.
 Take orders from customers and fulfill it with required product specifications
 He will make sure that the required information is disseminated among the group
members regarding new markets and input suppliers.
 Record keeping of all the linkages created
 He will maintain the sales record of the concern group.
 He will help the concern group in identifying suppliers and also help them in buying
supplies for the honey business.
 He should be more experienced and expert in finding solutions for the problems of
beekeepers related to honey beekeeping and honey business promotion
 He will guide the beekeepers in technical and marketing aspects of beekeeping
business.
 He may collect the honey and will sell it out on agreed commission in the market.
 Participate in buyer seller meeting, exposure visits and trade shows.
 Will facilitate the project staff to inform follow beekeepers about training/events
organized by project
 He will sign MOU with project and ensure proper implementation.
 Ensure the participation of group members in the training events
 Follow up of skill acquired by beekeepers, and help them to adopt the learning and also
follow up of the sales and market return

32
 Annexure: III
Beneficiary Registration Form
Beneficiary Code: (Number of digits: KFP Code: 1 Province: 1, District: 2, Tehsil:2, UC/Town:2, Village: 2, Group: 2, beneficiary: 3)

KFP Province District Tehsil UC/Town Village/Mohalla Group Beneficiary

Date: ______________________________
Beneficiary Name: ___________________________ Father/Husband Name: ______________________
NIC #: __________________________________ Next to kin NIC: ____________________________
Marital Status: un-married/married/widow/widower/divorced Age: _____________________________________

Gender: Female Male Contact #:_________________________________

Village Name: _____________________ Tehsil: ______________________________

UC Name: __________________________ District: ___________________________________
Group Name: ________________________ Group Leader (SA) Name: ___________________

Since how long you have been working in this sector? Years Years
Years
What type of Honey bees you manage? Apis cerana: Apis mellifera: Both:

No of colonies you have now/in last season. Apis cerana: Apis mellifera:

Average monthly net income from honey production RS

Average production per month Kg

What type of work you do?

S/N Type of work Tick

1 Extraction
2 Packing
3 Bee Feeding
4 Shifting
5 Medication of bees
6 Cleaning of bee hives
7 Other (Specify)

Where do you get your market information from?

Tick
1 Radio
2 TV
3 Cell phone (sms)
4 Relatives
5 Buyers
6 Suppliers
7 Others (Specify)
To whom do you sell your products?
Buyers of honey products Tick
1. Locally based retailers
2. City/urban retailers
3. Locally based wholesalers
4. City/urban based wholesalers
5. Direct Customers
6. Outside District
7. Others (specify)

KFP Representative Name: __________Designation: _______Contact Number: ________Signature: __________

33
 Annexure: IV
ATH Beneficiary Selection Performa

BENEFICIARY PROFILE:
Name:____________________ Father/Husband Name:____________________
Village:___________________ Union Council:_____________________________
Registration Code No:___________District:_________ Date ________________
NIC No._____________________
Next of Kin CNIC (Alternate ATH Box Receiver) ________________________
CRITERIA FOR SELECTION:
a. Mandatory Criteria:
S# Mandatory Criteria Yes No
Registered Beneficiary of Honey Value Chain Development Project especially
1
the keepers of Apis cerana
Acquired training form HVCD Project on beekeeping and management and has
2
a valid certificate of the training.
3 Bonafide resident of the target UCs and have valid CNIC
4 Resident of Project Target area (10 Union Councils listed below)
Possess mud hive with Apis cerana and getting or has got production from the
5
hive during the current or last seasons
Willing to install the ATH at appropriate place which is accessible and feasible
6
according to the ATH design and prospect of bee rearing (Apis Cerana)
7 Willing to transfer the bees from mud hive to ATH

A ratio of 60:40 male , female should be maintained

b. Preferred Criteria: (Total Score 15)
S# Preferred Criteria Total Marks Obtained
Marks
1 Three years’ experience in beekeeping in Apis cerana 05
2 Willing to facilitate the project staff, donor staff as well as any other 05
third party hired by one or both in monitoring of ATH and sharing
information regarding the Post ATH installation outcomes
3 Willingness to adopt, replicate and disseminate his knowledge and 05
skills of ATH at his own expense.
Total Marks 15
Verified by Checked By Approved by

_______________ ________________ _____________

Field Staff M&E Officer Project Manager

34
Annexure: V
Token for Distribution of ATH

HUJRA Village Support Organization

Beneficiary Distribution Token
S. No. : 1
Name: Abdussabor Father Name:
Amir Zarin
CNIC NO: 15602-9776429-9 Gender:
Male
Village: Badalai UC: Bishigram

Distt: Swat

Issued By: __________________ Signature / Thumb : ___________________

35
Annexure: VI
Undertaken for ATH

36
Annexure: VII
Receiving format of ATH

37
Annexure: VIII
Sales Register

38
Annexure: IX
Information Collection Checklist
Exposure Visit of Sales Agents
to Peshawar Honey Farms Markets
Honey Value Chain Development Project, Swat

Check List for Information Collection

1. No. of traders in the market

2. Market segment describing type/ buyers of the product
3. Function and roles of market agent/ player
4. Pricing mechanism, how the traders set prices
5. Current prices of different honey types (Ber, Palosa, Spirkai, Citrus, Shaftal etc)
6. Contact numbers of traders interested in buying honey from Project beneficiaries
7. Quantity in demand of different type of honeys.
8. Processing techniques, quality assurance, storage techniques and transportation
requirements
9. Packaging types and parameters
10. Grades of product / types – flora specie and their price
11. Terms of payment with suppliers and buyers
12. Order mechanism
13. Potential buyers and their requirement

39
Annexure: X
Buyers Index

40