5) Description of initiative: In post conflict zones, the years following the major hostilities are tense times. Decades of fighting, ruined infrastructure, almost non-existent governmental support and lost knowledge plague these countries at the most challenging time. These war-torn countries often fall back into conflict. Such relapses are well documented in countries like Angola and Afghanistan where ROP is currently active. The ranks of unemployed combatants form a ready reservoir for extremists to exploit them. Whether these extremists are driven by religious, political or economic motivations, their attention to the disenfranchised is often well received. ROP focuses our work in these post-conflict areas with our focus entirely on positive economic motivations.

The Roots of Peace name is based upon our belief that the planting of vines, orchards or farms is the foundation of peace through economic security. In many cases we must clear the fields of the remnants of war before planting may begin. Landmines have become a standard weapon in civil conflicts. An effective tactical weapon during the fighting, landmines prove to be of major hindrance to economic recovery long after the conclusion of the fighting. Our focus centers on demining battle-scarred farmland and returning it to economic viability while rebuilding hope of individuals through their inclusion in a rebuilt agrarian economy. The individuals whom we help in this transformation are mostly illiterate farmers whom we develop into competent agri-businessmen. Involving individuals in the economy gets them to invest in the promotion of a more peaceful, stable environment. If they have hope for a better future, they will not be as likely to allow their plans and dreams to be dashed. A village invested in the land and economy is a village in its peace. ROP's goal is to share technology and techniques with 250,000 farmers in Afghanistan.

6) Description of innovation: Our program is unique because we take a holistic approach with our development model. First, we plan the program from the beginning to have the highest impact on creating new opportunities for the local population. Second, we focus on enhancing all aspects of the value chain to ensure sustainable gains in the region.

Given that the majority of the countries we are involved in have largely agrarian populations, our efforts are typically directed at building new farms, orchards, vineyards or upgrading subsistence level farming or low- value crops to higher-valued perennial crops. Creating new farms or moving farms from subsistence to a cash crop will have the same impact of increased prosperity.

We focus our programs to maximize the number of individuals impacted from the primary projects, but also strive to help others with all purchasing of goods and services during the project. If construction is involved, then we form small construction companies. If packaging is needed, we provide the seed capital for a start-up box plant. With a small amount of extra effort, locals can receive initial sales that act as a catalyst to their infant businesses.

Second, we address the entire value chain for the focal crops. Simple production gains on the farm are not sufficient. The variety must be right and the links to processing and markets must be established. A majority of the farmers north of Kabul were growing grapes that were ideal for sun-dried raisins. 30 years ago this was good business. But while Afghanistan was fighting, the world changed and there is little opportunity for them to regain their 40% world market. ROP identified markets for fresh grapes in India and have introduced programs to top graft new varieties on existing roots. We organized a cold chain and linked traders with new markets and new freight links. These farmers will make 3-4 times growing grapes for fresh markets as opposed to dried fruit markets.

7) Delivery model: Our target population for grape and almond farmers is over 200,000. ROP uses a staff of locally hired professionals in their field and supplements with expertise brought in when needed. Our team works through the local social structures whether they are Shuras, tribes or extended families to directly reach around 10,000 farmers to serve as the demonstration farmers and trainers for the larger population of grape farmers. Now that we have developed these farmer/trainers, we will use mass media approaches to reach the other 190,000 farmers. We will broadcast by radio, billboard advertising, translated hand-outs and group training to reach the broader community.

8) Key operational partnerships: ROP partners with other organizations for specific technical support when needed or when the work is outside of our main focal areas. Current examples are University of California, Davis for technical support with specific crops, training and materials; USDA for work with plant quarantine and protection support; and local businesses, like Kabul Group, to provide business mentoring for the new businesses we foster.

Partnering can be very beneficial, but every partnership requires resources to manage. Poorly devised partnerships without clear divisions of work, reporting mechanisms and objectives will usually fail and drain your resources even more.

9) Financial model: Our programs are largely knowledge transfer. ROP does not give away any goods. So with our team costs funded, we can deliver our message to as many as possible through a variety of methods.

There are situations where the recommended intervention requires investments by the farmers. In these situations ROP organizes a credit program to provide options for the financially challenged farmers to participate. One such example is a grape trellising project in Afghanistan where the costs for trellising a vineyard is around $3,000. ROP developed a phased approach that would have the farmer borrow $750 to trellis the first part of the vineyard. Trellising will double his production allowing him to pay off the loan in two to three years or renew his loan to finance another phase.

          • Costs as percentage of income: 1%

          • Financing: ROP receives funding from private sources for mine clearance and public sources for replanting initiatives. Mine clearance, once completed, is sustainable provided no conflicts resume. So that is why we link our mine clearance with replanting to ensure this sustainability. Our replanting initiatives are designed to rely upon market forces to ensure stability. If an intervention is profitable, most likely the farmers and businessmen will continue the work. Our initiative in Afghanistan with the fruit and nut farmers is not intended to be a long-term intervention, but rather one where we work ourselves out of a job in a few years and the market forces and institutions that we have fostered will remain behind

10) Effectiveness

          • Project outcomes: ROP's initial projects in Afghanistan focused on grape and almond farmers. Before we started, ROP researched markets, current cultural practices, local costs and then developed pro forma income statements based upon our recommended interventions. These farmers were earning between -$200 and $800 USD per year. This is less than $3 per day. We then initiated simple interventions based upon economic returns. Each action led to definitive income gains. Our gains with the grape farmers ranged from 100% to 300% productivity gains with the potential for farmers to earn up to $15,000 per year. Our almond farmers had 30% to 70% gains in the first year. Our work with traders has opened up 8 new international markets with pilot shipments of 2,200 metric tons.

          • Number of clients in past year: Almost 10,000 farmers received direct support from our efforts. 250,000 farmers are getting the information through mass media outreach. The average family has 4 children in Afghanistan so we are impacting 1,500,000 people.

11) Scaling up strategy

          • Stage of the initiative: Scaling Up stage.

          • Expansion plan: ROP is on an expansion path to double in 3 years by expanding our national programs in Afghanistan and starting new programs in other post-conflict countries like Angola, Ethiopia and Cambodia. During 2006 we spent time and resources to build our capacity to grow. During 2007 we will enhance our staff by adding experienced veterans in our sector. In order to continue our growth, we must solve the cash flow challenge facing us.

12) Origin of the initiative: Founder Heidi Kuhn became gravely aware of the landmine crisis upon the tragic death of Princess Diana in 1997. Motivated by her own appreciation for the gift of life and the Princess's compassion and commitment to global demining, Kuhn began Roots of Peace in honor of Diana's memory and to ensure that her work would continue. The roots of our organization are in the heart of California's agricultural grape growing region. We are committed to the vintner's legacy of respect for the earth and its power to give and sustain life. The grape vine is a symbol of celebration for the "gift of life". The vine is an ancient metaphor for peace -transcending religions and political boarders. Converting "Mines to Vines" helps innocent farmers and families avoid a lethal harvest of bloodshed for future generations.

Contact Information:
Gary  Kuhn
Executive Director
Roots of Peace
(International NGO)
1299 Fourth Street
United States
Tel: +1 415 455 8008
Fax: +1 415 455 9086
Email: gary@rootsofpeace.org
Website: www.rootsofpeace.org