Strengthening Rural Resilience Through Local Collaboration

The project supported Lebanon’s agricultural sector by helping farmers and associations adapt to disrupted markets through improved practices, better cooperation and more resilient production systems. It began with an updated value chain and vulnerability analysis to understand sector challenges and identify the most affected farmers.

Building on this foundation, a customised Agri‑Business Clustering approach brought farmers together into coordinated groups, strengthened through trust‑building, joint planning and targeted capacity development for facilitators and coaches.

To encourage more sustainable production, the project promoted the adoption of Good Agricultural Practices (GAP) by combining incentives, training, advisory support and improved access to essential equipment.

It also fostered stronger market linkages, including opportunities for contract farming and locally produced inputs, helping reduce import dependency and create more stable market relationships.

A cornerstone of the project was the development and adoption of a customised Agri‑Business Clustering (ABC) model adapted to the Lebanese context. Through the ABC approach, 16 clusters were formed, bringing together farmers, processors, and local institutions to plan, learn, and grow together. This participatory model turned competition into collaboration, building trust and shared responsibility across the agricultural value chain. The approach positioned farmers as active value chain actors, strengthening cooperation within and beyond their communities. Cluster facilitators and local coaches were trained extensively in GAP, marketing, financial analysis and facilitation to ensure sustainable cluster management well beyond the project’s duration.

Across all value chains, the project generated clear improvements in performance, cooperation and stability, with farmers reporting higher yields, stronger cost coverage and more reliable operations supported by shared machinery and coordinated input procurement. On average, participating farmers were able to cover up to eight months of their annual operating and household costs – a key indicator of improved resilience and financial stability. Continuous learning and local ownership were central to this progress: peer exchanges, targeted trainings, Mental Health and Psychological Support (MHPSS) integration and cooperative awareness strengthened the clusters’ ability to adapt and sustain their work. Farmers now report higher yields, lower costs, and stronger cooperation through shared machinery and collective input purchasing. With sustainability plans and by-laws in place, these clusters are set to continue thriving while proving that collaboration is the key to long-term rural resilience.