Dorcas has published a new report, Building Reliable Value Chains: Lessons from Dorcas’ multi-country experience, presenting lessons from an independent evaluation of five value chains in Eastern Africa. The report explores what enables value chains to deliver reliable benefits for producers and where challenges remain.

The evaluation examined value chains for honey, camel milk, pasture and milk, and chicken across Kenya, Ethiopia and Tanzania. It drew on household surveys with 933 producers, focus group discussions, key informant interviews, programme monitoring data and portfolio-wide analysis.

Reliability emerged as the defining factor

One of the report’s central findings is that sustainable value chains depend more on reliability than on training alone. Across the assessed value chains, stronger outcomes were associated with timely payments, trusted governance structures, functioning quality systems and secure market linkages. Where these systems worked consistently, producers experienced more stable incomes and stronger market participation. Where they fell short, gains often proved difficult to sustain.

The evaluation found that demand was rarely the main constraint. Instead, the reliability of supply systems, transaction processes and governance arrangements often determined whether value chains delivered long-term results.

‘We now use modern techniques to keep bees and that means we
can earn a better income.’

Andrea Kosmas
Beekeeper from Chemba, Tanzania

Three patterns across countries

The report identifies three recurring patterns across different countries, products and contexts:

1. Reliability predicts sustainability.
2. Market-first value chains perform better than production-first approaches.
3. Governance quality shapes who benefit.

Value chains that began by identifying buyers, confirming demand and establishing payment systems before scaling production consistently performed better than those that focused first on increasing production. The evaluation found that production growth without secure market access often led to increased output without corresponding income gains.

Governance also proved critical. Transparent leadership, clear rules and trusted payment systems contributed not only to stronger commercial performance but also to more equitable participation and benefit-sharing.

‘Before Dorcas, I waited for life to happen to me. Now I lead my life and others follow.’

Momina Dharar Abdi
Moyale, Ethiopia

Inclusion strengthens performance

The report highlights inclusion as an important design consideration rather than an add-on. Women achieved meaningful gains in income, decision-making and leadership across the value chains where formal cooperative structures and direct payment systems were in place. However, the evaluation also identified ongoing barriers for young people and people with disabilities.

The findings suggest that inclusion is strongest when barriers are addressed from the outset through programme design, including appropriate governance arrangements, accessible participation pathways and payment systems that reach producers directly.

Lessons for practitioners, donors, investors and partners

The report offers practical lessons for organisations involved in value chain development. For programme implementers, it highlights the importance of designing from the market backwards, building baseline data from the beginning and treating payment reliability as a core performance indicator.

For institutional donors, the findings emphasise the importance of assessing governance, market viability and long-term sustainability rather than focusing solely on production outputs. The report also notes that value chain enterprises rarely become fully self-sustaining within a single grant cycle and often require a realistic multi-year pathway to maturity.

For investors and corporate social responsibility partners, the evaluation points to the importance of commercial viability, operational reliability and post-programme sustainability when assessing investment opportunities.

Across five value chains in three countries, the
evaluation identified eight non-negotiable elements. The absence of any one of them led to consistently weaker results. These are not a one-off checklist. They are ongoing design requirements that must be maintained throughout the life of a programme.

Looking ahead

The evaluation also identifies several areas for further learning. These include increasing opportunities for young people, strengthening the measurement of outcomes for women and girls, integrating climate resilience from the start of programme design, and understanding how the approach performs in different contexts beyond Eastern Africa. Early pilots in Albania and Egypt are helping Dorcas explore these questions.

The report concludes that value chains work best when producers can depend on the systems around them. Reliable payments, effective governance, functioning quality systems and trusted market relationships are not supporting conditions but fundamental building blocks for sustainable economic participation.

Connect with us!

Interested in connecting or exploring collaboration opportunities? Dorcas welcomes conversations with NGOs, institutional donors, investors, corporate social responsibility partners, researchers and practitioners who are working to build more inclusive and sustainable value chains. Whether you would like to discuss the report findings, exchange experiences, or explore opportunities for partnership, we would be pleased to hear from you.

‘Chicken farming is unstoppable on this farm. What we have learnt cannot be taken away from us — and that is what gives us confidence to keep moving forward.’

Annastacia Nyaimbo
Siaya, Kenya

Read the report: building reliable value chains

Dirk Jan Groot, founder of Dorcas, passed away on August 4^th. With his passing, we say farewell to a passionate pioneer who has been of great significance to Dorcas and to people in vulnerable circumstances.

‘We are saddened by the passing of Dirk Jan Groot, who has been of immense significance to Dorcas. Guided by his faith, he devoted his life to serving people in vulnerable situations and restoring dignity where it was under pressure. His compassion, determination and vision laid the foundations for the work of Dorcas and inspired many others to follow his example. His life and work have left a deep and enduring mark on countless lives. We are deeply grateful for the legacy he leaves behind,’ said Agnes Kroese, Chief Executive Officer.

Read the In Memoriam for Dirk Jan Groot.

Dorcas Yemen has joined international and national organisations in signing a new joint statement warning that families across Yemen are running out of options as hunger deepens and resilience continues to erode.

The statement highlights the growing impact of conflict, economic decline, climate-related shocks and severe funding shortages. Millions of people are facing acute food insecurity, while children, pregnant women and breastfeeding mothers are among those most at risk.

With humanitarian assistance already reduced, humanitarian organisations are calling on the international community to provide urgent funding, ensure safe and unhindered humanitarian access, and invest in local organisations that are best placed to respond to the needs of their communities.

Dorcas continues to work alongside local partners in Yemen to support people and communities affected by the crisis, strengthen resilience and contribute to protection, recovery and stability. The joint statement underlines the need for collective action to prevent further deterioration and to help families move towards a safer and more secure future.

In 2025, Dorcas celebrated 45 years of standing alongside people in need across Eastern Africa, Eastern Europe and the Middle East. Our annual report 2025 tells that story: one person, one family, one community at a time.

William, a pastor and farmer in rural Tanzania, knows what it means to stand alongside people. Before he joined a Dorcas project, his family could barely make ends meet. Through training and support, he diversified his crops, improved his livestock and transformed his small plot into a thriving farm. His wife Elizabeth puts it simply: ‘I can choose what we eat from our own farm, and we can sell the rest.’ William now trains other farmers in his village.

His story of hope is just one of the many our projects made possible in 2025. In Lebanon and Syria, children learned in safe spaces with full stomachs. Roma children in Ukraine found hope through sport and psychosocial support. In Iraq, farmers facing drought and shrinking water sources strengthened their food security through climate-smart agriculture and water-efficient farming. And in Tanzania, Lucia received fruit trees and training, used her first harvest income to buy chickens, and built a chain of growth entirely by herself.

Our commitment to the one person in need goes all the way back to where Dorcas began. In a special interview, our founder, Dirk-Jan Groot, and his wife, Janneke, share what first moved them to act 45 years ago. And today, a whole community continues in the path they set out on: donors, churches, volunteers, businesses, Dorcas shop customers and local partners all play a role in making our work possible.

Forty-five years on, the conviction that Dirk-Jan and Janneke carried from the outset still drives everything we do: we can make a difference for that one person in need. Read our annual report to find out how we did that in 2025.

Across the world, many women continue to face barriers that limit their full participation in society, including in economic life. Limited access to markets, finance, and decision-making restricts their opportunities. Creating equal economic opportunities requires deliberate action.

At Dorcas, inclusion is central to our work. We apply a gender lens and an intersectional approach in selecting project participants, considering age, disability, poverty, and ethnicity to identify those most at risk of exclusion. Through this approach, we strengthen women’s economic participation.

In Dorcas’ economic development work, value chains play a key role. These programmes are designed to strengthen the participation of marginalised groups, including women, by providing chances to learn new skills, take part in production and sales, manage savings and finances, and have a stronger voice in household and community decisions. To see whether these intentions are realised, we studied our value chain projects across Tanzania, Kenya, and Ethiopia. While the study included multiple marginalised groups, this article focuses on what we found about women.

• Camel milk in Moyale, at the Kenya-Ethiopia border.
• Honey in Chemba, Tanzania.
• Chicken in Siaya, Kenya.
• Honey in Kitui, Kenya.
• Pasture and milk in Makueni, Kenya.

Women’s participation in value chains

The study shows that women participate actively and consistently. They attend trainings, join group activities, and engage in production linked to markets. Many gain new skills, earn a steadier income, and contribute more to household welfare. Participation also made women’s contributions more visible, leading to more discussion and shared decisions in households and groups, especially where income was regular and institutions strong. In Siaya, for example, predictable poultry income sparked household discussions about expenses: ‘When the chickens started bringing money regularly, I was asked how it should be used,’ a female poultry producer said.

But participation does not automatically mean control. While more households reported joint decision-making, women were rarely sole decision-makers. Traditional norms around asset ownership and authority often limited women’s long-term control.

Certain programme features supported women to participate more fully. Cooperatives and groups offered structure, shared responsibility, and formal recognition of women’s roles. Savings mechanisms helped women manage income and plan ahead. Direct access to markets reduced dependence on middlemen and removed the hassle of daily price negotiations.

Challenges and mitigation

Inclusion brings opportunities but also pressures. Increased participation can mean heavier workloads, exposure to safety risks, and vulnerability to economic shocks. Women, youth, persons with disabilities, and households facing poverty are particularly affected.

Dorcas works to reduce these pressures through group structures, peer support, and savings systems that help households manage uncertainty. Systematic risk management remains important to ensure all participants can benefit safely and fairly.

Lessons for women’s empowerment

From the study, four core lessons emerge for strengthening women’s empowerment in value chains:

1. Participation alone is not enough. Empowerment requires not only involvement but also influence over outcomes. Women need a say in how income is used and resources managed. Without control over benefits, participation risks remaining symbolic rather than transformative.
2. Working together strengthens resilience. Cooperatives, savings groups, and Farmer Field Schools provide structure, peer support, and safe spaces to learn and plan. Collective approaches increase predictability, reduce vulnerability, and strengthen women’s voice and legitimacy.
3. Context matters. Women’s experiences differ. Age, disability, ethnicity, and prevailing social norms shape how they can participate and benefit. Recognising these differences ensures inclusion reaches those most at risk and that empowerment gains last.
4. Diversifying income increases stability. Relying on a single activity exposes households to shocks. Combining value chain roles with savings, micro-enterprises, or service-based work spreads risk and strengthens long-term economic security.

‘Today, I see myself as a businesswoman’

Kadija, a 50-year-old woman from Moyale, Ethiopia, joined the camel milk cooperative to overcome seasonal poverty and uncertainty. She recalls:

‘Before I joined the cooperative, my life was very uncertain. During the dry seasons, work would completely disappear. Some days we struggled just to get food.’Through the milk collection centre, Kadija gained a stable income and became a recognised economic contributor in her household and community. She explains:

‘Today, I see myself as a businesswoman. I have a stable income, I save money, and I plan better. People respect me more, and I have a voice not only in my home but also in the community.’

She also highlights the importance of working together:

‘Working together changed everything for me. Through the cooperative, women support each other, share responsibilities, and inspire one another to keep going.”

Her story reflects the broader findings: when women gain access to skills, markets, income, and collective support, economic participation can translate into greater stability, recognition, and confidence.

Communities in Fedis and Midega Tola woredas, East Hararge, Ethiopia, are facing acute and rapidly worsening food insecurity following prolonged drought conditions. In response, Dorcas has launched a rapid, multi‑sectoral emergency intervention to support 28,000 drought‑affected people in the Fedis and Midega Tola woredas, as well as surrounding towns and market centres including Harar and Dire Dawa.

Running from 31 January to 16 April 2026, the programme is designed to deliver immediate, life‑saving assistance while helping households stabilise their living conditions and reduce reliance on harmful coping strategies. The intervention is funded by the Start Network and implemented by World Jewish Relief, Dorcas Ethiopia, and Coalition Child Support Association at £350,000.

Targeting those in the most vulnerable situations

The crisis disproportionately impacts people already experiencing multiple vulnerabilities. Dorcas prioritises households headed by women and girls, pregnant and caregiving women, persons with disabilities, older adults, and Indigenous populations. These groups were identified through rapid assessments and community consultations as being at the highest risk of deteriorating food security, protection concerns, and loss of income.

A multi‑sectoral approach to an urgent crisis

To respond effectively to diverse and urgent needs, the programme integrates cash assistance, in‑kind support, WASH interventions, and protection services.

Cash transfers

More than 12,600 people will receive multipurpose cash transfers, enabling families to immediately purchase essential food and basic items. Market assessments confirm that local markets are functional and able to absorb increased demand, making cash the most efficient and dignified means of support.

In‑kind support

An additional 13,850 people will benefit from distributions of food and non‑food items. These include WASH materials, shelter kits and health‑related supplies—items that are critical when household resources are severely strained.

WASH activities

Safe access to water, sanitation and hygiene services is essential to preventing disease outbreaks during food crises. The project therefore restores access to safe water and provides hygiene materials to reduce health risks for affected families.

Livelihoods and early recovery support

In addition to meeting immediate survival needs, the project includes activities aimed at protecting and restoring livelihoods. This includes provision of animal feed to prevent further loss of livestock—an asset central to rural livelihoods in East Hararge.

Protection and psychosocial support

Crises heighten risks of exploitation, violence, and social exclusion. Dorcas therefore integrates safeguarding, psychosocial support, and community‑based feedback mechanisms to protect dignity and ensure assistance is appropriate and accountable.

Measuring impact

Success for this rapid response is defined by measurable improvements in household safety, well‑being, dignity, and coping capacity within a 45‑day window. By supporting both immediate needs and early recovery, the intervention aims to reduce the use of negative coping strategies – such as skipping meals, forced migration, or selling essential assets – and to strengthen resilience ahead of longer‑term recovery efforts.

Building foundations for longer‑term recovery

While this emergency response provides urgent assistance, it also creates a foundation for more sustainable interventions. The combination of cash support, livelihood protection and strengthening of local market systems supports communities maintain critical stability while recovery and development programmes are mobilised.

Dorcas remains committed to standing alongside vulnerable households in East Hararge, ensuring they receive the support they need. Not only to survive the current crisis, but to rebuild their lives with dignity and hope.

Between 2022 and 2025, Dorcas reached more people facing poverty, displacement and crisis across multiple regions. Five strategic ambitions guided this work. They focused our efforts, deepened our impact, and strengthened our capacity to respond in an increasingly complex world. This period brought both significant achievements and valuable lessons that now shape our path forward.

1. Focus on people who are marginalised

During the period 2022–2025, Dorcas stayed true to its core mission: standing alongside people and communities who are marginalised due to poverty, exclusion or crisis. Across all regions, programmes increasingly focused on groups such as older people, displaced families, and socially excluded communities. This led to tangible progress in areas such as empowerment, protection, access to basic services and community support, demonstrating the strength and relevance of our’ approach. During the strategic period, we also further strengthened and refined our approaches. For example, we strengthened programming on Livelihoods and Economic Development, and developed new programming that targets climate adaptation and resilience.

2. Develop coherent and community‑based programmes

Dorcas made steady progress in developing coherent, community‑based programmes. In our programming, the nexus approach was strengthened by further integrating humanitarian assistance with longer-term development objectives within the context of a community-based approach. Additionally, we increased our lobbying and advocacy efforts, primarily in the Netherlands, where we influenced policymakers. We developed a strategic lobbying and advocacy framework, which we will use to strengthen similar efforts in the countries where we work. We have invested in measuring the outcomes and impact of our work, specifically through a comprehensive results framework based on our theory of change. Furthermore, we have increased learning across our country offices through learning events and cross-country cooperation.

3. Increase the scale and effectiveness of our work

Between 2022 and 2025, Dorcas significantly expanded the scale of its work. Partnerships with local organisations and institutional donors grew stronger, enabling Dorcas to reach more people in need. We invested in strengthening the capacity of our implementation partners by realising systematic capacity assessment and development plans. Additionally, we invested in proposal development capacity to enable us to write higher-quality proposals with a greater chance of success. And we explored new funding methods to complement traditional institutional donor funding, a necessary step in the changing funding landscape, where funding availability is decreasing, and competition for these funds is increasing. This is an ongoing journey that will continue in the coming years.

We explored a potential merger with Help a Child to increase scale, but after careful consideration, decided not to proceed along this route. Nevertheless, we remain committed to collaboration with other organisations to increase our scale and effectiveness in the coming strategic period.

4. Mobilise resources and engage communities

Dorcas’ strong connection with communities in the Netherlands remained a cornerstone of the organisation throughout the strategic period. We developed a new private fundraising strategy and strengthened the processes related to it. We also adapted our internal operations to improve the support we provide to private fundraising and the Dorcas shops. As a result, Dorcas shops grew in number and professionalism, volunteer engagement remained high, and supporter trust and satisfaction were consistently strong. At the same time, we also face challenges due to economic developments and increased competition, which influence donor behaviour. However, with the foundations laid in previous years, we have a strong basis for future growth.

5. Become an agile catalyst and ConnActor

The years 2022–2025 were marked by significant organisational development. Dorcas strengthened its foundations through leadership training, development and implementation of internal processes and systems, enhanced integrity and quality management systems, and increased attention to sustainability. These efforts enabled us to achieve successful (re-)certification on all relevant quality standards, including Core Humanitarian Standard certification. The strategic period also further supported the decentralisation trajectory, in which country offices are strengthened and supported to operate in line with their portfolio and capacity. We will continue these efforts in the coming years, as they are also a cornerstone of our strategy for 2026-2030.

The period 2022-2025 strengthened both our impact and our foundations. We reached more marginalised communities, deepened partnerships, expanded our volunteer network, and built systems that enable quality programming. These achievements, alongside lessons learned about funding challenges and the need for continued adaptation, directly informed our new strategic plan for 2026-2030: Local Power Creates Lasting Change. We enter this next phase better equipped to stand alongside those in need.

Dorcas expresses deep concern over the recent escalation of violence in Aleppo, Syria. According to humanitarian reports, intensified hostilities since early January have led to significant civilian displacement and increased humanitarian needs. Critical infrastructure, including health facilities and schools, has been damaged, further limiting access to essential services.

The situation remains volatile, with thousands of families seeking safety amid harsh winter conditions. The Syria NGO Forum (SNGOF), a platform representing national and international NGOs in Syria – including Dorcas Syria – urges in a statement for the urgent protection of civilians and unhindered access to assistance.

Dorcas stands in solidarity with affected communities and continues to monitor developments closely, advocating for peace and the safeguarding of human dignity.

Running from the northernmost tip of Groningen to the southernmost point in Limburg in eight days. Matthias Jagersma took on this 420-kilometre challenge. His motivation: to raise money for Dorcas projects in Yemen . With his run, Matthias managed to raise no less than 6,000 euros.

How did you come up with the idea for this run?

‘I saw a video on social media of a man who ran the length of Africa. I thought it was such a great idea that I decided to do it too. But I wanted to make it a bit more achievable, as I wasn’t really a runner at all. That’s how the idea arose to run the length of the Netherlands.’

Matthias (right) ran together with his father Adriaan (left)

Why did you run for Yemen ?

‘I myself lived in Yemen for more than six years. I grew up there and saw that it’s not an easy place to live. It’s such a beautiful country, but it’s being completely destroyed. People are hungry, in fact, they lack all basic necessities. There is especially a need for water, food, and a safe place to live. My father set up the country office in Yemen for Dorcas, and that’s how I ended up with this organisation.’

Did you prepare in any special way?

‘I really started running from scratch. First just a few kilometres a week, eventually up to about fifty to sixty kilometres. We also mapped out the entire route ourselves and put together a support team. They travelled along each day with a van and took care of food, drinks, and setting up the tents.’

How did you experience the run?

‘It was a really great experience. It was wonderful to see how different the Netherlands is. We started out among the fields in Groningen, went across the Veluwe, and ended in the hills of Limburg. But it wasn’t all beautiful. On day 2 my friend Floris had to drop out due to an injury. And on the fifth day, I had knee trouble myself. That was really a low point, physically and mentally. I started doubting whether I would make it. Together with my father, I adapted the plan. With the help of a brace and walking poles, I was still able to keep going by walking.’

And did you actually make it to the finish?

‘Yes, fortunately I did. On the last day my knee had recovered enough and I could even run again! Which was just as well, as we made it in just before a huge hailstorm. Crossing the finish line was truly a fantastic feeling.’

Reading time: three minutes.

Dorcas is proud to announce the publication of its strategic plan 2026-2030: Local power creates lasting change. This roadmap sets out Dorcas’s vision for the coming years, focusing on empowering local communities, driving innovation, and creating measurable impact for people vulnerable to poverty, exclusion, and crises.

Facing a changing world

The world is rapidly evolving, with technological, economic, and demographic shifts often hitting the most marginalised the hardest. Dorcas recognises that the needs of the communities it serves are growing, even as funding environments become more challenging. From climate-induced agricultural issues in Africa to ongoing conflicts in the Middle East and the isolation of older people in Eastern Europe, Dorcas’s mission is more vital than ever.

Three pillars for impact

The new strategic plan is built on three core pillars:

• Grow: By 2030, Dorcas aims to reach 1.5 times as many people as our income increases over 60 million euros and a significant increase in volunteers and supporters.
• Quality: By 2030, Dorcas has a clear track record, invests in quality standards and continuous improvement to ensure its support leads to lasting, positive change.
• Positioning: Dorcas seeks to be recognised as a leading international partner in humanitarian and development cooperation, with a strong presence in the Netherlands and beyond.

Seven programmatic themes

Dorcas will apply seven programmatic themes to sharpen expertise, strengthen its track record, and define clear organisational positioning. By 2030, Dorcas aims to harmonise and standardise our approaches resulting from these themes through a lens of inclusion and vulnerability, with community-based programming as our core approach.

Dorcas’s approach is defined by the following programmatic themes:

• Crisis Response
• Protection
• Community Development
• Climate Adaptation
• Water
• Livelihoods and Food Security
• Economic Development

These themes guide Dorcas’s work across the Middle East, Eastern Europe, and Eastern Africa.

Empowering local communities

A key feature of the strategic plan is the commitment to localisation. Dorcas will invest in building the capacity of local partners and country offices, shifting expertise and resources closer to the communities served. By 2030, country offices will have expanded their programme portfolios by 40 per cent, strengthening both their sustainable presence and overall impact.

Innovation and collaboration

Dorcas will foster a culture of innovation, investing in new ideas and partnerships to address emerging challenges. The organisation will also strengthen its fundraising, aiming to double its supporter base and become the largest charity thrift store chain in the Netherlands.

Looking ahead

Dorcas’s strategic plan 2026-2030 is a response to a fragile and unpredictable world. By focusing on local power, operational excellence, and strategic partnerships, Dorcas is committed to enabling people and communities to flourish in the face of adversity.

Read the full strategic plan: