Lack of infrastructure development |
Lack of attention to communication infrastructure |
1 |
Social and demographic challenges |
Increase in the age of the orchardist population |
2 |
Belief in determinism among orchardists |
3 |
Incidence of social shocks |
4 |
Inability of orchardists to adapt to environmental changes and transformations |
Unstable weather conditions and late frosts in recent years |
5 |
Disability of orchardists to adapt to climate change |
6 |
Instability of climatic conditions |
7 |
Economic Challenges |
Lack of liquidity |
8 |
Lack of participation of human resources in decisions |
Lack of participation of young people in planning and implementation of programs |
9 |
Lack of participation of the target community in the design and implementation of programs |
10 |
Management Challenges |
Failure to use management models that are appropriate for the region |
11 |
Lack of comprehensive and integrated programs and policies |
12 |
Lack of development of plans and programs appropriate to the characteristics of the region (especially with respect to recent climate change) |
13 |
Failure to use technology appropriate for the region |
14 |
Equipment and infrastructure factors |
Availability of required equipment and devices |
15 |
Development of plans to deal with late spring frost |
16 |
Development of insurance infrastructure |
17 |
Economic factors |
Adequate budget allocation and its proportionality to costs |
18 |
Expert human resources |
Existence of scientific research centers for training labor and encouraging research |
19 |
Existence of efficient and expert managers |
20 |
Capacity of specialized and young manpower |
21 |
Illiteracy, insufficient knowledge of local orchardists in their management of orchards when encountering late spring frost |
22 |
Lack of comprehensive and integrated policy-making |
Insufficient attention by executive bodies and managers to the stabilization of orchardists’ livelihoods |
23 |
Lack of proper policy among banks for timely allocation of credits to implement the development of projects |
24 |
Lack of coordination in the implementation of affairs and planning |
Differences in tastes and attitudes of responsible organizations, including the national agricultural organization and the national organization for environmental preservation in the implementation of communicative policies |
25 |
Coherence and coordination in various fields of design, planning, organization and implementation of livelihood-stabilization activities for orchardists along the shores of Lake Urmia against late spring frost |
26 |
cultural factors |
Attention to cultures and customs of people in the region |
27 |
Using the capacities of the region |
Attention to the identity of orchardists in the region and predicting the necessary measures to deal with the late spring frost |
28 |
Lack of desire of educated youth to work with their fathers in managing the late spring frost |
29 |
Attention to the plans of resistance against economic hardship |
Preparing a roadmap for a resilient economy with an emphasis on domestic production to reduce damages caused by late spring frosts |
30 |
Development of complementary agricultural conversion industries with emphasis on the management of late spring frost |
31 |
Land fragmentation and challenges on the laws of inheritance |
Dividing gardens into smaller areas due to inheritance can lead to land fragmentation and problems in managing horticultural activities, increasing the damages caused by late spring frost |
32 |
Production Challenges |
Reduction of water quality in the region |
33 |
Instability of the climate in the region and disregard for climatic recommendations by orchardists in the region |
34 |
Insufficient skills of orchardists to manage late spring frosts |
35 |
Market management and its challenges |
Sudden increase in prices |
36 |
Failure to pay for the price of garden products on time at the time of purchase |
37 |
Failure to set guaranteed prices for horticultural goods and products |
38 |
Educational and promotional factors |
Lack of comprehensive implementation of extension-educational programs, appropriate for the needs of orchardists to manage late spring frosts |
39 |
Educational and research strategies |
Informing and confidence-building |
40 |
Using managers and experts in the field of horticulture |
41 |
Support for applied research |
42 |
Improving scientific knowledge, attitude and skills of orchardists in the region to manage late spring frosts |
43 |
Promoting new methods of production |
44 |
Training for methods of preservation |
45 |
Operational and executive strategies |
Use of sprayers in gardens |
46 |
Use of plastic coatings |
47 |
management of spraying solutions |
48 |
Observance of meteorological recommendations by orchardists in the region to carry out gardening activities |
49 |
Diversity of fruit trees in the garden |
50 |
Tree resistance to cold |
51 |
watershed management |
52 |
Irrigation management |
53 |
Breeding late flowering cultivars |
54 |
Management strategies |
participation by people in managing threats of frost |
55 |
Using young people and graduates |
56 |
Use of local capacities |
57 |
Preparation of comprehensive plan for agricultural and horticultural risk management in the country’s management and planning |
58 |
Economic and livelihood strategies |
Diversification of horticultural, agricultural and livestock activities |
59 |
Reducing poverty by providing facilities |
60 |
monitoring livelihoods at times of damage by late spring frost |
61 |
Existence of local credit funds in order to improve the resilience of garden households in conditions of damage caused by late spring frost |
62 |
Sustainable market management |
Access to the sales market |
63 |
Development of local markets |
64 |
Support for exports |
65 |
Branding and product brand development |
66 |
Economic sustainability |
Sustainability and relative stability of income |
67 |
Increase in the financial power and purchasing power of orchardists |
68 |
Ability to save parts of one’s income |
69 |
Job stability of orchardists |
70 |
Livelihood sustainability |
Domestic business development |
71 |
Improvements in livelihood |
72 |
Empowering orchardists |
73 |
More effective management of environmental hazards by local orchardists |
74 |
Establishment of social justice |
Prevention of emigration from agricultural areas |
75 |
Increase in the social welfare of orchardists in the region |
76 |
Strengthening local institutions (councils, villages, micro-credit funds) |
77 |
Increase in job satisfaction of orchardists |
78 |
Paying attention to the needs of orchardists at the local, national and international levels |
79 |
Sustainable productivity |
Development of conversion industries |
80 |
Efficient garden management |
81 |
Promote orchardists’ resilience and reduce the vulnerability of orchardists in the region |
82 |
Sustainable management of natural resources |
83 |