Assessment of Economic Development Opportunities for Afro-Latin Communities in the Atlantic Coast of...

ASSESSMENT OF ECONOMIC DEVELOPMENT OPPORTUNITIES FOR

AFRO-LATIN AND INDIGENOUS COMMUNITIES IN THE ATLANTIC COAST OF NICARAGUA

- FINAL REPORT

SUBMITTED TO: CLAIRE NELSON INTER-AMERICAN DEVELOPMENT BANK

DECEMBER 2002

SUBMITTED BY: WAYNE DUNN & ASSOCIATES , LTD. 2457 BAKERVIEW ROAD

MILL BAY, BC CANADA V0P 2R0

WAYNE DUNN ANDREW GRANT

This report was developed with the support of the CANTAP Assistance Fund and administered by the Inter-American Development Bank.

ASSESSMENT OF ECONOMIC DEVELOPMENT OPPORTUNITIES FOR AFRO-LATIN COMMUNITIES IN THE

ATLANTIC COAST OF NICARAGUA

-

FINAL REPORT

SUBMITTED TO: CLAIRE NELSON INTER-AMERICAN DEVELOPMENT BANK

DECEMBER 2002

SUBMITTED BY: WAYNE DUNN & ASSOCIATES , LTD. 2457 BAKERVIEW ROAD

MILL BAY, BC CANADA V0P 2R0

WAYNE DUNN ANDREW GRANT

This report was developed with the support of the CANTAP Assistance Fund and administered by the Inter-American Development Bank.

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ASSESSMENT OF ECONOMIC DEVELOPMENT OPPORTUNITIES FOR AFRO-LATIN AND INDIGENOUS COMMUNITIES ON THE ATLANTIC COAST OF NICARAGUA

FOREWORD TO READERS

During the course of conducting this assessment and preparing this document, it became clear to the consulting team that there was no single place where one could find detailed information on the pilot communities, on community- and regional-level organizations and on other key development stakeholders along the Atlantic Coast of Nicaragua.

In order to properly fulfill the requirements of this assignment, the authors made every effort to develop and consolidate this information, making it available to the Inter-American Development Bank in order that they could properly assess the project prototypes that are presented. A decision was made to include much of this information within this report so that it would be available to other readers and could, hopefully, provide background information and detail that will direct and encourage additional development in the communities and region. Where the authors deemed it practical (e.g., organizational assessments) information has been presented as an appendix. Information presented within the body of the document is directly pertinent to the assessments undertaken, and can serve to inform further analysis of the prototypes as well as finalization of implementation plans.

The Introduction to this report outlines in detail what is contained within each Section as well as the Appendices. Readers wishing less comprehensive information are encouraged to go directly to those sections/communities/projects that are relevant for their purposes.

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EXECUTIVE SUMMARY

This assessment of economic development opportunities was commissioned in 2002, with financing from the Canadian International Development Agency (CIDA), by the Interamerican Development Bank (IDB) through the Social Development Division of its Sustainable Development Department. The mandate of the consulting team was the elaboration of project models or prototypes of viable income-generating activities for select Afro-Latin and Indigenous Communities along the Atlantic coast of Nicaragua in direct consultation with producers and leaders within the communities.

Using a systematic community selection process, six communities along Nicaragua’s Atlantic (Miskito) coast were identified to be the focus of pilot initiatives. Of these six, four (Pearl Lagoon, Marshall Point, Orinoco and Corn Island) are princ ipally Afro-Latin communities, displaying a relatively large population of Creole and/or Garifuna inhabitants. Another community (Francia Sirpi) is Miskito, while the sixth (Wasakin) has a predominantly Sumo population.

The project prototypes are based on community priorities, take into account the various challenges inherent in development initiatives along the Atlantic Coast, and attempt to build upon pre-existing community infrastructure and organizations. The communities selected to participate in this assessment reflect micro-regional cultural and development hubs, wherein productive support can have the greatest impact with an initial emphasis on capacity building, diagnostics, market recognition and productive development activities, rather than the polemic issues of physical infrastructure development and the establishment of commercial or community-based credit systems.

The prototypes presented in this assessment have been validated by the communities themselves as well as the Regional Governments of the Southern and Northern Autonomous Regions, the regional offices of the Ministry of Agriculture and Forestry (MAG-FOR), participating Municipalities of Rosita, Pearl Lagoon, Corn Island and Waspan, and both regional Universities: BICU and URACCAN.

To ensure that lessons learned were incorporated in the recommendations of this assessment, the methodology included an analysis of past and present economic development interventions in the region which have been supported by a variety of institutions inc luding, World Bank, UNDP, IDB, ASDI, CIDA, USAid, Interamerican Foundation, DANIDA, civil society and NGOs, and others.

Efforts were made to assess these initiatives, and to develop a comprehensive perspective of the development landscape along the coast, in order to avoid the potential for duplication of activity, and to inform the IDB of opportunities for collaboration. To that end, the consultants have held discussions with the following organizations and projects, all of which have expressed their commitment to support the prototypes presented herein with parallel initiatives in accordance with their own development priorities, within the context of an integrated development strategy:

o Emergency Social Investment Fund (FISE); o World Bank Rural Electrification Initiative; o United Nations Development Programme; o DANIDA Transport; o Inter-American Foundation;

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o Government of the Southern Atlantic Autonomous Region (GRAAS); o Government of the Northern Atlantic Autonomous Region (GRAAN); o Municipalities; o POSAF; o Corredor Biológico del Atlántico; o Meadow Lake Tribal Council Proinzapolka Forestry Initiative (Funding from CIDA);

A principal focus of this assessment was the identification of prototypes whose objectives fit within the Bank’s Productive Agricultural Reactiva tion initiative (NI-0159) in collaboration with Nicaragua’s Instituto de Desarrollo Rural (IDR). Given the IDR’s current lack of presence along the Atlantic coast, and the parameters provided to the consulting team by the Bank’s representatives in Managua, the consulting team has developed implementation strategies, partnerships, and potential institutional collaboration to increase the visibility and potential impact of the IDR’s efforts in the region.

Findings suggest that in all communities assessed, community- led agricultural reactivation presents a viable and sustainable means of economic development. Preliminary analyses and current production levels suggest that much of the land which is currently producing at subsistence levels or laying fallow has the capacity to produce a variety of products which have a proven market regionally, nationally and internationally. An added benefit is that the majority if not all agricultural production from the communities along the coast could be certified as organic by national and international bodies. This presents a tremendous opportunity for communities to derive even greater value from agricultural exports.

The principal technical challenges to agricultural reactivation are in the lack of awareness of markets amongst producers, lack of access to markets due to the lack of transportation options, and the lack of technical skills in the areas of seeding, crop rotation, irrigation, harvesting, handling and packaging of product. The technical challenges are compounded by organizational issues – the majority of community based organizations that could support agricultural initiatives require focused and sustained institutional strengthening in order to effectively support their membership and be sustainable contributing partners to the process. Project prototypes in the area of agricultural reactivation for all six communities are designed to support these groups to meet the organizational challenges they face. Groups and individuals have been identified in each community to assume a leadership role in these initiatives.

In the interest of diversifying economic activity and creating value-added to the productive agricultural opportunities, the consultants are also recommending prototypes focused on the processing of agricultural and agro-forestry products in selected communities. In this regard, the Bank-funded POSAF II sustainable agro-forestry initiative represents an opportunity for co-financing and institutional collaboration. The initial stage of POSAF did not include communities along the Atlantic Coast, but program representatives expressed to the consultants the sincere interest in leveraging the Bank’s findings through this assessment into their own community selection process. The consultants strongly suggest that the Bank consider three communities – Pearl Lagoon, Wasakin and Francia Sirpi – as pilot communities for POSAF II in the region.

A critical finding of this assessment is the need to provide direct and ongoing support to the six pilot communities involved in the agricultural rehabilitation, agro-forestry development and agricultural processing initiatives, as well as in the development and dissemination of

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agricultural information, provision of training and technical assistance, and inter-project coordination for a three to four year pilot initiative. To facilitate these goals, one prototype focuses on region-wide agricultural extension services to provide ongoing support to communities and to serve as a conduit for information and transfer of knowledge.

In the four Afro-Latin communities considered in this assessment – Pearl Lagoon, Marshall Point, Orinoco and Corn Island – small-scale craft or ‘artesanal’ fishing is the principal income generator for the vast majority of residents, alongside cash remittances from family and friends living and working abroad. In recent years, artisanal fisheries have been on the decline due to decreasing stocks of lobster, shrimp and some finfish, highly-efficient and environmentally degrading fishing practices, lack of resources to maintain and upgrade boats and equipment, and increasing competition with foreign-owned industrial boats. Throughout the assessment, it was the consensus opinion of industrial fishermen and individual craft fishermen alike that small-scale fishing operations are more productive and efficient, while being less environmentally damaging than industrial fishing. Prototypes developed for the Creole and Garifuna communities of Pearl Lagoon, Marshall Point and Orinoco, as well as the Creole/Miskitu communities of Greater and Lesser Corn Island, reflect opportunities to strengthen the abilities of craft fishermen working in common to improve their infrastructure and protect the resources of the sea and lagoon.

Beyond the 13 prototypes considered as viable for this assessment, seven additional prototypes were also developed in the areas of aquaculture, support to home-based tourism, and cattle production. In the opinion of the consultants, these prototypes lack strong support in the community, and require further study to determine implementation feasibility and environmental impact. They are listed in the appendices of this assessment as prototypes for further consideration.

Throughout the assessment, community leaders, agricultural producers, fishermen and women in the various communities frequently expressed their frustration concerning nature and process of previous development efforts. Another finding is that many of the communities are suffering from “development fatigue” resulting from the large numbers of ‘studies’ (which require community time and energy and seem to seldom produce any tangible community benefits). To combat the skepticism stemming from this situation, the consultants recommend the establishment and/or reinforcement of strong and enduring lines of communication between the development agencies and the communities themselves. This is an initiative that could be spearheaded by the Inter-Institutional Forum for the Atlantic Coast (FIICA), and may mitigate some of the negative sentiment around development initiatives pervasive in the region today.

Thoughtful support of community-based development along the Atlantic coast must recognize the increasing political, cultural and economic isolation felt by the residents of these communities, and must take into account efforts undertaken in past interventions, drawing experience from the lessons learned from both successful and unsuccessful initiatives. The Bank has an opportunity to support incipient and established development groups in the communities outlined in this report, and to foster pilot initiatives to provide a catalyst for the integration of the efforts of development agencies, civil society groups, national and regional governments in the region. The prototypes presented in this assessment represent viable means of supporting disadvantaged peoples and communities. It is expecated that many of the prototypes will produce information and lessons that can be applied throughout the region and can serve to inform IDB projects in other countries in the hemisphere.

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Acronyms

ACDI / CIDA Agencia Canadiense de Desarrollo Internacional / Canadian International Development Agency

ACNUR Alto Comisionado de las Naciones Unidas para Refugiados ADEPHCA Asociación de Desarrollo y Promoción Humana de la Costa Atlántica ADESCA Asociación para el Desarrollo de la Costa Atlántica ADPESCA Administración Nacional de Pesca y Acuicultura ADRA Adventist Development And Relief Agency AECI Spanish International Cooperation Agency AMICA Asociación de Mujeres Indígenas de la Costa Atlántica AMIR Asociación de Mujeres Indígenas Rama AMURACAN Asociación de Municipios de las Regiones Autónomas de la Costa Atlántica de

Nicaragua APAM Asociación de los Pescadores Buzos Artesanales Miskitos APENN Asociación Nicaraguense de Productores y Exportadores de Productos no

Tradicionales ASDI / SIDA Swedish International Development Cooperation BICU Bluefields Indian and Caribbean University BID/IDB Banco Interamericano de Desarrollo / Inter-American Development Bank BM/WB Banco Mundial / World Bank CARUNA Cooperativa de Ahorro y Crédito "Caja Rural Nacional" R.L CDE Centro de Desarrollo Empresarial CDM Comités de Desarrollo Municipal CEDECHA Centro de Derechos Civiles, Humanos y Autónomos Centro CONADES Conservación de la Naturaleza y el Desarrollo CIDA Canadian International Development Agency CONADES Consejo Nacional de Desarrollo CONPES Consejo Nacional de Planificación Económica DANIDA Danish Agency for Development Assistance EA Entidades Administrativas ERCERP Estrategia Reforzada de Crecimiento Económico y Reducción de Pobreza FADCANIC Fundación para la Autonomía y el Desarrollo de la Costa Atlántica de

Nicaragua FIICA Foro Inter-Institucional de la Costa Atlántica FISE Fondo Social de Inversión y Emergencia FUNDE Fundación para el Desarrollo Económico FUNDECA Foundation for the Education and Development of the Atlantic Coast FURCA Fundación por la Unidad y Reconstrucción de la Costa Atlántica GRAAN Gobierno Regional de la Región Autónoma Atlántico Norte GRAAS Gobierno Regional de la Región Autónoma Atlántico Sur GTZ Deutsche Gesellschaft für Technische Zusammenarbeit IDR Instituto de Desarrollo Rural

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IDSIM Instituto de Desarrollo de la Iglesia de Moravia INATEC Instituto Nacional Tecnológico INDEL Iniciativas para el Desarrollo Local INEC Instituto Nacional de Estadísticas y Censos INFOR Instituto Nacional Forestal INIFOM Instituto Nicaragüense de Fomento Municipal INPRU Instituto de Promoción Humana INTA Instituto Nicaragüense de Tecnología Agropecuaria IPADE Instituto para el Desarrollo de la Democracia JICA Japan International Cooperation Agency KEPA The Service Centre for Development Cooperation (Finland) MAGFOR Ministerio Agropecuario y Forestal MARENA Ministerio del Ambiente y los Recursos Naturales MECD Ministerio de Educación, Cultura y Deportes MEDA Mennonite Economic Development Associates MIFIC Ministerio de Fomento, Industria y Comercio MINSA Ministerio de Salud de Nicaragua MTI Ministerio de Transporte e Infraestructura NGO/ONG Non-Governmental Organization / Organización No-Gubernamental NOVIB Netherlands Organization for International Development Cooperation OAGANIC Nicaraguan Afro-Garifuna Organization PAC Proyecto de Apoyo a la Competitividad Agroalimentaria PANA PANA Asociación para el Desarrollo de la Costa Atlántica PNDR Programa Nacional del Desarrollo Rural POSAF Programa Socioambiental y de Desarrollo Forestal PROFOR Proyecto Forestal de Nicaragua PRORAAS Proyecto de Apoyo al Desarrollo Humano Sostenible de las Comunidades

Indígenas y Campesinas de la Zona Norte de la Región Autónoma del Atlántico Sur

PROTIERRA Proyecto Reforzamiento de Políticas de Recursos Naturales PRPA Programa de Reactivación Productiva Agroalimentaria PRSP Nicaraguan Poverty Reduction Strategy Paper RAAN Región Autónomos Atlántico Norte RAAS Región Autónomos Atlántico Sur SETEC Secretaria Técnica de la Presidencia SIBURAAN Sindicato de Busos de la RAAN SISPADRU Sistema de Procedimientos Ambientales de Desarrollo Rural SUKAWALA National Association of Sumu Communitie s UE / EU Unión Europea / European Union UNAG Unión Nacional de Productores y Ganaderos URACCAN University of the Autonomous Regions of the Caribbean Coast of Nicaragua USAID United States Agency for International Development

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TABLE OF CONTENTS

1 INTRODUCTION..................................................................................................................... 1

2 METHODOLOGICAL APPROACH............................................................................................ 3 2.1 Major Activities 5 2.2 Data Gathering and Research 5 2.3 Use of Analytical Frameworks 6

2.3.1 Multi-Lateral and Bi-Lateral Program Review Framework.....................................................6 2.3.2 Summary of Key Bi-Lateral Development Agencies...................................................................6 2.3.3 Community Selection.........................................................................................................................7 2.3.4 Community Assessment Framework ............................................................................................14 2.3.5 Organizational Assessment Framework ......................................................................................14 2.3.6 Dev-SCOT Analysis..........................................................................................................................14 2.3.7 Project Prototype Assessment Framework ..................................................................................14

3 OVERVIEW OF SOCIO-ECONOMIC CONDITIONS AND PRODUCTIVE ACTIVITIES ON THE ATLANTIC COAST............................................................................................................... 15

3.1 Historical and Socio-Economic Overview of Atlantic Coast 15 3.2 General Comments on Atlantic Coast Development Challenges 18

4 SELECTED COMMUNITIES ................................................................................................... 19 4.1 Introduction 19 4.2 Pearl Lagoon Basin (Pearl Lagoon, Marshall Point and Orinoco) 20

4.2.1 Community Assessment ...................................................................................................................20 4.2.2 Community-Based Organizations .................................................................................................25 4.2.3 Dev-SCOT Analysis for Pearl Lagoon Basin.............................................................................32

4.3 Corn Island 33 4.3.1 Community Assessment ...................................................................................................................33 4.3.2 Community-Based Organizations .................................................................................................38 4.3.3 Dev-SCOT Analysis for Corn Island ............................................................................................46

4.4 Wasakin 47 4.4.1 Community Assessment ...................................................................................................................47 4.4.2 Wasakin Community Organizations.............................................................................................51 4.4.3 Dev-SCOT Analysis for Wasakin..................................................................................................56

4.5 Francia Sirpi 57 4.5.1 Community Assessment ...................................................................................................................57 4.5.2 Community-Based Organizations .................................................................................................62 4.5.3 Dev-SCOT Analysis for Francia Sirpi .........................................................................................64

5 COMMUNITY ACTION PLANS .............................................................................................. 65 5.1 Introduction 65 5.2 General Considerations 67 5.3 Pearl Lagoon Basin Communities 68

5.3.1 Pearl Lagoon.....................................................................................................................................68 5.3.2 Marshall Point...................................................................................................................................69 5.3.3 Orinoco ...............................................................................................................................................69 5.3.4 Project Outlines – Pearl Lagoon Basin Communities..............................................................70 5.3.5 Implementation Plan for Pearl Lagoon.......................................................................................72 5.3.6 Implementation Plan for Orinoco.................................................................................................73 5.3.7 Implementation Plan for Marshall Point ....................................................................................73

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5.4 Corn Island 74

5.4.1 Community Summary ......................................................................................................................74 5.4.2 Project Outlines - Corn Island .......................................................................................................74 5.4.3 Implementation Plan.......................................................................................................................76

5.5 Wasakin 77 5.5.1 Community Summary ......................................................................................................................77 5.5.2 Project Outlines - Wasakin.............................................................................................................78 5.5.3 Implementation Plan.......................................................................................................................80

5.6 Francia Sirpi 81 5.6.1 Community Summary ......................................................................................................................81 5.6.2 Project Outlines - Francia Sirpi ....................................................................................................82 5.6.3 Implementation Plan.......................................................................................................................84

5.7 Project Integration Framework 85 5.7.1 Pearl Lagoon Basin Agricultural Initiatives Inter-Project Coordination Framework .....86

6 PROJECT PROTOTYPES ....................................................................................................... 88 6.1 Introduction 88 6.2 Atlantic Coast Region 91

6.2.1 Agricultural Extension Services for Atlantic Coast..................................................................91 6.3 Pearl Lagoon Basin 94

6.3.1 Pearl Lagoon Basin Communities Agricultural Reactivation Project..................................94 6.3.2 Development of Value-Added Agricultural Processing Industry in the Pearl Lagoon Basin

..................................................................................................................................................99 6.3.3 Upgrading of Local Artisan Fishing Fleet in Pearl Lagoon Basin.................................... 102

6.4 Corn Island 106 6.4.1 Agriculture Rehabilitation Program for Corn Island............................................................ 106 6.4.2 Capacity Development of Asociación de Pescadores Miskitos de Corn Island................ 110 6.4.3 Upgrading of Local Artisan Fishing Fleet Through the Corn Island Artisanal Fishermen’s

Union................................................................................................................................... 113 6.5 Wasakin 116

6.5.1 Wasakin Agricultural Support Project...................................................................................... 116 6.5.2 Wasakin Agro Forestry Development ....................................................................................... 120 6.5.3 Development of Value-Added Processing Options for Agricultural and Agro-Forestry

Products in Wasakin........................................................................................................ 124 6.6 Francia Sirpi (Tasba Raya) 128

6.6.1 Francia Sirpi/Tasba Raya Agricultural Support Project ...................................................... 128 6.6.2 Francia Sirpi/Tasba Raya Agro Forestry Development........................................................ 131 6.6.3 Development of Value-Added Processing Options for Agricultural and Agro-Forestry

Products in Francia Sirpi................................................................................................ 135 6.7 Summary of Recommended Project Prototypes 139

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7 SUCCESS FACTORS AND ADDITIONAL CONSIDERATIONS....................................................145 7.1 Institutional Collaboration 145 7.2 Project Implementation 145 7.3 IDR Project Coordinator for Atlantic Coast Initiatives 146 7.4 Community Relations 147 7.5 Institutional Strengthening of Regional Universities 148 7.6 Launching of POSAF on Atlantic Coast 148 7.7 Support to Donor Collaboration 149 7.8 Collaboration with Centros de Desarrollo Empresarial 149 7.9 Access to Credit 149 7.10 Focus on Community Organizations 149

8 CONCLUSIONS ...................................................................................................................150

LIST OF FIGURES AND MAPS

Figure 2-1 Graphical Representation of Methodological Approach................................................................................. 4

Figure 2-2: Community Selection Analytical Framework................................................................................................ 8

Figure 4-1: Map of Selected Communities ........................................................................................................................ 19

Figure 4-2: Location of Pearl Lagoon Basin Communities ............................................................................................ 20

Figure 4-3: Location of Corn Island.................................................................................................................................... 33

Figure 4-4: Location of Wasakin ......................................................................................................................................... 47

Figure 4-5: Location of Francia Sirpi ................................................................................................................................. 57

APPENDICES

Appendix I – List of Information Sources ......................................................................................................................... A1

Appendix II – Community Consultations.......................................................................................................................... A4

Appendix III – List of Meetings and Consultations ....................................................................................................... A14

Appendix IV – Prototypes Requiring Further Development ........................................................................................ A27

Appendix V - Organizations and Institutions .................................................................................................................. A51

Appendix VI - Past and Current IDB and other Multi-Lateral Interventions on the Atlantic Coast...................... A85

Appendix VII – Key Bilateral and Other Prominent Development Agencies ........................................................... A98

Appendix VII – Detailed Methodological Approach...................................................................................................A107

Appendix IX – Suggested Actions to Improve Success and Sustainability of Project Prototypes.......................A116


1 INTRODUCTION Early in 2002, The Social Development Division of the Sustainable Development Department of the Inter-American Development Bank (IDB) contracted Wayne Dunn and Associates, Ltd. (WDA) under Technical Cooperation Number ATN-CT 7634-NI to assess economic development opportunities for Afro-Latin and Indigenous Communities located in the Atlantic Coast Region of Nicaragua. The contract was won under a competitive bid, with funding provided by the Canadian Technical Assistance Program at the IDB (CANTAP).

The objective of this assessment is:

To develop project models of viable income-generating activities for specific Atlantic coast communities of Nicaragua in consultation with these communities.

This (Draft) Final Assessment Report and Community Action Plans builds upon the Interim Report submitted in June of 2002, which outlined the six communities selected to be part of the final assessment. The Interim Report also outlined the detailed methodological approach utilized by the consultants on this assignment.

This study is not an exhaustive review of projects or communities, nor a definitive socio-economic analysis of the region. It builds upon the myriad of studies and assessments undertaken in recent years, and provides concrete steps to be taken to focus integrated productive development support in the communities in question.

The assessment includes the identification of pilot communities and elaboration of production project prototypes to be recommended to the IDB. The thirteen project prototypes provided in this report illustrate viable income-generating enterprises for the selected communities and target populations. They were decided upon consultation with the productive and political leaders within the communities – men and women, municipal, regional and national public sector organizations, civil society and private investors, as well as other stakeholders from the Donor and Development community. Extensive collaboration was established with and between these groups, providing the consultants with an understanding of lessons learned from past initiatives, as well as a perspective on current and future interventions.

Following this Introduction, the report is organized into seven (7) sections, supported by several appendices:

o Section 2 provides a brief explanation of the methodological approach utilized to gather and analyze the information supporting the project prototypes;

o Section 3 provides a basic socio-economic overview of the Atlantic Coastal region of Nicaragua;

o Section 4 introduces the six communities around which the project prototypes are based. It includes an assessment of each community, an introduction to the various community-based organizations, and a Dev-SCOT (Development Strengths, Weaknesses, Opportunities and Threats) Analysis for each community;

o Section 5 presents the community action plans and

o Section 6 details thirteen specific project prototypes;


o Section 7 presents a brief set of general comments and suggestions specific to the rollout of the Bank’s NI-0159 Rural Agricultural Rehabilitation initiative on the coast;

o The Conclusion is presented in Section 8.

Attached to the report are various appendices as follows:

o Appendix I provides a listing of all information sources, including reports, proposals, documents, websites and other media;

o Appendix II details the community consultation process for this assessment

o Appendix III provides a partial list of individuals and organizations consulted during the initial project mission in April and May of 2002 and during the follow-up and feedback mission in June and the community debriefing mission in July of 2002;

o Appendix IV outlines project prototypes requiring further development ;

o Appendix V contains organizational assessments for key national and regional civil society, public sector and universities;

o Appendix VI provides an summary analysis of selected past and current development interventions along the coast;

o Appendix VII details the focus areas, projects and budgets of key bilateral agencies active on the Atlantic coast.

o Appendix VIII outlines the detailed methodological approach utilized within this assessment;

o Appendix IX presents an interesting paper on community development in the Atlantic Coast that we feel could help to inform development stakeholders in the region.


2 METHODOLOGICAL APPROACH In order to achieve the primary objective of this Consultancy - “To develop project models of viable income-generating activities for specific Atlantic coast communities of Nicaragua” - the consulting team utilized a variety of tools and methods to gather, analyze and present information in a logical, value-added way.

Building upon the experience of local and Canadian project team members in development initiatives along the coast, a methodology was developed to enable a systematic, thorough and participative approach to the preparation of Community Action Plans and Project Prototypes. The activities of this technical cooperation were undertaken under the following principles:

o Participative People Centered Process;

o Knowledge Exists In The People;

o Respect for Traditional Community Structures and Organizations;

o Open and Honest Communications;

o Frequent Consultation with and Feedback to Clients, Communities and Stakeholders;

A detailed description of the methodological approach was provided in the Interim Report, and is reproduced in Appendix VIII at the end of this report. The following section will summarize the key aspects of the methodology, highlighting the use of analytical frameworks and the major activities undertaken in the development of the community action plans and project prototypes.

Figure 2-1 below illustrates the overall methodological and analytical approach utilized by the consultants.


Figure 2-1 Graphical Representation of Methodological Approach

Community Data- Population & Demographics- Local Government- Community Description- Community Infrastructure- Educational Infrastructure- Major Industries & Resources- Other Business/Economic info- Development Constraints- Interaction with Nat. Govt. Programs- Community Organizations- NGO & other International Activity- Productive Opportunities- Other Information

Organizational Data- Name- Contact Information- Objective & Mandate- Membership- Leadership- Background & History- Finance- Governance- Project Experience- Current Projects- Infrastructure- Partners- Potential Projects

Project Data- Proponent- Sector- Objectives- Narrative Description- Background/History- Partners & Collaboration- Metrics- Budget/Financing- Market Information- Production Information- Geograpic/Infrastructure Issues

Bi-Lateral Agencies- Name- Focus/Priorities- Current Projects- Annual Budget (for area)

Prior Programs- Program Sponsor- Timeframe/Status- Budget- Implementing Agency- Other Stakeholders- Geographic Focus- Major Objectives- Major Accomplishments- Major Challenges (efforts to overcome)- Afro-Latin/Indigenous Impact- Lessons Learned- Other

Organizational Analysis- Major Strengths- Critical Challenges- Project Opportunities- Main Threats- Training and Development Needs

Project Analysis- Previous Experience of Proponents- Capacity Analysis (proponent)- Major Strengths- Major Risks & Mitigation plans- Technical Assistance Needs- Next Steps

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2.1 Major Activities Following is a brief description of the principal missions and activities involved in the preparation of this assessment:

1. Two missions to IDB headquarters in Washington for meetings with key IDB personnel

o Mr. Wayne Dunn in April 2002;

o Mr. Wayne Dunn and Mr. Andrew Grant in May 2002

2. Initial Mission to Nicaragua, including visits to several Creole, Garifuna, Rama and Miskito communities in the Northern Atlantic Autonomous Region (RAAN) and the Southern Atlantic Autonomous Region (RAAS).

o Mr. Wayne Dunn, Mr. Andrew Grant and Mr. Samuel Mercado in April & May 2002

3. Follow-up mission to each of the six selected communities for further data gathering, clarification and initial community feedback of project prototypes

o Mr. Samuel Mercado and Mr. Jorge Quintana in June 2002

4. Community debriefing mission with seminars held in each of the six communities to review project prototypes and discussions around implementation and organization of community groups.

o Mr. Andrew Grant, Mr. David Kattenburg and Mr. Samuel Mercado in July 2002

5. Regular consultation with non-traveling members of project team Dr. Joseph Palacio, Dr. Bernard Dasah and Ms. Gifty Serbeh-Dunn.

2.2 Data Gathering and Research Data gathering and research included the following activities:

o Desktop research; o Review of relevant and available IDB and other documents; o Meeting with key IDB personnel in Washington, Managua and Bluefields; o Meeting with other donors, multi- lateral and bilateral stakeholders in Nicaragua,

Washington and Canada; o Meetings and consultations with key Atlantic Coast development stakeholders

including regional civil society organizations, private sector, municipalities and regional governments;

o Meetings and consultations with community leaders, community organizations and community members in focus communities

o Meetings with key personnel from the Rural Development Institute (IDR), Ministry of Agriculture and Forestry (MAG-FOR), Ministry of Natural Resources and the Environment (MARENA) and other national and regional Departments and Ministries

o Review of other multi- lateral and bilateral projects focused on Atlantic Coast


o Review of project documents o Where possible, interviews with 2 or more project stakeholders

o Sustained community and stakeholder feedback through meetings, telephone/fax communications and email;

In total the Consulting team met with well over 500 individuals plus interacted with another several hundred local residents at community and village meetings. Many individuals were met with several times. Additionally information was gathered from a variety of sources, including published documents, draft reports, and interviews undertaken from April to August 2002. All information sources are listed in Appendix I, while a comprehensive list of interviewees is included in Appendix III.

2.3 Use of Analytical Frameworks In order to ensure systematic gathering and management of information in support of the identification and development of project opportunities for Afro-Latin and Indigenous Communities, the Consultants developed a series of analytical frameworks. Following are brief descriptions of each of these frameworks. Examples of each are included in the Interim Report submitted in June 2002.

2.3.1 Multi-Lateral and Bi-Lateral Program Review Framework

In order to better advise on methodologies and approaches for enhancing the inclusion of Afro-Latin and Indigenous Peoples in activities financed by IDB Loan NI-0159 and other initiatives, the Consultants undertook a summary review of several other Multi-Lateral and Bi-Lateral Development projects on the Atlantic Coast. Some of these projects were identified by the IDB and others were identified during the initial data gathering stage of the project. The intent was not to undertake an exhaustive or comprehensive review of previous projects but to simply develop a basic understanding of the extent of previous development efforts and the lessons learned. The framework was developed to ensure consistency in the review of various programs. It should be noted that, as the intent of the current assignment is not to undertake a full project assessment, the Consultants limited themselves to readily available data and information. Efforts were made to reference at least two data sources for each project.

2.3.2 Summary of Key Bi-Lateral Development Agencies

In order to better understand the overall development landscape and easily identify potential co-financiers or collaborative opportunities for projects, the Consultants prepared a summary of key Bi-Lateral Development Agencies operating in the Atlantic Region of Nicaragua. The information gathered included priority focus areas for each bilateral agency, a listing of their current projects, approximate annual budgets and other pertinent information such as contact information.


2.3.3 Community Selection

While the primary objective of this assignment was to elaborate specific project prototypes, we recognized that the projects themselves would emanate from a community base. We therefore initiated our investigation at the community level, visiting seventeen communities in total. Our intention was not to compile an exhaustive ranking of potential communities but to simply ensure that we selected communities that met the stated criteria (Afro-Latin or Indigenous populations and potential productive projects).

In both the RAAN and the RAAS the Consulting team made a preliminary list of potential communities based upon our experiences in the area and supplemented by consultations with key IDB and other stakeholders. The team then made initial visits to the selected communities in order to gain first hand information and meet with community stakeholders. In cases where initial visits were not possible or practical we made a thorough review of available material and gathered supplemental information through interviews. In all cases, at least one project team member had made a prior visit to the community.

The information gained from these community visits was supplemented through desktop research and, where possible, with further interviews with external stakeholders. Information on the selected communities was reviewed and analyzed using the Community Selection Analytical Framework outlined in Figure 2.2 below. This provided an overview of the strengths, weaknesses and potential projects from each community. A review of this framework enabled us to identify 6 communities that will become the focus of project prototypes and community action plans.


Figure 2-2: Community Selection Analytical Framework

COMMUNITY STRENGTHS WEAKNESSES POTENTIAL PROJECTS

Auhya Pinhi § Predominantly Miskitu population § Small project infrastructure established

§ Good access road § Health Center § Access to construction materials to market locally

or regionally § Technical craftsman in wood working availability

§ Weak community level organization § Agricultural development requires 20km of

travel and river crossing to access land

§ Wood processing & furniture making § Agricultural production

§ Sand for glass making § Rocks for construction § Nature reserve / ecotourism

Bluefields § Presence of government, private sector and NGOs

§ Commercial hub for dozens of surrounding communities

§ Electricity & communications

§ Port with access to Caribbean § Two universities and other technical schools § Capital of the RAAS region

§ Easy access to agricultural land

§ No road access to Managua – only aerial and maritime access

§ 65% Mestizo population § High probability of duplication with BICU

research efforts for IDR / NI-0159

§ Co-op group (UPGRAAS) processing, storage and commercialization of agricultural commodities for export

§ Tourism and eco-tourism opportunities

§ Offshore fishery for scale, shrimps and lobsters

§ Agriculture and sea food processing

Brown Bank § Predominantly Creole population § Agricultural potential

§ Fishery potential § Forestry potential

Corn Island § Creole / Miskitu / Mestizo population

§ Good support from municipality § Good community level organization § Excellent tourism potential

§ Availability of professionals for development project capacity.

§ Isolated

§ Massive population growth § Abandoned subsistence and commercial

agriculture since Hurricane Joan

§ Tourism Development

§ Artisanal Fisheries support § Agricultural reactivation



§ Availability of infrastructure to promote tourism and eco-tourism

Kukra Hill § Predominantly Creole population

§ Road in development to Pearl Lagoon § Presence of private sector

§ Reticence on the part of private sector to contribute to effective maintenance of community resources

§ Sugarcane factory

§ African palm (oil) production

Kum § Predominantly Miskitu population

§ Existing rice thresher, dryer and silo § Access to Wangki § Central to several communities

§ Agricultural projects tend to get washed out in floods

§ Access road to Waspam is very poor § Extremely dependent upon downriver

communities § Periodic flooding & devastation of crops § Very isolated during flood times

§ No electricity § Lack of education § Community has no concept of value of

previously donated infrastructure

§ Agricultural renewal

§ Threshing and storage infrastructure § Cattle raising

Kururia § Predominantly Miskitu population § Access road to highway is good

§ Previous infrastructure – community meeting area. § Availability of and access to agriculture land § Pine forest for commercial use

§ Weak community level organization § Very little infrastructure

§ Poor access to water § No electricity § Forestry development is limited because of

neighboring communities’ efforts § Small land base

§ Agricultural development § Forestry management



Marshall Point / Orinoco

§ Predominantly Garifuna population § Has power plant (currently inoperable) § FADCANIC training center nearby;

§ Previous project infrastructure – basketball and community house

§ Studies recently done on pineapple production

§ Good inter-community relations

§ Power plant doesn’t work in Marshall Point § Population base very small to manage large

projects and maintain infrastructure

§ Community-level organization is relatively weak

§ Pineapple development § Dashin plantation § Eco-tourism development

Muelle de los Bueyes

§ Strong local organization through ACOMODEBUEY

§ Experience with USAID § Agriculture potential § Cattle raising potential

§ Project proposals already developed

§ Predominantly Mestizo population (does not meet afro/latin or indigenous criterion)

Pearl Lagoon § Creole / Garifuna / Mestizo / Miskitu population § Many projects already underway

§ Hub for all communities in the basin § Recent infrastructure projects undertaken and more

planned (wharf & road to Kukra Hill)

§ Electricity § Water access to Bluefields by large boats § FADCANIC agro-forestry project

§ Christian community org in PL – managing funds from wharf use (Not Municipality)

§ Abundance of community-based groups

§ Municipality has not maintained roads well § Strengthening needed at level of municipality

§ Bluefields Municipality (Creole/Garifuna)

§ Agricultural potential § Pineapple processing plant

Puerto Cabezas (Bilwi)

§ Predominantly Miskitu population (74%) § Home of two universities and other technical

schools.

§ Fishing in region is exhausted § Lack of constructive engagement between

municipality and regional government

§ Support to Artisanal Divers Union § Support to revolving cash and in-kind

micro -credit initiatives to local businesses



§ Capital of the RAAN § Hub for several community-based organizations § RAAN Regional Government

§ Municipality of Bilwi § Large population – center for commercial activity

Rama Cay § Predominantly Rama population

§ Small history of projects/intervention § Electricity § Experience of working with NGOs and the local

municipal government

§ Limited physical space for development of infrastructure on island

§ Subsistence attitude § Reticence to leave Rama Cay (island) which

limits potential for development § Limited capacity to maintain infrastructure § Major transportation challenges

§ Lack of food to feed workers

§ Coconut production

§ Cattle raising (women’s organization) § Rice production § Wood processing

§ Artisan fishery

Tasba Raya/Francia Sirpi

§ Predominantly Miskitu population § WB interested in doing electrical energy

infrastructure and productive activities § Large land base with forests § Year-round road access to Puerto Cabezas

§ Production potential in various products § Good number of educated individuals in

community

§ Easy support access from either Waspam or PC § No flooding threat § Presence of NGOs

§ Small medical center § Close to BOSAWAS reserve § 7 communities within 50 km perimeter for any

sustainable agriculture project for export

§ No electricity § Relatively little community infrastructure

§ Agricultural reactivation § Rice, mucácias, beans, root crops

(cassava) pineapple, vegetables § Cattle raising § Forestry 5,000 hectare land base of ex-

combatants– POSAF II § Wood processing and commercialization § Area to grow cacao for exportation

§ Possible Eco-Tourism project in the area of BOSAWAS.



Tortuguero § Excellent agricultural potential § Predominantly Mestizo population (does not meet afro/latin or indigenous criterion)

Wasakin § Predominantly Sumo (Mayangna) population

§ Close to city of Rosita § Close to main road linking PC to Managua – easy

access to move goods

§ 12 km of gravel road from Rosita with no major bridges – only ‘cajas’ which are easily maintained

§ IDB interest as focus community

§ Center (capital) for Mayangna/Sumo culture § Save the Children (Canada) has expressed interest

in water and sanitation

§ Contigo International has targeted community for investment in crop storage building construction through CIDA

§ FISE may be doing infrastructure in future if there is a partner

§ RAAN Governor very interested in supporting

§ 36,000 hectares of land – lots of opportunities for forestry and agriculture

§ INTA working on processing bean seeds “semilla mejorada” in nearby Siuna

§ MEDA – Mennonite business group wants to exploit potential market for black beans to CR, Mexico, Canada

§ People are open and willing to participate in community efforts.

§ Traditional isolation from government interventions – has been a low priority

§ River occasionally floods § Lack of electrical capacity

§ Weak communication infrastructure Growing problem with alcoholism in community amongst youth

§ Cattle raising

§ Agriculture – upper part of river is excellent for bean production

§ Forestry Management – POSAF collaboration

§ Eco-tourism – living near a river where downriver is the biggest wetland (delta of Prinzapolka and Banbana river – 200,000 hectares of land) in Nicaragua where there is a variety of pristine flora and fauna.

§ Can be a pilot for future government/municipality/community relations


Waspam § Predominantly Miskitu population

§ Good infrastructure & linkages to markets § Presence of public sector, private sector and NGOs § Good base of technical professionals

§ Focus for development activities § Transportation hub for more than 40 communities

to other parts of the RAAN and Nicaragua

§ History of failed projects on large scale

§ Several organizations fighting for dollars and support

§ Limited productive capacities – more in line with processing and commercialization

§ Thresher & dryer reactivation

§ Infrastructure for commercialization & production hub

§ Micro-credit support

§ Integration of POSAF

Wawa § Predominantly Miskitu population § Project history with AMICA § Close to Puerto Cabezas – good transport by boat

§ Good eco-tourism potential § Attractive community § Strong Miskitu cultural center

§ Lack of independence because of proximity to Puerto Cabezas

§ Maritime access only – no road

§ Fisheries have been over-exploited and are exhausted

§ Limited development opportunities

§ Eco-tourism development § Artisanal Fisheries


2.3.4 Community Assessment Framework

The Consultants prepared comprehensive community assessments to provide a snapshot of each community to inform and illuminate project prototypes. The following information was gathered for each community:

o General Description Of Micro-Region/Community o Population and Demographics o Community Infrastructure o Educational Infrastructure o Role of Municipal Government o Economic Activity o Development Constraints o Key Locally-Based Organizations and Institutions o NGO and other International Activity o Community-Based Organizations

2.3.5 Organizational Assessment Framework

To enhance the community level information collected, the consultants identified key development organizations and institutions for further review. The organizational assessment framework developed for civil sector, public sector, universities and community level organizations enabled a systematic review of each organization’s capacity and project priorities. It must be noted that many organizations – especially community-based - are at an incipient level and some of the information was not available.

2.3.6 Dev-SCOT Analysis

The consultants have prepared a comprehensive DEVSCOT™ Analytical Framework for each Afro-Latin and Indigenous community considered in this assessment. The framework enables a methodical approach to identifying and assessing project opportunities, especially those proposed by socially and economically marginalized groups.

2.3.7 Project Prototype Assessment Framework

Potential projects identified through the assessment are presented using the Project Assessment Framework. It was designed to provide a consistent method of providing an overview of each prototype and to assist the IDB and other development stakeholders to determine how (or if) to best support individual initiatives. Where applicable, project information should be considered in conjunction with the information prepared on the organization(s) promoting the project and the community profiles.


3 OVERVIEW OF SOCIO-ECONOMIC CONDITIONS AND PRODUCTIVE ACTIVITIES ON THE ATLANTIC COAST

Six communities that contain significant populations of Afro-Latin and Indigenous Peoples were selected as the target communities for this study. With the exception of Corn Island, each community represents a micro-regional hub around which project prototypes can be built for the benefit of surrounding smaller communities. The following section will provide a snapshot of the region and the specific communities, with a focus on data that supports an effective socio-economic and productive analysis of the communities in question.

3.1 Historical and Socio-Economic Overview of Atlantic Coast The Atlantic coast has a rich multi-ethnic history, punctuated with occasional violent conflict and a history of challenging relations and political incongruence with Managua. Despite the vast natural resources of the region, Afro-Latin and Indigenous communities along the coast are mired in extreme poverty and facing major social and economic challenges.

According to a recent UNDP evaluation report, the region is vulnerable environmentally, socially, economically and institutionally. This vulnerability is fostered by several factors, including the fragility of the region’s eco-systems, the advance of the agricultural frontier from the West, the impact of cyclical natural disasters (droughts, forest fires, hurricanes and floods), the growing influence of drug-trafficking, the fragile nature of human security, the disconnect between Mestizo and indigenous cultures in the region, the stagnant socio-economic nature of the region, institutional paralysis, and the lack of ‘de-facto’ autonomy as manifested by the obstruction in the management of community, municipal and regional authorities at the hands of the central government. 1

Statistical information for the region is generally inconsistent and unreliable. The most recent national census was taken in 2000, though the data has not yet been analyzed and disseminated to the general public. The region has experienced high levels of immigration in recent years, reflecting the increasing pressures on agricultural land from Mestizo cattlemen expanding their operations eastward, and threatening the already heavily burdened and inadequate social infrastructure.

History

Atlantic coast communities – historically populated by Miskito Indians and Creole descendents of former slaves from other areas of the Caribbean - fell under the protection of the British crown until the late 19th Century, when the region was officially re- incorporated into Nicaragua. The distinct history of governance structures, languages and ethnicities lies at the root of many of the present day differences between the coast and the rest of Nicaragua, and is reflected in the cultural and political mosaic we see today.

The economic foundations of the region reflect a history of resource extraction by outsiders – both foreign companies and Nicaraguan organizations from the Pacific coast. Prevailing activities included large-scale mining, logging, agriculture and fishing - producing gold, chicle, rubber, and lobster for the export market. Anecdotal history suggests that these

1 Informe de Evaluación Final, ProRAAS II. Bluefields, RAAS, June 2001, page 3


activities were largely unsustainable, environmentally devastating, and gave little consideration for local communities. This paradigm continues to this day with logging and fishery activities, often dominated by foreign companies operating in a weak legislative environment, whose activities are not subject to adequate monitoring. Much of the local economies and infrastructure in the region were severely jeopardized or destroyed outright through the tumultuous revolution years in the 1980s, and have not yet returned to their former state.

Political

Politically, the Nicaraguan Atlantic Coast is divided into two regions: The Northern Atlantic Autonomous Region (RAAN) with its headquarters in Puerto Cabezas, and the Southern Atlantic Autonomous Region (RAAS) based in Bluefields. These regions arose out of the Autonomy Law of 1987, which recognized the distinct cultural and economic makeup of the Atlantic Coast, and which ceded much administrative authority from the Central Government to the two regional councils. Each Region is divided into municipalities – 12 in the RAAS and 6 in the RAAN. In general terms, these municipalities are severely under-resourced and have limited capacity to support and manage development. The two regional governments are currently in the process of institutional strengthening with the support of the United Nations Development Programme, the IDB and the Swedish Development Agency (ASDI). Municipalities are also being supported by two major institutional strengthening initiatives: RAAN/ASDI/RAAS, promoted by the BID/ASDI partnership, and DANIDA’s Prodemu Decentralization program.

Demographics and Ethnic Diversity

The RAAN’s 7 municipalities have an estimated total population of over 185,000 people, whose roots are multi-ethnic in nature. Estimates suggest that Miskito families make up 44% of the population, Mestizos 38%, Creoles 14% and Mayangna/Sumo 4%. The Southern Autonomous Region is divided into 12 municipalities, with a total population of approximately 322,844.2. The population density of the RAAS is estimated to be 11.72 individuals/km². The rural population is dispersed throughout over 250 communities, with an estimated population density of 1.65 individuals/km². The Ministry of Agriculture and Forestry (MAG-FOR) estimates suggest that over 72% of the population of the RAAS is Mestizo, while 18% is Miskito and 7% are Creole/Garifuna.

Infrastructure

Most communities are situated far from regional centers and are difficult to reach, many accessible only by water or by air. The region has few roads, and the existing ones tend to be poorly maintained, with many becoming impassable during the rainy season. This presents a major challenge to developing productive economic initiatives. There is also a lack of infrastructure to preserve and store crops, resulting in many farmers and fishermen having to sell most if not all of their production at very low prices during peak harvest season, and often the remains are lost to rot or infestation by pests.

Social and economic infrastructure within most coastal communities is deficient, and many lack basic services such as potable water, electricity, sewage system, solid waste disposal dumpsites and treatment facilities. Most communities have little access to communication

2 Plan Estratégico del Sector Agropecuario y Forestal para la RAAS. MAGFOR, Bluefields, November 2002


infrastructure such as CB radio, telephone, or even local radio stations. While a few communities have a clinic for medical attention, most lack permanent staff, and all suffer major shortages of medicine. Almost all communities have a partial or complete elementary school, though most have no secondary school. With the exception of Corn Island, none of the pilot communities selected as part of this assessment have access to a technical school to provide extension programs to farmers or fishermen. The few students that have the opportunity to continue their studies are forced to go to urban centers far from their communities. The cost to maintain a student outside the community is usually out of reach for most of the local families.

Economic Activity

Estimates for regional unemployment vary, but it is generally accepted that over 90% of the region’s residents lack formal employment. Outside of urban centers formal employment is scarce, and the princ ipal employers in the region are government (particularly in the education sector), private fishing companies, and the services sector. The principal productive activities in the region, in order of importance, are: fisheries, agriculture and forestry. In most cases, production is maintained at the craft level and products are sold, mostly as raw material, to private industries owned by individuals outside the communities.

Indications suggest that Creole, Rama and Miskito residents are the most active in the fisheries. Craft or ‘Artisanal” fishermen compete with several industrial boats for diminishing stocks of lobster, shrimp and a variety of finfish. Lack of regulation and enforcement in the industry is fostering increasing exploitation, degradation of fishing grounds, and ethnic tensions in the communities as more and more fishermen chase smaller and smaller catches. Seafood processing plants exist in Bluefields, Bluff and Corn Island, though at the time this assessment was published only the two plants in Corn Island were in operation.

Agricultural activity consists mainly of production of basic grains, cattle, milk products, vegetables and fruit. MAG-FOR estimates that agricultural cultivation comprises only 8.28% of the total area available in the RAAS. Farmers and producers in the region have little or no access to improved seed, market information, and technical assistance in crop management, seeding, harvesting, and post-harvest management of crops. There is little or no value-added processing in the region, and most production is exported raw.

Agro-forestry activity along the coast is principally landowners clearing land to make room for the planting of crops. There is some secondary industry in the form of wood processing plants in Bluefields, and a lumber market in Puerto Cabezas.

While private industry in wood manufacturing, fishing and mining does exist, the economic and development benefits to the region of this activity in recent years have been minimal. An area of growth in the region is seen in tertiary economic activity, as restaurant/bars, eateries, restaurants and small stores or “pulperías” are opening up, though mostly the urban areas of Bluefields, Puerto Cabezas, Waspam and Corn Island.

A reflection of the current economic reality of the region is that family members living and working abroad support family incomes to a large degree. The Diaspora population of Nicaragua plays a strong role in the socio-economic well-being of coast communities, and according to Miguel Gonzá lez Perez’ March 2001 Socio-Economic and Political Analysis of

“The Atlantic Coast has its own agricultural production logic”

Albert Sinclair, URACCAN


the Autonomous Regions, a full 20% of households along the Atlantic Coast receive remittances from family and friends. It has been suggested to the authors that the actual numbers in some areas along the coast range from 40-70% and MAG-FOR estimates that in the RAAS alone, more than 5,000 families benefit directly from over US$3,200,000 in remittances annually.

The region faces serious socio-economic and political challenges as it strives to develop in an inclusive and sustainable manner. The Community Action Plans and Project Prototypes outlined in Sections 5 and 6 can become part of an integrated solution as stakeholders strive to support the region’s development.

3.2 General Comments on Atlantic Coast Development Challenges o Services – The lack of basic services (potable water, electricity, sewage disposal), as well as

the deficiencies in social services such as health and education is an increasing threat to the health and viability of many communities on the coast;

o Communication Challenges. Communications between Atlantic Coast communities, especially those outside of the Regional Capitals is generally difficult and can often take several days;

o Community Capacity – All of the communities we visited had extremely limited capacity to effectively manage projects themselves, highlighting the need for community-level organizational strengthening and capacity building;

o Community Consultation – Development initiatives along the coast must reinforce community values with productive structures that build upon and strengthen traditional community organizations;

o Cost Sharing – Successful regional organizations counsel for the need to break the cycle of dependence and paternalism in the region by establishing mechanisms wherein communities and individuals repay in-kind for goods and services provided, while reinforcing the value of donated infrastructure;

o Isolation – Many communities lack basic road access or have roads that are in such a state of disrepair that they are impassable much of the year. In many communities radio is the only means of direct communication. There are no postal or telephone services;

o Lack of Resources – Municipalities and local government structures are severely under-financed and often cannot even pay basic staff or other costs;

o Land Demarcation – In each of the communities we visited along the coast, land demarcation was a prevalent issue which is being discussed at the community, regional and national level;

o Lessons Learned – Many community leaders explained that past development interventions reflected a lack of true ‘partnership’ with the communities, with activities and results being largely transitory, and means for sustainability largely ignored;

o Lack of Value -Added Processing – At present, there exists little or no value-added to agricultural, seafood or agro-forestry products in the region (outside of facilities in Bluefields and Puerto Cabezas;

o Social Capital – In general terms, racial groups (Mestizo, Miskitu, Creole, Garifuna, Rama, etc.) have a reasonable level of economic and social interaction in the region. In specific terms on Corn Island, however, the consulting team noticed a level of racial tensions arising between the Creole and Miskitu fishermen specifically as a result of decreasing fishing stocks and land pressures on the islands.


4 SELECTED COMMUNITIES

4.1 Introduction This section provides profiles of the six communities selected as pilot communities for pilot prototypes of economic development in the region. Four of the communities are located in the Southern Region (RAAS) and two in the North (RAAN). The RAAS communities include three predominantly Garifuna and Creole communities (Pearl Lagoon, Orinoco and Marshall Point) located in the Pearl Lagoon basin, as well as Corn Island off the coast near Bluefields. Two of the communities selected are located in the RAAN: Wasakin, a Sumo indigenous community on the shores of the Bambana River, 12 km from the city of Rosita, and Francia Sirpi, a predominantly Miskito community in the Tasba Raya region, 70 km southwest of the city of Waspam. The locations of these communities are represented by green dots in Figure 4.1 below.

The following sub-sections provide detailed assessments of each of the selected communities.

Figure 4-1: Map of Selected Communities


Orinoco

Marshall Point

Pearl Lagoon

4.2 Pearl Lagoon Basin (Pearl Lagoon, Marshall Point and Orinoco)

4.2.1 Community Assessment

General Description

The Pearl Lagoon basin is an area rich in natural resources and ethnic diversity but burdened with challenging socio-economic conditions. The Basin, which is the center of Garifuna culture in Nicaragua, contains 18 communities that share common traits and characteristics. After reviewing the situation in the Basin on three missions and numerous meetings with community and regional leaders, it was evident that an integrated approach focusing on the three major centers in the Basin (Pearl Lagoon, Marshall Point and Orinoco) would prove to be the most sustainable and practical way of supporting development. For the purposes of this assessment, these three principal communities will be addressed in an integrated manner. Their social and economic fabric is interwoven through generations of working and living together.

Figure 4-2: Location of Pearl Lagoon Basin Communities

Throughout this section, there are various references to Pearl Lagoon. It is important for the reader to be able to distinguish between the Pearl Lagoon Basin, which is a geographical area, the Municipality of Pearl Lagoon, which is a political region encompassing several communities in the area, and the actual community of Pearl Lagoon alon the southeastern shores of the basin.

The community of Pearl Lagoon is the largest and most influential within the Basin. As the hub of economic activity in the region, it maintains social and commercial links with surrounding communities. It also reflects the ethnic diversity of the whole region, which consists principally of Creole residents, as well as Garifuna, Miskito, and Mestizo. As the

largest community in the area, with the most developed physical infrastructure, any economic development infrastructure created in the community of Pearl Lagoon could provide direct benefit to the other communities in the basin, such as Brown Bank, Haulover, Kakabila, Kukra Hill, La Fé, Laguna Grande, Marshall Point, Orinoco, Set Net, Tasbapauni, Tierra Dorada, Wawasang.

Communities of the Pearl Lagoon Basin are dependent principally on the fishing industry – both in the lagoon and in the open ocean. Recent years have seen stocks

drop drastically, while boats and gear have been deteriorating for lack of resources to upgrade

Talking with Marshall Point Residents


and maintain them. The community has expressed a desire to rehabilitate the agricultural potential of the region, while fostering value-added processing to agricultural production. There is also a small but growing tourism industry in the community, with a handful of small hotels and restaurants currently catering to an increasing flow of tourists, government representatives and businesspeople.

Orinoco and Marshall Point are Garifuna communities located along the northern rim of the lagoon, and they represent the de facto capital of the Garifuna populations along the Nicaraguan Atlantic coast. As such, their economic reactivation is key to the continuing economic and cultural survival of the Garifuna people in the Lagoon and indeed in the entire region. These two communities fall under the political jurisdiction of the Municipality of Pearl Lagoon, yet remain economically and politically isolated by the lack of consistent transportation infrastructure and development support. The majority of the population relies on gillnet fishing and subsistence agriculture.

Marshall Point and Orinoco are only 1.5 miles apart (a 20 minute walk or 5 minutes by water) and share excellent community relations with one another, the result of intermarriages and long-standing socio-cultural, familial and economic linkages. Local residents in Marshall Point and Orinoco expressed a need for support to develop the local fishing fleet, and to increase production levels of locally adapted crops, including pineapple, cassava, rice, cashew, tropical fruits and others. The communities share a desire to develop a sustainable agro forestry-farming system, and to foster eco-tourism with a focus on nature-based tourism and sport fishing in the basin.

Population and Demographics

Consistent statistical information on the area is not available. According to the Instituto Nacional de Estadísticas y Censos (INEC), the communities that fall under the jurisdiction of the Municipality of Pearl Lagoon comprise 6,253 individuals, however current estimates suggest that as many as 14,000 actually live in the basin. The population of the community of Pearl Lagoon is estimated to be around 2,500 individuals, while the population of Marshall Point is 400 and Orinoco is 1,900.

The communities of the basin are principally Garifuna, Miskito, and Creole. The Miskito are the most established families in the area. Since the 1980s, Mestizo settlers have been moving into the region, and Orinoco is currently suffering from invasions to the northwest by individuals looking to exploit the standing timber and clear land for pastures and agricultural development. In 1985, the first Mestizo community was established in El Pedregal with only 2 families, and in only 17 years, has become one of the largest communities in the area due to the aggressive migration into the region.

The communities’ power structures are largely male dominated, and women in the communities continue to fight for recognition, political presence and economic development opportunities.

Community Infrastructure

Meeting with Community Leaders in Orinoco


Pearl Lagoon was established by the British in 1821 and is one of the oldest communities in the Southern Region. Residents are dependent upon marine transportation for the movement of goods and people. The community is the critical link between the outlying communities of the basin and the largest market on the coast – Bluefields. The community of Pearl Lagoon has the most developed physical and social infrastructure in the area, with a Municipal office, electricity, elementary and high school, health clinic, telephone service, a radio station, a small fish processing plant, and several small docks. The community has a handful of commercial establishments, including general stores, small eateries and bars, and small hotels.

Currently, the majority of the bridges in the area and require replacement or major repairs. The major road into the area, which connects the community of Kukra Hill to the South with the city of Rama and on to Managua, is only passable in dry season with heavy equipment, horses and on foot. The Danish International Development Agency (DANIDA) has demonstrated a strong commitment to the development of roads and wharves in the region, and has recently completed construction of a new wharf in the community, under the management of a local community group. DANIDA has expressed interest in working with local farmers to develop the ‘trocha ganadera’ (trail) between Pearl Lagoon and Kukra Hill, along which the majority of agricultural lands are situated. In rainy season, the road is extremely bad which makes the movement of people and goods nearly impossible. In the opinion of the MAG-FOR office in Bluefields, the road between Pearl Lagoon and Kukra Hill is passable for vehicular traffic only in dry season, and during the rainy season only on foot or on horseback. One local resident suggested that she wouldn’t even take the trail in rainy season with a large animal for fear that the animal might get stuck in the mud and break a leg. DANIDA has concerns about the capacity of the community and region to provide/manage ongoing maintenance. During the initial visit to the community, the vice mayor admitted to the consultants that the Municipality had not formally approached the Ministry of Transport and Infrastructure for support in this area.

While there are no banking services in the area there is a Western Union station in the community of Pearl Lagoon to handle remittances to basin residents from family and friends

living abroad. Three times a week there is scheduled commercial “panga” (small, open boat) service to the other communities of the Basin. Cargo service to Bluefields costs 10 córdobas (70 cents) per 100 pound sack of goods. There is regular boat service between Pearl Lagoon and Bluefields with several runs on most days.

There are a fixed number (30) of telephone lines into the community, with usage at full capacity, though there are three public telephones at the Enitel office near the docks. (Enitel is the recently privatized telecommunications service.) Electricity is

available in the community of Pearl Lagoon 17 hours a day. Water service is somewhat unreliable in the community. Water is provided mostly through individually owned wells, while some residents have set up individual water systems in their own homes through pumps, while others collect rainwater and chlorinate it. The Japanese Government has offered to support repairs to the water system, but a feasibility study is required.

Discussions in Marshall Point


The infrastructure of the outlying communities of Marshall Point and Orinoco is considerably less developed. Marshall Point has a very small (20m) landing dock which was constructed by DANIDA in 1999, but which is in very bad condition and in need of upgrading. Orinoco has a dock that is superior to that of Marshall Point, with larger space for loading and unloading of passengers and cargo. Orinoco has a small health center, as well as an area constructed for fish gathering.

Marshall Point has no running water, electricity or phone lines (an electrical plant has been out of commission for several months as there are no resources to repair and maintain the plant). A generator is run from 1 – 2 hours per day, but there are few resources to pay for fuel. There is a health clinic constructed by the Fondo Social de Inversión y Emergencia (FISE) and staffed by a nurse, but no medicines are stocked. There are reasonably good sources of water in each community, managed through a loose system of wells - though in Orinoco it is estimated that 50% of a major creek in the community is polluted due to over-harvesting of trees.

There are no formal stores in Marshall Point and Orinoco, but several families buy and sell goods out of their homes on an ad-hoc basis. Orinoco has no running water, electricity or phone service, though there is a community radio connected to the Pearl Lagoon Municipality. There is a Community Development Committee or Community Control Team, a women’s fishing co-operative committee, a women movement and a health committee. Orinoco also has a recently constructed ‘community house’ which could serve as a focal point for training and project implementation activities.

Both communities have a handful of small boats with underpowered motors. This represents perhaps the greatest infrastructural challenges faced in terms of access to markets, and the capacity to expand artisanal fishing activities and eco-tourism efforts.

Educational Infrastructure

Within the Pearl Lagoon Municipality, there are 21 schools. The community of Pearl Lagoon has four community schools – 2 kindergartens, 1 primary, and 1 secondary – with a total of 27 teachers. There is also a night school teacher, who is paid by the Municipality. Night school is for adults in the community looking to complete their high school diploma. The Municipality is trying to coordinate with the two regional Universities to develop additional education programs. The Bluefields Indian and Caribbean University (BICU) has a larger presence in the region, though the University of the Autonomous Regions of the Caribbean Coast of Nicaragua (URACCAN) has worked closely with groups in several of the communities, most prominently the women’s cooperative in Orinoco and the Fishermen’s Cooperative in Pearl Lagoon. There are 13 students from Pearl Lagoon who are studying under scholarship in Bluefields, and many more who are paying their own way. BICU works with the Ministerio de Educación, Cultura y Deportes (MEDC) to pay for 2 or three teachers in municipality.

Orinoco has a pre-school and a complete elementary school, as well as a complete high school, while Marshall Point has a pre-school and a complete elementary school. Teachers are all local, and attempt to provide a bilingual curriculum.

Role of Pearl Lagoon Municipal Government

The Municipality of Pearl Lagoon is relatively small, and is dependent financially upon civil society and the Central Government agencies FISE, Instituto Nicaragüense de Fomento Municipal (INIFOM) and the Ministry of Housing to support initiatives for the whole basin.


FISE support has focused on the construction of schools and health centers, while INIFOM supports capacity building of the Municipality with support from the Taiwanese government. The aid provided by INIFOM is not tied to any particular initiative - INIFOM advises as to the budget available, and the Municipality submits prio rity projects. The Ministry of Housing provides yearly transfers to support housing projects, as well as the construction of the new municipal offices, which was inaugurated in 2001.

The Municipality has only been in existence for 8 years, and has limited capacity and experience. In recent years, it has received institutional strengthening support from the Swedish International Development Agency (ASDI). Land demarcation is a priority for the Municipality. Municipal and Regional Governments have no permanent presence in Marshall Point and Orinoco, but community leader Rodolfo Chan provides political representation before the RAAS Government in Bluefields. Mayor Gilbert Downs expressed the full support of the Municipality to partner in pilot initiatives in the basin.

Economic Activity

Fishing provides the principal source of income for the Pearl Lagoon basin. Fishing in the lagoon is often better than ocean fishing, with several species of finfish available: Snook, Jack, Mackerel, Tarpon and Swordfish, amongst others. Freshwater shrimp is also a staple catch in the basin. Inside the Lagoon, Creole, Garifuna, Mestizo and some Miskitu fishermen work in small open boats, while larger industrial boats tend to fish in the open ocean. The majority of craft fishermen are independent, since to date there have been relatively few

tangible benefits to becoming involved in an association or cooperative (i.e. access to credit). However, in Orinoco, there is a history of artisanal fishing cooperatives, which have benefited from training workshops in fisheries management, productive techniques, icing, etc. Sometimes, private fishing companies provide credit for boat repairs in exchange for commitments to sell their catch back to the company. Fishing activities have shifted over the last several years from handlines

and harpoons, which allowed sustainable levels of catch for consumption in the communities and sale, to fine-mesh gillnets, which catch indiscriminantly and cause considerable degradation to the lagoon beds. Recent research (Christie & Hostetler) suggests that basin residents feel that there is less fish available for local consumption now than historically, which affects consumption patterns at the family level.

There are two major fishing companies operating in the Lagoon: Mar Caribe, which is owned by Corn Island resident Mr. George Morgan, employs 200 people from the Pearl Lagoon area on a regular basis. During high season, employment rises to over 400. Locally-owned Bluewater has a processing plant in Pearl Lagoon employing 70 people. Production tends to be higher during rainy season (May to December), when there is an abundance of temporary work.

Municipal O ffices at Pearl Lagoon

Daily Freshwater Shrimp Catch Drying in Sun in

Marshall Point


While estimates vary, it was suggested that almost 70% of families in the basin receive remittances from relatives in foreign countries and elsewhere in Nicaragua. Some members of the communities have been employed on cruise ships before and thus have some experience in dealing with foreign tourists. Most members of the community speak both English and Spanish, though English is predominant.

The vast majority of agricultural activity in Basin communities is at subsistence levels. The main crops are roots and tubers, basic grains, bananas and other fruit trees, and assorted herbs. Recently immigrated Mestizo residents in outlying communities are growing beans with proficiency– some are reportedly harvesting 45 quintales (100 lb. Sacks) per acre in the northwest of the Municipality. Women perform most of the agricultural work.

With declining fish and shrimp populations, and the availability of large tracts of forest and agricultural land, the communities are interested in developing commercial agriculture activities. Potential products include cashew, almond, pineapple and rice, as well as other locally produced and easily adaptable agricultural products such as fruits (avocado, mangoes, oranges, etc), root crops (cassava, yam, etc.) and forest products (logs, wood, medicinal and aromatic plants, vines, flowers, etc.).

NGO and other International Activity

A number of NGOs and outside organizations are currently active in the region. They include:

Acción Médica Cristiana –small community-based projects focused on water, vaccinations, etc.

ASDI – Training to municipality, and construction of sports venues;

CAMP-LAB – Organizational strengthening and training around natural resource use.

CIDCA (Atlantic Coast Research and Development Center) supports social projects with fishermen and housewives with a focus on environmental preservation, and is working in collaboration with ProRAAS II. At present, CIDCA is undertaking a feasibility study on shrimp farming. It has a radial program in the local radio station.

DANIDA – Transport program builds wharves and roads.

FADCANIC (Foundation for the Autonomy and Development of the Atlantic Coast of Nicaragua) is managing a NOVIB-funded agro-forestry initiative in various communities in the area, and has a regional office in Pearl Lagoon.

FISE and the Inter-American Bank have been active in Marshall Point, promoting the construction and management of a community health center, while SIDA, URACCAN and NOVIB have all had a developmental presence. OAGANIC has Garifuna education and cultural initiatives underway in these communities as well.

URACCAN runs community radio station. They also have part ownership in storage area with fisherman’s co-operative.

4.2.2 Community-Based Organizations The following subsection presents organizational profiles of some of the key community based organizations in the Pearl Lagoon area.


Pearl Lagoon Women’s Agricultural Group (Incipient)

Objective and Mandate

Several Creole women who own and cultivate land, and are interested in coming together to receive support and technical assistance in their production, processing and commercialization efforts.

Membership Currently, there are seven individuals at the forefront of the movement: 1. Arlette Campbell 2. Marissa Patterson 3. Imogene Howard 4. Dittmer Benard 5. Audrey Hansack 6. Juana Howard 7. Lonsey Chow

Background and History

The group has formed recently under the anticipation of potential support from the IDB and the IDR. They are in communications with similar groups in Orinoco and Marshall Point, and are prepared to take a leadership role in organizing producers in the Pearl Lagoon area.

Contact Information

Juana Howard - [email protected]

Camp-LAB


The objective of CAMP-LAB is to contribute to the development of the municipality of Pearl Lagoon through building of knowledge of environmental issues. The mandate is to work with communities to develop a natural resource management plan, the focus of which is how to use the resources in a sustainable way to prevent environmental degradation, and to develop standards around fishing (minimum size restrictions, etc.)

Membership Working in ten communities, CampLAB organizes groups of volunteers to assist in their research efforts. CampLAB currently works in the following Creole and Garifuna communities: Tasba Pauni, Orinoco, Marshall Point, La Fe, Brown Bank, Kakabila, Raitypura, Awas, Pearl Lagoon and Haulover.


Camp-LAB was launched in 1993 as a branch of the Central American University (UCA) and the Atlantic Coast Research and Development Center (CIDCA).

Finance The organization currently receives financing from IDRC Canada, with an annual budget is of $10,000 per year over three years.

Governance Produces monthly, quarterly and annual reports for IDRC and CIDCA/UCA. Inter-communal committees direct the organization.

Project Experience

o Natural resources management plans for the Pearl Lagoon region. o Worked with all of the communities around historical and current

land title, demarcation and mapping with the support of the Central American Research Project – CARP. This project is still ongoing.

Infrastructure Office in Haulover. Electricity, no telephone, 1 computer. The organization has a boat, but the outboard motor was recently stolen. CampLAB currently has 4 permanent staff: Motorboat driver, Coordinator (Social Worker), Community Investigator, and an Accountant/Administrator. The organization’s staff was larger (marine biologist, forester and ecologist) but was cut back due to reduced funding.


Partners o IDRC Canada o CIDCA/UCA o FADCANIC Agro-forestry project (works in coordination)

Organizational strengths

o Local knowledge and expertise. o Confidence derived from project successes

Organizational challenges

o Motorboat engine recently stolen. o Limited personnel; o Limited resources; o No telephone or internet access

Opportunities Agricultural development support for the following products: o Guava, Cashew, Pineapple, Tubers (cassava, dashin, quequisque),

Citric Fruits, Cultural Fruit (supa, breadfruit, etc.) Threats Funding is running out in May of 2003

Training and Development Needs

o Commercialization of goods o Market development / marketing o Project implementation o Processing

Contact Information

Oswaldo Morales Sambola Communal Investigator Haulover

Pearl Lagoon Seafood Fishermen’s’ Cooperative


The objective of the Co-operative is to provide a means for Pearl Lagoon Fishermen to come together collectively to resolve the numerous challenges plaguing the fisheries in the area. The mandate of the organization is to improve the quality of life of the fishermen and their families by making the fishing industry a stable source of income and work, decreasing the incidence of poverty in the area, increasing the productive capacity of the zone, and establishing and guaranteeing a market for value-added seafood products.

Membership The organization has 155 members of mostly Creole descent, and the aim is to eventually involve the majority of fishermen in the Pearl Lagoon basin, including Marshall Point and Orinoco fishermen. To be a member, one has to be at least 18 years of age, receive no less than 40 hours of training on understanding, accepting and respecting the statutes, rules and legislation around cooperatives, not acting in contradiction to those in the cooperative nor be a member in another of the same activity. Each is required to present a written, formal request for entry to the coop to be presented to the Board of Directors or the Administrative Council.


The Cooperative is an incipient organization, and was registered in the National Cooperative Registry in June of 2002. Although the organization is nascent, all members are longtime lagoon fishermen, several combining fishing with small-scale subsistence agricultural activity. A meeting of Basin fishermen in September 2001 saught solutions to the challenges of market access, fair pricing, fair costs for fishing equipment, financing and credit, lack of control over fishing methods utilized and over foreign industrial boats, and finally, lack of a fisheries law. A cooperative was formed to address these challenges collectively.


Finance Coop members are required to pay an entry fee to the Co-op as outlined in the statutes. Beyond this, at present the Co-op receives no other financial support.

Governance The following is the Board of Directors of the Cooperative: o President - George Howard o Vice-President - Jeremiah Pritton o Secretary - Gerda Beenis o Treasurer - Gilbert Downs o Vocal - Orton Taylor

Elections to the Board and work teams will be undertaken annually as established in the statutes. Quarterly and annual financial reporting will be obligatory, and sanctions will be levied for lack of complicity.

Project Experience

Individual members of the cooperative were involved recently in a fisheries project sponsored by the Dutch Government and known locally as DIPAL. The project, which was completed in 2001, aimed to provide support to Basin fishermen in the areas of fisheries management, organization, and fishing technologies. While the tangible results of the project are unclear, the process provided numerous members of the cooperative with some experience dealing with international development agencies and project implementation.

Infrastructure The organization currently has no office or equipment.

Partners As an incipient organization, they currently have no partners.


The membership itself is the main strength of the co-operative. As well it has use of the building constructed by APN originally to facilitate storage for basin fishermen. The building was in operation for a short while, but for lack of means to transport their catch to the processing plants in Bluefields or Corn Island, the operation did not succeed. The building does not have the capacity for production, but definitely has potential for ice-making, which is required to maintain the quality of seafood products.


The Cooperative is in the process of getting organized, and lacks financing. Once the organization has received all initial membership fees, it will consolidate its membership policy. Though the organization is legally constituted, it does not yet have visibility in the community.

Opportunities They are trying to interest the IDB in organizational strengthening support, transfer of technology in administration, quality control and market, so that later investments can be sought to improve productive capacity, diversify fishing activities, and ultimately process all stored catch with the goal of opening up national and international markets.

The Co-operative is also interested in researching the possibility of aquaculture, growing freshwater shrimp, finfish and lobster to guarantee permanent and growing incomes for members and non-members and providing stability to the fishing industry. The Co-operative is considering at a two-phase initiative contemplating the following aspects:

1. Organizational strengthening

2. Investment in productive capacity

Threats As an incipient organization it faces many threats, including the risk that membership interest will wane unless they are able to generate a significant project or produce meaningful results for their membership.



o Organizational strengthening o Fundraising to improve productive capacity o Improve knowledge of quality control o Capacity to store catch o Consolidate national and international markets

Contact Information

George Howard President

Marshall Point Community Development Group


The small Garifuna community of Marshall Point has recognized the need to organize themselves at the community level. As a result of the interventions of the consulting team and the potential for support from the IDB and others, leaders have convened several meetings and organized the community into groups of agricultural producers and fishermen who would be willing to participate in an economic development initiative. The purpose of identifying these members of the community and dividing them up into areas of interest and expertise is to prepare

Membership At present, there are roughly 30 Garifuna individuals interested in undertaking an agricultural development initiative in conjunction with similar groups in Pearl Lagoon and Orinoco. It is unclear the total number of individuals organized to participate in a craft fishing initiative.


Individuals in Marshall Point approached the consulting team to express their interest in receiving support in the development of the craft fishing industry, agricultural rehabilitation, and low-impact tourism initiatives. As a result of repeated visits and ongoing communications, community leaders recognize that the greatest potential for support at present rests in agriculture and fisheries, and efforts have been made to coordinate and mobilize the community around these initiatives.

Finance There are currently no finances available to the group.

Governance The governance structures of the organization have yet to be determined.

Project Experience

None.

Infrastructure The organization currently has no office or equipment.

Partners As an incipient organization, they currently have no partners.


o Strong leadership through Marcelino Chan o Volition to work closely with neighbor communities of Orinoco and

Pearl Lagoon Organizational challenges

o Lack of financial resources; o Lack of support from regional and local governments; o No access to electricity o Weak communications with Pearl Lagoon and Bluefields


Opportunities o The community group recognizes the inherent potential in working with other communities in the basin towards developing integrated agricultural rehabilitation and craft fishing initiatives.

Threats o Lack of support


o Organizational strengthening; o Fundraising to improve productive capacity; o Improve knowledge of quality control; o Capacity to store catch; o Consolidate national and international markets;

Contact Information

Marcelino Chan Marshall Point

Orinoco Women’s Fishing Cooperative


The Women’s Fishing Cooperative in the community of Orinoco has the objective of organizing and coordinating local women, and being a focal point for support and technical assistance for the women of the community in their economic and social development efforts.

Membership At its peak, the Cooperative counted upon the participation of 38 local Garifuna women.


The Cooperative was begun in the early 1990s. It has received support from a Dutch cooperation group, as well as the URACCAN. Individual women purchased fish from local fishermen, then turned around and sold the fish to the bars and restaurants in Pearl Lagoon. At one point, the group had its own boat and outboard motor to facilitate these activities.

Members have received workshops in managing money, production and icing of fish. There were plans to attempt to build a small tourist hotel in the community. At present, the co-operative receives little financial support, and is not particularly active, though individuals expressed interest in receiving support from the IDB to continue their activities.

Finance The organization has received funds from a Dutch cooperative to finance its

activities. It is unclear what the current level of funding is and from where the funding emanates, but representatives explained to the consultants that the current arrangement involves a repayment of any unspent monies provided to the group.

Governance It is unclear what the governance structure of the group is.

Project Experience

As mentioned previously, the Cooperative has experience working with regional and international partners on projects supporting the resale of locally caught fish.

Infrastructure The Cooperative has a small building in the community.

Partners o URACCAN o Dutch Cooperation



o Project experience; o Training & financial management skills; o Experience with donors and international groups;


o Patriarchal community leadership presents ongoing challenges for recognition and support of Cooperative;

o Lack of sustainability of project initiatives

Opportunities o Point of mobilization for Orinoco women to participate in agricultural rehabilitation, processing and fishing

Threats o Lack of support from men in community;


o Agricultural development;

o Organizational strengthening.

Contact Information

Vernandine Lopez Stephen Delia Sambola Colindres Rebecca Arana Llarisa Crisisanto Sambola

Meeting with Women Leaders in Marshall Point

and Orinoco


4.2.3 Dev-SCOT Analysis for Pearl Lagoon Basin

STRENGTHS CHALLENGES

Access to large tracts of agricultural land;

Volition on the part of community to reinvigorate agricultural production and consider non-traditional economic development measures;

GRAAS planning to support electrification in Orinoco/Marshall Point as early as 2003;

Extensive fishing experience and some agricultural experience;

Recently established fishermen’s cooperative for basin fishermen;

Recently established development group in Marshall Point;

Growing support for women’s agricultural development group in Pearl Lagoon;

Intra-community transportation infrastructure is very weak;

Lack of access to power, water and telephone (with the exception of Pearl Lagoon);

Lack of permanent presence of NGOs;

Lack of experienced community based organizations; and

Limited collaboration and communication between the Central Government and RAAS and Municipalities.

OPPORTUNITIES THREATS

Past studies suggest that soils in Pearl Lagoon basin are ideal for a variety of agricultural products including pineapple and citrus fruits;

There may be strong potential for aquacultural development activities in the small inlets that ring the basin;

Lack of integrated fisheries management plan for the area;

Pollution of water sources in Orinoco;

Lack of clarity around land demarcation and land ownership in Marshall Point and Orinoco. Residents of nearby Tasbapauni claim traditional ownership of all lands in and around the two communities.

Encroachment of Mestizo farmers onto traditional lands – settlers from Rama and Muelle de los Bueyes are encroaching on Garifuna and Miskito communities of the Lagoon are self-determining their lands. Currently, most communities do not have legal demarcation. Most have been mapped but lack legal documentation


CORN ISLANDS

4.3 Corn Island


General Description of Community

The Corn Islands (Islas del Maíz) are located roughly 83 km from the city of Bluefields along the south Atlantic coast, and are noted for their isolated serene beauty and tropical atmosphere. The two islands comprise a total land base of less than 13 km2; yet display richness in physical geography and cultural diversity with strong potential for economic development in several areas.

Figure 4-3: Location of Corn Island

The larger of the two islands, known as “Great Corn Island” is volcanically formed with two principal geographical attributes: lowland plains and hills. The plains are located in the northern, western and southwestern areas of the island, and comprise nearly 70% of the land base. The island is rich in natural resources – diverse vegetation, forested areas, consistent access to water and a rich coastline.


Corn Island has experienced rapid population growth in recent years. The demographics of the island’s inhabitants reflect a growing diversity. The current population – estimated to be at around 9,500 people for both islands – is diverse in its makeup: 43% Miskito 35% Creole and 15% Mestizo. A recent study by the Center for Atlantic Coast Research and Documentation suggests that the islands only have sustainable capacity for 5,000 to 6,000 inhabitants.

On Corn Island, 100% of the land is privately owned. There are roughly 1,200 houses on the island, and the population is divided into six distinct districts/communities, as follows:

o Queen Hill – Creole

o South End – Creole

o North End – Mestizo/Creole

o Brig Bay 1 – Creole/Mestizo

o Brig Bay 2 – Miskito

o Sally Peachie – Mestizo/Creole


One of the priorities of the community is stemming the heavy migration from the rest of the country that is taxing the social infrastructure of the island. There is a decree currently before the National Assembly, supported by the Swedish International Development Agency (ASDI), to create a system of resident cards for islanders to attempt to stem migration to the island. This system is based upon a successful model from the Colombian island of San Andres. The consultants were informed that those who have lived on the island for 7 years or were born on the island would receive a card. This effort has been well-received and encouraged by the Creole residents of the island, while many Miskito residents see it as being a direct threat to their presence and livelihoods.

Landowners on the island are mostly Creole and Mestizo. Most Miskito residents either rent land and houses, or squat illegally on private land. Many Miskito residents on the island are concerned that the Resident Card initiative is an effort by the Municipality to restrict their rights, and ultimately remove them from the island. The rapid population growth that precipitated the initiative, along with growing frustrations due to the decreasing lobster catches, is fostering growing ethnic divisions in the community. Notwithstanding these tensions, it is the general sentiment of leaders on the island that the community has the volition and capacity to organize across cultures toward a vision of community economic development.


Corn Island has a level of community infrastructure that reflects its traditional dependency on the fisheries, and the future vision of tourism development as an income generator for island residents.

There are two private companies on the island (Central American Fisheries and Pacific Seafoods of Nicaragua) that purchases lobster, shrimp and finfish from both industrial and craft fishermen. The two processing plants run by these companies have the capacity to store, process, package and export the catch.

Greater Corn Island has 10 hotels and 4 or 5 restaurants and eateries, while there are 4 hotels on the little island. Ownership of hotels on both islands is a mixture of local and foreign. There is presently no means of measuring tourism incomes or numbers of visitors to the island, though recently the Municipality has opened an immigration office at the airport to conduct tourist surveys. Many islanders suggest that in a short amount of time, tourism may be the principal source of income on the island. Two national airlines offer daily scheduled flights to Bluefields and

Managua.

Publicly owned electricity concern EMECI was recently sold to private interests (CIPALSA). According to local residents, power outages were a regular occurrence in the morning and in the afternoon, but the situation is much improved, and outages are infrequent, occurring at times that do not inconvenience most individuals. Voltage capacity remains very low on the island.

The Municipality through EMACI provides water service. There is continuous control over water quality, and most people on the island have access to potable water. Those who are not

Corn Island Shoreline


covered by the EMACI system often have their own wells, which are supported by EMACI engineers when required. Some island residents report that the water is occasionally brackish.

The Municipality also manages a land registry for the island, and the Vice-Mayor informed the authors that the municipality endeavors to convince local landowners not to sell their land to foreign interests, as they foresee an increase in value with future tourism development. Most landowners are making efforts to map out and update their land registration on this advice.

Solid waste management on the island is a major concern as the island’s landfill has functionally reached full capacity, and no plans are in place yet for the future. Recycling does not exist on the island, but the Municipality is planning cultural events and education programs to encourage it.

There is a hospital and a private medical clinic on the island. The Ministry of Health sends medication and pays for 2 doctors and 5 nurses in the hospital, however the 13 beds currently available are insufficient for the island’s population. The roads on the island are principally dirt roads which are often washed out and potholed in rainy season. The Municipality has confirmed a 10km road upgrade with support of the World Bank and Ministry of Transport. The island has a small police presence, and fortunately remains relatively free of major crime. Violence is sporadic, though drug-related incidents are on the rise.

There is one bank on the island - Caley Dagnall - that serves principally as a depository for the fishing companies and money transfer companies on the island (both Western Union and Moneygram have outlets on the island). The bank does not offer credit services to island fishermen or owners of tourism establishments. According to island fishermen and businesspeople, notwithstanding the presence of a commercial bank on the island, there is no access to credit available to island residents.

There is very limited Central Government presence on the island. Neither the Ministry of the Environment and Natural Resources (MARENA) nor the National Tourism Institute (INTUR) has a presence on Corn Island, while MAG-FOR has a very small office with three staff dedicated to a specific program aimed at eradicating a worm detrimental to indigenous plants. Until recently, there has been no ADPESCA (Administración de Pesca y Acuicultura) representative on the island, though in 2002 the Municipality opened a small office with one staff to manage relationships with fishermen and to serve as intra-governmental liaison for fishing issues.


There are two schools on the big island: primary and secondary. The Bluefields Indian and Caribbean University (BICU) has a building on the island in conjunction with the Municipality, and has expressed a great deal of interest in augmenting its presence. The BICU offers the following three programs:

o Business Administration; o Tourism; o Education.

Bluefields Indian & Caribbean University (BICU)

Corn Is land Campus

Community Meeting


There is apparently no lack of space in island schools to accommodate students, but there is a lack of trained teachers, and funding to maintain the schools and expand curriculum.

Role of Corn Island Municipal Government

On Corn Island, the role of the Municipality includes being a promoter of economic development, planning, and provider of social infrastructure. The Municipality works closely with the community to develop priority initiatives. Mayor Robert Ow and Vice-Mayor Dr. David Somarriba are keen to play an active role in the development and implementation of productive activity initiatives. The Municipality recently lost their environmental inspector, who left the island to pursue work in the United States. The lack of trained staff, and the challenge of attracting educated staff is a perpetual challenge for the Municipality. Construction is about to begin on a new building to house the Municipality’s offices

In recent years, the Municipality has worked closely with MARENA with the support of the RAAN-ASDI-RAAS to undertake a comprehensive Community Environmental Action Plans for both islands. These action plans include short, medium and long term planning strategies, and includes the first ever land-use plan for the islands that comprehensively outline areas which require protection, and which areas have potential for tourism and commercial development. Within the Action Plans is an application strategy of plans for immediate rollout that can be implemented within 2 years with great effect. This includes sustainable tourism development.

Economic Activity

Prior to the devastation of Hurricane Joan in 1988, the island exported millions of coconuts per year, providing the principal source of income to the island at the time. Since the hurricane, however, the island’s inhabitants have turned to lobster fishing as the driver of the island’s economy. Most agricultural products on the island are imported from the mainland, Managua and San Andres Island. Some islanders are currently exporting Noni (Agape) - a type of apple. San Andres buyers have stated that they will buy all available supply to make juice. Agape is recognized as having strong potential to be a means of invigorating agricultural rehabilitation on the island

Lobster and shrimp fishing is by far the principal economic driver on the island. The two private fishing companies on the island contract with the 32 industrial boats and the several hundred fishermen in the artisanal fleet to purchase their catch. Some craft fishermen are independent – but only those who do not owe one of the companies for credit or equipment provided. These independent fishermen benefit from higher prices for their catch. Most crew on the industrial boats are not from the island, but rather come from Honduras (the home ports of the boats), or from Bluefields and Puerto Cabezas. There is massive tide of workers coming and going to take advantage of the opportunities on the boats.

The owners / managers of the fishing companies stressed during interviews with our team that the future of fishing in the area has to reflect a diminishment of industrial activity, and a

Discussing Land Use Planning with Corn Island

Vice-Mayor Dr. David Somarriba


resurgence of artisanal fishing, but that the perennial challenge to this goal is the lack of organization of the fishermen. According to PASENIC president Jorge (George) Morgan, artisanal fishing is now more productive and efficient than industrial efforts, and in socio-economic terms, “Commercial fishermen can find other investments, while artisanal fishermen cannot.”

Many women on the island work in the two processing plants. Community leaders informed the consultants that many women suffer from the effects of working in the very cold conditions of the processing areas. Workers get paid a percentage of the total catch processed, rather than a guaranteed hourly salary.

Some Miskito fishermen dive for lobster, which is a dangerous and environmentally damaging means of fishing. Due to the rampant over- fishing, divers must go deeper and deeper in search of lobster – often as deep as 140 feet - exposing themselves to the deadly effects of decompression sickness. Anecdotal information suggests that 10-15 people/year become paralyzed in the area from this. Until August 2002, there had been no decompression chamber on the island. The presence of the chamber will alleviate some of the debilitating effects of current fishing practices, and potentially provide a modicum of insurance for any tourist divers.

Tourism is a small but growing aspect of the island’s economy. Presently, tourists – mostly backpackers or ‘mochileros’ - come to the island to take advantage of surfing, scuba diving and some sport fishing activities.

Tourism has been recognized by the local, regional and central governments as an industry with strong potential to diversify the economic base of the island. While tourism is recognized as having great potential in the area, it is also understood that the current lack of capacity (infrastructure, waste management, customer service training, etc.) is a major hindrance to developing the islands’ tourism industries. The focus on small-scale, lower-impact nature based tourism is essential until infrastructure and capacity to manage larger volumes of visitors is in place.

Some of the potential low-impact tourism activities on the island include:

o Scuba diving to a variety of sunken ships and airplanes in the area; o Hiking trails to Mount Pleasant to see pirate tombs and a volcanic crater which

apparently has connection right down to the ocean; o Caves and canoe trips in the Lagoon on south of island; o Lookout at Queen Hill, with potential for tourism services - food, souvenirs, etc. o Ancient cemetery with nearly 500-year old burial stones in English - there is interest

in making this a national historic site and protect it with a fence and entranceway; o Mountain bike excursions around the island;

Estimates suggest that there are roughly 150 rooms available on the islands, and several homeowners on have expressed interest in receiving support to convert parts of their homes into tourist accommodations. This ‘bed & breakfast’ format would involve upgrading of sleeping facilities, eating spaces and plumbing services, purchase of linens and other accoutrements. While local residents are known for their hospitality, there is a general lack of

Women processing lobster


experience and training in home-based tourism services. Training in customer service will be an important aspect of this initiative.

4.3.2 Community-Based Organizations

Unión de Pescadores Artesanales de Corn Island (UPACIN)


The Union has the following objectives: o Promote the social well-being of its members o Promote and develop social assistance activities o Establish relations with similar organizations

Membership Currently, the Union has 40 members, of which 20 are considered to be active.

Members pay 20 cents per pound to the union as dues, and every six months are reimbursed based upon their catch. Non-members who use the services of the store but do not sell to the Union pay a fee of 50 córdobas ($4) per month.


The Union was formed in 1989. It is a non-profit organization formed to assist and organize artisanal fishermen in the aftermath of Hurricane Joan, improving their economic situation by securing better prices for their catches. In the early years of the Union’s existence, the Canadian government built a union headquarters along the water in Long Bay through Oxfam Canada. In its initial years, the Union boasted a membership of over 200 predominantly Creole fishermen.

The services provided by the Union were:

o Materials (spare parts, traps etc.)

o Revolving credit

o Storage and commercialization of lobster

In recent years, the Union has had major challenges getting repaid for the loans and materials provided to members, and currently have outstanding accounts receivable of nearly 2 million córdobas ($140,000).

Finance It receives some credit from PASENIC, though the credit terms make it difficult for fishermen to make a profit. The Union received $26,000 in 1999 to finance the purchase of three boats and motors. The interest on the loan was 18%, and it was handled through a co-op in Managua. While the Union has few resources at its disposal, it currently has no debts, and is financially solvent.

Governance The Union has a Board of Directors, which normally comprises seven individuals, but currently is made up of only three.

Project Experience

The Union runs a store out of its building in Long Bay. Most supplies are purchased in Guatemala and Managua. The Union charges only a 20% markup on goods, and members receive a 15% discount. The Union has worked with international development agencies and NGOs in the past in support of revolving credit, construction of Union headquarters, and training. The Union recognizes that there are many lessons learned from these experiences, which are all being incorporated into their new strategy for the future.

Infrastructure The Union has a large store and storage area in Long Bay. There is currently $3,000 in inventory and $2,000 in cash, with accounts receivable from members of 1.7 million córdobas (over $100,000)


Partners The Union has worked with Oxfam Canada and NORAD.


The Union provides a well-needed service (reasonably priced parts for repairs to fishing boats). The store seems to be well managed, and will have no shortage of market for its services if it can maintain sufficient levels of inventory and can attract non-member business. The Union also receives a tax break on the goods that they purchase, allowing them to sell at a very attractive price to both members and non-members.


o One of the major challenges is the legal status of the land upon which their building sits. Mr. Norman Downs is the owner of the land, and is claiming the building to be his as well. The land was granted to the Union in the late 1980s by the Sandinista government. The Union has offered to give the previous owner a large stake in the building, but he continues to demand $75,000 for the property, which the Union feels is far more than it is currently worth;

o Another major challenge is repayment of loans and material by members. Fishermen consider that the goods & services provided by the Union were a post-hurricane donation. This has left the Union with a serious shortfall in resources, and has badly hurt the Union’s credibility in the eyes of many fishermen, as they are reticent to chase down those who were in default.

o The Union does not have the capacity to store or process lobsters nor make ice for its members, which caused many Union members to sell directly to the private companies, undermining the Union’s ability to recoup its expenses;

o Ongoing relationship problems with APAM. UPACIN, which is predominantly made up of Afro-Latin fishermen and APAM, which is predominantly composed of Miskito fishermen, do not have an effective working relationship. This makes creates challenges for any organization wishing to support artisanal fishers on Corn Island.

Opportunities The Union is currently developing new policies under which any and all loans to member fishermen will have to be guaranteed, and 100% of members’ catch must come directly to the Union. In its recently created strategy paper, the Union recognizes its potential to serve as a uniting force amongst all craft fishermen on the island, and envisions a future within 10 years in which all fishermen have their own boats and equipment, and access to credit for repair and upgrading of same.

The Union also envisions the undertaking of a socioeconomic analysis of the island, as well as a diagnostic of the fishing industry in the context of Central America, which would serve to highlight the issues currently being faced by craft fishermen, while providing a basis around which to garner support to lobby the Central government in policy development in the fisheries to favor smaller local fishermen, rather than foreign industrial boats.

Training and Development

o Facilities for ice making; o Policy development around credit management; o Business training o Strategic planning support


Needs

Contact Information

Eugenio Dixon President

Coconut Growers of Corn Island


The objective of the Association is to contribute to the development of the agro industrial sector on Corn Island by reforesting the former coconut plantations on the island, and reinvigorating agricultural production as a viable economic alternative to lobster fishing.

Membership 26 members have been identified to take part in the initial stage of the group’s development. They each own land parcels ranging in size from one to 30 acres. The lands that these members own are dispersed throughout the island, and total 241 acres. All of the members of the organization are Creoles.


The Association is a recently-formed group of landowners whose intention is to formalize the group into an agricultural association. Six to seven million coconuts a year were produced on the island in the 1960s and 1970s, and coconut oil (copra) was exported San Andres island for processing into coco butter. There were three coconut presses active 8 hours a day, producing 350 barrels of copra per week. Production soon slowed, however, as the land’s productivity decreased under monoculture. Coconut production was halted altogether after the devastation of Hurricane Joan in 1988.

The 26 members are currently not working their lands at all. The Municipality held an information session on July 7th, 2002 to initiate the dialogue for supporting the creation of the Association, and a project proposal has been produced. In essence, the group wants to support social agro-forestry by using native species and plants to rehabilitate the former coconut plantations on the island, which are currently lying fallow. They want to

UPACIN Retail Store


enrich the parcels of land where there are currently some coconuts and fruit trees being grown.

In terms of the market, the plan is to set up a small coconut oil (Copra) processing infrastructure on the island (micro industry). The oil would be sold in Granada in the soap factories, and there are also potential markets in the Dominican Republic and Jamaica. The group wants to receive a mixture of local seed from the best existing plants, as well as introduction of ‘yellow dwarf’ and hybrid plants which could be bought locally and in Costa Rica. There is a nursery and plantation in Kukra Hill that is producing coconut seeds and hybrids. It is expected to be certified soon by MAGFOR as quality seeds.

The coconuts can be sold fresh in Managua, processed into grated coconut, or pressed into oil for sale in Granada. The group is also thinking about growing avocadoes for the national and international markets, as well as plantains and agape.

Infrastructure The organization is incipient, and has no formal infrastructure. At present, it is setting up provisionally in the home of one of the members.

Partners The municipality has expressed interest in the project, and is providing assistance in terms of logistics and airfare for organizers. The group has also recognized the potential of formalizing a relationship with the association of coconut growers in Bluefields. Steven Hayes of MAG-FOR is in the process of seeking approval to transfer the press into the hands of the Association, and finding support for the rehabilitation of it. Mr. Hayes wholeheartedly supports the concept of developing the industry on Corn Island and linking the two Associations. The Bluefields Association has committed to sustaining a dialogue around partnership with the Corn Island group.


o Market identification and analysis; o Institutional strengthening; o Improved seed; o Seeding and cultivation techniques;

Contact Information

Ing. Ronald Chensam - Local Agronomist 505-082-22-478 Francisco Montalvan G.

Asociación de Pescadores Miskitos de Corn Island (APAM)


The Association of Miskito Fishermen was formed to organize and mobilize Miskito indigenous fishermen on Corn Island. The Association sees itself as an economic development vehicle for its members. The general objectives of the Association are to:

o Contribute to the sustainable socio-economic development of the Miskito indigenous lobster fishing community;

o Shift lobster divers into the more dignified, less dangerous and environmentally damaging practice of fishing with lobster pots;

o Facilitate the creation permanent and stable employment; o Alleviate the high level of poverty amongst Miskito fishermen and

their families; and o Contribute to an increased level of lobster exports;


The specific objectives of the Association are to: o Guarantee the physical security of its member fishermen; o Create an opportunity to diversify its product; o Raise the level of self esteem of fishermen and their families; o Support social, cultural and training activities in the indigenous

community; and o Involve fishermen in the co-management of natural resources to

ensure the sustainability of marine life.

Membership There are currently 120 members registered with APAM boat captains, divers, and deckhands.


APAM was formed in 2001, and is legally registered before the Nicaraguan National Assembly. Miskito fishermen feel marginalized by the municipal and regional governments, and are frustrated by the lack of leverage with the private fishing companies that buy the catch and by their limited involvement in the lucrative lobster fishery. Currently, all boats and gear are leased from private companies, making the fishermen beholden to the companies, which offer a price considerably below market value for the catch.

The Association has prepared a project proposal entitled “Replacement of Lobster Diving with Lobster Pot Fishing Project” which has received the support of the Corn Island Municipality, The Regional Government, and CAF.

Finance At present, the Association only receives support from the private fishing company CAF (Central American Fisheries) in the form of leased boats and equipment.

Governance APAM has a board of directors, comprised of a President, Vice-President, Secretary, Treasurer, two standing members and a Fiscal. The Association also receives technical support and direction from Mr. Denis Watts Jackson, Executive Director of the Association, who is also a Regional Councilor for the Southern Atlantic Autonomous Region (RAAS) headquartered in Bluefields.

Infrastructure APAM has a very small office building and storage area located on the beach alongside the CAF processing plant in the community of South West Bay on Corn Island. APAM has a secretary who has use of a computer, but they have no telephone or internet service in their office, though they have access to office infrastructure in the CAF offices, which includes internet, phone and fax.

Organizational Strengths

o The Association enjoys strong support from Miskito fishermen and their families;

Organizational Challenges

o Ongoing relationship problems with Municipality. UPACIN, which is predominantly made up of Afro-Latin fishermen and APAM, which is predominantly composed of Miskito fishermen, do not have an effective working relationship. This makes creates challenges for any organization wishing to support artisanal fishers on Corn Island;

o Lack of resources and experience in project management;

o Physical infrastructure of the Association is weak; boats are in a poor


state of repair, and the Association’s building was severely damaged in July 2002 by high winds and waves. It is currently under reconstruction;


o Organizational strengthening;

o Training in environmentally sound lobster fishing techniques;

o Funds to improve and upgrade boats and equipment;

Contact Information

Denis Watts Jackson

Executive Director, APAM

APAM Representatives Diving for Lobster


Movimiento por la Defensa y la Dignidad de Corn Island


This Corn Island community group is dedicated to working for issues directly affecting the health and well-being of island residents. The consulting team met briefly with Coordinator Norma Dixon, who agreed to forward more complete information about the group’s mandate and activities. At the time of publication of this document, the information had not yet been received.

Contact Information

Norma Dixon

Movimiento Comunal de Corn Island (MCCI)


General Objective: Contribute to the improvement of material and human conditions on Corn Island through the organization and participation of its population. Specific Objectives:

o Work toward the integrated development of the community in collaboration with government and NGOs;

o Promote the participation and organization of residents regardless of their economic, political or religious status, gender, race or age;

o Contribute to the strengthening of the representative democratic process to ensure the rights of island citizens;

o Capacity strengthening through access to technical knowledge and development methodologies;

o Promote relations with Government, multilateral & bilateral organizations, cooperation agencies, international and national NGOs in programs and projects to benefit the community;

o Promote solidarity between the organizations or social entities which constantly defend citizens’ rights in the community and in specific sectors;

o Make integral rights a priority from childhood and adolescence, and ensure that they be a priority in all programs and projects;

o Promote civil awareness through knowledge, promotion and defense of Constitutional Law, rights and responsibilities of citizenship;

o Promote the defense of health, housing and education in an organized and integrated fashion;

o Promote equality of opportunities and relations between men and women in the family and in the community;

o Promote local and institutional self-sustainability; and o Promote the defense and protection of natural resources.



MCCI inaugurated the MCCI building in September 2000, in the former health center building. The building is used for community meetings, as a research center for students, and as a shelter for the general population – especially women with problems of domestic violence and rape,

The Movement also organizes a Citizen Security Group to help local authorities during Christmas and Easter. The group acquired funding to pay and feed six police volunteers. They also organized local businesses to fight a recently-imposed municipal tax. One of their principal current activities is mobilization of the community around rejecting rate increases of 75% for electricity.

MCCI has been producing a monthly newsletter, but for the past year has been unable to continue publishing it. There appears to be more than sufficient demand for this community information dissemination tool. The Movement has also been giving art classes to girls from ages 3 to 6. They feel it is very important to recapture the essence of youth in the community. They have also offered story time for boys and girls.

Finance Currently, MCCI receives no funding. It currently owes no debt to any individual or organization.

Governance MCCI works under the legal statutes of the Movimiento Comunal Nicaraguense, who has granted local authority for the activities of MCCI to Lorraine Bodden Downs.

Infrastructure MCCI manages the MCCI building in North End. They have four computers that are obsolete and not in working order. The computers were used to teach children and adults basic computing, but were not maintained. Within the building, MCCI has benches, chairs and tables, as well as bookshelves holding a small library, a chalkboard, and a sewing machine. The building itself has a communal room with sufficient space for 30 individuals, a small computer room, two offices, and a kitchen. MCCI currently has one Coordinator, who is a Social Worker.

Threats According to an MCCI representative, there are numerous threats and challenges faced by island residents: In her opinion:

o Residents of Corn Island lack training and sensibility in the potential benefits of working communally – there is a highly individualistic attitude

o There is a lack of leaders in which the community can place its faith;

o The community is facing numerous challenges: domestic violence, prostitution, lack of self esteem, theft, unemployment, over-exploitation of marine resources, low fishing production, lack of support to small business, lack of coordinated economic development strategy, low levels of education, weak moral principals, loss of family values, abuse of power and corruption, human rights, property rights, invasion of private properties, over-population and the high costs of water, power and transportation.

Contact Information

Lorraine Bodden Downs Social Promoter


4.3.3 Dev-SCOT Analysis for Corn Island


Strong support for development from the Municipality (Municipality has some experience working with Central Govt. and international agencies);

Recognition on the part of policy makers of the need to implement recent MARENA / Municipality land use planning strategy;

Basic tourism infrastructure (airport, daily flights, water taxi service, etc.) is in place to support growth in that industry;

Natural facilities for nature-based tourism;

History of agricultural development, and optimal growing conditions on island;

Recognition of the need for environmental stewardship of terrestrial and maritime resources;

Lack of institutional capacity amongst community organizations;

Lack of NGO presence on the island;

Community is currently repairing roads with beach sand, which has the double effect of eroding the beaches, and does not provide sufficient maintenance for the road.

Environmental impact studies are not being demanded of new developments, in part because MARENA has no presence on the island;

Island environment suggests limited growth capacity;

Lack of cooperation amongst Miskito and Creole artisanal fishermen;

Lack of qualified teachers on the island;

Lack of information sharing between various levels of government;


Economic diversification potential is strong and viable through agricultural development and nature-based tourism. Un-exploited nature-based and cultural tourism opportunities abound on the island;

Incipient Creole landowner organization to provide leadership around agricultural rehabilitation initiative;

Island residents recognize desperate need for economic diversification away from lobster fishing;

Unchecked population growth is upsetting the environmental balance on the island, including major deforestation for firewood use;

Encroachment of recent arrivals to the island onto traditional agricultural lands is endangering the potential for agricultural rehabilitation;

Landfills for solid waste are at full capacity, and there are no plans in place for alternatives;

Lack of sanitation infrastructure is causing exacerbating health problems;

Along the north end of the island, coastal erosion is eating into the road, and it will eventually have to be shored up or moved inland.

Increasing ethnic tensions between Creoles, Miskito and Mestizos;

Drug use and delinquency amongst island’s youth is on the rise;

Land values are increasing exponentially, along with foreign land ownership;

Risk of severe weather undermining agricultural initiatives.


Wasakin

4.4 Wasakin


General Description Of Community

Wasakin (alternately known as Wasaquin or Wasa King) is generally recognized as the de facto capital of Sumo culture in the region. It is located along the shore of the Banbana River, 12 km from the city of Mina Rosita in the center of the former mining heartland of Northeastern Nicaragua. Rosita is located 125 km to the Southwest of Puerto Cabezas by road, and 435 km east of Managua, which makes it a potential hub for regional trade, though current highway conditions are very poor. The Banbana River is navigable all the way to the Atlantic coast, joining with the Prinzapolka River and outletting to the ocean at the community of Prinzapolka. Currently, there is no bridge over the river, and residents must ferry back and forth in small dugout canoes to move products back and forth.

The community of Wasakin was founded in the 1890s by Mayangna settlers, and shortly thereafter gold was discovered in the area, attracting many foreigners and Miskito migrants to the region. Many Miskito men subsequently settled in Wasakin. Traditionally, when Miskito move into Sumo territory, the Miskito influence and culture dominates. This has not been the case in Wasakin, where Sumo language and culture prevails.

In the 1970s, the national government claimed ownership over community pine trees, and community leaders were forced to "seek their rights" in Managua for the first time. This struggle over resource sovereignty came to a close when the revolution extended Wasakin's

communal lands to its current level of 36,800 hectares. Community and private land ownership has not been codified by the Central Government, although title has

been held on the mixed pine and rain forest since 1905. The community has evolved

communal and ancestral systems of land allocation based on historical use patterns. To this day, land is held communally, and family or individual parcels are nearly unheard of.

Figure 4-4: Location of Wasakin

The biophysical environment of Wasakin is rich yet foreboding. The topography of the area is generally flat with maximum elevations less than 50 meters above sea level. Annual rainfall ranges from 2,500 to 4,000mm, falling mostly between May and November. The resultant humidity ranges between 75% and 90%. Wasakin is located in two bioclimatic zones, i) the Subtropic Humid Forest in which most of the Caribbean pine is situated and the ii) Humid

Wasakin and Rio Banbana


Tropical Forest in which most of the hardwood forests are situated dominate the area. The pine forest is generally associated with the fluvial plains or savanna flats on sandy, low organic entisole soils in the areas of Wasakin, Alamikamban, Likbaikan, and Makantakan. Along the Bambana River, the soil is deep with a high sand content, good humus percentage and moderately acidic; these soils are very fertile and productive for both agriculture and hardwood forest production.

The community is open and willing to participate in community-driven development efforts. There has been a traditional isolation from government interventions – a pattern that many community stakeholders are attempting to break with the support of a variety of institutions. The IDB has identified Wasakin as being a focus community for its development prerogative - an interest that has been shared by a variety of international cooperants and national institutions. Currently, Save the Children (Canada) is expressing interest in supporting water and sanitation initiatives, the Canadian Indigenous NGO Contigo International has targeted the community for investment in bodega construction through CIDA, and FISE has expressed interest in infrastructure development in the community if appropriate partners can be identified.

The incoming RAAN Governor - Hurtado García Becker - is very interested in supporting and facilitating projects in the community. INTA is working in the nearby city of Siuna on processing bean seeds “semilla mejorada” which could fortify an agricultural reactivation initiative, and the Mennonite Development Agency MEDA has expressed a great deal of interest in exploiting the potential market for black beans to Costa Rica, Mexico and Canada.

Notwithstanding the community’s wealth of natural resources, strong leadership, and the intentions of support being expressed from various corners, Wasakin is a community in distress. In its report ‘Desarrollo Humano en la Costa Caribe de Nicaragua, 2000’ The National Council for Socio-Economic Planning (CONPES) recognized the Prinzapolka/Banbana region where Wasakin is situated as perhaps the poorest in the country, with an incidence of poverty of nearly 91%3. Residents suffer from a variety of health issues connected with the lack of potable water, there is no electricity in the community, and there is a strong sense of abandonment at the hands of municipal and regional governments which has caused community leaders to develop a sense of cynicism with regard to development support.


Statistics for this area of the country are not generally reliable, but the residents of the community estimate that the current population is 1,897 individuals, divided among 247 families. Mayangna/Sumo residents represent 87% of the population, while the remaining 13% are Miskito. Most adults speak both the Sumo and Miskito languages, and many understand and speak Spanish as well.


Wasakin is located at the end of 12 km of road from the city of Mina La Rosita. While this access road is not faced with the challenge of major bridges – only ‘cajas’ (boxes) that are

3 “Desarrollo Humano en la Costa Caribe de Nicaragua” Consejo Nacional de Planificación Económica Social (CONPES)

“It is absurd to think that with machetes alone, we

can make ourselves rich”

Elder, Wasakin


easily maintained – it is still in a state of disrepair during the rainy season. Rodolfo Sandino, Regional DANIDA delegate to the RAAN, explained that DANIDA is in the process of working with the community of Wasakin to develop drainage culverts during the rainy season, and once the rains subside, will be building two pedestrian bridges spanning the Banbana River, effectively connecting the two sides of the community. According to community leaders, an agreement was struck wherein the community would work with DANIDA to maintain the small ‘cajas’ and ditches, while the Municipality of Rosita would provide maintenance for the road. In the opinion of the community and of DANIDA Transport Program representatives the Municipality has not met these commitments.

The community has no vehicle, so residents are faced with traveling on foot to access markets and services at Rosita. In order to transport large quantities of product, a truck must be hired in Rosita and brought out to the community, which is very costly and severely production economics. There is no commercial activity in the community, and no financial services.

Access to potable water in Wasakin is very poor. The community has a handful of wells, but all except one goes dry in the summer months. Many residents take their water from the Banbana River, the quality of which has deteriorated greatly since large-scale mining activities in the 1950s. There is no electrical power to the community, with the exception of a small gas-powered generator owned by the Moravian church and used for church purposes.

There is a small medical clinic built by FISE and staffed by a nurse, however her contract runs out in August 2002, and there are no medical supplies whatsoever in the clinic.


The Ministry of Education has a small presence in the community. MEDC employs 11 teachers who work out of the school built by the Moravian church. Wasakin offers basic elementary school and junior high school services, though the quality of educational facilities in the community is very poor. Educational services reach less than 14% of the population and more than 50% of people older than five years of age are illiterate.

According to local residents, nobody in the community has received formal agricultural training, so they plant and harvest according to ‘their own intelligence’.

Role of Rosita Municipality

Wasakin residents state that they feel neglected by the Rosita Municipal Government, which they see as being responsible for maintaining the road in from the community of Rosita, but which in their opinion has not fulfilled its responsibility. Presently, Wasakin has no delegate to the Municipal Government. To illustrate the roots of the fractious relationship, the community previously had a small power plant to provide electricity, and during the last election campaign, the mayor apparently committed to make the minor repairs necessary to make the plant operational. According to Wasakin leaders, the municipality simply removed the power plant after the election was held. Further fostering this discontent are numerous stories about rice seed being donated to the community, and only a minor percentage being delivered through the Municipality as per agreements.

Wasakin Community Leaders


Moravian Church in Wasakin

The municipality is responsible for providing tools and support in road maintenance, as well as basic services to the community.

Economic Activity

Wasakin residents derive their livelihood from the land, relying primarily on subsistence agriculture supplemented by low levels of hunting and gathering, fishing, logging and wage employment as available. Until the 1940s, crops of cassava, yams, and maize were grown on the banks of the Bambana after winter floods had receded, as well as bananas and plantains that were planted back from these banks year-round. Early in the decade, however, cyanide poisoning from upriver gold mines upset the ecological balance. The effects of mine waste were felt for years. Local residents tell horrific stories of 40-50 children per year dying of intestinal diseases from drinking the river water. Over the next 20 years residents learned how to plant rice and beans along sloped uplands using slash and burn agriculture, and today these crops comprise the staple diet, along with bananas, plantains, corn, guineo, yucca, quequisque, sugar cane and pejivalle.

Being in such proximity to the community of Rosita, Wasakin has ready access to the principal road linking Puerto Cabezas to Managua, and thus has consistent access to a variety of markets. Still, one of the current challenges of agricultural development is that the majority of Wasakin’s production is sold either locally or within the Minas region, as locals have little experience or knowledge in market development. According to local leaders, “There is no market for our products.”

Roughly 25% of communal land is currently under cultivation, for subsistence purposes, and with low levels of productivity. Wasakin offers many interesting possibilities to develop a sustainable forestry management project but residents are very poor and hence always susceptible to outside manipulation and dependence. Their lands are encroached on a regular basis from three directions by Mestizo farmers and others.

In the late 1990s, the lumber company La Amistad – which had been granted several years worth of timber rights to communal lands in the area - closed operations due to poor capitalization and lack of implementation and forestry management plans. Indications are that there was a major design flaw in the mill that was constructed as part of the project, and that biodiversity concerns were not well considered in the company’s efforts. There are few if any remnants of this project, and locals are left with the sense that they were being exploited for raw timber, and were not able to extract the full value of their resources.

Key Locally-Based Organizations and Institutions

While the community boasts strong leadership and organizational skills, there are no community-based organizations as such to implement projects. Local women are motivated and loosely organized, but have not formalized an association. Currently, community leader Neddy Israel Johnny is in the process of establishing an NGO to service the needs of roughly


40 communities in the region, and has expressed interest in working with national and international partners.

Current local organization includes the Elder’s Council, the Síndigo, the Community Coordinator, Judge, and local Councilor to the Regional Government in Puerto Cabezas.


In the past, Danish, Belgian, Austrian and Dutch cooperation has provided support to the community, and DANIDA continues to provide infrastructure support through its Programa de Transporte. At present, no NGOs other than Contigo have a presence in the community.

The Rosita-based NGO FURCA claims to have a variety of projects in Wasakin, but most residents we spoke with question this assertion. They suggest that the only tangible results of FURCA support to date have been a handful of pigs and a couple of chickens, as well as a half-dozen coconut plants. Friendly Project (Proyecto Amigo) was involved in a forestry production project in 500 ha. Several years ago, there was a farmers co-operative that produced and sold basic grain crops to ENABAS (National Supply Enterprise). The only existing community organization structure is the traditional Elders Council, which is described in detail below.

4.4.2 Wasakin Community Organizations

Wasakin Community Organizational System

As in most Miskito and Mayangna/Sumo indigenous communities along the Atlantic coast, Wasakin’s residents are governed by a community organizational structure that is characterized by popularly elected, traditional positions. These positions are generally recognized by all levels of government, civil and military authorities, and may be held by both men and women, although men generally assume them. The following are brief descriptions of the different positions.

Elder’s Council (Consejo de Ancianos)

The Elders’ Council came to the forefront of community leadership in the 1980s, and individuals elected to the Council were tasked with providing advice and leadership to residents, while seeking to establish a dialogue to contribute to the end of the conflicts that characterized that decade. Community elders are elected to the Council, and are asked to provide leadership in moral issues and community development. They also play an informal political role in issues such as land use and governance. Mr. Emilio Fendly is the representative of the Elder’s Council in Wasakin.

Síndigo

The community Síndigo is an ancestral position that is assumed by an elected individual from the community. He/she has responsibility for the natural resources of the community (forestry, mining, marine, agricultural). The Síndigo is occasionally elected regionally if communities are very small in size. More often, though, they are elected on a community-by-community basis. The Síndigo is the principal point of contact with municipal and regional governments. If private industry wants to invest in the community, the Síndigo must provide approval. In some larger communities, the Síndigo has a group of 3-4 members similar to a Board of Directors. These are all individuals from the community, are elected by the


community, and must be ratified by the municipality. In Wasakin, the elected Síndigo is Mr. Antonio Blair Penn.

Community Coordinator

The Community Coordinator is responsible for specific projects and initiatives. He has the responsibility for coordinating the presence of organizations in the community devoted to education, health and economic development. The community elects the Coordinator.

Community Judge

The community judge is an ancestral position elected by the community of Wasakin. The position of community judge was formerly recognized by the national legal system, but in practice is less so in the present day. The judge’s role in the community is focused upon conflict resolution, and the resolution of minor community disturbances that need not be forwarded to regional jurisprudence for resolution. Mr. Eduardo Poveda is the Community Judge in Wasakin.

The aforementioned positions collaborate with and receive support from religious leaders, teachers, and health services providers. Commissions are formed according to the need that arises, and populated by members of the community based upon the particular mandate of the commission and the designation of the community. Decisions are generally ratified in a general assembly of the community, which is also serve to elect the various leaders.

While the system of community governance here described is well-organized and has traditionally been respected and effective in general terms, its actual functionality in the present day, according to many first hand interviews conducted by the authors, is generally ineffective in the face of changing socio-economic and cultural realities of the community. According to some interviewed, this is the result of indifference on the part of municipalities and regional governments to recognize the efficacy of the various positions, and a general lack of formal education amongst individuals.

Network for the Protection and Management of Natural Forests in the Mining Triangle and Prinzapolka (REPROMAB)


REPROMAB is a recently formed community-based NGO that appears to enjoy wide support from municipal and regional government, NGOs, communities and industry. Its objective is to involve the necessary mechanisms that contribute to the integrated management and conservation of the region’s forestry resources, with collective action involving municipal and local authorities both governmental and non-governmental, as well as forestry-related civil society organizations.

Membership Members are representatives from 36 communities in the Prinzapolka and Minas area, as well as municipal & regional governments, institutions, private industry and civil society organizations.


REPROMAB is in the process of formalizing itself institutionally. A General Assembly has been held with representation from all 36 member communities, as well as representatives of industry, civil sector and public sector. A work plan has been laid out for the organization, which includes activities promoting the following


activities:

o Promote the rational management of productive forests, as well as the conservation of the region, with community participation.

o Promote the restoration of vocational forestry areas through reforestation, plantation and the management of secondary forests, as well as the promotion of natural regeneration.

o Promote training related to the use of and management of forestry resources.

o Promote research and dissemination of findings and exchange of information about the forest resources.

o Strengthen the technical capacity of members. o Use forestry resources as an important economic driver in the region. o Develop programs and projects related to forestry management to be

implemented by members. o Seek financial and logistic resources from national and foreign

organizations to bring these programs and projects to reality o Be facilitators in the search for promising national and international markets

for processed wood products. o Provide support to the owners of the forests, providing technical advice to

individuals and communities.

Finance The organization currently has no source of financing. A proposal has been prepared seeking seed funding for office infrastructure as well as startup operating funds, but the goal is to develop self-sufficiency in short order.

Governance There are Communal Boards of Directors in each of the 40 communities, as well as a General Assembly, which elects the organization’s Board of Directors.

REPROMAB Leadership:

Neddy Ismael Johnson Coordinator Wasakin Community Leader Gregorio Downs R. Vice-Coordinator HENCONIC Company, Bonanza Carlos Gómez Secretary Vice-Mayor of Siuna Argelio Johnys 2nd Secretary Prinzapolka Resident Carlos Madrigal Fiscal IPADE Coordinator, Rosita

Project Experience

As an incipient organization they have no direct project experience at this time. The following are the specific initiatives that the Network is contemplating:

1. Training Programs/Workshops

a. Standards and administrative aspects of forestry; b. Indigenous community laws; c. Advance of agricultural frontier; d. Community-based forestry management; e. Financial administration, management and resource management; f. Soil use planning; g. Forestry training center; h. Building of site for indigenous market;


2. Forest Fire Prevention Programs 3. Grants/Scholarships for Students

Infrastructure REPROMAB is currently borrowing office space in Rosita, and is soon to establish a permanent office.

Partners REPROMAB has approached the following organizations. Each has expressed its commitment to participate actively in REPROMAB’s initiatives:

Municipalities: Siuna, Rosita, Bonanza, Prinzapolka

36 Communities within 4 municipalities

Private Sector Companies:

o Empresa Prada, S.A. o HENCONIC, S.A. (Bonanza) – mining company o Aserradero Hermanos Alemán o Aserradero San Isidro o Aserradero El Carmen

Private Businessmen

Institutions: INAFOR, INTA, MAGFOR, RAAN Regional Council

Organizations: CATIE, Bosawas, CEDEHCA, IPADE, FURCA, FADCANIC, URACCAN, Centro Humboldt


o Widespread community and regional support

o Clear focus and objectives

o Well-developed work plan

o Strong leadership based upon consensus

o Focus on balance between sustainable socio-economic development and management/conservation of natural resources


o Lack of financing

o Lack of permanent headquarters

o No project experience

Opportunities o 42% of forestry resources in Nicaragua are concentrated in the Prinzapolka region and the Minas region.

o Several forestry companies exist in the area.

o There are approximately 50 middlemen who promote the commercialization of wood, an important aspect of the forestry chain

o 2 universities who promote professional training

o Woodworkers, companies, communities are interested in supporting action in forestry management

o The new RAAN administration is interested in working with REPROMAB.


Threats o The RAAN is very complicated socially, economically and culturally;

o There is no forestry area specifically designated for the generation of technology and forestry research;

o Lack of transportation access to the communities and areas where the forest is concentrated;

o Limited public sector capacity at the Regional and Municipal levels to operate effectively in the territory, and limited coordination between the work of municipalities and regional authorities;

o High incidence of poverty throughout the area;


o US$20,000 for startup (purchase of office, equipment, salaries, etc.)

o Project management training

o Institutional strengthening

Contact Information

Neddy Ismael Johnson Coordinator (Rosita & Wasakin) Tel: 273-11-32 or 273-10-07


4.4.3 Dev-SCOT Analysis for Wasakin


Strong community-level organization;

De-facto capital of Sumo cultural and economic activity in the region;

Experience with private-sector investment through failed Amistad forestry initiative;

Agricultural tradition along Banbana River;

Road and water access for movement of goods;

Selected by CBA as focus community;

Firm commitment for road maintenance support from DANIDA Transport;

DANIDA to build two pedestrian bridges over Banbana River in dry season;

The community has no access to electricity;

The relationship between the community and Rosita Municipality is strained;

There is a lack of entrepreneurial vision amongst community leaders;

Lack of presence of NGOs, Municipality, Regional Government and Central Government representatives in community;

No means to move product to market;

Lack of technical skills and education amongst producers;

All land is communally owned, which may make support from POSAF a challenge, based upon the project’s criterion of private land ownership.


Recent conformation of community economic development NGO REPROMAB provides opportunity for leadership and local participation in development initiatives;

World Bank interested in supporting rural electrification initiative;

Strong agriculture and agro-forestry development potential;

Tremendous untapped forestry resources;

Candidate for POSAF II rollout in RAAN;

Poor community health due to lack of potable water source and inconsistent health services;

The only school in the community is owned and operated by the Moravian church;

There are frequent and increasing incursions of settlers into traditional territories;

The community nurse is leaving in late 2002, with no plans for replacement;

The community is in a land demarcation fight with neighboring community of Kalmata over roughly 700 hectares of land;


Francia Sirpi

4.5 Francia Sirpi


General Description Of Community

Francia Sirpi is the largest of 15 Miskito communities in the Tasba Raya region of the northern-central RAAN. The region bridges the Waspam and Puerto Cabezas Municipalities and is known generally as “El Llano”. It is the most prominent community in the region due to its central location to various satellite communities in the area, its good road access to the markets of Puerto Cabezas and Waspam, and its relatively large population base.

The community was founded in 1969 as part of an agricultural ‘colony’ established by the Instituto Agrario Nicaragüense (IAN) to the west of the community of Tronquera. The IAN initiative involved the relocation of several Miskito communities along the Rio Coco, a move that was motivated by habitual flooding in the area, poor growing conditions, and ongoing territorial disputes. The first 27 families arrived in the region from the communities of Bum and Klampa, and were followed two years later by several more after a devastating hurricane in 1971. The IAN initiative was mandated to provide land titles, technical assistance and credit to the new inhabitants of the area; however these promises were largely unfulfilled. Many families fled the area between 1983 and 1986 due to heightened intensity of military activity in the region. The vast majority had made their return by the early 1990s.

Francia Sirpi, whose name in the Miskito language means “Little France”, is located roughly 60km by road to the Southwest of the city of Waspam, and falls under the auspices of the Waspam municipality. The geographical area is widely considered to offer some of the most fertile soils and ideal climactic conditions for agricultural development along the Atlantic

coast. In the early stages of the development of Francia Sirpi and surrounding communities, strong support was

provided by the French Embassy, the Adventist Church and Oxfam to cooperative

production techniques, and the strengthening of indigenous rights and customs. These efforts provided a starting point for agricultural and productive initiatives in the area.

Figure 4-5: Location of Francia Sirpi

It is estimated that the Tasba Raya region in its totality is comprised of between 38,000 and 45,000 hectares of land. According to DANIDA, Tasba Raya comprises 32,139 km2, which

Landscape Outside of Francia Sirpi


represents 27% of the national territory4. In Francia Sirpi, communal land is divided up amongst 175 families into 50 manzana parcels for each, as authorized by the Instituto Agropecuario Nicaraguense (IAN). Community leaders are in disagreement over the total allocation of land in the community, and estimates range widely from 5,740 to 7,750 manzanas. Presently, each family is managing roughly 1-3 manzanas, while some families are not working the land at all. The community is currently facing land pressures on several fronts. There are more families than land available as a result of strong population growth, and the younger residents of Francia Sirpi are claiming lands that are also being claimed by the neighboring community of Awas Tingni.

The Corredor Biológico del Atlántico (CBA) has identified Francia Sirpi as one of its priority communities within Block 17 of the Waspam / Rio Coco Municipality. The World Bank’s Rural Energy project has selected Francia Sirpi as a Phase I community in its Rural Electrification Initiative. MARENA’s POSAF II initiative would be well suited to support regional agro-forestry development, and is looking to this assessment for guidance on community selection.

Following is a list of eleven satellite communities within the Tasba Raya region, which would benefit directly or indirectly from initiatives in Francia Sirpi:

o Auas Tingni, Ipri Tingni, Kururia, Miguel Bikan, Kuiwi Tingni, Polo de Desarrollo, Santa Rita, Tasba Pain, Tikiamp, Tronquera, Wisconsin


Within the community of Francia Sirpi, residents suggest that there are 2,048 individuals divided amongst 247 Families. Residents of the area are 100% Miskito, and local leaders estimate that between 55-60% of the community’s residents are women. Most adults speak both Miskito and Spanish, and there are a handful of locals who also speak English.


One of the great benefits of developing infrastructure in this community is that it boasts year-round road access from the major communities of Waspam (72km) and Puerto Cabezas (127km). These access routes put the community at a competitive advantage as a development hub within the micro-region, potentially providing technical support, and a conduit for production and commercialization to the above mentioned communities. DANIDA’s Transport program for the RAAN has worked extensively with the local community to improve the road, playing a large role in the reconstruction of three local bridges, as well as the development of a local committee (Procamino) to maintain the road. Rodolfo Sandino of DANIDA Transport informs that the Program is currently building a

4 Ibid

Francia Sirpi Community Leaders


connection between Francia Sirpi and the neighboring communities of Esperanza and Miguel Bikan.

One of the principle challenges in Francia Sirpi is the lack of community infrastructure. There is currently no consistent supply of electricity. Francia Sirpi has extremely weak communications infrastructure – there is no telephone in the area, which makes emergency communications very challenging. There is no medical center in the community, though there is a community house with a room set up as a small clinic and staffed by a local nurse. The clinic has very few supplies on hand, and what little they do have is provided by the Waspam Hospital. For emergency medical issues, there is no way to quickly communicate with Waspam. The community has no vehicle at its disposal. There are 9 very small family-run stores known as ‘pulperías’ selling basic food and household goods. The community has neither a pharmacy nor a hardware store.

The community also has four communal wells and the supply of potable water is inadequate. There are only 39 outhouses in the community, leaving a large number of residents without sufficient services. There are currently no vehicles in the community, and the only support is from a truck provided by the Tasba Raya project. There are a handful of churches in the community, reflecting the presence of the Adventist, Catholic and Moravian faiths.

In terms of support for agricultural development, MAGFOR and INTA have had no presence in the community to date. For technical training, residents must go to Waspam, while for university studies; Puerto Cabezas offers the closest services. Some individua ls from Francia Sirpi are professionals in nursing, agronomy, and other specializations, but for the lack of formal employment in the community, these professionals tend to be working elsewhere.

There is a rice mill and dryer in the community that was built by ACNUR (Alta Comisionado de las Naciones Unidas para Refugiados) in 1991. The mill is currently not functioning, because it requires the replacement of most of the motor, alternator and other critical parts. When operating, the rice mill had the capacity to mill 12-20 quintales of rice per hour. Currently, rice and beans for the local market are milled in Waspam. For subsistence, the community mills the grains by hand in an antiquated fashion using a large piece of wood.

Community leadership appears to be generally strong, though often community leaders themselves disagree on the path forward. The community has a territorial delegation, which is charged with maintaining a civil registry of inhabitants, and other community-related responsibilities.


The community has an elementary school that was rehabilitated in 1995 under the Tasba Raya project. It is a 6-room school that is in poor condition – the roof is rapidly deteriorating, and the school lacks desks and furniture, washroom facilities and fence. The school services 356 students up to Grade 6, who are attended by 9 teachers, 5 of who are paid by the Ministry of Education, and 4 of whom are paid by GRAAN. There is also a secondary school in the

Rice Mill built by UN in early 1990s


community for 81 students taught by 3 instructors. The building was constructed by FISE in 1999, and is in relatively good condition.

Role of Municipal Government

Francia Sirpi and the whole Tasba Raya region fall under the political auspices of Waspam Municipality. There is an elected community leader in Francia Sirpi who serves as a delegate to the municipality. They are in the process of building a small office as a sub-municipal hub, and have the responsibility for implementing municipal responsibilities, such as the animal registry, marriages, divorces, etc. Historically, the municipality has not provided agricultural support.

Economic Activity

Agricultural activity currently represents the principal economic driver for Francia Sirpi. DANIDA estimates that approximately 90% of area residents are dedicated to subsistence levels of agricultural production5. Within the community of Francia Sirpi, there are roughly 210 Family Production Units, which in general terms are focused on subsistence production of rice, beans, cacao, yucca and bananas. Some households also focus on low-scale ‘secondary production’ of avocado and limes. The majority of production is of a subsistence level, while the relatively little excess production is commercialized.

Principal agricultural products are: rice (60-70 quintales per manzana), beans (12-20 quintales per manzana) (for consumption and for market), yucca, quequisque, corn, banano, and platano for local consumption. Most products for market are sold either in Puerto Cabezas, or to merchants who come to the community to exchange cash or other products for the community’s grains.

Aside from agricultural production, some area residents also harvest wood for sale to buyers from Puerto Cabezas, Waspam and beyond.

While growing conditions in the region are considered to be quite good for a variety of agricultural and agro-forestry products, the community has commented that the harvest is decreasing year after year. The principal explanation for this phenomenon could be the lack of technical assistance and training in crop rotation and soil management available to area producers. These results may also suggest that the soils are slowly losing nutrients.

The organic material content of the soils in the Tasba Raya region ranges from moderate to high, and are generally acidic (PH=4.2-5.5). The topography of the land is mostly flat with slopes rarely exceeding 10 degrees. The majority of the soils are extremely apt for forestry purposes: the region is blessed with an abundance of flora, reflecting the diversity of the various ecosystems that find confluence in the area: pine savannahs, pastures, rain forests, tropical forests

5 Ibid

Access Road into Francia Sirpi


and bosque de galleria.

Agricultural efforts are still relatively migratory in nature, a traditional practice which reflects the lack of training in agricultural techniques, and which ultimately endangers forestry resources. The major challenges are the low quality of seed, lack of commercialization infrastructure, post-harvest losses, low buying prices and the damages that large animals cause to the crops. There is some forestry activity, but it is mostly individual trees being sold in place for loggers to cut. The community does not sell processed wood. The presence of seven communities in very close proximity suggests potential for large-scale agricultural productivity for eventual export considerations. A recent agricultural study undertaken by the Government of Nicaragua supports this claim.

According to DANIDA in its 1997 socio-economic study, there are large areas of conifers and large- leaved flora, and a proliferation of arbustos, hierbas, epífitas and lianas. In terms of forestry resources, the region boasts significant numbers of the following species (in Spanish):6

o Caoba, Cedro Real, Guayabo Negro, Santa María, Guayabín, Pino, Nancitón, Zopilote, Palo de Agua, Comenegro

DANIDA clarifies in its study, however, that some of the above-mentioned species are over-harvested due to indiscriminant cutting by locals, and for lack of a forestry management plan.

There are a few head of cattle in the community, though it is not clear whether there is sufficient pasture to maintain them adequately. Relatively few families have barnyard animals, and the few that are present display some signs of illness.


ADRA (Adventists) has a private medical clinic that opens whenever there is a doctor and/or medicines available to provide service to the community. It is very inconsistent.

DANIDA Transport provides support and materials for road construction and maintenance.

In recent years, NGOs such as the Cooperativa de Servicios Múltiples Tasba Raya, Fundación Wangki Luhpia, CIEETS, and CAPRI and were implementing initiatives in the creation of cooperatives and integrated forestry management, but it is unclear as to whether or not these efforts have been sustainable.

According to the community, at present there is are “no NGOs working in the area”.

6 Estudio Socieconómico, Cultural y Ambiental de Tasba Raya, Municipio de Waspam Equipo de Estudios Socioeconómicos, DANIDA RAAN, August 1997


4.5.2 Community-Based Organizations

Francia Sirpi Community Organizational System

In Communities of the Tasba Raya region share a common community leadership structure which has developed over the years to reflect changing relations with regional and national governments, and to represent the community’s interests in social and economic development. This structure has been developed to include several elements reflecting the various leadership needs of the community. The following positions are all recognized by government, civil and military authorities, and may be held by both men and women, though are generally assumed by men.

Elder’s Council (Consejo de Ancianos)

The Elders’ Council is an organization that came to the forefront of community issues during the war years in the 1980s, tasked with providing sage advice and leadership in search of a dialogue to contribute to the end of the conflict. Community elders are elected to the council, and provide advice and leadership in moral issues and community development. They also play an informal political role in issues such as land use.

Síndigo

The Síndigo is an ancestral leadership position, and is an elected individual from the community. He/she has responsibility for the natural resources of the community (forestry, mining, marine, agricultural). Sometimes, the Síndigo is regionally elected if communities are very small. More often, they are elected by community. The Síndigo is the principal point of contact with municipal and regional governments. If private industry wants to invest in the community, the Síndigo must provide approval. In Francia Sirpi, the Síndigo is assisted by a group of several members who act as Secretary, Treasurer and Vocales, much as a Board of Directors operates. These are all individuals from the community, are elected by the community, and their participation must be ratified by the municipality. The Sindigo in the community is Mr. Amador Francis David, and his assistants include Mr. Alistan Thomas Felipe and others.

Community Coordinator

The position of Community Coordinator of Francia Sirpi is elected by the community. This individual is responsible for specific initiatives, and coordinates the presence of organizations in the community, such as education, health and development. In Francia Sirpi, the Community Coordinator is Mr. Arsenio Vanegas.

Community Judge

The judge is also an ancestral position, which is elected by the community. The judge was formerly recognized by the national legal system, but is less so in the present day. Their role in the community is conflict resolution, and the sorting out of minor community disturbances that need not be forwarded to regional jurisprudence for resolution. In Francia Sirpi, the


position of Community Judge is held by Mr. Rene Brian Dino, while Mr. Gaston Conrado is the Second Judge.

The aforementioned positions collaborate with and receive support from religious leaders, teachers, and health services providers. Commissions are formed according to the need that arises, and populated by members of the community based upon the particular mandate of the commission and the designation of the community. Decisions are generally ratified in a general assembly of the community, which also serve to elect the various leaders.

While this system is generally well-organized, the functionality of it in terms of the implementation of economic development initiatives may be suspect. According to some, this has been the result of indifference on the part of municipalities and regional governments, as well as a lack of solid planning and implementation mechanisms, and a general lack of formal education and training amongst individuals. There have also been reports of inconsistent behavior in leadership, duplication and disagreement over functions and jurisdiction, and personal abuses and self-enrichment amongst some leaders.

Other prominent leaders in the community include Mr. Gaspar Chow Thompson, who is responsible for establishing the Waspam Municipal Sub-Office in the community; Mr. Ramon Brian Dino who is responsible for organizing the community around the PROCAMINO roads & bridges initiative with DANIDA; and Ms. Lorentina Marley, the community nurse.

Francia Sirpi Landscape


4.5.3 Dev-SCOT Analysis for Francia Sirpi


After the first meeting with the consulting team in late June, and the follow-up and feedback discussions in July , the community decided to put together a community level organization to have regular meetings around the issue of community development. It seems that there has been a general sentiment to forget community and political and inter-personal divisions from the past, and put forward a united front to greet development initiatives.

All agricultural crops in the region are organic;

Road access to the Waspam – Puerto Cabezas highway is excellent, and there is a community group charged with maintaining the road in collaboration with DANIDA and the municipality;

Large tracts of under-utilized land available for agricultural production and agro-forestry development;

Lack of community organization and internal conflict amongst community leaders;

Uncertainty over total amount of land managed by community;

Lack of land to distribute to younger members of community;

Lack of technical training in agricultural management;

Lack of community leadership training; Need for stronger and more frequent communications with community leaders from other surrounding communities;

Need for basic infrastructure; Lack of cohesiveness amongst community leadership;

Lack of control over forestry and soil resources; Lack of civil society presence; Seeding cycles which, which keep people on the land, may coincide with project execution period;

Lack of access to potable water; Very limited regional government and municipality presence and support;

All land is communally owned, which may make support from POSAF a challenge, based upon the project’s criterion of private land ownership.


The CBA has recognized Francia Sirpi as a focus community in its CBA initiative;

Francia Sirpi has been selected by the World Bank and the Comisión Nacional de Energía as a pilot community for Phase I of its Rural Electrification Initiative;

Passivity, indifference, mistrust in community development process

Fear of change The community is currently in a fight with the

community of Awas Tingni, which is a Mayangna community, around land use. Awas Tigni recently won a legal battle in the OAS court against the Nicaraguan government, after which it was ceded a large chuck of property in the region. On July 24th there will be further negotiations and discussions to settle the land use issue.


5 COMMUNITY ACTION PLANS The Community Action Plans reiterate, in an abbreviated manner, some of the community information that was presented in the previous section. This is intentional as they are designed to be useable in a stand-alone manner if required.

5.1 Introduction A major deliverable of this Assessment is a series of Community Action Plans and Project Prototypes for each of the communities outlined in Section 4. These are presented within a context of micro-regional development, wherein the selected hub communities of Francia Sirpi, Wasakin and Pearl Lagoon represent development poles around which infrastructure and capacity development initiatives will benefit surrounding satellite communities.

The need for sustainable economic development assistance at the community level is large and varied. Within the prototypes, the consultants outline a number of productive initiatives for each of the six communities. The proposed projects are considered to be the most appropriate to make efficient and sustainable use of the resources available in each community, while taking into account community capacity for project implementation and management, technical skill deficit, lack of national and regional institutional presence, and the dearth of productive activity support in each community. The majority of the prototypes are designed to reflect, in their initial phases, specific pilot rollout initiatives for IDB NI-0159 as executed by the Institute for Rural Development (IDR).

The communities selected in the RAAS and RAAN present some fundamental differences from one another, as reflected in the distinct prototypes and implementation strategies outlined below. One of the inter-regional distinctions is that the RAAN communities are mainly populated by indigenous groups that speak their own languages and some Spanish, while in the RAAS the predominant ethnic groups are Creole and Garifuna, who speak a mixture of mainly English, Spanish and in some cases the Garifuna language. Another principal issue considered in the development of these prototypes is land demarcation. In each of the RAAN communities, land is communally owned and loosely demarcated between families for subsistence agriculture and low-scale wood extraction. In the Pearl Lagoon area however, there is a combination of communal land ownership in the Garifuna communities of Marshall Point, while land in Pearl Lagoon is a combination of private/family owned land and communal land. Finally, on Corn Island there is no communally held land – Creole landowners hold all property.

Generally speaking, Miskito and Sumo communities in the RAAN have a higher degree of traditional community organization than Garifuna and Creole communities in the RAAS, whose residents tend to have an orientation towards more formal employment and services, and who are more entrepreneurial in their artisanal fishing and agricultural activities. Another distinction that bears mention is the widely varying levels of physical access to the communities. RAAN communities are accessible by road, while RAAS communities are completely dependent – especially in the rainy season – upon maritime transportation links and, in the case of Corn Island, by plane.


Formation and/or consolidation of quasi-private community enterprise is a focus of the majority of the prototypes, as that is the vision of each community and the desire of community leaders, landowners, producers, municipal and regional governments, and international development agencies. Within each community and micro-region, existing traditional community- level organizational infrastructure is thoughtfully considered. The consultants have made every attempt to incorporate existing local, regional and national organizations that have the capacity and experience to play a role within the prototypes. However, there are communities in which certain critical roles cannot be filled locally or regionally, and focused technical assistance from qualified national or international experts and institutions are called for.

As mentioned in the ASDI-IDB-funded “Diagnostic of Financial and Non-Financial Services in the Atlantic Coast” recently published by Cyrano Management, access to credit along the coast is virtually non-existent, and contemplation of micro-credit development at this stage is considered premature by the IDB’s Managua office. The numerous lessons learned from historical failures of micro-credit in the region, the lack of volition of commercial lenders to offer loan portfolios to individuals and community organizations along the coast, and the dearth of institutional capacity to support small-scale incipient credit practices within the sector or community are major inhibitors to sustainable community economic development in the region.

In consideration of these challenges, and upon the needs, suggestions and recommendations expressed by the local residents during the various information gathering sessions, community meetings, focus groups and follow-up feedback sessions, community action plans have been prepared. These plans reflect the specific and unique challenges and opportunities of each community, and introduce the various interventions recommended to stimulate economic development in the communities, as well as collateral and parallel activities in infrastructure development and inter- institutional collaboration which the consultants consider to be critical to the success of the various prototypes.

The prototypes take into account the pre-existence of natural attributes in all of the communities (locally adapted crops, pastures and forest products, marine life, human expertise and experience) and reflect the best economic investment opportunities for generating community and family income and economic growth. That stated, they correspond with what the communities themselves have identified and proposed for productive development and agricultural rehabilitation initiatives.

In the opinion of the consulting team, it is fundamental to recognize that the initiatives will likely not succeed if other parallel actions (organizational development and strengthening, improvement/provision of basic infrastructure and services, training, research and testing, market development and eventually the establishment of some level of commercial credit) are not fostered in order to provide adequate conditions for the profitable and sustainable operation of productive enterprises in the region. Some activities related to these parallel actions are included within each specific prototype. However, it is recommended that specific programs or entities (national, regional and/or municipal governments, civil society, international development agencies, multilaterals, universities, private business sector, others) foster them. Critical success factors for each sub-region are mentioned in corresponding sections below, and are reflected in the DevSCOT Analyses for each community in the previous section.


In addition to the action plans and project prototypes, consultant Samuel Mercado has outlined a variety of suggested actions to move towards sustainability in productive initiatives in Afro-Latin and Indigenous communities along the Atlantic coast. These are captured in Appendix IX, and reflect a framework for sustainable, privately owned, community-run economic development enterprises based upon an indigenous community development model. It is anticipated that the prototypes detailed below can represent in some instances the initial stages of development of the framework.

Building upon the Community Assessments outlined in Section 4, a small description of each community as well as a list of productive project prototypes is presented in the following subsections. Detailed project prototypes are presented in Section 6.

5.2 General Considerations Strong organization and productive leadership at the community level are critical success factors in the promotion of economic development along the Atlantic coast. Communities should be afforded the opportunity, resources and training to create private enterprises at various levels (inter-community, community, family, associations, etc.). Traditional organizational structures of the Miskito, Sumo and Garifuna communities should be strengthened rather than abandoned. Credit programs and funds should be managed by local organizations that allow for profit to be distributed locally and re- invested in other economic development and/or social infrastructure within the community or elsewhere. According to community leaders, it is necessary to organize community and inter-community private for-profit enterprises, while assisting small groups (families, share associations, committees) to establish small-scale private enterprises. Formation of sectorial committees (fishermen, farmers, tourism, others) should also be encouraged. Resolution of legal status and land demarcation is important in encouraging outside investment and providing potential investors with a sense of security.

Appropriate infrastructure should also be in place to increase the margin of success of economic development opportunities in each of the communities:

o Improved marine transportation services are critical to support increased production and commercialization of agricultural, seafood and agro-forestry products.

o Basic means of communication (radio, telephone should be available to establish and maintain communication links with current and potential clients and suppliers in national and foreign markets.

o Marketing services, which currently do not exist in any form on the coast, could be provided by one or more regional entities or through the Universities.

o The installation and operation of basic processing facilities depends upon the existence of reliable potable water and supply of energy. These services could be managed by a community organization or a local enterprise.

o Adequate storage facilities for raw and processed commodities are critical to take advantage of price point fluctuations during the year.

o Support the process of resolving legal status and land demarcation for all communities;


It is essential to train and update productive leaders in each community through the various initiatives contemplated in the prototypes (research, production, processing, equipment maintenance, marketing, administration, etc). All recommended actions should be preceded and accompanied by intense training of local residents. This should involve regional universities and technical schools, as well as sector-specific, regionally appropriate technical training programs implemented or supported by MAG-FOR, INTA, INATEC, MARENA, etc. Research, testing and development of production/processing technologies and marketing are fundamental aspects of the development strategy. To provide as much regional value-added as possible, and to further build capacity at the regional level, project activities should be performed with the collaboration and assistance of related educational and public sector institutions such as BICU, URACCAN, MAG-FOR, INTA, MARENA, Ministry of Exterior Commerce, Ministry of Industry, INTUR, ADPESCA, etc.

5.3 Pearl Lagoon Basin Communities

Micro-Regional Summary

The Pearl Lagoon basin comprises 18 Garifuna, Creole and Miskito communities within an ecologically diverse area with challenging socio-economic conditions. The Basin represents the center of Garifuna culture in Nicaragua, and basin communities are economically and socially linked and inter-dependent. This unique environment suggests the opportunity for an integrated approach to supporting economic development initiatives through key groups and organizations with a focus on the three major centers - Pearl Lagoon, Marshall Point and Orinoco. This approach will provide a more sustainable and efficient way of ensuring that implementation and support for initiatives will have a broader impact. With the exception of the rural electrification initiative in Orinoco, these three principal communities will be addressed in an integrated manner.

These three communities are principally dependent on the fishing industry – both within the lagoon and in the open ocean. Recent years have seen stocks drop drastically, while boats and gear have been deteriorating for lack of resources to upgrade and maintain them. Leaders within each community are interested in partnership and support in the rehabilitation of the agricultural potential of the area, supporting the organization of craft fishermen’s groups, and fostering small-scale value-added processing to agricultural production.

5.3.1 Pearl Lagoon

Community Summary

As the largest community in the basin, and the only one with sufficient infrastructure to support small- to medium-scale processing, transport and commercialization activities in the short- to medium-term, Pearl Lagoon is critical to a development strategy for the Creole and Garifuna communities of the basin. As the hub of the Pearl Lagoon Municipal Government, the community maintains social, commercial and gubernatorial links with all other communities in the area. Any economic development activities implemented here will likely provide direct and indirect benefit to the other 17 communities in the area.

The community is economically dependent upon fishing, and stocks have been dropping consistently in recent years while boats and gear have deteriorated, for lack of resources for upgrading and maintenance. The community recognizes the strong potential for agricultural


rehabilitation in the area, given the community’s ideal climactic and soil conditions, and agricultural history. There is also considerable interest in reinvigorating the artisanal fishing fleet by fostering capacity development of a community fisherman’s co-operative, as well as identifying the potential for sustainable aquaculture activities to insulate the communities from the lack of resource management strategy for the fishing industry.

A principal focus of project prototypes for this community is the integration and leadership of women in productive activities, administration and management, as local landowning women have taken a leading role in the development of prototypes and have provided leadership in the mobilization of the productive community around this assessment. Pearl Lagoon will be the hub of the Pearl Lagoon Basin prototypes outlined below, in conjunction with participants from Marshall Point and Orinoco.

5.3.2 Marshall Point

Community Summary

Marshall Point is a Garifuna community located along the northern rim of the Lagoon. The community enjoys a close social and economic relationship with its neighbor community Orinoco. Marshall Point plays an important role in the survival of Garifuna culture on the Atlantic Coast, and it is a generally held view amongst leaders there that it is key to the continuing economic and cultural survival of the Garifuna people in the entire region.

Marshall Point faces a variety of development challenges, principally in the provision of social services, weak infrastructure, and poor community organization. The community remains economically and politically isolated by the lack of transportation options and development support. This isolation has created a strong sense of independence in the community, and has limited the community to subsistence agricultural practices and very small-scale artisanal fishing for the community’s survival. The power structures of the community are largely male dominated, and women continue to fight for recognition, political presence and economic development support. The prototypes identified for Marshall Point reflect fundamental economic and social integration with Pearl Lagoon, offering women in the community an opportunity to take ownership over their economic future, and receive mentorship and support from women in neighboring communities.

Community priorities in Marshall Point are focused on support to develop and improve the artisan fishing fleet, as well as increasing production of locally adapted crops with a focus on pineapple, ginger, achiote, hot peppers, cashews and rice. Marshall Point farmers and fishermen are concerned over the lack of storage and transportation facilities in the community to support the marketing and promotion of local crops. Marshall Point residents have expressed their interest in participating directly in the Pearl Lagoon Basin projects outlined below.

5.3.3 Orinoco

Community Summary

Considerably larger than its neighbor Marshall Point, the community of Orinoco is the true capital of Garifuna culture on the coast. While Orinoco has been the focus of some developmental support in the past, and is considered a hub for social and cultural activities in the area, the community faces a variety of threats: Settlers have been moving into the region


steadily, subjecting residents to incursions from the northwest by individuals looking to exploit the standing timber and clear land for pastures and agricultural development. This has exacerbated the lack of potable water available to the community, as one of the streams from fresh water is widely considered to be very contaminated from harvesting practices.

The women of Orinoco have had some success in economic development activities. In recent years, a women’s fishing cooperative purchased the catch directly from local fishermen, selling to buyers in Pearl Lagoon. Although women in the community are organized to a large extent, the community’s decision-making bodies are largely male dominated, and Orinoco women are still faced with challenges in recognition and support.

The feedback provided by Orinoco residents is similar to the priorities expressed in Marshall Point, with the main areas of focus being the renewal of the artisan fishing fleet, and support to agricultural rehabilitation with a focus on key crops. Residents are in need of technical support to increase production levels of locally adapted crops, specifically pineapple, cassava and rice as well as tropical fruits (citrus, cashew, mangoes and others). The lack of capacity to store, transport and market crops are a major concern for local producers. Orinoco residents will participate directly in the Pearl Lagoon Basin projects outlined below.

5.3.4 Project Outlines – Pearl Lagoon Basin Communities

Pearl Lagoon Basin Communities Agricultural Reactivation Project

Creole, Garifuna and Miskito communities in the basin are suffering from decreasing populations of finfish and shrimp, heretofore the main source of economic activity. In the immediate vicinity of most communities, agricultural land is available crop production. Currently, cashew and tropical fruits grow almost wild and most of the product rots on the branch or in the fields. While soils are productive, local farmers use low quality seed and low-input technology that results in low crop yield levels. In addition, crop production is limited to small family plots for lack of credit sources to expand their productive plots, and lack of knowledge of and access to markets.

This prototype proposes to formalize and consolidate groups of farmers in the communities of Pearl Lagoon, Marshall Point and Orinoco. The groups are made of largely of women in the communities who are prepared to work a section of their family parcels with technical assistance, training and improved seed. The initiative will utilize the skills of the Pearl Lagoon Agricultural Extension Worker to coordinate with points of contact in each community to undertake soil analyses and field tests on productive technologies, technical training for farmers and the distribution of improved seeds.

This initiative will also involve a comprehensive review of regional, national and international market potential for commodities identified as having excellent growing potential in the community, including specifics on processing, packaging, presentation and handling of products. The information gathered will be distributed directly to the producers themselves, and communities will work in conjunction with MAG-FOR, regional universities, and possibly an IDB-supported Centro de Desarollo Empresarial (CDE) in Bluefields in the management of market information.


Development of Value-Added Agricultural Processing Industry in the Pearl Lagoon Basin

For lack of market knowledge, technical assistance, processing and transportation infrastructure, basin residents have not developed value-added agricultural products. While producers in the area are traditional farmers, their post-harvest losses are extremely high, and prices obtained for their crops are low, as they are currently restricted to the Bluefields market with most having only the option of selling out of their boats off the dock.

There is recognition amongst producers of the potential for value-added processing of cashew, pineapple and rice in the immediate term with strong potential in the local, regional, national and international markets. The initiative will be managed by local women, and build upon project infrastructure created in the Agricultural Reactivation Initiative. The focus will be on organizational development in each of the three communities, and testing of artisanal processing techniques suitable for the area, and in line with the capabilities of local soils. At this stage, community organization around this initiative is still very weak, and assistance and training to individual processors is a fundamental aspect of the initiative.

As with the Agricultural Rehabilitation Initiative, commercialization methods and market analysis are fundamental, as well as an analysis of the processing and packaging requirements for the markets identified. Information will be passed on directly to the communities, and individuals/groups will be assisted to initiate small-scale artisanal processing of key products, with a vision to larger-scale processing facilities in the basin in the longer-term.

Upgrading of Local Artisan Fishing Fleet

Catches in the Pearl Lagoon basin and in the open ocean have been steadily dwindling each year. At the same time, local fleets, equipment and fishing gear have been deteriorating, severely reducing the capacity of craft fishermen to obtain good yields and to diversity into other commercial species. The consultants were told that larger industrial fishing boats in the area openly flaunt national regulations, reducing even more the share of catch available to local fishermen.

There is an opportunity to support the Pearl Lagoon Seafood Fishermen’s Cooperative to develop into a more entrepreneurial organization with a board of directors comprised of representatives from amongst the individual fishermen. This organization could provide support to its member fishermen in the provision of supplies and capital for boat and equipment repair and upgrading, and could benefit from the construction of ice making facilities and basic processing infrastructure, so that for local craft fishermen can have options beyond simply selling to the large fishing companies. Eventually, this organization could provide credit to fishermen. Individual fishermen and/or fishermen’s organizations in Marshall Point and Orinoco will also benefit from collaboration with their colleagues in Pearl Lagoon. Local leader George Howard has a vision of strengthening the organization as a rallying point for basin fishermen. One of the principal challenges involved in supporting this group is the organization of individuals who are prepared to work towards the establishment of a privately run enterprise.

Key activities will include working closely with the Seafood Fishermen’s Cooperative in Pearl Lagoon, as well as incipient fishing groups in Marshall Point and Orinoco to provide institutional strengthening, and establish the means to manage credit to repair and upgrade boats and gear.


5.3.5 Implementation Plan for Pearl Lagoon

Implementation Considerations

o To avoid losing momentum created by this assessment, the IDB and its representatives should endeavor to establish a means of maintaining constant communications and consultations with Pearl Lagoon participants;

o It is important to continue to foster relationships established between Pearl Lagoon productive leaders and fishermen, and their counterparts in Orinoco and Marshall Point, to solidify relationships for institutional/group collaboration;

o Need to support incipient women’s agricultural organization and artisanal fishermen’s co-operative to provide strong foundation for micro-regional prototypes;

o Need to establish integrated project implementation headquarters or liaison in Pearl Lagoon as home base for Agricultural Extension Worker and individual project coordinators, including to maintain coordinate ongoing communications and information sharing with outlying communities of Marshall Point and Orinoco, to coordinate project activities locally, and to maintain communications with Bluefields and Managua;

o IDB requirements of 10% community in-kind contribution will likely have to be reflected in provision of land/space for project activities, and labor on the part of Pearl Lagoon participants. The exact nature of this contribution will have to be established as early as possible to ensure that participants in the community are amenable and prepared to offer a suitable contributions to abide by IDB funding policies;

Action Steps

o Arrange meeting with Pearl Lagoon Mayor Gilbert Downs to confirm support and participation of Pearl Lagoon Municipality;

o Arrange meeting between IDB representative, George Howard of Fishermen’s Co-operative, Women’s Agricultural Group leader Juana Howard, BICU professor and local resident Karl Tinkham, Marcelino Chan of Marshall Point/Orinoco and other key community representatives to confirm volition of community groups in Pearl Lagoon to receive support and provide leadership for Pearl Lagoon basin micro-regional initiatives;

o Clarify in-kind contribution requirements for IDB support, and reaffirm the volition and capacity of participants in Pearl Lagoon to meet requirements;

o Arrange to present project initiatives to RAAS Regional Planning Commission;

o Solidify institutional collaboration with BICU, URACCAN, MAG-FOR, ADPESCA and MARENA through information sharing workshop in Bluefields;


5.3.6 Implementation Plan for Orinoco


o Bank representatives should reaffirm the volition of Orinoco fishermen, farmers and women’s cooperative members to collaborate with colleagues in Pearl Lagoon and Marshall Point;

o Orinoco participants will likely be challenged to meet IDB requirements of 10% community in-kind contribution. This contribution will likely have be calculated through land, space in homes and/or boats and equipment for project activities, and the labor of Orinoco participants. The exact nature of this contribution will have to be established as early as possible to ensure that participants in the community are amenable and prepared to offer a suitable contributions to abide by IDB funding policies;

Action Steps

o Arrange meeting to between Bank representatives and Orinoco community leaders to confirm interest and participation of community groups and individuals in collaboration with Pearl Lagoon basin micro-regional initiatives;

o Clarify in-kind contribution requirements for IDB support, and reaffirm the volition and capacity of participants in Orinoco to meet requirements;

o Though Rural Electrification support to Orinoco has been included as a Tier Two Prototype in this assessment, it may behoove the Bank to arrange meeting with Luis Mairena of RAAS Regional Planning Commission and Harold Somarriba of the World Bank/CNE to clarify the Regional Government’s intention to provide electrification support to Orinoco, and discuss opportunities for collaboration with World Bank/CNE initiative in Orinoco;

5.3.7 Implementation Plan for Marshall Point


o To maintain the dialogue initiated by the consulting team with Marshall Point residents, the IDB establish a means of maintaining frequent communications and consultations with Marshall Point, utilizing Pearl Lagoon as a hub for information sharing, and re-affirm the volition of Marshall Point fishermen and farmers to collaborate with colleagues in Pearl Lagoon and Orinoco on micro-regional prototypes;

o As with Orinoco participants, Marshall Point producers and fishermen may be hard-pressed to meet IDB/IDR requirements of 10% community in-kind contribution. A formula may have to be developed wherein other variables are considered as the community’s contribution, and the Bank would be advised to confirm the capacity of Marshall Point participants to meet the terms of that formula;


Action Steps

o Arrange meeting between IDB representative and Marshall Point leaders Alicia Cayaso, Elvita Moses, Hernacio Casildo and Marcelino Chan to confirm volition of community groups in Marshall Point to receive support and collaborate in Pearl Lagoon basin micro-regional initiatives;

o Clarify in-kind contribution requirements for IDB support, and reaffirm the volition and capacity of Marshall Point participants to meet requirements;

5.4 Corn Island

5.4.1 Community Summary

It is estimated that nine out of ten residents of the Corn Islands (Islas de Mais) directly or indirectly derive their livelihood from the fishing industry, while tourism is still a relatively nascent generator of employment.

There is concern in the community around the island’s near total dependence upon importation of goods and services – especially agricultural products – as well as the lack of facilities to store and transport products to markets, the lack of commercial links and information about existing markets for producers. There are also concerns around increasing population density, solid waste management, and a lack of economic diversification on the island.

Due to over-fishing of shrimp and lobster by industrial fishing boats and the gradual reduction in family incomes due to lower stocks, local authorities and individuals are interested in diversifying the islands’ economic base with more sustainable enterprises such as: the reactivation of local crops (coconut, agape, fruit trees), support to small-scale tourism initiatives, and upgrading of the local artisan fishing fleet through two fishermen’s organizations on the island.

5.4.2 Project Outlines - Corn Island

Agricultural Rehabilitation Program for Corn Island

At present, most non-seafood perishables are imported to the island, and costs are rising while family incomes are dropping. Before Hurricane Joan in 1988, the main economic activity on the island was the production of coconut, and most of the available productive land on the large island was devoted to this crop. While most plantations where razed by the hurricane, or abandoned for the promise of lobster fishing, patches of coconut remain that could be reactivated for profitable production. The areas could also be planted with other locally grown fruits such as noni (agape), mangoes, and fruit trees. There is a high demand in the regional market as well as the local tourist market for these products.

An incipient Creole grower’s organization on the island called the Corn Island Cocoteros Association is attempting to revitalize and rehabilitate the agriculture industry of the island. The 26 members of the Association aim to enrich the parcels of privately-owned land where there are currently some coconuts and fruit trees being grown. They have recognized the opportunity to partner with a local association of coconut growers in Bluefields, who have access to a coconut press with capacity to manage 750 hectares worth of coconuts.


Productive technologies on the island must be improved in order to increase yields and to preserve local ecology. The initiative would include the formalization and consolidation of the growers’ organization, the undertaking of soil capacity analyses including field tests on crop production techniques, the provision of improved seed, and the design and delivery of technical training workshops with the leadership of the Corn Island Agricultural Extension Worker. The prototype also contemplates a study of regional, national and international market potential including specifics on packaging, presentation and handling of products, as well as an assessment of commercial transportation linkages between Corn Island and Bluefields, Rama and other principal markets identified. Market information would be distributed directly to the growers.

Development of Commercial Partnerships between Canadian Indigenous Organizations and Miskito Fishermen on Corn Island

On Corn Island, the majority of craft fishermen fish with small boats and lobster pots, and sell their catch to one of the nine “acopios” or storage / buying stations on the island, which in turn sell the lobsters to one of the two larger private companies with processing and storage capacity. The island’s Miskito fishermen have their own small acopio, which is supported by the private company CAF (Central American Fisheries), but they lack resources to repair and upgrade their boats and gear. As a result, many Miskito fishermen resort to diving for lobsters using antiquated scuba gear and without training in safe and proper diving practices – sometimes to depths in excess of 100 feet. As a result, many fishermen have suffered the grave and often-fatal effects of decompression sickness.

The fishermen themselves recognize that the practice is very dangerous, but they feel they have few alternatives as other commercial opportunities are extremely limited, and few Miskito own land on the island. The Association of Miskito Fishermen of Corn Island (APAM) represents 120 island fishermen, and is seeking support for organizational development & capacity building of their fleet, in the interest of shifting their members away from the environmentally damaging practice of diving. Financial support could be provided to APAM members for the upgrading and repair of fishing equipment (boats, motors, nets, ice boxes, others), and a feasibility study conducted on the upgrading of storage facilities and the construction of an ice plant or small-scale processing infrastructure.

APAM leaders also wish to pursue development of a partnership with a Canadian Indigenous lobster fishing organization that would be able to provide partnership and technical expertise to the Association and its members. While this has been stimulated by the current project the partnership is being pursued as a stand-alone initiative.

Upgrading of Local Artisan Fishing Fleet Through the Corn Island Artisanal Fishermen’s Union

As mentioned above, lobster and shrimp catches in the fishing grounds around Corn Island have been steadily decreasing year after year, resulting in drastic decreases in family income for Creole fishermen. This has in turn exacerbated tensions between the various ethnic groups competing for land and jobs on the island. Creole fishermen received support from Oxfam Canada and the Canadian government in the development of the Corn Island Artisanal Fishermen’s Union (UPACIN) after the hurricane in 1988. This financial support allowed the Union to construct a warehouse store in the Long Bay area of Greater Corn Island, and to provide members with credit to purchase boats, motors, equipment and gear.


At the time, the Union boasted a membership of 200 fishermen. Since then, UPACIN has been unsuccessful at recouping nearly 1.7 million córdobas (roughly $110,000) in credit and supplies, since many fishermen deemed the credit a post-hurricane donation and were unwilling to repay the loans. The Union has lost over 80% of its membership in recent years, and is attempting to renew itself with new policies and services. The store which was built with Canadian aid has excellent potential for growth, and offers discounted prices to members as well as non-members, representing a viable alternative to the private fishing companies generally onerous credit policies to individual fishermen and acopiadores.

This initiative would involve a review of UPACIN’s credit policies and past credit agreements with members to assess the potential for recouping accounts receivable, while working with Union leadership to upgrade credit policies and revive membership. Financial support could be provided to members for the upgrading and repair of fishing equipment (boats, motors, nets, ice boxes, others), and the capacity of the small fishing plant owned by the Union could be augmented through a feasibility study on the installation of an ice-making machine and processing equipment.

Note to Reader: The preceding prototypes are included in this assessment as stand-alone prototypes with the following explanation and caveats for the Bank. It was originally contemplated that both groups would fall under the auspices of one prototype encompassing global support to craft fishermen on the island through a fisheries commission or board. It was made clear to the consultants that the wishes of the two groups were to work individually, as they do not have a history of collaboration and there is a lack of goodwill between them. UPACIN and APAM are at different stages of organizational development, and receive different levels of support from local government.

While we are not convinced that these individual prototypes represent the best way to go – given the inherent duplication, overhead costs and expenses, etc. that could be avoided by consolidating the prototypes – the lack of willingness of stakeholders and the inherent institutional weaknesses of both groups suggest that this approach may be the most viable at present. The consultants strongly recommend that these issues be given due consideration before these initiatives are launched.

5.4.3 Implementation Plan


o IDB and its representatives should establish ongoing communications with Corn Island participants directly or through the Municipality to advise and update on the status of negotiations around the prototypes;

o As an incipient organization, The Corn Island Cocoteros Association will need a great deal of early support in organizational development;

o Need to establish integrated project implementation headquarters or liaison on Greater Corn Island, likely with the strong support and collaboration of the Municipality, including strong local leadership to maintain coordinate ongoing communications and information sharing, to coordinate project activities locally, and to maintain communications with Bluefields and Managua;

o Due to the extreme lack of financial resources and credit, IDB requirements of 10% community contribution may have to take the form of land & office space usage,


fishing boats and equipment for project activities, as well as labor on the part of Corn Island participants. The exact nature of this contribution will have to be established as early as possible to ensure that participants on the island are amenable and prepared to offer a suitable contributions to abide by IDB funding policies;

o As mentioned above, there is a lack of goodwill between the two fishermen’s organizations on the island, which is a principal reason for the separate prototypes. Major economies of scale and synergies are to be found by rolling the two prototypes together, but at present that seems unlikely without some kind of mediation or bridge building between the two organizations.

Action Steps

o Arrange meeting with Corn Island Mayor Roberto Ow and Vice-Mayor Dr. David Somarriba to confirm support, participation and leadership of Corn Island Municipality;

o Arrange meeting between IDB representative, Eugenio Dixon of UPACIN, Cocoteros Association Leader Ronald Chensam, BICU professor Rene Cassels, Lorraine Bodden of the Movimiento Comunal de Corn Island, Denis Jackson of APAM and Norma Dixon of the Movimiento por la Dignidad y Desarrollo de Corn Island, to update them on the status of the IDB/IDR process, and re-affirm the volition of the various groups to participate;

o Clarify in-kind contribution requirements for IDB/IDR support, and affirm the capacity of Corn Island participants to meet requirements;

o Arrange to present Corn Island project initiatives to RAAS Regional Planning Commission – ideally at same time as Pearl Lagoon initiatives are being put forward;

o Solidify institutional collaboration with BICU, MAG-FOR and ADPESCA through information sharing workshop in Bluefields, perhaps in conjunction with similar meeting around Pearl Island initiatives;

o Develop a strategy for proceeding with (or decide to abandon) the fishing projects, given the relationship issues that exist.

5.5 Wasakin


The community of Wasakin is less than 8 miles from the city of Mina La Rosita in the center of the former mining heartland of Northeastern Nicaragua in the RAAN. Alternately known as Wasaquin or Wasa King, the community is recognized as the capital of Sumo culture in the country. The Banbana River which runs alongside the community is navigable to the Atlantic coast, and road access to the main highway linking Managua and Puerto Cabezas is generally good. Along the river, the soil is deep with a high sand content, good humus percentage and moderately acidic; these soils are very fertile and productive for both agriculture and hardwood forest production.

Historically, Wasakin residents were prolific farmers, growing cassava, yams, and maize along the river after winter floods had receded, as well as bananas and plantains that were planted year-round back from the riverbank. Years of industrial mining upriver has left a


legacy of impurities in the river – the community’s principal source of water – and Wasakin residents suffer from intestinal diseases and other effects of the lack of potable water.

Wasakin residents feel that they have received little attention and support from governments – a pattern that many community leaders are attempting to break with the formation of a regional development organization. Donor agencies and development organizations have expressed a great deal of interest in Wasakin because of its potential for both agricultural development and agro-forestry exploitation. Residents are interested in participating in a community-driven, integrated and well supported development initiative. To take advantage of the large tracts of communally-held forest and agricultural land, community leaders want to focus on activities related to agricultural and cattle production, and agro forestry initiatives. The main crops recognized by the community included basic grains (corn, beans, rice), real palm for use of leaves to built local roofs, and American palm for oil extraction. Collection and processing of forest products (teas, flowers, aromatic woods, others) is another alternative with excellent potential in the region. Hydroelectric energy production using a water fall in the Bambana river located about 5 kilometers from the community is also a key point of interest in the development landscape, especially for the World Bank.

5.5.2 Project Outlines - Wasakin

Wasakin Agricultural Support Project

Residents of Wasakin are traditional producers of basic grain and root crops, and the community has a long tradition of farming, low-intensity forestry and hunting/gathering. Despite the availability of huge tracts of agricultural land, production techniques employed are rudimentary in the extreme, crop yields are extremely low and the community utilizes only small patches along the riverbank to grow mainly food crops for self-consumption. All land in Wasakin is communally owned and managed, with each family managing a small plot. The community has expressed a great deal of interest in launching a well-supported integrated agricultural initiative to take advantage of the rich growing area, and the central location of the community as a hub of agricultural development.

Working in conjunction with the Wasakin Agricultural Extension Worker, this initiative would see the establishment of a small project implementation office in nearby Rosita, utilizing office space either of the Municipality, or perhaps of one of the NGOs with available space. Given that Wasakin lacks electrical power and phone service, CB radio links will be established between the community and the office to provide constant communication and follow-up. An agricultural committee will be established in the community as the main point of contact for support, communications, training, marketing information and storage and commercialization of agricultural products through this initiative.

Soil capacity analyses will be undertaken, including field tests on crop production technologies, with a particular focus on basic grain crops (black beans, rice, corn), root crops (quequisque, cassava, dashin), bananas, cacao, chile peppers, ginger and achiote. Nurseries for the development of improved seed will be established, and on-site workshops will be delivered in soil preparation and planting techniques, crop rotation, irrigation and soil management, as well as harvesting techniques and post-harvest management.

A critical aspect of this initiative is an analysis of local, regional and national market potential for the agricultural products identified in soil analysis, including specifics on storage and commercial transportation of products from Wasakin to Rosita, Managua, Puerto Cabezas and


other principal markets. Market information will be disseminated directly to Wasakin farmers through the agricultural development committee. If feasible, confirmation and certification of organic produce will be sought through the appropriate national and/or international bodies, such as the Asociación Nicaraguense de Productores y Exportadores de Productos no Tradicionales (APENN).

Wasakin Agro Forestry Development

The Sumo residents of Wasakin are traditional forest people, and a good portion of family and community income is derived from forest product gathering. It is predicted that vast forestry resources exist in the immediate area, including a variety of hardwoods and ‘precious’ woods, as well as raw material with potential use in medicines, essences and other products. In recent years, however, local forest and wildlife resources have been decreasing and degrading as a result of unmanaged harvesting, incursions from non-resident settlers and loggers, and lack of education in forestry management techniques.

This initiative is focused around the development of a sustainable plan to increase and improve the harvesting, management and reforestation of such resources, cataloguing and preserving what currently exists while sustainably increasing harvesting of diversified products with recognized export market potential. Many of the activities described for this prototype reflect close collaboration and cost sharing with the agricultural development initiative described above. It is erroneous to consider agricultural and agro-forestry development to be one in the same, though project infrastructure can easily be shared between the two initiatives to take advantage of economies of scale and natural synergies.

An agro-forestry development committee will be established in the community as the main point of contact for support, communications, training, marketing information and storage and commercialization of agricultural products, as well as institutional collaboration through initiatives such as POSAF II. A comprehensive diagnostic/inventory of existing agro-forestry resources in area around Wasakin will be created with the active participation of the Agricultural Extension Worker, local foresters and gatherers. A market analysis for agro-forestry products identified in the diagnostic will be launched, including specifics on value-added processing, storage, packaging and commercial transportation of products from Wasakin to Rosita, Managua, and other principal markets. This information will be disseminated directly to Wasakin foresters and gatherers through Agro-Forestry Development Committee.

Training workshops in reforestation, harvesting techniques and post harvest management will be developed and delivered by the AEW with institutional support from a variety of organizations. Nurseries will be established for the cultivation of seeds, seedlings and saplings, and field tests on low-impact forest production and gathering technologies will be contemplated. Reforestation and silviculture activities will be launched in areas most affected by deforestation, and harvesting licenses sought from MAG-FOR, before actual harvesting activity is undertaken.

Development of Value-Added Processing Options for Agricultural and Agro-Forestry Products in Wasakin

Post-harvest losses amongst farmers in the Wasakin area are very high, and forestry extraction practices are inefficient and provide no value-added to the community, meaning residents tend to receive low prices for their products. Local farmers and forest gatherers do not have proper


facilities to store, preserve and process products, particularly agricultural ones, and many flowers, fruits and leaves from the forest that are very delicate and tend to decay rapidly. This lack of infrastructure in combination with the lack of knowledge around processing is made worse by the dearth of commercialization channels for all products from the area. The resultant outcome is that local producers tend to cultivate very small areas and extract small amounts of products from the forest. The lack of commercialization experience also means that the quality of the products may not be enough to meet the requirements of the export market. Residents recognize that greater value from their cultivation and harvesting activities can be accrued through storage and value-added processing, and that this requires financial commitment from partners and donors for the construction and maintenance of facilities, extensive training, and access to information.

Community leaders and producers intend to work collectively with support and technical assistance to identify value-added products with strong market potential, and whose processing can be done on an artisanal level at the outset, in the hope of attracting the resources and partnership to eventually develop larger scale production and storage facilities. Presently, there is no formal women’s organization in the community, but it is widely recognized that a community value-added processing initiative would be led by women, and that a critical first step would be the formalization of a women’s organization to provide leadership.

This initiative would build upon the progress and momentum of the Agricultural Support and Agro Forestry Development Projects described above, utilizing infrastructure (office, project management, institutional support) established through the other two initiatives. Tests would be conducted on small-scale artisan processing technologies for local products, and if feasible, facilities including bodegas for storing agr icultural products, grain silo(s) and rice mill will be constructed. Technical assistance and financing for purchase of equipment and tools will be provided to artisan processors in areas such as furniture construction, drying and packaging of herbs and flowers, timber milling, with a vision to the eventual construction of larger-scale community-run processing facilities.



o Ongoing communications and consultations with Wasakin participants should be maintained;

o Project implementation headquarters for all three prototypes will need to be established in Mina La Rosita, given that Wasakin lacks sufficient infrastructure and electricity to house an office at present;

o Wasakin is an impoverished community, and has no access to capital or credit. IDB/IDR requirements for in-kind contribution will have to be reflected in the provision of land for project activities, and labor on the part of Wasakin participants. The exact nature of this contribution will have to be established as early as possible to ensure that participants in the community are amenable and prepared to offer a suitable contributions to abide by IDB funding policies;


Action Steps

o A meeting should be arranged with Rosita Mayor Roger Acevedo Mayorga to confirm support and participation of Rosita Municipality in road maintenance, and support for Wasakin’s candidacy for Phase II of World Bank/CNE Rural Electrification Initiative (see Prototypes Requiring Further Development in the Appendices), and general support to IDB in implementation of prototypes;

o A meeting between IDB representative, REPROMAB Coordinator Neddy Ismael Johnson, Consejal Luis Beltrán Alfaro, Alma Nivia Alfaro and other key community representatives to confirm volition of community groups in Wasakin to receive support and work with project collaborators;

o Clarify in-kind contribution requirements for IDB support, and establish the volition and capacity of participants in Wasakin to meet requirements;

o Arrange meeting with Centuriano Knight of the RAAN Regional Government and Harold Somarriba of the World Bank/CNE to clarify the potential for collaboration around rural electrification support to Wasakin;

o Arrange to present project initiatives to RAAN Planning Commission;

o Solidify institutional collaboration with URACCAN, MAG-FOR and MARENA’s POSAF II initiative through information sharing workshop in Puerto Cabezas;

5.6 Francia Sirpi


Francia Sirpi is the largest of 15 Miskito communities in the Tasba Raya region of the northern-central RAAN, bridging the Waspam and Puerto Cabezas Municipalities. It is the most prominent community in the region due to its central location to various satellite communities in the area, its good road access to the markets of Puerto Cabezas and Waspam, and its larger population base.

The Tasba Raya region is widely considered to offer some of the most fertile soils and ideal climactic conditions for agricultural development along the coast. The community does not live under the threat of flooding, and the growing conditions are good for a variety of agricultural products, offering potential for a sustainable agricultural development initiative. The presence of seven communities in very close proximity (within 50 km2) suggests potential for large-scale agricultural production with a vision to eventual export capacity. A recent agricultural study was undertaken by the Government of Nicaragua to support this claim. One of the principle challenges in Francia Sirpi is the lack of community infrastructure. There is currently no consistent supply of electricity, access to potable water is poor, and there are no communications or transportation available in the community.

The Corredor Biológico del Atlántico (CBA) has identified Francia Sirpi as one of its priority communities within Block 17 of the Waspam / Rio Coco Municipality. The community has also been selected as a Phase I community under the World Bank’s Rural Electrification Initiative. MARENA’s POSAF II would be well suited to support regional agro-forestry development, and is looking to this assessment for guidance on community selection.


The abundance of forest and agricultural land suggests that the community focus its economic development on activities related to agricultural production, cattle raising, and agro forestry exploitation. The main crops produced locally are rice, beans, corn, cassava, citric fruits and coconut. The community also sees an excellent alternative in the collection and processing of forest products (herbs, flowers, aromatic woods, others). They want to promote the establishment of small private enterprises such as a bakery, general store and tailor shop, as well as the construction of storage facilities for agricultural and agro-forestry products.

5.6.2 Project Outlines - Francia Sirpi

Francia Sirpi/Tasba Raya Agricultural Support Project

Francia Sirpi residents have a tradition of farming, low-intensity forestry, hunting/gathering and long-range cattle ranching. Farmers in the community produce primarily basic grains, and despite the availability of land, production techniques are rudimentary, yields are low and post-harvest losses are high. Most farmers who have sufficient crops to sell at market are forced to either rent a vehicle to transport the crops, which is prohibitively expensive. Others simply carry as much as they can on their backs for the dozens of mile walk to market.

All land in Francia Sirpi is communally owned and managed, and each family manages a small plot. The community is interested in undertaking a supported agricultural development initiative which would see the establishment of a small project implementation office in Waspam to house an a project implementation team including the Francia Sirpi Agricultural Extension Worker. An agricultural development committee will be convened in the community as the main point of contact for support, communications, training, marketing information and storage and commercialization of agricultural products through this initiative.

Soil capacity analyses will be completed with the active participation of the AEW, including field tests on crop production technologies, with a particular focus on basic grains, root crops, bananas, cacao, chile peppers and ginger. Nurseries for the development of improved seed will be established, and on-site workshops will be delivered in soil preparation and planting techniques, crop rotation, irrigation and soil management, as well as harvesting techniques and post-harvest management.

This prototype will also include study of local, regional and national market potential for the agricultural products identified in the soil analysis, including specifics on storage and commercial transportation of products from Francia Sirpi to Waspam and Puerto Cabezas and other principal markets. Market information will be disseminated directly to Francia Sirpi farmers through the Agricultural Development Committee with support of the AEW. If feasible, confirmation and certification of organic produce will be sought through the appropriate national and/or international bodies, such as the Asociación Nicaraguense de Productores y Exportadores de Productos no Tradicionales (APENN).

Francia Sirpi/Tasba Raya Agro Forestry Development

Francia Sirpi’s Miskito residents are traditional farmers, foresters, and hunter-gatherers. Those traditions continue to this day in the Tasba Raya area, which are not traditional lands for the Miskito, but rather are lands to which they were relocated first in the late 1960s and 1970s, then again in the 1990s after the conclusion of the war. A reasonable portion of family and community income is derived from forestry activities, and it is predicted that agro-forestry resources exist in the immediate area surrounding the community, including a variety


of hardwood species and raw material with potential use in medicines, essences and other products. Recently, these resources have been subject to indiscriminate and unchecked logging, culling and degradation as non-resident settlers and loggers have made inroads into the area. The lack of education in forestry management techniques and support for reforestation is a major challenge to area residents.

Francia Sirpi represents an excellent pilot community for the development of a plan to increase and improve the harvesting, management and renewal of forestry resources; cataloguing and preserving what is currently available while sustainably increasing harvesting of diversified forest products with recognized export market potential. Many of the activities described for this prototype reflect close collaboration and cost sharing with the agricultural development initiative described above.

An agro-forestry development committee will be established in the community as the main point of contact for support, communications, training, marketing information and storage and commercialization of agricultural products, as well as institutional collaboration through initiatives such as POSAF II. A comprehensive diagnostic/inventory of existing agro-forestry resources in the Tasba Raya region will be created with the active participation of the Agricultural Extension Worker, local foresters and gatherers. A market analysis for agro-forestry products identified in the diagnostic will be launched, including specifics on value-added processing, storage, packaging and commercial transportation of products from Francia Sirpi to Waspam, Puerto Cabezas and other principal markets. This information will be disseminated directly to Francia Sirpi foresters and gatherers through Agro-Forestry Development Committee.

Training workshops in reforestation, harvesting techniques and post harvest management will be developed and delivered by the AEW with institutional support from a variety of organizations. Nurseries will be established for the cultivation of seeds, seedlings and saplings, and field tests on low-impact forest production and gathering technologies will be contemplated. Reforestation and silviculture activities will be launched in areas most affected by deforestation, and harvesting licenses sought from MAG-FOR, before actual harvesting activity is undertaken.

Development of Value-Added Processing Options for Agricultural and Agro-Forestry Products in Francia Sirpi

Post-harvest losses amongst Francia Sirpi farmers tend to be high, and forestry extraction practices are inefficient and provide little or no value-added to the community, while generating very low prices for their products. Local farmers and forest gatherers do not have proper facilities to store, preserve and process products, particularly agricultural ones, and many flowers, fruits and leaves from the forest that are very delicate and tend to decay rapidly.

This lack of infrastructure in combination with the lack of knowledge around processing is exacerbated by the lack of consistent transport and commercialization channels for their products. For all of these reasons, local producers tend to cultivate very small areas and small amount of products from the forest. This lack of infrastructure in combination with the lack of knowledge around processing is exacerbated by the dearth of commercialization channels for their products. As a result, local producers tend to cultivate very small areas and extract small amounts of products from the forest. The lack of commercialization experience also means that the quality of the products may not be enough to meet the requirements of the export


market. Residents recognize that greater value from their cultivation and harvesting activities can be accrued through storage and value-added processing, and that this requires financial commitment from partners and donors for the construction and maintenance of facilities, extensive training, and access to information.

Community leaders and producers intend to work collectively with support and technical assistance to identify value-added products with strong market potential, and whose processing can be done on an artisanal level at the outset, in the hope of attracting the resources and partnership to eventually develop larger scale production and storage facilities. Presently, there is no formal women’s organization in the community, but it is widely recognized that a community value-added processing initiative would be led by women, and that a critical first step would be the formalization of a women’s organization to provide leadership.

This initiative would build upon the progress and momentum of the Francia Sirpi Agricultural Support and Agro Forestry Development Projects described above, utilizing infrastructure (office, project management, institutional support) established through the other two initiatives. Tests would be conducted on small-scale artisan processing technologies for local products, and the feasibility of construction of crop storage facilities, grain silo(s) or a rice mill will be established. Technical assistance and financing for purchase of equipment and tools will be provided to artisan processors in areas such as furniture construction, drying and packaging of herbs and flowers, timber milling, with a vision to the eventual construction of larger-scale community-run processing facilities.



o To avoid losing momentum created by this assessment in Francia Sirpi, efforts should be made to establish a means of communications and consultations with Francia Sirpi participants, in order to update them on the status of the IDB/IDR initiative;

o A project implementation office for Project Coordinators and Agricultural Extension Workers will need to be established in Waspam – perhaps in the Municipal offices – due to the lack of electricity in Francia Sirpi;

o IDB requirements of 10% community in-kind contribution will likely have to be reflected in provision of land for nurseries and productive technology test plots, space for project activities, and labor on the part of Francia Sirpi participants. The exact nature of this contribution will have to be established as early as possible to ensure that participants in the community are amenable and prepared to offer a suitable contributions to abide by IDB funding policies;

Action Steps

o A meeting should be arranged as early as possible with local leaders Arsenio Vanegas, Alistan Thomas Felipe, Amador Francis David, Gaspar Chow Thompson, Israel Lentch García and other key community representatives to affirm the interest of Francia Sirpi residents to participate in the IDR/IDB initiative;


o Community in-kind contribution requirements for IDB/IDR support should be confirmed and explained to Francia Sirpi participants, so that their capacity to meet requirements can be established;

o A meeting with Waspam Mayor José Osorno should be convened to confirm support and participation of the Municipality in road maintenance, the provision of office space and general support to IDB in implementation of prototypes;

o RAAN Regional Government representative Centuriano Knight and the RAAN Planning Commission should be presented with project initiatives for Francia Sirpi, with the goal of confirming the Regional Government’s support for same;

o Institutional collaboration with URACCAN, MAG-FOR and INTA should be confirmed through information sharing workshop in Waspam or Puerto Cabezas;

5.7 Project Integration Framework There are significant inter-project synergies to be considered within each of the selected communities and micro-regions. Areas such as equipment purchase and use, office space, and overhead represent areas in which the Bank will be able to realize economies of scale and scope by implementing pilot projects in concert with one another.

To illustrate this, we have developed the following framework for project integration. The example we cite is the inter-project synergies accruing to the Pearl Lagoon Agricultural initiatives. In the interest of avoiding repetition in this assessment, we have not re-created the framework for the other communities, as there are numerous similarities between them. The impact of inter-project synergies and the inherent benefits of an integrated suite of pilot initiatives are also referenced in budget considerations in the Introduction to the Project Prototypes in the following section.


5.7.1 Pearl Lagoon Basin Agricultural Initiatives Inter-Project Coordination Framework

YEAR AGRICULTURAL REHABILITATION AGRICULTURAL PROCESSING AGRICULTURAL EXTENSION WORKERS

1 o Engagement of Project Officer (shared between production and processing project.)

o Market study and development of strategic marketing plan

o Soil capacity analysis

o Organizational development activities (ongoing throughout both projects)

o Community workshops

o Demonstration production projects;

o Development of detailed plan for year 2

o Review of processing and storage technologies (informed/focused by information from market study and soil capacity analysis);

o Organizational development activities (ongoing throughout both projects)

o Development of a draft agricultural processing and storage plan for the Pearl Lagoon Basin. This plan would likely include local (village) level and Basin-wide (Pearl Lagoon) level initiatives. The plan will take account of the current level of organizational capacity in the region and provide for organizational development support as required. If appropriate the plan should also include pilot tests.

o Testing of findings from above review (if appropriate);


o Engagement of four (4) Agriculture Extension Officers

o Engagement of half-time Agricultural Extension Coordinator based out of Bluefields.

o Ongoing coordination between Agricultural Extension Officers and sharing of best practices and information. It is expected that there will be at least 2 seminars each year that would bring together the extension officers for information sharing and professional development sessions.

2 o Community level production workshops to disseminate information from production workshops and to distribute any required production equipment (on credit);

o Ongoing technical support provided to producer groups and individuals (to be provided by Agriculture Extension workers);

o Community level processing workshops to disseminate information from above review and develop an implementation plan (likely the implementation plan would include pilot initiatives);

o Pilot projects as identified in implementation plan;

o Review of pilot projects, including

o Ongoing


YEAR AGRICULTURAL REHABILITATION AGRICULTURAL PROCESSING AGRICULTURAL EXTENSION WORKERS

o Community level workshops to review the year’s production, share best practices and refine production strategy and approach as required;


community level review, technical review and market and infrastructure related issues;

o Determination of appropriate organizational structure and preparation of financial, business, operational and organizational development plans for lead organization(s) (e.g., if the producers decide to form a processing co-op, or evolve existing organizations to assume project ownership)


3 o Based on Year 3 plan (expected to be similar to Year 2);

o Based on Year 3 plan. Expected to include development and rollout of one or more facilities as determined through the above process;

o Development of detailed plan for year 4 including an organizational sustainability plan that will enable ongoing operation of the facilities after completion of current project (funding)

o Ongoing

4 o Ongoing production on a sustainable basis o Ongoing activities as determined above; o Ongoing


6 PROJECT PROTOTYPES

6.1 Introduction The following project prototypes outline specific interventions in select Afro-Latin and Indigenous communities along the Atlantic coast of Nicaragua that can be supported by the Inter-American Development Bank. All 13 prototypes meet the criteria to receive support through the NI-0159 Agricultural Reactivation initiative in partnership with Nicaragua’s Instituto de Desarrollo Rural (IDR), and in some instances through the POSAF II initiative, also supported by the Inter-American Development Bank. The prototypes are based upon the analyses outlined previously, and reflect the priorities and suggestions of the communities themselves. As referred to within the Community Action Plans in the previous section, the implementation considerations are critical to the success and sustainability of these prototypes.

The following guidelines were provided to the consulting team in July 2002 by Mr. Hans Gatz and Mr. Jaime Cofre of the Bank’s Managua office, and reflect the parame ters around Atlantic coast pilot initiatives for NI-0159. These were taken into account in the development of the prototypes:

o Up to 8 pilot projects to be considered on Atlantic Coast;

o Roughly $2 million total budget over two years for pilots, with potential for increasing budget based upon project success;

o Budget allocations of between $100,000 and $400,000 per pilot, with an average of $170,000 per initiative;

o Implementation and execution of pilots will go out to competitive bid;

o Communities will be expected to meet 90/10 contribution structure;

In consideration of these parameters, executing agencies selected under competitive bid must be able to provide facilitative monitoring and execution support to projects, which will include capacity development at the community level, ongoing communications and feedback, and the facilitation of inter- institutional collaboration as part of an integrated development approach.

A critical success factor common to all of the following projects is the need to consider in-kind contributions on the part of the communities and organizations. The vast majority of proponents and potential participants in the following prototypes have no access to credit, and little or no monetary capital available to them. The recommendation of the consultants is that in-kind contributions of land, private buildings, and labor be considered as part of project financing requirements.

Throughout our many meetings with community leaders they consistently stressed that they were not interested in being part of projects led by external, civil society organizations. They cited many examples of externally designed and led projects producing little in the way of sustainable results as justification for this. While it was beyond the mandate of this assignment to undertake a comprehensive assessment of all earlier projects, we

“A major lesson learned is the fundamental need to systematize

experiences within successful development projects”

Kenneth Fox Director of Agro-Forestry

Project, FADCANIC


recognize that local ownership and enthusiastic local participation will be one of the most critical success factors moving forward. We believe that this should be considered by IDR as they further develop the following project prototypes. Regional civil society organizations have not been included as potential partners and collaborators within the prototypes themselves. However, in the interest of providing IDR and IDB with additional information, should they decide to explore other implementation partnerships, we have prepared an analysis of the institutional capacity and project implementation experience of a variety of NGOs working in the region. These analyses are listed within Appendix V.

Many bilateral development agencies operating along the Atlantic Coast have been interviewed by the consultants, and have confirmed their interest in collaborating with the Inter-American Development Bank in the Prototypes listed below. A summary of these bilateral agencies, outlining annual budgets, focus areas and current initiatives is included in Appendix VII. The authors have refrained from attempting to bring this collaboration to the level of specific prototypes as we felt that this level of discussion should be left until the prototypes had been thoroughly considered by IDR/IDB and specific implementation plans had been agreed to.

The prototypes presented here have been selected from over thirty project concepts that were presented to the Consulting team and discussed over the course of numerous visits to each community. Our objective in selecting prototypes was to focus on those that:

o Have strong community support;

o Would provide benefits directly to Afro-Latin and Indigenous communities/people;

o Build upon existing experiences and expertise;

o Would be sustainable – e.g., the project benefits would continue long beyond project financing;

o Have strong organizational proponents, or were such that it would be relatively straightforward to organize project participants into organizations which could, with appropriate development support, assume ‘ownership’ of the projects;

o Would not damage local environments;

o Would respect and collaborate with existing organizational and political structures;

o Would integrate well with other regional development priorities and objectives;

o Would produce results that could be replicated in other areas; and

o Would not duplicate efforts of other development agencies in the communities;

From the 30+ project ideas we were presented with, we selected roughly 20 for detailed examination. These were prioritized with 13 being presented as project prototypes for immediate inclusion in the NI-0159 initiative and the remaining initiatives being presented as Prototypes Requiring Further Development in Appendix IV. The objectives of the selected prototypes coincide with the objectives of Productive Agricultural Rehabilitation Program. An outline of the Community Consultation process that fostered these prototypes, can be found in Appendix II.

The prototypes should be considered in concert with the Community Action Plans presented in the previous section. With the exception of one regional project, the remainder are organized according to the communities and micro-regions that they will impact. Again, with


the exception of one Regional project, each prototype is presented in a standard framework that contains the following points:

o Proponents; (which organizations and/or individuals we expect to be key stakeholders in the project)

o Sectors; (which sector(s) the project focuses on)

o Objectives; (lists some of the key social and economic objectives of the prototype)

o Beneficiaries; (who would be the key beneficiaries if the project goes ahead)

o Project Background and Description; (background information on the situation/project and a short description – additional background information is available in the community profiles and community action plans)

o Partners and Collaboration; (lists some potential partners and collaborators)

o Metrics (How to Measure Success);

o Budget and Financing; (lists total expected budget and any key financing issues)

o Market Information; (preliminary information on markets and related information – for many projects the initial stage involves market research and development)

o Production Information; (a short discussion on production issues related to the proposed project)

o Geographic and Infrastructure Issues; (a short discussion on geographic and infrastructure issues that will affect the project’s success)

o Previous Experience; (discussion of any previous related experience of the proponent or other key stakeholders)

o Capacity Analysis (Proponent); (some discussion on the current capacity level of the proponent organizations/individuals – this will serve to guide the institutional strengthening aspects of the project)

o Major Strengths; (some discussion on the major strengths of the project and its key stakeholders/proponents)

o Major Risks and Mitigation; (major risks the project will face and, where possible, mitigation plans and strategies)

o Technical Assistance Requirements; (some discussion on the form and level of technical assistance that will be required to implement the project)

Our approach to budgeting the cost of the prototypes has taken into account the fact that firm budget targets and frameworks for the prototypes are still in a somewhat fluid state and will be finalized in the coming months as detailed plans are developed for the Atlantic Coast. In order to provide flexibility to the overall project and to enable the individual prototypes to better integrate into an overall budget framework, we have established budget ranges for each prototype, rather than a fixed budget target. This provides decision makers with a minimum budget amount, below which we feel the project cannot really be expected to achieve its objectives, and a high-end, where there should be sufficient resources to achieve the stated objectives.

The budgets also reflect the integration of the various projects, as discussed in the Community Action Plans. The prototypes have been designed to maximize synergies at the community


level and across all of the projects in the region. It is to be expected that delaying or eliminating one of the prototypes will add costs to the budget for the others within that community, or in the case of the regional project, to all of the projects. This is another reason for providing budget ranges – it allows decision makers significant budgetary latitude, without the necessity of eliminating any of the prototypes.

The following Next Steps are common to each of the prototypes, and represent a starting point for the Bank to initiate the formal process of launching each of the projects. Specific suggestions and recommendations to the Bank are presented in Section 7.

o Review of project prototypes by IDB/IDR officials;

o Communication with local stakeholders to advise them of project development path;

o Preparation of Detailed Terms of Reference and finalization of a transparent tendering process

o Engage a project executing agency through a transparent tendering process;

o Begin project execution.

Many of the prototypes are closely related and will have some areas of overlap requiring coordination. These have been outlined in Prototype Coordination Frameworks where necessary. A comprehensive summary framework listing all of the projects and key elements is presented in Subsection 6.7. The following sub-sections present the 13 project prototypes.

6.2 Atlantic Coast Region Agricultural development represents a significant opportunity for all of the pilot communities. However, to fully develop the potential requires ongoing access to professional agriculture extension services in order to undertake necessary research and provide advice, training and support during the initial years of cultivating new/improved crops and implementing improved harvesting, processing and storage procedures. The provision of these services can be done much more efficiently under a separate project that would provide one agriculture extension officer to each of the four regions, with the service coordinated from a central location to maximize synergies, economies of scale, access to professional support and development, and shared learning. This regional project is presented below.

6.2.1 Agricultural Extension Services for Atlantic Coast

PROPONENTS This region-wide initiative reflects the need for sustainable support and technical assistance in agricultural development along the coast.

SECTORS Agriculture

OBJECTIVES To provide direct and ongoing support to the six pilot communities involved in the agricultural rehabilitation, agro-forestry development and agricultural processing initiatives, in the development and dissemination of agricultural information, provision of training and technical assistance, and inter-project coordination for a three to four year pilot initiative.

BENEFICIARIES o Agricultural producers in the six pilot communities;

o Other agriculture producers in RAAS and RAAN who will benefit from lessons learned and the future dissemination of project results;


PROJECT BACKGROUND AND DESCRIPTION

In order to provide ongoing, direct support to agricultural rehabilitation and processing initiatives in the six pilot communities, four full-time Agriculture Extension Workers (AEW) would be coordinated through a central organization such as BICU, URACCAN or MAG-FOR in Bluefields. These AEWs would work full time in the regions (Corn Island, Pearl Lagoon Basin, Wasakin, Francia Sirpi and would be required to spend considerable time in the communities working directly with individual producers and community based producer groups. This initiative complements the Agricultural Reactivation, Agro-Forestry Development and Small-Scale Agricultural Processing initiatives described below, providing efficiencies and integration at the community level.

The AEWs will have professional support and network available through one of the regional Universities, and/or MAG-FOR. In order to provide value-added to the Agro-Forestry Development prototypes in the RAAN, the ideal candidates would have experience in forestry management as well.

For coordination purposes, a half-time Agricultural Extension Coordinator would be contracted and based out of Bluefields to provide management support and coordination to AEWs for organization of training workshops, liaison with stakeholders, provision of improved seed and other specific duties. It is expected that there would be two or three professional development seminars per year where all of the AEWs would attend in order to share experiences and results and to further their professional development. While some parts of the seminars would be focused specifically on the management of this project (e.g., planning, reporting frameworks, etc.) we expect that some of the more general professional development aspects might be made available to a wider range of agriculture experts in the region, thus enhancing the overall level of agricultural expertise in the region.

Four extension officers on 3-4 year contract (to be determined by budget) based in each of the 4 regions would provide the following services to support agricultural development:

Agricultural Development Support

Provide support to local agricultural development by:

o Overseeing soil capacity analysis with the support of MAG-FOR, INTA, BICU and URACCAN, including field tests on crop production technologies, with a specific focus on the potential for cashew, almonds, pineapple and rice already being produced by local farmers, and also on easily adaptable crops such as root crops (malanga, cassava, yam, etc.) and fruit trees (mangoes, oranges, avocados, etc.)

o Liaison with agricultural technology extension programs available through universities and INTA and elaboration of extension training workshops;

o Elaboration and delivery of onsite workshops with local producers in the following areas:

o Soil preparation and planting techniques,

o Crop rotation, irrigation, and soil management,

o Harvesting techniques, and

o Post-harvest management including storage and handling of


crops;

o Facilitation of delivery of improved seeds for agricultural production to local farmers;

o Confirmation/certification of organic agricultural products in each pilot community through appropriate national and/or international bodies, such as the Asociación Nicaraguense de Productores y Exportadores de Productos no Tradicionales (APENN);

o Frequent site visits to assist producers in applying the information from workshops;

Agro-Forestry Development Support

The Agro-Forestry support would primarily be targeted at the two RAAN communities. However, we would encourage the Pearl Lagoon AEW to review the Agro-Forestry plans for the RAAN regions to determine if there may be some applicability in the Pearl Lagoon basin

• Preparation of a strategic review/prioritization of agro-forestry potential that takes into account market issues;

• Development and implementation of a strategic agro-forestry program;

Support to Local Processing

Provide support to the development of local processing capacity by:

o Based on production information (e.g., market and production capacity as well as local infrastructure capacity that will be developed for each region) assist to identify and prioritize various processing, storage and value-added technologies suitable for implementation in the Pearl Lagoon basin;

o Identify the most promising technologies and processes and hold community workshops to discuss the technologies with appropriate community stakeholders and identify community priorities and key implementation issues and risks, including organizational, transportation, storage and marketing issues;

o Develop an implementation plan that takes into account implementation priorities, issues and risks identified above and includes a facilitative monitoring component that will provide ongoing feedback and support to all stakeholders;

o Roll out implementation plan as above; PARTNERS AND COLLABORATION

The AEWs would be housed in local Municipal Offices where they would be provided with office space, access to fax machines and logistical support. MAG-FOR, INTA, BICU and URACCAN would also be close partners and collaborators. MAG-FOR may be the best organization to actually manage the project, providing access to additional technical expertise as required and facilitating the dissemination of learning to other regions in the RAAS and RAAN.

METRICS (HOW TO MEASURE SUCCESS)

o Presence of AEWs in each of the four micro-regions;

o Reporting on soil capabilities, agricultural development activities and technical support provided for each of the six communities;

o Number of onsite seminars and training activities conducted with


producers;

o Overall increases in production and cash-crop incomes.

BUDGET AND FINANCING

Anticipated Project Budget: $275,000 to $415,000 over three years

Note: This project prototype, because it is more service oriented than the others, has been presented in a slightly modified fashion from the others. Detailed information on markets, production, etc. can be found in the various community/regional projects below.

6.3 Pearl Lagoon Basin

6.3.1 Pearl Lagoon Basin Communities Agricultural Reactivation Project

PROPONENTS Organization of Pearl Lagoon Women Farmers (Incipient) Organization of Marshall Point Farmers (Incipient) Organization of Orinoco Farmers (Incipient) Pearl Lagoon Municipality

SECTORS Agriculture Women in Development

OBJECTIVES o Create community-run agricultural development organizations owned by local farmers;

o Improve crop production technology; o Improve market information for local producers; o Increase crop yield levels; o Improve qua lity of products to meet exportation requirements; o Increase family/community monetary income and improve family diet; o Create local job opportunities; o Provide food security to the local population

BENEFICIARIES o Creole and Garifuna women farmers and their families;

o The community economies of Pearl Lagoon, Marshall Point and Orinoco, as well as other communities in the Basin who will benefit from access to the improved technology.


Creole, Garifuna and Miskito communities in the basin are suffering from decreasing populations of finfish and shrimp, heretofore the main source of economic activity. In the immediate vicinity of most communities, good agricultural land is available to be used for production of cash crops. While some land is currently used for subsistence farming, little is systematically used for the production of cash crops. Anecdotal evidence suggests several explanations for this lack of cash cropping: lack of technical advice and support; lack of market information; inefficient harvesting, processing and storage; weak transportation infrastructure; lack of access to credit/working capital; etc.

Preliminary research suggest the following are some products that have potential to develop as cash crops:


o Cassava, Coconut, Plantain, Yam, Pineapple, Rice

This project will utilize the AEW and provide fundamental support towards reactivating and improving agricultural production in the Pearl Lagoon basin. It will begin with a marketing study to determine which crops offer the best potential to be produced as cash crops and how they can best be marketed. Concurrent with this an organizational development process will assist the community groups to strengthen their organizations and ready them to be effective partners in project implementation. A review of local soils will help to determine which products and techniques will be most suitable.

The market study and soil analysis will identify preferred crops for each community. An analysis of production, harvesting and storage techniques will be undertaken and will inform the development of agriculture workshops, which will be delivered in the region. The workshops will provide detailed information on soil preparation and planting techniques, crop rotation, irrigation, and soil management, harvesting techniques, and post-harvest management including storage and handling of crops. The analysis will also identify any new tools or equipment needed to enable the producers to follow the procedures presented in the workshop. The project would provide producers with assistance to secure these tools and to execute the marketing strategy (e.g., support for collective processing and marketing efforts). We expect that the project should operate for three full seasons in order to help ensure that the learning has been fully absorbed. The first year would produce the marketing strategy, perform soil tests and analysis and production trials, and improve the organizational capacity to manage the project. The third year should include activities designed to disseminate project information and technology to other communities in the Basin and elsewhere.

A group of women farmers in the community of Pearl Lagoon, as well as organized groups of farmers in both Marshall Point and Orinoco are prepared to spearhead this project with appropriate support for institutional development and production.

The principal activities involved in this prototype are as follows:

Project Management and Organizational Development o Contracting of Local Project Officer to work out of the Pearl Lagoon

Municipal Offices and facilitate organization of and communications with community productive leaders and manage project information at the local level;

o Formalization of community agricultural development groups in each of the three communities;

o Establishment of points of contact and means of communication with productive leaders in each of the three communities. The consultants have already identified candidates in each community to serve in this capacity;

o Introduction and adaptation of participatory tools to strengthen communal understanding of, and activities related to, implementation of development plans;

o Design and delivery of training workshops in community-based SME development and management with focus on agriculture;

Agricultural Development

o Coordination with Pearl Lagoon Agricultural Extension Worker for Agricultural Development activities, including:


o Soil capacity analyses o Onsite workshops with local producers in the following themes:

§ Soil preparation and planting techniques, § Crop rotation, irrigation, and soil management, § Harvesting techniques, and § Post-harvest management including storage and handling

of crops; § Ideas on how to respond to inclement weather and

calamities. o Provision of improved seeds for agricultural production to local

farmers; o Frequent site visits by regional AEW to assist producers in

applying the information from workshops; Market Analysis and Commercialization

o Comprehensive review of regional, national and international market potential for commodities identified in diagnostic, including specifics on processing, packaging, presentation and handling of products, either through CDE or BICU;

o Dissemination of market information directly to producers; o Review/assessment of commercia l transportation linkages between Pearl

Lagoon, outlying basin communities, and principal markets identified in market study;

o Elaboration of a marketing plan/process to ensure marketability of production

PARTNERS AND COLLABORATION

o Executing Agency – Project implementation and financial management; o Pearl Lagoon Municipality – Office space and support; o INTA – Support in preparation/delivery of training workshops for

producers; o MAG-FOR – Support of AEW activities; o Regional Universities – Assistance in developing extension services and

training programs for producers; o ASDI-BID CDE Initiative – Marketing and business development support;

and o Regional and local private distributors (distribuidoras comerciales).


o Increase in amount of land (ha) under crop production o Soil Capacity Diagnostics prepared o Number of producers trained in planting and harvesting techniques o Crop yields per unit area o Volume of products marketed and value received; o Family and individual income levels o Training workshops held o Market studies available to producers in communities o Replication in other areas


o Project participants will provide land for the project and their own labor, as well as office space within the Municipality offices as the community’s in-kind contribution. Participants will also agree to freely share the information developed with other producers.


Estimated Project Budget: $195,000 to $300,000 over three years

MARKET INFORMATION

The local market for agricultural production is very limited. The regional market is larger but there are too many producers feeding directly into Bluefields market, which cannot absorb all production. The national and international markets offer wider opportunities but it is necessary to identify markets and establish commercialization linkages. A primary output of the early stages of the project is a marketing strategy that will identify specific niches and other opportunities.

PRODUCTION INFORMATION

It will be necessary to run field tests to determine the capacity of the soils and improve crop production technologies. Farmers should be directly involved performing these field tests, evaluating results and fine-tuning processes and procedures.

GEOGRAPHIC AND INFRASTRUCTURE ISSUES

A traditional challenge faced by these producers is the storage and transportation of crops. The area is isolated and lacking in storage and processing space, and the transportation of goods is expensive and scarce. The issue of storage and processing is addressed in the concurrent Agricultural Processing prototype. Transportation to outlying communities within the basin remains an ongoing challenge.

PREVIOUS EXPERIENCE

Farmers in both Marshall Point and Orinoco have been working their lands for years, but primarily at subsistence levels. Few have experience in the commercialization of agricultural projects. FADCANIC currently is managing an agro-forestry project that includes the community of Pearl Lagoon, though the level of participation and results are unclear. Several of the women involved in the Pearl Lagoon organization are currently, or have recently been working their lands.

CAPACITY ANALYSIS (PROPONENT)

To date there has been no local experience implementing projects of this type, though the community has been involved in large-scale craft fishing support initiatives. Organizational development support is critical to the success of this project.

MAJOR STRENGTHS

o The desires of the local people to increase production and improve living standards;

o The availability of agricultural land and human resources; o Volition of landowners to support the initiative; o Recent upgrade of Pearl Lagoon wharf to facilitate movement of product

to markets; and o Decline of fisheries is forcing people to look for alternative economic

opportunities.

MAJOR RISKS AND MITIGATION

o Lack of technical information and support on agricultural techniques and methodologies. This will be mitigated by the AEW prototype presented earlier;

o Low capacity to meet quality requirements of national and international markets. This can be avoided by providing improved seed, and providing training to producers in crop management, and the appropriate handling and storage of produce;

o Risk of damage by natural disasters (hurricanes, etc) – this can be mitigated to a certain extent by implementing innovative planting schemes designed to protect crops;

o Lack of experience in establishment of community organizations – this


issue can be mitigated by providing focused and relevant training and technical assistance to community leaders and local organizations throughout the project;

o Lack of market information – mitigated by linking producers with providers of detailed market information, whether it be the CDE or a Market Information Center established through the BICU;

o Lack of commercialization experience – this can be mitigated with ongoing support from a CDE or BICU providing information and training in the establishment of commercial linkages;

o Lack of access to commercial credit – a perennial challenge, to be mitigated in the medium- to long-term by the resurrection of commercial loan portfolios made available to productive groups as a result of proven capacity and access to market, as well as support from local civil society providing in-kind and cash credit to producers;

o Lack of adequate processing and storage facilities – mitigated by the provision of training in the storage and handling of agricultural products, as well as the development of appropriate processing and storage infrastructure – refer to “Development of Value-Added Agricultural Processing in the Pearl Lagoon Basin” prototype below.

o Poor quality of road between Pearl Lagoon and Kukra Hill. To mitigate this critical issue, the municipality must lobby for support from DANIDA Transport to make the improvements necessary, and to show that it is prepared to provide maintenance on an improved road.

o Lack of motivation to plant and maintain cash crops. This is the result of a lack of readily available technical support and market information. It will be mitigated by the market study in this prototype and the technical support provided by the AEW prototype; and

o Unclear land demarcation – potential conflict with Tasbapauni residents who claim ownership over land in and around communities of Marshall Point and Orinoco. Land invasions are an ongoing issue that is being addressed on several levels.

TECHNICAL ASSISTANCE REQUIREMENTS

o Review of market for local crops and preparation of a strategic marketing plan

o Assistance with the development and/or strengthening of local producer organizations.

o Analysis of local soils and assessment of potential crops against soil capacities and market availability;

o Development and delivery of workshops to provide training and support in all aspects of preparation, planting, tending, harvesting, etc.

o Field visits by agriculture extension workers during the growing season; o Technical and logistical support for marketing o Post-season workshops to review the year, identify lessons learned and

make plans for the following year; o Additional workshops and information dissemination


6.3.2 Development of Value-Added Agricultural Processing Industry in the Pearl Lagoon Basin

PROPONENTS Organization of Pearl Lagoon Women Farmers (Incipient) Organization of Marshall Point Farmers (Incip ient) Organization of Orinoco Farmers (Incipient) Women’s Cooperative of Orinoco Individual Women in Marshall Point, Orinoco and Pearl Lagoon Pearl Lagoon Municipality

SECTOR Agricultural Processing

OBJECTIVES The primary objective is to begin development of agricultural processing and value added capacity in the Pearl Lagoon basin in order to enhance the ability of Basin residents to develop and maintain sustainable livelihoods. A secondary objective is to identify and enhance agricultural processing technology that can be adapted to remote rural settings in Nicaragua, and to support its eventual dissemination to other appropriate locations.

BENEFICIARIES o Local farmers and their families in Marshall Point, Orinoco and Pearl Lagoon;

o People involved in artisan processing of agricultural products; o Other communities in the basin who can avail themselves of the

information gathered, workshops, facilities, etc. o Bluefields residents – increased income in Pearl Lagoon basin will

circulate through Bluefields o RAAS – this will increase economic activity in region and has the

potential to become a model project; o Other rural, remote communities who may benefit from the technology

and information developed through this project; o National government – increased foreign exchange earnings in medium

and long term;


According to various studies and expert opinions, the Pearl Lagoon Basin has significant agricultural potential. As discussed earlier, this potential remains largely undeveloped due to lack of outreach services to train/support people in appropriate production technologies, lack of market information/access and lack of processing and storage technology and facilities. The previous prototype (6.3.1) addresses production and marketing issues. This initiative will begin development of appropriate processing and storage technology and facilities. It will build on the existing agricultural activities and expertise and facilitate improved economic returns to the region’s producers.

Guided by the information developed through the marketing and soil analysis components of the previous project, a review will be conducted to identify appropriate processing and storage technology for the identified cash crops. An analysis, which will include market, production capacity, technological and organizational requirements and capacity will identify the processing and storage technologies with the most potential for application in the Pearl Lagoon basin. These technologies will be reviewed with local producers and other stakeholders and a plan prepared to facilitate the development of processing and storage facilities. The plan will take into account the capacity development needs that


would enable eventual transfer of operational responsibility to local interests. It is our expectation that some form of producer cooperative or a network of them would be a preferred organizational structure.

In reviewing the following description of project activities, it is essential to recognize that this prototype and the Agricultural Rehabilitation prototype are intrinsically linked and inter-dependent (see Inter-Project Coordination Framework immediately following this prototype). Building upon the efforts of the Agricultural Rehabilitation Prototype, the principal activities involved in this prototype are as follows: Organizational Development

o Contracting of Local Project Officer to work out of Municipal offices, facilitating communications with implementing agency and community producers, and organizing small-scale artisanal processing initiatives in each community. This individual could the be same person contracted in the Agricultural Rehabilitation Initiative;

o Identification of and developmental support to individual cooperatives in each community to lead small-scale processing pilots;

o Coordination with community agricultural development groups in each of the three communities to provide product to processing groups;

o Design and delivery of training workshops in community-based SME development and management;

Commercialization of Value-Added Products

o Based on production information (market and production capacity as well as local infrastructure capacity) identify and prioritize various processing, storage and value-added technologies suitable for implementation in the Pearl Lagoon basin;



o Roll out implementation plan as above; o Develop a strategic plan to enable lessons learned from this project to be

applied to other RAAS/RAAN regions;


o Executing Agency – project management; o Pearl Lagoon Municipality – office support and logistics; o ASDI-BID CDE Initiative – potential marketing and business

development support; o Local community and farmers organizations – collaboration and

provision of product to processors; o National Ministry of Industry – support in quality control and processing

techniques; o Regional (BICU and URACCAN) and national (UNA, UNI, UNAN,

UCA, etc) universities – methodology development, training & testing;



o Existence of organized groups of processors in each community with sufficient training and market information, and with formal agreements with producers for supply of raw goods;

o Existence of market information on semi-processed, value-added agricultural products readily available to community producers and processors;

o Volume and quality of processed agricultural goods marketed from Pearl Lagoon basin;

o Decrease in post-harvest agricultural losses; o Number of jobs created; o Increase in family and individual income levels; o Number of women managing small-scale artisanal processing out of their

homes;


o Most individual processors lack the financial resources to provide a contribution to project costs, but could provide space in their homes and their own time for in-kind contribution.

o It is anticipated that the Municipality will provide any necessary office space to support the project.

Anticipated Project Budget: $185,000 to $315,000 over three years

MARKET INFORMATION

The local market for value-added products is minimal at present, but the anticipation is that the regional and national markets would offer excellent opportunities, especially given that there are almost no competitors for the value-added cashew and pineapple products being contemplated. National and international markets are much larger but competition is stiffer and quality requirements are higher. Specific market information and strategies will be developed and will guide the selection of crops, processing methods, etc.


It will be necessary to perform tests on improving traditional processing technologies. Tests should be run directly in collaboration with the processors themselves, who will likely be local women from the communities. It may be necessary to assist with the purchase of basic processing equipment to support individual women in their efforts.


The main challenge to product processing will be the storage, preservation, transportation and distribution of products. The region is isolated and with no adequate infrastructure for any of the above mentioned areas. In the pilot stage of this initiative, processing will likely happen out of the homes/yards of the individuals involved in the processing, with a vision to eventually establishing a central processing and storage facility in Pearl Lagoon. Transportation links do exist between Pearl Lagoon and the outlying communities, but routes are only covered once a week, and prices are still relatively high. The improvement of marine transportation services is a critical aspect to the long-term growth of value-added processing in the area.

PREVIOUS EXPERIENCE

There is no experience to date with organized and commercialized value-added agricultural processing in the Pearl Lagoon basin. Having stated that, many community members produce cashew wine and chutney for their own consumption, and the processes are well known to many.

CAPACITY There is no local experience implementing projects of this type. Training,


ANALYSIS (PROPONENT)

organizational development and focused technical assistance are essential to the success of this initiative.

MAJOR STRENGTHS

o The desires of the local people to increase production, create jobs and improve living standards

o The availability of local resources (products and human); o Support provided by AEW and access to Regional Universities, MAG-

FOR and other expertise;


o Low capacity to meet quality requirements of markets. This will be overcome by improving the quality of the processed products and by providing focused and sustained training and capacity building support;

o Risk of damage by natural disasters (hurricanes, etc) o Lack of experience in the establishment of community organizations –

this issue can be mitigated by providing focused and relevant training and technical assistance to community leaders throughout the project; with ongoing facilitative monitoring

o Lack of market information – mitigated by the marketing plan itself and by linking producers with providers of detailed market information, whether it be the CDE or a Market Information Center established through the BICU;


o Lack of access to commercial credit – a perennial challenge, to be mitigated in the medium- to long-term by the resurrection of commercial loan portfolios made available to productive groups as a result of proven capacity and access to market, as well as support from local civil society providing in-kind and cash credit to producers;


o Community Organization; o Technology testing and quality control; o Training and entrepreneurship development;

6.3.3 Upgrading of Local Artisan Fishing Fleet in Pearl Lagoon Basin

PROPONENT Artisan Fishers Association of Pearl Lagoon Organization of Artisan Fishers of Marshall Point (Incipient) Organization of Artisan Fishers of Orinoco (Incipient)

SECTOR Fisheries

OBJECTIVES The primary objective is to enhance the efficiency, safety and environmental and financial sustainability of the local artisanal fishing industry.

BENEFICIARIES o Members of Fishermen’s Associations; o Fishermen’s families; o Economies of the communities;

PROJECT BACKGROUND AND

Fishing (finfish, shrimp and lobster) has been a mainstay of the Pearl Lagoon basin economy since colonial times, conducted primarily by artisanal fishermen


DESCRIPTION who have sold their catch to various buyers and processors. Technological inputs have traditionally been very limited due to lack of access to appropriate technology, lack of access to credit and capital and lack of appropriate infrastructure. Artisanal fishermen have largely been dependent upon buyers for access to credit and technology and have often had to pledge their catch to specific buyers in order to get the equipment and working capital to begin each fishing season.

In the development of this prototype, consultants conferred with local fishermen and community leaders who reflected upon the challenges and uncertain results of a recent fisheries support program through the Dutch Government known as DIPAL. The initiative, which concluded in 2001, aimed to provide support to Basin fishermen in the areas of fisheries management, organization, and fishing technologies. Residents explained that the principal weakness of the project was that it was created with little communal participation and did not have strong support in the community. According to local sources, the DIPAL initiatives largely taught fishermen what they already knew. While DIPAL provided financing to fishermen, it was managed through one of the private fishing companies - Mar Caribe - a problematic scenario which did not afford the fishermen true autonomy over their organizational development.

Building upon the lessons learned from these and other initiatives, the proposed project would work directly with the Artisan Fishers Association of Pearl Lagoon and incipient Fishermen’s organizations in Marshall Point and Orinoco to prepare a detailed business plan that would include:

o Building upon lessons learned from recently-completed DIPAL initiative, review and assess the Pearl Lagoon Seafood Fishermen’s Cooperative’s organizational status and capacity to manage a credit organization, and identify and prioritize institutional development requirements;

o If feasible, contract successful regional credit management civil society organizations (ADEPHCA in Bluefields, PANA PANA in Puerto Cabezas), to organize and train local people to manage a private credit enterprise and provide ongoing support during its implementation;

o Coordinate with bilateral donor agencies and/or development partners to provide startup credit financing to the Cooperative;

o Review existing fleet capacity and technology and identify the most suitable upgrades based on budget, maintenance capacity and the capacity of the fisheries resource;

o Prepare a fleet capacity enhancement plan based on the above information.

o Provide credit to member fishermen to upgrade their fishing equipment (boats, motors, nets, ice boxes, others);

o Assess cost, feasibility and potential environmental impact of construction of small portable ice production plant in Pearl Lagoon;

o If feasible, install plant; o Train Cooperative members in management and maintenance of ice plant;

Note: Organizational development activities should be coordinated with the Agricultural Reactivation Initiative. E.g., if organizational development specialists are brought in for workshops and training all organizations should participate to ensure economies of scale and scope.



o Executing Agency – Project management; o ADPESCA / MEDEPESCA – policy support and collaboration; o Municipality of Pearl Lagoon – institutional support and office space; o ADEPHCA – support and capacity building in provision of credit

services; o URACCAN – partnership and training; and o Bi-lateral agencies – provision of capital for micro-credit program.


o Availability of credit for basin fishermen; o Increase in yields of finfish and shrimps; o Number of jobs created; o Number of different species caught; o Family and individual income levels; and o Feasibility study and cost assessment on ice production plant installation.


o The local Fishermen Association will provide labor and space for project offices, as well as space within local building owned in partnership with URACCAN as their in-kind contribution;


MARKET INFORMATION

The market for seafood products (finfish, lobster, shrimp) is very broad and well defined, and the demand for reasonably priced and good quality ice is very good. Trade relationships already exist with several markets through local fishing companies and to a smaller scale with buyers in Pearl Lagoon and Bluefields.


o If deemed feasible, a portable ice-making plant in Pearl Lagoon to be managed by the Artisanal Fishermen would be installed; and

o If required, appropriate training would be provided on new fleet technology and equipment and on the operation of the ice plant.


A pre-existing edifice co-managed with URACCAN would be the potential site of an ice-making plant.

PREVIOUS EXPERIENCE

Extensive prior experience with fish harvesting generally. In the past, a few local fishermen have received credit to upgrade their fishing capacity through DIPAL project.


There is some experience processing and marketing products. Training and is essential to enhance institutional capacity and likely necessary to support efficient utilization of new fleet technology (e.g., quality improvement through cons istent icing)

MAJOR STRENGTHS

o Extensive experience in the fishing industry stretching back over generations;

o Local knowledge and experience on best fishing grounds in the area; o Experience (some) with credit programs for artisanal fishermen; o Commitment of local stakeholders and their families; and o Existence of strong local organization with experience and leadership.


o Over fishing due to increased capacity of fishing fleet and limited capacity of the regulatory infrastructure: This can be mitigated by the


consistent education of fishermen, and enforcement of regulations including catch limits and minimum size restrictions, as well as through the promotion of diversified catches and training of fishermen in conservation/sustainability techniques and methodologies;

o Risk of damage and losses of equipment by natural disasters (hurricanes, etc); and

o General lack of success of cooperatives and credit enterprises in the region. This can be mitigated by the presence of experienced and successful regional credit organizations to provide advice and support.


o Organizational development & capacity building; o Credit management; o Production quality (e.g., training in use of icing techniques and other

methods for improving quality of catch) o Fleet repair & maintenance training; o Installation and management of ice plant.


6.4 Corn Island

6.4.1 Agriculture Rehabilitation Program for Corn Island

PROPONENTS Corn Island Cocoteros Association (Incipient); Bluefields Coconut Growers Association; Corn Island Municipality

SECTOR Agricultural Rehabilitation

OBJECTIVES o Contribute to the development of the agro industrial sector on Corn Island, with an awareness of the potential and the limitations of the natural environment;

o Implement agricultural development aspect of integrated land use planning strategy developed by MARENA and Corn Island Municipality;

o Improve crop production technologies and crop yield levels on the island; o Improve quality of products to meet export requirements; o Increase family/community monetary income and improve family diet;

and o Create local job opportunities;

BENEFICIARIES o Local farmers and their families; o The Corn Island community economy; o Social infrastructure on island – cultivated land will dissuade potential

squatters from settling in the area;

Noni (Agape)

Coconut



Declining fisheries production and lack of alternative economic options (especially since Hurricane Joan in 1988) is placing severe pressures on families and on a social infrastructure that is struggling to meet the increasing needs of a growing population. Patches of coconut plantations remain that could be reactivated for profitable production. Other areas could also be planted with coconut and other locally grown fruits such as noni (agape), mangoes, and other fruit that have high demand in the regional market and in the local tourist market. An incipient Creole grower’s organization on the island called the Corn Island Cocoteros Association has expressed interest in spearheading the revitalization of the agriculture sector on the Island.

Preliminary research (and historical production practices) suggests that coconuts can be grown on Corn Island and sold fresh in Managua, be processed into grated coconut, or pressed into oil for sale in Granada top soap factories. Bluefields have a coconut press with capacity to manage 750 hectares worth of coconuts. The press is owned by MAGFOR, and is currently not operating, though it is in good shape. MAG-FOR Regional Director Steven Hayes advises that he is in the process of attempting to devolve ownership of the press to the Bluefields Association. There is a nursery and plantation in Kukra Hill that is producing coconut seeds and hybrids. It is anticipated that MAG-FOR will soon certify the seeds as quality seeds.

Noni (Agape), mangoes, papaya and avocadoes may also present attractive cash-crop opportunities.

The principal activities involved in this prototype are as follows: Project Management and Organizational Development

o Contracting of Local Project Coordinator to work out of Municipal offices and facilitate communications with;

o Formalization and consolidation of Corn Island Cocoteros Association, including obtaining legal status and establishing membership structure;

o Design and delivery of training workshops in community-based SME development and management through BICU campus, with focus on agricultural development;

o Formalization of relationship between Corn Island Cocoteros Association, MAG-FOR, and the Bluefields Coconut Growers Association; and

o Transfer of ownership of the coconut press to a local producer association. Agricultural Development

o Coordination with Corn Island Agricultural Extension Worker (AEW) in support of Agricultural Development activities, including:

o Soil capacity analyses o Onsite workshops with local producers in the following themes:

§ Soil preparation and planting techniques, § Crop rotation, irrigation, and soil management, § Harvesting techniques, and § Post-harvest management including storage and handling

of crops; o Provision of improved seeds for agricultural production to local

farmers; o Frequent site visits by AEW to assist producers in applying the

information from workshops;


Market Analysis and Commercialization o Comprehensive review of regional, national and international market

potential for commodities identified in diagnostic, including specifics on packaging, presentation and handling of products, as well as an assessment of commercial transportation linkages between Corn Island and Bluefields, Rama and other principal markets identified;

o Dissemination of market information directly to members of Cocoteros Association;


o Corn Island Municipality – project oversight, coordination, communications, provision of office space and support;

o BICU – Training, diagnostics and market study; o INTA – facilitation/provision of improved seed and training; o MAG-FOR – support and potential housing of AEW in MAG-FOR office

on Corn Island; o CDE Initiative – market information support; o Regional and local private distributors (distribuidoras comerciales); and


o Legal structure of Cocoteros Association finalized and Board of Directors established;

o Board of Directors trained in SME development and management; o Producers trained in agricultural technologies; o Soil diagnostic and market study available to Association members; o Amount of land (ha) under crop production; o Improved seeds delivered; o Crop yields per unit area; o Number of active members in Cocoteros Association; o Family and individual income levels; and o Transfer of ownership and successful operation of coconut press.



MARKET INFORMATION

In the short term, coconuts would be taken by boat up to Rama and sold fresh in Managua. Currently, one or two boats per week leave Corn Island taking freight to/from Rama. There is regular cargo service from Rama to Managua. There is apparently a deficit of fresh coconuts in Managua based upon the prices, which are much higher than international market price. Currently, the price of coconuts in Managua is around 20 cents, whereas internationally, they are sold for 4 – 5 cents per unit.

Eventually, the Corn Island Cocoteros Association would like to partner with the Bluefields Coconut Growers Association to utilize the coconut press currently owned by MAG-FOR, and which the Ministry is in the process of trying to divest to the Bluefields Association.

The Cocoteros would like to eventually set up small-scale processing infrastructure on the island to press oil out of the coconuts, which would in turn be sold in Granada in the soap factories. There are also potential markets in the Dominican Republic and Jamaica.


It is necessary to run field tests to improve crop production technologies in order to increase yield and decrease environmental impact of agricultural activity. Farmers should be directly involved in performing such field tests.



The main challenges to crop production will be to increase yields (since available productive land is limited), as well as providing storage and transportation of products, all without harming the local ecosystem.

PREVIOUS EXPERIENCE

Participants have some level of farming/agriculture experience but few have any commercial production experience. The organizations have limited capacity and experience.


There is little local experience implementing an agricultural rehabilitation project of this type. There is strong capacity and support available through the Municipality, and BICU has expressed strong interest in participating in capacity building and training of Association members.

MAJOR STRENGTHS

o The desires of the local people to increase production, and improve living standards;

o Opportunity for economic diversification in a region heavily dependent upon fisheries;

o Already existing trade market relationships; o Wide experience in coconut crop production; o The availability of local resources (land and human); and o Strong potential local market for crops – both residents and visitors.


o Potential negative environmental impact by using most available land on the island for crop production. This can be avoided using appropriate technology and training farmers in soil management and harvesting techniques;

o Risk of losses by natural disasters (hurricanes, etc); o Inability of producers to cooperate effectively could lead to challenges

with the management of any group owned processing facilities. (is this fair?)


o Review of market for local crops and preparation of a strategic marketing plan

o Assistance with the development and/or strengthening of Cocoteros Association.

o Analysis of local soils and assessment of potential crops against soil capacities and market availability;

o Development and delivery of workshops to provide training and support in all aspects of preparation, planting, tending, harvesting, etc.

o Field visits by Corn Island AEW during the growing season; o Technical and logistical support for marketing o Post-season workshops to review the year, identify lessons learned and

make plans for the following year; o Additional workshops and information dissemination


Note to Reader:

The following two project prototypes focus on supporting the two fishermen’s organizations on Corn Island. After careful consideration and consultation, we have decided to include these as stand-alone prototypes, but with the following explanation and caveats for the Bank.

It was originally contemplated that both groups would fall under the auspices of one prototype encompassing global support to craft fishermen in the form of a fisheries commission or board. It was made clear to the consultants that the wishes of the two groups were to work individually, as they do not have a history of collaboration and there is a lack of goodwill between them. The Fishermen’s Union and the Association of Miskito Fishermen are at very different stages of organizational development, and receive different levels of support from local government.

While we are not convinced that these individual prototypes represent the best way to go – given the inherent duplication, overhead costs and expenses, etc. that could be avoided by consolidating the prototypes – the lack of willingness of stakeholders and the inherent institutional weaknesses of both groups suggest that this approach may be the most viable at present. The consultants strongly recommend that these issues be given due consideration before these initiatives are launched.

Notwithstanding the fact that the following prototypes are presented individually, they do not include individual budget estimates, as the economies of scale in a combined initiative are too great to overlook. The consultants estimate that a combined initiative would have an estimated budget of between $275,000 and $470,000 over a three year period.

6.4.2 Capacity Development of Asociación de Pescadores Miskitos de Corn Island

PROPONENT Association of Miskito Artisanal Fishermen (APAM)

SECTOR Fisheries

OBJECTIVES o Organizational support to Association to improve services to its membership;

o Improved fishing boats and gear to dissuade fishermen who are currently diving for lobster to use methods that are less dangerous and harmful to environment;

o Development of inter-indigenous linkages between Canada and Nicaragua;

o Increase business development capacity at community level;

BENEFICIARIES o Corn Island Miskito fishermen and their families; o Canadian First Nation partners;


Fishing represents the primary source of income for 91% of the residents of Corn Island. Presently, the majority of fishermen on the island use small pangas and lobster pots, and sell their catch to one of the nine “acopios” or storage / buying areas on the island, which in turn sell the lobsters and other catches to one of the two larger private companies on the island with processing and storage capacity – PASENIC or CAF. The Miskito fishermen of Corn Island have their own small acopio, which is supported by CAF, but they lack resources to repair and upgrade their boats and gear. As a result of this lack of resources, many Miskito lobster fishermen resort to diving for lobsters using antiquated diving gear and without


training in safe and proper diving practices – sometimes to depths in excess of 100 feet. Many fishermen have suffered the grave and often-fatal effects of decompression sickness as a result of this activity. There is currently no decompression chamber on the island, though the NGO SOS International is in the process of attempting to bring an older chamber to the island.

The Miskito fishermen themselves recognize that the practice is very dangerous, but they feel that their relationship with the predominantly Creole community and municipal government leaves them with no choice but to do what they can to earn a living, as other commercial opportunities are extremely limited. None of the Miskito fishermen are landowners, and racial tensions on the island are on the rise, exacerbated by decreasing lobster stocks, and the recently imposed two-month off-season for lobster fishing along the whole coast.

APAM is seeking support to improve their fleet capacity and receive training in organizational development & capacity building. Strong potential also exists for commercial partnerships, mentorship and technology transfer from Canadian indigenous lobster fishermen.

The principle activities of this project are as follows:

o Needs assessment for the Association; o Feasibility study on indigenous partnership development, including

review of best practices of Canada-Nicaragua inter-indigenous business partnerships and lessons learned, identification of suitable Canadian partners and funding support;

o Relationship building between the various organizations; o Development of workshops for information sharing; o Formalization of business partnership; o Purchase of new boats and equipment for Miskito fishermen;


o Canadian Department of Indian Affairs o First Nations Organizations in Canada o CIDA Aboriginal Partnership Fund o Aboriginal Business Canada


o Number of Miskito fishermen no longer using diving equipment to fish for lobster;

o Purchase of new fishing gear and upgrade/purchase of new boats; o Number of Miskito fishermen trained in safe and efficient lobster

harvesting techniques; o Existence of formal business partnership;


Financing for this initiative would be sought from various Canadian partner organizations interested in supporting inter-indigenous business development initiatives. Financing would be acquired with the support of an organization with experience in indigenous business development in Canada and Nicaragua, and with a strong understanding of the various potential funding agencies involved.


MARKET INFORMATION

The market for lobster is particularly strong and well established on Corn Island.


Initially, APAM can continue to sell their catch to Central American Fisheries. In the medium-term, however, with support and increased entrepreneurial and technical capacity, processing and storage infrastructure could be built to facilitate a greater level of independence for the Association.


Currently, APAM has a small acopio the beach alongside the CAF factory. It is very susceptible to high wind and waves, and in July 2002, the building was badly damaged by heavy weather. The Association is currently in the process of rebuilding at a safer location. At present, APAM depends upon the goodwill of CAF to provide them with land and resources to maintain their acopio.

PREVIOUS EXPERIENCE

The Association has several years of fishing experience, and the capacity to repair and maintain their own boats and buildings.


The Association is a relatively new organization, and though they have few resources, they have proven to be adept at securing the basic needs (office space, computer, gear, etc.) to provide basic support to their members. The officers of the Association lack entrepreneurial training, and will require a certain amount of business training and capacity development to ensure sustainability and transparency in the project.

MAJOR STRENGTHS

o Strong levels of interest and potential support from various potential Canadian partners and collaborators;

o Dedicated leadership of Association; o Commitment on behalf of the Association and its members to seek

alternatives to dangerous and environmentally deleterious fishing practices currently being used;


o Relationship with Municipality is not on solid ground at present, as Miskito fishermen feel that efforts being made at the community level to support and regulate fishing activities do not work in their favor;

o The Association is a relatively new organization, and will require support, training and monitoring to ensure transparency and sustainability in project;

TECHNICAL ASSISTANCE REQUIREM ENTS

o Entrepreneurial development and inter-regional partnership building. o Capacity building; o Boat repair and upgrading; o Training in environmentally friendly and efficient harvesting.

NEXT STEPS o Present initiative to potential funding agencies such as CIDA, Assembly of

First Nations, Aboriginal Business Canada and others; o Identify appropriate Canadian First Nation organizations as partners, and

approach to assess interest; o Secure funding for inception mission and study to source funding for

overall initiative.


6.4.3 Upgrading of Local Artisan Fishing Fleet Through the Corn Island Artisanal Fishermen’s Union

PROPONENT Unión de Pescadores Artesanales de Corn Island (UPACIN)

SECTOR Fisheries

OBJECTIVES o Renewal of Corn Island Artisanal Fisherman’s Union in the areas of obtaining their legal papers (personería juridica), reviewing and upgrading lending policies to members, recouping of accounts receivable, and management of fishing supplies store;

o Create increased competitiveness between artisanal fishing fleet and industrial fishing boats;

o Provide members of Union with infrastructure necessary to upgrade their capacity and efficiency;

o Increase the capacity of local fishermen to catch larger amounts and a greater variety of finfish species;

o Create local jobs; o Increase family/community incomes; o Decrease dependence of artisanal fishermen on private fishing

companies;

BENEFICIARIES o Creole fishermen and their families; o Local businesses;


Lobster and shrimp catches in the fishing grounds around Corn Island have been steadily decreasing year after year, resulting in drastic decreases in family income for Creole fishermen, which in turn exacerbates the tensions between the various ethnic groups on the island. Creole fishermen received support from Oxfam Canada and the Canadian government in the development of the Corn Island Artisanal Fishermen’s Union after the devastation of Hurricane Joan in 1988. This financial support allowed the Union to construct a warehouse store in the Long Bay area of the island, and to provide members with credit to purchase badly needed boats, motors, equipment and gear. At the time, the Union boasted a membership of 200 fishermen - the vast majority of fishermen on the island in the late 1980s.

The Union has been largely unsuccessful at recouping nearly 1.7 million córdobas (roughly US$110,000) in credit and supplies, as most fishermen deemed the credit a post-hurricane donation from the Canadian government, and are unwilling to repay their debts. The Union has lost over 80% of its membership in recent years, and is attempting to renew itself with a new board of directors and new policies and services. The store which was built with Canadian aid has excellent potential for growth, and offers discounted prices to members as well as non-members, representing a viable alternative to the private fishing companies generally onerous credit policies to individual fishermen and acopiadores.

In recent years, boats and gear have been deteriorating rapidly for lack of proper maintenance and upgrading. This has reduced the capacity of the artisanal fleet to obtain good yields or go after other commercial species. Meanwhile, industrial boats in the area are using more and more traps to go after a steadily decreasing stock of lobster (some reports say that each boat carries up to 9,000 traps, in dire


contravention of nationally-established but unregulated limits of 1,600 per boat). Notwithstanding the increased expense and efforts of the industrial boats, catches continue to decrease – greater resources are being devoted to less and less productivity. To exacerbate the situation, local fishermen are being chosen less often to crew the industrial boats, further restricting their capacity to provide a steady income and support their families. In May and June of 2002, for the first time in 36 years, a two-month ‘veda’ or off-season provided some relief to lobster and shrimp stocks. If the political will exists, in the coming years the off-season will be expanded gradually – in 2003 it will be three months. At present, it is estimated that 91% of Corn Island’s residents are directly dependent upon fishing for their livelihoods.

The following activities would be undertaken to meet the above outlined objectives:

o Review of the Fishermen’s Union’s credit policies and past credit agreements with members to assess the potential for recouping accounts receivable;

o Work with Union leadership to upgrade credit policies and revive membership;

o Provide credit to members to repair and upgrade fishing equipment (boats, motors, nets, ice boxes, others);

o Improve and increase the processing capacity of the small fishing plant owned by the Fishermen Association

o Widen commercial trade relationships;


o Corn Island Municipality – support, project oversight and office space; o National Ministry of Fisheries (ADPESCA) – institutional support and

policy development support; o External Agency – project management; o Private fishing companies (CAF and PASENIC) – ongoing support and

collaboration;


o New credit policies in place for Union; o Recouping of some accounts receivable; o Credit provided to Union members to repair and upgrade boats; o Increase in Union membership; o Increase in amount of yields of fishes and lobsters; o Increased family and individual income levels


o The local Municipality will provide office space and support in implementation and management of project;

o The Fishermen’s Union will provide labor, as well as the operation of the local fish processing plant already functioning in Greater Corn Island and operated by this Association

MARKET INFORMATION

The market for seafood products (lobster, shrimp) is very broad and well established. There do exist trade relationships with local, national and international markets through the private companies on the island.


Besides providing fishermen with appropriate fishing equipment, there is a need to install basic processing equipment and an ice production plant.



The main challenge is the resolution of the dispute over ownership of the land upon which the Union’s warehouse/store is built. Former owner Norman Downs is in the process of attempting to reclaim the land, which was appropriated by the Sandinista government in the late 1980s and given to the Union. His intention seems to be to also assume ownership of the building, or charge the Union several years of back rent. It is not possible to move the building across the road or inland, as the land is all owned privately, and it is critical that the building be on the waterfront.

Another infrastructure challenge is the poor condition of the road in Long Bay, which needs resurfacing. The municipality has secured support from the Central Government and the World Bank to resurface 10 km of road in the area in the coming years.

To be competitive and to add value to the raw catch, the Union would like to increase its capacity to provide ice to its members and have basic storage infrastructure for their production. Another important challenge is the isolation of the area and difficulty of transportation.

PREVIOUS EXPERIENCE

In the past, a few local fishermen have received credit to upgrade their fishing capacity


The Union has experience in managing credit and retail fishing equipment operations, but their track record with credit management is not good. Some members of the Board of Directors have received training in accounting. Training and capacity building in this area, and in policy development are essential to ensure that lessons learned from past mistakes are not repeated. One of the inherent challenges of the Union is that it is providing quasi-social services to its members, while attempting to be a facilitator of business development and a private enterprise. The lack of fiscal prudence, and the lack of ability to call in loans are a major concern.

MAJOR STRENGTHS

o The Union has been an entity on the island for over a decade, and enjoys strong relationships with the Municipality;

o The Municipality has recently opened up an office to serve as a policy/support liaison for fishing activity on the island, headed up by Felix Alexander, Vice-President of the Union;

o The Union has had some success in the operation of their fishing supplies store in Long Bay;

o Increased recognition that industrial fishing is experiencing decreasing productivity, and that a shift toward craft fishing is inevitable for the survival of stocks;

o The desires of the local people to create jobs, increase family income and improve living standards

o Local knowledge and experience on best fishing grounds in the area



o Lack of success in managing a credit enterprise. Training and capacity building based upon best practices in the region and elsewhere are essential to ensure that mistakes are not repeated;

o Over fishing due to increased capacity of fishing fleet is a risk in the current unregulated environment; The promotion of more local-level regulation and monitoring, as well as the diversification of catches should help to avoid over fishing in the future;

o Risk of damage and losses of equipment by natural disasters (hurricanes, etc); This is always a risk in an area susceptible to high wind and wave;

o Potential exacerbation of current ethnic tensions between Miskito and Creole fishermen if one group is supported over another. The fishermen’s Union has expressed interest and volition to work in collaboration with APAM, but that Associa tion is not interested.


o Financial management and oversight o Credit management; o Training o Boat repair and maintenance o Installation & management of ice plant

6.5 Wasakin

6.5.1 Wasakin Agricultural Support Project

PROPONENTS Wasakin Community Elders Council, Síndigo and Community Coordinator (Traditional)

REPROMAB (Incipient) Individual Farmers

SECTOR Agriculture

OBJECTIVES o Create a community-focused agricultural development organization to be operated by residents;

o Improve crop production technologies in the area; o Increase formal agriculture activity in the area, organizing community

and families to increase cultivation on their plots; o Increase crop yield levels; o Improve quality of products to meet exportation requirements; o Increase family/community income and improve family diet; o Create local job opportunities;

BENEFICIARIES o Sumo farmers and their families;

o The community and local economy; and o Other communities and agricultural producers who will benefit from the

lessons learned and research undertaken in this project.



Residents of the Sumo Indian community of Wasakin are traditional producers of basic grain and root crops. The community has a long tradition of farming, low-intensity forestry and hunting/gathering. Despite the availability of large tracts of agricultural land crop yields are extremely low due to inefficient and outmoded production technologies and the community utilizes only small patches along the riverbank for subsistence farming.

All land in Wasakin is communally owned and managed, and each family manages a small plot. The community has expressed a great deal of interest in launching a well-supported integrated agricultural initiative to take advantage of the rich growing area, and the central location of the community as a hub of agricultural development. Wasakin has relatively easy access to the market of Mina La Rosita (12 kilometers away), which in turn has road access to Managua to the West, and Puerto Cabezas to the East.

This project will work with the Wasakin AEW and provide fundamental support towards stimulating and formalizing agriculture production in Wasakin. The initiative will begin with a marketing study to determine which crops offer the best potential to be produced as cash crops and how they can best be marketed. Concurrent with this an organizational development process will assist REPROMAB and individual producers to formalize and strengthen their organizations and prepare them to be effective partners in project implementation. Further to this will be a review of the capacity of local soils in order to determine which products and techniques will be most suitable for the Wasakin area. The market study and soil analysis will identify preferred crops for the community. A concurrent and related project will help to identify the most suitable processing and storage methods and assist with their development. Project Management and Organizational Development

o Establish project implementation office in Rosita until such a time that sufficient infrastructure exists in Wasakin (office space, electricity, radio/phone service) to support an agricultural development office there;

o Provision of CB radios as means of regular contact between Rosita office and community;

o Establishment and organization of Wasakin Community Agricultural Development Committee to serve as community-based point of contact for support, communications, training, marketing information and storage and commercialization of agricultural products.

Market Analysis and Commercialization

o Analysis of market potential for agricultural products identified in soil analysis, including specifics on storage and commercial transportation of products from Wasakin to Rosita, Managua, Puerto Cabezas and other principal markets;

o Dissemination of market information directly to Wasakin farmers through Agricultural Development Committee;


o Coordination with Wasakin Agricultural Extension Worker for Agricultural Development activities, including:

o Identification of appropriate test fields in Wasakin; o Soil capacity analyses


o Development of nurseries for improved seed in products recognized as having strong market potential, and facility for growth in local soils;

o Onsite workshops with local producers in the following themes: § Soil preparation and planting techniques, § Crop rotation, irrigation, and soil management, § Harvesting techniques, and § Post-harvest management including storage and handling


farmers; o Frequent site visits by regional AEW to assist producers in

applying the information from workshops;


o REPROMAB - Organization of local farmers & maintaining institutional relationships with supporting organizations;

o Executing agency – Project Management; o Rosita Municipality - Collaboration on road maintenance and office space

for project officer; o INTA (Collaboration in training initiatives for farmers); o Regional and local private distributors (distribuidoras comerciales); and o MAG-FOR (Technical support to AEW)


o Existence of community agricultural development committee; o Establishment of project office in Rosita; o Market information for locally-grown produce available at community

level; o Amount of land (ha) under cultivation; o Crop yields per unit area; o Value of crop sales; o Number of different crops being grown (market diversity); o Family and individual income levels;


o As their in-kind contribution, community producers will provide land for nurseries, test crops and general production under the auspices of this initiative, and will eventually provide space for construction of agricultural development committee headquarters and other facilities associated with the economic development of the community;


MARKET INFORMATION

Local market (Municipality of Rosita) and buyers from other regions of the country are likely more than enough to purchase all Wasakin production in the initial years. As productive technologies are improved and crop yields grow, it will be essential to have information on national and international markets, quality and packaging requirements, and information on viable transportation options for moving product.


It will be necessary to run field tests to improve crop production technologies and assess the viability of producing certain key products in various areas. Farmers should be directly involved performing such field tests.



The main challenge to crop production will be the storage and transportation of products. The lack of proper transportation means and the lack of definition around respons ibility for maintenance of the access road from Rosita will affect commercialization of products DANIDA has committed to continue improving the road in partnership with the community and municipality, and are planning to build two pedestrian bridges over the Bambana River in the summer of 2002-2003.

PREVIOUS EXPERIENCE

The community of Wasakin has had experience with private foreign investment in the forestry development sector, but the experiment was short-lived. There has been no experience to date with organizing community-level agricultural development committees, but Wasakin has traditional organizations in the community that can provide an organizational basis and direction.


The community lacks the capacity to effectively manage financial resources, and to manage communications with potential donors and partners in development. It is essential to build in capacity development activities, training, and infrastructure throughout the initiative to ensure sustainability. Productive leaders at the community level – such as Neddy Israel, President of REPROMAB – must be supported and trained to provide leadership and follow-through.

MAJOR STRENGTHS

o Residents have expressed a keen and urgent desire to manage their own resources, increase production and improve their living standards;

o Availability of fertile land and human resources; o Wasakin has relatively good access to the market or Rosita; o DANIDA has committed to partner in the improvement and maintenance

of roads and bridges in the community; o World Bank may consider Wasakin as a candidate for Phase II of their

rural electrification project; o Canadian government may consider Wasakin for water & sanitation

projects in future; o All agricultural crops are organic;


o Currently there is low capacity to meet quality requirements of markets. This can be mitigated by providing adequate seed and teaching farmers to use appropriate production, harvesting and processing technologies;

o Poor relationships between community and the Municipality of Rosita. The Municipality should be approached as a development partner for the community, and encouraged to assume responsibility for maintaining access roads into Wasakin;

o Lack of institutional presence in community (municipal, regional or central government, civil society, etc.) – the organizational development aspect of this project will assist the community to be better able to communicate its needs with Rosita and other governments.

o Poor community health due to lack of potable water. Support from Canadian government, Red Cross and other agencies should be formalized to ease the health burdens on the individuals in the community;

o Lack of storage and transportation infrastructure to facilitate commercialization of products. Strong collaboration with DANIDA Transport and the Municipality to reach institutional commitments on road improvements and maintenance is critical. Storage facilities should be contemplated within “Development of Value-Added Processing”


project outlined below;


o Support to develop a local producer organization to provide leadership and continuity to the initiative;

o Direct technical support in appropriate and focused agricultural development technologies that are connected to identified markets for agricultural products;

o Crop testing of improved technologies with commensurate training and capacity building for formers in collaboration with technical support and expertise of INTA and MAG-FOR;

6.5.2 Wasakin Agro Forestry Development

PROPONENT Wasakin Community Elders Council, Síndigo and Community Coordinator (Traditional);

REPROMAB (Incipient); and Individual Foresters and Gatherers;

SECTOR Agro-Forestry

OBJECTIVES o Develop and implement a sustainable development plan for timber/non-timber forest products;

o Reforest and preserve local forests and wildlife for future sustainable use; o Produce wood and food trees in nurseries for silviculture/reforestation

purposes; o Improve forest product gathering technologies; o Increase the sustainable revenue generating capacity of local forests for

local people; o Improve quality of products to meet exportation requirements; o Increase family/community incomes; o Create local job opportunities;

BENEFICIARIES o Forest gatherers and their families;

o The community economy; o The local environment;


Wasakin has a tradition of farming, forestry, and hunting/gathering that continues to this day in traditional lands surrounding the community. A good portion of family and community income is derived from forest product gathering activities, and it is expected that ample forestry resources exist in the immediate area, including a variety of hardwoods and ‘precious’ wood, as well as raw material with potential use in medicines, essences and other products.

In recent years, however, local forest and wildlife resources have been decreasing and being degraded as a result of unmanaged harvesting, incursions from non-resident settlers and loggers, and lack of education in forestry harvesting and management techniques. The community has expressed interest in implementing a plan to increase and improve the harvesting, management and reforestation of such resources, cataloguing and preserving what they currently have while at the same time sustainably increasing harvesting of timber and non-timber forest resources, especially those with demonstrated export market potential.


Note: many of the activities described for this prototype reflect close collaboration and cost sharing with the agricultural development initiative described above. It is erroneous to consider agricultural and agro-forestry development to be one in the same, though project infrastructure can easily be shared between the two initiatives The principal activities involved in this prototype are as follows: Project Management, Organizational Development, Diagnostics and Market Analysis

o Collaborate with Agricultural project implementation office in Rosita as base for project implementation/management, utilizing office space, sharing radio communications, and cost-sharing project overhead;

o Establishment and organization of Community Agro-Forestry Development Committee to serve as community-based point of contact for support, collaboration with initiatives such as POSAF II, communications, training, marketing information and storage and commercialization of raw and value-added forestry products;

o Undertake a comprehensive diagnostic/inventory of existing agro-forestry resources in area around Wasakin (including a focus on non-timber forest products), with active participation of local foresters and gatherers. A rudimentary diagnostic of agro-forestry and agricultural products in the area was undertaken by Contigo International in 2000, and may provide insight into the potential of the region;

o Conduct national and international market analysis of for agro-forestry products identified in the area diagnostic, including specifics on value-added processing, storage, packaging and commercial transportation of products from Wasakin to Rosita, Managua, and other principal markets;

o Dissemination of market information directly to Wasakin foresters and gatherers through Agro-Forestry Development Committee; and

o Dissemination of production and market information to other communities and organizations who would be able to benefit from it.

Agro-Forestry Harvesting and Reforestation

o Coordinate with Wasakin Agricultural Extension Worker (AEW) on the following activities: o Review of agro-forestry technology extension programs available

through Universities, PROFOR, POSAF, etc.; o Elaboration of extension training workshops; o Delivery of on-site workshops with local foresters in:

o Reforestation; o Identification and Harvesting of timber/non-timber forest

products, and o Post-harvest management including storage and handling of

wood products (drying & treating, etc.)storage and handling of crops;

o Gathering and provision of improved seeds for agro-forestry products to local foresters;

o Establishment of nurseries for seeds, seedlings and saplings in agro-forestry products recognized as having strong market potential, and facility for growth in local soils;

o Conduct field tests on low-impact forest product reproduction and gathering technologies;


o Launch reforestation and silviculture activities in areas most affected by deforestation activity, with support from POSAF II;

o Clarification and acquisition of harvesting licenses from MAG-FOR; o Sustainable harvesting of non-timber forest resources, fruit, herbs,

flowers, roots, etc. identified in diagnostic and market study Commercialization

o Review/assessment of commercial transportation linkages between Wasakin and principal markets identified in market study;

o Dissemination of market access information directly to Wasakin Agricultural Development Committee;


o MAG-FOR – licenses and technical assistance o MARENA / POSAF II – Forestry management & reforestation support; o INTA – Agro-forestry management training o URACCAN’s Institute of Natural Resources, Environment and

Sustainable Development (IREMADES) o Rosita Municipality – support and collaboration o Meadow Lake Tribal Council and Contigo International – potential

support & collaboration through CIDA-funded forestry management initiative in Prinzapolka & Bambana regions.


o Establishment of Agro-Forestry Development Committee; o Comprehensive diagnostic of timber and non-timber forestry resources

available to community; o Market study for locally-produced agro-forestry products available to

community; o Participation of POSAF II in Wasakin; o Amount of trees planted in nursery; o Number of local foresters trained in forestry management techniques; o Amount and diversity of different forestry products being gathered; o Family income levels


o As their in-kind contribution, individuals will provide land for nurseries, as well as their own labor;

o Forest gatherers will provide traditional knowledge and information to support research efforts; and

o The community will provide land for the facilities of the Program and other resources to conduct studies and field tests;


MARKET INFORMATION

It is anticipated that local and regional buyers will provide a consistent market for raw lumber, while market studies must be undertaken to determine the national and international markets for various value-added and raw forestry products;


It will be necessary to run tests to improve harvesting and reforestation technologies and assess the viability of producing certain key products in various areas. Foresters and gatherers from the community should be directly involved performing such field tests. Certain types of harvesting equipment identified as being ideal for the physical environment and for the types of products being harvested will need to be provided.



The main challenges to agro-forestry production in Wasakin will be the sustainable harvesting and the transportation of products. The lack of proper transportation means and the lack of definition around responsibility for maintenance of the access road from Rosita will affect commercialization of products DANIDA Transport program has committed to continue improving the road in partnership with the community and municipality, and are planning to build two pedestrian bridges over the Bambana River in the summer of 2002-2003. Development of additional economic utilization of the transportation infrastructure should serve to increase the motivation of other partners to keep it in passable condition.

PREVIOUS EXPERIENCE

In the late 1990s, the lumber company La Amistad – which had been granted several years worth of timber rights to communal lands in the area - closed operations due to poor capitalization and lack of implementation and forestry management plans. Indications are that there was a major design flaw in the mill that was constructed as part of the project, and that biodiversity concerns were not well considered in the company’s efforts.

Currently, the Meadow Lake Tribal Council and Canadian NGO Contigo International are working with support from the Canadian International Development Agency (CIDA) on a forestry initiative throughout the Prinzapolka and Bambana regions, including the community of Wasakin. This is an indigenous partnership project in agro-forestry, and may present opportunities for synergies with POSAF II and general developmental support to Wasakin.


At present, the community lacks the capacity to protect and sustainably manage its forest resources, to manage communications with potential donors and partners in agro-forestry development, and to manage financial resources involved in a project of this nature. It is essential to build in capacity development activities, training, and infrastructure throughout the initiative to ensure sustainability. Productive leaders at the community level – such as Neddy Israel, President of REPROMAB – must be supported and trained to provide leadership and follow-through.

MAJOR STRENGTHS

o Availability of forestry resources and human resources; o A keen and urgent desire expressed by local residents to manage their

own forestry resources, protect the region’s biodiversity, increase agro-forestry production in a sustainable manner and improve their living standards;

o Relatively good road access to Rosita; o DANIDA has committed to partner in the improvement and maintenance

of roads and bridges in the community; o MARENA interested in considering Wasakin as a pilot community for

their POSAF II forestry management initiative;


o Currently no capacity to determine and meet quality requirements of markets for agro-forestry products. This can be mitigated by providing adequate training and teaching foresters and gatherers to use appropriate productive technologies and reforestation techniques;

o Poor relationships between exist between Wasakin and the Municipality of Rosita. Through projects such as this one, the Municipality should be approached as a development partner, and should be encouraged to assume responsibility for maintaining access roads into Wasakin,


amongst other commitments; o Lack of institutional presence in community (municipal, regional or

central government, civil society, etc.) – to be mitigated by the institutional development aspect of this and other projects; and

o Lack of storage and transportation infrastructure to facilitate commercialization of products. Strong collaboration with DANIDA Transport and the Municipality to reach institutional commitments on road improvements and maintenance is critical. Storage facilities should be contemplated within “Development of Value-Added Processing” project outlined below;


o Development of a local agro-forestry organization to provide leadership and continuity to the initiative;

o Direct technical support in appropriate and focused reforestation and harvesting technologies that are connected to identified markets for forestry products;

o Testing of improved technologies with commensurate training and capacity building for formers in collaboration with technical support and expertise of INTA, PROFOR and MAG-FOR;

o Area diagnostic and marketing study for local products;

6.5.3 Development of Value-Added Processing Options for Agricultural and Agro-Forestry Products in Wasakin


REPROMAB (Incipient) Local Women’s Organization (Incipient)

SECTOR Processing

OBJECTIVES o Formalization of a women’s organization to spearhead a community based processing initiative;

o Testing and improvement of artisan processing technology for agricultural crops and forest products;

o Reduction in post-harvest losses of agricultural crops; o Establishment of appropriate small-scale processing facilities to generate

products that meet market requirements with an eye to developing export capability;

o Creation of formal employment; o Enhancement of commercialization opportunities for local products; o Increase family/community incomes;

BENEFICIARIES o Wasakin farmers, forest gatherers and their families;

o Individuals in the community; o Women involved in artisan processing of agricultural and forest products o The community economy;

PROJECT BACKGROUND AND

Local farmers and forest gatherers do not have proper facilities to store, preserve and process products, particularly agricultural ones, and many flowers, fruits and


DESCRIPTION leaves from the forest that are very delicate and tend to decay rapidly. This lack of infrastructure in combination with the lack of knowledge around processing is exacerbated by the lack of commercialization channels for their products. Local producers tend to cultivate very small areas and small amount of products from the forest. The lack of commercialization experience also means that the quality of the products may not be enough to qualify for the export market.

Residents recognize that greater value from their cultivation and harvesting activities can be accrued through application of improved technology and information and from improved storage and value-added processing. They recognize that this requires their personal commitment as well as financial commitment from partners and donors, construction and maintenance of facilities, extensive training, and access to information. Community leaders and producers intend to work with the AEW and other interests to identify value-added products with strong market potential, and whose processing can be done on an artisanal level at the outset, in the hope of attracting the resources to eventually develop larger scale production and storage facilities. Presently, there is no formal women’s organization in the community, but it is recognized that women should lead a value-added community processing initiative, and that a critical first step would be the formalization of a women’s organization to provide leadership.

Given that this initiative would build upon the success of the Agricultural Support and Agro Forestry Development Projects described above, appropriate timing for rollout of this initiative would be in Year 2 or 3 of those initiatives. This initiative would build upon the infrastructure (office, project management, institutional support) established through the other two initiatives.


Project Management and Organizational Development o Support to formation of Wasakin Processing Organization to lead

processing initiative in the community; o Depending upon the status of the Rosita Agricultural Support and the

Agro Forestry Development project office, and if sufficient infrastructure exists (electrification, radio, etc.) the project office could be relocated to Wasakin.

Processing and Storage Infrastructure

o Based on production information (market and production capacity as well as local infrastructure capacity) identify and prioritize various processing, storage and value-added technologies suitable for implementation in Wasakin;



o Roll out implementation plan as above; o Develop a strategic plan to enable lessons learned from this project to be

applied to the micro-region;



o National Ministry of Industry; o URRACAN and national universities (UNA, UNI, UNAN, UCA, etc) o Rosita Municipality; o Meadow Lake Tribal Council; o Contigo International; o CIDA; o Local farmers and foresters through Agricultural and Agro-Forestry

Development Committees; and o Regional and local private distributors (distribuidoras comerciales).


o Decrease in post-harvest agricultural losses; o Volume of products marketed and value received; o Family and individual income levels o Training workshops held; o Community Processing Implementation Plan developed; o Market studies available to producers in communities; o Replication in other areas


o As their in-kind contribution, the community will provide labor and land for processing and storage facilities for the Program. They will also provide their traditional knowledge around processing and storage technologies;

o A potential source of additional financing for construction of processing and storage infrastructure could be partner indigenous organizations in Canada and the United States with interest in value-added lumber, forestry and agricultural products;


MARKET INFORMATION

The local market for value-added processed goods is somewhat limited, whereas the regional market is far greater, and at present there are few regional competitors for most products. National and international markets are much larger but competition is stiffer and quality requirements are considerably higher. Ultimately, the goal will be to access these markets through supported commercial partnerships and linkages and ever-increasing quality through improved processing capabilities


This project will require a great deal of research, testing and construction of both processing and storage infrastructure. Depending upon the products considered viable this project might consider the construction of grain silos, rice mills, portable saw mills, drying and packaging of forest products, and/or primary processing of fruits and vegetables. These will be prioritized and a rollout plan developed that will take into account local capacity and financial and market limitations.


The main challenge to product processing will be the construction of artisanal processing in the initial stages. Infrastruc ture for the storage, preservation, transportation and distribution of products is a further consideration. One of the clear limitations in terms of processing is the lack of electrification in the


community. It is the hope that Wasakin can partner with the World Bank as a key Phase II community in their rural electrification initiative, thus providing a key element necessary for processing of some forestry products.

PREVIOUS EXPERIENCE

The community of Wasakin has little or no experience in value-added processing. During the late 1990’s a private company called La Amistad attempted to set up a lumber milling operation in the community, but it was not sustainable. Local residents did not play a strong role in the project.


There is no local experience implementing projects of this type even though the community has already been involved in some other very small social projects such as improvements to the school and small economía de patio projects. Training and capacity building are critical to ensure sustainability.

MAJOR STRENGTHS

o Availability of forestry resources and human resources; o Strong potential for agricultural development; o A strong expression of interest by local residents to own and operate their

own processing facilities; o Integration with the other proposed prototypes, including the AEW

project; o Relatively good road access to Rosita and other markets; o DANIDA has committed to partner in the improvement and maintenance

of roads and bridges in the community; o MARENA interested in considering Wasakin as a pilot community for

their POSAF II forestry management initiative, which will support the sustainable harvesting of forest products;


o Currently no capacity to determine and meet quality requirements of markets for value-added agricultural and agro-forestry products. This can be mitigated by providing adequate training in artisanal processing technologies, with a vision to developing larger-scale processing and storage facilities;

o Community has no experience managing its own business and maintaining equipment. Sufficient financial support, training and sustained technical assistance from development partners (public and private sector), civil society, governments will increase the chances of sustainability for this initiative;

o Poor relationships between exist between Wasakin and the Municipality of Rosita. Through projects such as this one, the Municipality should be approached as a development partner, and should be encouraged to assume responsibility for maintaining access roads into Wasakin, amongst other commitments;

o Lack of institutional presence in community (municipal, regional or central government, civil society, etc.)

o No electrification – it is hoped that Wasakin will receive support from the World Bank’s rural electrification project to provide a key element to this initiative;


o This initiative is largely dependent upon the implementation and success of the Agricultural Support and Agro Forestry Development Projects described above in terms of productive inputs and institutional capacity development at the community level;

o Sustained training, technical assistance and support in the construction


and maintenance of processing and storage infrastructure are critical to the success of this initiative; and

o National Ministry of Industry and universities will provide technical expertise for technology tests, training and capacitating activities

6.6 Francia Sirpi (Tasba Raya)

6.6.1 Francia Sirpi/Tasba Raya Agricultural Support Project

PROPONENTS Francia Sirpi Community Elders Council, Síndigo and Community Coordinator (Traditional)

Individual Farmers

SECTOR Agriculture

OBJECTIVES o Improve crop production technologies in the area; o Increase formal agriculture activity in the area, organizing community

and families to increase cultivation on their plots; o Increase crop yield levels; o Improve quality of products to meet exportation requirements; o Increase family/community income and improve family diet; o Create local job opportunities;

BENEFICIARIES o Miskito farmers and their families;

o The community economy; and o Satellite communities and their residents throughout the area.


The Miskito Indian community of Francia Sirpi has a long tradition of farming, low-intensity forestry, hunting/gathering and long-range cattle farming. Farmers in the community are traditional producers of basic grains. However, despite the availability of huge tracts of agricultural land, production technologies currently utilized are rudimentary in the extreme, crop yields are extremely low and the community utilizes only small patches along the riverbank to grow mainly subsistence food crops.

The traditional market for their products has been Waspam and Puerto Cabezas. The community is located less than 20 kilometers away from the main Puerto Cabezas-Waspam highway, and the access road is in very good condition thanks to the support of DANIDA Transport in recent years.

All land in Francia Sirpi is communally owned and managed, and each family manages a small plot. The community has expressed a great deal of interest in launching a well-supported integrated agricultural initiative to take advantage of the rich growing area, and the central location of the community in the extensive Tasba Raya as a hub of agricultural development.

This project will support agriculture production in the Tasba Raya region with a vision to providing resources and technical assistance to the numerous satellite communities in the immediate vicinity of Francia Sirpi. The initiative will begin with a market study to determine which crops offer the greatest potential as cash crops and how they can best be marketed in the region. Concurrent with this an


organizational development process will assist farmers in the area to formalize and strengthen an Agricultural Development Committee and prepare them to be effective partners in project implementation. Further to this will be a review of the capacity of local soils in order to determine which products and techniques will be most suitable for the Tasba Raya area. The market study and soil analysis will identify preferred crops for the community.

The principal activities involved in this prototype are as follows: Project Management and Organizational Development

o Establish project liaison office in Francia Sirpi; o Provision of CB radios as means of regular contact between IDB/IDR

project implementation office in Puerto Cabezas and community; o Establishment and organization of Francia Sirpi Community Agricultural

Development Committee to serve as community-based point of contact for support, communications, training, marketing information and storage and commercialization of agricultural products.

Market Analysis and Commercialization

o Analysis of market potential for agricultural products identified in soil analysis, including specifics on storage and commercial transportation of products from Francia Sirpi to Waspam, Puerto Cabezas and other principal markets;

o Dissemination of market information directly to Francia Sirpi farmers through Agricultural Development Committee;


o Coordination with Francia Sirpi/Tasba Raya Agricultural Extension Worker for Agricultural Development activities, including:

o Identification of appropriate test fields in Francia Sirpi area; o Soil capacity analyses o Development of nurseries for improved seed in products

recognized as having strong market potential, and facility for growth in local soils;

o Onsite workshops with local producers in the following themes: § Soil preparation and planting techniques, § Crop rotation, irrigation, and soil management, § Harvesting techniques, and § Post-harvest management including storage and handling


farmers; o Frequent site visits by regional AEW to assist producers in applying the

information from workshops;


o Waspam Municipality - collaboration on road maintenance; o INTA - collaboration in training initiatives for farmers, and provision of

improved seed; o MAG-FOR – collaboration; and o Regional and local private distributors (distribuidoras comerciales).

METRICS (HOW TO MEASURE

o Existence of community agricultural development committee; o Establishment of project liaison office in Francia Sirpi;


SUCCESS) o Market information for locally-grown produce available at community level;

o Amount of land (ha) under cultivation; o Crop yields per unit area; o Sales/income generated through agriculture; o Number of different crops being grown (market diversity); and o Family and individual income levels;


o As their in-kind contribution, community producers will provide land for nurseries, test crops and general production under the auspices of this initiative, and will provide space for construction of agricultural development committee headquarters and other facilities associated with the economic development of the community;


MARKET INFORMATION

The Waspam and Puerto Cabezas markets will provide initial demand for consistent and quality supply of agricultural product. As productive technologies are improved and crop yields grow, it will be essential to have information on national and international markets, quality and packaging requirements, and information on viable transportation options for moving product.


It will be necessary to run field tests to improve crop production technologies and assess the viability of producing certain key products in various areas. Farmers should be directly involved performing such field tests.


The main challenge to crop production will be the storage and transportation of products. The lack of a vehicle will affect commercialization of products, and the high cost of renting a vehicle will have to be taken into consideration. DANIDA has committed to continue providing support in the maintenance of the road in partnership with the community and municipality.

PREVIOUS EXPERIENCE

The community of Francia Sirpi has had very little experience with integrated development in the agriculture sector. There has been no experience to date with organizing community-level agricultural development committees.


The community lacks the capacity at present to manage financial resources, and to manage communications with potential donors and partners in development. It is essential to build in capacity development activities, training, and infrastructure throughout the initiative to ensure sustainability. Productive leaders at the community level, both men and women, must be supported and trained to provide leadership and follow-through.

MAJOR STRENGTHS

o Residents have expressed a keen and urgent desire to manage their own resources, increase production and improve their living standards;

o Availability of fertile land and human resources; o Francia Sirpi has relatively good access to the markets of Waspam and

Puerto Cabezas; o DANIDA has committed to partner in the improvement and maintenance

of roads into the community; o World Bank and CNE has selected Francia Sirpi as a candidate for Phase

I of their rural electrification project; o Canadian government may consider Francia Sirpi for water & sanitation


projects in future; o All agricultural crops are organic;


o Currently there is low capacity to meet quality requirements of markets. This can be mitigated by providing adequate seed and teaching farmers to use appropriate productive technologies;

o There is minimal communication and planning between the community and the Municipality of Waspam. The Municipality has expressed interest in being a partner in Francia Sirpi’s development, but recognizes that it lacks the resources to be a major player;


o Lack of potable water. Support from Canadian government, Red Cross and other agencies should be formalized to ease the health burdens on the individuals in the community;

o Lack of storage and transportation infrastructure to facilitate commercialization of products. Storage facilities should be contemplated within “Development of Value-Added Processing” project outlined below, while the purchase/lease of a vehicle to move product may be an eventual consideration to facilitate commercialization and decrease dependency on foreign buyers and movement of product on foot or by beast.


o Formation of a local producer organization to provide leadership and continuity to the initiative;

o Direct technical support in appropriate and focused agricultural development technologies that are connected to identified markets for agricultural products;

o Testing of improved technologies with commensurate training and capacity building for formers in collaboration with technical support and expertise of INTA and MAG-FOR;

6.6.2 Francia Sirpi/Tasba Raya Agro Forestry Development

PROPONENT Francia Sirpi Community Elders Council, Síndigo and Community Coordinator (Traditional)

Individual Foresters and Gatherers

SECTOR Agro-Forestry

OBJECTIVES o Recover and preserve local forests and wildlife for future sustainable use; o Produce wood and food trees in nurseries for silviculture/reforestation

purposes; o Improve forest product gathering technologies; o Increase the amount of products that can be extracted from the forest; o Improve quality of products to meet exportation requirements; o Increase family/community incomes; o Create local job opportunities; o Invite the participation of MARENA/POSAF II;


BENEFICIARIES o Forest gatherers and their families; o The community economy; o The local environment;


Miskito residents are traditional farmers, foresters, and hunter-gatherers. A significant portion of family and community income is currently derived from forestry activities. Preliminary research indicates that there is significant commercial potential in the timber/non-timber resources in the immediate area surrounding the community. The project will build on the existing community experience and their knowledge of local lands and resources to maximize the sustainable commercial value of local timber and non-timber forest products.

Note: many of the activities described for this prototype reflect close collaboration and cost sharing with the agricultural development initiative described above. It is erroneous to consider agricultural and agro-forestry development to be one in the same, though project infrastructure can easily be shared between the two initiatives The principal activities involved in this prototype are as follows:

Project Management, Organizational Development, Diagnostics and Market Analysis

o Collaborate with Agricultural project liaison office in Francia Sirpi as base for project implementation/management, utilizing office space, sharing radio communications, and cost-sharing project overhead;

o Establishment and organization of Community Agro-Forestry Development Committee to serve as point of contact for support, collaboration with initiatives such as POSAF II, communications, training, marketing information and storage and commercialization of raw and value-added forestry products;

o Undertake a comprehensive diagnostic/inventory of existing agro-forestry resources in area around Francia Sirpi, with active participation of local foresters and gatherers;

o Conduct national and international market analysis of for agro-forestry products identified in area diagnostic, including specifics on value-added processing, storage, packaging and commercial transportation of products from Francia Sirpi to Waspam, Puerto Cabezas, Managua, and other principal markets;

o Dissemination of market information directly to Francia Sirpi foresters and gatherers through Agro-Forestry Development Committee;

Agro-Forestry Harvesting and Reforestation

o Coordinate with Francia Sirpi Agricultural Extension Worker (AEW) on the following activities: o Review of agro-forestry technology extension programs available

through Universities, PROFOR, POSAF, etc.; o Elaboration of extension training workshops; o Delivery of on-site workshops with local foresters in:

o Reforestation; o Harvesting techniques, and o Post-harvest management including storage and handling of

wood products (drying & treating, etc.) storage and handling of crops;


o Gathering and provision of improved seeds for agro-forestry products to local foresters;

o Establishment of nurseries for seeds, seedlings and saplings in agro-forestry products recognized as having strong market potential, and facility for growth in local soils;

o Conduct field tests on low-impact forest product reproduction and gathering technologies;

o Launch reforestation and silviculture activities in areas most affected by deforestation activity, with support from POSAF II;

o Clarification and acquisition of harvesting licenses from MAG-FOR; o Sustainable harvesting of wood resources, fruit, herbs, flowers, roots, etc.

identified in diagnostic and market study Commercialization

o Review/assessment of commercial transportation linkages between Wasakin and principal markets identified in market study;

o Dissemination of market access information directly to Francia Sirpi Agricultural Development Committee;


o MAG-FOR – licenses and technical assistance o MARENA / POSAF II – Forestry management, reforestation support; o PROFOR – Forestry management, reforestation support; o INTA – Agro-forestry management training o URACCAN’s Institute of Natural Resources, Environment and

Sustainable Development (IREMADES) – training and diagnostics o Waspam Municipality – support and collaboration


o Establishment of Agro-Forestry Development Committee; o Comprehensive diagnostic of forestry resources available to community; o Market study for locally-produced agro-forestry products available to

community; o Presence of POSAF II in Francia Sirpi; o Number of trees planted in nursery; o Number of local foresters trained in forestry management techniques; o Amount and diversity of different forestry products being gathered and

marketed; o Family income levels


o As their in-kind contribution, individuals will provide land for nurseries, as well as their own labor and traditional knowledge;

o The community will provide land for the facilities of the Program and other resources to conduct studies and field tests;


MARKET INFORMATION

It is anticipated that regional and national buyers will provide a consistent market for raw lumber, while market studies must be undertaken to determine the national and international markets for various value-added and raw forestry products;



It will be necessary to run tests to improve harvesting and reforestation technologies and assess the viability of producing certain key products in various areas. Foresters and gatherers from the community should be directly involved performing such field tests. Certain types of harvesting equipment identified as being ideal for the physical environment and for the types of products being harvested will need to be provided.


The main challenges to agro-forestry production in Francia Sirpi will be the sustainable harvesting and the transportation of products. The lack of proper transportation means will affect commercialization of products DANIDA Transport program has committed to continue improving the road in partnership with the community and municipality.

PREVIOUS EXPERIENCE

The community has had no measurable experience in an agro-forestry initiative of this sort.


At present, the community lacks the capacity to protect and sustainably manage its forest resources, to manage communications with potential donors and partners in agro-forestry development, and to manage financial resources involved in a project of this nature. It is essential to build in capacity development activities, training, and infrastructure throughout the initiative to ensure sustainability. Productive leaders at the community level must be supported and trained to provide leadership and follow-through.

MAJOR STRENGTHS

o Availability of forestry resources and human resources; o A keen and urgent desire expressed by local residents to manage their

own forestry resources, protect the region’s biodiversity, increase agro-forestry production in a sustainable manner and improve their living standards;

o Good road access to Waspam and Puerto Cabezas; o DANIDA has committed to partner in the improvement and maintenance

of roads and bridges in the community; o MARENA is interested in considering Francia Sirpi as a pilot community

for their POSAF II forestry management initiative;


o Currently no capacity to determine and meet quality requirements of markets for agro-forestry products. This can be mitigated by providing adequate training and teaching foresters and gatherers to use appropriate productive technologies and reforestation techniques;

o Relationships between Francia Sirpi and GRAAN and the Waspam Municipality are not great. Through projects such as this one, the Municipality and GRAAN should be approached as a development partner, and should be encouraged to assume responsibility to support the community in its development aspirations;


o Poor access to potable water. There are only a handful of wells in the community, and during the summer season, many run dry. The nearest river is over a mile walk away, and it polluted;

o Lack of storage and transportation infrastructure to facilitate commercialization of products. Strong collaboration with DANIDA


Transport and the Waspam Municipality to reach institutional commitments on road improvements and maintenance is critical. Storage facilities should be contemplated within “Development of Value-Added Processing” project outlined below;


o Development of a local agro-forestry organization to provide leadership and continuity to the initiative;

o Direct technical support in appropriate and focused reforestation and harvesting technologies that are connected to identified markets for forestry products;

o Testing of improved technologies with commensurate training and capacity building for formers in collaboration with technical support and expertise of INTA, PROFOR and MAG-FOR;


6.6.3 Development of Value-Added Processing Options for Agricultural and Agro-Forestry Products in Francia Sirpi


Local Women’s Organization (Incipient)

SECTOR Processing

OBJECTIVES o Development of an organization to spearhead processing initiative in the community;

o Test and improve artisan processing technology for agricultural crops and forest products;

o Reduce post-harvest losses of agricultural crops; o If feasible, establish appropriate product processing facilities to generate

quality products that meet market requirements with an eye to export capability;

o Create local jobs; o Enhance commercialization opportunities for local products; o Increase family/community incomes;

BENEFICIARIES o Local farmers, forest gatherers and their families;

o Individuals in the community; o People involved in artisan processing of agricultural and forest products o The community economy;


Francia Sirpi residents are traditional farmers and forest gatherers, but their post-harvest losses are very high, and forestry extraction practices are inefficient. Local farmers and forest gatherers do not have training and/or proper facilities to store, preserve and process the products that they harvest. The proposed initiative will build upon the Agricultural Support and Agro Forestry Development Projects described above, and support the development of value added processing and storage facilities and knowledge. It will utilize the infrastructure (office, project management, institutional support) established through the other two initiatives.



Project Management and Organizational Development o Establishment and organization of Francia Sirpi Women’s Organization

to lead processing initia tive in the community; o Collaboration with Francia Sirpi Agricultural Support and the Agro

Forestry Development project office, Processing and Storage Infrastructure

o Conduct tests on artisan processing technologies for local products; o Based upon market studies undertaken in Agricultural Support and the

Agro Forestry Development projects, establish and/or widen commercial trade relationships with potential markets;

o Construction of product storage facilities including bodegas for storing agricultural products, grain silo(s) and rice mill;

o Technical assistance and financing for purchase of equipment and tools provided to artisan processors in areas such as furniture construction, drying and packaging of herbs and flowers, timber milling, etc.

o If feasible, install and operate bigger processing facilities


o Local farmers and foresters through Agricultural and Agro-Forestry Development Committees;

o National Ministry of Industry; o Regional (URRACAN) and national universities (UNA, UNI, UNAN,

UCA, etc) o Waspam Municipality; and o Regional and local private distributors (distribuidoras comerciales).


o Decrease in post-harvest agricultural losses; o Amount of jobs created; o Value of sales of processed products; o Family and individual income level;


o As their in-kind contribution, the community will provide labor and land for processing and storage facilities for the Program;

o A potential source of additional financing for construction of processing and storage infrastructure could be partner indigenous organizations in Canada and the United States with interest in value-added lumber, forestry and agricultural products;


MARKET INFORMATION

The local market for value-added processed goods is somewhat limited, whereas the regional market is far greater, and at present there are few regional competitors for most products. National and international markets are much larger but competition is stiffer and quality requirements are considerably higher. Ultimately, the goal will be to access these markets through supported commercial partnerships and linkages and ever-increasing quality through improved processing capabilities



This project will require a great deal of research, testing and construction of both processing and storage infrastructure. Depending upon the products considered viable this project might consider the construction of grain silos, rice mills, portable saw mills, drying and packaging of forest products, and/or primary processing of fruits and vegetables.


The main challenge to product processing will be the construction of artisanal processing in the initial stages. Infrastructure for the storage, preservation, transportation and distribution of products is a further consideration. One of the clear limitations in terms of processing is the lack of electrification in the community. Francia Sirpi has been selected to participate in Phase I of the World Bank/CNE Rural Electrification initiative, which will provide a key element necessary for processing of some forestry products.

PREVIOUS EXPERIENCE

The community of Francia Sirpi has little or no experience in value-added processing.


There is no local experience implementing a project of this type even though the community has already been involved in some other very small social projects in education and community health. Training and capacity building are critical to ensure sustainability.

MAJOR STRENGTHS

o Availability of forestry resources and human resources; o Strong potential for agricultural development; o A strong expression of interest by local residents to own and operate their

own processing facilities; o Relatively good road access to Waspam and Puerto Cabezas; o DANIDA has committed to partner in the improvement and maintenance

of roads and bridges in the community; o MARENA interested in considering Francia Sirpi as a pilot community

for their POSAF II forestry management initiative, which will support the sustainable harvesting of forest products;


o Currently no capacity to determine and meet quality requirements of markets for value-added agricultural and agro-forestry products. This can be mitigated by providing adequate training in artisanal processing technologies, with a vision to developing larger-scale processing and storage facilities;

o Community has no experience managing its own business and maintaining equipment. Sufficient financial support, training and sustained technical assistance from development partners (public and private sector), civil society, governments will increase the chances of sustainability for this initiative;

o Relationships between Francia Sirpi and GRAAN and the Waspam Municipality are not great. Through projects such as this one, the Municipality and GRAAN should be approached as a development partner, and should be encouraged to assume responsibility to support the community in its development aspirations;


o Poor community health;


o No access to electricity – Francia Sirpi is anticipated to be a key community in the World Bank/CNE Rural Electrification Project getting underway in late 2002.


o This initiative is largely dependent upon the implementation and success of the Agricultural Support and Agro Forestry Development Projects described above in terms of productive inputs and institutional capacity development at the community level;

o Sustained training, technical assistance and support in the construction and maintenance of processing and storage infrastructure are critical to the success of this initiative. Previous construction of rice mills and sawmills failed due to lack of community involvement in construction, management and maintenance of equipment;



6.7 Summary of Recommended Project Prototypes

COMMUNITY/ REGION

PROJECT SECTOR PROPONENT(S) PARTNERS AND COLLABORATORS

TECHNICAL ASSISTANCE ANTICIPATED BUDGET

Atlantic Coast Agricultural Extension Services for Atlantic Coast

Agriculture o MAG-FOR; o Regional Universities;

o Instituto de Desarrollo Rural (IDR)

o Executing Agency

o MAG-FOR o Regional Universities

o $275,000 to $415,000

Pearl Lagoon Basin

Pearl Lagoon Basin Communities Agricultural Reactivation Project

Agriculture

Women in Development

o Organization of Pearl Lagoon Women Farmers (Incipient)

o Organization of Marshall Point Farmers (Incipient)

o Organization of Orinoco Farmers (Incipient)

o Pearl Lagoon Municipality

o Instituto de Desarrollo Rural (IDR);

o Executing Agency; o Pearl Lagoon Municipality; o INTA;

o MAG-FOR; o Regional Universities; o ASDI-BID CDE Initiative.

o Coordination of local agricultural producers;

o Formation of agricultural development committees in each community;

o Training in agricultural development techniques;

o Soil capacity analysis;

o Market analysis

$195,000 to $300,000

Pearl Lagoon Basin

Development of Value-Added Agricultural Processing Industry in the Pearl Lagoon Basin

Agricultural Processing

o Organization of Pearl Lagoon Women Farmers (Incipient)

o Organization of Marshall Point Farmers (Incipient)

o Organization of Orinoco Farmers (Incipient)

o Women’s Cooperative of Orinoco


o Executing Agency

o Pearl Lagoon Municipality; o Local community and

farmers organizations

o ASDI-BID CDE Initiative o National Ministry of Industry o Regional (BICU and

URACCAN) and national

o Community Organization; o Technology testing and

quality control;

o Training and entrepreneurship development;

$185,000 to $315,000


COMMUNITY/ REGION



o Individual Women in Marshall Point, Orinoco and Pearl Lagoon

o Pearl Lagoon Municipality

(UNA, UNI, UNAN, UCA, etc) universities

Pearl Lagoon Basin

Upgrading of Local Artisan Fishing Fleet

Fisheries

o Artisan Fishers Association of Pearl Lagoon

o Organization of Artisan Fishers of Marshall Point (Incipient)

o Organization of Artisan Fishers of Orinoco (Incipient)


o Executing Agency; o ADPESCA / MEDEPESCA;

o Municipality of Pearl Lagoon;

o ADEPHCA;

o URACCAN; and o Bilateral agencies

o Organizational development & capacity building;

o Credit management; o Boat repair & maintenance

training; o Feasibility of ice plant

installation.

$200,000 to $335,000

Corn Island Agriculture Rehabilitation Program for Corn Island


o Corn Island Cocoteros Association (Incipient)

o Corn Island Municipality

o Corn Island Municipality;


o Executing Agency;

o BICU; o INTA; o MAG-FOR;

o CDE;

o Organizational development;

o Technology testing and training;

o Provision of improved seeds;

o Marketing support;

$190,000 to $285,000


COMMUNITY/ REGION



Corn Island Capacity Development of Asociación de Pescadores Miskitos de Corn Island

Fisheries o Association of Miskito Artisanal Fishermen (APAM)

o Canadian Department of Indian Affairs

o First Nations Organizations in Canada

o CIDA Aboriginal Partnership Fund

o Aboriginal Business Canada


o Entrepreneurial development and inter-regional partnership building.

o Capacity building; o Boat repair and upgrading; o Training in environmentally

friendly and efficient harvesting.

Corn Island Upgrading of Local Artisan Fishing Fleet Through the Corn Island Artisanal Fishermen’s Union

Fisheries

o Corn Island Artisanal Fishermen’s Union

o Corn Island Municipality;

o National Ministry of Fisheries (ADPESCA);

o External Agency;

o Private fishing companies (CAF and PASENIC);


o Financial management and oversight

o Credit management; o Training

o Boat repair and maintenance

o Feasibility analysis for installation & management of ice plant

$275,000 to $470,000

Wasakin Wasakin Agricultural Support Project

Agriculture o Wasakin Community Elders Council, Síndigo and Community Coordinator (Traditional)

o REPROMAB (Incipient)

o Individual Farmers

o REPROMAB;

o Rosita Municipality; o INTA; o MAG-FOR;


o Executing Agency;

o URACCAN

o Development of a local producer organization;

o Technical support in appropriate and focused agricultural development technologies;

o Soil capacity analysis and market study;

o Crop testing of improved technologies with commensurate training and capacity building for formers in collaboration

$185,000 to $280,000


COMMUNITY/ REGION



with technical support and expertise of INTA and MAG-FOR;

Wasakin Wasakin Agro Forestry Development

Agro-Forestry o Wasakin Community Elders Council, Síndigo and Community Coordinator (Traditional)


o Individual Foresters and Gatherers


o Executing Agency; o MAG-FOR;

o MARENA / POSAF II; o INTA; o URACCAN’s Institute of

Natural Resources, Environment and Sustainable Development (IREMADES)

o Rosita Municipality; o Meadow Lake Tribal Council

and Contigo International;

o Development of a local agro-forestry organization;

o Direct technical support in appropriate and focused reforestation and harvesting technologies;

o Testing of improved technologies;


$180,000 to $270,000

Wasakin Development of Value-Added Processing Options for Agricultural and Agro-Forestry Products in Wasakin

Processing o Wasakin Community Elders Council, Síndigo and Community Coordinator (Traditional)


o Local Women’s Organization (Incipient)

o National Ministry of Industry;

o URRACAN and national universities (UNA, UNI, UNAN, UCA, etc)

o Rosita Municipality;

o Meadow Lake Tribal Council;

o Contigo International;

o CIDA; o Local farmers and foresters o Instituto de Desarrollo Rural

(IDR).

o Identification and priorization of suitable processing, storage and value-added technologies;

o Feasibility study on construction and maintenance of processing and storage infrastructure; and

o Technical support and training.

$175,000 to $290,000


COMMUNITY/ REGION



Francia Sirpi Francia Sirpi/Tasba Raya Agricultural Support Project

Agriculture o Francia Sirpi Community Elders Council, Síndigo and Community Coordinator (Traditional)

o Individual Farmers


o Waspam Municipality; o INTA; and

o MAG-FOR

o Development of a local producer organization;

o Technical support in appropriate and focused agricultural development technologies;

o Soil capacity analysis and market study;

o Crop testing of improved technologies with commensurate training and capacity building for formers in collaboration with technical support and expertise of INTA and MAG-FOR;

$185,000 to $275,000

Francia Sirpi Francia Sirpi/Tasba Raya Agro Forestry Development

Agro-Forestry o Francia Sirpi Community Elders Council, Síndigo and Community Coordinator (Traditional)

o Individual Foresters and Gatherers

o Women in the Community


o MAG-FOR;

o MARENA / POSAF II; o PROFOR; o INTA;

o URACCAN’s Institute of Natural Resources, Environment and Sustainable Development (IREMADES);

o Waspam Municipality;

o Development of a local agro-forestry organization;

o Direct technical support in appropriate and focused reforestation and harvesting technologies;

o Testing of improved technologies;


$180,000 to $270,000

Francia Sirpi Development of Value-Added Processing

Processing o Wasakin Community Elders Council, Síndigo and

o National Ministry of Industry;

o Regional (URRACAN) and

o Identification and priorization of suitable processing, storage and

$175,000 to $290,000


COMMUNITY/ REGION



Options for Agricultural and Agro-Forestry Products in Francia Sirpi

Community Coordinator (Traditional)

o Local Women’s Organization (Incipient)

national universities (UNA, UNI, UNAN, UCA, etc);

o Waspam Municipality;

value-added technologies;

o Feasibility study on construction and maintenance of processing and storage infrastructure; and

o Technical support and training.

Note : All prototypes identified in the above framework are anticipated to have a duration of three years.


7 SUCCESS FACTORS AND ADDITIONAL CONSIDERATIONS The following recommendations and suggestions are not comprehensive but are based on the observations and analysis of the Consultants during their assignment to identify and profile potential projects for support through NI-0159.

7.1 Institutional Collaboration A variety of regional and national organizations and institutions have expressed interest in supporting the prototypes outlined in Section 6. The initial recommendations are for the NI-0159 team and IDB Managua to continue the dialogue with the representatives of these key institutions to consolidate commitments and action steps for collaboration:

o Mr. René Cassells, Professor, Bluefields Indian and Caribbean University (BICU)

o Dr. Myrna Cunningham, Chancellor, Universidad de las Regiones Autónomas de la Costa Caribe de Nicaragua (URACCAN)

o Ms. Georgina Orozco, Socio-Environmental and Forestry Development Program (POSAF II)

o Mr. Steven Hayes, RAAS Regional Director, Ministry of Agriculture and Forestry (MAG-FOR)

o Mr. Luis Mairena, Planning Director, RAAS Planning Commission

o Mr. Centuriano Knight, Executive Secretary, RAAN Government

The following regional representative may offer some technical assistance to complement and/or augment the project prototypes:

o Mr. Norman Howard Taylor, United Nations Development Programme, Bluefields

There may exist opportunities for financial collaboration and or financial support of initiatives between development agencies and funders based on coinciding interests in the region. Appendix VII lists several key Bilateral and other prominent development agencies active along the Atlantic coast. The authors strongly recommend that the Bank continue the dialogue established through FIICA and other informal and formal means to consolidate opportunities to streamline funding and ensure effective use of financial resources in project implementation.

7.2 Project Implementation Given the challenge of weak or non-existent project implementation infrastructure in most communities involved in this assessment, the Bank’s Productive Agricultural Reactivation initiative might consider the possibility of partnering with the United Nations Development Programme on a project implementation strategy in the RAAN and the RAAS. The consultants were informed that higher-level discussions to this effect have occurred between UNDP and IDB Managua. The consulting team was approached by the following UNDP representatives to discuss the potential merits and synergies of collaboration.


o Mr. Adolfo Castrillo, Responsible for the Atlantic Coast, UNDP Managua

o Ms. Barbara Pesce-Monteiro, Deputy Resident Representative, UNDP

o Mr. Norman Howard Taylor, UNDP Bluefields

The Consultants suggest that the Bank follow up and consider institutional collaboration as sustainable means of project implementation in the region.

7.3 IDR Project Coordinator for Atlantic Coast Initiatives To ensure that pilot initiatives and the Atlantic Coast generally, have a strong voice within the IDR, the consultants recommend the creation of a Project Coordinator position, to be responsible for the delivery of the Atlantic coast component of NI-0159. Our review of other Atlantic Coast development projects suggests that this sort of focused presence in the project headquarters in Managua would be extremely valuable in terms of ensuring successful rollout in the region.

In the initial year of operations, the Project Coordinator would be responsible for ensuring the successful implementation of all Prototypes Projects approved in close coordination with Management Entities select by IDR and the communities and their locally based development organizations. We suggest that the Coordinator also be responsible for the flow of communications and resources between the IDR and the individual executing agencies and community-based project coordinators. The Coordinator will also be responsible for liaising with other development agencies, governments, donors and civil society to augment the funding base and participatory support for the prototypes and other Atlantic Coast projects. Other possible areas of responsibility would include assisting in the identification and development of additional projects and in vetting project proponents and applications.

We envisage the Coordinator as a senior management position and as such the successful candidate should be able to demonstrate substantial experience in the management of budgets, staff and contracts. The ideal candidate would have experience in the preparation of business plans, be adept with policy and regulatory frameworks, and have the ability to liaise with a wide-ranging number of people from the local community to senior levels of government. The position demands an individual with social and economic development experience. The ideal candidate must be able to effectively communicate in Spanish, English and, if possible, one or more local indigenous languages. The person must be familiar with the Afro-Latin and Indigenous cultures, and of the region, as well as having excellent working knowledge of the processes and procedures of the Regional and Central Governments. The Coordinator must be an effective writer and communicator and accomplished in the use of computers. Given the emphasis on economic development, in the initial years of the Project, it would be a strong asset for the individual to have specific professional technical expertise and accreditation related to community development, land use planning, forestry, agriculture, impact assessment processes and business plan preparation. Above all, he/she must be a champion and a leader of the process with due regard for democratic processes and procedures in all the communities where projects are to be implemented.


7.4 Community Relations To maintain the momentum of the research and communications efforts entailed in the creation of this assessment, and in the interest of mitigating the ‘development fatigue’ created by years of studies and assessments lacking concrete action (this was consistently expressed to us during our community meetings), a principal recommendation to the Bank’s implementation strategy would be the establishment of lines of communication in each of the selected communities, and regular follow-up, updates and information sharing over the next several months as projects move toward implementation. The suggested Project Coordinator position presented in the previous sub-section would be ideally placed to maintain this communication. Following are some key points of contact in each community:

Pearl Lagoon

o Mr. George Howard, Fishermen’s Cooperative

o Mr. Gilbert Downs, Mayor, Pearl Lagoon

o Ms. Juana Howard, Representative, Women’s Agricultural Organization

o Mr. Karl Tinkham, Professor, BICU

Marshall Point

o Ms. Alicia Cayaso, Community Leader

o Ms. Elvita Moses, Community Leader

o Mr. Hernacio Casildo, Community Coordinator

o Mr. Marcelino Chan, Municipal Council Member and Community Organizer

Orinoco

o Ms. Claribell Goff Arana

o Mr. Richard Hubbers

o Mr. Felix Sincla ir

o Mr. Hubert Sinclair

o Ms. Vernandine Lopez Stephen

o Ms. Delia Sambola Colindres

o Ms. Rebecca Arana

o Mr. Frank Lopez

o Mr. Ignacio Hebberth

o Ms. Llarisa Crisisanto Sambola

Corn Island

o Dr. David Somarriba, Vice Mayor, Municipality of Corn Island

o Mr. Denis Watts Jackson, Regional Councilor and Advisor to APAM

o Mr. Eugenio Dixon, President, Creole Fishermen’s Union


o Ms. Lorraine Bodden, Movimiento Comunal de Corn Island

o Ms. Norma Dixon, Movimiento por la Dignidad y Desarrollo de Corn Island

o Mr. Roberto Ow, Mayor, Municipality of Corn Island

o Mr. Ronald Chensam, Local Agronomist and Representative of Cocoteros Association

Francia Sirpi

o Mr. Alistan Thomas Felipe, Member of Síndigo Group and Guardabosque, Francia Sirpi

o Mr. Amador Francis David, Síndigo, Francia Sirpi

o Mr. Gaspar Chow Thompson, Responsible for the Waspam Municipality Sub-Office, Francia Sirpi

o Mr. Israel Lentch García

o Mr. José Osorno, Mayor, Waspam

Wasakin

o Ms. Alma Nivia Alfaro, Women’s Leader, Wasakin

o Mr. Luis Beltran Alfaro, Consejal, Wasakin

o Mr. Neddy Ismael Johnson, Coordinator, REPROMAB

o Pastor Alfaro M., Farmer, Wasakin

o Mr. Roger Acevedo Mayorga, Mayor, Rosita

7.5 Institutional Strengthening of Regional Universities The Bank should strongly consider the experience of regional universities BICU and URACCAN in the development and delivery of training programs, as well as in the conducting and dissemination of market studies specific to selected communities. Both regional Universities have expressed a sincere desire to work closely with the BID to be a delivery agent for accessible market information for regional producers. As the provision of this information is critical to convincing producers to move ahead with increased production, it behooves the Bank to support improved capacity at both the Universities to provide these services.

7.6 Launching of POSAF on Atlantic Coast The Bank should communicate with representatives of the Ministry of Natural Resources and the Environment’s POSAF initiative with regard to launching POSAF II in the communities of Wasakin, Francia Sirpi and Pearl Lagoon as pilot communities along the Atlantic Coast. There would be a great deal of synergy with the prototypes recommended for those communities. Program representative Georgina Orozco pointed out to the consulting team the Ministry’s interest in working with the Bank to identify ideal communities in the region, and clarified that POSAF II has an allocated budget of $1.5 million for the Atlantic coast, with a project ceiling of $225,000.


7.7 Support to Donor Collaboration The Bank should continue the efforts of the FIICA initiative and work closely with the UNDP, ASDI, DANIDA and other agencies active in the region to establish a strong presence in both Regional Governments with the specific goals of creating a sustainable framework for collaboration between donor agencies, multilaterals and local counterparts as well as civil society.

7.8 Collaboration with Centros de Desarrollo Empresarial An opportunity which presents potential synergies with the prototypes presented in this assessment is the IDB’s Centro de Desarrollo Empresarial (CDE) initiative presented in the “Diagnóstico de Servicios Financieros y No-Financieros en la Costa Atlántica” published in May 2002 by Cyrano Management. The CDEs would be non-profit private organizations based out of regional centers Bluefields and Bilwi (Puerto Cabezas) and created by private businesspeople, regional universities, civil society and the regional governments. The model suggests that CDEs would offer both financial and non-financial services in support of regional SME, wherein community producer groups could access promotional resources, exchange experiences, build strategic alliances, attract investment, and interact with governments and regional promotional events. Cyrano’s study suggests that the CDEs could serve as a focal point for the establishment of joint ventures between community groups, producers and the private sector, either Nicaraguan, foreign or the diaspora community.

7.9 Access to Credit As confirmed by the recently concluded ASDI/BID-supported study, access to commercial credit is an ongoing challenge along the Atlantic coast. The lack of formal credit structures undermines the potential sustainability of many productive activity initiatives in the region, and the Bank should work closely with civil society micro-credit providers Pana Pana and ADEPHCA, as well as their principal funders in the Japanese Embassy and the Inter-American Foundation, to seek ways to collaborate and to leverage the experience and success of these organizations in providing credit management services through a technology transfer to the communities themselves.

7.10 Focus on Community Organizations Activities focusing on the formalization and institutional strengthening of community organizations, training of producers, project management and communications should be undertaken in advance of technical activities and procurement of infrastructure and supplies.


8 CONCLUSIONS This assessment was undertaken with the clear goal of identifying productive opportunities in Afro-Latin and Indigenous communities along Nicaragua’s Atlantic coast. The consultants confirmed that while the Atlantic coast is a region rich in natural resources and cultural diversity, it remains economically disadvantaged as a result of political and economic isolation from the rest of the country. The community action plans and project prototypes outlines in previous sections represent viable opportunities to support community-driven initiatives in agricultural rehabilitation, agro-forestry development, processing and cattle production.

While productive leadership and volition exists at the community and regional levels, resources and technical capacity are needed to support an integrated and sustainable development strategy. Afro-Latin and Indigenous communities along the coast are increasingly subject to political and economic isolation, while social challenges continue to mount in the areas of youth at risk, diminishing healthcare support, and inadequate educational services.

According to Miguel González Perez’ March 2001 Socio-Economic and Political Analysis of the Autonomous Regions, “the institutional integration of coastal indigenous communities to the state authorities, particularly in the autonomous context, is confusing and ambivalent”. Any parties engaging in development support in the region need to be cognizant of the increasing isolation felt by the residents of these communities, and must take into account efforts undertaken in past interventions, drawing experience from the lessons learned from both successful and unsuccessful initiatives.

The Bank has an opportunity to support incipient development groups in the six communities outlined in this report, and to foster pilot initiatives which could provide a catalyst and a rallying point for the integration of efforts of various development agencies, civil society groups, national and regional governments in the region. The Prototypes presented in this report represent viable means of supporting disadvantaged peoples and communities. Many of the prototypes will produce information and lessons that can be applied throughout the region and can serve to inform IDB projects in other countries in the hemisphere.


APPENDICES

PAGE A1


APPENDIX I - LIST OF INFORMATION SOURCES A Strengthened Growth and Poverty Reduction Strategy Government of Nicaragua, July 2001 Análisis Socioeconómico y Político de las Regiones Autónomas de la Costa Atlántica, y Perspectivas del Sistema

Autonómico Miguel González Pérez, York University, Canada. March 2001 Apuntes para una Estrategia de Desarrollo Rural. Nitlapán-UCA-CRIES. December 1997 Aspectos Geográficos, Ambientales y Ecológicos de las Comunidades de Tasba Raya.

Awake: Newsletter of Caribbean Coast. CAMP-Lab III, April – June 2002 Awake: Newsletter of Caribbean Coast. CAMP-Lab III, August-December 2001 Banco Interamericano de Desarrollo COF-CNI Operaciones con Actividades en o para la Costa Atlántica Nicaraguense IDB

Office, Managua, March 2002 Bases para un Plan de Desarrollo Rural de Nicaragua: Una Propuesta para la Discusión y para la Acción. Agencia Española

para la Cooperación Internacional (AECI). September 2001

Beneficiary Country Portfolio Nicaragua – Technical Cooperations as of April 30, 2002 IDB Bluefields Indian and Caribbean University – La Educación es la Mejor Opción para el Desarrollo de los Pueblos 2002 Caracterización Municipal de Rosita. Programa de Apoyo a la Decentralización y Desarrollo Municipal en Nicaragua

PRODEMU-DANIDA. Caracterización Municipal de Waspam. Programa de Apoyo a la Decentralización y Desarrollo Municipal en Nicaragua

PRODEMU-DANIDA.

Comunidad de Francia Sirpi: Diagnóstico Participativo del Campo y la Ciudad. Centro de Derechos Civiles, Humanos y Autónomos

Curriculum de Educación Multi-étnica Sobre Derechos de Niños y Niñas de la Costa Caribe de Nicaragua (Niveles 1-2, 3-4, 5-6), CEDEHCA, 2001

Decision Making for Social Improvement IDBAmericas, March 22, 2002 Democracy Gets Up Close and Personal IDBAmericas, March 22, 2002

Desarrollo Humano en la Costa Caribe de Nicaragua. Consejo Nacional de Planificación Económica Social (CONPES) Diagnostico De Servicios Financieros y No-Financieros En La Costa Atlántica Cyrano Management, June 2002 Diagnóstico de Servicios Financieros y No-Financieros en la Costa Atlántica – Informe Final. ASDI-BID, May 2002

Diagnóstico Socio-Económico, Ecológico y Cultural de Catorce Comunidades Indígenas Ubicadas en la Cuenca Media del Rio Prinzapolka y Rio Bambana en la Región Autónoma del Atlántico Norte (RAAN) de Nicaragua y Plan Estratégico de Desarrollo Integrado Sostenible 2002-2011. Quintana, Jorge et al. Contigo Internacional. 2001

Discussion Paper & Needs Assessment Study: Prinzapolka Community Development Project. Contigo International, Managua. June 2002

Estrategía de Financiamiento Rural IDB, February 2002

Estrategia Reforzada de Crecimiento Económico y Reducción de Pobreza. Gobierno de Nicaragua, Julio 2001 Estudio de Amplio Impacto: Resultados de Estudio de Casos. Caso I: Tasba Raya. Pp 44-63. Programa de Transporte

DANIDA para las Regiones Autónomas de Nicaragua, October 2000

Estudio Socieconómico, Cultural y Ambiental de Tasba Raya, Municipio de Waspam Equipo de Estudios Socioeconómicos, DANIDA RAAN, August 1997

Grant Executive Summary Initiative NC-225 Interamerican Foundation

Grant Executive Summary Initiative NC-232 Interamerican Foundation Grant Executive Summary Initiative NC-235 Interamerican Foundation Informe de Evaluación Final, ProRAAS II. Bluefields, RAAS, June 2001

Land, Resources and Indigenous Rights on the Atlantic Coast of Nicaragua – Legal Reflections for the Definition of a Strategy for Indigenous Participation in Participation and Development Projects World Bank Technical Department – Latin America and the Caribbean, July 1996

Legalidad y Derechos Étnicos en la Costa Atlántica de Nicaragua. Roldán Ortega, Roque. Programa de Apoyo Institucional a los Consejos Regionales y las Administraciones Regionales de la Costa Atlántica RAAN-ASDI-RAAS. 2000

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Lista Proyectos Indígenas, IDB April 2002 Local Governments and Sustainable Rural Development: Effects and Potential Sustainability of the Rural Municipalities

Project (PROTIERRA) in Nicaragua Mauricio Guadagni et al, World Bank – Latin American and Caribbean Regional Office, December 2000

Matrix of International Cooperation Organizations with Presence on the Atlantic Coast – March 2001. Foro Inter-Institucional de la Costa Atlántica (FIICA)

Metodología Participativa y Liderazgo Comunitario: Diagnóstico Rural Participativo de las Comunidades de Tasba Raya: Santa Clara, Wisconsin, La Esperanza, Rio Wawa Lic. Victor del Cid, URACCAN, Puerto Cabezas, April 1999

Misión y Visión de URACCAN: Caracterización de la Universidad. URACCAN, June 2002

Mission Report – IDB TC No. 0110001 ATN/DC 7642-RS IDB, Managua, Nicaragua, Feb. 18-22, 2002 Mission Statement and Organizational Structure – Unión de Grupos Productivos de la RAAS (UPRAAS) Nicaragua - Proposal For A Loan And Non-Reimbursable Technical Cooperation Funding For An Atlantic Coast Local

Development Program IDB PR-2468, 23 November 1999 Nicaraguan Projects Not Currently Included In Database (in preparation or recently approved), IDB, April 2002 NOVIB Annual Report for 2000 – A Summary Netherlands Organisation for International Development Co -operation, 2000

One Country’s Efforts to Give a Voice to All IDBAmericas, March 22, 2002 Perfil de Proyecto: Construcción de un Puente Peatonal de 70 Metros de largo sobre el Rio Bambana 7 Alcantarillas y

Vados en el camino a la Comunidad de Wasakin, Municipio de Rosita, RAAN: Documento Borrador Unidad del PAST RAAN, February 2002.

Plan Ambiental de Nicaragua 2001 – 2005 Ministerio del Ambiente y los Recursos Naturales, June 2001 Plan de Acción para el Manejo de los Recursos Naturales del Municipio de Corn Island Lic. Mauricio Lacayo et. al.,

MARENA/ASDI, December 1999 Plan de Acción para el Manejo Integrado de la Zona Costera del Municipio de Bluefields 2002-2006 Lic. Liza González et

al., MARENA/RAAN-ASDI-RAAS, October 2001

Plan Estratégico del Sector Agropecuario y Forestal para la RAAS 2002 – 2011 Steven Hayes, MAGFOR, June 2002 Plan Trienal de Desarrollo Comunitario de los Municipios de Rosita y Waspam 2000-2003. FURCA, September 2000 Poverty Among the Indigenous Peoples of Nicaragua IDB Indigenous Peoples and Community Development Unit, 1999

Programa Agroforestal Corn Island – 2002-2006. Ing. Ronald Chensam H. & Francicso Montalvan G. 2002 Programa de Agua y Saneamiento Rural, Región Autónoma del Atlántico Norte (RAAN): Plan Operativo Annual 2002.

Save the Children Canada. May 2002

Programa de Agua y Saneamiento Rural, Región Autónoma del Atlántico Norte (RAAN): Plan Operativo de Fase Periodo 2002-2004. Save the Children Canada. April 2002

Project Profile: Programa de Reactivación Productiva Rura l NI0159 IDB, October 2001

Proyecto de Investigación: Caracterización Biogeográfica de la Macroflora Marina en la Península del Bluff, Corn Island, Cayos Pelas y Cayos Miskitos de Nicaragua BICU

Proyecto Integral Forestal de Comunidades Miskitas de la RAAN – Informe Trimestral Enero-Marzo 2002 FADCANIC, Puerto Cabezas, Abril 2002

Recursos Forestales y Cambio en el Uso de la Tierra, República de Nicaragua Héctor Roldán, UE, March 2001

Región Atlántica de Nicaragua – Estudio Cualitativo de la Pobreza World Bank, February 2000

Remontando Ríos: Informe de Sistematización. ProRAAS II, 1997-2001 Social-Economic, Ecologic And Cultural Assessment Of Fourteen Indigenous Communities Located In The Mid-Watershed

Of The Prinzapolka And Bambana Rivers In The North Atlantic Autonomous Region (Raan) Of Nicaragua, Dr. Jorge Ovidio Quintana, 2001

Strengthening Democracy on the Atlantic Coast in Nicaragua. Programa RAAN-ASDI-RAAS 1994-2000. Buvollen, Hans Petter et al, 2001

Technical Cooperation Projects in Preparation (Pipeline) Nicaragua IDB, April 2002 The Frustrations of Being Governor IDBAmericas, March 22, 2002

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URACCAN Update – May – June 2002 URACCAN, June 2002 Visión de Nación: Documento Base para la Construcción de la Agenda de Nación. Comisión Mixta CONPES-CONADES,

Managua. October 2001

We Know Our Land Best IDBAmericas, March 22, 2002 What Can be Done to Save the Lobsters IDBAmericas, March 22, 2002

WEBSITES

Agencia Española de Cooperación Internacional http://www.aeci.es/ Central American Bank for Economic Integration http://www.bcie.org/ CONADES http://www.conades.net.ni/

CONPES http://www.conpes.org.ni/ FADCANIC http://www.fadcanic.org/ GTZ http://www.gtz.de/english/index.asp

INATEC http://www.inatec.edu.ni/ INIFOM http://www.inifom.gob.ni/ INTA http://www.inta.gob.ni/index.html

JICA http://www.joca.or.jp KEPA http://www.kepa.fi/english/ Mennonite Economic Development Associates http://www.meda.org/

Minisry of the Environment and Natural Resources http://www.marena.gob.ni/proyecto04.htm Ministry of Agriculture and Forests http://www.magfor.gob.ni/ Ministry of Education, Culture and Sports http://www.mecd.gob.ni/

Ministry of Health http://www.minsa.gob.ni/ Ministry of Transport and Infrastructure http://www.mti.gob.ni/ NOVIB http://www.novib.nl/

RAAN/ASDI/RAAS http://www.raanasdiraas.org/INDEL.htm SETEC http://www.setec.gob.ni/documento%20ingles.htm SIDA http://www.sida.se/Sida/jsp/Crosslink.jsp?d=107

URACCAN http://www.yorku.ca/cerlac/URACCAN/URACCAN.html URRACAN http://www.come.to/uraccan USAID http://www.usaid.org.ni/

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APPENDIX II – COMMUNITY CONSULTATIONS The Consulting Team conducted extensive consultations with each community, meeting with community leaders, development organizations, civil society and other key stakeholders. The following lists the consultations undertaken with the selected pilot communities. Additional communities the consultants visited and/or met with leaders from include Bluefields, Puerto Cabezas, Kururia, Auhya Pinhy, Kum, Rama Cay, Waspam, Muelle de los Bueyes, Tortuguero, Rama, Wawa, and Haulover, amongst others. A complete list of meetings is presented in Appendix III.

Pearl Lagoon DATES VISITED May 4th, 2002

June 25th, 2002

July 15th to 16th, 2002

ACTIVITIES The initial meeting in May was an informal conversation arranged by George Howard for the benefit of the NI-0159 team and for the consultants responsible for this Assessment Report. Participants included about a dozen individuals including the Pearl Lagoon Vice-Mayor, various fishermen, farmers and women.

The visit in June involved extensive discussions led by team members Jorge Quintana and Samuel Mercado to review and deepen the conversation around the various project initiatives that had been discussed and information gathering.

The visit in July involved a variety of feedback sessions with farmers, fishermen, the Mayor of Pearl Lagoon and leaders of an incipient women’s agricultural group to validate and clarify prototypes under development. One of the principal feedback sessions involved leaders from Pearl Lagoon, Marshall Point and Orinoco discussing integrated micro-regional initiatives.

PEOPLE & ORGANIZATIONS MET WITH

o Ms. Aldry Hansock, Community Member, Pearl Lagoon o Mr. Allan Downs, Community Member, Pearl Lagoon o Ms. Audrey Hansard Lewis, Community Leader, Pearl Lagoon

o Ms. Bertha Simmons, Director, Camp -LAB o Ms. Christy Garth Forbes, Community Leader, Pearl Lagoon o Mr. David Bradford, Regional Coordinator, Corredor Biológico del Atlántico (CBA)

o Mr. Denhorn Blaneford, Radio & TV Technician, Pearl Lagoon o Mr. Dettmar Bernard, Rancher, Pearl Lagoon o Mr. Dexter Hooker, Community Member, Blue Water Enterprises

o Mr. Forn Cayasso, Community Member, Pearl Lagoon o Mr. Gilbert Downs, Mayor, Pearl Lagoon o Ms. Ingrid Cuthbert, Regional Councillor, RAAS

o Mr. Ismael Carlsdorf, Community Member, GRAAN o Mr. Jasper Ow, Community Member, Pearl Lagoon o Ms. Juana Howard, Regional Councillor and Farmer, Pearl Lagoon

o Mr. Karl Tinkham, BICU Professor & Former Councillor, Pearl Lagoon o Mr. Marcelino Chan, Municipal Council Member, Marshall Point o Mr. Oswaldo Morales, Camp -LAB

o Ms. Shirleine Howard, Community Leader, Pearl Lagoon o Mr. Wesley Williams, Community Member, CEDEHCA and School Teacher

PAGE A5


KEY ISSUES & CONCERNS RAISED

o Overall weak public infrastructure in the community including docks, roads and transportation;

o Despite a strong interest there is a lack of resources for agricultural development;

o The community has an interest in diversifying the economy through nature-based tourism development, which has already begun at a small scale through hotels and sports fishing;

o Fishermen expressed the lack of control they feel over fisheries management, and lack of resources to upgrade and maintain their own equipment, causing dependence upon private fishing companies in the area;

o General frustration over previous development projects where people felt they were not adequately involved in identifying, planning and executing projects (they welcomed the IDR/IDB approach that enabled our consulting team to meet with them early in the process)

o Concerns around follow-through of development initiatives in general;

o Incursions onto traditional agricultural lands;

Pearl Lagoon Meetings

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Marshall Point Meetings

Marshall Point DATES VISITED May 4th, 2002

June 25th, 2002

July 15th to 16th 2002 (meetings with community leaders/stakeholders in Pearl Lagoon (Given the community desire to pursue a more integrated micro-regional approach it was decided to hold the last round of community feedback sessions in Pearl Lagoon with participation from all three key communities [Pearl Lagoon, Marshall Point and Orinoco])

ACTIVITIES The initial meeting in May was an informal conversation arranged by George Howard and Vicente Santamaría of the IDB Managua office. Along with the NI-0159 team, the consultants met with a variety of local residents informally and toured the village, discussing prevalent development issues and outlining potential opportunities.

During the follow-up meeting in June, team members Samuel Mercado and Jorge Quintana spoke with a number of farmers and fishermen to clarify and validate information gathered, to further discuss the potential for developing prototypes in collaboration with neighboring Orinoco and Pearl Lagoon, and to assist Marshall Point residents in their efforts to organize into productive groups.

During the consultants’ feedback mission in July, a meeting was held with a variety of leaders from each of the three communities in Pearl Lagoon to validate and clarify prototypes under development.


o Mr. Erich Leonard, Local Organizer o Ms. Elvita Moses, Community Leader

o Ms. Alicia Cayaso, Community Leader o Mr. Marcelino Chan, Community Leader o Mr. Hernacio Casildo, Community

Coordinator Note: There were many more individuals at the community meetings however we were unable to get their names and affiliations. Vicente Santamaria

at the IDB Managua office will have a more comprehensive listing of names from Marshall Point and Orinoco.


o Residents expressed their desire to collaborate with other stakeholders to explore the potential for developing a nature-based tourism industry in the area, including upgrading old school building into hostel/restaurant complex;

o Animals (cows, etc.) from Orinoco tend to get into Marshall Point growing areas and eat produce;

o Lack of electricity – power plant in Marshall Point has been out of commission for several months, and there is only a small generator to service the needs of the whole community for a short amount of time, but there is little or no money to buy fuel for the generator;

o Community dock is in very bad condition;


o Communications and transportation between community and Pearl Lagoon are very limited; o Farmers’ ability to sell produce generally limited to selling off the dock in Bluefields; o Social infrastructure (health & education services, potable water) is lacking in the

community;

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Orinoco DATES VISITED May 4th, 2002

June 25th, 2002

July 15th to 16th, 2002 (meetings with community leaders/stakeholders in Pearl Lagoon (Given the community desire to pursue a more integrated micro-regional approach it was decided to hold the last round of community feedback sessions in Pearl Lagoon with participation from all three key communities [Pearl Lagoon, Marshall Point and Orinoco])

ACTIVITIES The meetings with Orinoco coincided with the above outlined meetings in Marshall Point.

During the May meeting, the consultants had the opportunity to meet with was an informal conversation arranged by George Howard and Vicente Santamaría of the IDB Managua office. Along with the NI-0159 team, the consultants met with a variety of local residents informally and toured the village, discussing prevalent development issues and outlining potential opportunities.

During the follow-up meeting in June, team members Samuel Mercado and Jorge Quintana spoke with a number of farmers and fishermen to clarify and validate information gathered, to further discuss the potential for developing prototypes in collaboration with neighboring Orinoco and Pearl Lagoon, and to assist Marshall Point residents in their efforts to organize into productive groups.

During the consultants’ feedback mission in July, a meeting was held with a variety of leaders from each of the three communities in Pearl Lagoon to validate and clarify prototypes under development.


o Mr. Claribell Goff Arana o Mr. Richard Hubbers

o Mr. Felix Sinclair o Mr. Hubert Sinclair o Ms. Vernandine Lopez Stephen

o Ms. Delia Sambola Colindres o Ms. Rebecca Arana o Mr. Frank Lopez

o Mr. Ignacio Hebberth o Ms. Llarisa Crisisanto Sambola

Note: There were many more individuals at the community meetings however we were unable to get their names and affiliations. Vicente Santamaria at the IDB Managua office will have a more comprehensive listing of names from Marshall Point and Orinoco.


o Farmers expressed potential for larger-scale pineapple production in the area – citing recent study which indicates the tendency of the soil to produce Sugarloaf species;

o Creek in the area which is a source of potable water in the community is 50% polluted;


o Women in the community suggested the potential to open up a small tourist hotel in the community;

o Fishermen commented on the lack or resources to maintain the small fishing fleet in the community;

o There is a land demarcation issue with the community of Tasbapauni.

Orinoco Meeting

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Corn Island DATES VISITED May 7th to 9th, 2002

June 27th to June 29th, 2002

July 11th to July 13th, 2002

ACTIVITIES During the consultant’s initial visit in May, open ‘town meetings’ were announced over the local radio station and held to speak with fishermen who were at home due to the two-month off-season underway at the time. Consultants also met with both fishermen’s organizations, various members of the Municipality including Mayor Roberto Ow, and community organizations interested in preserving the island way of life.

During the initial follow-up mission in late June, the consultants met again with members of UPACIN, The Movimiento por la Dignidad y Desarrollo de Corn Island, APAM, ASTURCA and the Municipality, amongst others, to qualify the information gathered and deepen the discussion around the prototypes being developed.

During the feedback visit in July, team members Andrew Grant, Samuel Mercado and David Kattenburg, along with IDB Task Manager Claire Nelson were able to discuss the challenges of the fisheries initiatives in detail with both UPACIN and APAM representatives, and dialogue extensively with Cynthia Dixon and Vice-Mayor David Somarriba around the projected participation of the Municipality, and the inherent challenges to development initiatives on the Island.

Consultants Samuel Mercado and Andrew Grant have engaged in various telephone conversations over the course of the assessment with several of the individuals listed below.


o Mr. Cleveland Webster, Owner, Fisher Cabe Restaurant, Tourism Association of Corn Island (ASTURCA)

o Mr. Constantino F, Community Member, Corn Island o Ms. Cynthia Dixon, Executive Director and Head of Environmental Department, Corn

Island Municipality o Mr. Denis Jackson, Advisor, Association of Miskito Fishermen, Local Counsellor,

Miskito Fisherman

o Dr. David Somarriba W., Vice Mayor, Corn Island Municipality o Dr. Juan Samuel, Sub Ocean Safety o Mr. Eugene Dixon, President, Corn Island Artisanal Fisherman’s Union

o Mr. Felix Alexander, ADPESCA Municipal Representative & Vice President, Corn Island Artisanal Fisherman’s Union, Corn Island

o Mr. Gavino Solomon, Commu nity Member, Corn Island

o Mr. George (Jorge) Morgan, President, PASENIC o Mr. Jaime Garcia W., Member, CAFIC o Ms. Kimberly Campbell, Corn Island

o Mr. Luis Corea, Administrative Manager, Central American Fisheries (CAF) o Mr. Marcos Gómez, Member, Tourism Association of Corn Island (ASTURCA) o Mr. Mauricio Lacayo, Local Support, SIDA Program

o Ms. Norma Dixon Downs, President, Movement for the Defense and Dignity of Corn Island

o Mr. Rincord Hunter Taylor, Local Counsellor, Plant Administrator, PASENIC

o Mr. Robert Isdepski, President, Sub Ocean Safety o Mr. Roberto Ow, Mayor, Corn Island o Mr. Roy Alexander White, Fisherman

o Ms. Scarlet Cuadra Waters, Journalist, SIDA

PAGE A9



o Lack of solid waste management plan for the Island;

o Widely differing strategic planning reports have been produced for tourism development on the island;

o Increasing ethnic tensions between Creole, Miskito and Mestizo inhabitants;

o Population of the island has far outstripped capacity of social services;

o Land incursions are frequent;

o Islanders lack sensibility and customer service skills to deal with foreign tourists;

o Dependence upon imported goods and services is extreme;

o Economic diversification is critical to ease pressure on failing fishing industry;

o Miskito inhabitants are wary of efforts of Municipality and ASDI to introduce resident card system onto island;

o Lack of coordination or formalization of tourism activities on the island;

Corn Island Meetings

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Wasakin DATES VISITED July 2nd, 2002

July 7th, 2002

ACTIVITIES In the weeks prior to the initial community visit in July, team members Samuel Mercado, Jorge Quintana and Andrew Grant were in communication with community leaders to gather information and prepare the community for the consultants’ visits.

The initial visit to Wasakin by consultants Samuel Mercado and Jorge Quintana involved inspection of plots of cultivated land, and extensive meetings with various members of the community, including women, elders, farmers, loggers and community representatives. Initial concepts of project prototypes were discussed, and the community provided a wealth of information and data.

The follow up visit was led by Samuel Mercado and Andrew Grant, and involved a large community meeting hosted by Neddy Israel of REPROMAB. All prototypes under consideration were discussed at length with community leaders, and community data was verified.


o Mr. Abraham Lencho Anderson, Farmer, Wasakin o Mr. Adones Matines, Matasierita, Wasakin

o Ms. Alma Nivia Alfaro, Member of Community, Wasakin o Mr. Antonio Blair Penn, Síndigo, Wasakin o Mr. Bernard Lench, Community Member, Wasakin

o Mr. Cosmon Bendels, Member of Community, Wasakin o Mr. Eduardo Blaer, Community Member, Wasakin o Mr. Eduardo Poveda, Judge, Wasakin

o Mr. Edwin Cisnero Montiel, Tecnico, PEBI o Mr. Emilio Fendly Johnny, Member, Consejo de Ancianos de Wasakin o Mr. Faustos Bleer Penn, Member of Community, Wasakin

o Ms. Flora Penn S., Teacher, Wasakin o Ms. Gillen Johnny, Farmer, Wasakin o Ms. Igrida Palacio, Community Member, Wasakin

o Mr. Israel MacKenzie Green, Consejero, Consejo de Ancianos de Wasakin o Mr. Jacinto Macor, Community Member, Wasakin o Mr. Jorge Penn, Community Member, Wasakin

o Ms. Julia Penn S., Teacher, Wasakin o Mr. Leonardo Franklin M., Consejero, Consejo de Ancianos de Wasakin o Mr. Leopoldo Penn, Community Member, Wasakin

o Ms. Lidia Lench, Community Member, Wasakin o Mr. Luis Beltran Alfaro, Concejal, Wasakin o Mr. Mateo Martinez W, Farmer, Wasakin

o Mr. Milton Martinez, Primary School Teacher, Wasakin o Mr. Morgan Johnny Anderson, Alvanil, Wasakin o Mr. Oscar Alfaro M., Farmer, Wasakin

o Mr. Paladino Fendly, Member of Community, Wasakin o Mr. Pastor Alfaro M., Farmer, Wasakin o Mr. Santiago Martines, Member of Community, Wasakin

o Mr. Simon Perez, Community Member, Wasakin o Mr. Solorciano Blair Penn, Member of Community, Wasakin o Mr. Spencer Ismael J., Epidemiologo, Wasakin

PAGE A11


o Mr. Tedddy Ismael Johnson, Coordinator, PROGRAMA PSORUPEOI o Mr. Watson Lench, Community Member, Wasakin o Mr. William Penn T, Pastor, Wasakin

o Mr. Wilmor Bendles, Committee Member, Wasakin


o Wasakin farmers expressed potential for larger-scale agricultural production in the area;

o Residents expressed dismay at continuing gastrointestinal illnesses stemming from the contaminated water supply of Rio Bambana;

o Tenuous relationship with Rosita Municipality was documented, including election promised unkept and poor communications;

o Residents expressed general frustration over previous development projects where people felt they were not adequately involved in identifying, planning and executing projects (they welcomed the IDR/IDB approach that enabled our consulting team to meet with them early in the process)

o Leaders suggested the strong potential for small-scale hydroelectricity generation along the Bambana River, and pointed out an excellent location for it. The consultants introduced the possibility of becoming a Phase II community in the World Bank/CNE Rural Electrification Initiative;

o Residents discussed the lack of resources and skills available to protect the forests surrounding the community, and that incursions into traditional territories was becoming a regular occurrence;

o There is a land demarcation issue with a neighboring community;

o Incipient community NGO REPROMAB, headed up by Neddy Israel, represents a mobilizing point around which to gather support and interest in development initiatives in the whole region.

Wasakin Meetings

PAGE A12


Francia Sirpi DATES VISITED July 3rd, 2002

July 6th, 2002

ACTIVITIES Prior to the initial community visit, team members Samuel Mercado, Jorge Quintana and Andrew Grant were in communication with community leaders to gather information and prepare the community for the consultants’ visits.

The initial community visit by consultants Samuel Mercado and Jorge Quintana involved inspection of plots of cultivated land, and a large town hall meeting with elders, farmers, women leaders, loggers, cattle ranchers and community representatives. The initial sketches of project prototypes were developed and discussed, and the community provided the consultants with data.

The follow up visit was led by Samuel Mercado and Andrew Grant, and involved a large community meeting in the high school. All prototypes under consideration were discussed at length with community leaders, and community data was verified.


o Ms. Adelfa Alfonzo, Teacher, Francia Sirpi

o Mr. Alberto Abel Peralta, Pastor, Baptist Church

o Mr. Alistan Thomas Felipe, Member of Síndgo Group and Guardabosque , Francia Sirpi

o Mr. Amador Francis David, Síndigo, Francia Sirpi

o Mr. Arsenio Vanegas, Community Coordinator, Francia Sirpi

o Mr. Charly Brown Antoño, Pastor, Catholic Church

o Mr. David Braer, Member of Community, Francia Sirpi

o Mr. David Hitler, Director, Francia Sirpi

o Ms. Emilia Pedro Astin, Community Health Leader, Francia Sirpi

o Mr. Faustino Thomas Williams, Pastor, Catholic Church

o Mr. Fernando Astin, Community Policeman, Francia Sirpi

o Mr. Gabriél Pedro Astin, Teacher, Francia Sirpi

o Mr. Gaspar Chow Thompson, Responsible for the Sub-Office, Waspan Municipality

o Mr. Gaston Conrado, Second Judge, Francia Sirpi

o Mr. Israel Lentch García, Member of Community, Francia Sirpi

o Ms. Lorentina Morley Cunningham, Nurse, Francia Sirpi

o Mr. Lorenzo Dublon Conrado, Sub-Director, Primary School

o Mr. Norton Timmons, , Francia Sirpi

o Mr. Phitario Jimmy Poveda, Teacher, Francia Sirpi

o Mr. Ramon Brian Dino, Responsible, PROCAMINO Tasba Raya

o Mr. Rene Brian Dino, Community Judge, Francia Sirpi

o Mr. Runwaldo Astin Brown, Member of Community, Francia Sirpi

o Mr. Santa Benito Toledo, Francia Sirpi

o Mr. Sergio Spellman Lopez, Pastor, Moravian Church

PAGE A13



o Francia Sirpi farmers expressed potential for larger-scale agricultural production in the area;

o The tenuous relationship with Rosita Municipality was documented, including election promised unkept and poor communications;

o Residents expressed general frustration over previous development projects where leaders felt they were not adequately involved in identifying, planning and executing projects (they welcomed the IDR/IDB approach that enabled our consulting team to meet with them early in the process)

o Although Francia Sirpi has been chosen as a Phase I community for the World Bank/CNE Rural Electrification initiative, and a focus community for the Corredor Biológico del Atlántico, none of the community leaders were aware of the progress of either initiative;

o Residents discussed the lack of resources and skills available to protect the forests surrounding the community, and that incursions were becoming a regular occurrence;

o There is an ongoing and well publicized land demarcation issue with the neighboring Mayangna community of Awas Tingni which may affect the availability of land to Francia Sirpi residents;

Francia Sirpi Meetings

PAGE A14


APPENDIX III - LIST OF MEETINGS AND CONSULTATIONS The following tables are presented in chronological order.

A - Inception Mission Meetings and Consultations During the Inception Mission phase, WDA team members met with well over 200 individuals from a variety of organizations and communities. We have tried to capture names, titles and organizations where possible, but a large number are not included simply because it was not possible to gather the information at the time.

NAME POSITION ORGANIZATION DATE OF MEETING

WDA TEAM PRESENT

Ms. Claire Nelson Task Manager Social Services Division, Sustainable Development Department April 11 WD

Mr. Hugo Villarroel Natural Resources Specialist – Agriculture Environmental and Natural Resources Division, Regional Department 2, IDB

April 11 WD

Ms. Nancy Jesurun-Clements Economist Environmental and Natural Resources Division, Regional Department 2, IDB

April 11 WD

Mr. Peter Sollis Senior Social Development Specialist Social Programs Division, Regional Department 2, IDB May 1 WD & AG

Ms. Christina Wedekull Coordinator SIDA/IDB Partnership in Central America, IDB May 1 WD & AG

Ms. Jacqueline Mazza Social Development Specialist Social Development Division, IDB May 1 WD & AG

Ms. Nicole Gesnot-Dimic Senior Counsellor Canadian Technical Assistance Program at the Inter-American Development Bank

May 1 WD & AG

Mr. Francisco Campbell President International Relations Commission May 1 WD & AG

Ms. Myriam Hooker Executive Director CEDEHCA May 1 WD & AG

Mr. François Lafond Counsellor Canadian Executive Director’s Office, IDB May 1 WD & AG

Ms. Anne Deruyttere Chief Indigenous Peoples and Community Development Unit, IDB May 1 WD & AG

Mr. Mark D. Wenner Financial Specialist Rural Development Consulting Unit, IDB May 1 WD & AG

Mr. Wilbur Wright Representative Inter-American Foundation May 2 WD & AG

Mr. Matt Clark Commercial Officer OLIFI, Canadian Embassy May 2 WD & AG

Mr. Carlo Dade Representative Inter-American Foundation May 2 WD & AG

Mr. Rendell Fredericks Brooks

Local Coordinator for NI-0107 IDB May 3 WD, AG, SM

PAGE A15



WDA TEAM PRESENT

Mr. René Cassells Professor Bluefie lds Indian and Caribbean University May 3 WD, AG, SM

Ms. Anne-Marie Urban Social Development and Gender Specialist IDB May 3rd WD, AG, SM

Mr. Linsdele Casanova Director de la Secretaría de Asuntos Municipales

RAAS May 3rd WD, AG, SM

Ms. Eva Acevedo Director of Project Coordination and Monitoring

IDR May 3rd WD, AG, SM

Mr. Miguel Angel Castellón Director IDR May 3rd WD, AG, SM

Mr. Mauricio Peralta INTUR/BID May 4th WD, AG, SM

Mr. George Alexandreu NI-0159 project team member BID May 3rd WD, AG, SM

Mr. Sebastian McCrea School Teacher and Board Secretary Rama Cay May 3rd WD, AG, SM

Mr. Walter Ortiz Teacher of Rama language Rama Cay May 3rd WD, AG, SM

Ms. Adelaida Ruiz Secretary of Women’s Association Rama Cay May 3rd WD, AG, SM

Mr. Demitrio McCrea Leader for Sport and secondary school teacher

Rama Cay May 3rd WD, AG, SM

Mr. Jerry McCrea Sport Member Rama Cay May 3rd WD, AG, SM

Mr. Raul McCrea Nurse – Health Leader Rama Cay May 3rd WD, AG, SM

Ms. Flora S. Member AMIR WD, AG, SM

Ms. Ada McCrea Member, AMIR Rama Cay May 3rd WD, AG, SM

Mr. Winston Alvarez Fisherman Rama Cay May 3rd WD, AG, SM

Mr. Cleveland McCrea Deacon/Pastor Moravian Church, Rama Cay May 3rd WD, AG, SM

Mr. Luis Mairena Planning Director RAAS WD, AG, SM

Mr. David Castillo Talley Secretary ACODEMUBUEY – Asociación Comité de Desarrollo de Muelle de los Bueyes

May 3rd WD, AG, SM

Mr. Francisco Jarquín Mayor Muelle de los Bueyes May 3rd WD, AG, SM

Mr. Gregorio Gómez Mayor Tortuguero May 3rd WD, AG, SM

Mr. Miguel Amadores Mayor Desembocadura del Río Grande May 3rd WD, AG, SM

Ms. Alba Luz Cisneros Former Governer May 3rd WD, AG, SM

PAGE A16



WDA TEAM PRESENT

Mr. Victor Coleman Mayor May 3rd WD, AG, SM

Mr. César Cárdenas Mayor May 3rd WD, AG, SM

Mr. Rendell Hebber Coordinator (Outgoing) RAAS May 3rd WD, AG, SM

Ms. Mirna Villaalta Mayor Kukra Hill May 3rd WD, AG, SM

Mr. Moises Arana Mayor Bluefields May 3rd WD, AG, SM

Mr. Pedro Ruis Regional Planning Commission RAAS May 3rd WD, AG, SM

Mr. Steven Hayes MAGFOR May 3rd WD, AG, SM

Mr. George Howard Ex-mayor Corn Island May 4th WD, AG, SM

Mr. Erich Leonard Local organizer Marshall Point May 4th WD, AG, SM

Several individuals in Marshall Point

Marshall Point May 4th WD, AG, SM

Several individuals in Orinoco Orinoco May 4th WD, AG, SM

Mr. Hilton Antonio Producer Pearl Lagoon May 4th WD, AG, SM

Mr. Dettmar Bernard Rancher Pearl Lagoon May 4th WD, AG, SM

Ms. Susanne Cuthbert Farmer Pearl Lagoon May 4th WD, AG, SM

Mr. Christopher Garth Former Mayor Pearl Lagoon May 4th WD, AG, SM

Mr. Barney Henriquez Producer Pearl Lagoon May 4th WD, AG, SM

Mr. Carlos Henriuqez Mariner Pearl Lagoon May 4th WD, AG, SM

Ms. Gloria Henriquez Businesswoman Pearl Lagoon May 4th WD, AG, SM

Ms. Juana Howard Producer Pearl Lagoon May 4th WD, AG, SM

Ms. Yvonne Pondlen Rancher Pearl Lagoon May 4th WD, AG, SM

Mr. Karl Tinkham Politician Pearl Lagoon May 4th WD, AG, SM

Mr. Cherry Stub Farmer Pearl Lagoon May 4th WD, AG, SM

Mr. Cloyd Williams Farmer Pearl Lagoon May 4th WD, AG, SM

Mr. Daniel Zeledón Municipal Secretary Pearl Lagoon May 4th WD, AG, SM

PAGE A17



WDA TEAM PRESENT

Mr. Gustavo Castro Vice-Rector General BICU Bluefields May 6th AG & SM

Mr. Eduardo Seu Director of Research BICU Bluefields May 6th AG & SM

Mr. Otton Segundo Miguel Castillo

Director of Training and Development BICU Bluefields May 6th AG & SM

Mr. Farán Gómez Rector BICU Bluefields May 6th AG & SM

Mr. Luciano García Training Manager ADEPHCA May 6th AG & SM

Ms. Shirlainie Howard President Association of Coastal Women May 6th AG & SM

Ms. Socorro Galagarza Member from Desembocadura Association of Coastal Women May 6th AG & SM

Ms. Arlette Campbell Member Association of Coastal Women May 6th AG & SM

Ms. Kensy Sambola President OAGANIC May 6th AG & SM

Mr. Erasmo Flores Reyes Treasurer Bluefields Chamber of Tourism May 6th AG & SM

Mr. Hugo Sujo Wilson Regional Director FADCANIC May 6th AG & SM

Mr. Kenneth Fox Project Director, Agro-Forestry Project FADCANIC May 6th AG & SM

Mr. Luis Mairena Planning Director Regional Autonomous Government of the South Atlantic (RAAS)

May 6th AG & SM

Mr. Daniel Loisiga Representative Union of Productive Groups of the RAAS (UPRAAS) May 6th AG & SM

Mr. Denis Jackson Local Counsellor, Miskito Fisherman, Head of APAN

Corn Island May 7th AG & SM

Mr. Rincord Hunter Taylor Local Counsellor, Plant Administrator PASENIC May 7th AG & SM

Mr. Roy Alexander White Fisherman May 7th AG & SM

Mr. Robert Isdepski President Sub Ocean Safety May 7th AG & SM

Dr. Juan Samuel Sub Ocean Safety May 7th AG & SM

Mr. George (Jorge) Morgan President PASENIC May 7th AG & SM

120-150 community members at townhall meeting

Corn Island May 7th AG & SM

Ms. Cynthia Dixon Executive Director Alcaldía May 7th AG & SM

PAGE A18


Mr. Mauricio Lacayo Local Support SIDA Program May 7th AG & SM

Ms. Scarlet Cuadra Waters Journalist SIDA May 7th AG & SM

Mr. Luis Corea Administrative Manager Central American Fisheries (CAF) May 7th AG & SM

Mr. Roberto Ow Mayor Corn Island May 7th AG & SM

Mr. Hans Gatz Sectoral Specialist IDB May 8th AG & SM

Mr. Vicente Santamaría Local Consultant IDB May 8th AG & SM

Mr. Roger Hermann Local Consultant IDB May 8th AG & SM

Mr. Enrique Medina Assistant to the Director CIDA May 9th AG & SM

Mr. Wagn Winkel Ministro Consejero DANIDA May 9th AG & SM

Dr. Myrna Cunningham Rector URACCAN May 10th AG & SM

Ms. Lucila Law Executive Director PANA PANA May 10th AG & SM

Mr. Juan Francicso Osorno Contador Centro CONADES May 10th AG & SM

Mr. Sergio Norori Rector CIUM-BICU May 10th AG & SM

Mr. Albert St. Clair Vice-Rector URACCAN May 10th AG & SM

Ms. Sandra Davis External Cooperation and Commission on Women and Intercultural Issues

URACCAN May 10th AG & SM

Ms. Betty Rigby Executive Director FADCANIC Bilwí May 10th AG & SM

Mr. Alfredo Alvarado Felix Secretary General Sindicato de Busos de la RAAN (SIBURAAN) May 10th AG & SM

Mr. Emilio Hammer Francis Secretary of Acts and Agreements Sindicato de Busos de la RAAN (SIBURAAN) May 10th AG & SM

Mr. Bokin Bekan Treasurer Sindicato de Busos de la RAAN (SIBURAAN) May 10th AG & SM

Mr. José Cruz Wislot Fiscal Sindicato de Busos de la RAAN (SIBURAAN) May 10th AG & SM

Ms. Elizabeth Henriquez President Asociación de Mujeres Indígenas de la Costa Atlántica (AMICA)

May 10th AG & SM

Mr. Dixie Lee Secretary Foundation for the Education and Development of the Atlantic Coast (FUNEDCA)

May 10th AG & SM

Ms. Maria Lina Gradíz Blanca Regional Coordinator Instituto para el Desarrollo y la Democracia (IPADE) May 10th AG & SM

PAGE A19


Mr. Harold Smart Reyes Executive Director Social Development Institute of the Moravian Church in Nicaragua (IDSIM)

May 11 AG & SM

Mr. Jorge Matamoros Bushey Responsible for Programs and Projects Social Development Institute of the Moravian Church in Nicaragua (IDSIM)

May 11 AG & SM

Mr. Guillermo Espinoza Mayor Alcaldía de Puerto Cabezas May 11 AG & SM

Mr. Marcos Lentch Assistant to the Mayor Alcaldía de Puerto Cabezas May 11 AG & SM

Ms. Debby Hodgson Regional Coordinator CEDEHCA May 11 AG & SM

Community Leaders Auhya Pihny May 12 AG & SM

Community Leaders Kururia May 12 AG & SM

Mr. José Borst Chow Manager Caja Financiera de Desarrollo Rural May 13th AG & SM

Mr. Genaro Garcia Fenly Assistant Caja Financiera de Desarrollo Rural May 13th AG & SM

Mr. Hector Rodriguez Regional Agricultural Specialist Carl Bro / CBA May 13th AG & SM

Mr. José Osorno Mayor Waspám May 14 AG & SM

Ms. Aleyda Rios Administrator FURCA (Fundación para la Unidad y Reconstrucción de la Costa Atlántica)

May 14 AG & SM

Mr. Anders Ronquist Social Sector Program Official Embassy of Sweden May 15 AG & SM

Mr. Miguel Angel Castellón Director IDR May 15th AG, SM

Mr. Henningston Hodgson Program Coordinator RAAN-ASDI-RAAS May 15th AG & SM

Ms. Georgina Orozco Planning Coordinator Socio-Environmental and Forestry Development Program (POSAF)

May 16th AG & SM

Mr. Hans Gatz Sectorial Specialist IDB Managua May 16th AG & SM

Mr. Vicente Santamaría Local Consultant IDB Managua May 16th AG & SM

PAGE A20


B - Feedback and Validation Mission Meetings and Consultations During the Feedback and Validation Phases, WDA team members met with well over 220 individuals from a variety of organizations and communities.


WDA TEAM PRESENT

Ms. Barbara Pesce-Monteiro Resident Representative United Nations Development Programme (UNDP) June 19th SM

Mr. Adolfo Castrillo Quijano United Nations Development Programme (UNDP) June 19th SM

Mr. Norman Howard Taylor United Nations Development Programme (UNDP) June 24th SM

Mr. Rudy Estrada Padilla Coordinator of Evaluation Social Emergency Investment Fund (FISE) June 11th SM

Mr. Mauricio Peralta INTUR June 19th SM

Mr. Steven Hayes Hunter Regional Delegate MAG-FOR June 26th SM

Mr. Hurtado Garcia Becker Regional Coordinator (Governor) Regional Government of the RAAN June 8th SM

Mr. Manuel Aburto National Director CARUNA June 12th SM

Mr. Oswaldo Morales Camp-LAB June 24th SM

Ms. Bertha Simmons Director Camp-LAB June 24th SM

Mr. Dettmar Bernard Rancher Pearl Lagoon June 24th SM & JQ

Mr. Forn Cayasso Community Member Pearl Lagoon June 24th SM & JQ

Mr. Denhorn Blaneford Radio & TV Technician Pearl Lagoon June 24th SM & JQ

Mr. Dexter Hooker Community Member Blue Water Enterprises June 24th SM & JQ

Mr. Wesley Williams Community Member CEDEHCA June 24th SM & JQ

Mr. Ismael Carlsdorf Community Member GRAAN June 24th SM & JQ

Ms. Christy Garth Forbes Community Leader Pearl Lagoon June 24th SM & JQ

Mr. Jasper Ow Community Member Pearl Lagoon June 24th SM & JQ

Mr. Allan Downs Community Member Pearl Lagoon June 24th SM & JQ

Ms. Aldry Hansock Community Member Pearl Lagoon June 24th SM & JQ

Ms. Elvita Moses Community Leader Marshall Point June 25th SM & JQ

PAGE A21



WDA TEAM PRESENT

Ms. Alicia Cayaso Community Leader Marshall Point June 25th SM & JQ

Mr. Marcelino Chan Community Leader Marshall Point June 25th SM & JQ

Mr. Hernacio Casildo Community Coordinator Marshall Point June 25th SM & JQ

Community Leaders Orinoco June 25th SM & JQ

Mr. Eugene Dixon President Creole Fishermen’s Union June 27th SM & JQ

Ms. Kimberly Campbell Corn Island June 27th SM & JQ

Mr. Felix Alexander ADPESCA Municipal Representative Corn Island June 27th SM & JQ

Mr. Cleveland Webster Owner, Fisher Cabe Restaurant Tourism Association of Corn Island (ASTURCA) June 27th SM & JQ

Mr. Marcos Gómez Member Tourism Association of Corn Island (ASTURCA) June 27th SM & JQ

Mr. Constantino F Community Member Corn Island June 27th SM & JQ

Mr. Gavino Solomon Community Member Corn Island June 27th SM & JQ

Ms. Norma Dixon Downs President Movement for the Defense and Dignity of Corn Island June 27th SM & JQ

Mr. Jaime Garcia W. Member CAFIC June 27th SM & JQ

Mr. Emilio Findley Johnny Community Member Wasakin July 2nd SM & JQ

Mr. Israel McKenzie Green Community Member Wasakin July 2nd SM & JQ

Mr. Jacinto Macor Community Member Wasakin July 2nd SM & JQ

Mr. Jorge Penn Community Member Wasakin July 2nd SM & JQ

Mr. Mateo Martínez Community Member Wasakin July 2nd SM & JQ

Mr. Eduardo Blaer Community Member Wasakin July 2nd SM & JQ

Mr. Watson Lench Community Member Wasakin July 2nd SM & JQ

Mr. Bernard Lench Community Member Wasakin July 2nd SM & JQ

Ms. Igrida Palacio Community Member Wasakin July 2nd SM & JQ

Ms. Lidia Lench Community Member Wasakin July 2nd SM & JQ

Mr. Leopoldo Penn Community Member Wasakin July 2nd SM & JQ

Mr. Simon Perez Community Member Wasakin July 2nd SM & JQ

PAGE A22



WDA TEAM PRESENT

Ms. Adelfa Alfonzo Teacher Francia Sirpi July 3rd SM & JQ

Mr. René Braxan Judge Francia Sirpi July 3rd SM & JQ

Mr. Areño Janegas Coordinator Francia Sirpi July 3rd SM & JQ

Ms. Lorentina Marley Nurse Francia Sirpi July 3rd SM & JQ

Mr. David Hitler Director Francia Sirpi July 3rd SM & JQ

Mr. Phitario Jimmy Poveda Teacher Francia Sirpi July 3rd SM & JQ

Mr. Charly Brown Pastor Catholic Church July 3rd SM & JQ

Mr. Sergio Spellman Pastor Moravian Church July 3rd SM & JQ

Mr. Gaspar Chow Thompson Responsible for the Sub-Office of the Waspan Municipality

Francia Sirpi July 3rd SM & JQ

Mr. Santa Benito Toledo Francia Sirpi July 3rd SM & JQ

Mr. Gabriél Pedro Astin Teacher Francia Sirpi July 3rd SM & JQ

Ms. Emilia Pedro Astin Community Health Leader Francia Sirpi July 3rd SM & JQ

Mr. Runwaldo Astin Brown Member of Community Francia Sirpi July 3rd SM & JQ

Mr. Norton Timmons Francia Sirpi July 3rd SM & JQ

Mr. Ramon Brian Dino Responsible PROCAMINO, Francia Sirpi July 3rd SM & JQ

Mr. Centuriano Knight Executive Secretary Regional Government of the RAAN July 4th AG, SM

Ms. Melba McLean Coordinator Centro de Investigación y Desarrollo de la Costa Atlántica (CIDCA)

July 5th AG, SM

Ms. Lottie Cunningham Legal Field Officer International Human Rights Law Group July 5th AG, SM

Mr. Luis Rodríguez International Human Rights Law Group July 5th AG, SM

Mr. Rodolfo Spear Técnico Enlace Corredor Biológico del Atlántico, RAAN July 5th AG, SM

Ms. Rosalía Gutierrez López Interim Delegate Ministry of Environment and Natural Resources (MARENA) July 5th AG, SM

Mr. Rodolfo Sandino Departmental Delegate for the RAAN DANIDA Transport July 6th AG, SM

Dr. Myrna Cunningham Rector URACCAN July 6th AG, SM

Mr. Ramos Austin Brown Delegate to the Regional Government RAAN July 6th AG, SM

PAGE A23



WDA TEAM PRESENT

Ms. Lorentina Morley Cunningham

Nurse Francia Sirpi July 6th AG, SM

Mr. Sergio Spellman Lopez Pastor Moravian Church July 6th AG, SM

Mr. Gaspar Chow Thompson Responsible for the Sub-Office Waspan Municipality July 6th AG, SM

Mr. Rene Brian Dino Community Judge Francia Sirpi July 6th AG, SM

Mr. Alistan Thomas Felipe Member of Síndgo Group and Guardabosque

Francia Sirpi July 6th AG, SM

Mr. Arsenio Vanegas Community Coordinator Francia Sirpi July 6th AG, SM

Mr. Gaston Conrado Second Judge Francia Sirpi July 6th AG, SM

Mr. David Braer Member of Community Francia Sirpi July 6th AG, SM

Mr. Runwaldo Astin Brown Member of Community Francia Sirpi July 6th AG, SM

Mr. Faustino Thomas Willia ms Pastor Catholic Church July 6th AG, SM

Mr. Charly Brown Antoño Pastor Catholic Church July 6th AG, SM

Mr. Ramon Brian Dino Responsible PROCAMINO Tasba Raya July 6th AG, SM

Mr. Alberto Abel Peralta Pastor Baptist Church July 6th AG, SM

Mr. Lorenzo Dublon Conrado Sub-Director Primary School July 6th AG, SM

Mr. Fernando Astin Community Policeman Francia Sirpi July 6th AG, SM

Mr. Amador Francis David Síndigo Francia Sirpi July 6th AG, SM

Mr. Israel Lentch García Member of Community Francia Sirpi July 6th AG, SM

Mr. Luis Beltran Alfaro Concejal Wasakin July 7th AG, SM

Ms. Alma Nivia Alfaro Member of Community Wasakin July 7th AG, SM

Mr. Santiago Martines Member of Community Wasakin July 7th AG, SM

Mr. Wilmor Bendles Committee Member Wasakin July 7th AG, SM

Mr. Cosmon Bendels Member of Community Wasakin July 7th AG, SM

Mr. Adones Matines Matasierita Wasakin July 7th AG, SM

Mr. Spencer Ismael J. Epidemiologo Wasakin July 7th AG, SM

PAGE A24



WDA TEAM PRESENT

Mr. Pastor Alfaro M. Farmer Wasakin July 7th AG, SM

Mateo Martinez W Farmer Wasakin July 7th AG, SM

William Penn T Pastor Wasakin July 7th AG, SM

Ms. Flora Penn S. Teacher Wasakin July 7th AG, SM

Ms. Gillen Johnny Farmer Wasakin July 7th AG, SM

Ms. Julia Penn S. Teacher Wasakin July 7th AG, SM

Mr. Edwin Cisnero Montiel Tecnico PEBI July 7th AG, SM

Mr. Solorciano Blair Penn Member of Community Wasakin July 7th AG, SM

Mr. Paladino Fendly Member of Community Wasakin July 7th AG, SM

Mr. Faustos Bleer Penn Member of Community Wasakin July 7th AG, SM

Mr. Eduardo Poveda Judge Wasakin July 7th AG, SM

Mr. Oscar Alfaro M. Farmer Wasakin July 7th AG, SM

Mr. Emilio Fendly Member Consejo de Ancianos de Wasakin July 7th AG, SM

Mr. Milton Martinez Primary School Teacher Wasakin July 7th AG, SM

Mr. Antonio Blair Penn Síndigo Wasakin July 7th AG, SM

Mr. Abraham Lencho Anderson Farmer Wasakin July 7th AG, SM

Mr. Morgan Johnny Anderson Alvanil Wasakin July 7th AG, SM

Mr. Tedddy Ismael Johnson Coordinator PROGRAMA PSORUPEOI July 7th AG, SM

Mr. Leonardo Franklin M. Consejero Consejo de Ancianos de Wasakin July 7th AG, SM

Mr. Israel MacKenzie Consejero Consejo de Ancianos de Wasakin July 7th AG, SM

Mr. Roger Acevedo Mayorga Mayor Municipality of Rosita July 8th AG

Mr. Francisco López Martínez Administrator Municipality of Rosita July 8th AG

Mr. Javier Flóres Mendoza Municipal Delegate FADCANIC Rosita July 8th AG

Ms. Karla Castillo Ecology & Environment Program FURCA Rosita July 8th AG

Mr. Francisco Porras Planning Officer FURCA Rosita July 8th AG

PAGE A25



WDA TEAM PRESENT

Ms. Nancy Jesurun-Clements Economist Environmental and Natural Resources Division, Regional Department 2, IDB

July 10th AG & SM

Mr. Hugo Villarroel Natural Resources Specialist – Agriculture

Environmental and Natural Resources Division, Regional Department 2, IDB

July 10th AG & SM

Ms. Anne-Marie Urban Social Development and Gender Specialist

IDB July 10th AG & SM

Mr. Miguel Angel Castellón Director IDR July 10th AG & SM

Ms. Claudia Acuña Roque Architect & Masters Candidate Corn Island Development Plan July 11th AG & SM

Ms. Marlene Mendez Lopez Architect & Masters Candidate Corn Island Development Plan July 11th AG & SM

Ms. Claire Nelson Task Manager Social Services Division, Sustainable Development Department July 11th AG & SM

Dr. David Somarriba W. Vice Mayor Corn Island Municipality July 12th AG, SM & DK

Mr. Felix Alexander Vice President Corn Island Artisanal Fisherman’s Union July 12th AG, SM & DK

Ms. Cynthia Dixon Head of Environmental Department Corn Island Municipality July 12th AG, SM & DK

Mr. Denis Jackson Advisor Association of Miskito Fishermen July 12th AG, SM & DK

Mr. Eugene Dixon President Corn Island Artisanal Fisherman’s Union July 13th AG, SM & DK

Mr. René Cassells Deacon, Faculty of Environment BICU July 14th AG, SM & DK

Mr. Wesley Williams School Teacher Pearl Lagoon July 15th AG, SM & DK

Ms. Ingrid Cuthbert Regional Councillor RAAS July 15th AG, SM & DK

Mr. Gilbert Downs Mayor Pearl Lagoon July 15th AG, SM & DK

Mr. Karl Tinkham BICU Professor & Former Councillor Pearl Lagoon July 15th AG, SM & DK

Ms. Juana Howard Regional Councillor Pearl Lagoon July 15th AG, SM & DK

Mr. Marcelino Chan Municipal Council Member Marshall Point July 15th AG, SM & DK

Mr. David Bradford Regional Coordinator Corredor Biológico del Atlántico (CBA) July 15th AG, SM & DK

Ms. Juana Howard Community Leader Pearl Lagoon July 15th AG, SM & DK

Ms. Shirleine Howard Community Leader Pearl Lagoon July 15th AG, SM & DK

Ms. Audrey Hansard Lewis Community Leader Pearl Lagoon July 15th AG, SM & DK

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WDA TEAM PRESENT

Mr. Rene Cassells Deacon, Faculty of Environment BICU July 16th AG, SM & DK

Mr. Karl Tinkham Professor BICU July 16th AG, SM & DK

Mr. Miguel Moreno Forestry Engineer UNDP / ProRAAS II July 16th AG, SM & DK

Mr. Luis Mairena Head of Planning GRAAS July 16th AG, SM & DK

Mr. Steven Hayes Regional Delegate MAG-FOR RAAS July 16th AG, SM & DK

LEGEND:

AG Andrew Grant

DK David Kattenburg

JQ Jorge Quintana

SM Samuel Mercado

WD Wayne Dunn

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APPENDIX IV –PROTOTYPES REQUIRING FURTHER DEVELOPMENT As noted in the text of the report, the Consultants conducted a preliminary analysis on a number of projects that were determined to be of a lower priority than those recommended as project prototypes. We have included the most promising of these projects here so that they will be available to IDR/IDB as they move forward with this NI-0159. Please note that the information presented is in draft from and will need additional work. It is presented as is for information purposes only. We expect that many of these will become viable projects over the next several years.

Pearl Lagoon Basin

Establishment of Shrimp and Finfish Hatcheries and Low-Impact Aquaculture

PROPONENTS Pearl Lagoon Seafood Fishermen’s Cooperative (Incipient) Organization of Artisan Fishers of Marshall Point (Incipient) Organization of Artisan Fishers of Orinoco (Incipient) Bluefields Indian & Caribbean University (BICU) Centro de Investigaciones y Documentación de la Costa Atlántica (CIDCA)

SECTOR Fisheries & Aquaculture

OBJECTIVES o Create community private enterprise to be owned and operated by local people and/or organizations;

o Increase population and local availability of finfish and shrimps; o Provide an opportunity for BICU and CIDCA to establish research outpost for

study of lagoon aquatic life; o Increase regional data on finfish and shrimp populations; o Create local jobs; o Increase family/community incomes;

BENEFICIARIES o Pearl Lagoon fishermen and their families;

o The community economy; o Local ecology and biodiversity; o BICU Center for Aquatic Biological Research, students and professors; o CIDCA;

HISTORY While fishing is by far and away the principal economic activity in the Pearl Lagoon

basin, finfish and shrimp catches within the Lagoon have decreased steadily over the last few years. To this point, fishermen have not been involved in any activity to slow this trend or to artificially (farming) increase the populations of species.

Fishermen have to expend more time and resources (gasoline, oil, ice, etc) to obtain smaller and smaller yields. While fishing is the main economic activity and an important component of their culture, craft and industrial fishing boats have been fishing for many years without any efforts to control the amount of catch or preserve breeding habitats. Another challenge faced by a community dependent upon fishing is that during the rainy season, catches decrease dramatically. An opportunity may exist to artificially reproduce these commercial species within a hatchery environment, and then grow them in controlled natural water environments, to increase their populations and make local artisan fishing viable and sustainable.

Local fishermen have expressed interest in researching the viability of establishing a hatchery for fresh water shrimp and certain species of finfish utilizing eggs captured by and purchased from local fishermen. The project would also assess the viability of

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establishing natural holding pens within the small inlets along the shores of the Lagoon, where ‘farmed’ fish and shrimp would be nurtured with their natural prey and supplemented with small amounts of feed.

This project would require a significant amount of careful study and preparation to learn from past aquaculture experiences and to ensure that such an initiative would not be deleterious to the environmental balance of the Lagoon.

DESCRIPTION The principal activities involved in this prototype are as follows:

o Facilitate community participation in CIDCA sponsored Engage the BICU’s Center for Aquatic Biological Research to undertake a study of current technologies in reproduction and raising of finfish and shrimp in lagoon environments, including experiences on the Pacific Coast of Nicaragua, and lessons learned from similar aquaculture exercises abroad, and potential environmental impact of fish farming activities in the Lagoon area;

o Identification of fishermen and individuals prepared to take part in the development and management of the hatchery;

o Study and establish commercial trade relationships with potential markets; o Preparation of a strategic implementation plan; o Installation of small pilot hatchery in Pearl Lagoon; o Training of fishermen in hatchery operations; o Testing and development of methodologies to artificially reproduce and raise

shrimps and finfish in hatcheries in the Lagoon area; o Testing and improvement of technologies to introduce and farm shrimp and

finfish in controlled (fenced) natural water (lagoon) environment; o Installation of fencing in controlled intertidal areas deemed appropriate for

aquaculture activities; Initial tests to determine the feasibility to raise finfish and shrimps in a hatchery and to select most appropriate hatching and raising technology will last one year. A prototype hatchery must be installed to perform these tests. If results are favorable, a small hatchery should be installed and be operational in the second year. Distribution of reproduced species will be initiated the following year together with preparation of controlled growth grounds. These last activities will take between 2 to 3 years before the enterprises (hatchery and farms) become economically self-sufficient.


o Instituto de Desarrollo Rural (IDR) – project financing; o External Agency experienced in the development of fish hatcheries and

aquaculture activities; o Pearl Lagoon Municipality – institutional support o National Ministry of Fisheries (MEDEPESCA) and ADPESCA – policy

support and collaboration; o BICU’s Center for Aquatic Biological Research – Impact and feasibility

research; o CAMP-Lab Haulover Marine Laboratory – Collaboration with impact and

feasibility research efforts; o CIDCA – Research and dissemination of information; o Universidad Centro-Americana (UCA) – technical support

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o Existence of feasibility and environmental impact studies on aquaculture activities in Lagoon area and strategic development plan for the industry;

o Increase in yields of finfish and shrimps; o Decrease in time and resources required to catch shrimp and finfish; o Number of jobs created; o Family and individual income level o Number of BICU students working in Pearl Lagoon area to support initiative; o Institutional relationships established between Fishermen’s Cooperative,

CIDCA, BICU, UCA and ADPESCA/MEDEPESCA;


o The local Fishermen’s Association will provide labor and space for offices and hatchery, while individual landowner members of Association will provide land for farming operations;

Estimated Budget: $450,000

MARKET INFORMATION

The main market for the products of the hatchery will be the two private fishing companies in the basin. The only competition for the hatchery and farm operations would be fishermen utilizing traditional fishing practices. The market for the products is extremely wide and well established locally, regionally, nationally and internationally.


Extensive testing will be performed to improve hatchery and farming technologies It will be necessary to identify appropriate equipment and to provide support and training to fishermen for the installation and maintenance of necessary infrastructure.


At first glance, CIDCA and local residents suggest that the ecological conditions of the inlets surrounding the lagoon basin suggest feasibility in establishing natural fish farms and obtaining high yields without creating disturbing habitat. The main challenges will always be the isolation of the area and difficulty of transportation.

PREVIOUS EXPERIENCE

While fishermen have generations of experience in the catching and processing of shrimp and finfish, there has never been a hatchery or fish farming activity in the area.


Local fishermen have undertaken organizational strengthening and economic development initiatives in the past with the support of DIPAL, IDB and others. While the sustainability of these initiatives is in question, the leadership at the community level is strong. Craft fishermen tend to be individualistic in their approaches to economic activity, so institutional strengthening and consolidation of member responsibilities will be fundamental to this initiative.

MAJOR STRENGTHS

o The desires of the local people to recover local species historic populations and preserve their habitats, create jobs and improve living standards

o Local knowledge and experience on the life cycle of local aquatic commercial species

o Apparent existing environmental conditions (inlets) for low-impact aquaculture in the basin;

o Recognition that traditional fishing practices – especially commercial practices – are no longer sustainable and will ultimately lead to the degradation of fishing grounds and the exhaustion of species;

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o Lack of knowledge and experience managing a fish/shrimp hatchery and controlled natural-space fish/shrimp farms. Training and capacity building are essential to increase local knowledge on these issues;

o Risk of damage by natural disasters (hurricanes, etc); o Individualistic nature of fishermen in Lagoon area; o Environmental risk factors;


o Establishment of fish hatcheries; o Management of low-impact aquaculture; o Research into appropriate technologies and environmental damage mitigation

is vital; o Entrepreneurial development; o Training;

NEXT STEPS o Meeting with Fishermen’s Association in Pearl Lagoon and fishermen’s

organizations in Marshall Point and Orinoco to communicate intention to provide support, and to advise on status of project;

o Meetings with the Consejos de Ancianos, Síndicos and Community Coordinators in Marshall Point and Orinoco to inform on project and receive their support;

o Meeting with Pearl Lagoon Municipality to communicate intention of project and solidify support of Municipality;

o Presentation of project to GRAAS Regional Planning Commission; o Confirmation of IDB implementation framework for NI-0159 initiatives in the

RAAS; o Public tendering process for technical assistance support.

Orinoco

Establishment and Operation of Renewable Energy Generating Plant in Orinoco

PROPONENTS Orinoco Community Elders Council, Síndigo and Community Coordinator (Traditional)

Individual Members of the Community

SECTOR Rural Electrification

OBJECTIVES o Conformation of local organization to spearhead efforts to develop and manage rural electrification initiative in Orinoco;

o Installation and management of renewable electric energy generation infrastructure sufficient to provide for the needs of the community;

o Creation of local jobs; o Increase in family/community incomes; o Augment the overall economic development of the community and the

region;

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BENEFICIARIES o General population of Orinoco; o Local processing industry and business sector; o Community economy; o Employees working to construct/maintain electrical plant;

HISTORY The community of Orinoco lacks any source of electrical energy. Electricity is

utterly necessary in the promotion of economic development - any enterprise, including offices, processing, storage and other facilities requires electricity to operate efficiently.

The World Bank, in partnership with the Japanese Government and the Nicaraguan National Energy Commission (CNE) recently launched the first phase of the rural electrification program. This 5-year project includes the following activities:

o Identification of new productive applications and opportunities to expand existing business or create new ones, as a consequence of electrification,

o Stakeholder consultations for enhancement of participation and ownership, as well as demand for Business Development Services (BDS),

o Identification of specific micro business opportunities and social applications, and

o Financial analysis of fee-for-service delivery mechanism for electricity provision and selected micro business opportunities.

One of the RAAN communities selected for this assessment – Francia Sirpi – was included amongst the communities in Phase I of the World Bank/CNE initiative. Orinoco may be a candidate for Phase II of the project, and as such will take advantage of lessons learned during the initial phase, and augmenting its application status as a focus community for this IDB initiative. The RAAS Government has also indicated that it has resources to devote to rural electrification in 2003.

In order to take advantage of funding and technical assistance available through this World Bank/CNE project, the community must receive support in preparing its application – via the Pearl Lagoon Municipality – to secure its status as a Phase II community. Municipal authorities can submit written requests to the Comisión Nacional de Energía to be considered under the national plan for rural electrification detailing population size, number of households, primary and secondary economic activities and any other information relevant to the request. In addition to the provision of electrification infrastructure, the initiative also anticipates supporting micro-finance development and business development services integrated into the provision of electricity services. Further information on this initiative is available in Appendix V.

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DESCRIPTION The following activities should be conducted in collaboration with the CNE/World Bank, and in accordance with their guidelines for application/ eligibility:

o Establish local Committee to serve as liaison between Orinoco, Pearl Lagoon Municipality and CNE;

o Engage in a dialogue with Municipality around supporting application process;

o Prepare application as candidate community for Phase II funding, for immediate submission to CNE;

o Organize and train local people to construct, maintain and manage a renewable electricity generator;

o Construct appropriate electric energy generating facilities in or near community;

o Install electrical services in local houses requesting the service; o Provide small credit for artisan processing of local products; o Provide technical assistance to operate the facilities;


o Instituto de Desarrollo Rural (IDR) – project financing; o World Bank Rural Electrification Program – co-financing of plant,

training; o Comisión Nacional de Energía (CNE) – national program

implementation; o Pearl Lagoon Municipality – institutional support, and local proponent

of proposal; o External Agency to facilitate writing and submission of proposal, and

coordination of local Committee in Orinoco;


o Existence of local liaison committee for rural electrification; o Preparation and submission of proposal to CNE in collaboration with

Pearl Lagoon Municipality; o Installation of appropriate renewable electricity generation and

distribution infrastructure; o Training workshops in management and maintenance of renewable

electricity generator; o Increase in the number of local business and processing enterprises; o Increase in the volume of locally produced goods; o Number of jobs created; o Family and individual income levels;


o Some financing exists for proposal preparation and for project financing through the CME/World Bank initiative;


MARKET INFORMATION

With the introduction of productive technologies – including value-added processing, the local market for renewable energy will be wide open, with a large unsatisfied demand. Electric energy not used by Orinoco could potentially be sold to neighboring communities and/or electric companies.

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It will be necessary to conduct a study to determine energy generation potential and appropriate hydroelectric technology for the area.


Access to Orinoco is extremely limited – water taxi service is sporadic and expensive. Appropriate spaces to house renewable energy infrastructure will have to be assessed.

PREVIOUS EXPERIENCE

Orinoco has not had consistent access to electric power.


There is no local capacity at present to manage a project of this type. Organizational development and capacity building activities at the outset of the project are critical to ensure success and local ownership.

MAJOR STRENGTHS

o The desires of the local people to improve living standards and promote local economic development

o The identification of potential economic development strategies, projects, and support mechanisms for the area to feed the need for renewable energy generation;


o Minimal capacity at present to establish and operate an enterprise of this type and magnitude. This may be overcome by extensive training, technical assistance and capacity building of local organization;

o Risk of damage by natural disasters (river floods, etc) – this can be mitigated somewhat by using appropriate renewable technologies;

o Sustainability – institutional capacity must be put in place with sufficient mentorship, technical assistance and follow-through on the part of donor agencies and specialists to ensure this is not a ‘white elephant’ initiative.


o CNE should provide the particular specifications and eligibility requirements for application to Phase II of the initiative;

o The Pearl Lagoon Municipality will facilitate the submission of the application to CNE;

NEXT STEPS o IDB Managua should formalize communications with the CNE and

World Bank around interest and intention to integrate development initiatives in Orinoco with Phase II of rural electrification;

o Meetings with the Consejo de Ancianos, Síndico and Community Coordinator to inform on project and receive their support;

o Meeting with Pearl Lagoon Municipality to communicate intention of project and confirm their support and commitment to facilitate application process to CNE;

o Presentation of project to GRAAS Regional Planning Commission; o Confirmation of IDB commitment to implement Agricultural Support

and Agro Forestry Development Projects o Tendering process for technical assistance support

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Corn Island

Development of the Processing Industry of Local Products on Corn Island

PROPONENTS Corn Island Municipality Individual Woman Interested in Processing, and Incipient Women’s

Organizations Movimiento por la Defensa y Dignidad de Corn Island Corn Island Cocoteros Association & other Agricultural Producers

SECTOR Agricultural Processing

OBJECTIVES o Support incubation of private enterprises to be owned and operated by local people;

o Test and improve artisan food crop processing technology; o Reduce post-harvest losses of crops; o If feasible, establish appropriate food crop processing facilities to

produce quality products that meet exportation requirements; o Create local jobs, adding value to agricultural development initiatives; o Open marketing opportunities for value-added local products; o Increase family/community monetary income;

BENEFICIARIES o Local farmers and their families;

o People involved in artisan processing of agricultural products; o The community economy;

HISTORY Corn Island residents are traditional farmers of coconut and tropical fruits but

the destruction caused by Hurricane Joan caused most people to abandon their parcels and become fishermen. If support exists for the Agricultural Rehabilitation Program with the Corn Island Cocoteros Association, an opportunity will be created to stimulate local value-added processing of agricultural products. Currently, local producers do not have proper facilities to store and preserve products such as tropical fruits that are very delicate to handle and decay very quickly. Post-harvest losses in the region tend to be very high. There is also a lack of knowledge around processing technologies and markets for processed goods

The producers have undertaken a rudimentary market analysis, which suggests that prices obtained for raw products such as agape are very low (US$ 0.15/pound) as compared to international prices for processed product (US$ 12.00/pound).

DESCRIPTION Building upon the efforts of the Agricultural Rehabilitation Prototype, the

principal activities involved in this prototype are as follows:

Organizational Development

o Contracting of Local Project Coordinator to work out of Municipal offices, facilitating communications with implementing agency and community producers, and organizing small-scale artisanal processing initiatives;

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o Identification of individual women and women’s groups in the community to lead small-scale processing pilots;

o Design and delivery of business incubation workshops in SME development and management for individual processors;

Commercialization of Value-Added Products

o Conduct a study on potential markets for value-added agricultural products grown on island;

o Analysis of processing and packaging requirements for above-identified markets including supply of necessary packaging material, and product transportation options;

o Conduct information sessions to disseminate market information to producers and processors;

o Support the establishment of commercial trade relationships with potential markets regionally and nationally;

Development of Artisanal Processing Technologies

o Conduct tests on food crop artisan processing technologies;

o Identification of appropriate technologies for artisan processing, and assessment of needs of individuals for basic processing infrastructure;

o Design and deliver workshops in handling, storage, processing and packaging of materials;

o Provide financial support to individual processors for establishment of small-scale artisanal processing in own homes or in central locations;

o Establish means of quality control in processing technology to meet standards demanded by local and regional markets;

o Analyze viability of construction of centralized, larger-scale processing facilities on the island.


o Instituto de Desarrollo Rural (IDR) – project funding o Executing Agency – Project management o Corn Island Municipality – office support and oversight o ASDI-BID CDE project – market information and collaboration o National Ministry of Industry o Movimiento por la Defensa y Dignidad de Corn Island – Organization

of community women; o BICU – facilitation of training programs


o Existence of market information on semi-processed, value-added agricultural products readily available to community producers and processors;

o Decrease in post-harvest agricultural losses; o Number of jobs created; o Increase in family and individual income levels; o Number of women managing small-scale artisanal processing out of

their homes; o Increase in the availability of locally-produced value-added products;

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o Individual women will provide their labor and space in their homes as their in-kind contribution to the project;


MARKET INFORMATION

The local market for value-added products is small at present, but growing. The anticipation is that the regional and national markets would offer excellent opportunities, especially given that there are almost no competitors for the value-added noni and coconut products being contemplated. Local leaders informed the consultants that boats come in from San Andres Island prepared to purchase any amount of agape available. National and international markets are much larger but competition is stiffer and quality requirements are higher.


It will be necessary to perform tests on improving traditional processing technologies. Tests should be run directly in collaboration with the processors themselves, who will be local island women.


The main challenge to product processing will be the storage, preservation, transportation and distribution of products.

PREVIOUS EXPERIENCE

None on running agricultural product processing enterprises.


While there is strong support from the Municipality to implement projects with local women, there is currently no strong women’s organization to take leadership over an initiative such as this. The project would likely be rolled out with individual women working out of their own homes, and receiving support, training and technical assistance on a collective basis. They will have little or no experience managing business enterprises, and agricultural processing enterprises have not been contemplated. Training and capacity building are essential for sustainability.

MAJOR STRENGTHS

o The desires of the local people to increase production, create jobs and improve living standards

o The availability of local resources (products and human); o The recognition that Corn Island must diversify its economic base, and

utilize available natural and human resources;


o Low capacity to meet quality requirements of markets. This will be overcome by improving the quality of the processed products and capacitating;

o Risk of damage by natural disasters (hurricanes, etc); o Lack of organization of women in community. This can be mitigated by

providing focused and relevant training and technical assistance to individual women throughout the project, providing opportunities for collaboration and mutual support;

o Lack of market information – mitigated by linking producers with providers of detailed market information, whether it be the CDE or a Market Information Center established through the BICU;


o Lack of access to commercial credit – a perennial challenge, to be

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mitigated in the medium- to long-term by the resurrection of commercial loan portfolios made available to productive groups as a result of proven capacity and access to market, as well as support from local civil society providing in-kind and cash credit to producers;


o The Municipality and leaders of the Movimiento por la Dignidad y Desarrollo de Corn Island will assist in organizing local women;


NEXT STEPS o Meeting with Corn Island Municipality to communicate intention of

project and solidify support of Municipality; o Collaboration with Municipality, Cynthia Dixon and Norma Dixon of

Movimiento por la Dignidad y Desarrollo de Corn Island in identifying and organizing island women to communicate intention to provide support, and to advise on status of project;

o Presentation of project to GRAAS Regional Planning Commission; o Confirmation of IDB implementation framework for NI-0159 initiatives

in the RAAS; o Public tendering process for technical assistance support

Support to Home-Based Tourism Sector on Corn Island

PROPONENT Municipality of Corn Island Movimiento por la Defensa y Dignidad de Corn Island Individual homeowners, particularly women

SECTOR Tourism

OBJECTIVES o Establishment small family-home tourism facilities (family private tourism micro-enterprises)

o Increase the capacity to accommodate visitors to the islands; o Provide training in customer service to tourism businesses; o Increase family/community incomes; o Diversify island’s economic base and ease dependency upon fishing; o Create local job opportunities, particularly for women;

BENEFICIARIES o Creole home-owners on both Greater and Little Corn Islands,

particularly women, and their families; o Suppliers to tourism industry (restaurants, corner stores, diving charters,

equipment rental agencies, airlines, etc.); o Individual contractors, carpenters, plumbers, etc.; o Suppliers of beds, appliances and plumbing supplies; o The community economy;

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HISTORY As a result of their scenic beauty, isolation and warm waters teeming with marine life, the Islands have long been recognized as having great potential for nature-based tourism. Presently, tourists – mostly backpackers or ‘mochileros’ - come to the island to take advantage of surfing, scuba diving and some sport fishing activities. While local residents are known for their hospitality, there is a general lack of experience and training in the management of small enterprises for tourists in their own homes.

Tourism has been recognized by the local, regional and central governments as being an industry with strong potential to diversify the economic base of the island, while easing somewhat the pressure upon fishing as the principal source of income for island families – especially women. INTUR and the Chamber of Tourism have been working on the island to support tourism investment, while MARENA has been working with ASDI and the municipality to develop a comprehensive Environmental Management Strategy that includes land use planning that captures tourism amongst the major activities.

While tourism is recognized as having great potential in the area, it is also understood that the current lack of capacity (infrastructure, waste management, customer service training, etc.) is a major hindrance to developing the islands’ tourism industries. The focus on small-scale, lower-impact nature based tourism is essential until infrastructure and capacity to manage larger volumes of visitors is in place.

Some of the potential low-impact tourism activities on the island that are as yet untapped:

o Hiking trails up to Mount Pleasant to see pirate tombs and a volcanic crater which apparently has connection right down to the ocean;

o Caves and canoe trips in the Lagoon on south of island;

o Lookout at Queen Hill, with potential for tourism services such as food, souvenirs, etc.

o Ancient cemetery with nearly 500-year old burial stones in English - there is interest in making this a national historic site and protect it with a fence and entranceway.

Several homeowners on the island have expressed interest in receiving support and training to convert parts of their homes into tourist accommodations and have skills in customer service for foreign visitors. Many of these individuals have little or no experience in dealing with tourists or marketing their services.

DESCRIPTION o Identify individuals with interest in receiving support, and who own

homes in areas of the island designated as appropriate for tourism development under the Municipality’s Land Use Plan;

o Work with BICU and Camtur to develop and deliver training program for to homeowners in tourism customer service, basic financial management and basic marketing;

o Connect individual homeowners with INTUR for marketing and registration of properties;

o Identification of tourism products to be developed (hiking trails, island destinations of interest, etc.)

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o Instituto de Desarrollo Rural (IDR) – Project financing o Corn Island Municipality – institutional support and monitoring o BICU - customer service, marketing and business management training o Local Tourism Chamber (CamTur) - collaboration o National Institute of Tourism (INTUR) – marketing and certification o Movimiento por la Defensa y Dignidad de Corn Island – Organization of

local women; o External Implementing Agency – overall project management


o Number of rooms/beds available for visitors; o Number of visitors received; o Amount of jobs created; o Family and individual income level;


o Individual homeowners who participate in the program will contribute their land and their time as in-kind contribution;


MARKET INFORMATION

Travel & Tourism is now considered one of the largest industries worldwide, and with decreased political tensions in the region; Central America is increasingly being considered a prime destination for eco- and nature-based tourism for visitors from Europe and North America. The number of foreign visitors to Nicaragua has been steadily increasing over time. Traditionally, however, most visitors to Nicaragua focus on the colonial cities and beaches of the Pacific Coast, mostly for lack of information and promotion of the Atlantic Coast destinations.


There may be an opportunity to provide homeowners with resources to expand and upgrade their homes and appliances. This support may include the upgrading or installation of indoor plumbing, upgrading of cooking facilities, and/or the construction or upgrading of sleeping facilities (beds, linens, separate entrance, etc.)


As a set of remote islands, the area presents challenges in terms of access and capacity. At present, the infrastructure does not exist to manage large volumes of tourists. A sustainable tourism initiative must involve thoughtful planning around low-impact development and tourism activities that will not affect the future well being of island residents.

PREVIOUS EXPERIENCE

Corn Island has traditionally been a destination for tourists who enjoy travel off the beaten path. While most islanders are accustomed to the presence of foreign visitors, the small 8 to 20 room hotels that dot the islands host the majority of tourists. Individual homeowners have had little or no experience managing a small tourism/accommodation business in their own home.


Individual homeowners will require training in customer service, financial management and marketing to provide a measure of sustainability to this initiative.

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MAJOR STRENGTHS

o Natural beauty of islands; o History of tourism activity on islands; o Daily commercial flights to island; o BICU training facilities; o Growth of nature-based tourism in Central America in recent years; o Growing interest in INTUR and CAMTUR to support grown of tourism

on Atlantic Coast; o Recognition that travel and tourism is a sustainable means of providing

economic diversification and income-generating employment; o The high level of interest of local homeowners to shift their economic

focus to tourism activities;


o Dependence of island economy upon imported goods (fruits & vegetables, etc.);

o Lack of solid waste management strategy for island; o Lack of developed tourism activities; o Lack of experience amongst individual landowners in dealing with

tourists; o Lack of ability to provide adequate quality product


o Organization of local homeowners and establishment of eligibility criteria

o Liaison and communications with partners; o Management of project resources;

NEXT STEPS o Meeting with Corn Island Municipality to communicate intention of

project and solidify support of Municipality; o Collaboration with Municipality, Norma Dixon of Movimiento por la

Dignidad y Desarrollo de Corn Island in identifying and organizing island women to communicate intention to provide support, and to advise on status of project;

o Presentation of project to GRAAS Regional Planning Commission; o Confirmation of IDB implementation framework for NI-0159 initiatives

in the RAAS; o Public tendering process for technical assistance support

Wasakin

Cattle Production Systems in the Wasakin Area


Individual Farmers in the Community

SECTOR Cattle Raising

OBJECTIVES o Make use of and improve natural pasture fields that exist close to the communities;

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o Introduce, test and improve cattle production technologies for meat and milk production;

o Provide animals to local cattle producers on pilot basis; o Provide training in conditioning of pastures and other facilities; o Increase family/community incomes; o Provide an easily liquidated commodity for the community; o Improvement and diversification of diet;

BENEFICIARIES o Local cattle -raisers and their families;

o Children of the community benefit through a more diversified diet; o The community economy;

HISTORY Prior to the war, many Wasakin residents were long-range cattle raisers in the

abundant natural pastures existing in open fields and forests nearby to the communities in the area. At the time, cattle raisers were focused on meat production. During the war, most animals in the community were killed, stolen or sold. Currently, there are just a few animals (less than 30 head for the whole community) displaying poor productive characteristics. Community children suffer from lack of fresh milk and meat, both of which are considered essential for healthy growth in the Sumo community.

In the Atlantic coast region, cattle are considered to serve a variety of purposes beyond meat and milk production. A head of cattle can be easily sold and converted into cash or other products deemed necessary by the community. Given the total lack of commercial or personal credit facilities in the region, cattle represent a potentially viable means of having an easily convertible source of community revenue in emergency situations.

Cattle raising is generally considered to be a high-impact agricultural activity with potentially destructive effects on the environment, and is loudly despised by downstream community leaders on the Atlantic coast. The communities around Wasakin have the distinct benefit of having ample grazing lands and pastures that are interspersed with pine forest – an ideal environment for low-impact cattle production in the area.

This initiative would likely depend upon project infrastructure established for the Agricultural Support and Agro Forestry Development Projects described above, including office space, project management and institutional support.

DESCRIPTION Cattle Development

o Establishment and organization of Wasakin Community Cattle Management Committee to serve as community-based point of contact for veterinary support, communications and training.

o Conduct field tests on pastures in Wasakin area, and on low-impact cattle production technologies with the support of MAG-FOR and URACCAN;

o Obtain good genetic quality animals and startup feed for distribution among local producers;

o Review of animal production programs available through universities, INTA and other institutions;

o Elaboration of extension training workshops with appropriate national and/or regional institutions;

o Training and technical assistance to cattle producers through on-site workshops in:

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o Vaccinations and general animal health; o Basic husbandry (reproductive technologies; o Pasture management


o Instituto de Desarrollo Rural (IDR) – project financing o Executing Agency – project management and institutional development; o INTA - support in the development of training programs in pasture

management, feeding, reproductive technologies and animal health; o MAG-FOR can provide assistance with vaccinations, disease prevention

and training through its PROVESA initiative o Rosita Municipality – support and collaboration


o Existence of Wasakin Cattle Management Committee; o Amount of productive area utilized to raise cattle; o Head of cattle provided; o Amount of milk being produced; o Training workshops delivered; o Family and individual income levels;


o The community will provide land for the raising of cattle as well as their own labor as their in-kind contribution to the initiative;


MARKET INFORMATION

The demand represented by the local market in Rosita and buyers from the region should be more than sufficient to cover the supply of meat produced. Milk and dairy products will be produced mainly, for local consumption initially. Any surplus can be processed into cheese for the local and national markets. The international market offer wide opportunities but it is necessary to establish commercial linkages, upgrade product quality and increase quantities produced, which may not be the goal of this initiative.


It will be necessary to run field tests and an environmental impact study to improve pasture production and cattle raising technologies and to ensure that the initiative will not be deleterious to the local and downstream environments. Residents should be directly involved performing such field tests, and should have access to the findings.

GEOGRAPHIC AND INFRAS TRUCTURE ISSUES

The main challenges to cattle raising in the community will be assessing and mitigating the potential environmental impact of the activity, as well as counterbalancing the lack of experience and knowledge of Wasakin residents in contemporary cattle production and husbandry technologies. The lack of proper transportation means and the occasionally bad situation of the access road to Rosita will affect commercialization potential if not addressed in the short term. The project can utilize office infrastructure established through other initiatives, and there is little or no infrastructure required to manage the cattle, as they will graze freely in open pastures and forested areas;

PREVIOUS EXPERIENCE

The community has raised cattle in the past, but not on a coordinated level with institutional support from outside the community.

CAPACITY ANALYSIS

The community of Wasakin will require support in organizing individuals to lead and participate in a cattle management initiative. Sustained support,

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(PROPONENT) training, technical assistance, institutional relationships and targeted financial resources are critical to ensure the sustainability of this project.

MAJOR STRENGTHS

o The desires of the local people to re-invigorate cattle production and improve living standards;

o The availability of adequate pasture and human resources; o Potential improvements in the diversification of diet; o Previous experience amongst community members in raising cattle; o Minimal infrastructure necessary to launch project


o Current low natural pasture yield levels – this can be addressed in the development of training workshops in pasture management;

o Abundance of tropical pests and diseases affecting cattle. This can be avoided by designing appropriate production technologies and training of cattle farmers;

o Damage to Bambana and Prinzapolka river systems and downstream communities from cow excrement – this is to be considered as a principal aspect of the environmental impact assessment;

o Concerns over theft of unsupervised cattle in open pasture – selecting/hiring individuals in the community to monitor the cattle can prevent this.


o Support and direction in the conformation of a local cattle management organization to provide leadership and continuity to the initiative;

o Identification and testing of improved technologies with commensurate training and capacity building for cattle raisers in collaboration with technical support and expertise of INTA, MAG-FOR and others;

o Direct technical support and training in appropriate animal management technologies in association with regional and national organizations;

o Environmental impact assessment;

NEXT STEPS o Meeting with local leaders and producers to communicate intention to provide support, and to advise on status of project;


o Meeting with Rosita Municipality to communicate intention of project and solidify support of Municipality;

o Presentation of project to GRAAN Regional Planning Commission; o Confirmation of IDB commitment to implement Agricultural Support

and Agro Forestry Development Projects o Approach INTA, MAG-FOR to assess interest/availability to partner in

initiative; o Tendering process for technical assistance support

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Establishment and Operation of a Hydroelectric Energy Generating Plant along Bambana River near Wasakin


Individual Members of the Community

SECTOR Rural Electrification

OBJECTIVES o Conformation of local organization to spearhead efforts to develop and manage rural electrification initiative in Wasakin;

o Installation and management of renewable electric energy generation infrastructure sufficient to provide for the needs of the community and sale of surplus to surrounding communities;

o Creation of local jobs; o Increase in family/community incomes; o Augment the overall economic development of the community and the

region;

BENEFICIARIES o General population of Wasakin and surrounding communities; o Local processing industry and business sector; o Community economy; o Employees working to construct/maintain electrical plant;

HISTORY The community of Wasakin lacks any source of electrical energy. Electricity is

utterly necessary in the promotion of economic development - any enterprise, including offices, processing, storage and other facilities requires electricity to operate efficiently. To bring the electrical service from the Rosita grid, or to install the community’s own bunker electric generator would be exceedingly expensive to establish and, in the second option, very difficult to operate and maintain. The falls and rapids located 2.5 miles upstream along the Bambana River represent a viable source of renewable energy for Wasakin, offering optimum conditions for the generation of hydroelectric energy in medium scale amounts. The capacity of energy production will be enough to satisfy the electric energy demand of Wasakin and other surrounding communities.

The World Bank, in partnership with the Japanese Government and the Nicaraguan National Energy Commission (CNE) recently launched the first phase of the rural electrification program. This 5-year project includes the following activities:

o Identification of new productive applications and opportunities to expand existing business or create new ones, as a consequence of electrification,

o Stakeholder consultations for enhancement of participation and ownership, as well as demand for Business Development Services (BDS),

o Identification of specific micro business opportunities and social applications, and

o Financial analysis of fee-for-service delivery mechanism for electricity provision and selected micro business opportunities.

The other RAAN community selected for this assessment – Francia Sirpi – was

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included amongst the communities in Phase I of the World Bank/CNE initiative. Wasakin represents an ideal candidate for Phase II of the project, and as such will take advantage of lessons learned during the initial phase, and augmenting its application status as a focus community for this IDB initiative, CBA project, and others.

In order to take advantage of funding and technical assistance available through this World Bank/CNE project, the community must receive support in preparing its application – via the Rosita Municipality – to secure its status as a Phase II community. Municipal authorities can submit written requests to the Comisión Nacional de Energía to be considered under the national plan for rural electrification detailing population size, number of households, primary and secondary economic activities and any other information relevant to the request. In addition to the provision of electrification infrastructure, the initiative also anticipates supporting micro-finance development and business development services integrated into the provision of electricity services. Further information on this initiative is available in Appendix V.

DESCRIPTION The following activities should be conducted in collaboration with the

CNE/World Bank, and in accordance with their guidelines for application/ eligibility:

o Establish local Committee to serve as liaison between Wasakin, Rosita Municipality and CNE;

o Engage in a dialogue with Municipality around supporting application process;

o Prepare application as candidate community for Phase II funding, for immediate submission to CNE;

o Organize and train local people to construct, maintain and manage a hydroelectric operation;;

o Construct electric energy generating facilities on the Bambana River and distribution system;

o Install electrical services in local houses requesting the service; o Provide small credit for artisan processing of local products; o Provide technical assistance to operate the facilities;


o Instituto de Desarrollo Rural (IDR) – project financing o World Bank Rural Electrification Program – project financing for

installation of infrastructure o Comisión Nacional de Energía (CNE) – national program management o Rosita Municipality – collaboration, and point of contact for project

application o External Agency to facilitate writing and submission of proposal, and

oversight of capacity building and organizational development in Wasakin;


o Existence of local liaison committee for rural electrification; o Creation and submission of proposal to CNE in collaboration with

Rosita Municipality; o Installation of appropriate hydroelectric generation and distribution

infrastructure; o Training workshops in management and maintenance of hydroelectric

generator;

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o Increase in the number of local business and processing enterprises; o Increase in the volume of locally produced goods; o Number of jobs created; o Family and individual income levels;


o Financing exists for proposal preparation and for project financing through the CME/World Bank initiative;


MARKET INFORMATION

With the introduction of productive technologies – including value-added processing, the local market for renewable energy will be wide open, with a large unsatisfied demand. Electric energy not used by Wasakin could potentially be sold to neighboring communities and/or electric companies.


It will be necessary to conduct a study to determine the energy generation potential of the site on the Bambana River, as well as identifying appropriate hydroelectric technology for the area.


The Bambana River displays characteristics that suggest that it may be ideal for hydroelectric power generation.

PREVIOUS EXPERIENCE

Wasakin and the surrounding communities have never had access to electric power.


There is no local capacity at present to manage a project of this type. Organizational development and capacity building activities at the outset of the project are critical to ensure success and local ownership.

MAJOR STRENGTHS

o The desires of the local people to improve living standards and promote local economic development

o The availability of appropriate sites with hydroelectric potential along the Bambana River;

o The identification of potential economic development strategies, projects, and support mechanisms for the area to feed the need for renewable energy generation;


o Minimal capacity at present to establish and operate an enterprise of this type and magnitude. This may be overcome by extensive training, technical assistance and capacity building of local organization;

o Risk of damage by natural disasters (river floods, etc) – this can be mitigated somewhat by using appropriate hydroelectric technologies which reflect the river’s tendencies;

o Sustainability – institutional capacity must be set in place with sufficient mentorship, technical assistance and follow-through on the part of donor agencies and specialists to ensure this is not a ‘white elephant’ initiative.


o Dissemination of specifications and eligibility requirements for application to Phase II of the initiative;

o Facilitation of submission of application to CNE;

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NEXT STEPS o IDB Managua should formalize communications with the CNE and World Bank around interest and intention to integrate development initiatives in Wasakin with Phase II of rural electrification;


o Meeting with Rosita Municipality to communicate intention of project and confirm their support and commitment to facilitate application process to CNE;

o Presentation of project to GRAAN Regional Planning Commission; o Confirmation of IDB commitment to implement Agricultural Support

and Agro Forestry Development Projects o Tendering process for technical assistance support

Francia Sirpi

Cattle Production Systems in the Tasba Raya Region

PROPONENTS Francia Sirpi and Surrounding Communities’ Elders Councils, Síndigos and Community Coordinators (Traditional)

Individual Cattle Raisers in the Community

SECTOR Cattle Raising

OBJECTIVES o Make use of and improve natural pasture fields that exist in the region; o Introduce, test and improve cattle production technologies for meat and

milk production; o Provide animals to local cattle producers on pilot basis; o Provide training in conditioning of pastures and other facilities; o Increase family/community incomes; o Provide an easily liquidated commodity for the community; o Improvement and diversification of diet;

BENEFICIARIES o Local cattle -raisers and their families;

o Children of the communities benefit through a more diversified diet; o The economy of the communities;

HISTORY Prior to the war, many residents of the Tasba Raya region were long-range cattle

raisers in the abundant natural pastures existing in open fields and forests nearby to the communities in the area. At the time, cattle raisers were focused on meat production. During the war, most animals in the community were killed, stolen or sold. Community children suffer from lack of fresh milk and meat, both of which are considered essential for healthy growth in the Miskito community. Given the non-existence of commercial or personal credit facilities in the region, cattle represent a potentially viable means of having an easily convertible source of community revenue in emergency situations. Cattle raising is generally considered to be a high-impact agricultural activity with potentially destructive effects on the environment, and is loudly despised by downstream community leaders on the Atlantic coast. The communities of the region have the distinct benefit of having ample grazing lands and pastures which are interspersed with pine forest – an ideal environment for low-impact

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cattle production in the area. This initiative would likely depend upon project infrastructure established for the Agricultural Support and Agro Forestry Development Projects described above, including office space, project management and institutional support.

DESCRIPTION Cattle Development o Establishment and organization of Francia Sirpi Cattle Management

Committee to serve as regional point of contact for veterinary support, communications and training.

o Conduct field tests on pastures in Tasba Raya area, and on low-impact cattle production technologies with the support of MAG-FOR and URACCAN;

o Obtain good genetic quality animals and startup feed for distribution among local producers;

o Review of animal production programs available through universities, INTA and other institutions;

o Elaboration of extension training workshops with appropriate national and/or regional institutions;

o Training and technical assistance to cattle producers through on-site workshops in:

o Vaccinations and general animal health; o Basic husbandry (reproductive technologies; o Pasture management


o Instituto de Desarrollo Rural (IDR) o Executing Agency – project management and institutional development; o INTA - support in the development of training programs in pasture

management, feeding, reproductive technologies and animal health; o MAG-FOR can provide assistance with vaccinations, disease prevention

and training through its PROVESA initiative o Rosita Municipality – support and collaboration


o Existence of Francia Sirpi Cattle Management Committee; o Amount of productive area utilized to raise cattle; o Head of cattle provided; o Amount of milk being produced; o Training workshops delivered; o Family and individual income levels;


o The community will provide land for the raising of cattle as well as their own labor as their in-kind contribution to the initiative;


MARKET INFORMATION

The demand represented by the Waspam and Puerto Cabezas markets should be more than sufficient to cover the supply of meat produced. Milk and dairy products will be produced mainly for local consumption initially. Any surplus can be processed into cheese for the local and national markets. The international market offer wide opportunities but it is necessary to establish commercial linkages, upgrade product quality and increase quantities produced, which may not be the goal of this initiative.

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It will be necessary to run field tests and an environmental impact study to improve pasture production and cattle raising technologies and to ensure that the initiative will not be deleterious to the local and downstream environments. Residents should be directly involved performing such field tests, and should have access to the findings.


The main challenges to cattle raising in the region will be assessing and mitigating the potential environmental impact of the activity, as well as counterbalancing the lack of experience and knowledge of Francia Sirpi residents in contemporary cattle production and husbandry technologies. The lack of a vehicle will seriously affect commercialization potential if not addressed in the short term. The project can utilize office infrastructure established through other initiatives, and there is little or no infrastructure required to manage the cattle, as they will graze freely in open pastures and forested areas;

PREVIOUS EXPERIENCE

The community has raised cattle in the past, but not on a coordinated level with institutional support from outside the community.


The community of Francia Sirpi will require support in organizing individuals to lead and participate in a cattle management initiative. Sustained support, training, technical assistance, institutional relationships and targeted financial resources are critical to ensure the sustainability of this project.

MAJOR STRENGTHS

o The desires of the local people to re-invigorate cattle production and improve living standards;

o The availability of adequate pasture and human resources; o Potential improvements in the diversification of diet; o Previous experience amongst community members in raising cattle; o Minimal infrastructure necessary to launch project


o Current low natural pasture yield levels – this can be addressed in the development of training workshops in pasture management;

o Abundance of tropical pests and diseases affecting cattle. This can be avoided by designing appropriate production technologies and training of cattle farmers;

o Potential damage to river systems and downstream communities from cow excrement – this is to be considered as a principal aspect of the environmental impact assessment;

o Concerns over theft of unsupervised cattle in open pasture – selecting/hiring individuals in the community to monitor the cattle can prevent this.


o Support and direction in the conformation of a local cattle management organization to provide leadership and continuity to the initiative;

o Identification and testing of improved technologies with commensurate training and capacity building for cattle raisers in collaboration with technical support and expertise of INTA, MAG-FOR and others;

o Direct technical support and training in appropriate animal management technologies in association with regional and national organizations;

o Environmental impact assessment;

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NEXT STEPS o Meeting with local leaders and producers to communicate intention to

provide support, and to advise on status of project; o Meetings with the Consejo de Ancianos, Síndico and Community

Coordinator to inform on project and receive their support; o Meeting with Waspam Municipality to communicate intention of project

and solidify support of Municipality; o Presentation of project to GRAAN Regional Planning Commission; o Confirmation of IDB commitment to implement Agricultural Support

and Agro Forestry Development Projects; o Approach INTA, MAG-FOR to assess interest/availability to partner in

initiative; o Tendering process for technical assistance support

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APPENDIX V - ORGANIZATIONS AND INSTITUTIONS There are a multitude of organizations and institutions in the Atlantic coast region. The following section presents a synopsis of key Regional Non-Governmental Organizations, Universities and Pertinent Public Sector Organizations as well as an analysis of their institutional capacity, and the training and support requirements to enable them to effectively manage or support development initiatives.

While the framework utilized is generic to enable systematic data capture for a variety of organizations and institutions, slight variations to the template are evident between the various groups. The objective of this section is not to provide a definitive analysis of the various organizations and institutions, nor to even present an exhaustive list. We have simply attempted to present those we considered would/could be important stakeholders and/or collaborators in one of more of the prototypes. It was beyond the scope of this assignment to thoroughly analyze the organizations but we have attempted to assemble some useful information on most of them.

Regional Non-Governmental Organizations (NGOs) Involved in Economic Development in Coastal Communities

Asociación de Desarrollo y Promoción Humana de la Costa Atlántica (ADEPHCA)

OBJECTIVE AND MANDATE

To provide integrated support to the micro enterprise sector, contributing to the harmonic development of micro enterprises, and to strengthen them in the dynamics of the local economy.

BACKGROUND AND HISTORY

The Association was founded in 1987 as ODESCA. In first decade of operation, focus was on donation projects directed to RAAS Communities, including support for dock production, boat building, artisan fishing, organization of community groups for farming and ranching, and construction of rice producing equipment.

In 1997, focus shifted to purely micro-credit projects in the city of Bluefields

MEMBERSHIP ADEPHCA is currently supporting 350 small business people. Prospective credit recipients must meet the following requirements:

o Have been a resident of the region for at least 2 years

o Have sufficient business experience;

o Be responsible and honest;

o Have established business;

o Have an investment plan prepared; and

o Have the capacity to pay and carry out investment plan.

Minimum loan is 1,000-2,000 córdobas - maximum is 40,000

FINANCE Budget support is received from the Japanese Embassy through the Japanese Overseas Cooperation Volunteers (JOCV) and JICA, as well as from the Nicaraguan Ministry of External Affairs. ADEPHCA manages an annual budget of 3 million córdobas 80 % of loans are repaid

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PROJECT EXPERIENCE

o Financing to micro enterprises o Training in business administration o Provided vaccinated cattle to communities o Donated materials for housing; o Support for dock production; o Boat building; o Artisan fishing; o Organization of community groups for farming and ranching; and o Construction of rice producing equipment.

CURRENT PROJECTS Programa Apoyo Integral de la Microempresa de Bluefields (PAIMEB)

o Personalized Technical Assistance in Micro enterprise Management o Workshops and training o Credit

Supported by:

o Japanese Overseas Cooperation Volunteers (JOCV) o Peace Corps

Examples of activities supported through credit program:

o Carpentry o Furniture building o Bakery sector o Sewing o Small artisans (financing, marketing, commercialization of goods) o Animal husbandry o Artisanal fishing

INFRASTRUCTURE 12 full time staff with 2 cooperants, all located in Bluefields

Office in Bluefields with telephones, fax machine, computers and internet access

PARTNERS Past and current partners:

o JICA (currently supporting micro-credit) o JOCV (supporting PAIMEB) o Peace Corps US (institutional strengthening support and PAIMEB) o Nicaraguan Ministry of External Affairs o DANIDA o Oxfam UK o Oxfam US o CANSABE (Danish Agency)

POTENTIAL PROJECTS

3 principal projects under consideration which are looking for funding at this stage:

o Corn Island (tourism)

o Pearl Lagoon (tourism)

o Bluefields

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CONTACT INFORMATION:

Sidney Francis, President Luciano Garcia, Training Manager Wilfredo Machado – Manager P.O. Box 34 Bluefields, Nicaragua Tel/Fax: 505-082-22317 Email: [email protected] or [email protected] Website: www.adephca.org.ni

Association for the Development of the Atlantic Coast (PANA PANA)


Dedicated to the integrated sustainable development and improvement of the quality of life of the indigenous peoples living along the Atlantic coast of Nicaragua.


PANA PANA is a non- profit NGO, launched in 1990, which received legal charter in 1991 as regional development association The organization addresses both the humanitarian and developmental needs of the communities in the region. It has conducted projects in the areas of self-help housing, providing inputs for agricultural production and artisanal fishing, training in indigenous medicine, promotion of cultural heritage and community organizing.

BENEFICIARIES 1,400 families – 7,000 people in 36 communities

LEADERSHIP o Lucila Law, Executive Director o Kenneth Bushey, President o Glen Hodgson, Vice-President o Samuel Mercado, International & National Relations 7 o Anicia Matamoros, Secretary o Margarita Curbelo, Finance o Deborah Webster, Treasurer o William White, Vocal

FINANCE PANA PANA manages an average budget of $250,000 annually. Budgets are based upon financing on a project-by-project basis.

GOVERNANCE Governed by a General Assembly consisting of its 12 founding members, indigenous leaders in the region, and a representative from each of the 24 communities it serves. The assembly elects a seven person Board of Directors for two-year terms. The Board’s role is the definition of policies, approval of plans & strategies, and appointment of an Executive Director who oversees all

7 Mr. Samuel Mercado is a member of the project team that compiled the information for this Assessment

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management activities. These members are elected every two years and 3/4 of this group is eligible to be re-elected.

The current gender balance on the Board of Directors is 60% male and 40% female. Annual reports go to Ministerio de Gobernación, Board of Directors, Funding Organizations

PROJECT EXPERIENCE

EMERGENCY PHASE - 1990-1992

Beneficiaries – 14 communities – 500 families (Sang Sang, San Esquipulas, Amakik, Sausa, San Carlos, Krasa, Asang, Santa Isabel, San Pedro Dump, Karrizal, Santo Tomas, Florida, Naranjal, Bodega

DEVELOPMENT PHASE: 1992-2002

The emergency phase projects were expanded to include fishing projects in 8 communities, north of Puerto Cabezas, housing construction projects were expanded to 12 communities in Rio Coco and Rio Umbra. Projects in agriculture, fruit tree nurseries, and traditional medicine continued. In this phase the credit program began with the administration of a "Programa de Fondo Agil", financed by the Interamerican Foundation. This initial credit fund was used for the urban sector of Puerto Cabezas and Waspam.

RENEWABLE ENERGY (SOLAR) – 1998-2000 –PUERTO CABEZAS-WASPAM

Funded by SECIPI-Spain, ISS-Spain

Beneficiaries – 9 communities (Tuara, Sangni Laya, Wawa Bar, Andris Tara, La Esperanza, San Carlos, Santa Fe, San Jeronimo, Saupuka)

Solar panels were provided to schools and health centres.

LESSONS LEARNED: o Cooperatives have not worked well in the region– producers work on a more individual basis

o Need to fight against paternalism – no donations

CURRENT PROJECTS RURAL DEVELOPMENT – PUERTO CABEZAS-WASPAM

Interamerican Foundation Grant - $352,640 over three years, to expand a revolving loan fund to support small-scale agricultural, artisan, fishing and business projects in the communities of indigenous victims of Hurricane Mitch; and to provide loans and conduct training workshops in seven different communities. The project will also fortify the local association of indigenous communities.

Activities/Support in the following areas:

* Artisanal fishing

* Economía de patio – chickens

* Revolving in-kind funds

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* Construction of homes

* Training

* Agriculture – Revolving in-kind fund

o Producer gives back what he receives plus one more o Rice, beans, musácias (bananas and plantains) o Rice (96% recovery) o Beans (92% recovery)

* Storage and Commercialization

o Micro credit in urban areas o Credit committee reviews and analyses requests o Committee in each community, as elected by locals (7 or 5 member) o Community promoter – supports agricultural activity

* Beneficiary communities:

o Santa Fé o Waspám o Lamlaya o Saupuka o Karata o San Alberto o Carmén o San Gerónimo

SELFHOUSING CONSTRUCTION –2001-2003 - WASPAM

Beneficiaries – 2 communities (Namahka, Cocal)

Funded by Alternativa Solidaria-Spain, Manos Unidas-Spain for US$82,000

REFORESTATION AND ENVIRONMENTAL MANAGEMENT – 2001-2002 - WASPAM

Funded by “Fondo para Pequeños Proyectos”-Denmark Embassy for US$18,294

Beneficiaries – 5 communities (Namahka, Waspukta, Santa Fe, San Jeronimo, Sangni Laya)

INFRASTRUCTURE 12 employees – HQ in Puerto Cabezas with computers, desks, telephone and fax machine. Also an office/bodega in San Jeronimo

PARTNERS Local partners

o Instituto National de Tecnología Agropecuaria (INTA) o Instituto Nacional de Forestación (INAFOR) o Ministerio de Agricultura, Ganadería y Forestal (MAGFOR) o Ministerio del Medio Ambiente y Recursos Naturales (MARENA) o AMICA o CONADES o Municipalities of Puerto Cabezas and Waspam o Coordinadora de Sociedad Civil o URACCAN o CIUM-BICU o Contigo International o Asociación para el Desarrollo de las Comunidades Miskitos y Sumos de

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la Cuenca Media (ADEMSCUM)

International Partners

o IAF (micro credit grants NC-174 and NC-205) o Canadian Fund o Engineers Without Frontiers o Fundación CODESPA (Spain) – (micro credit) o Plenty Canada o Manos Unidas – (Spain) o Secretaría Española – CESIPI o CIDA o Alternativa Solidaria of Barcelona (Spain)


Lucila Law, Executive Director Apartado Postal #871 Managua, Nicaragua Pana Pana, Carretera a Lamlaya Puerto Cabezas, RAAN, Tel y fax: 28-22473 Email: [email protected]

Centro para la Conservación de la Naturaleza y el Desarrollo (Centro CONADES)


To enhance the economic well being of the indigenous peoples of the region, mostly the Miskito and Sumo, while providing training in environmental conservation, sustainable agriculture, and natural resource management. CONADES is a founding member of the Comunidad Ambientalista (Environmentalist Community).


CONADES was organized in 1993 by indigenous professionals from the Rio Coco region Registered in Managua as a NGO.

BENEFICIARIES 42 communities – 2,200 families in Rio Coco, Waspam

FINANCE At the beginning, the Consulate of Canada, Alianza para Bosque, City of Burlington and after Interamerican Foundation. Members contribute with office space, training to the personnel, advisory or consulting services.

GOVERNANCE 7 members of the Board of Directors are elected by a General Assembly of the organization’s and surrounding communities formed by honorary members and founders. Centro CONADES publishes biannual reports

PROJECT EXPERIENCE

Repopulation of species of fruits in the communities affected by the civil war 1996-1998 Financed by:

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Embajada del Japon - $15,000 Consulado del Canada - $145,000 Beneficiaries – 16 communities (Tasba Pain, Miguel Bikan, Awas Tigni, Uhry, Saklin, Saupuka, Ulwas, Kuiwi Tigni, Nazaret, Truh Laya, Ukugni Km 43 and other communities from mine sector) Introduction of Hybrid Coconuts 1998 (6 months) Complemento del proyecto “Repopulation of species of fruits in the communities affected by the civil war -1996-1998” Beneficiaries – Same 16 communities (Tasba Pain, Miguel Bikan, Awas Tigni, Uhry, Saklin, Saupuka, Ulwas, Kuiwi Tigni, Nazaret, Truh Laya, Ukugni Km 43 and other communities from mine sector) Financed by Consulado de Canada - $10,000 Fundación Interamericana, USA - $4,000 Alianza para Bosque, Costa Rica - $3,000 Technical assistance (produccion agricola) to the victims of MITCH in Rio Coco – 1999 (6 months) Financed by Consulado de Canada $15,000 Beneficiaries – Communities from Leymus to Karrizal Study on the regional situation of the Cacao with possible export – 1998 (10 months) Financed by Consulado de Canada - $6,000 GTZ a traves de Wanki Luhpia - $3,000 Alterdec a traves de Ateccopenic - $5,000 Fondo propios de CONADES - $2,000 Others: § Training production of plants and environment. § Alternative productive in the areas of reduction

All these projects were financed by Asociación Popular Noruega, Japan Embassy, Canada Consulate, GTZ, Atecoopenic, Alterdec, Alianza para Bosque, City of Burlington.

CURRENT PROJECTS ALTERNATIVAS PRODUCTIVAS EN LAS ZONAS DE AMORTIGUAMIENTO 1999-2002 Interamerican Foundation Grant NC-225. $360,000 Benefiting 3,000 small-scale indigenous farmers in 40 communities

o Three rice milling facilities o Sustainable farming practices training o Supply of productive rice varieties o Marketing services for rice o Reforestations of previously burned areas o Seeds, 2 boats and motors, motorcycle, 3 BD radios o Capitalization of marketing fund

Rice processors in San Pedro, Wiwinack, Waspam

INFRASTRUCTURE Office in Puerto Cabezas – facilitated by a member 2 computers, desks, telephone, fax

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12 total staff Storage bodegas in communities, 3 motorbikes, 1 truck and 1 car

PARTNERS International Partners o Catalyst Fund o Interamerican Foundation o CIDA o GTZ o City of Burlington, Vermont o Instituto Interamericana de Ciencias Agrícolas (IICA) o Asociación Nacional de Agricultura Orgánica de Costa Rica

National Partners

o Waspam Municipality o Wanki Luhpia

POTENTIAL PROJECTS

$100,000 proposal made to IAF to strengthen marketing, add more acopios, training of staff


Gerardo Gutiérrez Bucardo Barrio Nueva Jerusalén Frente Casa Dra Loti Cunningham Puerto Cabezas, RAAN Telefax: 505-282-2478 Email: [email protected]

Contigo International


o To improve the circumstances and prospects of disadvantaged indigenous groups who are unable to realize their potential or achieve their full rights in the society through direct or indirect activities;

o To act on issues related to disadvantaged indigenous peoples of Central America and Asia;

o To promote economic and social development consistent with sustainable environment;

o To educate and empower indigenous grass roots organizations and develop strategies to develop and sustain the environment;

o To include Canadian Aboriginal youth in international indigenous development;

o To respond to urgent humanitarian needs;


Contigo International is a Canadian and Nicaraguan Non-Government Organization (NGO). Contigo is spearheaded by the Meadow Lake Tribal Council (MLTC), an administrative organization that boasts a two decade-long record of achievement in the implementation of a unique strategy of integrated community development for nine membership communities in Saskatchewan. This organization has demonstrated numerous measurable advances in the creation and distribution of wealth among their membership, and has instituted strong leadership in the delivery of education, healthcare and other social services over the past decade.

MLTC established Contigo International as a NGO in 1997 to explore the potential for sharing their knowledge with other indigenous cultures, and since

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they had a unique friendship that has evolved during MLTC’s investigations of commercial forestry opportunities in Nicaragua between1996-2000. The exposure alerted MLTC officials as to the scope of the needs of peoples and communities, and of the potential application of the unique MLTC ‘Model of Integrated Community Development’. This ultimately led to the formation of Contigo. The subsequent support of the Canadian International Development Agency (CIDA) allowed Contigo to concentrate its energies on the needs of 14 communities situated in the mid-watersheds of the Prinzapolka and Bambana Rivers.

BENEFICIARIES 14 communities

LEADERSHIP Board of Directors:

Richard Gladue, Chief MLTC Ray Ahenakew Vern Bachiu, Director of Policy and Programs MLTC Samuel Mercado, Executive Director Note: Samuel Mercado was a principal member of the consulting team for the current assignment and was involved extensively in the preparation of this report

FINANCE Local Project partner contributions along with CIDA and MLTC contributions constitute total funding for Contigo initiatives

GOVERNANCE Governed by a General Assembly consisting of its 9 founding members (Clearwater River Dene First Nation, Buffalo River Dene Nation, Canoe Lake First Nation, English River First Nation, Flying Dust First Nation, Island Lake First Nation, Birch Narrows First Nation, Makwa Sahgaiehcan First Nations and Waterhen Lake First Nation) Board of Directors Directors are elected for a term of two (2) years by the members at an annual meeting of members. Meetings of the board of directors may be held at any time and place to be determined by the directors provided that 48 hours written notice of such meeting shall be given. Executive Committees The directors appoint the executive committee composed of up to five and no less than two directors. Meetings of the executive committee may be held at any time and place to be determined by the members of such committee provided that 48 hours written notice of such meeting shall be given. At every annual meeting, in addition to any other business that may be transacted, the report of the directors, the financial statements and the report of the auditors shall be presented and auditors appointed for the ensuing year.

PROJECT EXPERIENCE

NEEDS ASSESSMENT STUDY - 2001 General A Needs Assessment Study (NAS) was undertaken to promote the sustainable integrated development of 14 indigenous communities located in the mid-watershed of the Prinzapolka and Bambana rivers in order to improve social-economic conditions of the population, to preserve cultural values and knowledge,

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and protect and properly manage local natural resources. Specifics

o Conducted an assessment of current social-economic conditions of the local population, cultural parameters and the present situation of local natural resources,

o Prepared the 'Sustainable Integrated Development Strategic Plan' for fourteen beneficiaries communitie s. This ´Plan´ is a work guide to be implemented in a ten years period.

o Presented a portfolio of priorities projects proposals profiles.

CURRENT PROJECTS PRINZAPOLKA COMMUNITY DEVELOPMENT PROJECT Location - The project area is roughly bounded by the mid-watersheds of the Prinzapolka and Bambana Rivers in east central Nicaragua. The Development Strategy will and should unfold under the guidance of the Prinzapolka Community Development Council. That process will take substantial time to effect. However, a set of interim objectives has been forwarded to guide the process for the first year and until the Council and its decision-making capacity are in place. These objectives are to:

o Establish Prinzapolka Community Development Corporation (PCDC)

o Approval from PCDC for Terms of Reference of the 10 year planning document, the ‘Prinzapolka Sustainable Integrated Community Development Strategy’ (PSICDS)

o Establish a region-wide wireless communications system o Establish a Visible Presence in Alamikanban o Complete a Traditional Lands and Knowledge Survey o Complete Agricultural Resource Inventories o Completion and endorsement of the PSICDS o Establish Productive Partnerships with other Agencies o Promotion of Sport and Wellness o Initiation of investments in economic development projects o Approval in principle from CIDA for a long term strategy

INFRASTRUCTURE Offices in Managua, Nicaragua with telephones, computers, internet access and

four permanent staff, as well as two 4x4 vehicles. Contigo also has a strong presence in several communities in the RAAN.

PARTNERS The ultimate long-term scope of the project extends well beyond the reach of the CIDA funding support alone. As such, Contigo has targeted an ambitions program to establish numerous partnerships with Government, NGO and private business partners to invest in the economic and social reform of this region. Contigo believes that with the organizational structure being proposed that the Prinzapolka Community Development Corporation will have the resources and expertise to attract substantial further support.

POTENTIAL PROJECTS

Mid-term and Long-term Objectives The setting of specific mid- and long-term objectives and targets will require the approval of the PCDC once it is formed. The approved Strategy will include sets explicit targets and associated implementation activities. At that time it will be possible to include detailed near-term guidance for years 2 through 5, thereby moving the mid-term to 5-10 years hence.

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Samuel Mercado, Legal Representative Contigo International Managua, Nicaragua Tel-Fax: 505-249-8363 Email: [email protected]

Foundation for the Autonomy and Development of the Atlantic Coast of Nicaragua (FADCANIC )


To contribute to the implementation of an autonomous process for the coast through the development of projects that reflect the reality of the region.


FADCANIC is a non-profit NGO launched in 1990 to provide training and technical support in the following areas:

o Natural Resource and Environmental o Biodiversities o Homes o Food Safety o Small Business Development o Storage and Commercialization of Agricultural Products

FADCANIC played a principal role in the creation and foundation of URACCAN University, and has promoted several symposia and workshops on autonomy and economic development on the coast.

BENEFICIARIES 2,400 families in RAAS 440 families in RAAN

LEADERSHIP Dr. Ray Hooker is the President of FADCANIC

FINANCE 2001 Project Disbursements totaled 16,262,000 córdobas ($1.16 million)

GOVERNANCE FADCANIC provides regular financial and activity reporting to its various donor organizations on a project-by-project basis, in accordance with the rules and regulations established by said donors.

PRINCIPAL PROJECT EXPERIENCE

Miskito Community Integrated AgroForestry Project Launched in 1999 – 2 year project with extension, currently nearing completion Headquarters: Puerto Cabezas Office Areas of focus:

1. Sustainable Forestry Development 2. Food Production 3. Training & Technical Tools

Financed by Horizontes 3000 Project Budget: $203,000 Communities: Krukira, Tuapí, Ulutine, Kamka, Bumsirpi Programa de Desarrollo Agro Forestal Sostenible de la Municipalidades de la RAAS Launched in October 1999 Financed by NORAD

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Initial project budget $1,530,000 Communities: Rama, Bluefields, Kukra Hill, Tortuguero and Pearl Lagoon Focus areas:

- Training on how to work forest without destroying it - Training in cultivation of different species - Reforesta tion - Create ‘economía de patio’ (chickens) - Development of training center in Wawasheng - Commercialization of wood products - Project self-sustainability at end of funding - Establishment of 4,800 hectare system, wherein each family manages 2

hectares Beneficiaries: 2,400 families Partners

• BICU • URACCAN • MARENA • MAGFOR • Corredor Biológico

Fomento y Promoción de la Economía Comunal y Campesina en los Municipios de Rosita, Bonanza y Prinzapolka Funding from Horizontes 3000 (Austria). Annual Budget is $245,000. Components:

1. Strengthening of local capacity – assisting the Municipality in construction of new office ($10,000), and providing training and advice to the staff.

2. Alternative Production Model (productive diversification, introduction of non-traditional products (cacao, peppers, vanilla, etc.). land use. Training in fabrication of organic materials/compost. All efforts are organic

3. Titulacion and land demarcation. Supporting campesinos who are participating in project with the development of land titles and review their status in Land Registry office. Working in 2 indigenous communities to support with land demarcation.

4. Challenge of Mestizo farmers encroaching on lands. CONCAR – storage cooperative founded by FADCANIC. FADCANIC is trying to strengthen them. Put a base price on rice and beans to ensure that local producers get a realistic price.

5. Strengthening of women’s organization. Cristina Rugama in Bonanza. Training in artisanal mining for handicrafts and jewelry.

Productive activities – economía de patio. Providing seeds for women, and insisting that deed be saved in a local seed fund. Also providing a revolving fund of pigs. This initiative began in July 2001, and they are working in 20 communities. 385 women. Training in gender equality.

INFRASTRUCTURE FADCANIC has regional offices in Puerto Cabezas and Bluefields, as well as field offices in Pearl Lagoon, Kukra Hill, Siuna, Rosita, Wawashang and Rama. The Foundation has a total of 36 staff, including agro-forestry engineers, planners, technicians, administrators as well as drivers and boatmen. Most offices have telephone, fax and computers.

PARTNERS International Partners § USAid (coconut seeds)

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§ Horizontes 3000 (project funding) § Adfores (training to change traditional burning practices) § URACCAN (training) § NORAD § Oxfam UK § IBIS (Danish Cooperation)

Local Partners § BICU § URACCAN § MARENA § MAGFOR § Corredor Biológico § Municipalities § Communities


Bluefields Office (RAAS Regional Office) Kenneth Fox, Project Director, Agro-Forestry Project Barrio Central, contiguo a Radio Zinica Telefax: 505-08-22-2386 Email: [email protected] Puerto Cabezas Office (RAAN Regional Office) Betty Rigby, Executive Director Del Banco Calley Dagnall 5 cuadras al sur Tel: 505-02-82-2203 Managua Office Dr. Ray Hooker, President Hugo Sujo Wilson, Regional Director Colonia Centroamérica De la estatua Salvador Mendieta, 2 cuadras al sur, 15 vs. oeste Tel: 505-270-0536 Fax: 505-270-1921 URL: www.fadcanic.org.ni

Fundación por la Unidad y Reconstrucción de la Costa Atlántica (FURCA)


o To contribute to the strengthening of the autonomy, unity and reconstruction and economic recovery of the autonomous regions;

o Foster programs and projects which respond to community initiatives within the framework of traditional organizations;

o Contribute to the preservation of the environment through the rational use of natural resources;

o Promote the active participation of coastal women (indigenous, black and mestiza) in regional development programs and projects;

o Foster educational programs for youth, which contribute to the improvement in the quality of education in the regions;

o Contribute to the reduction in unemployment through job creation; and o Support the development of private initiatives on the Atlantic coast (micro

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businesses, cooperatives, community businesses, small industry and commerce)


FURCA was created in November 1991 as an alternative in providing economic, social and cultural support to the populations of the Autonomous Regions of the Atlantic coast in the post-war period, to reverse the trends of marginalization, isolation, exploitation, and discrimination. The philosophy is based in the principles of capacity, feasibility, productivity, profitability and responsibility. FURCA works with Community Beneficiary Groups (GBCs) to support gradual transformations in indigenous societies.

MEMBERSHIP FURCA’s General Assembly is formed through base delegations, community organizations and religious groups of various denominations.

LEADERSHIP Board of Directors: o Mateo Collins – President o Norma Cunningham – Vice-President o Brenda Jarquin – Secretary o Leonardo Joseph – Treasurer o Juan McKenzie – Fiscal o Bernalda Melgara – Vocal

FINANCE FURCA is financed on a project-by-project basis. In the Waspam office, once the

funding comes to an end for the Rehabilitation III project in June 2002 as mentioned below, there is nothing set in place. There is no regular financing available to the organization. All funding is managed through the Managua office, which disburses funds upon request from the regional offices.

GOVERNANCE The maximum authority of the foundation is the General Assembly, conformed of the 6 members of the Board of Directors plus a total of 6 members from Waspam, Bluefields, Rosita and Managua. The Foundation has a governing directorate with four elected officers representing three distinctive cultural and racial groups (indigenous peoples, Mestizo and blacks) The Executive Director is named by the BOD, and manages the administration of the Foundation. FURCA’s regional offices in Rosita and Waspam are very dependent upon Managua office. Managua runs all budgets and administrative affairs. All changes to plans must be run through the Managua office. Monthly reports are sent to Managua office, and quarterly reports to donor agencies

PROJECT EXPERIENCE

FURCA’s projects fall into three separate areas: 1. Agro-ecology 2. Human development 3. Institutional Strengthening

Following are synopses of FURCA’s principal projects, past and present: Rehabilitation Project I – 1998 – 2000 14 months, 12 communities in Rio Abajo & Arriba, funded by NOVIB (Holland) budget - $150,000 § ecological support § seeding

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§ revolving animal husbandry § 43 houses in El Paraiso (formerly Carmén)– tools, wood processing,

chainsaws, training in house building Rehabilitation Project II – March – Sept 2001 6 months, 11 communities Rio Abajo Budget $47,000 funded by USAid/OPANIC § New project technologies in soil conservation § Degraded soils § Agricultural practices (stronger strain of rice) § Training

Project results destroyed by Hurricane Michelle Rosita Rehabilitation Project 6 months, 4 communities: Arena Loso, Kalamata, Wihilwas, Dibahil. Began in January 2002. Funded by NOVIB. Activities:

1. Agricultural systems – mixed cultivation. Coco, cacao, citrus fruits, pejivalle, marañon, avocado, hardwoods. The principal gist is self-consumption. Provide technical assistance, seeds, training. Animals (pigs, cows & fowl) This is a revolving fund. The fund has recovered 60% of the estimate.

2. Establishment of nurseries – training and seed provision. Proyecto de Desarrollo Integral para las Comunidades Indígenas del Municipio de Rosita Three years in duration, 3 communities: Kalmata, Wihilwas, Zopilote Financed by NOVIB

1. Diversification of agricultural projects. 2. Animals (economía de patio)

Integrated Community Development Project 3 years in duration, 3 communities: Wasakin, Sasa, Sumubila Funded by Inter-American Foundation Began in September 2000 to end in July 2003.

1. Agro-forestry 2. Introduction of cattle and animals

Budget: $140,000 Water And Sanitization Project 6 month project, 5 communities: Fenizia, Fruta de Pan, Kalmata, Wihilwas, Zopilote Funded by COSUDE § Construction of wells and latrines § 6-month projects during dry season.

Handicraft Creation Project Sponsored by IDB, 3 communities: Wasakin, Sasa, Sumovila. A local handicrafts expert goes to the communities to teach the creation of handicrafts. Products are sold in Puerto Cabezas and Managua. Rural Development Program - 2000 - 2003 3 years – 3 communities (Sasha, Sumubila and Wasakin)

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Funded by the Interamerican Foundation Budget: - $148,162 enable low-income indigenous communities in the Atlantic Coast region of the Mina Rosita municipality to improve agricultural production, food production, consumption, nutrition and conservation of natural resources, through a program of reforestation, family gardens, mixed cropping systems, environmental measures to reduce soil erosion, and activities to develop artisan products and markets using local forest products. Rehabilitation Project III – January – June 2002 6 months – 6 communities $50,000 funded by NOVIB § Soil rehabilitation § Reduced number of communities § Training & technical assistance § Agro ecological project (mucacias) § Establishment of fruit nurseries § Currently planting plantains and bananas in Santa Fé and San Alberto (12

and 5 manzanas respectively) 6 nurseries (one in each community - Waspan nursery has capacity for 7,000 plants)

INFRASTRUCTURE FURCA has 3 offices: Rosita, Waspan and Managua. The Foundation is staffed by 13 professionals from the following fields: Agricultural engineering, forestry, environment, sociology, community education, accounting, and planning. The Rosita office has been operational for 10 years, and has telephone, fax, computer. FURCA Rosita has one truck. They also have a boat with a new motor to access towns in Rio Bambana.

PARTNERS Current and past Partners § Interamerican Foundation (IAF) § Save the Children Canada § COSUDE – Swiss cooperation for Development § BID § NOVIB (Dutch foreign aid agency) § UPANIC § Municipalities

INSTITUTIONAL NEEDS

Funding to support the Foundation’s three year development plan Training for technical team - upgrading of skills Motorcycles to get to communities more rapidly


Headquarters in Rosita Barrio Montoya Rosita, RAAN Tel: 505-02-73-1045 Waspam Office Aleyda Rios, Administrator Barrio Pedro Joaquín Chamorro Waspam, Rio Coco

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Managua Office Lic. Mateo Collins, President Jardines de Veracruz Costado oeste de ENITEL, 1 cuadra al sur, casa B-13 Managua, Nicaragua Tel/Fax: 505-289-0354 Email: [email protected]

Instituto de Desarrollo Social de la Iglesia Morava (IDSIM)

MANDATE AND OBJECTIVES

To take a social work ahead for the very common one and development in benefit of the communities that suffer conditions of extreme poverty


The Moravian Church founded the NGO CASIM (Committee of Social Action of the Moravian Church) in the 70's to promote and to execute jointly with the communities programs and development projects. In the 80's CASIM became IDSIM. IDSIM received its legal charter in 1999 from Ministerio de Gobernacion. Registration No. 5652. M138484. Since 1974 operated under legal charter of Iglesia Morava.

BENEFICIARIES o 10 communities - Rio Grande, RAAS o 16 communities - Rio Umbra y Coco o 20 communities - Rio Prinzapolka

FINANCE Budgets are based upon financing on a project-by-project basis.

GOVERNANCE General Assembly representing five districts from Occident, Pacific, RAAS and

RAAN elects a six members Board of Directors. Annual reports go to the funding organizations. The Board of Directors guarantees the organization of the institution, approves and modifies the internal regulation, defines the administrative political and the institutional strategies, considers the audit and administrative evaluations.

PROJECT EXPERIENCE

Housing Project - Rio Grande, RAAN Beneficiaries - 165 families, 8 communities Funded by Reformed, United Churches from USA/CANDA, Diakonia - $245,455.37 Economía de patio - Rio Umbra y Rio Grande, RAAN Beneficiaries - 60 women, 13 communities Funded by Propatio Managua (ICCO) C$10,000 Women promote the reactivation of the patios by means of vegetable, smaller upbringing of species; exchange of products diversifies the production of the patio, better nutrition level of the family. Better Life in the communities - Rio Umbra, Rio Grande- RAAN 1997-1999 Beneficiaries - 5 communities Funded by Diakonia, ICCI, EZE $350,000 Ecological support, seeding, revolving animal husbandry, revolving fund, agriculture, communal wells, transport, sport & culture, literacy, communication,

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training

CURRENT PROJECTS Production rehabilitation - Prinzapolka, RAAN 2001-2002 Beneficiaries - 1861 families, 23 communities Funded by United Church-Canada - $184,463.48 Facilitated tools and material of different varieties of tubers, the objective consisted on rehabilitating production beneficiaries to have seed bank to facilitate to other communities and to create the future

PARTNERS International partners o United Church - Canada o Banco Canadiense de Granos - Canada o Reformed Church- USA o Junta Misionera de la Iglesia Morava o Diakonia o Iglesia del Pacto - Suecia o Iglesia Morava - Alemania

Local Partners ICCO

POTENTIAL PROJECTS

Health Program - Rio Prinzapolka, RAAN Beneficiaries 7 communities Budget $104,039


Rev. Harold Smart, Executive Director Central Offfice Contiguo Colegio Moravo, Barrio Moravo, Puerto Cabezas, RAAN Telefax: 505-282-2294 Email: [email protected] Regional Office De la Iglesia Morava Central 1/2 c. al Norte, 1 c. al Oeste, Bluefields, RAAS Telefax: 505-822-2726 Email: [email protected] Connecting office Ciudad Jardin ITR 2 c. Abajo, 1/2 c. al Lago, Managua Telefax: 505-240-1722 P.O. Box 3696

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Pertinent Public Sector Institutions

Government of the Northern Atlantic Autonomous Region (GRAAN)

Governance The Regional Council is formed of 48 Members. 45 of these are elected by the various communities, while 3 are national deputies. Elections for members happen every 4 years, while deputies are elected to a 5-year term. There is a Board of Directors conformed of 7 persons as selected from amongst the 48 member Council. The executive arm coordinates all administrative and executing activities of the Council. One person is elected from amongst the 48 members to run the executive arm, and that person selects his/her technical team. The Council administers the following bodies:

o Administrative Secretariat, o Dirección Superior (Coordinating Body), o Natural Resources Secretariat o Municipal Relations Secretariat o Education Secretariat o Planning Secretariat (includes Health) o Community Issues Office - o Social Assistance Office o Civil Defense Office.

Jurisdiction and Responsibilities

The RAAN government is an elected body mandated to provide services to the communities of the Northern Autonomous Region. The Council has a clear mandate to convert communities into companies with the capacity to create economic benefits for themselves. The current government has only been in place since the first week of July 2002, and admits that in reality, there are no development plans in place for the selected communities. The RAAN Government is comprised of 12 commissions as follows:

o Agricultural Issues, Ordering and Land Demarcation o Culture and Sports o Education o External Relations and Caribbean Relations o Governance, Defense and Anti-Drugs o Health and Social Welfare o Infrastructure o Natural Resources and the Environment o Planning, Economic Affairs and Patrimonio o Population, Community Development and Indigenous and Ethnic Issues o Women, Youth, Childhood and Family o Work, Justice and Human Rights

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Project Implementation Experience

The government is newly sworn in, but has expressed their strong interest in providing whatever support possible for IDB initiatives along the coast. The representatives of the Government reiterated that the UNDP will be setting up an office within the GRAAN offices to manage and support community economic development initiatives. They also mentioned that BID will be opening a regional headquarters in their offices as well.

Current and Forecasted Initiatives

o GRAAN is planning to support communities with bean and rice growing initiatives in Waspan and Prinzapolka municipalit ies. The plan is to create a mechanism where grain is purchased at a reasonable price. GRAAN hopes that funding will come from their Investment Plan, but they are looking for other partners to support initiatives.

o Fishing support – Productivity is very low in shrimps and lobster. Wants to support the search for other fishing products and other markets, such as Jamaica.

o Forestry support – that the owner of the forest directly receive the benefits. At the end of the concession, owners have no wood, no road, no money. The government wants the community itself to be a partner in any forestry development so that it receive maximum benefit.

o GRAAN recently signed a contract with UNDP, who are going to provide technical assistance to the Council.

o RAAN/ASDI/RAAS Secretariat of Natural Resources is receiving support (technical support, advisory services and equipment)

Infrastructure Including the municipal government delegations, there are 128 permanent, full-time workers in the RAAN government. GRAAN also has a recently inaugurated office in Managua with 6 employees. As a result of the highly politicized nature of the regional administration, the recently inaugurated administration has laid off over 50 workers.

GRAAN has telephones, fax, and several computers, though it was recently revealed publicly that the outgoing government deleted all information from every hard drive in the government offices.

Institutional Needs Communities in the region need capital to support economic development

projects. The RAAN Council needs support from international organizations and the central government to implement its mandate in the communities. The government wants to create infrastructure so that the communities themselves manage initiatives. When the government itself manages projects, money gets lost and initiatives tend to fail. Wants to put in internet service and a satellite connection. The telephone service is very bad in Bilwi.

Projected Role in Prototypes

Can provide technical support, and coordination and management of the project through various government secretaries. Can also support in community relations. The RAAN council is prepared to support projects which provide social benefits, are economically sound and environmentally sustainable.

Contact Information

Centuriano Knight, Executive Secretary Casa del Gobierno, Bilwi, RAAN Tel/Fax: 028-22468Tel: 028-22418

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Government of the Southern Atlantic Autonomous Region (GRAAS)

Governance The Government of the RAAS is comprised of regional councilors elected every four years. The current administration has been in place for less than two months, and is currently in the process of establishing its priorities, and recovering from the political unrest surrounding the recent elections.


The RAAS Planning Commission is a multi-jurisdictional body made up of mayors, heads of industry, civil society, and representatives of Central Government Ministries and Departments. It has received support in its creation from various in ternational cooperation agencies, and is aligning itself to be a central coordinator and integrating body in the region for development activity. The consultants met with Luis Mairena, the Director of Planning for the RAAS, on several occasions to inform him of our activities and to request information. Mr. Mairena clarified that the role of the Planning Commission is not to approve projects, but rather to provide integration between different initiatives.


The Planning Commission is still in the process of formalizing its policies and procedures


The RAAS informed the consultants that they have forecast rural electrification projects for the communities of Marshall Point and Orinoco in 2003/2004 to support agricultural processing initiatives and small-scale tourism. In Pearl Lagoon, they are forecasting a greater coordination with DANIDA in the development of Port Administration, and the construction of a public office which could serve as a welcoming center and tourism market.

Infrastructure The RAAS has extensive offices in Bluefields, and are in the process of inviting various development actors such as the BID and UNDP to operate out of its offices.


The Planning Commission has requested that the BID come forward and formally present its projected initiatives for discussion amongst Commission members. Its intention in the process is to provide oversight, but no direct management or control over the projects themselves. Each of the prototypes for the RAAS has been presented to the Director of Planning, and he supports the initiatives in principal, and has expressed the Commission’s full support to share information and collaborate with infrastructure planning in the Pearl Lagoon basin.

Contact Information

Luis Mairena Director of Planning RAAS Planning Commission Bluefields, RAAS Tel: 822-2682 Fax: 822-2727 Cel: 0882-5289

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Rosita Municipal Government


The Rosita Municipality is comprised of 94 communities and roughly 23,000 people. The Municipality’s principal areas of activity are as follows:

o Bridges and ditches in urban centers o Sanitation o Supervision of Health (MINSA) and Education (MEDC) initiatives


The Municipality has worked with a variety of NGOs, including FURCA, FADCANIC and Horizontes 3000, as well as development agencies such as DANIDA and ASDI. The Municipality is involved in the following initiatives: PRODEMU Decentralization Initiative (DANIDA)

o Building 145 meters of road in the center of Rosita with help from INIFOM

DANIDA Transport

o working in Fruta de Pan, and working on ditches and bridges in Wasakin area.

o The Municipality’s responsibility is to provide tools and food to community members when they are working. They are also to provide support in the construction of bridges. Wasakin community leaders claim that this support has been minimal.

RAAN/ASDI/RAAS


o The Municipality has submitted proposals for support from the IDR in the areas of productive development and infrastructure. IDR has the plans, and is in the process of putting together the technical team. The initiative will involve the development of an agro system, including farming support and pig farming. IDR has also suggested that they may give the Municipality 2 million córdobas for community road repair.

o There are plans to construct a new municipal building with supporting

funds from FADCANIC. Right now, the Municipality lacks sufficient funds to complete the project.

o There are two INTA technicians conducting soil and seed studies and

training farmers in Rosita, but the Mayor says that there is little or no contact between these specialists and the community. The Municipality would like to involve the activities of the technicians into its offices.

Infrastructure The Rosita Municipality has a very dilapidated office in the city of Rosita, which

houses 17 employees, including: o Secretary o Agronomical Engineer o Administrator o Vice-Mayor o Divulgadores (local radio station and Nuevo Diario newspaper) o Emergency Committee o Accountant

The Municipality has phone service and a fax machine, as well as 5 computers.

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Institutional Needs The principal challenge for the Municipality is the improvement of the water system. The water is in very poor condition, and a FISE study estimates that 11 million córdobas are required to fix the system. The resources for this work do not exist at present. FISE also conducted a study on the health system, and it was proven to be in terrible shape. The Municipality is four months behind in paying salaries, and requires over 150,000 córdobas just to catch up on salaries owed. Within Rosita, 13 km of roads are destroyed, and 17 br idges need immediate repairs.


Municipality is institutionally very weak. The anticipation is that it could play a role in the application for Wasakin to be a Phase II community in the World Bank Rural Electrification Project. The Municipality’s principal role will be one of participation and partnership, especially in the area of road maintenance and commitments to support Wasakin in its development.

Contact Information

Roger Acevedo Mayorga Mayor Rosita Municipality Tel: 02-731-001 or 02-731-136

Waspam Municipal Government


The Municipality’s jurisdiction covers 8,200 km2 and a population of over 45,000 residents distributed amongst 104 communities. These numbers suggest that Waspam is by far the largest municipality in the RAAN.


o Partnership o Creating administrative capacities o Ensuring proper use of funds / oversight


The Municipality is currently in the process of seeking funding from the EU for water services for the urban area, and a rural fund to finance private companies. There has also been discussion of a $1 million IDB grant to support micro-financing initiatives in the region. The Municipality is in the process of negotiating a new tripartite agreement with DANIDA for the management of roads, and is an active partner in the Tasba Raya road network.

Infrastructure The municipality has a large office in Waspam with telephone and computers, however power outages are frequent and damaging to computer systems. The Municipality has a technical unit comprised of two engineers and an accountant. The Municipality also has sub-delegations to some communities to manage municipal issues such as licenses, movement of cattle, etc.

Institutional Needs o Generally, there is good coordination between alcaldia and communities o Waspan enjoys good relations with Honduran neighbors o Lack of space/structures to store grain. This exacerbates the urgent need

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to conserve the quality of seeds o Income to Municipality only covers 15% of need o The current administration has been in place for 1 ½ years, and its

predecessor left nothing in terms of local coordination of development efforts

o Costs of intra-municipal travel is very high which makes communications challenging.

o There is a lack of market for agricultural production, which decreases incentive to produce. The municipality admits that it does not have the resources to manage projects directly – only to provide advice & support

Contact Information

José Osorno Mayor Waspam Municipality

Pearl Lagoon Municipal Government

Governance Elections every four years for Municipal Council, Mayor and Vice-Mayor. Council is elected by candidates – usually within the three parties. Municipal Council has five members. Currently, the mayor is from PL, vice-mayor is from Haulover, Secretary is from Marshall Point, and 1 Miskito from near Rama and 1 Mestizo from Pueblo Nuevo.


The Municipality manages community information, prioritizes community needs. PL is a small municipality, and depends upon NGOs Central Government. FISE and INIFOM and the Ministry of Hacienda. FISE has built schools and health centers. INIFOM with support from Taiwanese provides support directly to Municipality. The aid is not tied – INIFOM advises as to the budget available, and the municipality submits the priority projects. Ministry of Housing provides yearly transfer (500,000 per year usually). 20% is for Municipality overhead and 80% for projects. These funds built the new municipal offices in 2001, wharf administration, tourism office (not yet built). The municipality has only been in existence for 8 years. Receives institutional strengthening support from ASDI.


Wants to take advantage of the CARICOM. Lands in the Lagoon can produce beans, rice, fruit, etc.. but there is a lack of market. Wants to connect with Caribbean countries. Currently, the communities are only producing small amounts of rice and beans. There is no capacity to manage things like pineapple and lumber. Potential markets are Jamaica, Belize, etc.

Infrastructure 15 staff No specialists in agriculture or fisheries. Administrator, accountant, administrative support. 3 computers and people know how to use them. Telephone service and fax machine, but no email. The municipality has no truck or boat. They had a boat, but it is currently being repaired.

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Institutional Needs Greater technical presence Increased funds for project and program implementation


Provision of office infrastructure for initial pilot phase of agricultural projects.

Contact Information

Gilbert Downs Pondler Mayor Tel: 82-20-179 Fax: 82-20-179

Corn Island Municipal Government

Governance Elections are held every 4 years for: - Mayor - Municipal Council (5 people, including mayor) - 3 representatives to RAAS Regional Council

Each of the three principal ethnic groups on the island generally tries to elect a candidate from amongst its own. The first candidate to the RAAS regional council is always a Creole. In order to be elected, a candidate must have been living in the community for at least 2 years. Current Municipal Council

• Roberto Ow (Mayor) • Denis Jackson • Rincord Hunter • Ricky Downs • Deveron Downs • David Somarriba (Vice-Mayor)

Regional Councilors

• Jefferson Britton • Mariano Catuz • Winston Cash


Environmental Management Fisheries Liaison Public Infrastructure Land Registry Electricity Water and Sanitation Taxation

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In recent years, the Municipality has worked closely with MARENA with the support of the RAAN-ASDI-RAAS to undertake a comprehensive Community Environmental Action Plans for both islands. These action plans include short, medium and long term planning strategies, and includes the first ever land-use plan for the islands that comprehensively outline areas which require protection, and which areas have potential for tourism and commercial development. Within the Action Plans is an application strategy of plans for immediate rollout that can be implemented within 2 years with great effect. This includes sustainable tourism development.

The Municipality is also working with the World Bank and the Central Government on 10 km of roads. Currently, this project is in the process of being tendered. The Municipality has recently undertaken community feedback sessions to determine priorities. The results were as follows:

• Roads • Breakwaters in central areas • Slaughterhouse • Central market • Infrastructure in mayor’s office

The Vice Mayor amplified this list of priorities by including garbage collection, improvements to municipal wharf, and improvements to the health and education systems. In response to the concern around population increases on island, the Municipality is working with ASDI on a program to set immigration controls, building upon experience of San Andres Islands (Colombia).

The Municipality is very interested in supporting fisheries and agricultural development on the island. One of the initiatives that the vice-mayor shared with the consultants in the possibility of creating a protected area in a 2 mile radius around the island where nobody can fish lobster. The municipality needs to buy the large buoys in Managua in order to outline the restricted area.

The municipality is also trying to set up a program wherein a small portion of fishermen’s salaries go into a savings plan. Fishermen currently pay 1% to the municipality, which is retained by the two private companies then forwarded to the municipality. This represents a decrease from the former rate of 2%.

Infrastructure The Municipality is currently renting office space, while construction of the new

Municipality building is underway with support from the Central Government and RAAN-ASDI-RAAS.

Including Water, Energy, and Wharf Management Departments, there are 30 total staff in the municipality.

All Planning and Project staff are all university educated (5 persons total)

Institutional Needs The municipality has a challenge with workforce motivation. Some workers have

been hired as friends, and accomplish very little. Also, salaries are very low which makes attracting and retaining local professionals a challenge.

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The municipality of Corn Island has expressed their interest in playing a strong oversight and implementation role in our project prototypes on the island. Given its relatively strong organizational capacity, infrastructure and extension on the island, the consultants see the participation of the municipality as critical to project success. Institutional strengthening of municipality as it relates to supporting productive activities would be a critical aspect of any project to be developed on the island.

Contact Information

Roberto Ow, Mayor Casa del Gobierno Corn Island, RAAN Tel: 028-55-099, 028-55-065, 028-55-091

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Ministry of the Environment and Natural Resources (MARENA)


The Ministry regulates and provides standards in the areas of environmental management and natural resources. MARENA was created by decree 1-94 in January of 1994. The Ministry’s activities are mandated by Law 290 (Organization, Competition and Procedures of the Executive Authority) and Law 217 (Environment and Natural Resources Law).

MARENA has no presence in any of the four selected micro-regions of this assessment.

Leadership At present, MARENA’s activities in the RAAN are managed by Rosalía Gutierrez

in a temporary position. With the exception of the two aforementioned projects, the Ministry does not seem to have a strong presence on the coast. The consultants were not able to gather information as to MARENA’s activities in the RAAS.


MARENA is the regulatory body for environmental management in the country and the watchdog for standards in environmental issues. Their presence along the coast is principally manifest in the Atlantic Biological Corridor (CBA) initiative with support from the World Bank. MARENA is currently in the process of decentralizing its activities on the coast, and delegating environmental management authority to municipalities.


MARENA is the implementing body of the Socio-Environmental and Forestry Development Program (POSAF), which is sponsored by the Nordic Fund and the Inter-American Development Bank. MARENA attempted to launch POSAF in the RAAN in 1997, but for reasons of political interference, the program pulled out, and has never returned. Further information on POSAF is available in Appendix V. MARENA is also the implementing body for the Corredor Biológico del Atlántico (CBA), which is sponsored by the World Bank. Further detailed information on the CBA is available in Appendix V.


According to the Regional Headquarters in Puerto Cabezas, MARENA currently has no plans for Wasakin and Francia Sirpi. It has expressed a great deal of interest in collaborating with the BID through both the POSAF and CBA initiatives.

Infrastructure MARENA has small regional offices in Puerto Cabezas and Bluefields. The Ministry has no presence in any of the selected communities.


Very interested in supporting the return of POSAF to the two communities, and finding means of collaborating through its CBA initiative.

Contact Information

Rosalía Gutierrez Lopez Delegada Interina MARENA Bilwi, RAAN Tel: 028-22-201

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Ministry of Agriculture and Forestry (MAG-FOR)


The Ministry’s functions are established by national laws. MAGFOR is the develops and imposes agro-forestry and agricultural standards for the nation. The Ministry also facilitates technical assistance to agricultural producers, while supporting competit ion.


The RAAN is the least protected area in Nicaragua, with the highest rate of poverty, and the richest natural resources. In the opinion of MAGFOR RAAN Departmental Delegate Marcos Law, people in the region are not working the land as they should. After Hurricanes Mitch and Michelle, MAGFOR acquired financing from FAO to provide improved rice seeds, machetes and files to local producers. Through UNDP, the Ministry in the RAAN has provided emergency assistance. In general terms, in the RAAN, the MAGFOR office does not have specific projects to support agro-forestry activity. Only regulates and applies standards in the region.

Leadership In the RAAN, MAGFOR is managed by Mr. Marcos Law. In the RAAS, Steven Hayes Hunter – Regional Delegate


MAGFOR has three principal roles: regulatory body, facilitator of technical assistance, and implementer of standards in agro-forestry. Steven Hayes says that the Ministry on the coast lacks the resources to comply with its responsibilities on the coast. In order to be able to focus on the implementation of plans and programs, it requires more resources. There is a strong need to focus on production, because it is currently not functioning along the coast.


In the RAAN, MAGFOR is currently providing training to community leaders in the protection of natural resources, and to avert forest fires. They are also providing training in soil conservation, proper soil use for more productive harvests. MAGFOR is working with the PROVESA project, which provides veterinary doctors who move between municipalities to provide support to cattlemen to fight disease. In the RAAS, MAGFOR has prepared an ambitious strategic plan for 2002-2011, which focuses on the following five areas:

o Technical Training o Sustainable Production o Productive Infrastructure o Organizational Integration o Information Dissemination


MAGFOR’s RAAN office currently has no strategic plan or development plan. They are in the process of submitting a proposal to MAGFOR in Managua, with the consent and support of the RAAN Government, seeking increased resources to support institutional strengthening, in the hope of developing the capacity to undertake projects. MAG-FOR in the RAAS is currently working to organize the Bluefields Coconut Grower’s Association. The Ministry owns a coconut press in Bluefields, and is in the process of transferring legal ownership to the Association in the hopes of rehabilitating coconut exports from the region.

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Infrastructure Bilwi is the regional office for RAAN. In Siuna, Rosita, Bonanza, Prinzapolka, Waspan and Waslala, MAGFOR has a delegation based in each of the municipal offices. These delegates support the imposition of standards and facilitate technical assistance.

In Bilwi, MAGFOR has 10 total employees spread out over the whole of the RAAN. This includes the 6 municipal delegates. 9 are agro-forestry and agricultural specialists. The Bilwi office has telephone and fax, and a computer donated recently by USAid.

In the RAAS, MAGFOR has an office with 13 staff. Of the 13, 2 agricultural engineers, 1 technician in agriculture, and a technician in agro-forestry. There is also a veterinarian. Steve Hayes has a Masters in agro-alimentary. RAAS has a small building in Corn Island which was used for an initiative to protect against a worm. There are 3 persons there now, but only for the worm program. There is no infrastructure in Pearl Lagoon. They have a small building in La Cruz. MAGFOR has a small plot of land in Tortuguero. MAG-FOR RAAS has a vehicle and some small boats with outboard motor.

Institutional Needs The RAAN office (Bilwi) is totally dependent upon the resources and support

provided by MAGFOR in Managua. The office lacks budget to undertake projects, and has no vehicles to go out into communities, implement projects and monitor agro-forestry development. The office needs a variety of basic office infrastructure, including a photocopier and vehicles. The RAAS is in search of resources and collaboration to be able to implement the programs and projects outlined in its strategic plan.


MAGFOR has expressed a great deal of interest in playing a role in the implementation of project prototypes in both the RAAN and the RAAS. In the RAAN, it is not likely that MAGFOR would have a large role to play, given the lack of institutional capacity and physical infrastructure.

MAGFOR wants to assist in the market studies. Also, wants to assist in the training and support of the farmers. They cannot devote professionals full-time.

MAGFOR wants to put together a technical team specifically for this project. It is necessary to have constant follow-up to the project. One specialist to assist with market studies, etc.. another to work on planting plans, communications, etc. The technical team could be in PL and the communities 3 days a week and 2 days in Bluefields.

Contact Information

Steven Hayes MAGFOR RAAS Tel: 822-2095 Fax: 822-2095 Marcos Law Departmental Delegate MAGFOR RAAN Barrio Libertad, Frente a la Escuela de Enfermeria Bilwi, RAAN Tel/Fax: 028-22-371

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Universities

Universidad de las Regiones Autónomas de la Costa Caribe de Nicaragua (URACCAN)


URACCAN is an intercultural university, dedicated to supporting indigenous communities along the Atlantic Coast of Nicaragua by strengthening the autonomy process by means of supporting self-management processes, fostering coastal multi-ethnic unity and providing for the integrated training and education of coastal men and women. The mission of URACCAN is the training of human resources to deepen the exercise of autonomous rights.


URACCAN received its legal status in May of 1993 by National Assembly decree, and became a member of the National Council of Universities in 1996. With its rights as established in the Autonomy Law of Superior Education Institutions, URACCAN receives a percentage of the annual national budget for superior education.

Number and Location of Campuses

Campuses are located in: o Bluefields (Extension to Pearl Lagoon and Nueva Guinea) o Siuna (Extension to Rosita and Bonanza) o Bilwi (Puerto Cabezas – Extension to Waspam)

Students and Faculty

Over 4,000 students total in 3 campuses

Finance URACCAN has received funding from the following sources: o National Government; o Canada; o EU; o GVC (Italy); o Diaconia Suecia; o Horizontes 3000 (Austria); o APSO (UK-Ireland); o Oxfam UK; o KEPA (Finland) and o Ford Foundation

90% of students receive national and/or international financial support grants/scholarships. 50% of teachers are of indigenous descent. Several professors are studying their Masters at the University of York in Canada through a partnership program.

Project Experience Through its four research institutes (outlined below), URACCAN has prepared a variety of community extension programs – called ‘diplomados’. The university has a strong presence throughout the region.

Courses/Faculties Pertinent to Project Prototypes

Faculties: o Education Sciences (English, Spanish, social sciences, natural sciences,

inter-cultural education) o Nursing o Public Health (Masters) o Sociology (focus on autonomy)

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o Business administration, public administration, banking and finances, o Natural resources o Agro forestry o Computers

Post Grad:

o Autonomy o GIS o Communal Forestry o Small Business Administration o Social Anthropology

Four Major Institutes for Research:

o Institute of Natural Medicine (INTRADEC) o Institute of Natural Resources and the Environment (IREMADES) o Institute of Linguistic Promotion and Cultural Renewal (IPILC) o Institute of Studies for the Promotion of Autonomy (IEPA)

Partners Regional, National and International Organizations

Contact Information

Dr. Myrna Cunningham Kain Chancellor and Rector Email: [email protected] or [email protected]

Bluefields Indian & Caribbean University (BICU)


The BICU’s vision is to be a prestigious university at the national and international level, characterized for its excellence and providing Nicaraguan society with appropriate professionals and technicians with high levels of scientific knowledge, high self esteem and a strong sense self identify and, social sensibility, and who are capable of promoting the region’s multi-ethnic culture while fostering sustainable development and the autonomy process with an emphasis on indigenous communities.

The mission of the University is to train professionals and technicians through quality educational programming and scientific research activities, capable of promoting and defending the autonomy process, respect for human dignity, gender equality, and the protection and conservation of the environment as a fundamental element of integrated development in a multiethnic society.


Founded in 1991 in Bluefields. BICU was recognized by national council of universities in 1992, and made a member in 1995. BICU receives funding from national government. It is a community university with mission to guarantee university education to different ethnic groups in the region.

Number and Location of Campuses

Campuses: o Bluefields (headquarters) o Puerto Cabezas (CIUM-BICU) o Rama City o Corn Island

BICU has agreements with several national universities

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Students and Faculty

Over 3,300 students total in four campuses, with over 200 professors.

Priorities o Curriculum reform and self-evaluation in the context of accreditation o Strengthening of research programs o Technological modernization and infrastructure improvements o Professional development of teachers o Increase and consolidate support programs to rural and indigenous

communities o Consolidation of post grad programs o Consolidation of Biodiversity Institute and Environmental Studies o Consolidation of Language School, and bilingual character of the

University o Increase program coverage in indigenous communities

Finance BICU receives funding from: o Central Government o Swedish Diaconía o Bread for the World o Mennonite Church o Moravian Church in Germany

Tuition fees are largely ceremonial, and 40% of graduates are exonerated from their fees. 6% of students have complete scholarships. The cost of an academic semester is 350 córdobas.

Governance BICU is ruled by a 21-member council. The Board of Directors is informed by representatives from each indigenous group.

Courses/Faculties Pertinent to Project Prototypes

o Faculty of Natural Resources & the Environment o School of Marine Biology o School of Ecology

o Faculty of Economic and Administrative Sciences o Finances and Accounting o Business Administration o Tourism & Hotel Administration

o Faculty of Legal Sciences o School of Law

o Faculty of Educational Sciences o School of Education o School of Mathematics o Rural Teaching School

o Agro Forestry Faculty o School of Agro forestry Engineering

o School of Nursing o Language School o Scientific Research Department o Computer Center

Community Extension Programs and Research Centers

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o Biodiversity and Environmental Studies Institute (IBEA) o Training and Development Program (PCD) o Center for Socioeconomic Studies o Center for Community Research and Extension o Center for Aquatic Research (CIAB)

Initiatives

o Scientific field trips o Water monitoring in Bluefields Bay and Pearl Lagoon o Aquatic research station o Diving school o Tourism research project o Establishment and follow-up on network of community promoters of

conservation of protected areas, with CBA

Partners DANIDA o Transport program

PROCODEFOR (Dutch) – forestry project o Research, training and development

DIPAL o Development of artisanal fishing through centro de investigación acuática

The University is currently seeking funding to integrate Corn Island, and are working towards the establishment of a soil-testing lab in the region.

Contact Information

Professor René Cassells Tel: 82-21-655 or 82-21-910 Fax: 82-21-277 Email: [email protected]

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APPENDIX VI - PAST AND CURRENT IDB AND OTHER MULTI-LATERAL INTERVENTIONS ON ATLANTIC COAST OF NICARAGUA This section presents a brief outline of select development interventions and Donor activities on the Atlantic Coast of Nicaragua. It is not an exhaustive review, nor do the authors suggest that the analysis presented is definitive in any manner. The mandate and resource limitations of the current project prohibited an extensive analysis of prior projects. In most cases the information presented has been gleaned from project reports and, where possible, interviews with one or more direct stakeholders in the project. The information is meant to be used for background purposes only and should not be construed as an evaluation of the projects in question.

Atlantic Coast Local Development Program

Project Sponsor Inter-American Development Bank (NI-0107)

Budget $9.25 million

Implementing Agency

Social Investment Fund (FISE)

Other Stakeholders and their Role

o The North Atlantic Autonomous Region (RAAN); o The South Atlantic Autonomous Region (RAAS); o Ministry of Health (MINSA) o Ministry of Education (MEDC)

Major Objectives The objective of this program is to strengthen the governance capacity of Atlantic Coast institutions to guide and manage the region’s sustainable development. Specifically, the program will: (i) strengthen Regional Government capacity in financial management, administration and development planning; (ii) create community and municipal capacity in project identification and land use planning and natural resource management through the introduction of a participatory planning methodology (PPM); and (iii) undertake innovative interventions that will address the key issues and lay the basis for strengthened regional delegations of the health and education ministries.

Proposed Activities The program consists of three components: (i) Institutional strengthening of the Regional Governments; (ii) Local investments in participatory planning and small-scale priority

projects; and (iii) Innovative interventions in: (a) health and (b) education. Program

management activities will also be financed.

Major Challenges At present, the only initiative actually in execution under the auspices of this program is the Regional Drug Prevention Plan.

IDB is in the process of rolling out the other initiatives within the program.

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Lessons Learned “The operation’s success depends on the ability of the Regional Governments to develop the capacity to guide and manage regional development processes based on a deepened decentralization. The operation’s feasibility therefore rests upon the political will to undertake the required improvements and on the continued participation of local actors who ensure that the institutional strengthening of the Regional Governments is as much grassroots as donor driven. In this regard, a participatory program preparation process has promoted Regional Government ownership at each stage. This has already resulted in decisions by both Regional Governments to introduce reforms into their financial management, administration and planning systems along the lines of the performance improvements sought by the program. The program involves a wide range and a large number of different institutional actors both from the Atlantic Coast and Central Government. Program execution will depend upon close and effective inter-institutional collaboration and a shared understanding of lines of responsibility, reporting and decision making among the different participating institutions. To minimize the execution risk the roles of each participant institution and the inter-institutional framework will be clearly defined in the Program Operating Regulations. “

The program will face significant challenges as it builds execution capacity at the level of the Regional Governments. Financial resources are therefore available to contract technical assistance in key areas. In addition, the Program Coordinating Unit will also provide advice and technical support. Furthermore, the Bank will support execution with the contracting of a full time consultant who will assist program supervision throughout its duration. The success of the health and education components is predicated on the creation of effective communication channels between the central ministries and the Regional Units. These channels have been historically weak due to technical and cultural factors. The program has directed resources to address this issue and to improve coordination between the executing units and the other units at the central level.”8

Corredor Biológico Atlántico (CBA)

Project Sponsor World Bank

Timeframe & Status

4 phases of 4 years each (16 years in total)

Budget $23.6 million

Implementing MARENA (Ministry of Natural Resources Management) is responsible for overall project implementation

8 Atlantic Coast Local Development Program (NI-0107) Executive Summary

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Agency


o Consulting firm CarlBro won a competitive bid to manage project interventions.

o Global Environment Facility (GEF) provides co-financing

Geographic Focus 32 municipalities in 5 departments plus RAAN and RAAS

Major Objectives The project's goal is to establish an efficient, demand-driven, agricultural technology, knowledge and innovation system in Nicaragua.

Major Accomplishments

o Development of map of priority areas in the RAAN and RAAS. o Completion of community diagnostics and draft development plans for

several communities in RAAS and RAAN

Major Challenges Prospects for sustainability of specific project interventions are mixed Difficult to strengthen national government institutions responsible for building and maintaining multisectoral relationships with state and municipal governments

Impact on Afro-Latin and Indigenous Peoples

The majority of the roughly 50 priority communities selected by CBA in the RAAN have predominantly Miskito and/or Sumo/Mayangna populations. In the RAAS, Marshall Point and Orinoco are priority communities, while in the RAAN, both Francia Sirpi and Wasakin are also priority communities.

Lessons Learned o Potential sustainability at local level is good, due to significant gains in institutional development at the municipal level

o Project is in its fourth year, and is now in the process of developing sustainable development plans for selected priority communities in the RAAN and the RAAS. Selected communities in the RAAN include Wasakin and Francia Sirpi, and the Consultants have been in communication with Enrique Rodriguez in the RAAN and David Bradford in the RAAS to share information as it comes available

o CBA has expressed tremendous interest in collaborating with any BID initiative in the selected communities

Contact Information

Maria Marta Abounza Coordinator, CBA Managua Tel: 263-2835 Aldo Fonseca Sub-Coordinador, CBA Managua Tel: 263-2835 Ing. Hector Rodriguez Especialista Regional Agropecuario, CarlBro/CBA Casa de Gobierno Regional Bilwi, RAAN Tel: 028-22-582 or 263-2835 [email protected]

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Rodolfo Spear Técnico Enlace, CBA Casa del Gobierno Bilwi, RAAN Tel: 028-22-582 David Bradford Coordinador, CBA – RAAS Bluefields, RAAS Tel: 082-20-536 [email protected]

Effects and Potential Sustainability of the Rural Municipalities Project (Protierra) in Nicaragua

Project Sponsor World Bank (IDA Credit 29180)

Timeframe & Status The project was launched in March 1997

Budget US$3 million

Implementing Agency

Nicaraguan Institute for Municipal Development (INIFOM) Ministry of Natural Resource Management (MARENA)


o Communities o Municipalities o Regional Governments

Major Objectives Reducing rural poverty and improving natural resources management. Specific

objectives are: o Establishment of municipal and community-based mechanisms to reduce

rural poverty through investments in infrastructure, small community-based subprojects, and improved natural resources management

o Create and/or strengthen institutional capacity to establish and implement a legal framework on natural resources that considers national, regional and global priorities

o Promote long-term conservation and biodiversity protection in the Atlantic Region of Nicaragua

Contact Information Norman Piccioni

[email protected]

Productive Agricultural Reactivation Program

Project Sponsor Inter-American Development Bank (NI-0159)

Timeframe & Status The Program is projected to have a duration of 5 years. It is just recently underway.

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Budget $60 million IDB / $6.7 million local contribution The Bank would ideally like to see an average budget of $170,000 for Atlantic Coast projects – with a functional minimum of $100,000 and a maximum of $400,000 per project.

Implementing Agency

Instituto de Desarrollo Rural (IDR)


Ø Local communities Ø Municipalities Ø Civil Society Ø Regional Governments

Geographic Focus This project is to be implemented throughout the country with a goal of 120

municipalities within 5 years. • The focus is on small-scale farmers in rural zones which are potentially

productive, but which lack basic support and minimum resources to capitalize on potential due to poverty or natural disasters, or for the crisis in the coffee market.

• Geographic coverage of the program will be expanded in this stage to include Leon and Chinandega, which currently do not receive support for productive activities. Activities will gradually be initiated in some areas of the Atlantic Coast.

Major Objectives The goal of the countrywide project is increased productivity in the agricultural

sector, with an integrated vision for agro-business through the introduction of specialized technological packets, technical and management training for the commercialization of products, promotion of productive practices which are environmentally sustainable, and investment in productive infrastructure.

Major Challenges o Implementation along the Atlantic Coast. Priority projects on the coast will be presented to the respective Planning Commissions of the Regional Councils;

o Traditional farmers’ inherent resistance to change; o Weak beneficiary capacity; o Weak financial situation of the country, resulting in a lack of capacity to

support IDR initiatives; o Vulnerability to natural disasters; o Total lack of commercial credit available on coast o Lack of transportation and communication infrastructure throughout

much of the Atlantic Coast region


NI-0159 is one of the principal Bank initiatives being informed by this assessment, and as such, any implementation of the project prototypes contained herein should have a direct and calculable effect on Afro-Latin and Indigenous Peoples. In its implementation in the RAAN and the RAAS, the project will initially utilize pilot offices in Puerto Cabezas and Bilwi, and incorporating the participation and leadership of local experts whenever possible.

Contact Information Nancy Jesurun-Clements Economist Natural Resources and Environment Division

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Inter-American Development Bank 1300 New York Ave. NW Washington, DC Tel: (202) 623-2534 Fax: (202) 623-1304 [email protected]

Program to Improve the Quality of Services Provided by Tourism Small and Medium Businesses

Project Sponsor Inter-American Development Bank (ATN/ME-7574-NI)

Timeframe & Status

The initiative had just been recently launched at the time of publication of this assessment.

Budget $1 million

Implementing Agency

Nicaraguan Tourism Institute (INTUR)

Major Objectives The initiative hopes to improve the quality of services provided by tourism SMEs. It has the following specific goals:

Ø Improvement of service quality of existing tourism SMEs Ø Creation of 250 Tourism SMEs in first year of program Ø Creation of 500 Tourism SMEs over a period of three years.

Major Activities 1. Create training processes for SMEs

2. Creation and Promotion of a national system of tourism quality standards 3. Strengthening of Chamber of Small & Medium Tourism Businesses

(CAMTUR) The initiative will assist in the preparation of marketing packages to outline tourism services being offered in the country.

Contact Information

Mauricio Peralta INTUR

Socio-Environmental and Forestry Development Program (POSAF)

Project Sponsor Inter-American Development Bank and Nordic Fund (PO-1084/SF-NI)

Timeframe & Status POSAF I was launched as an initiative under the Forestry Action Plan. At the time of the publication of this study, POSAF II was in the process of being implemented.

Budget According to POSAF documents, the total project budget is $24.4 million.

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In POSAF II, $1.5 million has been allocated to projects along the Atlantic Coast to be divided equally between the RAAS and the RAAN. Each project will have a budget ceiling of $225,000.

Implementing Agency

POSAF is being implemented by the Nicaraguan Ministry of Natural Resources and Environment (MARENA)


Co-Financing is being provided by: o PMA o TROPISEC o PROCAFOR o WINROCK-AID o PROSESUR

The project is implemented through OCEs (Co-Executing Organizations) in each community.

Geographic Focus The initial phase of POSAF was implemented in the following regions of Nicaragua: Managua, Matagalpa, Carazo, Esteli, and Nueva Segovia. In POSAF II, which is currently being implemented, MARENA will be working with 24 municipalities including several along the Atlantic Coast, though POSAF has not yet identified target communities, nor has a template for community/beneficiary selection in the region.

Major Objectives The general objective of POSAF is to promote the sustainable management of natural resources, conserve protected areas and strengthen the institutional framework around environmental management, all with the goal of improving the socio-economic conditions and the quality of life of the rural population in the country.


Specific activities within POSAF are the provision of support and incentives to foster the rational use of natural resources in poor and environmentally degraded rural areas of Nicaragua, to facilitate change in the extensive cattle -raising systems and pastures within forested areas, and to support sustainable and diversified agro-forestry production under an integrated forestry management plan.

Major Challenges POSAF prerequisite for beneficiaries is that land must be owned privately. It will have to be determined how to include communally held land within the program. POSAF has no experience working with communal lands, nor with projects on the coast, and are eager to get started right away.


POSAF is prepared to work with the IDB to support the communities recommended in this assessment, as long as they meet program criteria.

Lessons Learned An attempt was made to implement POSAF I in the RAAN in 1997. Political complications caused the Program to pull out of the region. POSAF is interested in the findings and recommendations of this study to help guide their re-entry into the region.

Other Notes and OCEs and project participants must be able to prove that they have worked in the area, have good working relationship with the communities and the regional

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Observations government before receiving POSAF support. Incentives are generally $1,300-$1,500 per producer over a 3 year period, which underwrites the purchase of materials, planting and management tools, and training.

Contact Information Georgina Orozco Planning Coordinator Socio-Environmental and Forestry Development Program (POSAF)

Support to the Sustainable Human Development in Indigenous and Mestizo Communities in the Northern Zone of the Southern Atlantic Autonomous Region (ProRAAS II)

Project Sponsor United Nations Development Programme (UNDP) and the Dutch Embassy.

Timeframe & Status

The first stage of ProRAAS II took place from July 1997 to July 2001. Before ProRAAS II, there was a ‘bridge phase’ between the original ProRAAS which was itself preceded by efforts supported by ACNUR.

Budget ProRAAS representatives in Bluefields suggested that the total budget for ProRAAS II was in the vicinity of $3 million.

Implementing Agency

UNOPS offices in Guatemala had responsibility for project implementation, while the local administrative team was headquartered in the UNDP office in Bluefields.


o United Nations Office for Project Services (UNOPS) o Government of the Southern Atlantic Autonomous Region (GRAAS) o URACCAN o BICU o FADCANIC o UNAG_ARNIG o IDSIM o INTA o MARENA o MAGFOR o OAS o INPRU o CEPAD o IDSIM o Municipal Governments

Geographic Focus The focus of the project was on Northern communities of the RAAS.

o Desembocadura (6 indigenous communities – Kara, Karawala, Sandy Bay, La Barra, Walpa, La Esperanza)

o La Cruz (Makantakita, Makantaka, Tumarín Indígena, Muelle Real, Siawas, Kansas City and others)

o Tortuguero (28 communities) o Northern Zone of Pearl Lagoon (Pueblo Nuevo, Fruta de Pan, Laureles,

La Quinta, Punta Fusil, El Papel)

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Major Objectives Food Security – attempt to guarantee that communities would have a minimum amount of food, without using donation. Improved seeds (rice & beans) were given to the communities through a promoting network in each community responsible for 5-10 families. This was a revolving, in-kind fund where the communities were expected to return 150% of the seed provided to them. Community-managed “Seed banks” were created in each community, including some metallic silos and storage areas ranging from 4 – 30 quintales in size, totaling roughly 70 in the region. Institutional Strengthening – improved governing capacity of institutions, such as community-based growing organizations, universities (special diplomas in management and community development delivered in central locations, to support community leaders), elder’s councils, municipalities.


ProRAAS feels that there is a greater level of understanding amongst the communities of the value of their natural resources. There is also a process of identification of resources (physical location, description, taxonomy, economic potential, etc.) that has begun as a result of project activities. The communities are better prepared and organized to protect their natural resources, and there was a large participation of women. One of the community cooperatives supported is now exporting their product directly.

Major Challenges • Preoccupation of local partners around lack of follow-up funding to project after the termination of financial support from the Dutch Embassy.

• Family members approached resource management and exploitation very timidly, and the incorporation of women in the local organization was very complicated.

• Strong need for transfer of technology to the communities


ProRAAS was focused on rural communities in the northern region of the RAAS, including several Garifuna and Creole communities. There was a very strong focus upon the participation of women in the project, including the abolishment of discrimination against women, gender equality, and guaranteed participation of women in all aspects of project planning and execution.

Lessons Learned o The development of a co-execution mechanism was crucial for the project, allowing for local participation and consultation in the planning of project activities, as well as the promotion of self-management during various stages of project execution. The project was co-executed with INTA, MAG-FOR and MARENA. INTA provided a technician to teach how to build silos. MAG-FOR provided technical assistance and training as well providing improved seed. MARENA provided satellite images.

o Regional experts and technical staff were consulted and employed throughout the project.

o Agreements with community and regional governments contributed to the promotion and legitimization of ‘ social contracts’ between members of the community and community/municipal leaders. This supported the building of social capital and territorial identities, while building confidence and commitment, and dignifying local authorities.

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o Systematic execution of the research component would have contributed to the quality of various interventions.

o Made decision not to ‘compete’ with activities of the Corredor Biológico del Atlántico (CBA)

o Need to simplify project administration and procedures in light of a very complex and confusing institutional structure.

o Smaller storage silos were more effective than larger ones.

Contact Information

Norman Howard Taylor Co-Director, UNDP Office Bluefields, RAAN Tel: 082-200-90 Fax: 082-213-23 Email: [email protected]

World Bank Energy Project in Rural Areas

Project Sponsor World Bank

Timeframe & Status The official launch date was April 2002 using Policy and Human Resources Development Fund (PHRD) grants already approved for the project’s preparation phase by the Japanese Government. The preparation phase includes:

a) Identification of new productive applications and opportunities to expand existing business or create new ones, as a consequence of electrification;

a) Stakeholder consultations for enhancement of participation and ownership, as well as demand for Business Development Services (BDS);

b) Identification of specific micro business opportunities and social applications, and

c) Financial analysis of fee-for-service delivery mechanism for electricity provision and selected micro business opportunities.

The technical project design and economic feasibility analysis and the environmental impact assessment are due to start during the month of July 2002. The project is expected to have a 5-year duration.

Budget Project Preparation Funding US$ PHRD $446,400 Government $50,000 Other Sources: TOTAL $496,400

Project Financing Plan US$ IBRD/IDA $9.0 million Government $6.0 million Co-financiers : Private Sector $3.0 million Global Environment Facility Grant $2.0 million Total $20.0 million

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Implementing Agency

Comisión Nacional de Energía – CNE (National Energy Commission)


The major project stakeholders are: (1) The strongly-committed national government, which will establish the

supportive policy framework and, through CNE, provide key information and selective financial assistance for renewable energy promotion;

(2) The provincial and local governments that will be directly involved in supporting local renewable energy promotion initiatives;

(3) The national and local financial institutions that will be encouraged and helped to provide term credit for the purchase of renewable energy equipment; and

(4) The local communities that will be encouraged and helped to develop community-based energy supply proposals;

(5) The rural small and medium enterprise (SME) that will gain capacity on how to improve their productivity with the help of electricity;

(6) The individual households that will be given the option and assisted to purchase renewable energy services; and

(7) Key donors.

Geographic Focus and Selected Communities

Reconnaissance of candidate sites and selection of pilot sites for Phase-1 took place during the month of April of 2001 These sites are the communities of El Bote-El Cua (Jinotega), El Ayote (RAAS), La Unión (RAAS), Francia Sirpi** and four bordering communities (Sangni Laya, Auastingni, Saklin and Ulwas) . The first three are medium-sized communities located in the central part of the country; the last are small communities located in the northern most part of the Atlantic Zone dispersed in the municipality of Puerto Cabezas and Waspan. The selected sites represent a diverse physical and socio-economic characteristics that would be useful in designing a nationwide replication strategy. The project will also identify 15 additional sites for a second phase (RAAN, RAAS and selected sites on the pacific coast).

** Francia Sirpi and the surrounding communities appear to be typical of many communities in the Atlantic Zone: small size, low household density and very low income levels. All of these are of Miskito descent save for Auastingni which is considered of Sumo Mayagma descent.

Major Objectives The Government of Nicaragua requested assistance from the World Bank to

improve access to electricity of its rural populations living in areas remote from the electrical grid. This assistance will be part of a national rural electrification strategy now being prepared by the Comisión Nacional de Energía (CNE) that seeks to improve the electrification rate for the present 60% of the total population to 90% by 2012.

The off grid rural electrification project (PERZA) is expected to electrify about 18,000 off grid households and other users through a variety of decentralized energy systems. However the principal objective of PERZA is not so much infrastructure provision but the piloting of sustainable approaches in fairly representative un-electrified off grid sites that could later be the basis for replication nationwide.

The new approaches are based on principles that include: (1) attracting new players (investors, financial intermediaries, local operators and others) so that the

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government does not bear all of the risk; (2) properly pricing energy to improve access; (3) providing financing to (a) lower first cost and (b) meet willingness to pay, and (4) establishing a long term maintenance and supervision arrangements to improve sustainability.

This also includes two additional permanent components:

1. Micro-finance Component. This component will balance outreach concerns with a recognition of the importance of financial sustainability for micro-finance service providers. Since micro-finance can be a challenging and risky activity, especially in rural areas, the component has been designed with key risks in mind. A one-time subsidy to cover part of the electricity system installation costs will be provided by another component of the project. This will enable lower income households to sign up for commercially priced micro-finance and create a credit history. During project preparation, market research on specific project sites will be provided to the participating micro finance institutions, lowering the risks faced by the MFIs and enabling them to invest in new product development and innovative delivery systems that match local market conditions. Since the Atlantic and Pacific regions are very different, in terms of population density and economic activities, the component will develop distinct strategies for the sustainable provision of micro-finance services to households and micro businesses. In each region, the strategy will build on what has been proven to work in less isolated sites and will match the potential clients to the methodologies and products of micro-finance institutions which are active in nearby areas.

2. Business development services component. Given the planned electrification solution, the existing business profile and the identified productive applications in each pilot site, the appropriate technical assistance package to support MSB development will be provided by the project. Business Development Services (BDS) provided in the project will range from (i) BDS based on modern information and communications technologies (ICT), (ii) standard BDS for isolated communities including support to start up businesses selected from in a wider range of activities, and (iii) BDS specifically tailored to suit particular needs of each community. The choice of BDS to be provided will depend on the type of economic activities and the availability of cost-efficient telecom solutions identified in each community and surrounding communities in the preparation phase. Activities would range from BDS designed to promote productivity in a predominant and dynamic sector in the local economy to BDS for upgrading subsistence economy where BDS would mostly benefit household businesses, productive activities derived from uses of electricity and trade activities for local products. Delivery mechanisms for BDS will vary accordingly, from ICT-based BDS centers with or without remote facilities, to more traditional group training programs and extension services. As in the case of micro-finance, the main targets of the BDS component are the communities located in the pilot sites, but the service might reach a broader base of clients to ensure economic viability of BDS delivery.

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Principal Activities / Project Implementation

Municipal authorities can submit written requests to the Comisión Nacional de Energía to be considered under the national plan for rural electrification detailing population size, number of households, primary and secondary economic activities and any other information relevant to the request.


CNE has successfully coordinated the stakeholder consultations for BDS demand, the identification of specific micro business opportunities and social applications and the financial analysis of fee-for-service delivery mechanism for electricity provision and selected micro business opportunities. There has been a selection of the firm that will be doing the technical project design and economic feasibility and the project management and implementation support design and the study are scheduled to start the fourth week of July of 2002.

Lessons Learned All of the selected communities have retained their ancestral form of community government that is made up of a syndic (community leaders), a “wihta” (judge) and a council of elders who are responsible for community matters and representing their community in dealings with the municipal, regional and national authorities. Community decisions are taken through community assemblies where everyone has the opportunity to voice out their opinions and receive feedback from other members of the community. Centro Conades de ADNOR/SIAP ignored this hierarchy in implementing an agricultural component that involved a rice mill that was to give added value to rice production. In doing so the project handpicked a selected group in the community and gave them administrative, technical and operative training. This group eventually became managers of the project. However, this was done without consulting community authorities. When the promoters passed the administration and operation of the project (rice mill) to the community, the community did not recognize the managers as a group representative of the community, and they were replaced by a untrained group that did not have the proper qualifications but had the credentials of the community authorities to operate and administrate the rice mill and as a result the project failed. (As a reminder of this hard learned lesson the site that served to house the mill, and whatever is left of the mill itself [machinery, etc.] still stands to welcome new comers into Francia Sirpi.)

Local Contact Information

Raul Solorzano, President of the Comisión Nacional de Energía (CNE), Álcala Bolaños, CNE Executive Secretary, Herminia Martinez, Project Coordinator, Victor Valencia, Interim Coordinator, Harold Somarriba, BDS Specialist - [email protected]

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APPENDIX VII - KEY B ILATERAL AND OTHER PROMINENT DEVELOPMENT AGENCIES In addition to the IDB and World Bank, there are a number of multilateral and bilateral development agencies that have a history of activity on the Atlantic Coast. Below is a summary of information on the most active amongst these organizations, with an outline of their particular focus areas and specific project information. All information below was provided directly from the organizations themselves, or through the Bank’s Managua office. Readers should note that the information is not comprehensive, nor was it verified in any manner. It is presented for general information purposes only and users of the information should verify it with the various institutions.

ASDI – Swedish International Development Agency

AREAS OF FOCUS Institutional Strengthening Sustainable Development

CURRENT PROJECTS Project name: Strengthening of Health System (2000-2003) Implementing Agency: Central MINSA and Silais RAAS Local partners: Silais RAAS Timeframe: Year 2000-2003 Project location: RAAS communities Approximate Budget: US$1 million

OTHER INFORMATION 1. Supporting institutional strengthening (democracy, gender, and citizen participation.

2. Initiative for local development (methodology, Micro-planning) 3. Mechanism of coordination between different levels, national,

regional, local and communities. 4. Helping MINSA to improve their capacity to provide better

health service and prevention for local community

CIDA – Canadian International Development Agency

AREAS OF FOCUS Water, Preventive Health Education, Institutional Strengthening, Infrastructure Development

CURRENT PROJECTS 1. Socio-Economic Development of Prinzapolka Area Implementing Agency: Contigo International Local Partners: Contigo International with 16 communities in the municipality of Prinzapolka. Current Budget: $2,000,000

2. Water and Sanitation for city of Bluefields (1999-2005)

Bluefield’s Municipal, ENACAL, Civil Society of Bluefield’s Current Budget: $4.3 million

3. Institutional strengthening, water and sanitation triangle of the

Las Minas Region (Siuna ,Rosita, Bonanza) Implementing Agency: Save the Children Canada,

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Local Partners: URACCAN, BICU & others NGOs Current Budget: $1,000,000

The purpose of CIDA’s Bilateral Programming Plan (BPP) is to inform

readers of the sectors in which CIDA will focus its bilateral program in Nicaragua from 2002 to 2007. This plan provides the rationale for CIDA's choice of areas for intervention among the many needs identified as important for Nicaragua's development. In approaching this task, CIDA has focused not only on what CIDA has done and is doing now, but on the critical needs for Nicaragua's development. These have been drawn from many sources, both governmental and non-governmental, and are well articulated in the Nicaraguan Poverty Reduction Strategy (PRS) which CIDA will use as its main guide for programming in Nicaragua in the coming years.

CONTACT INFORMATION

Enrique Medina Assistant to the Director CIDA Tel: 268-1983 Email: [email protected]

DANIDA – Danish International Development Agency

AREAS OF FOCUS 1. Support to small rural transport network

2. RAAN decentralization program (INIFOM)

3. Environment

CURRENT PROJECTS Currently, DANIDA Transport is managing 30 projects in RAAN and RAAS. They have recently completed construction of wharves in Pearl Lagoon and Kukra Hill, and are considering a proposal for making improvements to the trail between Kukra Hill and Pearl Lagoon, so that it may be passable year-round.

DANIDA works through Transport Committees in each region. Mayors make proposals to the Committees, and participate in selection of roads and docks to be constructed. Local users themselves are trained to build roads.

DANIDA provides these services under the following conditions:

o A local road committee be formed

o Locals pay 5% of total cost of project

o Maintenance of road managed locally

DANIDA provides maintenance support that varies by project. This often means that DANIDA often works with some communities for years. Local contractors to build roads, and are given extensive training.

The RAAN Decentralization Program provides Training, funds & materials to municipalities.

DANIDA is also running an Environmental Program in the area of

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Waspan, Bonanza and Siuna. Centro Humbolt is the local counterpart. The project has a budget of $833,846, and the time frame is from 1999-2002. DANIDA also sponsored a Civic Education Program, which wrapped up in 2001 under a $313,000 budget.

APPROXIMATE ANNUAL BUDGET

DANIDA is the largest single donor to transport initiatives in the country, contributing over $10 million per year. The transport budget for the Atlantic Coast is as follows:

2000 - $4.0 million

2002 - $2.5 million

The RAAN Decentralization budget is $600,000 in 2002. This allocation is expected to increase to between $1 and $2 million from 2003 forward.

OTHER INFORMATION Wagn Winkel Ministro Consejero DANIDA Managua Tel: 268-0250 Rodolfo Sandino DANIDA Coordinator for the RAAN 032-22-266

European Union

AREAS OF FOCUS Health, Justice, Education, Integrated Rural Development, Productive Sector

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CURRENT PROJECTS Project Name: Health Implementing Agency: MINSA/SILAIS RAAN, Health Unlimited,

Medicos del Mundo Local partners: SILAIS-RAAN Timeframe: Year 1998-2004 Project location: Siuna Budget: $1,665,200 Project name: Justice Implementing Agency: Supreme Court Local partners: Supreme Court Timeframe: Year 1998-2001 Project location: Puerto Cabezas Budget: $1,840,000 Project name: Education Implementing Agency: MECD, Caritas, Vicariato Apostólico de

Bluefields, INATEC, Terra Nuova, FADCANIC, Other NGOs to be defined

Local Partners: Vicariato Apostólico de Bluefields, FADCANIC Timeframe: Year 1997-2006 Project location: Bluefields & triangle of the mines (Siuna ,Rosita,

Bonanza), others RAAN Municipalities Budget: $2,012,960 Project name: Integrated Rural Development Implementing Agency: Regional Government-RAAN Local partners: Regional Government Timeframe: Year 1999-2002 Project location: Waspam Budget: $4,140,000 Project name: Productive Sector Implementing Agency: CRIC, Terra Nuova, CIDCA, UCA, URACCAN Local partners: CIDCA, URACCAN Timeframe: Year 2000-2003 Project location: Puerto Cabezas Budget: $655,040

OTHER INFORMATION Francisco Berna European Union Carretera a Masaya, del Colegio Teresiano una cuadra al este Managua, Nicaragua Tel: 270-4499 Fax: 270-0398 [email protected]

FINIDA – Finnish International Development Agency

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Areas of focus Land Demarcation, Democracy Promotion, Human Rights, and Education

Current Projects Project: Promoting Democracy, human rights, and education Partners: Local NGOs Estimated budget: $ 2,460,000 Time frame (2001-2004)

Project: Land demarcation, human rights, gender and democracy, Civil

society Partners: Local NGOs Estimated budget: $1,500,000 Time frame (2001-2003)

GTZ – German Technical Cooperation

AREAS OF FOCUS Sustainable Management, Protection of Natural Resources,

CURRENT PROJECTS Project name: Sustainable management and protection of natural

resources in the RAAN Implementing Agency: MARENA/SERBSE (secretaría tecnica de

Bosawas Local partners: RAAN Municipalities (Waspan-Bonanza-Siuna-

Waslala- Cuá –Bocay, Wiwili) Current Annual Budget: $1,000,000 Time frame: (1994-2004) Objectives: Conservation of the natural ecosystems and to assure space

of life of the minority ethnics groups in the reservation of Biosphere of BOSAWAS (advance of the agriculture frontier and all illegal pruning, titling of indigenous lands)

Project name: Sustainable management and protection of natural

resources in the RAAS Implementing Agency: MARENA/SERBSE (Secretaría Tecnica de

Bosawas Local Partners: RAAS Municipalities Current Annual Budget: 5,000,000 (Yearly) Time frame:(1995-2005) Objectives: Conservation of the natural ecosystems and to assure space

of life of the minority ethnics groups in the reservation of Biosphere of BOSAWAS (advance of the agriculture frontier and all illegal pruning, titling of indigenous lands)

OTHER INFORMATION GTZ has been active in Nicaragua for over twenty years. Since the restoration of the democracy in 1990, Nicaragua has been a key country for German technical cooperation. GTZ is helping to address the country’s complex problems through promotion of measures in the following sectors

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o Private sector and employment

o Rural development and sustainable protection of natural resources

o Modernization of government and participatory development

o Promotion of integral health

GTZ advisory services address concurrently the government level, the level of institutional mediation (e.g., trade and industry associations, NGOs) and the target-group levels. In this way, framework conditions can be positively influenced, while the needs of the poorer population groups in particular are also taken into consideration. A lively discussion of development strategies is underway with government authorities These strategies are the basis for determining new activity areas, projects and programs. The mobilization and upgrading of Nicaraguan expert human resources is one of GTZ’s main efforts. The projects contract local consulting engineers and consulting firms for long- and short-term assignments in all sectors.

Ongoing projects

o Study and experts fund o Promotion of Micro, Small and Medium-Sized Enterprises o Vocational Training and Employment Promotion o Advice to the Ministry of Economics (MIFIC) o Resource conservation and rural development in the

BOSAWAS region o Regional rural development in León and Chinadenga o Sustainable agriculture and forestry in the Southwest of

Nicaragua o Sustainable utilization of the natural resources of the

Southeast of Nicaragua o Advisory Services on Women in Development o Modernization of the tax system o Promotion of the decentralization process o Promotion of the Integral Health of Women

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JICA - Japan International Cooperation Agency

AREAS OF FOCUS o Achieving economic stability and promoting the transition to a market-oriented economy;

o Strengthening the structural adjustment process, which is instrumental in achieving a more efficient and competitive economy;

o Creating conditions essential to private investment; o Increasing job opportunities in the production sector and raising

the living standards of the poor;

CURRENT PROJECTS Proyecto Desarrollo Integral de la Pesca Artesanal en la Región Autónoma Atlántico Norte DIPARAAN Financiado con: Fondo Financiero No Reembolsable Monto: U.S. $ 3.98 millones de dólares Ano: 1996 Descripción: 44 embarcaciones con sus equipos de pesca, barco de investigación, camionetas y equipos audio visuales. La finalidad es el mejoramiento de la calidad de la vida de los pescadores y el incremento de la producción pesquera. Provecto de Apoyo Integral a la Promoción y Sostenibilidad de la Micro-empresa en Bluefields ADEPHCA a través de la Capacitación, Facilitación de Crédito v Asesoría Técnica Personalizada Financiado con: Fondo de Contravalor Monto: C$ 3,380,865.00 (Córdobas) Ano: 1998 Descripción: Micro Crédito para empresas de servicios (restaurantes, taxis, etc) y pequeña y mediana industria (carpinterías, talleres, etc)se pretende mejorar la calidad de vida y fomentar el comercio y competitividad. Japan also has a Community Assistance Program, which has funded initiatives in Puerto Cabezas, Bluefields, Rama and Rosita.

OTHER INFORMATION Itsuo Kuzasa Agregado Económico Embajada del Japón

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KEPA Finland

AREAS OF FOCUS Centro de Servicio para la Cooperación y el Desarrollo

Apoyando los procesos de desarrollo en las regiones del caribe en las siguientes áreas:

o Educación intercultural Bilingue o Seguridad Alimentaria o Demarcación y tenencia de tierras de los pueblos indígenas y c.

étnicas o Derechos humanos o Género, Salud comunitaria y participación o capacitación y apoyo a las capacidades locales o Biodiversidad y medio Ambiente o Participación democrática.

CURRENT PROJECTS Apoyamos y acompañamos estos procesos através de las organizaciones einstituciones locales como las siguientes:

o Movimiento de Mujeres Siuneñas en defensa de la vida o Asociación de mujeres de la Costa Atlántica o Movimiento de Mujeres Paula Mendoza o URACCAN o Centro Humboldt o Coordinadoras de organizaciones locales o Asociaciones y movimientos indígenas

En las áreas de Educación Bilingue y Seguridad Alimentaria; acompañamos estos procesos a través de consorcios conformados por: Ibis-Dinamarca, Terranuova-Italia y OXFAM GB.


El monto del presupuesto por año es aproximadamente de U$ 300,00 tres cientos mil Dólares.

NOVIB – Oxfam Netherlands

AREAS OF FOCUS Institutional Strengthening, Strengthening Production, Communication, Forest Management, and Environment.

CURRENT PROJECTS 1. Desarrollo y Gestion a nivel local 2. Reactivación Productiva 3. Environmental 4. Genero, participacion ciudadana, multiculturalidad, y

multietnicidad.

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USAid - United States Agency for International Development

AREAS OF FOCUS 1. Food & Nutrition 2. Education 3. Private Sector Development 4. Promotion of Democracy

CURRENT PROJECTS Project name: Desarrollo de Educación bilingüe

Implementing Agency: MECD Local partners: MECD/RAAN/RAAS Timeframe: Year 1999-2003 Project location: RAAN/RAAS communities Budget: $3,000,000 Project name: Agricultural/ Diversify seeds Implementing Agency: Pueblos en Accion Local partners: local communities Timeframe: Year 1998-2003 Project location: RAAS Nueva Guinea communities Budget: $3,000,000

OTHER INFORMATION Dino Sierpe Coordinator of Private Sector Development Program USAid Nicaragua Pista Sub-Urbana Apdo. Postal C-167, zp-13 Managua, Nicaragua Tel: 278-3377 ext 238 Tel: 267-0502 Fax: 278-3828

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APPENDIX VIII – DETAILED METHODOLOGICAL APPROACH The following is reprinted from the Interim Report and is presented here for those readers who wish more detailed information on the methodological approach than is presented in the body of the document.

The primary objective of this Technical Cooperation is “to develop project models of viable income-generating activities for specific Atlantic coast communities of Nicaragua”. The Consultants recognize that the primary focus was on Afro-Latin and Indigenous Communities and that the prototypes identified are based on the priorities and opportunities identified in consultations with the communities themselves. Following the information and insights gleaned through the initial mission in April and May 2002, the Consultants revised their methodology to ensure the most comprehensive and systematic approach possible.

Data Gathering and Research The following methods were used to gather data and conduct other research

o Desktop research o Meetings with key IDB personnel in Washington and Managua o Review of relevant IDB and other documents o Meetings with key personnel from IDR, MAGFOR, MARENA and other national and regional

departments and ministries o Meetings with other donor/bi-lateral stakeholders o Review of other multi-lateral and bi-lateral projects focused on Atlantic Coast

o Review of project documents o Where possible, interviews with 2 or more project stakeholders

o Meetings and consultations with key Atlantic Coast development stakeholders o Meetings and consultations with community leaders, community organizations and community

members in focus communities An initial list of key Atlantic Coast development stakeholders and community leaders and organizations was developed based on the Consulting Team’s knowledge of the area and information developed via desktop research. This list was confirmed and expanded upon based on other meetings throughout the project.

Community level data was gathered, crosschecked, analyzed and transformed into Community Action Plans through the following process:

1. Initial data gathering – conducted during pre-inception mission research and during inception mission visits to target communities. This was supplemented with the Consulting Team’s personal knowledge of the communities, organizations and projects;

2. Follow-up data gathering and research – to be conducted by the in-country project team and used to complete the analytical frameworks described and the draft community action plans as described below; and

3. Data confirmation/community action plan feedback & consultations – debriefing sessions will be held on an individual community level. The Consultants will meet with community leaders, leaders of community organizations, project proponents and other key stakeholders to review the draft community action plans and make necessary revisions.

Note: It was initially anticipated that a single region-wide debriefing session would be held, involving one person from each community. During the inception mission it became apparent that in order to have full community ownership and consultation it would be necessary to undertake debriefing sessions in each individual community. The Consultants have made the necessary adjustment to the project methodology and work plan to enable this approach.

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Community Level Data Gathering Process In order to ensure that the data and information developed is derived from community issues and priorities, the Consultants undertook a five-step process to develop, analyze and review data.

1. Pre-Inception Mission research built upon the Consultant’s knowledge of the area acquired through over twenty-years of combined development experience in the Atlantic region of Nicaragua;

2. During the Inception Mission, most communities were visited and leaders interviewed. In most instances key leaders from the community were brought together for a community meeting. Additionally, other regional and national development actors were interviewed and documents and reports reviewed;

3. After the data gathered in steps one and two were reviewed the in-country team undertook follow-up data gathering as necessary. This included additional community visits and interviews with key development stakeholders;

4. The DevSCOT™ Analytical Framework was used to analyze the data and information and prepare draft community action plans. (see discussion below on this framework);

5. These draft community action plans were reviewed with key community stakeholders in community debriefing sessions. As well, they will be reviewed with other development stakeholders. The information gathered from these reviews will be incorporated into the plans and a final Community Action Plan prepared.

The following paragraphs describe the Analytical Frameworks that the Consultants used in the preparation of the Community Action Plans.

Use Of Analytical Frameworks In order to ensure systematic identification and development of project opportunities for Afro-Latin and Indigenous Communities, the Consultants developed a comprehensive DEVSCOT™ Analytical Framework. The framework enables a methodical approach to identifying and assessing project opportunities, especially those proposed by socially and economically marginalized groups. The following paragraphs provide a narrative summary of the process. A graphical illustration of the process is presented immediately after the narrative description.

Narrative Description of the DEVSCOT™ Analytical Framework The DEVSCOT™ Analytical Framework begins with an examination of prior Multi-Lateral and Bi-Lateral development interventions in the region in question – particularly as they pertain to Afro-Latin and Indigenous communities. This enables the Consultants to develop a basic understanding of prior development successes and challenges and factor this understanding into the assessment and development of project profiles.

The figure below provides a graphical illustration of the Framework. A detailed narrative description is provided on subsequent pages.

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Narrative Description of the DEVSCOT™ Analytical Framework

Community Data- Population & Demographics- Local Government- Community Description- Community Infrastructure- Educational Infrastructure- Major Industries & Resources- Other Business/Economic info- Development Constraints- Interaction with Nat. Govt. Programs- Community Organizations- NGO & other International Activity- Productive Opportunities- Other Information

Organizational Data- Name- Contact Information- Objective & Mandate- Membership- Leadership- Background & History- Finance- Governance- Project Experience- Current Projects- Infrastructure- Partners- Potential Projects

Project Data- Proponent- Sector- Objectives- Narrative Description- Background/History- Partners & Collaboration- Metrics- Budget/Financing- Market Information- Production Information- Geograpic/Infrastructure Issues

Bi-Lateral Agencies- Name- Focus/Priorities- Current Projects- Annual Budget (for area)

Prior Programs- Program Sponsor- Timeframe/Status- Budget- Implementing Agency- Other Stakeholders- Geographic Focus- Major Objectives- Major Accomplishments- Major Challenges (efforts to overcome)- Afro-Latin/Indigenous Impact- Lessons Learned- Other

Organizational Analysis- Major Strengths- Critical Challenges- Project Opportunities- Main Threats- Training and Development Needs

Project Analysis- Previous Experience of Proponents- Capacity Analysis (proponent)- Major Strengths- Major Risks & Mitigation plans- Technical Assistance Needs- Next Steps

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The Framework facilitates the creation of a regional level development overview. This review identifies key Regional structures and development organizations, develops an overview of socio-economic conditions and available demographic information (particularly for target groups). At a regional level it also seeks to identify and undertake a preliminary analysis of those international agencies (bi-lateral, multi-lateral, NGOs, etc.) that have a history of development activities in the region. The framework then proceeds to develop community level information along the following lines:

Summary Analysis of Previous Multi -Lateral and Bi-Lateral Programs In order to better advise on methodologies and approaches for enhancing the inclusion of Afro-Latin and Indigenous Peoples in activities financed by IDB Loan NI-0159 and other initiatives, the Consultants will undertake a summary review of several other Multi-Lateral and Bi-Lateral Development projects on the Atlantic Coast. Some of these projects were identified by the IDB and others will be identified during the initial data gathering stage of the project. The following template will be used to gather information on the identified projects. The intent is not to undertake an exhaustive or comprehensive review of previous projects but to simply develop a basic understanding of the extent of previous development efforts and the lessons learned. The following template has been developed to ensure consistency in the review of various programs. It should be noted that, as the intent of the current assignment is not to undertake a full project assessment, the Consultants will limit themselves to readily available data and information. Efforts will be made to reference at least two data sources for each project.

Multi-Lateral and Bi-Lateral Program Review Template

PROJECT SPONSOR o Which Agency(ies) financed the project?

TIMEFRAME & STATUS

o When was the project launched / completed?

o Is it ongoing?

o When is the completion?

BUDGET o What is the overall project budget

IMPLEMENTING AGENCY

o Who is implementing it, e.g., local NGO, Govt *(what dept.)? etc.

OTHER STAKEHOLDERS AND THEIR ROLE

o List other major stakeholders and the role that they played

GEOGRAPHIC FOCUS o Was it a region wide project or focused in particular areas?

WHAT ARE THE MAJOR OBJECTIVES

o List major objectives and note any reference to target populations (e.g., Indigenous or Afro-Latin)

MAJOR ACCOMPLISHMENTS

o List the major accomplishments of the project.

MAJOR CHALLENGES o Description of challenges

o How they tried to overcome them.

IMPACT ON AFRO-LATIN AND INDIGENOUS PEOPLES

o Some discussion of how the project impacted Afro-Latin and Indigenous Peoples, any special efforts to include them (and if they were successful) and anecdotal recommendations as to how the impact on these peoples could have been enhanced

LESSONS LEARNED o Especially in regard to Afro-Latin and Indigenous Peoples

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OTHER NOTES AND OBSERVATIONS

o Anything else that might be worth mentioning

INFORMATION SOURCES AND FOLLOW-UP

o List where the information was obtained and, if possible, a contact for additional information.

Summary of Key Bi-Lateral Development Agencies In order to better understand the overall development landscape and easily identify potential co-financiers or collaborative opportunities for projects, the Consultants will prepare a summary of key Bi-Lateral Development Agencies operating in the Atlantic Region of Nicaragua. The information gathered will include

PRIORITY FOCUS AREAS o What area do they focus on? This would include any geographic, sectoral or population (e.g., Indigenous, Afro-Latin) focus

CURRENT PROJECTS. o List project name, implementing agency, local partners, current budget, timeframe, project objectives and other available information.


o What is the approximate annual budget for Atlantic Coast projects?

OTHER INFORMATION o Contact name address

Community Level Information o Population and Demographics (as available through published sources) o Local Government (structure, membership, activities, roles, responsibilities, participation of

women, etc.) o General Description Of Community - this would include history, physical geography, socio-

economic stratification by ethnic group, etc. o Community Infrastructure – this would discuss transportation, telephones, electricity, water

access, financial services, retail outlets, markets, access to business and agricultural advice and expertise, etc.

o Educational Infrastructure – schools, adult education, special education/training projects, access to institutions of higher learning, how children get to school, etc.

o Economic Activity - this will identify economic activity in the community, with a particular focus on any female and/or Afro-Latin or Indigenous business and economic activity. It will also discuss how the Afro-Latin and Indigenous community survive economically and what role women play in local business and economic activity. It will also seek to identify some of the key training needs and constraints that must be overcome to foster economic development amongst the select groups

o Role of Municipal Government – Efforts will be made to catalogue current and previous development interactions between the community and the Municipality.

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o NGO and other International Activity – Efforts will be made to catalogue current and previous development activities and projects of the NGO and international community

o Community Organizations – this will list development organizations active in the community. It will pay particular attention to an Afro-Latin and Indigenous organizations (especially involving women and youth).

o Other – other relevant information The community level information identifies key community-level development organizations and institutions. The organizational assessment template below enables a systematic review of the organization’s capacity and project priorities. (It must be noted that many organizations will be at an incipient level and some of the information will not be available

Organizational Assessment Template The Figures below outline the information that the Consultants developed for each different organization and the range of issues anticipated for each information type. The development and analysis of this information enabled a preliminary assessment of each organization in terms of its capacity to develop and manage projects. It also facilitated the development of an organizational capacity development plan to assist pertinent organizations within each prototype to overcome capacity shortcomings.

Organizational Assessment Data Gathering Template - Regional Civil Society


o What is the objective and mandate of the organization?


o How did it start?

o When?

o Any other information on the organization’s history

BENEFICIARIES o Discussion of the number of communities, families and/or individuals who benefited from the organization’s efforts

FINANCE o How is the organization financed?

o Have they had regular financing available?

o Do the members contribute? How?

GOVERNANCE o Do they publish annual reports?

o How are officers elected?

o Other points about organizational transparency and governance

PRINCIPAL PROJECT EXPERIENCE

o What projects have they done?

o How were they financed?

o Are there reports?

o Were there any partners?

o What were the results of the projects?

o How did the project impact on women and children?

INFRASTRUCTURE o Do they have a regular office, employees, phone, fax, email, etc?

PARTNERS o List international and domestic partners, how they work together, what projects, etc.

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o With name and title if possible.

Organizational Assessment Data Gathering Template – Universities


o What is the objective and mandate of the organization?


o How did it start?

o When?

o Any other information on the organization’s history

NUMBER AND LOCATION OF CAMPUSES

o Information on the number of campuses, and in which communities they are located, as well as extension programming.

STUDENTS AND FACULTY

o Information on the number of students and faculty in each of the campuses.

PRIORITIES o Outline of key priorities moving forward for educational institutions.

FINANCE o Discussion of how institution is financed, and the financial support they provide to students.

GOVERNANCE o Information (if available) on University governance, policy and curriculum development structures.

COURSES /FACULTIES PERTINENT TO PROJECT PROTOTYPES

o Listing of all faculties, departments, schools and research centers of interest to the IDB in support of project prototypes.

PARTNERS o Listing of different regional, national and international partners/collaborators.

CONTACT INFORMATION

o

Organizational Assessment Data Gathering Template – Pertinent Public Sector Institutions

Governance o Discussion of electoral structures, and how public sector institution is organized internally.


o Listing of prominent responsibilities, and areas of jurisdiction.


o Where applicable, information on how institution led or supported specific project initiatives.


o Listing of institutional priority initiatives.

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Infrastructure o Office infrastructure, vehicles, boats, etc.

Institutional Needs o Capacity issues, training, and general institutional development needs.


o Discussion of potential role that the organization could play in prototypes.

Contact Information

Project Prototype Assessment Template Project prototypes identified through the above process were assessed using the Project Assessment Template below. The template has been designed to provide an overview of the project and assist the IDB and other development stakeholders to determine how (or if) to best support the project. Project information should be considered in conjunction with the information prepared on the organization(s) promoting the project.

Project Assessment Data Gathering Template

PROPONENT o What is the name of the organization or individual promoting the project? (if the project is a partnership all organizations will be listed here)

SECTOR o What sector is the project focused on?

OBJECTIVES o What are the primary objectives of the project? (this should be developed in quantifiable terms wherever possible)

BENEFICIARIES o Who will benefit directly and indirectly from the project?

HISTORY o How did it get started, has something similar been tried before.

DESCRIPTION o Provide a short description of the project.


o Are there partners, who they could collaborate with? (This would include other local organizations as well as other Development Stakeholders such as bi-lateral and multi-lateral development agencies)

METRICS o How would project success be measured? (What are the measurable results expected to be achieved? – this is critical to enable the ability to effectively monitor the project and its success)


o What is the overall budget for the project and how would it be financed?

o What is the input of the proposing organization? (this could be in-kind, but should be clearly stated and agreed to)

MARKET INFORMATION

o This would include a range of relevant market and marketing information including identification of any special marketing challenges and/or opportunities. In the case of infrastructure projects such as roads it should discuss who will use the infrastructure and how it will facilitate local economic activity.


o Are there special techniques or equipment required for production?

o How will these special needs be met? (e.g., portable ice plant for artisanal fishing)

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o Are there any special opportunities or challenges presented by local geographic conditions and/or infrastructure?

o Are there any potentially damaging environmental impacts?

PREVIOUS EXPERIENCE

o What is the previous experience of the proponent with a project of this nature? With other projects of this size and scope?


o Has the proponent undertaken a similar project before? Results

o What can be done to enhance and develop institutional capacity?

o Who could provide the support and what would it cost?

o This should be derived from the SCOT analysis above

MAJOR STRENGTHS

o What are the major strengths of the project


o Major risks and mitigation


o What, if any, further technical assistance will be required to develop the project to the point where it can be considered by IDR or other agencies?

o Who will provide it? (if known)

NEXT STEPS o What are the next steps to be taken to develop the project?

o Who will take them?

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APPENDIX IX – SUGGESTED ACTIONS TO IMPROVE SUCCESS AND SUSTAINABILITY OF PROJECT PROTOTYPES The following paper was prepared by Mr. Samuel Mercado, a Miskito Indian Leader and Executive Director of Contigo International, a Canadian NGO that manages community economic development initiatives along the Atlantic coast. Mr. Mercado was also the Associate Project Director, Nicaraguan Coordinator and Forestry/Fisheries Expert for this project. We have reprinted this paper as we feel that it will provide the reader with a valuable framework within which they can better understand and support the implementation of the prototypes and other community based economic development initiatives.

Community Economic Development Corporations: A Framework for Indigenous and Afro-Latin Communities on the Atlantic Coast of Nicaragua The situation being faced by the indigenous and Afro-Latin communities of the Atlantic Coast of Nicaragua has numerous similarities to the situation faced by the numerous indigenous groups in Canada in the 1980’s. At that time many communities lagged far behind the national population in terms of the quality of healthcare, education, housing, governance, economic development, employment and income, and as is the case in Afro-Latin and Indigenous communities on the Atlantic coast, people wanted to see an improvement in all aspects of their lives and their control over decisions as to how to effect meaningful change. In both jurisdictions, there is recognition by the central governments that change was necessary; in Nicaragua this has been repeatedly emphasized through the Strengthened Growth and Poverty Reduction Strategy (SGPRS) authored by the central administration. This document speaks about inclusion, access to services, the distribution of benefits, and the settlement of land tenure conflicts. However, the only sustainable path to economic and social parity with the average Nicaraguan citizen is one that is paved with an economic system that is sufficiently robust to endure challenges.

The vast differences in the social and geopolitical climates in Canada and Nicaragua have been extensively discussed. The MLTC communities are situated in an area that had substantial existing infrastructure in place, particularly in the development of transportation systems. In addition, while access to healthcare, education and housing and income may have lagged behind the rest of the province, people nonetheless had access to basic services and welfare on demand.

Contigo believes that the design and implementation of a comprehensive Sustainable Integrated Development Strategy in the Pearl Lagoon, Tasba Raya and Wasakin areas similar to the model pioneered by MLTC in Saskatchewan in the 1990’s hold the most promise for the people of those regions. This integrated strategy should be based on a simple set of principles to guide the design and development processes.

Guiding Principles for the Design and Implementation of an Integrated Community Economic Development Strategy The strategy will be guided by a set of principles derived from a Canadian indigenous development model. The principles are the essential fabric of indigenous community development. The overall strength and durability, and indeed the attractiveness of the fabric are determined by the degree to which people and communities internalize and respect the principles on which their community development is based.

? Ownership

Communities must establish political, intellectual and economic ownership over the planning and implementation of community development projects. Ownership is best effected through democratic processes whereby the leadership is formally elected to represent the interests of their communities.

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? Integration and Sustainability

Sustainable community development is a comprehensive concept that addresses almost every facet of peoples’ lives including economics, environment, health, education and culture, with the clear understanding that all of these components together comprise the community. Sustainable economic development requires healthy people living in a healthy environment. The most successful economies are those that support people with a wide range of expertise and capacity.

? Working Together

The willingness of individuals and communities to work together to solve their collective problems is implicit to the process of community development. For community development, this philosophy encapsulates every level of relationship including working with municipal, regional and central levels of government, NGO’s and private enterprises.

? Informed Decision-Making

Good decisions can only be consistently made when they are based on the best information available. The identification of opportunities and the appreciation of the short-, mid- and long-term opportunities, costs and benefits is a natural outflow of good data collection procedures. Equally important is the ability to effectively communicate information in an understandable way such that informed decisions can be made, regardless of the business education and skills of decision-makers.

? Decision by Consensus

Decision by consensus is the lowest risk approach to multi-community decision-making and reinforces the need for good information as the basis of group consensus.

? Accountability and Trust

Decision-makers must be accountable for their decisions. In effective political systems the electorate has the opportunity to assess the performance of elected representatives as a measure of accountability to their decisions and in this way effect trust in the system.

? Gender Equality

An appreciation of the contribution to society and the equality of rights and opportunities for men and women are implicit to any model of community development that will have impacts on all members of the community.

? Establishing Partnerships

Partnering with other government and non-government agencies and private business interests will be important to meeting the dual objectives of economic and social parity with the rest of the Nicaragua within 20 years.

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Ownership The ownership of the project needs to be expressed in a formal way to ensure consistency of process and indeed trust in the process. The communities of the regions do not have a standardized system for the recognition of leadership nor any effective system of district or regional leadership to guide community development processes. As part of this process it is important to establish corporate entities within the participating communities, which will be referred to as the Community Development Corporations (CDCs). These will function as a second tier body that is comprised of leaders from each of the communities and will serve as the primary body for decision-making at the collective community level. A Chief Executive Officer needs to be elected to serve as the head of the organization.

To affect this type of ownership the communities must establish election procedures that are codified and approved by the adult voting membership of each community such that the membership clearly understands the processes and rules of engagement. The elected leader of each community would serve as the community representative to the CDC. In addition, communities would elect or appoint members to boards and/or committees to provide direct input and advice on key portfolio areas including economic development, health, education and lands.

The CDC will serve as the primary vehicle for the delivery of an Integrated Community Development Plan and will be responsible for making decisions respecting the approval of a community development strategy for the region.

Integration and Sustainability The concept of ‘integration’ has been a fundamental principle of the success of Canadian First Nations. Integration basically means that all aspects of a community development strategy need to be interconnected and linked such that all programs and services are essentially part of an overall goal. The objective is to give a sense of cohesiveness to development and to encourage a natural flow of cause and effect relationships between and among sectors . For example, the development of functioning business enterprises would require a need to build capacity and to train and educate people to achieve functionality. Establishing forward and backward linkages from the community to the CDC and back to the communities

ELECTED REPRESENTATION DIRECTORS

BOARDS & COMMITEES

CEO

ADMINISTRATIVE&

FINANCIAL MANAGEMENT & PLANNING

BOTTOM-UP TOP DOWN

MANAGEMENT

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through boards and committees becomes an adaptive management tool based on the principal of predictive modeling.

Sustainability means the capacity to deliver the greatest good to the largest proportion of the population for the longest time possible without diminishing the choices of future generations. Sustainability is not an absolute; rather it is a system of tradeoffs with a clear view to the best-integrated long-term solution. Within this concept, it is implicit that some degree of trade-offs are made among the economic, social and ecological features of the environment in the interest of the overall objective of maximizing the benefits to the communities.

Working Together The cement for the integrated approaches to community development in Canada is the energy that is created from people and communities working together to solve problems. This energy is kept fertile and vital by a self-reinforcing system of inclusion that in turn relies heavily on the ability and willingness of people to communicate. This will be achieved in Nicaragua by establishing structural linkages across all communities through the creation of boards and committees and the CDC. Setting schedules of activities that allow people to get together and communicate with regularity, and putting a functioning communication infrastructure in place for all participating communities is essential.

The concept however, extends well beyond the borders of the communities, as the Municipal, Regional and Central Governments in Nicaragua must also become part of the inclusive process. The Central Government plays a key role in the delivery of health and education services to the region and they need to be kept informed of the participatory processes of community development. The same philosophy extends to other agencies responsible for encouraging economic development in depressed regions of the country and to civil society and private business interests to partner with people from the area.

This sense of working together will be advanced through the development of the strategy and using this plan as the centerpiece for discussion and recruitment of a broader participation in the process.

Informed Decision-Making Another ingredient to the successful implementation of a community development strategy is the tendency to make solid decisions based on information. This in turn requires a commitment to planning in advance of making decisions. Development is not a trial and error process, rather one based on defining alternative courses of action, collecting and analyzing data, developing solid business plans, and communicating that information to decision-makers. A reasonable balance however, must be struck between planning and decision-making. The task is to account for the risk and uncertainty in decision-making and to accept that in may cases ‘learning by doing’ may be the most pragmatic approach.

Support must be provided to the CDC with the expertise required to ensure that planning proceeds in an orderly fashion using commonly acceptable Metrics (How to Measure Success) for the evaluation of planning activities, and that decision-makers have sufficient information on which to base decisions. This will require a visible presence of qualified personnel to fulfill professional functions on behalf of the CDC.

Decision by Consensus Adherence to a system of decision by consensus by the Directors of the CDC is essential to a system that relies on cooperative action and working together to design and implement a strategy. This approach ensures that all communities are ‘on-side’ politically in the support of the CDC. Consensus decision-making encourages a high degree of dialogue and unanimity among the communities and community leaders and essentially states that there is one voice going forward. The major trade-off of a consensus system is that it can slow process and decision-making, but in the interest of charting a course that is designed to ‘deliver the greatest benefits to the most people most of the time’ has proven its value in the evolution of several successful Tribal Councils in Canada.

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Accountability and Trust Management systems cannot work effectively in the absence of either accountability or trust. An external agency must act as a comptroller and financial manager for the CDC until such a time that the Corporation develops the capacity to manage their own affairs. This will be achieved through agreement with the CDC and will be codified through the Articles of Incorporation and the policies that govern the financial management of the organization.

Such an external agency must guarantee the transparency of the process and provide reports to the CDC and the member communities respecting all aspects of financial management of the Corporation. An integral part of this process will be to teach the Directors and the communities about the principles and procedures of sound fiscal management.

Gender Equality Men and women both participate and share in most aspects of the economic and social activity in afro-latin and indigenous communities in the region, but do not necessarily share equal responsibility in decision-making. The external agency must ensure that communities codify a principle of gender equality through all charters, mandates and policies that govern the communities and the CDC. Women will be encouraged to participate in the community decision and political processes and in participation on all boards and committees.

Establishing Partnerships To be successful, the mid- to long-term objectives of the CDC to achieve parity in healthcare, education and personal wealth will require substantial investment in the region. The consultants believe that social and investment resources are available to assist Nicaragua through the implementation of the SGPRS, but accessing these resources requires organization and the capacity to prepare proposals and to deliver. The CDC will act as a micro-regional base of significant expertise to assist the communities in accessing these resources.

Mission Statements, Goals and Objectives

The project mission is the highest-level explicit statement or rationale for the long-term outcome of the project. In the case of the establishment of Community Development Corporations a reasonable guide may be:

“To achieve a sustainable level of economic and social parity with the rest of the Nicaragua population while maintaining their indigenous culture and

identity within twenty years.”

The next level of planning requires the setting of specific goals related to the mission statement. Examples of goal statements may include the following:

Social – to achieve equality of access to health and education services with the average for the population of Nicaragua.

Economic – to achieve a level of disposable income that is equal to the average for the country.

Cultural – to maintain the cultural identity, customs and languages of all indigenous peoples living in the region.

Ecological – to maintain the health of the environment such that the actions of current generations do not diminish or reduce the quality of life and economic opportunities of future generations.”

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The next level in the planning hierarchy is to establish sets of objectives relative to the goals that have been established. Objectives are best expressed in terms of targets. For example, immediate, short-, mid- and long-term objectives may be set for education as follows:

TIME FRAMES OBJECTIVES

Immediate-term (1 Year) Increase awareness of the value of education to parents in all communities.

Short-term (< 5 Years) Achieve 50% increase in the number of children completing primary school.

Mid-term (<10 Years) Achieve a 50% increase in the number of students attending and completing high school.

Long-term (> 10 Years) Parity in level of education with average citizen of Nicaragua

Similar sets of objectives may accompany each goal, but to be useful, objectives must be expressed in terms of meaningful Metrics (How to Measure Success) against which progress can be tracked and adjustments made as necessary.

The next step is to define the strategies and specific sets of activities or tactics that are necessary to achieve the stated objectives; these are project implementation.

Planning is therefore a hierarchal process, the quality of which depends on the ability of managers to: i) accurately analyze information, ii) prioritize key issues, iii) communicate with decision-makers iv) act and implement effectively and efficiently and v) track progress over time.

The setting of mission statements, goals and short- and longer-term objectives and strategies rests with the communities and their leadership; any information presented here is for information purposes and does not reflect the values of the communities and peoples. Engaging the communities in that exercise is a major goal of the immediate planning horizon.

Short- and Medium-Term Objectives I ESTABLISH COMMUNITY DEVELOPMENT CORPORATIONS

The organizational structure for the delivery of the strategy begins with putting in place the ‘Bottom up - Top down’ framework within which the communities can establish their ownership over the strategy. The idea is not to prescribe the strategy to the communities, rather to work with the communities by strengthening the institutions that they require to make decisions respecting their destiny.

The principles for the development of an implementation strategy have been outlined in the previous sections. The first step is to invest in establishing consistent and standardized systems of leadership and governance. Engaging the communities in meaningful dialogue is vital to gaining political acceptance by the communities; everything going forward will rely on this foundation. The external agency has the important role as i) advisers, ii) facilitators, iii) providers of important information, iv) scrutineers and documenters of the process and finally, vi) as providers of financial and administrative support.

The communities will require organizational and administrative assistance to establish these types of institutions for several years simply because the levels of both education and experience related to effective management systems are poor.

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It is, however, necessary to establish a starting point and for this project that logically begins with the organization of the communities to establish representation to the CDC, and to codify the authority of the CDC to make decisions on behalf of the member communities. From this point on it is then possible for the CDC function and proceed with setting the Terms of Reference for the Strategy.

ORGANIZE THE COMMUNITIES

ESTABLISH COMMUNITY LEADERSHIP

CONVENE THE CDC

SET RULES OF GOVERNANCE

INCORPORATE THE CDC

ESTABLISH TERM OF REFERENCE

FOR THE INTEGRATED COMMUNITY

APPROVAL & IMPLEMENTATION OF

INTEGRATED COMMUNITY

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To ensure accountability to process, the communities must establish a formal verifiable system of electing the leadership that can legally represent their interests at the CDC. This will require substantial energy and time at the community level to ensure that all legal-aged voters understand the process and that absolute continuity defines the process in every community. Once achieved however, the mechanisms for the establishment of the CDC are clearly in place and the incorporation of the CDC can proceed. These procedures may seem both bureaucratic and technocratic, but doing business in Nicaragua is an undertaking that has been plagued with relentless criticisms, jealousies and flagrant abuse of power at almost every level of government. Clearly the CDC is not a franchised political governing body, rather a corporate entity that embraces social objectives as well as economic ones.

II ESTABLISH A REGION-WIDE COMMUNICATIONS SYSTEM

The lack of communication systems is a formidable obstacle that must be overcome. The only means of communication at this time in the majority of the communities under consideration is via messengers. This severely restricts the ability of people to get together, exchange ideas, and plan or to make decisions that may have collective benefits. It is important for the membership communities to have real time access to information and this means establishing communications in each of the communities, and operating small radio stations for the dissemination of information and entertainment to the whole region. This will stimulate dialogue and create a positive environment within which decisions can be made.

The lack of a transportation system, like the lack in communications, makes it extremely difficult for people to get together, and has essentially precluded the development of the economy.

In order for the CDC to meet short-term objectives, the representatives of the CDC and the various boards and committees must also physically meet on a regular basis. The need for interchange among people and a reinforcement of the process will be particularly critical during the formative stages of organization. As such some form of public river transportation system will have to be available for these purposes.

III ESTABLISH A VISIBLE PRESENCE IN THE REGIONS.

It is recommended that the external agency and the CDC establish a highly visible presence in the region and the country. A crucial element of the success of this project will be the belief held by the communities that the project is sincere and represents a long-term commitment from funding agencies and partners to the region; the same is true respecting the view that other institutions hold.

The CDC requires a central assembly, which serves as a rendezvous for the Council of Leaders and the various boards and committees and civil society, private businesses and government organizations operating in the region. The fact that people tend to value ‘what they own’ is more than an idea and talk.’ The center should be a facility that is both modern and visible and connects the people and their interests with the outside world.

This facility should function as the focal point for the administration of the external agency and CDC operations in the region and serve as a major center for the interchange of ideas. It is also an imperative to have reliable communications with the rest of the country to ensure that coordination is established as a trademark of the CDC.

IV TRADITIONAL LANDS AND KNOWLEDGE SURVEY

The issue of land tenure has long been a serious impediment to foreign investment in the Atlantic Region. The indigenous people have been formidable adversaries to unwelcome foreign interests, and as a result the central government has become reluctant to recruit investment to the region. The SGPRS forward by Nicaragua to the World Bank and the IMF has made a large intellectual commitment to finally resolving these differences. As part of this process, it is imperative for the communities to be organized and to have their information respecting land tenure brought together in a professional presentation format that is easily understood by all parties.

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Gathering information on traditional knowledge systems respecting lands and land use is also valuable. The links to ancestral roots rapidly becomes eroded in modernizing societies and as the elderly represent but a small part of the population, some of the richness of the history of their cultures are lost with their passing. Preserving culture requires proactive steps to document what remains of the oral history of the people, their belief systems and systems of land use management.

V RESOURCE LANDS AND MARKET INVENTORIES

Information needs to be collected on the capacity to produce, process and commercialize agricultural crops and cattle surpluses into the Central American marketplace. The emphasis will be on the production of an agricultural business plan for the region to determine the feasibility of establishing a storage and transportation system.

VI COMPLETION AND ENDORSEMENT OF THE COMMUNITY DEVELOPMENT STRATEGY

Building solid business plans is a first step towards the implementation of the economic development component of the Strategy. Agriculture and agro-forestry both hold the greatest short-, mid- and long-term promises for creating wealth and employment because there likely exists a capacity to generate sustainable product surpluses, and, given an adequate transportation system, the capacity to gather, store and move these surpluses to market.

The agricultural sector is attractive because the labor force has an agricultural focus and because it is believe there is a good market for both beans and rice. The development of the agricultural sector has traditionally been hindered by:

o A lack of infrastructure including adequate gathering and storage systems for seed and excess crop production;

o The lack of a transportation system to efficiently move products to markets;

o The lack of access to financial credit that would stimulate the orderly expansion of the sector, and

o A lack of technical knowledge on alternative crop and production systems.

The forestry sector is attractive because there is a large and reasonably well-inventoried, and potentially valuable Caribbean pine resource, and a poorly inventoried but historically exploited low-density precious hardwood resource. In addition, opportunities have been identified and negotiated for the harvest of Caribbean pine seed from nearby areas for export to nurseries throughout Central America. However the sector has suffered in recent years due to:

o Poor organization amongst the communities;

o A persistent uncertainty respecting land tenure and ownership of the forests;

o The difficulty that poorly educated people in isolated communities face in accessing government development programs and monies;

o The inability to attract outside capital in face of the land tenure uncertainty;

o A lack of business planning skills;

o A lack of experience, and

o A lack of a transportation system to move products to markets.

The crop production lands have not been well inventoried and as such the opportunities for expansion are not currently known, but there is substantial land in each of the regions that not been developed. There also appears to be a large potential for expansion of cattle grazing lands in Tasba Raya and Wasakin given the extensive areas of savannah grasslands.

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However, these land use activities cannot proceed mutually exclusive of one other without introducing negative environmental impacts i.e., the use of fire for improving cattle pasture has exacted significant negative long-term impacts on the area extent of Caribbean Pine in recent years.

The generic components of the business plans would include the following:

o Vision - Vision statement, milestones

o Business Objectives - social targets

o Opportunities Analysis - identification of business alternatives

o Market Analysis - competitors, competitive products/services, opportunities, uncertainty/risk for each alternative

o Strategy - appropriate means to implement various alternatives

o Products - types of products, competitive evaluation, future products

o Marketing And Sales - Marketing approaches

o Operations - Key personnel, organizational structure, human resources plan, Facilities

o Funding- identification of sources for capital project requirements

o Financials - Assumptions and comments, starting balance sheet, profit and loss projection(s), cash flow projection, balance sheet projection

o Evaluation Framework - Criteria for project evaluation, cost/benefit analyses, impact assessments etc.

o Business Implementation Plan- proposed business ventures detailed respecting all expected costs and benefits

o Integration of Social Benefits – analyses of social benefits of the economic development plan

A vision of the future business environment includes the capacity to generate a reasonable return on investment by selling agricultural (crops and cattle) and forestry surpluses into national and international markets. This would be achieved by producing sufficient products to justify the operation of transportation systems in each region, and to maintain road networks suitable for moving products to the Pacific side of the country. However, to affect this type of vision requires solid planning to ensure that the capacity for the production of resource surpluses warrant investments in a transportation network.

VII STRENGTHEN PARTNERSHIPS WITH OTHER AGENCIES

Establishing and nurturing partnerships with all levels of government, civil society and private business interests needs to be a priority of the CDC. The objective here is to alert the government respecting the processes and the progress being made in this area, and of the desire of the CDC to build on common interests, rather than division over differences.

The CDCs should eventually establish a presence on the internet to provide the country and potential partners with access to current information respecting achievements and events. In addition, the CDCs will encourage the public media in the country to take an interest in the project to demonstrate the benefits of working together for a common future. This project is intended to serve as a model for development. In this way partnerships will be easier to achieve as a new zone of awareness and trust will have been established.

VIII PROMOTION OF SPORT AND WELLNESS

One Tribal Council the consultants spoke with has initiated a new health program, which focuses on the youth and their healthy participation in sports in Canada. There is great wisdom to this philosophy as it encourages competitiveness through fun, and healthy people have fun. The indigenous and Afro-Latin

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people of the region are baseball lovers and partners in the development of this strategy should endeavor to create a positive and completive opportunity for the participant communities to come together at least once each year for regional sports competitions.

IX CAPITAL INVESTMENTS IN THE COMMUNITY DEVELOPMENT PLAN

Given the completion and approval of the Community Development Plans, the external agencies involved should undertake to make specific infrastructure investments required to implement the plans. It is anticipated that these may include but not be limited to the purchase of transportation, processing and storage systems.

X ONGOING SUPPORT FROM DONORS AND INVESTORS

Prepare of a long-term implementation strategy incorporating the support and participation of various multilaterals, bilaterals, civil society groups, municipal, regional and central governments and private investors.

Medium- to Long-Term Objectives A discussion and some examples of medium- to long-term objectives were presented earlier, but only in the context of what may be possible. However, in the final analysis, it is the responsibility of the people and their elected leadership to assist in the design and the final approval of explicit targets and associated implementation strategies and activities. Therefore short-, mid- and long-term goals and objectives have not been presented at this time, but should be part of a Sustainable Integrated Community Development Strategy to be completed by the end of the first year of the project.

Assessment of Economic Development Opportunities for Afro-Latin Communities in the Atlantic Coast of...

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