CAJAMARCA

Fighting poverty and building su

1. SUMMARY

In Cajamarca department (or region), half of the population lives in poverty and nearly half of all children under five suffer from chronic malnutrition. Cajamarca Coffee Farmers Initiative will support CARE’s work with poor coffeeto find longer-term solutions to povertpoor child health. Through activities and inputs that strengthen coffee-related agricultural productivitycoffee farming families’ food security, and enhance infant and child health, CARE and GMCR will make a lasting difference in the lives of 140 coffee-growing familiessupply chain communities and members of cooperatives – Sol&Café and CENFROCAFEfocuses on three districts and six communities Tabaconas (communities of Panchia and Palla Peña), San Ignacio (communities of Ricardo Palma and Alto San José), and La Coipa (communities of Tamboa and La Lima).

2. ORGANIZATIONAL INFORMATION

Founded in 1945, CARE is a leading international humanitarian organization fighting global poverty. countries, CARE works with the poorest communities to improve basic health and education, enhance rural and food security, increase access to clean water and sanitation, expand economic opportunity, help vulnerable people adapt to climate changeplaces special focus on working alongsideproper resources, women and girls have the power to help whole families and entipoverty. CARE Perú was founded in 1970 and has been working in close partnership with CARE Canada for over 20 years.Canada is a non-profit organization as per the Canada Corporations Act. Our charity registration number is8333 RR0001. CARE Canada is committed to keeping its support costs as low as possible. Though the actual percentages vary from year to year, our support costs average 11 percent of our total

1 Letters of support from each of the three districts as well as the two cooperatives are attached.

PROPOSALPROPOSALPROPOSALPROPOSAL GMCR Supply Chain Community Outreach Location: San Ignacio, Cajamarca, Peru Submission date: April 6, 2012 Contact: Marie-Eve.Bertrand@care.ca

CAJAMARCA COFFEE FARMERS INITIATIVE:

Fighting poverty and building sustainable food security for coffee-producing families

, half of the population lives in poverty and nearly half of all children under five suffer

Cajamarca Coffee Farmers Initiative poor coffee-producing families

term solutions to poverty, food insecurity, and Through activities and inputs that

agricultural productivity, improve farming families’ food security, and enhance infant and

child health, CARE and GMCR will make a lasting difference in families living in GMCR’s

and members of two producer CENFROCAFE. The project

and six communities in Cajamarca: Tabaconas (communities of Panchia and Palla Peña), San Ignacio (communities of Ricardo Palma and Alto San José), and La Coipa (communities of Tamboa and La Lima).1

INFORMATION

Founded in 1945, CARE is a leading international ation fighting global poverty. In over 80

countries, CARE works with the poorest communities to improve basic health and education, enhance rural livelihoods and food security, increase access to clean water and sanitation, expand economic opportunity, help vulnerable people adapt to climate change, and provide lifesaving assistance during emergencies. places special focus on working alongside women and girls living in poverty because, equipped with the proper resources, women and girls have the power to help whole families and entire communities escape

was founded in 1970 and has been working in Canada for over 20 years. CARE

profit organization as per the Canada Our charity registration number is 11883

CARE Canada is committed to keeping its support costs as low as possible. Though the actual percentages vary from year to year, our support costs average 11 percent of our total

Letters of support from each of the three districts as well as the two cooperatives are attached.

GMCR Supply Chain Community Outreach

producing families

and food security, increase access to clean water and sanitation, expand economic opportunity, help assistance during emergencies. CARE

women and girls living in poverty because, equipped with the re communities escape

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expenditures. This means that for every $1.00 donated to CARE Canada, $0.89 goes directly to our mission to defend dignity and fight poverty around the world. 2.1 Relationship between CARE Canada and CARE Peru CARE is the proposing institution. CARE Canada and CARE Peru are members of the CARE International federation and have decades of experience working together to design, implement, and steward development programming and investments. The working relationship described below is a standard structure for CARE members and is regulated by the CARE International Code (available upon request). CARE Canada will bear overall legal responsibility for the project before the donor and will be responsible for abiding to all contract terms and conditions. CARE Canada will also bear overall responsibility for project management, administration, implementation, and quality assurance – including providing technical assistance and narrative reporting, and ensuring accountability and sound financial management and reporting to the donor. CARE Peru will lead implementation and monitoring (technical and financial) of the project and will collaborate with CARE Canada to prepare project reports. CARE Peru will be responsible for the project’s human resources and for relationships with local partners, communities, and government. CARE Canada will be the primary liaison with the Canadian public, as well as with GMCR. 2.2 CARE’s strategic approach to sustainable econom ic development CARE Peru’s Sustainable Economic Development program addresses poverty in the rural highlands and among indigenous communities in the jungle. The program’s approach strengthens the capacity of poor families so that they are responsible for their own development. Interventions facilitate the organization of producers to improve their market access, and provide technical assistance and financial services. At the same time, our interventions always involve local authorities and key stakeholders to encourage the adoption and expansion of successful experiences to other communities and regions and to promote their sustainability where introduced. CARE Peru has established itself in communities and with the government as an organization that generates high impact on sustainable development through tangible and measurable results. CARE Peru has well-developed working relationships that focus on corporate social responsibility with various private companies, both locally and internationally, and has experience in conflict management and gender, and in securing sustainable development projects co-financed by local government. The Sustainable Economic Development program implements interventions at three levels.

a) At the micro level , interventions aim to identify problems that affect families living in poverty and propose solutions that improve their economic situation by focusing on capacity building and re-valuation of the social role of women. The micro level of intervention is a sort of laboratory for innovating, piloting and validating intervention models that, if successful, can be scaled up to other and larger areas and can inform policy advocacy positions at the local, regional, or national level. To increase incomes of poor families and achieve a measurable impact on poverty, CARE promotes economic development strategies that strengthen production chains. CARE Peru supports a total of 13 production chains in different areas which have achieved significant increases in sales volumes and family incomes.

Desarrollo

Económico

Sostenible

ECONÓMICO

SOCIALEducación, Salud,

Nutrición, Equidad género,

gobernanza.

AMBIENTALAdaptación y

mitigación al Cambio

Climático

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b) At the meso level , CARE promotes development of the factors of production that drive the economic improvement and well-being of poor and extremely poor families. At this level, CARE implements tested program strategies at a larger scale and advocates with local and regional governments to adopt such strategies into their own development plans.

c) At the macro level , CARE advocates for adoption of tested strategies and supportive public policies at the central government level, and pursues collaborations with public and private sector institutions to achieve these goals.

2.3 Experience with similar projects CARE has successfully implemented a number of similar projects in the last three years. In Cajamarca, the following projects have been implemented in the last three years: • Sustainable Increase in Income and Employment of Small Producers of Organic Cocoa [US$591,000].

Key results: Income of cocoa producers increased by 40% as a result of increased productivity. Production volume increased from 300 to 500 kilos per hectare. Sales volumes for cocoa rose by 50% due to price increases as a result of the improved product quality and increased crop yield. Price increased from 7 to 9 soles per kilo. Producers linked to export markets now provide 32 tons of cocoa to the market in Switzerland.

• Competitive Articulation of Shilico Cup Chocolate produced by Women Entrepreneurs in Celendín [US$34,274]. Key results: Incomes of families producing cup chocolate increased by 40% as a result of improved presentation, quality, and product prices. Cup chocolate sales increased by 80% because the product is sold in new markets with new customers.

The following related projects were implemented in other areas of Peru in the last three years:

Project name Activities Amount Dept Start End Funder

1 Income and Employment Generation in family production units in the high plains through the development of the hog productive chain

Develop livestock activities in provinces of Moho and Huancane. Strengthen skills in raising and fattening hogs.

US$366,193 Puno 11/27/08 11/26/11 Fondo-Empleo

2 Inclusive Economic Development

Empowering men and women to contribute to the development of the individual and the family, through increasing their incomes by increasing the production of value chains

US$ 909,584 Ancash 12/1/09 11/30/12 Wal Mart USA

3 Income and Employment Generation in family production units in the high plains through the development of the cattle productive chain

Capacity building for increasing productivity, promotion of the services of PATs and commercial linkages, making inter-institutional alliances to boost the competitiveness of the subsector

US$441,852 Puno 12/1/05 11/31/08 Fondo-Empleo

4 Promoting an inclusive rural microfinance. (Video of the project (English): http://youtu.be/MtU8rFvqoKs

Promote the sustainable use of financial products such as savings, micro credit and micro insurance among 6,050 rural women.

UK£249,966 Ayacucho-Cusco-Apurimac

3/15/10 5/14/12 Barclays Bank

5 Sustainable development of Andean grains and native potatoes in the highlands of Ayacucho.

Improve the economic situation (improved incomes) and food security of 800 farming families in 5 provinces in the region.

US$600,000 Ayacucho 1/1/09 1/1/12 ACE Foundation USA

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Learning that changes lives – a testimonial

"... We feel happy and at peace in our homes; now we think that

what we want is in our own hands, and we can fight for our own

well-being, rather than wait for government gifts ... our parents

and grandparents spent their time looking for handouts... We

learned to fatten our bulls technically and sell three or four bulls a

year (S/ 4,500 to 6,500), when we used to sell just one a year. And

we now sell our bulls directly to slaughterhouses in Lima and

Arequipa, selling good quality meat separately from the lesser

quality meat, the hides, etc. This learning has improved our

income and now we eat better, we make our children study not

only in the countryside, but in cities where the education is much

better; our homes are improving, with televisions, telephones,

clothes, bicycles, motorcycles ... Now we work more organized,

expanding our business in fattening bulls, install more pastures,

buy more bulls, equip our machines with grinders, build our

stables for fattening and continue maintaining the market. We are

also working in partnership with various institutions, especially

with the local government. The important thing is that the project

did not give us bulls or money, but gave us what is more

important: knowledge!"

Producers of the Central Association of Producers of Cattle Fattening in Huancané, Puno

2.4 Experience working with coffee farmers in this project’s focus communities Since 2009, CARE has been implementing the project Sustainable Conservation Approaches in Priority Ecosystems – Conservation of biodiversity in the face of a changing environment in the province of San Ignacio (Cajamarca), where climate change is considered to be the main threat to biodiversity conservation and to the livelihoods of the populations who depend on it. CARE has been working with associations of farmers to address this problem, while implementing measures to adapt to climate change. Pilot projects are being implemented to test irrigation technology for coffee plantations and manage crops in a changing environment. Since 2011, the project Implementing sustainable rural economic development through small enterprise has been promoting profitable and sustainable enterprises with 100 female coffee farmers in the province of San Ignacio. CARE has been working on developing female farmers’ technical skills including productive and innovative irrigation technology, value-added and product development, and strengthened organizational and business capacity to better position themselves in the domestic and international female coffee markets. The technical team proposed for this project is a multidisciplinary team of professionals with extensive experience working with producers of cooperatives (such as CENFROCAFE and Sol&Café) on applying good agricultural and post-harvest practices, organic certification, agroforestry, and building organizational and business capacity. CARE staff are very familiar with both the geographic area, the communities and the producers, and have worked on related coffee projects in partnership with the cooperatives and their technical production teams. 2.5 Relationship with GMCR In the early 2000s, CARE initiated a project in Honduras, working with coffee farmers in San Luis Planes. Van Houtte became the exclusive buyer of coffee produced by the Montana Verde cooperative, based in the same region. The coffee was sold and branded with Van Houtte and CARE logos, and the agreement between the two parties was based on a royalty fee. Since that initial partnership initiative, significant organizational changes have occurred within both parties and the royalty agreement has now ceased. CARE Canada is hereby presenting a new and exciting project, also working with supply chain coffee farming communities, and hopes to build a much stronger partnership with GMCR Canada that will benefit both parties. CARE Canada, GMCR Canada, and GMCR met for the first time together at a meeting in November 2011.

3. PROJECT DESCRIPTION

3.1 Project rationale Poverty is widespread in many coffee supply chain communities in Peru. In Cajamarca department in the province of San Ignacio, half of the population lives in poverty and 40 percent of children less than five suffer from chronic malnutrition. In the three districts where GMCR development support will be invested, poverty

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levels reach up to 60 percent (see figure).2 The underlying causes of these high levels of poverty include low agricultural productivity, limited availability of and access to food, and high vulnerability to climate change. CARE’s work goes straight to the root of the problem through interventions that introduce improved agricultural practices and technology (such as irrigation systems), strengthen food self-sufficiency through kitchen gardens, and promote utilization of infant and child health services (including vaccination and micronutrient supplementation). 3.2 Description of project objectives and activitie s The project seeks to improve the social and economic well-being of participating coffee producing families through increased agricultural productivity, improved household food security, and increased utilization of infant and child health services. Detailed activities toward each of these objectives are described below.

Objective 1: Improve crop productivity of small-holder coffee producers One of the main problems the project intends to solve is the low productivity rate of 15 quintals per hectare for coffee production, which limits the profitability and capitalization of the producer. This low productivity rate is due to lack of technical management of the crop, with low fertilization and poor production technology. Climate change is also affecting the availability of water for cultivation. CARE will improve productivity through two strategies: by providing on-the-ground technical assistance to coffee farmers and by facilitating access to and proper use of technified irrigation systems. Based on CARE’s experience working with coffee farmers, on-the-ground technical assistance will focus on:

a) Pruning techniques and the construction of shade for coffee; b) Soil conservation through contouring and construction of live barriers; c) Planting of legumes to maintain soil fertility; d) Integrated pest management and training in the biological control of pests; e) Improvement of fertilization practices;3 and f) Efficient management of production costs.4

CARE will facilitate access to and proper use of technified irrigation systems, specifically drip, micro-tube, and Triad Cost varieties. San Ignacio province has suffered prolonged droughts, causing economic losses and hardship for coffee producing families, especially those living between 800 and 1400 meters above sea level. Due to landscape characteristics (steep slopes), technified irrigation systems are needed to ensure selective and efficient use of water resources. Specifically, CARE will:

1.1. Build capacity in the agricultural management of coffee cultivation, mainly in the areas of:

management and pruning of coffee shade, soil conservation, design of agro-forestry systems, integrated pest management, fertilization, and production costs. CARE will build capacity through the learn-by-doing methodology on the farms of producers. Content and accompanying manuals will be designed according to the target population. There will be regular visits to monitor the up-take of good agricultural practices.

1.2. Pilot coffee irrigation techniques, co-financed by local governments and the producers themselves.

2 National Household Survey (ENAHO), 2009. 3 Coffee growers in San Ignacio province fertilize in the traditional manner without taking into account the availability or deficiency of

macro and micro elements in the soil. Toxicity or deficiency of certain nutrients leads to poor productivity, which in turn affects coffee producers’ incomes. 4 Coffee growers undertake various activities according to the crop’s phenological calendar, but few record their activities and costs in

order to analyze financial outcomes. As a result, few know if they are making or losing money.

Poverty levels in three

Cajamarca districts:

• Tabaconas 60%

• La Coipa 57%

• San Ignacio 56%

[Source: National Household Survey

(ENAHO), 2009]

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Given that the costs amount to US$5,000 per hectare of coffee, three pilot irrigation models will be installed, following the selection of the participants and after taking into account the technical criteria for the pilot (availability of water, distance from water to pilot, planting density, variety of coffee, plantation age, etc.). The installation can be performed as a group in order to teach and train coffee families in the management and installation of modern irrigation systems. Conducting installation as a group will also enable farming families to connect with suppliers of irrigation equipment and to receive counseling before, during, and after the installation of the irrigation system. This activity will help to increase productivity because the water will be used in an efficient and selective way, as required by the plant. According to the phonological stage of the cultivation of coffee, flowering begins in August and September, and grain formation happens in November and December. During these months, the rainfall is usually very low which negatively impacts coffee production.

1.3. Improve management of existing coffee plantations by complementing crop management with the application of manure and fertilizers allowed in organic production after analysis of ground conditions, and promoting the use of tools to work in the field. In this process, the project will finance an average of 30 percent of the investment as an incentive to improve the productive unit, and 70% will be financed by producers.

Objective 2: Improve household food security

Food insecurity in the targeted districts is both a function of the limited availability of food supplies in the market as well as poor families’ limited income to purchase nutritious food. CARE will support participating coffee producing families to develop diversified organic kitchen gardens for household consumption, including potato, sweet potato, racacha, chili peppers, beans, yucca, squash, passion fruit, and other vegetables. Priority will be given to the following activities:

2.1 Promotion of vegetable gardens, a strategy which aims to help improve nutrition with the addition of various vegetables into the daily diet of coffee families.

There will be workshops and technical assistance in the agricultural management of vegetable growing. Pilot greenhouses/nurseries will be installed with three families, which will be managed technically by modern irrigation systems using drip fertilization whereby the substrate is mixed with compost or humus, guano de isla, and phosphate. The seeds will be purchased from accredited institutions who are authorized to distribute and sell seeds of high generic quality of, for example: lettuce (Lactuca Sativa), onion (Allium Cepa), radish (Raphannus Communis), tomato (Lycopersicon Esculentum), cabbage (Brassica Var. Capitata), broccoli, beet (Beta Vulgaris), cucumber (Cucumis Sativus), cabbage (Brassica Oleracea), and carrot (Daucus Carota). Participating families will develop skills in management, harvesting, handling and transport of vegetables, and preparation of various dishes with high nutritional value prepared from the fruits, tubers and vegetables grown. The project will provide vegetable seeds and fertilizer sourced and certified by Proabonos (an accredited government entity authorized by the Ministry of Agriculture for the sale of fertilizers), as well as materials for the installation of greenhouse/nurseries. Materials and equipment for irrigation will be purchased from companies which have been working with CARE Peru and who are vendors with security and reliable records of supplying products.

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For the technical management of the vegetable gardens, personalized technical assistance will be provided at the field level through home visits (Vista Hogar Finca) and demonstration of humanized methods (DMH). Health sector specialists (nutritionists) and cooks will be engaged to teach coffee-growing families preparation of various dishes based on vegetables and bread products.

Objective 3: Increase utilization of infant and child health services that help combat malnutrition On-schedule vaccinations for children under two and micronutrient supplementation can have a significant impact on reducing chronic malnutrition. These services are available to poor farming families but are not consistently used for a number of reasons, with serious implications for their children’s development and growth. CARE will work with participating farming families and local health authorities to address barriers to and/or low demand for these services and will ensure that all participating families comply with the government’s vaccination and supplementation schedule for children under two (through, for example, review of the child’s vaccination and health record). This objective will be achieved through the following activities:

3.1 Coordination with local health institutions, such as the Regional Health Bureau, Health Network of San Ignacio, and the health centers of the communities involved to take joint action and develop the skills of health personnel on issues related to vaccination campaigns. CARE will encourage health institutions to align with the goals of the government’s child health program (Control of growth and development – CRED) which secures the vaccines required to guarantee the vaccination of all children under 2 years.

3.2 Education, communication and training campaigns which seek to educate mothers of children under

2 years about the importance and benefits of vaccination for protecting children’s health and development, and the use and management of the CRED card. CARE will also promote training for community health workers, health personnel responsible for the national ‘a glass of milk’ program, and other relevant organizations. Finally, CARE will promote vaccination campaigns in partnership with the health center using radio campaigns.

Based on CARE’s experience, the Community Surveillance System – consisting of community workers and local leaders, and promoted by the project – will ensure the sustainable compliance of parents in relation to their obligations towards their children. In addition, the system helps to ensure that care is provided to mothers and children in health centers without discrimination and respecting their rights. 3.3 Project duration and key milestones The project will run for 12 months, starting as soon as possible following funding approval (e.g., June 2012 until May 2013). This project’s activities form part of CARE’s ongoing relationship with these communities and cooperatives. After evaluation of initial results, the project design and activities will be modified – as needed and in consultation with GMCR – to address evolving needs, resources, and lessons learned. The key milestones related to each of the objectives are: Objective 1:

� In the first quarter, coffee-growing families implement good agricultural practices to cultivate coffee. � In the second quarter, coffee-growing families know the technology of production using the technical

irrigation system. � In the third quarter, 10% of families implement irrigation technology system in their production.

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� In the fourth quarter, the volume of production increases by 30% per hectare. Objective 2:

� In the first quarter, 50% of participating families are aware of new production technologies for vegetables and diversified agricultural plots.

� In the third quarter, participating families include in their diet home-grown vegetables and other bread products.

� In the fourth quarter, food availability increases with related improvements in the food security of participating families.

Objective 3:

� In the second quarter, 100% of participating families have been trained in the importance of growth and development for children under 2 years.

� In the third quarter, 50% of participating families adopt good practices promoting growth and development for children under 2 years.

� In the fourth quarter, 100% of participating families adopt good practices promoting growth and development for children under 2 years.

3.4 Project location and focus supply chain communi ties The project will focus on six communities within three districts:

(1) Tabaconas district: 50 families in Panchia and Palla Peña (2) San Ignacio district: 40 families in Picardo Palma and Alto San José (3) La Coipa district: 50 families in Tamboa and La Lima

A total of 140 small-holder coffee-growing families will be beneficiaries and participants in the project. The families are members of CENFROCAFE and Sol&Café cooperatives.5 (See the list of participating associations and local membership below.) CENFROCAFE cooperative currently has 2,500 members in 11 districts in the provinces of Jaén San Ignacio and Bagua, and Sol&Café currently has 1,200 members in 8 districts in the provinces of Jaén San Ignacio. Broad membership, and thus opportunity for replication and adoption of good practices among other members, was a criterion for cooperative selection.

N° Association name District Community Cooperative Male Female

1 Asociación de productores agropecuarios y solidarios Nueva Generación San Ignacio Ricardo Palma CENFROCAFE 19 5

2 Asociación de productores agropecuarios y solidarios los Luchadores del futuro

San Ignacio Alto San José CENFROCAFE 14 2

3 Asociación de productores agropecuarios y solidarios San José Obrero Tabaconas Palla Peña CENFROCAFE 25 5

4 Asociación de productores agropecuarios y solidarios La Tierra del buen Sembrador Tabaconas Panchia CENFROCAFE 17 3

5 Base social San Antonio de Padua La Coipa Tamboa Sol&Café 20 5

6 Base social Familias Cafetaleras La Coipa La Lima Sol&Café 20 5

115 25

Total Families 140

5 CARE originally proposed to work with a third cooperative, APROVAT, in two further districts, but decided to focus its intervention on the three districts and two cooperatives named here in order to have a narrower geographic focus. The distance between the selected locations is only a few kilometers.

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3.5 Project management and key personnel To implement the project, CARE Peru has a multi-disciplinary team of professionals with extensive experience in coffee crop management, organic production, handling vegetable gardens, working with organizations of farmers on issues of building business and organizational capacity. The team knows the project area well and has previously worked with cooperative members. The project team will consist of the following positions and key personnel:

1. National Coordinator (15%): Alejandro Rojas 2. Project Manager (45%): Amparo Gonzaga 3. Field Technician (100%) : Lorenzo Valdiviezo 4. Project Specialist (100%) 5. Financial Analyst (100%) 6. Administrative Assistant (50%): Dalila Amador

4. MONITORING AND EVALUATION

A baseline study and a final evaluation will be conducted to identify the status and progress on key indicators. Both quantitative and qualitative information will be captured from families participating in the project. A monitoring sheet will be produced for each family and periodic monitoring visits will be undertaken. The project’s M&E system will include the definition of indicators, determination of methods of data collection and sources of verification, and assignment of responsibility for data collection. In addition, during the life of the project, at least two cases of More Significant Change will be completed. Key indicators for this project include: • 140 coffee-growing families have

developed skills in the application of good agricultural and post-harvest practices with an organic focus.

• Yields increased from 15 to 20 quintals per hectare.

• 140 families have developed skills in coffee-handling and installation of irrigation systems as an adaptive measure to climate change.

• 140 families have improved nutrition by supplementing food with vegetables and bread.

• 140 families have adequate awareness and management of growth and development of children younger than 2 years.

• 140 families have increased household income (by 25%).

5. COMMUNITY SUPPORT

Municipalities, through their technical departments of agricultural development as well as health, will be involved in this project. CARE will support and facilitate the development of partnerships and mechanisms for local authorities to support the sustainable economic development of poor coffee-growing families in the

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intervention areas. The partners will sign a cooperation agreement to ensure their sustained commitment to the project and its results. In addition, municipality partners will contribute to the monitoring of the project through their technical departments, and CARE will encourage replication of successful project strategies and activities in other towns within their jurisdiction. Letters of support from the three participating municipalities and two participating cooperatives are attached.

6. BUDGET

CARE is requesting US$80,000 in support for this project from GMCR for an initial period of 12 months. This important work with poor coffee-producing families is also supported financially and in-kind by the district governments, the participating cooperatives, and CARE’s own resources. Because of CARE’s global and integrated structure, community-based projects such as these benefit from CARE’s vast international expertise, accumulated experience, networks of influence, and leveraging of diverse forms of resources.

CARE CanadaCajamarca Coffee Farmers InitiativeBUDGET (12 months)

Amount Source

Materials, services, consumables $28 133 $7 500

Gobiernos locales: Municipalidades Distritales de Tabaconas & La Coipa

$35 633

Costs of training materials and food for training events, materials and tools for practical demonstrations of coffee crop management, vegetable gardens and plots of crop diversity. The local government counterpart will provide 50% of the materials to implement and pilot modern irrigation.

Personnel $24 589 $43 760 CARE Perú $68 349Costs of key personnel, including National Coordinator (15%), Project Manager (45%), Financial Analyst (15%), Field Technician (100%), Project Specialist (100%), Administrative Assistant (50%).

Professional services $6 450 $10 000 Cooperativas de Productores: CENFROCAFE and Sol&Café $16 450 Soil analysis and cost of a health facilitator.

Travel and transportation $2 891 $2 891Travel costs of 2 Lima-San Ignacio-Cajmarca-San Ignacio coordination and monitoringvisits (tickets, accommodation, meals, local mobility and Tua). Fuel costs and maintenance of the vehicle to be used as part of the project.

Rent and utilities $5 937 $5 937 Core operating costs (water, electricity, telephone rental, and other local costs)

CARE Cost Recovery $12 000 $12 000 CARE Canada operational, monitoring, and internal project support costs

TOTAL $80 000 $61 260 $141 260

Total GMCR contribution: $80 000Total other contributions: $61 260Total project budget: $141 260

Other contributionsGMCR contributionCATEGORY

Total by category Brief narrative description (per category):