community management of the bio-itza ......itza reserve. reserve is developed, approved by the 2.a...

GLOBAL ENVIRONMENT FACILITY

25618

GUATEMALA

COMMUNITY MANAGEMENT OF THE BIO-ITZA RESERVE

MEDIUM-SIZED PROJECT

PROPETtN FoUNDATION

FINAL VERSION

MARCH28, 2002

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Community Management of the Bio-Itza Reserve

ACRONYMS

CCAD Central American Commission for Environment and Development(Comision Centroamericana del Ambiente y Desarrollo)

CI Conservation InternationalCONAMA National Commission on the Envirnment

(Comisi6n Nacional del Medio Ambiente)CONAP National Council of Protected Areas

(Conseyo Nacional de Areas Protegidas)CUDEP University Center of the Peten

(Centro Universitario de Peten)FIS Social Investment Fund

(Fondo de Inversi6n Social)FONAPAZ National Fund for Peace

(Fondo Naczonal para la Paz)FYDEP Company for the Promotion and Economic Development of Peten

(Companza para el Fomento y Desarrollo del Peten)GEF Global Environment FacilityGTZ Agency for Technical Cooperation (Germany)

(Gesellschafftfuer Teschniche Zusammenarbei)ILO International Labor OrganizationINAB National Forestry Institute

(Instituto Nacional de Bosques)INTA National Institute for Agrarian Transformation

(Instituto Nacional de Transformaci6n Agraria)MBR Maya Biosphere Reserve

(Reserva de la Biosfera Maya)MBC Mesoamerican Biological Corridor

(Corredor Biologico Mesoamericano)MSP Medium-Sized ProjectNGO Non-Governmental OrganizationUSMAB/TED United States Man and the Biosphere Program/Tropical Ecosystem

DirectorateUNDP United Nations Development Program

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Community Management of the Bio-Itzd Reserve

Table of Contents

Project Summary ................................................................. 4Project Description ................................................................. 11

I. Project rationale and objectives ................................................................. 11II. Current situation (baseline course of action); ............................................................ 18III. Expected project outcomes, with underlying assumptions and context(alternative course of action); .................................................................. 19IV. Activities and financial inputs needed to enable changes (increment) .............. 20V. Sustainability analysis and risk assessment ............................................................... 24VI. Stakeholder involvement and social assessment ............................. ..................... 28VII. Incremental cost assessment ................................................................. 29VIII. Budget .................................................................. 37IX. Implementation plan ................................................................. 38X. Public involvement plan ................................................................. 40XI. Monitoring and evaluation plan ................................................................. 40XII. References ................................................................. 41

Annex 1 - Logical Framework ................................................................. 43Annex 2 -- Analysis of the Biological Status of the Bio-Itza Reserve and of the Agro-ecosystems employed by the Itza Maya .................................................................. 53Annex 3 - Socio-Economic Analyses of the Bio-Itza and other ParticipatingCommunities ................................................................. 61Annex 4 - Public Participation Plan ................................................................. 88Annex 5 - Information on Proposed Executing Agency ...................................................... 93Annex 6 - Procurement under the Project ............................................. .................... 97Annex 7 - Progress Reports, Accounts, Audits, and Financial Statements ..................... 103Annex 8 - Projected Grant Disbursements .................................................................. 108

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PROJECT SUMMARY

PROJECT IDENTIFiERS

1. Project name: Community Management of the 2 GEF Implementing Agency: The World BankBio-Itza Reserve3. Country or countries in which the project is 4. Country eligibility: Signatory to the Conventionbeing implemented: Guatemala on Biological Diversity, 13 June 1992. Ratified 10

July 1995.

5. GEF focal area(s): Biodiversity 6. Operational program/Short-term measure:Forest Ecosystems (Operational Program No. 3)

7. Project linkage to national priorities, action plans, and programs:

This project supports the Guatemalan National Biodiversity Strategy and Action Plan, established in 1999and financed by an enabling activity grant of the GEF that was administered through UNDP. The projectcomplements several of the eight major strategic components in the Action Plan, especially that related toStrategy 2. In Situ Biodiversity Conservation. This component of the Action Plan contains several objectives,at least two of which are directly supported by thLs proposed project. The first involves the objective ofdeveloping integrated regional conservation management systems that reflect the multicultural andmultiethnic nature of the country, as well as the biophysical and social realihes of the various regions. Theproposed project also supports the objective of establishing community-managed forestry concessions andwoodlots on State and Municipal Lands, some of which may not have strict legal standing as forest reservesbut are managed informally under usufruct regimes by community members.

The National Protected Areas Council (CONAP) of Guatemala operates under a strategy that lists Peten asthe most important of five geographic foci for biodiversity conservation in Guatemala. CONAP recognizesthe critical importance of community participation and has recognized the Bio-ItzA municipality reserve ofSan Jose, Peten

In accord with the high conservation priority given the Peten by the government of Guatemala, CONAMA,through an inter-institutional commission dedicated to the promotion of environmental education, hasestablished a comprehensive environmental education strategy for the Peten. This strategy fundamentallyseeks to promote the conservation of natural and cultural resources through a program that includes aregional environmental information and communications system, environmental education projects for the"formal" and "informal" public sectors, and support for continuous coordination among the many publhcand private mistitutions mvolved in this effort Because the proposed project contamis significant outreachelements, it will support the broader objectives of environmental education strategy for the Peten.

This project also reinforces commitments to the rights of Indigenous Peoples established in theGuatemalan Peace Accords, as articulated in the Agreement Regarding the Identity and Rights ofIndigenous Peoples (Acaerdo Sobre Identidad y Derechos de los Pueblos Indigenas). In particular, this projectsupports policies regarding the rights of indigenous peoples to obtain and maintain clear tenure to theirlands and to improve the management and conservation of their natural resources. This project alsosupports the Convention concerning Indigenous and Tribal Peoples in Independent Countries (ILO No.169), as established by the International Labor Organization.

Regionally, this project complements the Mesoamerican Biological Corridor (MBC) initiative, which waslaunched in 1992 in recognition of the importance of maintaining the genetic viability and existngnatural resources that stretch in a continuous ecosystemic band from southern Mexico to northernColombia. The primary objective of the MBC initiative is to establish connectors between existing

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Community Management of the Bio-Itzn Reserve

protected areas through the coordinated efforts of the regional governments During the preparation ofthe Guatemalan section of the MBC, the Pet6n and the Maya Forest Corridor within it were consideredof the very highest national and regional importance.

Other major multllateral and bilateral actors active in the northern Pet6n include USAID andCooperacion Espafiola. These actors are focused primarily on land titling and mntnicipal strengtheningin the buffer zone of the Maya Biosphere Reserve over the next five years. Multilateral efforts targetedat the MBR proper include strengthened core zone management and improved environmental policies.Support on the part of mujlitlaterals for enhanced agroecosystems is relatively limited. Indeed, becausesuch support is limited under the baseline scenario, the project is in a strong positioni to fill this gap.

The US Man and Biosphere Program/Tropical Ecosystems Directorate (USMAB/TED) also supports aregional project that covers portions of Mexico, Belize and Guatemala This project is designed toimprove coordination among the three countries, in order to ensure consistent management of thegreater Maya Tropical Forest. The three-year project includes monitoring and evaluation, policy andmapping. Several years ago, USMAB/TED also sponsored meetings among Yucatec, Lacand6n and ItzaMaya in recognition of their knowledge of and potential contribution to conservation of biodiversity inthe Maya Tropical Forest.8. GEF national operational focal point and date of country endorsement: Viceminister of Environment

and Natural Resources Management. March 1, 2001.PROJECT OBJECTIVES AND ACTIVITIES_9. Project rationale and objectives: Indicators:The goal of the project is to ensure the . The amount of high forest (see theconservation of the natural resources and Management Plan for definition) in the Bio-biodiversity of the Bio-Itza Reserve. In so doing, Itza Reserve remams stable or mcreases.the project will contribute significantly to the . Forest cover and composition remains stable inconservation of the natural resources and the Reserve and the southern portions of Tikalbiodiversity of Tikal National Park, El Zotz National Park and El Zotz Biotope.Biotope, and other important areas in the central . The rate of deforestation in the agriculturalregion of the Maya Biosphere Reserve. sections of the area of influence declines over

the course of the project.10 Project outcomes: Indicators:

1. Bio-Itza Association is empowered with 1.the skills and sustamable financmg to * Stronger financial, management,ensure continued protection and communication and administration systems ofmanagement of the Bio-Itza Reserve the Association

* Association Members trained to implementthese systems

2. Biological systems are monitored and 2.conserved. * M&E plan for biodiversity refined and

implemented


3. A Conservation Strategy and 3.Management Plan for the Bio-Itza Reserve . The municipalities of San Jose and San Andresis implemented. finalize the "regularization" of rights and

access to land in the municipal ejidos by theend of the project.

* 325 families in six communities (San Jose, ElCruce Dos Aguadas, Nuevo San Jose, Corozal,Jobompiche and San Pedro) have adopted thetraditional Itza production system (diversified,long-fallow subsistence agriculture, diversifiedbackyard gardens, etc.) by the end of theproject

* Fire control systems are adopted bycommunities and integrated with the regionalstrategy and functioning in the area ofinfluence

* Invasions and illegal use of the municipalejidos, the Reserve and protected areas declinesignificantly over the life of the project.

4. A Center for Information, Traming and 4.Research generates and compiles . An Information, Training and Research Centerinformation that informs the Management is created and provides: (i) training onPlan, and trains local communities to use traditional production systems to localtraditional Itza production systems. communities; and (2) generates information on

the state of biodiversity m the Reserve and itssurroundings and the impacts of naturalresources uses

. Trained members of communities adopttraditional production systems

. Information generated is used to periodicallyrefine the Management Plan

5. The Project is well managed. 5.. A system to monitor project performance and

management is functioning; the systemprovides accurate information on the successesand problems in the project on a quarterly,semi-annual, and annual basis; project andAssociation management use the informationto make changes in project management andoperations.

11. Project activities to achieve outcomes: Indicators:

1. Capacity Building of Bio-Itza Association 1.L.A --. Creation and implementation of a Strategic * In the first year of the project, a five yearPlan strategic plan for the Association is developed1 B -- Training for Association Members. * 60 Association members are fully trained in

conflict resolution, business management,marketing and promotion and other skills asrequired as of the third year of the project.

* The Association has a well diversified financialbase by end of project.

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2. Creation and Implementation of a Strategy and 2Management Plan for the Protection of the Bio- . By end of project, a Management Plan for theItza Reserve. Reserve is developed, approved by the

2.A -- The Bio-Itza Association has the capacity to Association and a government institution, andconserve its Reserve under implementation with the following

components. Investigation and Monitoring,2.B -- Review, update and implement systems for Public Use Plan, Community Relations in themanaging natural resources and public use plan Area of Influence, Control and Enforcement,for the Reserve, including geographic information and Administration.systems, wildlife management, non timber forest . Formal agreements supportive of theproducts, timber and tourism. Management Plan are established in the first

two years of the project with communities and2.C -- Develop and implement a community other entities in the areas of influence thatrelations program targeted at the area of influence, recognize the borders of the Reserve andincluding the application of agreements for Reserve policies.protection and use of the Reserve with By end of projectsurrounding communities (Corozal, Nueva San . the business plans for the enterpriseJose, Cruce Dos Aguadas, Jobompiche, y San components is being implemented;Pedro), CONAP (Tikal/Zotz), and CECON (Zotz) . the borders of the Reserve are demarcated and

maintained by end of project;2.D -- Review and strengthen systems of control . reserve guards are patrolling and mamtainingand enforcement, including patrol schedules, fire the borders of the Reserve, with at least eightcontrol, and demarcation of borders. reserve guards are on duty at any time around

the 24-kilometer border.3. Creation and Implementation of an Socio- 3.

Economic and Biodiversity M&E Plan . Ethno-botanical, biological, and archaeologicalinventories of the Reserve, including ethno-

3.A - Establish and implement a program that mapping results, are carried out andproduces the information necessary to manage and documented in the first two years of theprotect the natural resources and biodiversity of projectthe Reserve. . Knowledge on traditional production systems

is documented in the first two years of the3 B - Establish a monitoring and evaluation project.system that measures the performance of the * Annual reports prepared and presentedproject and different mdexes of success, mcluding regarding: (i) the biological status of thegoals, purpose and expected results. reserve, including information on its forest

cover and wildlife populations; and (ii)3.C -- Publish an annual project report that traditional cultural and ethno-botanicalincludes reporting on results, financial statements, knowledge.and lessons learned.4. Creation and Implementation of an 4.

Information, Training and Research Center, . A Center for Information, Training andproviding training on traditional production Research, that includes a database generated insystems and adequate information on the state part by the project's M&E Program isof biodiversity in the Reserve and its functionig and serving as a link with othersurroundings and the impacts of natural communities by end of project.resources uses (tourism, non timber forest . Based on the priorities identified in the M&E

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products, timber, etc). inventories, biological, ethno-botanical, and4.A - Design and implement a trainig and anthropological research is begun in theexchange program on management and use of second year of the project.natural resources based on indigenous knowledge . 44 social promoters, from San Jose and theand targeted at different levels of of communities communities in the area of influence areand organizations. trained in Maya Itza systems of production.

. At least one meeting and/or exchange per year4.B -- Construct and equip a Center for beginning in Year Three is carried out withInformation, Education and Research in San Jose. specified groups (indigenous and community

organizations in the Peten, government,NGOs, academic institutions) and the Center

5. Project Management and Monitoring 5.. A system to monitor project performance and

5. A -- Carry out annual external financial audits management is functioning, and mcludesand carry out a mid-term and fmal external project reports on progress on a quarterly, semi-evaluation. annual, and annual basis; a mid-term

evaluation, annual financial audits, and a finalexternal evaluation

12. Eshmated budget (in US$000):PDF: $25GEF $725Co-financing: $754 ($374 caslh; $380 in-kinid)TOTAL $1,504INFORMATION ON INSTITUTION SUBMITTING PROJECT BRIEF

13. Information on project proposer:The Bio-Itza Association (herein referred to as the Association) is a Civil Association, legally establishedin 1997, and made up of 112 Maya Itza of San Jose, m the northern department of the Peten inGuatemala. The mission of the Association is the conservation of the first ethno-botanical and culturalreserve in Guatemala and the culture of the Itza Maya, one of only two original mdlgenous groups fromthe Peten still living in the department today. Working with the local NGO ProPeten, the Itza havemade tremendous progress in establishing legal rights to their 3,600-hectare reserve, located on thesouthern border of the larger Maya Biosphere Reserve (MBR), a 1 6 million hectare expanse of tropicalforest, and the largest protected area in Central America Along with serving as a refuge for the region'sthreatened biodiversity, the Maya Biosphere Reserve also contains many important Maya archaeologicalsites, among them Tikal and El Mirador.14. Information on proposed executing agency (if different from above): The proposed executing agencyis the ProPeten Foundation (ProPeten). This foundation is in the process of finalizing its establishmnentas a non-profit organization under the laws of Guatemala. Legal establislhment is expected by the end ofMarch 2002. ProPeten is an outgrowth of Conservation International's ProPeten project, whichi has beenactive in the Peten since the early 1990s. ProPeten staff are very experienced not only with conservationand development issues in the Maya Biosphere Reserve but with the Bio-Itza Association in particular.ProPeten staff also have experience managing bi- and multilateral conservation projects. ProPetencarries out projects in two major regions of the Maya Biosphere Reserve: Laguna del TigreNational Park and Biotope, and the central portion of the Reserve, in the corridor stretchingfrom the town of San Andres in the soutlh to the village of Carmelita in the north. Within thesetwo areas, ProPeten has established an integrated set of activities, though with somewhatdifferent emphases. Tn Laguna del Tigre, ProPeten focuses on both core zone protectionactivities and resource management by conunttnities within the park, while in the centralcorridor ProPeten focuses mainly natural resource management issues.

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15. Date of initial submission of project concept:INFORMATION TO BE COMPLETED BY IMPLEMENTING AGENCY.

16 Project identification number:P070677

17. Implementing Agency contact person:Juan Martinez, Task Team Leader e-mail: Juan [email protected] Unit for Technical Assistance (RUTA),San Jose, Costa Rica,Tel: 506-255-4011Fax: 506-222-6556

Karm Shepardson, GEF Coordinator (202) 473-8954; e-mail: Kshepardson@worldbank org

18. Project lmkage to Implementing Agency program(s)The World Bank's assistance objectives in Guatemala are focused on poverty alleviation and humanresource development, while continuing the progress made in the peace process and maintaining anappropriate macroeconomic framework. A major project with direct relevance to the Medium-SizedProject proposed herein is the Land Administration Project (Protierra Project) (US$31 million), which issupporting efforts to increase legal security of land in the Peten Department and strengthen the legal andinstitutional framework for land registry and cadastre services in Peten. This will be achieved through aparticipatory process for conflict mitigation and resolution, which includes indigenous and non-mdigenous communities.'

The World Bank's assistance strategy to Guatemala over the next few years is generally expected to focuson: (i) building social cohesion and strengthening participatory decision-making processes; (ii) reducingpoverty and exclusion; (iii) raising economic growth and maintain stability; and (iv) makmg the publicsector more effective at essential tasks

The World Bank is currently implementing a GEF medium-size project in the Peten, supporting improvedmanagement of Laguna del Tigre National Park (located at the western end of the Maya BiosphereReserve).. The medium-size project proposed herein would complement the Laguna del Tigre projectbecause it focuses on indigenous lands outside of the protected areas system; and is located on the easternside of the Maya Biosphere Reserve, several hours driving distance away, and on other buffer zone areasthat do not overlap with the reach of the Laguna del Tigre project. The final disbursement for the Lagunadel Tigre Project has been made, and this project is expected to close in March 2002

Additionally, the World Bank, in conjunction with the IDB, is currently preparing a GEF-financed projectto support emerging network of mdigenous communities engaged in integrated ecosystem managementin Central America. The first phase of the regional project would trace successful management projectswithin indigenous communities for dissemmation of best practice to other communities. It is expectedthat the models first tested in the proposed MSP will provide successful sustamable models that could bedisseminated across the Central American region to a wider range of communities with similarecosystems.

The World Bank is preparing a full-sized GEF biodiversity project entitled "Natural Resource

World Bank Country Brief, May 1999

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Management in the Western Altiplano" (known locally as MIRNA). This project has no geographicoverlap with the Bio-Itza project and shares little direct thematic overlap as it focuses on protected areamanagement by the State and on conservation and sustainable use of biodiversity in agricultural andforest ecosystems of the Guatemalan highlands. There are however some complementarities which bothprojects should be able to benefit from: development of monitoring strategies under MIRNA will behelpful to the Bio-Itza project and the focus on indigenous management of protected areas in the Bio-Itzaproject will be helpful to MIRNA in developing management strategies for some indigenous-controllednatural areas in the Highlands.

Finally, according to the CCAD database regarding UNDP-GEF small grants program, Guatemala hasonly three small grants projects being implemented. These projects are located out of the Peten area andhave no geographic overlap with the Bio-Itza

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PROJECT DESCRIPTION

I. PROJECT RATIONALE AND OBJECTIVES

The Mesoamerican Biological Corridor stretches from southern Mexico to northernColombia, mostly following the Caribbean coastline of Central America. This largecorridor, in turn, occupies a strategic portion of the much larger Mesoamerica Hotspot,as defined by Conservation International, which ranges from the dry forests of Veracruzand Sinaloa in Mexico through the Istmus of Tehuantepac and into all of politicalCentral America. In all, the Mesoamerica Hotspot covers some 1,154,912 kM2 , making itamong the largest of the Earth's Biological Hotspots. This Hotspot is also one of theworld's richest regions, in terms of total biodiversity. This richness is in partattributable to the geographic position of the region at the interface between two of theworld's great biogeographic realms, the Nearctic of North America and the Neotropicalof South and Central America and the Caribbean, and its role as a land bridge betweenthe continents (Mittermeier et al. 1999).

Guatemala sits squarely in the middle of the Mesoamerican Hotspot. Its Peten region isincluded within the northern portion of the Mesoamerican Biological Corridor, andforms the core of the Maya Tropical Forest. Until 1970, nearly 90% of the Peten wasforested. Since then, more than half its forest has been destroyed. Current annualdeforestation estimates in the Peten range from 40,000 to 75,000 hectares per year, aresult of road development, population growth and migration from other parts of thecountry, colonization of the agricultural frontier, and the establishment of oil and gasconcessions.

The three nations that share the Maya Tropical Forest - Mexico, Guatemala, and Belize -- have declared more than 20 wildlife reserves, national parks, and biosphere reserveswithin the region (Nations 1999). Recognizing the incredible value of the biodiversitycontained in the Peten's remaining forests and wetlands, the Government of Guatemalasince 1990 has placed over 50 percent of the Peten, Guatemala's largest province or"department," under some form of protection. As the core of this effort, the Guatemalangovernment established the Maya Biosphere Reserve (MBR) in the northern Peten in1990, covering 1.6 million hectares. Under the Maya Biosphere Reserve (MBR) Project,and other major initiatives in the Peten, the Government of Guatemala has made theregion the highest priority for national and international conservation investments.

The Maya Biosphere Reserve project has had a significant impact. As Schwartz et al(2001) note:

Much of the northern portion of the MBR is still intact (despite invasionsof the northwestern parts of Laguna del Tigre National Park and portionsof Sierra del Lacandon National Park), CONAP has established working

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Communitiy Management of the Bio-Itzd Reserve

relationships with a fair number of villages within the MBR, and theNGOs are widely accepted. The NGOs have also contributed to theincrease in human and social capital in Peten, and that is essential to longterm maintenance of the MBR. CI/ProPeten has played an important rolein these positive developments.

Although there have been positive benefits from efforts to conserve biodiversity on theseprotected lands, pressure on municipal lands outside protected areas has increased andthere are severe threats to the forests and woodlots remaining in these municipalities. Asresources outside protected parks are eroded, farmers tend to invade protected areas.Indeed, despite their designation, uncontrolled colonization threatens the viability ofmany protected areas. Colonization is a function of cattle ranching, mono-cultivation, andrapid demographic increase in Peten, combined with easy access to most protected areasthrough poorly guarded roads and continued trail and road construction and, also, thelack of viable economic alternatives for countrymen in the municipalities.

The underling causes of colonization and biodiversity loss in the Peten -extensive cattleranching, mono-cultivation, rapid population growth and continuing immigration fromother regions of Guatemala and even El Salvador - are, in turn, the result of a lack ofeconomic alternatives and skewed land distribution in southern Guatemala. Theproposed MSP will not directly address the root causes in southern Guatemala, but itwill deal directly with the major proximate threats by:

Improving the farming practices of families now on the agricultural frontier. Theimproved farms will be more biologically diverse, produce a broader range ofproducts, and yield more on less land. Improved farming practices will alsoincorporate fire control techniques. Training in improved practices will use afarmer-to-farmer approach and will be based on the traditional polyculturalproduction systems of a local indigenous group, the Maya Itza. It has beenshown via existing demonstration farms that Itza production systems can beadapted for modern smallholder agriculture. Of course, improved productionsystems in and of themselves do not guarantee a reduction in the pressure onstanding forest. However, this project is being carried out in a broader socialdevelopment context that includes support for improved municipal governance,better public health and education services, and improved land and resourcetenure security.

* Providing a protective buffer between migrant farmers and environmentallysensitive protected areas. There is good evidence that protected areas that arewell-demarcated and patrolled stand a better chance of remaining intact thosewith poor or non-existent demarcation and monitoring. This project proposes toprovide direct support to a local indigenous organization, the Bio-ItzaAssociation, for precisely these protection functions. Not only will the project

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build teclmical capacity within the association but it will also build the internaladministrative and financial capacity needed to ensure the long-termsustainability of the protection activities. The protection of the Itza's 3,600-hectare Bio-Itza reserve will, in turn, provide significant protection for two majorcore protected areas, the El Zotz Biotope and Tikal National Park (see Figure 1).The combination of direct resource protection and outreach to buffer zonecommunities has produced good conservation results in this and other regions ofthe Maya Biosphere Reserve. This project provides and opportunity to refineand reinforce this effective combination in the vicinity of the Bio-Itza reserve.

While the preeminent strategy of establishing protected areas at the national level onpublic lands, and ensuring their successful management over the long-term, is criticallyimportant, it is clearly not sufficient to ensure conservation of all areas of biologicalimportance. Therefore, the Government of Guatemala and other Central Americangovernments as well as NGOs, researchers and community groups have reached theconclusion that biodiversity conservation on community-held lands should bedeveloped as a complementary strategy. This opinion has emerged based on therealization that: (i) a large percentage of the region's forest is controlled or influenced byindigenous communities, and these communities have inherent incentives to investtheir own labor and funds to conserve and protect their forest resources; (ii) the currentsystem of national protected areas is relatively costly, administratively cumbersome,and cannot realistically be extended to cover the amount of territory necessary toadequately protect the region's biodiversity; (iii) although overexploitation is often thecause of biodiversity loss, environmental degradation is also often caused byunderexploitation, in the sense that the sustainable use of resources can raise incomes ofcommunities and discourage the conversion of natural habitat to other biodiversity-depleting land uses; and (iv) there are convincing cases of successful communityconservation initiatives in the Mesoamerican region, such as the Comarca Kuna YalaBiosphere in Panama and various community managed forest concessions withinGuatemala's Maya Biosphere Reserve, demonstrating that these activities have thepotential to be successfully replicated throughout the region.

Thus, although the government has increased its commitment to the conservation of theprotected areas, the threat of future invasions remains, unless steps are taken to alleviatethe negative situation outside the parks. Moreover, it is increasing acknowledged thatwithout local-level support, many conservation efforts will be difficult or impossible tosustain. The government, therefore, is seeking to develop co-management arrangementsunder which local NGOs, municipalities, communities and other local entities will playsignificant roles in protected area and resource management.

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San Jos6 y sus Comunidades de InfluenciaReserva de la Biosfera Maya, Pet6n, Guatemala

Ir r)7 l nF J.f('T8* r :

6 , "'12 Kilometers [I]ESDA11,848,809X _

_ ~~~~~~~~~~~~~~~~ ~ ~~Furentr ProPoten a _B

Figure 1. Map of San Jose, the Bio-Itza reserve, and surrounding communities and protected areas.

The Medium-sized project proposed herein would promote improved management andprotection of the 3,600 hectare Bio-Itza Reserve, in the municipality of San Jose, Peten,Guatemala, and serve as a training and demonstration project for other indigenous andnon-indigenous local groups, especially those in the immediate vicinity of the Bio-Itza.The close-by communities of Nuevo San Jose, San Pedro, Jobompiche, El Corozal, and ElCruce Dos Aguadas, would be the most likely to adopt traditional Itza productionsystems to ensure stable natural resource management. The 215 Maya Itza families inSan Jose would be the primary beneficiaries of the project; however, taking intoconsideration secondary beneficiaries the total number of beneficiaries would be 820families.

It is essential that communities in the vicinity of the Bio-Itza reserve be engaged in theproject, because of the threat that they pose, not only to the Bio-Itza Reserve, but also tothe El Zotz Biotope and even Tikal National Park. Without alternatives, such as improvedproduction systems, it is likely that many of these communities will expand theiragricultural activities to the north - the only direction they can expand because ofconstraints in other directions - into protected areas.

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The Bio-Itza Association - with the support of the ProPeten Foundation (ProPeten) and anumber of other governmental and non-governrnental groups - would act as a catalyst toalter and improve natural resource management regimes in surrounding communities.In addition to the several hundred families in at least six communities in the vicinity ofthe Bio-Itza that would be expected to adopt traditional Itza production systems, it isalso expected that residents of these communities would adopt improved fire controlsystems and that they would participate in a broader regional fire control strategy.Finally, invasions and illegal use of municipal ejidos,the Bio-Itza Reserve, and otherprotected areas would decline significantly or cease altogether. Taken together, thesemeasures will help ensure the long-term conservation of the Bio-Itza Reserve, andcontribute to the conservation of the much larger protected areas - El Zotz Biotope andTikal National Park - to the north and east of the Reserve.

Additionally, the World Bank, in conjunction with the IDB, is currently preparing aGEF-financed project to support emerging network of indigenous communitiesengaged in integrated ecosystem management in Central America to be approved inSeptember 2002. The first phase of the regional project would trace successfulmanagement projects within indigenous communities for dissemination of best practiceto other communities. It is expected that the models being implemented in theproposed MSP will provide successful sustainable models that could be disseminatedacross the Central American region to a wider range of communities with similarecosystems.

The overall objective of the proposed project, therefore, is to ensure the conservation ofthe natural resources and biodiversity of the Bio-Itza Reserve. In achieving this goal,the project will contribute significantly to conservation in Tikal National Park and ElZotz Biotope, key protected areas in the central region of the Maya Biosphere Reserve.These conservation goals will be achieved by ensuring that the people living around theReserve, and the Itza themselves, adopt and maintain natural resource managementregimes that favor conservation. The Bio-Itza Association will play a key role inimproving these management regimes, so it must be is empowered with the capacityand sustainable financing to ensure not only the continued protection and managementof Bio-Itza Reserve but also to serve as nexus for information, training, and research.

To achieve these outcomes, ProPeten, the proposed executing agency, would work inclose collaboration with the Bio-Itza Association to carry out the following activitiesover the course of five years:

1. Strengthen the financial, administrative, and communications systems of the Bio-Itza Association.

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2. Reinforce and implement a strategy and management plan for the protection ofthe Bio-Itza Reserve.

3. Create and implement a plan for the monitoring and evaluation of socio-economic and biodiversity data.

4. Design and establish an information, training, and research center on traditionalproduction systems.

As the executing agency, ProPetfin brings to the project 10 years of experience in the Petenwith a wide variety of community and natural resource management projects, its goodworking relationship with the Bio-Itza Association, and its familiarity with themunicipality of San Jose and the various communities that would benefit from this project.More specifically, ProPeten has worked in the Maya Biosphere Reserve since 1992 andhas collaborated with the Itza in both protecting its Reserve and developingcommunity-based conservation initiatives. Among the projects that ProPeten hasdeveloped with the Association is the language school for tourists wanting to learnSpanish and the eco-tourism promotion department. Both projects were created withthe goal of generating employment for members of the community and funds for themaintenance of the Reserve. The beneficiaries of those projects are the members of theBio-Itza Association and their families, as well as the larger community of San Jose,Peten.

Background Information on the Itzci Maya:

The community of San Jose, Peten, located on the north shore of Lake Peten Itza, is thelast community of the Itza Maya in Guatemala and similar in its outlook to the ComarcaKuna Yala. T,he town of San Jose has approximately 2,000 people, 95% of whom areMaya Itza. After their migration from the Yucatan in the XII century, the Itzadeveloped a culture and way of life based on the sustainable use of the forest resources.Indeed, the Itza established an agro-ecosystem regime that is extraordinary. Atran(1993a) characterizes this regime as a "middle-term forest-regenerating cycle of some 50years [that integrates] shorter-term management of domestic needs and the tolerancesof a wide range of cultigens and semiwild animals." Under this regime, the Itza plantmore crops on less cleared land, leave their land in fallow for longer than their Ladinoor Q'eqchi' neighbors, and have astonishing levels of agrobiodiversity in their plots.See Annex 2 for details on the Itza agro-ecosystems.

Due to many factors, during the last few decades the Itza culture has been strugglingfor survival. Immigration from other departments of Guatemala and the clearing offorests for agriculture and cattle pasture means that the forests the Itza have alwaysdepended on are disappearing at a rapid rate.

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Owing to this increased resource degradation, in 1990, a group of Itza elders decided tomake a concentrated effort to rescue their culture and traditions, beginning with acommittee to rescue their language. The members of this committee realized that therescue of the Itza culture was impossible without the presence of the natural habitatsthat supported the birth of the culture that they were trying to rescue. For this reasonthe Reserve was created in 1991, becoming the first and, up until now, the only culturaland ethno-botanical reserve in Guatemala.

The original group from 1990 has progressed into achieving, in 1997, an organizedpresence in the form of the Association for the Protection of the Itza Reserve. Theassociation is legally recognized as a Civil Association under Guatemalan law and has68 active members, a Board of Directors, and is divided into four different workinggroups: 1) Bio-Itza Reserve; 2) Spanish Language School; 3) Women's Medicinal PlantGroup; and 4) Tourism of San Jose and the Bio-Itza Reserve. A board of directors, viaan executive director, oversees each of these components. The Medicinal Plants groupalso maintains an elected set of officers. The stated mission of the association is to:

Promote the 7vell being of the members of the association, as part of the Itza'community, through integrated development, sustainable use of naturalresources, the conservation of their reserve, and the protection of their uniquecultural identihy in Guatemala.

The fact that the Itza Reserve is managed at the community level makes it an examplefor conservation projects that want to involve local people.

In addition to the Bio-Itza Association, the Maya Language Academy of San Jose isworking to maintain, offer instruction in, and revitalize the Itza language. TheAcademy is a branch of a group based in Guatemala City dedicated to the revitalizationof indigenous language and culture throughout Guatemala. The Bio-Itza Associationand the Maya Language Academy work closely in planning and implementing anumber of cultural activities designed to strengthen Itza solidarity and promoteprotection of the Reserve.

The Itza hold a distinct position in Peten, in that Ladino migrants in their vicinity turn tothem for advice regarding farming in the region. Moreover, the Q'eqchi' Maya regard theItza as "elder brothers" who once "owned" all of Peten and therefore have a legitimatingrole in the region. The Q'eqchi' believe that although they have the right to expand theirethnic territory into much of Peten, neither they nor anyone else has the right to displacethe Itza. Where the Itza are, no one else has the right to be. The Itza also have the rightand responsibility to tell others how to adapt to the forests of Peten, giving the Itza anextraordinary entree into both Ladino and Maya communities. With this entree it shouldbe possible to introduce the concepts of long fallow diversified farming and other

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elements of Itza production systems to a wide diversity of farmers, and to do so in afarmer-to-farmer approach that should help reduce barriers to acceptance.

II. CURRENT SITUATION (BASELINE COURSE OF ACTION);

Although the USAID-sponsored Maya Biosphere Reserve project concluded in July2001, USAID has developed a new project that will seek to consolidate the successes ofthe MBR project. An assessment commissioned by USAID recommends a number ofinitiatives, including the conversion of the MBR's buffer zone into a "service corridor"that would help draw people away from parks and other areas of the MBR (Chemonicsand IRG 2000). The Bio-Itza and the communities that would be a focus of the proposedMSP fall within this service corridor. Several notable recommendations of theassessment for the service corridor include:

* Strengthen the involvement of municipalities in the management of lands,natural resources, and human populations in the Maya Biosphere Reserve. Themunicipalities were not sufficiently integrated into decision-making in the firstphases of the MBR project. Their critical role is now recognized and they areexpected to participate much more fully in future management. The GTZ'sSustainable Natural Resources Management project (PMS), the World Bank'sCadastral project, and Cooperacion Espafiola's municipal strengthening projecthave all worked with municipalities. As of early 2002, GTZ is completing itsproject. Cooperacion Espafiola and the new FIPA project (see below for details)are expected to continue their activities for the next several years.

* Continue with land titling and "regularization" programs to stabilize land tenurein and around the MBR. These programs should be closely monitored to ensurethat they do not contribute to land speculation within the MBR. Land titlingprogram should also be linked to incentives for landowners to conserve forestand natural habitats. World Bank, GTZ, and Cooperaci6n Espanola have alsosupported land titling efforts.

* Expand sustainable forest management in the form of woodlot management.These efforts would encompass a broad range of parcels, from small woodlots toto large landholdings that retain some woodlands, and could be linked to landtitling activities. Improved fire control and marketing of forest products wouldalso be included.

USAID, Cooperacion Espafiola, and the World Bank - the major multilateral andbilateral actors active in the northern Peten - increasingly coordinate their activities.Under the baseline scenario, these actors will focus their support on land titling andmunicipal strengthening in the buffer zone (or service corridor) of the MBR over thenext five years. Multilateral efforts targeted at the MBR proper include strengthenedcore zone management and improved environmental policies. Support on the part ofmulitlaterals for enhanced agroecosystems is relatively limited. Indeed, because such

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support is limited under the baseline scenario, the GEF is in a strong position to fill thisgap.

Regardless of GEF investment, over the next five years, the municipality of San Jose, theWorld Bank, and the FIPA project are expected to carry out a number of activities:institutional strengthening, training and analysis regarding policy and legislative issues,refinement of the Itza agroforestry systems, expansion of medicinal plant gardens, andoutreach and traininig in agroforestry systems and design and implementing ofmonitoring and evaluation (Cooperacion Espanol). Establishing campaigns for thecontrol and prevention of forest fires (Municipality of San Jose). Improving protectionand management of two national parks in the Peten (Laguna del Tigre and Sierra delLacandon) and carrying out monitoring and evaluation of biodiversity throughout theMaya Biosphere Reserve (MBR) and strengthening several lines of environmental policymaking affecting the MBR (FIPA Project). Provide support for the legalization andregisteration of private and public municipal lands with special emphasis on definingthe uses of public lands, including the Bio Itza reserve, during the registration process.(Cadastro Nacional/UT). Under the baseline scenario, most activities would probablybe limited to the towns of San Jose and San Andres, the Bio-Itza Reserve, and thecommunity of El Cruce Dos Aguadas.

III. EXPECTED PROJECT OUTCOMES, WITH UNDERLYING ASSUMPTIONS AND CONTEXT(ALTERNATIVE COURSE OF ACTION);

This proposed MSP has the fundamental goal of ensuring the conservation of thenatural resources and biodiversity of the Bio-Itza Reserve. In doing so, it will contributesignificantly to the conservation of the natural resources and biodiversity of TikalNational Park and El Zotz Biotope.

These conservation goals will be achieved by ensuring that the people living around theReserve, and the Itza themselves, adopt and maintain natural resource managementregimes that favor conservation. The Bio-Itza Association will play a key role in'improving these management regimes, so it must be is empowered with the capacityand sustainable financing to ensure not only the continued protection and managementof Bio-Itza Reserve but also to serve as nexus for information, training, and research.

Several hundred families in at least six communities in the vicinity of the Bio-Itza areexpected to adopt traditional Itza production systems to ensure stable natural resourcemanagement. The 215 Maya Itza families in San Jose would be the primary focus of theproject. Secondary beneficiaries would include members of the communities of NuevoSan Jose, San Pedro, Jobompiche, El Corozal, and El Cruce Dos Aguadas. These are thecommunities in the closest proximity to San Jose and the reserve, and thus have boththe greatest affect on the reserve, El Zotz and Tikal, and present the best opportunities

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for replication of the San Jose production systems. There are about 625 families in thesefive villages. The total number of beneficiaries, including those in San Jose, would be820 families. Fire control systems should also be adopted by the residents of thesecommunities and integrated into a broader regional strategy. Finally, invasions andillegal use of municipal ejidos,the Bio-Itza Reserve, and other protected areas woulddecline significantly or cease altogether.

Conservatively, this project would have an influence in the following areas:

Municipal Ejido of San Andres: 11,250 ha.Municipal Ejido of San Jos6 (includes the Bio-Itza forest reserve): 11,250 ha.El Cruce Dos Aguadas Agricultural Polygon 27,000 ha.Southern flank of El Zotz Biotope 7,000 ha.Southeastern corner of Tikal 5,000 ha.

Total area of influence of the project 61,500 ha.

This list does not include farms in San Jose and San Andres that are outside the municipalejidos and the El Cruce agricultural "polygon" but whose farmers would receive benefitsfrom the project, so the geographic reach of the project will be even larger than thatindicated above.

There are several underlying assumptions that must hold true if these improvedmanagement regimes are to genuinely contribute to long-term biodiversityconservation. First, CONAP and other agencies responsible for protected areamanagement will continue to support conservation efforts in Tikal, El Zotz, and theMaya Biosphere Reserve more generally. Second, demographic pressures, mostespecially immigration from other parts of Guatemala and the Peten, will not increasesignificantly. Third, off-farm income opportunities will increase for residents of the sixmajor communities, especially those closer to the central urban areas of the Peten.

IV. ACTIVITIES AND FINANCIAL INPUTS NEEDED TO ENABLE CHANGES (INCREMENT)

This project seeks to strengthen the protection of the Bio-Itza Reserve and to improvethe agroforestry practices of communities surrounding the Reserve. The Bio-ItzaAssociation will play the key role in protecting the Reserve and improvingagroecosystem management. To ensure that the association fulfills this role, ProPetenwill assist the Bio-Itza Association over the next five years in the following ways:

1. Strengthen the financial, administrative, and communications systems of the Bio-Itza Association.

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2. Reinforce and implement a strategy and management plan for the protection ofthe Bio-Itza Reserve.

3. Create and implement a plan for the monitoring and evaluation of socio-economic and biodiversity data.

4. Design and establish an information, training, and research center on traditionalproduction systems.

Each of these results essentially constitutes a component of the proposed project. Theactivities and financial inputs required to achieve these four fundamental results aredescribed in detail below.

1. Strengthen the financial, administrative, and communications systems of the Bio-Itza Association. Total cost: $469,000; GEF contribution: $290,000.The Bio-Itza Association is a key conservation actor in the north-central Peten. Itand its members are accorded significant respect by indigenous and Ladinopeople alike. The Association is in a good position to positively influence theland and resource management practices not only of the Itza in San Jose but alsoof hundreds of other families elsewhere in north-central Peten. To have thegreatest influence, however, the Bio-Itza must consolidate the gains it has madeover the last decade and improve its institutional capacity in a number of areas.

The first step in this process is to carry out a diagnostic on the status of theadministrative systems and organization of the Bio-Itza Association. This willinclude revising operational policies (Internal Regulation, Manual of Policies andProcedures, etc) and developing internal systems of communication thatfacilitate information flow among the management of the organization, itscomponents, and members. The next step is to revise, update and implement aFive-Year Strategic Plan for the association and establish annual operationalplans the association as a whole and for each of its components, includingbusiness plans for the enterprise components. Another key step is to review andstrengthen the accounting and financial management system. A fourth parallelstep is to identify the education and information needs of the association'smanagement, its components, and members, then design and implement acomprehensive training program, including a scholarship fund. In the firstphase of the project, a Project Coordination Unit (PCU) with the requiredtechnical personnel and counterparts from the Bio-Itza Association will beestablished. The role of the UCP is to oversee project implementation andmanagement and train counterparts as a future senior management team forboth the Association.

The institutional strengthening of the Bio-Itza Association would result in directenvironmental benefits, most notably greater opportunities for indigenous

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community to conserve globally important biodiversity. The strengtheningwould also contribute to the success of the other components of the project,thereby ensuring that they produce their global environmental benefits in themost efficient manner.

2. Reinforce and implement a strategy and management plan for the protection ofthe Bio-Itza Reserve. Total cost: $284,000; GEF contribution: $153,000.The first priority is to review and update the 2000-20004 Management Plan forthe Bio-Itza Reserve. With this plan in place, the strengthening of control andenforcement systems, including patrol schedules, fire control, and demarcationof borders, can proceed. Another priority is to revise, update, and implementthe public use plan as well as systems for managing natural resources. This willentail establishment of a geographic information system and development ofspecific plans for management of wildlife, nontimber forest products, timber,and tourism. In order to develop agreements with surrounding communitiesregarding conservation of the reserve, a comnrmunity relations program will beimplemented. Key communities include Corozal, Nuevo San Jose, Cruce DosAguadas, Jobompiche, and San Pedro; key agencies include CONAP(Tikal/Zotz) and CECON (Zotz). A program of investments in infrastructure,such as a vehicle, a tourism camp, and tourist equipment, will also be carried outin accordance with the reserve management plan.

3. Create and implement a plan for the monitoring and evaluation of socio-economic and biodiversity data. Total cost $212,000; GEF contribution: $97,000.To establish a comprehensive basis for later activities, ethno-scientific inventoriesof traditional knowledge and natural resources will be carried out. Theinventories should include the ethno-botanical uses of biodiversity andtechnologies from traditional production systems of the Maya Itza and the MayaItza language. Demonstration areas that highlight traditional Maya Itzaproduction systems will be identified.

As a part of this component, annual reports will be prepared on (i) the biologicalstatus of the Bio-Itza Reserve, including information on its forest cover andwildlife populations; (ii) the status of traditional cultural and ethnobotanicalknowledge; and (iii) the socio-economic status of communities involved in theproject.

Any information systems established, and information gathered, would beintegrated with the proposed indigenous Clearing House. Connectivity with theformal CHM under the CBD would be established. Also, any traditionalknowledge obtained would be managed in accordance with agreements reached

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under the access and benefit sharing agreements and under the Ad Hoc workinggroup on Article 8(j), both discussed under the CBD.

4. Design and establish an information, training, and research center on traditionalproduction systems. Total cost $397,000; GEF contribution: $142,000Based on the results of ethno-scientific and biophysical inventories, and onanalyses of threats to the biodiversity of the reserve and the conservation contextof the Peten, an applied research program that supports the rescue andconservation of traditional knowledge and that strengthens the right ofindigenous groups over their natural resources and their protection will bedesigned. The research program will have three lines of focus: biological, legaland ethno-anthropological.

In parallel to these research activities, a training and exchange program onmanagement of natural resources based on indigenous knowledge will beestablished and targeted at 1) the community of San Jose, 2) indigenous groupsand communities in the area of influence, 3) communities and indigenousorganizations that impact or influence conservation of the Maya BiosphereReserve, 4) other government, non governmental, religious and academicgroups, and 5) other indigenous and community groups in Mexico and CentralAmerica. These training activities will be aided by the construction of a Centerfor Information, Education and Research in San Jose. A public relations andpromotional campaign for the Bio-Itza Association and its programs andactivities, targeted at a variety of audiences, will complement the trainingprogram.

The leadership of the Bio-Itza Association will be working closely with otherMaya groups in the region to guarantee replicability. Indeed, the exchangescontemplated as part of the training and research center would facilitate thespread of the Itza production systems into other parts of the Peten. Given thehigh regard with which other indigenous groups view the Itza -they areregarded as the "elder brothers" who are the true "owners of the Maya forest" -the Itza are well positioned to extend training and resource management to therest of the region.

Project Management and Monitoring (Total Cost: $98,000; GEF Contribution: $43,000)In addition to the four programmatic components discussed above, the project will alsoestablish management and monitoring systems to ensure good financial administration,periodic performance monitoring, including external audits, and establish goodcommunications with the public and with other governmental and civil societyorganizations. See the monitoring section below for more details on the proposedmonitoring and evaluation systems.

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V. SUSTAINABILITY ANALYSIS AND RISK ASSESSMENT

As noted above, a primary objective of the project is to strengthen the financial,management, communications, and administrative systems of the association, preciselyso that it will be able to maintain the protection of the Bio-Itza Reserve, the trainingcenter itself, and the association's important business activities, including tourism, aSpanish-language school (already in operation), and a medicinal plant garden. It is thisstrengthening that will provide long-term sustainability, financial and otherwise. Oneof the key, stated indicators of success of the project is a well-diversified financial basefor the association. The institutional strengthening of the association will also allow itto pursue governmental and foundation funding opportunities. For example, thegovernment, through its Pinfor program, provides funding for ecosystems conservationoutside of protected areas. The Bio-Itza would be eligible for such funding (see belowfor details).

Other factors for project success include:

1. Availability of governnientfitnds under the PINFOR prograni to suibsidize themaintenance offorest cover. The government of Guatemala has established aprogram to provide subsidies for both "production forests" and forests set asidesolely for protection. The municipality of San Jose has expressed interest inworking with the Bio-Itza Association to apply this program to the Bio-ltzareserve. The government pays higher subsidies for production forests, asfollows:

For production forests (Manejo de bosques para producci6n), PINFOR pays atleast

- For 2-15 hectares: Q3462 / ha;- For 15-45 hectares: Q5,190 for the first 15 hectares and Q143 for

each additional hectare, up to 45 hectares;- For 45-90 hectares: Q9,480 for the first 45 has and Q63 for each

additional ha, up to 90 hectares;- For 90-450 hectares: Q12,315 for the first 90 hectares and Q51 for

each additional hectare up to 450 hectares;

2 As of March 2002, the US Dollar/Quetzal exchange rate is US$1=Q8.26.

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- Over 450 hectares: Q30,675 for the first 450 has and Q51 for eachadditional hectare.

For forests set aside solely for protection (Manejo de bosque para protecci6n),subsidies are as follows:

- For 2-15 hectares: Q134/hectare;- For 15-45 hectares: Q2,010 for the first 15 hectares and Q81 for each

additional hectare up to 45 hectares;- For 45-90 hectares: Q4,440 for the first 45 hectares and Q65 for each

additional hectare up to 90 hectares;- For 90-450 hectares: Q7,410 for first 90 hectares and Q55 for each

additional hectare up to 450 hectares;- Over 450 hectares: Q27,210 for first 90 hectares and Q55 for each

additional hectare.

2. Experience of ProPeten zvith implementation of GEF and other large projects. ProPetenhas worked in the Peten for a decade and has managed projects funded by GEF,USAID, IDB, IDRC, and other large donors. Administratively, as explained inmore detail in the attached annexes, ProPeten maintains accounting,procurement, and auditing systems that are fully capable of absorbing andmanaging GEF funds. Over the years, ProPeten has developed a broadprogrammatic and staff base, allowing the organization to take an integratedapproach to a broad range of conservation and socio-economic issues. Though agood portion of its funding once came from USAID, ProPeten has always had abroad funding base because of the need to generate match for the USAID funds.Even as the Maya Biosphere Reserve project draws to a close, and USAID fundsdecrease, ProPeten will continue to work in the Peten, drawing on its diversefunding base and seeking new donor opportunities. Indeed, ProPeten'sexperience with a diversity of donors bodes well for its long-term financialsustainability. This, in turn, will aid groups like the Bio-Itza who will benefitfrom a long-term partnership with groups like ProPeten.

3. Organizational commitment and histony on the part of the Bio-Itzd Association. TheBio-Itza Association is tremendously committed to the protection of its reserve,to the economic advancement of its members, and to the revitalization of the Itzaculture and language, as demonstrated by its decade-long willingness to protectthe Bio-Itza Reserve, often without any economic resources. Workshopsconducted in December 2000 and January 2001, as well as the association'shistory, also demonstrate that the Itza are committed to reaching out to otherrural people. The association has weathered significant difficulties, only toemerge stronger and more committed than ever to its goals. It has alreadyachieved an extraordinary set of accomplishments with very limited financial

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resources. Finally, the association is a genuinely grassroots group, one thatunderstands the issues facing rural Peteneros and that can introduce advancedagroforestry technologies to rural peoples in a way no other group in the Petencan duplicate.

4. Availabilihy of partners and good technical backup from local and national NGOs -- As aresult of significant infusions of outside support for conservation anddevelopment over the last decade, there is now a solid cadre of experiencedNGOs with offices in the Peten that have an interest in supporting the work ofthe Bio-Itza Association. ProPeten and the Bio-Itza have a strong relationshipthat spans nearly a decade. ProPeten is prepared to provide technical andadministrative support for the Bio-Itza association, especially during the criticalfirst years of the proposed project. Other organizations have also offered toprovide technical support. In addition, grassroots organizations in Peten,including indigenous Q'eqchi' Maya groups, have offered social and politicalsupport.

5. Well-established tradition of polycultural production systems - As discussed in detailin Annex 2, the ItzA have a well-established and highly diverse agroforestrysystems on their farms. Not only do the Itza plant more crops on less clearedland, and leave their land in fallow for longer than their Ladino or Q'eqchi'neighbors, their active milpas are also much more biologically diverse. There arealso Ladino and Q'eqchi' farmers - Ladinos more so than Q'eqchi' -- who haveadopted some or all of the elements of the Itza system, so there aredemonstration farms and committed farmers ready to act as extension agents incoordinated network designed to reach a variety of ethnic groups.

6. Respect accorded the Itzd by indigenous and Ladino communih'es - As noted elsewhere,the Itza are accorded tremendous respect by both Ladinos and other Mayaindigenous peoples, a remarkable feat. This translates into an entree to groupsthat traditionally refuse cooperation with Ladinos, NGOs and government - thatis, the Itza can transcend the mistrust of other indigenous groups. Whencombined with the organizational commitment of the Bio-Itza Association andthe well-established polycultural tradition of the Itza, the association is in aunique position to transform the productive landscape of the north central Peten.

Risk factors associated with the project and mitigating actions include:

1. Variable markets for agricultural products. Although some of the products of theItza-style polycultural production systems will be used for householdconsumption, many families will choose to sell their surplus into local andperhaps national markets. These markets may be quite variable. Many farmers

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Communityj Management of the Bio-Itzd Reserve

now produce only a handful of marketable products, mostly maize, black beansand squash seeds (pepitoria). These, in turn, are often sold to truckers from thecentral urban area of the Peten and elsewhere in Guatemala. The truckers offer alimited market and poor prices for the sellers, but the farmers often have littlechoice but to sell to these middlemen. This project will mitigate this risk byhelping farmers to diversify their production, reducing reliance on just a handfulof products. If one product commands a poor price, other products will helpbuffer that downturn. Furthermore, this project, through its outreach programsand training center will provide a forum in which farmers will have theopportunity to exchange information on promising products and marketchanges. They will also have the opportunity to establish collective marketingand transportation mechanisms, which may improve the competitiveness ofthese farmers in local and national markets

2. Organizational wveakness of the Bio-Itzd Association - As with many small localgroups, the Bio-Itza Association has been challenged by internal dissension anddisagreement - both within the organization and between the organization andother members of the community. Most of these disagreements have beenresolved, in large part due to the leadership of the association's director, who is akey driver of the organization's success, and who actively promotes democraticprocess in the association. The GEF opportunity came about in large part becauseof his single-minded commitment; its future success will depend on hiscontinuing commitment to seek the participation of all members in itsimplementation. The association has also suffered from uneven participation, inorganizational governance and elsewhere, on the part of its membership. This isdue in part to a lack of reliable sources of funding since the inception of thegroup. Despite these issues, the core commitment of the members is strong andalways has been, as demonstrated by their commitment to work long hourswithout remuneration. With an injection of reliable resources from the proposedMSP, the association can really mature as an organization. To manage theweaknesses identified, the project has been designed to front-load institutionalstrengthening and ensure adequate technical and administrative backing from acompetent local entity, especially in the first years of the project.

3. Conflict bet7veen the Bio-Itzd Association and the Municipalhty of San Jose - In largemeasure, the presence of migrants and other external influences have led to theemergence of two factions in San Jose -- one led by the Bio-Itza and the other byan able mayor. Whenever outside interests in San Jose wane, the two factionsare able to collaborate, but when outside interests wax, the factions tend to pullapart, or be pulled apart by outside interests. One such external interest hopesto extract timber from the Bio-Itza Reserve, but the Bio-Itza Association has beenable to prevent this from occurring. Recently, the mayor and the leader of the

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Bio-Itza Association (really representatives of politically significant largefamilies) have reached a rapprochement. Both parties are aware of and wish tobenefit from San Jose's location on the northern shores of Lake Peten Itzai as atourist attraction. This project will seek to further the rapprochement of theassociation and the municipality through, among other actions, support formunicipal initiatives to regularize the zoning and land tenure situation in themunicipal ejido. The project will also help the association weather the impact ofoutside interests by building a more seasoned and professional managementteam that is less subject to the vagaries of shifting alliances. CooperacionEspanola has recently initiated a project with the municipality that should alsocontribute to strengthening the ties between the municipality and the Bio-ItzaAssociation.

VI. STAKEHOLDER INVOLVEMENT AND SOCIAL ASSESSMENT

Stakeholder involvement in project planningIn November and December 2000, ProPeten staff, and consultants hired with PDF funds,worked with the Bio-Itza Association to facilitate a participatory planning process toprepare the GEF proposal. Two initial workshops were held on 12 November and 18November 2000 to define the strategic objectives of the project. A majority of the membersof association worked together in each workshop to identify threats and opportunitiesregarding the Bio-Itza Reserve. They also discussed the association itself and the problemsit faces. Based on their analysis, they formulated possible solutions to the identifiedproblems and a series of objectives for the GEF proposal. Finally the members identifiedproject stakeholders and reviewed in depth the role of ProPeten.

After the second workshop, members broke into four working groups and held two orthree meetings independently to flush out a activities that would support the definedstrategic objectives. In addition, the plenary named six members to a Comision deConsulta, which was given the responsibility of meeting with local, regional and nationalstakeholders from government, NGOs, indigenous and campesino communities to presentthe project in general terms and receive feedback. The stakeholders consulted arediscussed in more detail in Annex 4. A third plenary workshop was held on 16December, during which each working group and the Comisi6n presented their results.During the week of 8 January, Juan Martinez and Karen Berelowitz of the World Bankvisited the Peten to discuss the project with ProPeten staff and the Bio-Itza.

Proposal preparations continued through the month of January 2001 with the Comisionde Consulta, the association's board, and representatives from each of the workinggroups. The final project design was presented to a plenary session of the associationon 20 January in San Jose.

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Social AssessmentsThis project will focus initially on the Association for the Protection of the Itza Reserve -the Bio-Itza Association for short - that will act as the executing agency. Based in thetown of San Jose, the association is legally recognized as a Civil Association underGuatemalan law, and includes more than 60 households in its membership, a Board ofDirectors (President, Secretary, Treasurer, and three representatives or vocales), andseveral active working groups. See Annex 3 for a more in-depth socio-economicanalysis of San Jose and the Bio-Itza Association.

About 95 percent of families in the town of San Jose are of Itza Maya descent. In theother villages surrounding San Jose, there is a mixture of Ladino and Q'eqchi' peoples.In broad terms, all groups make use of at least three major farm- and forest-basedproduction systems: 1) swidden or milpa agriculture; 2) backyard gardens or huertas;and 3) non-timber forest product harvest, which includes plants, such as xate and chicle,as well as game species. Few smallholders in San Jose and neighboring towns havecattle, though there are some ranches along the road between San Andres and El CruceDos Aguadas. There are other importance sources of income as well, such as small-scale commerce (tiendas, comedores and the like) and, increasingly, low-impact tourismand other economic alternatives. See Annex 3 for an in-depth socio-economic analysisof these communities. See Annex 4 for greater discussion of public participation issues.

VII. INCREMENTAL COST ASSESSMENT

The total costs of implementing the medium size project are estimated at $1,504,000.The Bio-Itza! Association, ProPeten, Cooperacion Espaniola, Municipality of San Jose,and other local counterparts, international donors and local beneficiaries will contribute$754,000, representing some project preparation costs, baseline investments, andprogram management costs. GEF support would cover the incremental costs of theproposed project, which are estimated at $725,000. GEF-supported activities wouldinclude 1) institutional strengthening and project management; 2) protection andmanagement of the Bio-Itza Reserve; 3) training, research, and outreach; and 4)monitoring and evaluation of the biodiversity and socio-economic status of the targetregion. A PDF Block A grant of $25,000 was approved to provide assistance inpreparing this request (the Block A grant was used to organize a number of workshopswith the Bioltza Association, carry out consultations with a broad cross-section ofstakeholders in the Peten and in Guatemala City, perform socio-economic analyses ofthe beneficiaries of the project, and conduct a biological assessment of the Bio-ItzaReserve). Total GEF support for this project would total $750,000 (PDF + project grant).See Tables 1, 2, and 3, below, for a summary of Baseline, Incremental, and GEFAlternative costs.

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Baseline ScenarioThe baseline scenario (5 years) also includes the activities of Cooperacion Espaniola, theMunicipality of San Jose, the World Bank's cadastral project, the USAID supportedFIPA project as follows:

$60,000 ($30,000 cash; $30,000 in-kind) to be expended by the FortaleciniiienztoInstitiucional de Politicas Amiibienitales (FIPA) project. The project is administeredby [RG and is supported with USAID funds. Project activities began in early2002 and are scheduled to run through 2004. Objectives include working withthe government and NGOs to improve protection and management of twonational parks in the Peten (Laguna del Tigre and Sierra del Lacandon);strengthen land and resource plalning capabilities in two municipalities,including San Jose; carry out monitoring and evaluation of biodiversitythroughout the Maya Biosphere Reserve (MBR); and strengthen several lines ofenvironmental policy making affecting the MBR.

* $52,000 ($0 cash; $52,000 in-kind) to be spent by the World Bank, througlh theCatastro Naczonal/UTJ Protierra project, to provide support for the legalization andregistration of private and public municipal lands. The Protierra project is activein the municipality of San Jose now. The project is putting a special emphasis ondefining the uses of public lands, including the Bio-Itza reserve, during theregistration process. These uses can explicitly include conservation, whichshould help cement the legal status of the Itza reserve as a protected area, andthereby contribute to its long-term protection.

* $141,000 ($86,000 cash; $55,000 in-kind) to be spent by the Bio-ItzA Association ininstitutional strengthening; protection of the Bio-Itzd Reserve; and some appliedresearch and exchanges with other groups.

* $393,000 ($218,000 cash; 175,000 in-kind) to be expended by ProPeten forinstitutional strengthening of the Bio-Itza Association, including theestablishment of small businesses; revision of the master plan for the Bio-ItzAReserve and training of a. small number of reserve guards; refinement of the ItzAagroforestry systems, expansion of medicinal plant gardens, and outreach andtraining in agroforestry systems, especially in El Cruce Dos Aguadas; and designand implementation of monitoring and evaluation systems.

* $67,000 ($0 cash; $67,000 in-kind) to be spent by the Cooperaci6n Espafiola forinstitutional strengthening in the municipalities of San Jose (including the Bio-Itza Association) and San Andres; training and analysis regarding policy andlegislative issues; refinement of the Itzai agroforestry systems, expansion ofmedicinal plant gardens, and outreach and training in agroforestry systems; anddesign and implementation of monitoring and evaluation systems.

* $41,000 ($40,000 cash; $1,000 in-kind) to be spent by the Municipality of San Joseto establish campaigns for the control and prevent of forest fires. The

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municipality will also assist in the transport of materials and equipment to theBio-Itza Reserve.

The baseline scenario has an estimated cost of US$754,000, which includes both projectpreparation and implementation funding. In the absence of GEF support, the baselineproject will probably be limited to the town of San Jose, the Bio-Itza Reserve, and thecommunity of El Cruce Dos Aguadas. The members of the Bio-Itza Association willcontinue the work of protecting the reserve and developing alternative enterprises fortheir members, and some families from San Jose. These activities, however, will notreach several important communities identified in the social assessment, includingCorozal, Jobompiche, San Pedro and Nuevo San Jose. Given growth pressures in thosecommunities, it is uncertain whether the agricultural frontier can be containedeffectively. Under the baseline scenario, it is probable that the Bio-Itza Reserve willslowly lose its natural vegetation to subsistence slash-and-burn agriculture, and besubject to wildlife and timber poaching. It is also probable that many of the agriculturalecosystems surrounding San Jose and the reserve will see little increase in theirdiversity and productivity.

GEF AlternativeThe GEF alternative seeks to improve prospects for long-term conservation of thenatural resources and biodiversity of the Bio-Itza Reserve and neighboring areas in theEl Zotz Biotope and Tikal National Park. In order to achieve these goals, managementregimes employed by the Itza and their neighbors must be improved. The GEFalternative comprises both the baseline scenario described above plus the proposedMSP activities. The total cost of implementation would amount to $1,504,000 over fiveyears. GEF contributions to the alternative would support personnel dedicated toproviding technical and socio-economic support to the Bio-Itza Association. Other thanadministrative costs, GEF monies would not support core operations (See Annexes 7and 8 for details).

In comparison to the baseline scenario, spending on the following elements wouldincrease significantly under the GEF Alternative:

Institutional strengthening of the Bio-Itza Association: The Bio-Itza Association isemerging as a key conservation player in north central Peten. It is a grassrootsorganization that commands tremendous respect with Maya and Ladino peoplealike. Under the baseline scenario, the association and the municipality of San Josewould receive some institutional strengthening. For example, the World Bank,through the Protierra project, will provide support to the municipality of San Jose forthe legalization and registration of private and public lands. The FIPA project willalso provide municipal strengthening in land use planning and management. GEFincremental funding would take those institutional strengthening efforts to a newlevel, ensuring genuinely comprehensive capacity, ranging from improved

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accounting systems to better conflict resolution. GEF funds will also allow theestablishment of a Project Coordination Unit that will provide professional projectmanagement and leadership training, all under the supervision of the Bio-ItzaAssociation general assembly and board of directors. GEF funds will play a criticalrole in ensuring the long-term institutional sustainability of the Bio-Itza Association.Global environmental benefits resulting from this component include greateropportunities to indigenous and grassroots communities to conserve biodiversity.

* Protection and Management of the Bio-Itzd Reserve: The reserve remains nearly 100percent forested and protects globally important biodiversity. It also acts as a bufferfor the much larger El Zotz Biotope and Tikal National Park to the north and east,respectively. Under the baseline scenario, the Bio-Itza Association, ProPeten,Cooperacion Espafiola and the Municipality of San Jose will all contributesignificantly to protection efforts. Under the GEF alternative, protection effortswould increase significantly, including more and better vehicles and equipment,support for forest guards and infrastructure, and more complete resource planningand management. Global environmental benefits include reduced invasions andillegal use of municipal ejidos, the Bio-Itza Reserve, and other protected areas.

* Socio-economic and biodiversity monitoring and evaluation. Under the baselinescenario, ProPeten and Cooperacion Espafiola would provide some funds for projectperformance monitoring and to understand the status and impact of managementregimes on biodiversity. Under the GEF alternative, monitoring of the status andimpact of management regimes on biodiversity would be extended to a much largergeographic area, monitoring of the status of natural resources in the Bio-Itza wouldincrease, and the Bio-Itza Association would be able to establish systematic internalmonitoring of its projects and their performance. Global environmental benefitswould include a more accurate understanding of the status and impact ofmanagement regimes on biodiversity in the project area.

* Exchange, research, and training regarding improved agroforestry techniques:Under the baseline scenario, there would be significant funds, about $255,000 overfive years, for efforts to establish the Itza polyculture system in communities withinthe Itza zone of influence. Under the GEF alternative, funding would increase to atleast $397,000 over the same time period, allowing the introduction of this system inseveral additional communities, permitting the construction of a center to serve as anexus for research and education, and facilitating exchanges with additional groupselsewhere in the Peten and Mesoamerica. Key global environmental benefits thatwould result from this component include a) adoption of Itza polyculture systemsby several hundred families in at least six communities; and b) adoption of firecontrol systems by key communities and integration of these systems with a largerregional fire control strategy.

Several additional global environmental benefits would result from the collectiveimpact of the four elements above, including:

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* Maintenance of existing forest cover, especially "high forest," in the Bio-ItzaReserve.

* Maintenance of forest structure and composition in the Reserve.* Stabilization of wildlife populations in the Bio-Itzi reserve, especially game species,

at population levels necessary for long-term survival.* Maintenance of forest cover and composition in the southern portions of Tikal

National Park and El Zotz Biotope.* Reduction in the rate of forest fires in the area of influence of the Bio-Itza over the

course of the project.* Decline in the rate of deforestation in the agricultural sections of the area of

influence over the course of the project.

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Table 1. Incremental Cost Assessment: Cash Contributions

| 9 ~~~~~~~~~~~~~~~~~$

Bioltza ProPeten Cooperaci6n Municipality FIPA WB Baselinel Requested ofAssociation Espaniola of San Jose Project Cadastral Total GEF

_Project

Block A and other $0 $0 $0 $0 $0 $0 $0 $25 $25sourcesI

Mip enientatioti~~~ ltrnti BntI 4 -- Idum-- - ~4~~u$& A

Component 1 - $10 $30 $0 $0 $15 $0 $5 5 $345 $290InstitutionalStrengthening ofthe BioBtzaAssocAaoton

Component 2 - $45 $25 $a $20 $CI $0 $90 $243 $153Protection andManagement ofthe Blo-ItzaReserveComponent 3 - $0 $50 $o $o $o $0 $50 $147 $97Socio-economicand BiodiversityM&EComponent 4 - $20 $76 $0 $20 $15 $0 $131 $273 $142Exchange,research, andtratning on

improvedagroforestytechniquesProject $11 $37 $0 $0 $0 $0 $48 $91 $43Management andMonitoring Total - $86 $218 $0 $40 $30 $0 $374 $1,099 $725Implementation

Grand Total $86 $21 $0 $40 $30 $0 $3741 $1,12 $750I(P+I)

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Table 2. Incremental Cost Assessment: In-kind Contributions

-' . igssogo.. ~~~~~~~~~~~~~~~~~~~~ ~~~EF ~~~i~AltePrn atve-n

Bioltza ProPeten Cooperaci6n Mumcipality FIPA WB Baseline Requested ofAssociation Espafnola of San Jose ProjectC adastral Total GEF

Project

Prepara ti(Pj P F i.._ idt* ai ai.*Block A and other $1 $18 $19 $19sources

MMeNtahon I - '4i Component 1 - $39 $20 $18 $0 $0 $47 $124 $124 $0InstitutionalStrengthening ofthe BioltzaAssociation

Component 2 - $0 $32 $9 $0 $0 $0 $41 $41 $0Protection andManagement of theBio-ItzA Reserve

Component 3- 0 $31 $29 0 $0 $5 $65 $65 $0Socio-economic andBiodiversity M&E

Component 4- $15 $74 $5 $0 $30 $0 $124 $124 $0Exchange, research,and training onimproved

agroforestrytechmques

Project $0 $0 $6 $1 $0 $0 $7 $7 $0Management andMonitoring

Total - $54 $157 $67 $1 $30 $52 $361 $361 $0Implementation _

Grand Total $55 $175 $67 $1 $30 $52 $380 $380 $0(P+I) _

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Table 3: Incremental Cost Assessment: Total of Cash and In-Kind Contributions

Bioltza ProPeten Cooperaci6n Municipality FIPA WB Baselne Requested ofAssociation Espafiola of San Jose Project Cadastral Total GEF

Project

Block A and other $1 $18 $0 $0 $0 $0 $19 $44 $25sources(m plemt a tm . m

Component 1 - $49 $50 $18 $0 $15 $47 $179 $469 $290InstitutionalStrengthening ofthe BioltzaAssociationComponent 2 - $45 $57 $9 $20 $0 $0 $131 $284 $153Protection andManagement ofthe Bio-ItzaReserveComponent 3 - $0 $81 $29 $0 $0 $5 $115 $212 $97Socio-economicand BiodiversityM&EComponent 4 - $35 $150 $5 $20 $45 $0 $255 $397 $142Exchange,research, andtrainmg onimprovedagroforestrytechniquesProject $11 $37 $6 $1 $0 $0 $55 $98 $43Management andMomtoring I

Total - $140 $375 $67 $41 $60 $52 $735 $1,460 $725Implementation

Grand Total $141 $393 $67 $41 $60 $52 $754 $1,504 $750(P+I) _

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VIII. BUDGET

The following budget breaks the contributions from GEF and other sources for theproposed GEF increment and alternative into basic cost categories, such as staff salariesand benefits (personnel), consultants (subcontracts), training, equipment, and so on.

Table 4: General Budget

: --- , CoCst Categorygc~.M84 .GEF| _Other ProjectUS$000 sources total

US__00_ us$ooo1. PDF: $25 $19 $442 Personnel: $247 $223 $4703. Subcontracts: $119 $122 $2414. Training: $147 $197 $3445. Equipment: $116 $51 $1676. Travel: $13 $60 $737. Evaluation mission(s) $16 $25 $418. Miscellaneous: $21 $17 $389. Administrative Costs $47 $40 $87Project total (PDF+project costs): $750 $754 $1,504

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IX. IMPLEMENTATION PLAN

The following plan details when major clusters of activities, broken out by the four keycomponents of the project, will be carried out over the five-year period of the project.

Five-year Implementation PlanYear 4 Year 5-m E 33 lst 2nd lst 2nd

roject Activities by Component = H im E half half half half

Conponent 1: Strengthen the financial, adinmnis trative,nd communications systems of the Bio-ltza I 'l l "

_ 4sociation. _ _ _arry out a dliagnostic on the status of thedmirustrative systems and organization of the Blo-Itz _ssociation, revise operational pohcies (Internalegulation, Manual of Pohlces and Procedures, etc), I I I " '

develop internal systems of communication thatacilltate mformation flow among the management of

1.1 the organization, its components, and members.evise, update and implement the 5 Year Strategic Plan

md estabhsh annual operational plans for thessociation and its components, mcludmg busmess IE E E "

1. 2lans for the enterprise componentseview and strengthen the accounting and financial

1.3 management system s odenhfy the knowledge and mformation needs of thessociation's management, its components and

Coembers, and design and implement a comprehensdve14training program, including a scholarsh,p fundtrol,

Estabhsh a Project Coofdmahon Umt (PCU) with theaqured techucal personnel and cotuterparts from the Reserve,

Bio-ltza Assocation. The role of the PCU is to oversee _ _ _rolect goplementapion and management and IraI theounterparts as the future sewior management team for

1.5 oth the imbet and the Assocuari on. X X s X

vComponent 2: Riement a strategy andspanagen f e eplanfor the protection d of the Bio-Itz__eserve. it s u cr

Revaew and shrengthen systems of conArol ando_opice Snforcement, mcludeng patrol schedules, fire conrol

2.1 nd demarcation of borders e ui mcn X X X Xpeview, update and implement systems for managmg

natural resources and pubhc use plan for the Reserve, _ ncludmg geographlc tiformanon systems, andmanagement regimes for wildlife, non timber forest _

2 2 products, imber and tou.sm X X * X X x X XDevelop and implement a commuruty relations_ _ _program targeted at the area of mfluence, incuding the _ _ _apphcathon of agreements for protection and use of the _ _ _Reserve with surroundmg commurutes (Corozal, _ _ _Nueva San Jose, Cruce Dos Aguadas, Jobompiche, y San _ _ _

2.3 Pedro), CONAP (Tiksal/Zotz), and CECON (Zotz). x ! x XXXCarry out investments in infrastructure, includmg a _ _ _

2.4 velucle, a tounlsm camp, and tournst equipment s o X X X

Conponetit 3: Create and inmplernenit a planfor the ntonitornng and evalitation of socio-econo"mic and _ _ _

_ biodiversity data. _ _ _ _ _

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Five-year Implementation PlanYear 4 Year 5

i n inUE Z SE33D 1s[ 2nd ls' 2nd

roject Activities by Component B e M half half half half

_Etablish and implement a program that produces the _ _ _ formation necessary to manage and protect theatural resources and blodiversity of the Reserve,

including annual reports on (i) the biological status ofthe reserve, includmg information on its fores cover andwildhfe popuations, (u) traditional cultural andthnobotanucal knowledge and (ui) socio-economrc

3.1 tatus of the San Jose and other communihes. _ XEstabhsh and implement a monitoring and evaluation

rogram to measure the impact of the Association'siruing and educaston acthvetes on smprovmg il I I I " '

oanagement of natural resources and produchnongi3. stsstems o t M X

tarry out ethno-schentic mventones of traditional r o _ _I_knowledge and natural resources and docudient their

use and the nature of their relaconshtp, estabhsh ademonstrathon areas that highlight traditional Maya Itza _ __

roducthon systems The rsventones should includesthno-botaucal uses of btodversity and technologues

3 rm radrchonal produchaon systeens of the Maya Itzf

eiComponent4:Designandestablishnatgianfodmeca on,gtraoning, and research center on traditional producteon

_-systems. _ _ _ Based on an analysos owled to the btodiversdty of theReserve, the conservaton context of the Petsn, andbasehne mventornes, design an applted research _ _ _rogram that supports the rescue and conservation of

traditonal knowledge and that srengthens the ringhts ofmdlgenous groups over their natural resources Theresearch program will have three hnes of focus: _ _ _

4.1 dological, legal and eth no- anthropologdcal. _ X X Xoesugn and splement a xra g and exchange A_enc

4 rogram on management and use of natural resources sased on puigenous knowledge and targeted at 1) thempaommuuty of San Joso,a2) ind igenous groups and activities

tommurtaies m the area of mfluence, 3) commuruties I Iand mh genous organdea luzation sImpact or afluenceonservaeon of the Maya Biosphere Reserve, and 4)differether govesncent, non governental, rehgpous andcaderrc groups, and 5) other indilgenous and

4. commutty groups n Mexico and Central Amenca t x X XConstruct and equup a Center for Information, _

4. Education and Research . San JoseEstabhsh pubhc relations and promotonal campaign for

the Bio-Itz;S Associtihon and its programs and activities _ _ _targeted at different groups: ind genous commnuruthes, _ _ _peasant- farmer commurubes, NGOs, donors, _ _ _

4.4 govemment and acaderruc institutions xE x x X XXX

_Componient 5: Project Management and Monitoring _ _ _ _Estabhsh a mornitoring and evaluation system that_ _ _

measures the performance of the project and dif]ftrent _ _ _indexes of success, mcluding goals, purpose and _ _ _

5. |expected results E E E E E X XXX5.2 ar out annual external fulancial auchts x x X X XXX_Carry out a mrud-term and fmnal extemal project 0 _ _ _

5.3evaluation. __ __X

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Five-year Implementation PlanYear 4 1 Year 5

Est 2nd 1st 2nd

_Project Activities by Component IMCE h half half half

PubllEan annual project report that mcludes reporthngalf5.4. results, fnancal statements, and lessons leaed. _X

X. PUBLIC INVOLVEMENT PLAN

There are at least five major groups of stakeholders involved in this project. The firstgroup, communities that directly affect the Bio-Itza Reserve or that fall within the "zoneof influence" of the Itza, will be the direct beneficiaries of the project. The second groupincludes other indigenous communities that have communal forests and that have anestablished relationship with the Bio-Itza. These communities are in the southern orwestern Peten, a good distance from San Jose and the Bio-Itza Reserve. As such theywill not be as actively engaged as the communities in the first group, but they willnevertheless benefit from the project via a series of planned "encuentros" or exchanges.The third group includes civil society organizations and individuals in the Peten thatpromote the rights and culture of indigenous peoples. As with members of the secondgroup, these civil society organizations will benefit from the project through alliancesand exchanges with the Itza and from the training center that the Itza will establish.Members of the fourth group, non-governmental organizations based in the Peten, areconcerned with a range of issues, including conservation, natural resourcemanagement, and the promotion of environmentally sound economic alternatives.They will be important partners with the Bio-Itza Association in all aspects of theproposed project. The fifth group includes national, departmental and municipalgovernment, business groups, and national-level NGOs. Like the local NGOs, membersof this group will be partners with the association as they carry out their work. Theassociation will maintain particularly close ties with certain members of this group,such as the municipalities of San Jose and San Andres. See Annex 4 for a fulldiscussion of this topic.

XI. MONITORING AND EVALUATION PLAN

Monitoring and evaluation are integral elements of this project. There are threefundamental forms of monitoring that will be carried out. The first is an internal systemthat will measure performance of the project with respect to a number of objectives,ranging from high-level goals, to more immediate impacts on project beneficiaries, tothe results or "deliverables" expected from the Bio-Itza Association. The attachedlogical framework details the project's objectives, their respective indicators, and themeans of verifying the indicators. The second form involves monitoring the status ofthe natural resources and biodiversity of the Bio-Itza Reserve, especially the state of itsnatural habitats, as well as the socio-economic and socio-cultural status of thecommunities involved in the project. At the start of the project, biophysical and socio-economic baselines would be established for future monitoring purposes. Some data

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exist but they will need to be verified and expanded upon. The third monitoringprogram will measure the impact of the Association's training and educative activitieson improving management of natural resources and production systems.

In addition to these internal systems of monitoring and assessment, a number ofexternal evaluation procedures will also be established. These include annual externalfinancial audits, mid-term and end-of-project external project evaluations, and annualproject reports that include information on results, financial status, and lessons learned.

One of the responsibilities of the Project Coordination Unit (PCU) and its Bio-ItzaAssociation counterparts will be to collect, analyze, and report monitoring results on aquarterly, semi-annual and annual basis. These results will provide essential inputs forthe project's management team, allowing it to adjust the project's activities accordingly.There are also external evaluations of the project that will be carried out, ranging fromannual financial audits to mid-term and end-of-project evaluations. Theimplementation plan details when key monitoring and evaluation activities will becarried out.

The attached logical framework details all of the project's objectives, their respectiveindicators, and the means of verifying the indicators. The majority of the indicators,and their associated means of verification, are quantitative in niature. Some indicatorsare less quantitative than others, either because they measure something difficult toquantify or because a quantity cannot be set at this time. Nevertheless, the reports tobe prepared by project management staff, and outside auditors and consultants, shouldprovide sufficient information for internal management decision-making and for Bankoversight.

XII. REFERENCES

Atrano, Scott. 1993a. Itza Maya Tropical Agro-Forestry. Current Anthropology 34: 633-700.

Atran, Scott. 1993b. Anthropol. Newvslett. 34, 37.

Atran, Scott, D. Medin, N. Ross, E. Lynch, J. Coley, E.Ucan 'Ek and V. Vapnarsky. 1999.Folkecology and Commons Management in the Maya Lowlands. Proc. of theNational Academy of Sciences 96(13): 7598-7603.

Beletsky, Les. 1999. Belize and Northern Guatemala: The Ecotravellers' Wildlife Guide.London: Academic Press.

Chemonics and IRG. 2001. Guatemala: Assessment and Analysis of Progress TowardS05 Goals in the Maya Biosphere Reserve. Report submitted to USAID/G-CAP.Guatemala City, Guatemala: The Chemonics International BIOFOR Consortiumand International Resources Group EPIQ IQC.

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Comisi6n Nacional del Medio Ambiente (CONAMA). 1999. Estrategia de Educaci6nAmbiental: Regi6n VIII, Peten. Guatemala: CONAMA.

Mittermeier, Russell, N. Myers, P. R. Gil, C. G. Mittermeier. 1999. Hotspots. MexicoCity: Agrupacion Sierra Madre, S.C.

Nations, J. D. 1999. The Uncertain Future of Guatemala's Maya Biopshere Reserve. In:James D. Nations, Christopher J. Rader, and Inrid Q. Neubauer, eds. ThirteenWays of Looking at a Tropical Forest: Guatemala's Maya Biosphere Reserve.Washington, DC: Conservation International.

Sader, S., Reining, C., Sever, T. & Soza, C. 1997. Human Migration and AgriculturalExpansion: A Threat to the Maya Tropical Forests. J. Forestry 95 (12): 27-30.

Schwartz, N.B., A Corzo, 0. Obando. 2001. Conservation and Development: Social andEconomic Evaluation of Conservation International's ProPeten Activities andMaya Biosphere Reserve Project, Phase II, 1996-2001. Flores, Peten, Guatemala:CI/ProPeten. 1 June 2001.

Schwartz, N. B. 1985. A note on "weights, measures" and swidden. Culture andAgriculture 27: 9-12

United Nations Verification Mission in Guatemala (MINUGUA). 1995. AgreementRegarding the Identihy and Rights of Indignous Peoples. Guatemala: Office of PublicInformation, MINUGUA, August 1995.

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ANNEX 1 - LOGICAL FRAMEWORK

Hierarchy of Objectives Indicators Means-of Verification External Factors:Assumptions and

RisksSupergoalI Conservation of the natural 1 1 Forest cover and composition 1.1.1 . Satelhte images and

resources and biodiversity of remams stable in the southern aenal photos (It isTikal National Park and EL Zotz portions of Tikal National Park assumed that these dataBiotope and the Zotz Biotope over the can be obtained from

life of the project. existng insttutions suchas ProPeten or CONAPwithout extra cost to theproject.)Reports from CECON,CONAP and otheragencies

Goal Goal to Supergoal1 Conservation of the natural 1.1 * Existing forest cover in the 1 1.1 . Satelhte images and * CONAP, CECON and other

resources and blodiversity of the Reserve is maintained aerial photos (It is agencies are effective inBio-Itza Reserve. over the hfe of the project. assumed that these data their protechon and

. The amount of high forest can be obtained from management of other parts(see the Management Plan existing mstitutions such of the central Mayafor definution) remauns as ProPeten or CONAP Biosphere Reserve.stable or increases over without extra cost to the . Commuruty forestthe hfe of the project project.) concessionaires outside the

. Reports from Reserve immeediate area of mfluencepark guards. of the project (e g San

1.2 Forest structure is mamtained 121 . Basehne studies Miguel) collaborate m* The basal area of species conducted dunng the protection and resource

> 10 cm DBH remains first and fourth years of management efforts.stable or increases m the the project.Reserve over the hfe of the . Annual monitonng andproject evaluation reports

13 Forest composition is 1.3 1 . Basehne studiesmamtaimed. Specifically: conducted in the first. Proportion of mahogany and second years of the

(SWeztenula sp ) and project.Spanish cedar (Cedrela sp.) . Annual monitonng andwithin existing forest evaluation reportsremains stable over life ofproject

* Proportion of speciesvaluable to the Maya Itza(chlcozapote (Manilkarasp.), etc.) within existmgforest remain stable overlife of project.

14 Wildhfe populations, especially 141 . Basehne studiesgame species (white-tailed conducted m the first

- deer, tepezcumntle, etc) and second years of theestabhsh and maintam project.population levels and structure . Annual monitoring andnecessary for long-term evaluation reports.survival over the hfe of the

______________________________ lprolect. _

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Hierarchy of Objectives Indicators Means of Verification External Factors:Assumptions and

_______________ _Risks1.5- Begunnig in the third year of 1 5.1 . Satelite images and

the project, forest fires in the aenal photos (It isarea of influence are reduced assumed that these dataagamist a basehne to be can be obtained fromestabhshed. existing mstitutions such

as ProPeten or CONAPwithout extra cost to theproject).

* Reports from Reservepark guards.

* Reports of the socialpromoters

. Reports of theComnuttee forEmergency Operations.

. Government reports(CONAP, Munucipahty,etc).

1.6 Beginnig in the third year of 1 61 . Satellte images andthe project, the rate of aenral photos (It isdeforestation in the agncultural assumed that these datasections of the area of mfluence can be obtamned fromis reduced. existing institutions such

as ProPeten or CONAPwithout extra cost to theproject.).

* Reports from Reservepark guards

* Reports of the socialpromoters.

* Government reports(CONAP)

. Reports of theEnvironmentCommittees of theMunicipalities of SanJose and San Andres

Purpose Purpose to Goal1 Improved natural resource 11 The municipalhties of San Jose 1 11 . Copies of the modified . CONAP and other

management regimes and San Andres finalize the pohcies and regulations responsible agenciesimplemented in the community "regularization" of nghts and * Interviews with continue to supportof San Jose, the municipahties of access to land mi the municipal municipal officials. conservation efforts in ElSan Jose and San Andres, and ejidos by the end of year five . Munucipal cadastral Zotz, Tikal and the Mayacommunities in the area of - registnes Biosphere Reserveinfluence. * The demographlc

1.2 325 families in six communuites 1 21 . Basehne studies conditions of the Pet6n(San Jose, El Cruce Dos conducted m the first don't detenorate beyondAguadas, Nuevo San Jose, and second years of the current challenges.Corozal, Jobompiche and San project * Off farm incomePedro) have adopted the . Monitoring and opportunities mcreasetraditional Itza production evaluation reports onsystem (diversified, long-fallow the adoption ofsubsistence agnculture, practicesdiversified backyard gardens, . Reports of the social

_____________________________ etc) by the end of year five. promoters.

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Risks1 3 Fire control systems are 1.3.1 * Satelhte images and

mtegrated with the regional aenal photos (It isstrategy and functioning in the assumed that these dataarea of unfluence by the end of can be obtamed fromyear three. -existing mistitutions such

as ProPeten or CONAPwithout extra cost to theproject ).

. Reports from Reservepark guards.

. Reports of the socialpromoters.

. Reports of theEnvironmentComnuttees of theMunucipalities of SanJose anfd San Andres

* Reports of theComnuttee forEmergency Operations

1.4 Invasions and illegal use of the . Satellite images andmunicipal ejidos, the Reserve aenal photos (It isand protected areas declne assumed that these datasignificantly over the hfe of the can be obtained fromproject existing institutions such

as ProPeten or CONAPwithout extra cost to theproject).

* Reports from Reservepark guards.

* Reports of the social____________________________ promoters. _

Results/Components Results to Purpose

I The Bio-ltza Association is 1 1 In the first year of the project, a 1.1.1 * Copies of the strategic 1 . Key rehglous, political andstrengthened and is financially, five year strategic and and operational plans, civic stakeholders in theadmnuustratively, and operational plan is developed and relevant work plans. Peten recognize theorganuzationally self-sufficient and implemented for the legitimacy of the

Association, and includes Associationpromotional and development . After the project, theplans for each of the Association can continue toorganization's components receive technical support

1.2 Financial and administrahve 1 2.1 * Copies of the systems on an as needed basis fromsystems are developed and summanies, descnptions counterparts groupsfunction in the first year of the and operational * Donor mterest inproject for the Association and guidehnes. supporting local groupsits components . Auditor's reports such as the Association

a Fmancial consultants continues to be availablereports.

. Copies of theAssociahon's workpohcies - Regulationsand Procedures Manual,Internal Regulation, etc.

. Copies of the financialstatements

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Risks1.3 Internal communication 1.3.1 * Copies of Association

systems are developed and policies and proceduresfunctioning in the first year of on mternalthe project. communication.

* Interviews withAssociation members toassess opilnons onimprovements mcommunication.

14 Busmess plans for the 1 4.1 . A copy of the businessenterprise components plans, mcludingdeveloped and implemented m marketing andthe first year of the project promotional plans and

financial projections andstatements.

1 5 60 Association members are 1.5.1 . Reports and records offully trained in conhflct trainungs implemented.resolution, businessmanagement, marketing andpromotion and other skills asrequired as of the third year ofthe prolect.

1 6 The Associahon has a 1-61 . Reports of the externalmanagement structure and auditors and evaluators.managers tramed and able tomanage the Reserve, and all thecomponents, projects achvitiesof the organzation.

17 The Association is managmg 171 . Reports of the externalthe GEF project and its results auditors and evaluatorscompletely independently byyear five

2 Strategy and management plan 21 The borders of the Reserve are 21 1 . Reports, includmg 2 . Leaders m the area offor the protection of the Bio-Itza demarcated and maintained photos, from the Project influence endorseReserve remiforced and Coordmating Umnt cooperation on fire controlimplemented. (UCP). activities with the

2.2 Reserve guards are patrolling 2.21 * Reports from the Associationand mamtaining the borders of Reserve guardsthe Reserve At least 6 reserve . Reports from the UCPguards are on duty at any timearound the 24-kilometerborder.

2 3 A Management Plan for the 231 . Copy of theReserve is developed, Management Planapproved by the Association . Penodic reports on theand a government institution, advances of the differentand implemented with the components.followmg components:Investigation and Monitonng,Public Use Plan, CommunityRelations in the Area ofInfluence, Control andEnforcement, andAdnuistration

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Risks2.4 A monitoring and evaluation 2.4.1 * Copies of documents

system is implemented, providing related to the design ofadequate information on the state the M&E systemof biodiversity in the Reserve and . Copies of the periodicits surroundings and the impacts of M&E reports.natural resources uses (tourism,non timber forest products, timber,etc)

2 5 Formal agreements established in 2.51 * Copies of thethe first two years of the project agreements.with communities and otherentities in the areas of influencethat recognize the borders of theReserve and Reserve policies _

3 Plan for the momtonng and 3.1 Knowledge on tradhtional 3.21 . Copies of the documents * Other commuuties andevaluation of soclo-economic and production systems is and results indigenous groupsbiodiversity data established and documented in the first two demonstrate an mterest infunctioning. years of the project. learnig and using Maya

ItzA natural resource andproduction technologiesExternal institutionsrecognize the legitimacy ofthe Association'stechnology and knowledgeand support theirreplication via trainungactivities and exchanges.Pohtical and rehgiousleaders in targetcommunuties support theAssociation and its traimng

_____________________________________ _____ - program .3 2 Annual reports prepared and 3 21 Copies of reports

presented regardmg-. the biological status of the

reserve, includinginformation on its forestcover and wildhfepopulatons,

. traditional cultural andethno-botanucalknowledge

* Socio-economic status.3 3 Ethno-botanical, biological, and 3 31 . Copies of the mventories

archaeological mventones of and related reportsthe Reserve, including ethno-mapping results, are carnedout and documented in the firsttwo years of the project

4 Information, tramnig, and 41 Based on the pnonres 411 * Copies of researchresearch center on traditional identified m the mventones, pnorities andproduction systems designed and biological, ethno-botamcal, and investigative reportsoperating anthropological research is . Reports from the UCP

begun m the second year of theproject

4.3 Courses and tralrungs, 431 * Copies of the trainingappropnate for the different matenals andtarget trammg groups, are curriculums.developed and implemented

______________________________ beginning in Year 2

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_ _ Risks4.4 44 social promoters, from San 4.41 . Reports from the

Jose and the commumties m tramnng workshops.the area of uifluence are tramedm Maya Itzi systems ofproduchon. See TranuingMilestones m the OperationalBudget. _

4 5 800 people from the area of 4.5.1 . Reports from theinfluence are trained m better trainung workshopsmanagement of naturalresources and traditional MayaItza production systems1) San Jose 1552) San Pedro: 1003) Corozal 404) Nueva San Jose 1505) Cruce Dos Aguadas. 225_ 6) Jobompiche: 175

4 6 At least one meeting and/or 4 6 i Reports from meetingsexchange per year begnuunng m and exchangesYear Two is carried out withspecified groups (indigenousand community orgamzationsin the Peten, government,NGOs, academic nstitutons)

4.7 The Association receives and 4 71 . Copies ofresponds to mquines and correspondence withrequests for support and other entities, trainungtraining, schedules, etc.

4 8 A Center for Information, 4 81 . Reports from the UCP,Training and Research, that includmg photosincludes a database, is . Records from thefunctioning and serving as a Center.lmk with other communitiesand entities by the end of thesecond year of the project

5 Project management and 5.1 A system to monitor project 5.1.1 * Copies of the documents * External actors, such asmonutonng systems designed and performance and management related to the design of CONAP, otheroperating. is functioning; the system the system communities, World Bank,

provides accurate uiformahon . Copies of the penodic etc use the lessons learnedon the successes and problems reports. to improve performance in

in the project on a quarterly, * Copies of annual project other projects m the Peten,senu-annual, and annual basis, advancement reports. Guatemala, and in otherproject and Association countnesmanagement use theuiformation to make changes inproject management andoperations

5.2 The external evaluation m the 5 21 Copies of the first phasefirst phase, although it may evaluationindicate suggestions forimprovement to projectmanagement and operations,provides an overall positiveresult.

5.3 The annual financial audits do 5.3.1 . Copies of the externalnot yield any findmgs that audit reports.mdicate mappropriate use of

_______________ funds. _

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Risks5.4 The final external evaluation 5.4.1 * Copies of the final

concludes that the project external evaluation.managed its resources well.

5 5 Annual reports on project 551 . Copies of the annualadvancement presented to project advancementpublic reports.

5.6 Annual reports on the impact 5.61 * Copies of reports.of the Association's tramingand educative activitiesregardmg improvedmanagement of naturalresources and productionsystems prepared andpresented to the pubhc _

Activities Inputs - Five Year Activity to Result

Result 1: The Bio-Itza Association is strengthened and is financially, administratively, and organizationally self-sufficient.

1.1 Carry out a dcagnostic on the 1.1.1 See Projected Grant 1 1 1 1 Outside sources ofstatus of the admmiistrative Disbursements for detailed technical assistance aresystems and organization of the budget available and of sufficientBio-Itza Association, revise caliber and quality tooperational pohlies (Internal substanthally the technucalRegulation, Manual of Pohcies capabilites of theand Procedures, etc), develop Association.internal systems of . There are enough memberscommunucation that facilitate of the Association who areinformation flow among the motivated enough and withmanagement of the organization, the potential to take onlits components, and members. _ _ senuor management roles

1.2 Revise, update and implement 1.2.1 121 * The leadershlp of thethe 5 Year Strategic Plan and Association has the politicalestabhsh annual operational will and foresight toplans for the Association and its embrace the expansion ofcomponents, miduding business responsibilities andplans for the enterprise professionahsm of thecomponents orgaruzation

1.3 Review and strengthen the 1.3.1 1 3.1accounting and financialmanagement system

14 Identify the knowledge and 141 1 41information needs of theAssoation's management, itscomponents and members, anddesign and implement acomprehensive trainng program,imdudmg a scholarship fund

1.5 Estabhsh a Project Coordination 1 5.1 1.51Unut (UCP) with the requiredtechnical personnel andcounterparts from the Bio-ItzaAssociation The role of the UCPis to oversee projectimplementation and managementand train the counterparts as thefuture senior management teamfor both the project and theAssociation

Result 2: Strategy and management plan for the protection of the Bio-Itza Reserve reinforced and implemented.

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Risks2.1 Review and strengthen systems 2.1.1 2.1.1 * There are enough members

of control and enforcement, of the Association who areincluding patrol schedules, fire interested in taking jobs ascontrol, and demarcation of Reserve guards.borders. . Communities demonstrate

____________________________ wllingness to respect2 2 Review, update and implement 2 2.1 2 2.1 Reserve boundanes and

systems for managing natural pubhc use policiesresources and pubhc use plan for * The Municipahles of Santhe Reserve, includmg geographic Andres and San Josemformation systems, wildhfe support enforcement ofmanagement, non timber forest Reserve boundanes andproducts, timber and tourism publc use policies enacted

2.3 Develop and Implement a 2 3.1 2.3.1 by the Associationcommunity relations program . CONAP, CECON, andtargeted at the area of mfluence, other government agenciesindudmg the apphcation of support enforcement ofagreements for protection and use Reserve boundanes andof the Reserve with surroundmg public use policies enactedcommunuties (Corozal, Nueva San by the AssociationJose, Cruce Dos Aguadas,Jobompiche, y San Pedro), CONAP(Tikal/Zotz), and CECON (Zotz).

2.4 Carry out investments in 2.41 2.4.1uifrastructure, such as a vehlde, atounsm camp, and tounstequiupment. _

Result 3: Plan for the monitoring and evaluation of socio-economic and biodiversity data established and functioning.

3.1 Estabhsh and implement a 3.1.1 3.1 1 _ The Bio-ltza Associationprogram that produces the has sufficientinformation necessary to manage organizational capacity toand protect the natural resources estabhsh the Center andand blodiversity of the Reserve. carry out planned activities

. Other government, NGO,commurnty and mdigenousgroups collaborate with theAssociation.

. Other community andindigenous groupsdemonstrate interest andwllingness to participate inthe exchange and traimngprograms

* The Association raisessufficient counterpartfundmg.

* The Association can findenough social promoters inthe target communities

3 3 Establish a monutonng and 3 21 3 21 .evaluation program to measurethe impact of the Association'straining and education activitieson improving management ofnatural resources and productionsystems. This program will alsomeasure changes in basic socio-economic status of the six target_commuities. I

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Risks3.3 Carry out ethno-scientific 3.3.1 3 31 _

inventones of traditionalknowledge and natural resourcesand document their use and thenature of their relationshup,estabhsh demonstration areasthat highhght tradhtional MayaItza production systems. Theinventones should midude theethno-botanucal uses ofbiodiversity and technologiesfrom traditional productionsystems of the Maya Itza and theMaya Itza language _

Result 4: Information, training, and research center on traditional production systems designed and operating

41 Based on an analysis of threats to 3.2.1 3 21the biodiversity of the Reserve,baseline inventories, and theconservation context of the Peten,design an apphed researchprogram that supports the rescueand conservation of traditionalknowledge, and that strengthensthe nght of indigenous groupsover their natural resources andtheir protection. The researchprogram will have three hnes offocus: biological, legal and ethno-anthropological.

4 2 Design and implement a training 4.1 1 4 1.1and exchange program onmanagement and use of naturalresources based on indigenousknowledge and targeted at 1) thecommuruty of San Jose,2)indigenous groups andcommunuties in the area ofifluence, 3) communities andmdigenous organuzations thatImpact or uifluence conservationof the Maya Biosphere Reserve,and 4) other government, nongovernmental, religious andacademic groups, and 5) otherincdgenous and communitygroups in Mexico and CentralAmerica.

4 3 Construct and equip a Center for 4.21 4 21Information, Education andResearch in San Joses.

4.4 Establish public relations and 4 3.1 4 3.1promotional campaign for theBio-Itzi Association and itsprograms and activities targeted -at different groups indigenouscommunities, peasant- farmercommunties, NGOs, donors,government and acadeiucminshtutions

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RisksResult 5: Systems for project management and monitoring designed and implemented.

51 Establish a momntormg and 5.1.1 5.1.1 * ProPeten, CONAP andevaluation system that measures other uistitutions have up-the performance of the project to-date remotely sensedand different indexes of success, data and provide it at httlemcluding goals, purpose and or no charge to theexpected results Association.

5 2 Carry out annual external 5 31 5 31 _ ProPeten, CONAP andfmancial audits. other mistitutions have

53 Carry out a mid-term and final 5 41 5 41 biological and socio-external project evaluation. economic field data that

5.4 Publish an annual pro)ect report 5 5.1 5.5.1 _ complement that producedthat includes reportng on results, by the Association andfmancial statements, and lessons make It available at httle orleamed. no cost.

Preliminary Requirements

5 I

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Communitiy Management of the Bio-Itzd Reserve

ANNEX 2 -- ANALYSIS OF THE BIOLOGICAL STATUS OF THE BIO-ITZA RESERVEAND OF THE AGRO-ECOSYSTEMS EMPLOYED BY THE ITZA MAYA

The 3,600-hectare Bio-Itza Reserve is located on the public lands of the San Josemunicipality, in the north central department of Peten, Guatemala. It abuts the 34,934-hectare El Zotz (San Miguel La Palotada) Biotope, a "core zone" afforded strictprotection status under Guatemala Protected Areas System (SIGAP). In turn, El Zotzborders, to the east, the 55,054-hectare Tikal National Park, one of Guatemala's premierprotected areas.

The Bio-Itza and its much larger protected-area neighbors to the north and east formimportant parts of the 1.6 million-hectare Maya Biosphere Reserve. The MayaBiosphere Reserve is the key protected area complex, in turn, in the Selva Maya, the 6.5million-hectare expanse of forest and wetlands that covers southern Mexico, northernGuatemala, and much of Belize. The Selva Maya occupies a central position in themuch larger Mesoamerica Hotspot, as defined by Conservation International, whichranges from the dry forests of Veracruz and Sinaloa in Mexico through the Istmus ofTehuantepac and into all of political Central America. In all, this Hotspot covers some1,154,912 kM2 , making it among the largest of the Earth's biological Hotspots. ThisHotspot is also one of the world's richest regions, in terms of total biodiversity. Thisrichness is in part attributable to the geographic position of the region at the interfacebetween two of the world's great biogeographic realms, the Nearctic of North Americaand the Neotropical of South and Central America and the Caribbean, and its role as aland bridge between the continents (Mittermeier et al. 1999).

The Bio-Itza Reserve is a microcosm of the mixing of Nearctic and Neotropical species.Raccoons, a classic Nearctic mammal, share space in the Reserve with Neotropical cats,such as jaguars and margays. North American songbirds over-winter in the forests ofthe Selva Maya, including the Bio-Itza Reserve, intermingling with permanentneotropical residents, such as Amazon parrots. Table 1 provides a list of speciesobserved by forest guards in the Bio-Itza Reserve as of late 1999. It is only a partial list;it lacks, for example, the many bats -- which probably make up the bulk of the mammalbiodiversity in the Reserve, if similar areas near the Reserve are any guide -- that onewould expect to find in the Reserve. Nevertheless, even in its limited form, the listincludes many species that are threatened or endangered elsewhere in their range,including the Tapir, Jaguar, Margay, Puma, Spider and Howler Monkey, White-lippedPeccary, and Crested Guan.

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Table 5: List of key species observed by forest guards in the Bio-Itza Reserve, as of August 1999

Spanish English Common Scientific Name NotesCommon Name

NameSmall MammalsArdilla Scurums spArmadlllo Sanie as Span isi Dassyppus novencitnchis

Iotonix stnatis

Cotuza Central American Agouti Dasyprocta punctata

Micoleon Kmkajou PotosflavuisMono arafna Spider Monkey A teles geoffroyt This species listed as endangered,

CITES Appendix I

Pizote White-nosed Coati Nasua naricaTepezcumtle, Paca Sanie as Spanishi Agouti paca Important game species

Large MammalsCoche de monte Collared Peccary Tayassu tajacu This species regulated for conservation

purposes, CITES Appendix II

Danto Baird's Tapir Tapirus bairdn This species listed as endangered,CITES AppendLx I

Gato de monte, Gray Fox Urocyon cinereoargenitensZorro GnsJabali Whute-hpped Peccary Tayassu pecarf This species regulated for conservation

purposes, CITES Appendix 11Jaguar Sanie as Span tsi Felts onca This species listed as endangered,

CITES Appendix IPuma Mountam Lion Felts con color This species is threatened throughout its

range

Tignllo Margay Fells 71nedit This species listed as endangered,CITES Appendix I

Venado White-tailed Deer Odocotlens virgintanius Important game speciesZaraguate Howler Monkey Alovatta pigra This species listed as endangered,

CITES Appendix I

Birds

Carpmtero Various species of Melanerpes spp, Dnjocopus More information needed on the severalwoodpecker lineahis; etc species of this group that uihabit the

Reserve

Cojohta Crested Guan Penelope purpurascens

Chachalaca Sanie Ortalis vetulaFaisan, Hocofaisan, Great Curassow Crax rubra This species regulated m Guatemala,Pajuil Honduras, and Costa Rica for

conservation purposes, CITESAppendix III

Gavilan Hawks, falcons, kites and Crotpora suilctrostnis, other More information needed on the severalother raptors species to be determuned species of this group that mhabit the

Blo-Itza ReserveLoro Various species of Amazon Amnazona spp.

parrotPavo de Peten Peten Turkey Agnrocians ocellata This species is considered near-

threatened in Behze and Guatemala,CITES Appendix III for Guatemala.

Perica Vanous species of parakeet Brotogens spp

Rey sope King vulture Sarcorampltus papaTapacanuno Pucuyo, Nighthawk Nyctidronmu albtcollins

Tucan Sanie as Spanislt Rantpitastus sulfi rattis

Reptiles (Snakes)Barba amanlla Fer-de-lance Botltrops asper

Coral Sante as Spanisil Mtcrurus diastentaCantil . Botltrops godman_a_

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Spanish English Common Scientific Name NotesCommon Name

NameMano de piedra Jumpmg Viper Botlirops ntimiferFalso coral False coral Pbltocercus spMazacuata Boa constrictor Boa constrictorMazacuata negra Loxocemnus bicolorZumbadora Masticorpinis sp.

Source. Bio-ltzi Escuela et al. 1999 (Plan Maestro 2000-2004. Reserva de la Blosfera Itz6) and Beletsky1999

Species richness in the reserve is the results of several factors. First, the Bio-Itza Reserveabuts the El Zotz Biotope-Tikal National Park complex. This large protected areacomplex is in a good state of conservation. Figures from Sader et al. (1999) and Reininget al. (1999) indicate that only about 0.13% of this complex has been disturbed since1990. The Bio-Itza is effectively a part of this larger complex, so there is ample habitateven for those species, such as Tapirs and White-lipped Peccaries, that demand hugeundisturbed territories to survive. Whether these species are permanent inhabitants ofthe Bio-Itza, or simply passing through will require further investigation.

A second reason for the biological richness of the Bio-Itza Reserve is the fact that largeportions of its natural habitats are nearly intact. Despite suffering some fire and loggingdamage in its southwestern corner, near the community of El Corozal, and minordamage from selective logging in other parts of the western portion of the Reserve,satellite images reveal that the Reserve is nearly 100 percent covered by naturalvegetation (Bio-Itza Escuela et al. 1999). The eastern portion of the Reserve is inparticularly good shape, supporting high dense subtropical forest that may reach 30meters or more in height. Typically, the dominant species is such forest are ram6n(Brosimum alicastrum), chizozapote (Manilkara zapota) , zapotillo (Pouteria sp.), siliuin(Pouteria amygdalina), and caniste (Pouteria campechianum), all of which bear fruits eatenby many species of forest animals, including paca, deer, and armadillo (Beletsky 1999).Intensive forest inventories conducted in 1995 by CATIE confirm that these are presentin abundance in the reserve. The inventory identified a total of 105 species of trees 10cm. in diameter or larger (CATIE 1995).

Finally, the Bio-Itza Reserve is biologically rich and intact in good part because thepeople who have taken it upon themselves to protect the Reserve, the Maya Itza of SanJose, practice a remarkable form of agriculture in the area to the south of the Reserve.This fact is borne out in multi-year research conducted by Scott Atran and a number ofhis colleagues on the agricultural systems of the Itza Maya and that of two othercultural groups in the San Jose municipality: Spanish-speaking immigrant Ladinos, andimmigrant Q'eqchi' Maya. Each of the three groups founded, and predominates in, adistinct locality: Itza in the town of San Jose, Ladinos in the settlement of La Nueva SanJose, and Q'eqchi' in the hamlet of Corozal, on the southeast border of the Bio-ItzaReserve.

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All groups practice agriculture and horticulture, hunt game, and extract timber3 andnon-timber forest products for sale. Each household analyzed for the study containsabout five members and has usufruct on 30 manzanas (21.4 ha) of ejido land (municipalcommons), paying yearly rent (2-4 quetzales = $0.30-$0.70) for each manzana cleared forswidden plots, known as milpa, whose predominant crop is maize. Yearly variation incrop patterning can be substantial, owing in part to microclimate and drastic rainfallfluctuation (e.g., at the height of growing season, July rainfall in Flores, Peten's capital,went from 121 mm in 1993 to 335 mm in 1996, and in nearby Tikal from 58 mm to137 mm) [Guatemala Government Meteorological Institute (INSIVUMEH)]. People canhold plots in scattered areas and can change plots. Plots from all groups may abut.Hunting is tolerated on neighbors' plots, but access to another's crops and treeswarrants sanction (Atran 1999).

Although all groups share reliance on land and awareness of local species for survival,analyses of self-reported agroforestry practices showed striking differences among thegroup in the number of crops per year, years of land use, hectares cleared, years fallow,and species per year used in a milpa (Atran 1999).

Table 6: ANOVA of reported swidden (milpa) practices in Itza, Ladino and Q'eqchi' communities inthe Municipality of San Jose, Peten.

n Crops per year Years of land use Hectares cleared Years fallow Species per year

Itza (I) 16 2 2.3 1.6 4.7 7.8Ladinos (L) 16 2 1.8 2.6 3.6 3 3Q'eqchi' (Q) 12 1 1 4.1 3.3 3 6ScheffeP<0.05 I,L>Q I,L>Q I<L,Q I>L,Q I>L,QSource Atran et al 1999.

Table 4 demonstrates that not only do the Itza plant more crops on less cleared land,and leave their land in fallow for longer than either their Ladino or Q'eqchi' neighbors,their agroecosystems are also much more biologically diverse. Schwartz (personalcommunication) suggests that Atran's research may actually under-report the diversityof the Itza's agroecosystems because the Itza often enrich their fallows with tubers andfruit trees. The differences in milpa systems are especially distinct between the Itza andQ'eqchi'. This distinction is clearly visible with remote sensing, which confirms rapidand extensive deforestation along Q'eqchi' migration routes into Peten (Sader et al.

3 The Itza claim that they do not cut live mahogany or Spanish cedar trees within the Bio-Itza Reserve fordimensioned lumber. If a mahogany or cedar falls under natural circumstances, it will be extracted andsawn for lumber. The Itza do cut live trees of other species for posts and other construction materials, butextraction for this purpose is light.

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1997) whereas the Itza are regenerating plant and animal stocks depleted by others(Atran 1993).

Though there are significant differences in milpa systems among all three groups, Atranet al. (1999) note that "what is surprising is that Ladino immigrants who share noevident tradition with native Maya come to measurably resemble native Maya inthought and action. Network analyses reveal reliable but noninstitutionalized channelsthat allow socially well connected Ladinos access to Itza expertise."

The Finca El Triunfo, in the municipality of San Andres not far from San Jose, contains agood example of an agroecosystem developed by a Ladino cognizant of the ways of theItza. The property as a whole totals about 45 hectares, with just under half devoted toagroforestry. The rest is in forest and a small amount of pasture. The agroforestryoperation - really a polyculture system -- is tremendously productive and diverse.Production records compiled by ProPeten in interviews with Zacarias Quixchan4 , a SanAndres inhabitant who developed the system, indicate that the parcel produces at least24 distinct products over the course of a year, ranging from plantain seeds to citrusfruits, in addition to maize, beans and squash (Table 5). Quixchan, recognizing that hehas something extraordinary, even offers tours of his parcel, at a low cost. In anaverage year, Quixchan estimates that his agroforestry parcel nets him and his familyabout Q65,000, slightly more than US$8,500 at current exchange rates. This is far morethan other Ladino farmers obtain, either in production or net income. And it probablyexceeds the yields of even the best Itza parcels. Though it is an exception, El Triunfodemonstrates the potential of the Itza Maya agroforestry systems.

4Zacarias Quixchan probably had Yucatec and Itza Maya grandparents, who spoke those Mayalanguages, so he has had strong lowland Maya influences in his life.

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Table 7: Annual Production in the El Triunfo Agroforestry Parcel

Product Quantity Price per unit Total Price Costs Net IncomeOranges 20,000 units QO.20 Q4,000.00 Q1,000.00 Q3,000.00Allspice 150 lbs Q10.00 Q1,500.00 Q300.00 Q1,200.00Plantains 20,000 QO.60 Q12,000.00 Q5,000.00 Q7,000.00Plantain seeds 1,500 Q3.00 Q4,500 00 Q500.00 Q4,000.00Bananas 50,000 QO.15 Q15,000.0 Q5,000.00 Q10,000.00Macal squash 30 hundredweights QO.75 Q2,250.00 Q400.00 Q1,850.00Gicama squash 40 bags QO.00 Q8,000.00 Q4,000.00 Q4,000.00Achiote 8lbs Q60.00 Q480.00 Q250.00 Q230.00Moshan 10,000 units QO.15 Q1,500.00 Q300.00 Q1,200.00Nance fruit 50 hundredweights QI 00 Q5,000.00 Q2,000.00 Q3,000.00Mandarin oranges 5,000 units QO.15 Q750.00 Q250.00 Q500.00Lumber 2,000 board-feet Q5.50 Q11,000.00 Q3,200.00 Q7,800.00Habanero chile 20,000 units QO.10 Q2,000.00 Q500.00 Q1,500.00peppersTomatoes 1.5 hundredweights Q1.50 Q225.00 Q50.00 Q175 00Okra 30,000 units QO 60 Q1,800.00 Q500.00 Q1,300.00Avocados 3,000 units QO.50 Q1,500.00 Q200.00 Q1,300.00Papaya 2,000 units Q5.00 Q10,000 00 Q2,000.00 Q8,000.00Ayote 300 units Q3.00 Q900.00 Q200.00 Q700.00Pumpkin/squash 7 hundredweights Q125.00 Q875.0 Q300.00 Q575.00seedsHens 60 units Q30.00 Q1,800.00 Q450.00 Q1,350.00Pineapples 100 units Q3.00 Q300.00 Q50.00 Q250.00Maize 50 hundredweights Home consumption QO.00 QO.00 QO.00Beans 3 hundredweights Home consumption QO 00 QO 00 QO.00Tourism 2 monthly visits Q20.00 Q8,400.0 Q1,800 00 Q6,600.00

total in Quetzales | Q93,780.00| Q28,250.00 Q65,530.00l

total in US Dollars J $12,193.71 $3,673.22 $8,520.5711 US Dollar = 7.7Guatemalan Quctzales (as of Dccember 2000)

Source Conservation International, ProPeten Project, December 2000

ConclusionThe Itza Maya have done a tremendous job of conserving their forests, through acombination of direct protection efforts - in the form of formally established Bio-ItzaReserve - and careful maintenance of an extraordinary polyculture regime outside thereserve. Atran (1993a) characterizes this regime as a "middle-term forest-regeneratingcycle of some 50 years [that integrates] shorter-term management of domestic needsand the tolerances of a wide range of cultigens and semiwild animals." Non-Itzapeoples have adopted some elements of the Itza agro-forestry regime. In some cases,such as that of El Triunfo, the Itza system has been thoroughly commercialized andadapted to local markets for a wide range of fruits, seeds, and other commodities. Theadoption of this system by non-Itza peoples provides some hope that there is a solution

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to the "seemingly intractable problem of 'upscaling' lessons of local commons toincreasingly mobile and multicultural societies (Atran et al. 1999)." Atran et al. (1999)go on to note that

even in a relatively open-access system, if there is ready access to relevantinformation, then ecologically sound behaviors may be learned by relativenewcomers who have no institutional compulsion, cognitivepredisposition, or cultural tradition favoring commons survival. Havingthe time to learn, however, poses a daunting problem. Rates of culturaland environmental degradation in neotropical areas are awesome by anystandard because of global economic and political processes that functionsimilarly across such areas.

For the short and medium term, many of the cultures living on the agricultural frontierof the Peten must draw their subsistence and cash incomes from agriculture. There arestark choices available - basic grains and livestock, or the compact, diverse, andefficient polycultures offered by the Itza and Zacharias Quixchan. The Itza option hasmany environmental, cultural, and even economic benefits, but it will be more difficultto implement than the basic-grains-and-livestock option that is effectively the defaultdevelopment scheme in many rural areas of the Peten. Nevertheless, given the manyadvantage of the Itza agro-ecosystem, it is worth investing in efforts to train as manyrural people as possible in the system and to provide other incentives for its adoption.

ReferencesAtran, Scott. 1993. Itza Maya Tropical Agro-Forestry. Current Anthropology 34:633-700.

Atran, Scott., D. Medin, N. Ross, E. Lynch, J. Coley, E.Ucan 'Ek and V. Vapnarsky. 1999.Folkecology and Commons Management in the Maya Lowlands. Proc. of theNational Academy of Sciences 96(13): 7598-7603.

Beletsky, Les. 1999. Belize and Northern Guatemala: The Ecotravellers' Wildlife Guide.London: Academic Press.

Bio-Itza Escuela, CONAP, Conservation International. 1999. Plan Maestro 2000-2004:Reserva de la Biosfera Itza. Guatemala: August 1999.

Centro Agronomico Tropical de Investigaci6n y Ensefianza (CATIE). 1995. Propuestade Plan de Manejo Forestal Integrado de la Reserva Bio-Itza, San Jose, El Peten.Turrialba, Costa Rica: CATIE. December 1995.

Reining, C., P. Kristensen, D. Irwin, S. Sader, J. Musinsky, C. Soza, J. Nations, T. Sever.2000. Land Use/Land Cover Change Detection: Using Satellite Imagery andAerial Photography to Monitor Landscape Level Deforestation Trends inGuatemala's Peten Region. In: Ottke, C., P. Kristensen, D. Maddox, E.

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Rodenburg. Monitoring for Impact: Lessons on Natural Resources Monitoringfrom 13 NGOs (Volume 1). Washington, DC: World Resources Institute,Conservation International.

Sader, S., M. Coan, D. Hayes. 1999. Time-series tropical forest change detection for TheMaya Biosphere Reserve: Updated Estimates for 1995 to 1997. Orono, Maine:Maine Image Analysis Laboratory, University of Maine, Department of ForestManagement. Unpublished document.

Schwartz, N. B. 1985. A note on "weights, measures" and swidden. Culture andAgriculture 27: 9-12

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ANNEX 3 - SOCIO-ECONOMIC ANALYSES OF THE BIO-ITZA AND OTHERPARTICIPATING COMMUNITIES

Introduction and Key FindingsThis annex provides an overview of the communities and groups that will be thebeneficiaries of the project, as well as its chief participants. The 215 households in thetown of San Jose will be the primary beneficiaries of the project. Another 665 familiesin five other communities - El Cruce Dos Aguadas, Nuevo San Jose, Corozal,Jobompiche, and San Pedro -- will also be direct beneficiaries of this project.

As a result of the analysis of these communities, a number of issues and "themes" haveemerged that have implications for the project and its design and implementation.

1. Tenure security and "regularization." All the communities profiled, and themunicipalities to which they belong, are in the process of clarifying andformalizing their land tenure regimes. A good deal of the land under reviewfalls within the ejidos of San Jose and San Andres (except for the Cruce DosAguadas poligono). These lands are and will remain municipal public lands but,in many cases, long-term usufruct rights will be granted to municipal residentsfor agriculture, woodlot management, and other forms of resource use. For themost part, this process is proceeding with little controversy or conflict. Byestablishing clearer and more secure tenure, especially for lands leased frommunicipalities, it will be much more feasible to implement the kinds of projectsproposed in this MSP, precisely because residents will have greater confidencethat will be able to reap the benefits of improvements to their agriculturalsystems. The World Bank's Land Administration Project has been a particularlyimportant player in this process. It will be important to monitor the progress oftenure "regularization" in San Jose and San Andres. Its successful conclusionwill play an important role in ensuring environmentally sound and stableresource management in this area.

2. Land conflicts and invasions. There are no serious land conflict or invasionissues within the communities that lie within the San Jose municipal ejzdo, or forthat matter, within the ejido as whole. This situation complements the process oftenure "regularization" under way in San Jose and will contribute to the stableenvironment necessary for successful MSP implementation. Nevertheless, it willbe important to monitor this situation closely.

3. Rapid growth in Corozal; constraints to growth in Tobompiche and San Pedro.The village of Corozal is growing rapidly. While it does not pose an imminentthreat to the Bio-Itza Reserve or the El Zotz Biotope, its location near both theseareas means that it is particularly important to develop effective agriculturalalternatives in this village in the near term. San Pedro and Jobompiche arehemmed in by Lake Peten Itza to the south and by other communities to the eastand west, so they can only expand northward, toward protected zones of the Maya

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Biosphere Reserve (including the southern edges of El Zotz Biotope and TikalNational Park). In these communities too, the time is ripe to introduce newagricultural technologies.

4. Multicultural communications and outreach. There are three interlinked issuesrelated to this theme.* First, there are a sizeable number of Q'eqchi' households, especially in

Corozal and El Cruce Dos Aguadas, in which the residents are not fluent inSpanish. Training and technical assistance should be provided in Q'eqchi' inthese communities. The project proposes to establish a network of "socialpromoters" drawn from the communities themselves. It should therefore bepossible to identify native Q'eqchi' speakers for these positions and toprovide them with training and materials in Q'eqchi'.

* Second, as noted elsewhere, the Itza have developed a complex vocabularyfor their agricultural systems, one that may lose important elements ontranslation into Spanish and Q'eqchi'. Therefore, it will be important to payattention to the nuances of the language when making these translations. Thenetwork of social promoters, backed up by the demonstration center, willensure full transmission of essential concepts without losing the nuances ofthe Itza system.

* Third, it is sometimes difficult to train Q'eqchi' and Ladinos in the samegroup, unless there is a critical mass of Q'eqchi' (at least 10-15 in any group).In general, as the experience in agricultural extension in Cruce a DosAguadas shows, groups being trained tend over time to split into Ladino orQ'eqchi' groups rather than mixed groups. To avoid this the project will (a)discover what they -- Q'eqchi' and Ladinos -- want to learn, and (b) use this asa basis for subsequent steps. Next (c) project implementers will establishoutreach approaches that respond to this demand - within the limits of theItza production systems -- in separate groups at first, but at the same timelooking for (d) super ordinate goals both groups share. For example, if, inseparate groups, the Itza discover that both groups want to learn about howto produce black beans at lower risk - bean cultivation demands a lot of care -- then it is appropriate to bring the groups together because they share aspecific super ordinate goal that may override ethnic difference.

5. Role of women in production systems. With regard to production systems,women play a critical role in the establishment and maintenance of backyardgardens or huertas. Women are generally not involved in milpa agriculture,although Q'eqchi' women are more involved in this activity than are their Ladinoor Itza counterparts. Ladino women (unlike the Q'eqchi' and Itza women) seemnot to make huertas unless a husband or son is willing to help them with some ofthe heavier chores, so one has to work with both men and women to assuresuccessful gardens. In the case of Q'eqchi' women, it makes sense to tailoroutreach programs to the knowledge they bring with them from Izabal and AltaVerapaz, that is, to adapt what they already know how to do to local conditions,

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Communihy Management of the B2o-Itzd Reserve

rather than try to induce or educate them to new ways of gardening. That meansthat the Q'eqchi' social promoters need to work with them and to follow theirprocedures (men teaching men and women teaching women). Ladinos, on theother hand, are more receptive to learning from the Itza in a direct way.

Town of San Jose, Municipality of San JoseThe community of San Jose, Peten is the sole settlement in northern Guatemala that hasmaintained clear, overt continuity with pre-Conquest Maya Itza traditions and identity.The Spanish conquered San Jose, as well as the rest of Peten, at a late date - 1697. Thecommunity the Spanish named "San Joseph" (an eighteenth century affectation forEnglish names) was a settlement in the Ah Couoh chiefdom, one of four comprising theItza confederacy. The Spanish congregated the Itzat in the San Jose parish (the CatholicChurch bells are dated 1718).

The Peten was a sparsely populated, marginal frontier until recently, and this probablycontributed to the continuity of Itza culture and language in San Jose. Ever since theSpanish conquest, San Jose has had a distinct role in the regional economy, that ofproviding craft goods and clay utensils to the central Peten. The current interest of theBio-Itza Association in cottage industry carpentry is a direct outgrowth of this tradition.From around 1890 to about 1970, the economic base of the community was craftproduction, harvesting of non-timber forest products (principally chicle) and small-scale, multi-crop polyculture.

In the 1930s, the regional government of the Peten began actively enforcing lawsprohibiting the use of Maya in schools and public places, but the ItzA of San Josemaintained the use of Itza in their homes, albeit with trepidation at times. In the 1970s,Ladinos from the eastern and southern coast of Guatemala, and Q'eqchi' Maya from Izabaland Alta Verapaz, migrated to San Jose and elsewhere in the Peten. However, San Jose isunique among Petenero settlements because it has not permitted migrants to settle in thetown, suggesting instead that they settle outside it, in Nuevo San Jose and several smallerhamlets (Map 1).

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San Jose y sus Com unidades de InfluenciaReserva de la Biosfera Maya, Peten, Guatemala A

I%

6 0 6 12 Kikometets

L-'i-'-.,W,Ecal 1 1,4 W.,

FUente ProPet4nEnero 2001

Map 2: San Jos6 and communities within its zone of influence.

As numerous anthropological, linguistic and other studies have indicated, the Itzdilanguage, Itzdi ethnic identity and cultural traditions, and management of naturalresources form a tightly integrated assemblage. The Itzd themselves recognize this, andfor that reason in 1990 decided to obtain control of part of the town's ejido, to manage intheir own way. The outcome was the Bio-Itzdi Association and the Bio-Itzdt Reserve.

In large measure, the presence of migrants and other external influences have led to theemergence of two factions in San Jos6 -- one led by the Bio-Itzd and the other by an ablemayor. WVhenever outside interests in San Jos6 wane, the two factions are able tocollaborate, but when outside interests wax, the factions tend to pull apart, or be pulledapart by outside interests. One such external interest hopes to extract timber from theBio-Itzd Reserve, but the Bio-Itzdt Association has been able to prevent this fromoccurring. Recently, the mayor and the leader of the Bio-Itzd Association (reallyrepresentatives of politically significant large families) have reached a rapprochement.Both parties are aware of and wish to benefit from San Jos6's location on the northernshores of Lake Pet6n Itza¶ as a tourist attraction.

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The Itza hold a distinct position in Peten, in that Ladino migrants in their vicinity turn tothem for advice regarding farming in the region. Moreover, the Q'eqchi' regard the Itzaas "elder brothers" who once "owned" all of Peten and therefore have a legitimating role inthe region. The Q'eqchi' believe that although they have the right to expand their ethnicterritory into much of Peten, neither they nor anyone else has the right to displace the Itza.Where the Itza are, no one else has the right to be. The Itza also have the right andresponsibility to tell others how to adapt to the forests of Peten.

Location, Administrative Status, and Infrastructure

San Jose is the capital (cabecera) of a municipality of the same name. The municipalityland is divided into municipal ejido (the Bio-Itza Reserve is carved out of the ejido), publiclands controlled by the national government, and private land. Access to central Peten isby water via motorized canoes and an all-weather road that runs around the Lake PetenItzai

Table 8: Land Tenure in the Municipality of San Jose, Peten, Guatemala

Type of tenure CommentMunicipal ejido (not includmg Over 50% of the farmers from San Jose use the ejido land to farm.the Bio-Itza Reserve). The epido, which includes the 3,600-hectare Bio-Itza Reserve, is

officially 11,250 hectares, but the actual amount may be higher. TheWorld Bank supported cadastral study will clarify this situation.

Common Property, in the form of Aside from the Bio-Itza Reserve, there are no communal landthe Bio-ItzA Reserve, itself a holdings in the municipality.portion of the municipal epido. Alegally recogmzed group, theAsociaci6n Bio-Itza, controls thereserve.

Private land held under These are so-called "national lands" within the municipality; aboutindividual title. 20% of San Jose farmers have private holdings, and 20-30%

rent/borrow land to farm on these lands. Overall, this is a verysmall amount of land and a tiny percentage of the total area of themunicipality.

National public lands: Maya Perhaps 80% of the municipality falls within the MBR; no one mayBiosphere Reserve (MBR) core own title to land or farm, etc. within the core zones; people mayzones, such as El Zotz Biotope, reside and farm in the MlZ but cannot own land there. Permissionand multiple use zone (MUZ). to farm, reside, etc. requires permission from CONAP (National

Council of Protected Areas).

Population and Ethnicity

San Jose is a densely settled town, with 215 households, 95 percent of which are Maya Itza.By legal definition, the town is an urban place. The total population is about 1,075 people.

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Local Governance and Social OrganizationA mayor, syndic, and aldermen comprise the municipal corporation that governs thecommunity. The town is not divided into barrios. The mayor formally appoints deputymayors to the villages (aldeas) in the municipality (in reality, the deputy mayors are moreor less elected by members of their respective villages).

The major committees and organized groups in the community are:a) The Civic Improvement Committee (Comite Promejoramiento)b) Organized Catholic Church groups, particularly the "owners" (priostes) of the major

festivals (the patron saint's day and a group dedicated to three skulls said to berepresent "the ancestors and laws of San Jose"). The priostes are a repository ofcustomary law.

c) Bio-Itza Association. The general assembly of the Association elects a Board ofDirectors (President, Secretary, Treasurer, and up to three Representatives orVocales). Generally, the association reaches decisions by consensus. An unusualfeature of the association is that women play a strong role in assembly discussions,on the Board of Directors, and in the management of association projects.Consistent with their own culture, the founder and elder of the association plays astrong role in all association matters. Put another way, his role is analogous to thatof a "principal" in a Maya confraternity (cofradia), and he is (along with the priostes)a repository of customary law and knowledge. The association's major problemhas been and continues to be funding. More specifically, although the associationhas had a number of partners and donors over the years, it has never had a fundingsource that would provide consistent support for more than a year or two. Thismeans that association members must constantly seek alternative sources ofincome, which in turn results in uneven member participation in associationgovernance and project implementation.

Relations with outside institutions are numerous and variable. Some of the keyrelationships are as follows:

a) San Jose has maintained good but somewhat distant relations from NGOsoperating in Peten, with the exception of ProPeten, primarily because ProPeten'sdirector (and many of its staff) are from the neighboring town of San Andres.Although San Jose is largely endogamous, there are marriages between peoplefrom San Jose and San Andres.

b) Because of its cultural status, San Jose is an invited member of most department-wide institutional associations. The Bio-Itza Association is a member of severalregional conservation groups (e.g., Alianza Verde, Ecomaya). In addition, theregional tourist industry has an interest in San Jose and has advertised it as part ofthe Peten tourism "package." However, to date, the benefits from the tourismindustry have remained in the hands of large-scale tourism operators.

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c) San Jose, as noted, has particularly close relations with San Andres. For example,when a group of people from San Andres petitioned CONAP for a community-based forest concession in the San Jose portion of the MBR, CONAP asked themayor of San Jose as well as the mayor of San Andres for approval of the accord.Both municipalities supported the petition.

d) Again, because of its cultural status, a number of national and foreign universitieshave sponsored academic research in the town, including the Universidad del Valle(Guatemala), the University of Michigan, the University of Northern Illinois, and soon. Thus, San Jose has a wide range of relations with academic institutions. Inaddition, the Bio-Itza Association maintains relations with the Lummi Indians ofWashington state in the United States.

Systems of Production

The people of San Jose employ a rich set of production systems and income-producingactivities. There is certain amount of overlap between the "services" and "conservation-related activities" supported by the Bio-Itza Association. For example, due to financialdemands, a Bio-Itza Reserve forest ranger may work part-time as a ranger, oftenwithout salary, and part-time as a motor-boatman, and so on. Given these and otherfluctuations from season to season, percentages are given in ranges.

Table 9: Major Systems of Production and Income-Producing Activities in San Jose

ACTIVITY DESCRIPTION PERCENT OFHOUSEHOLDS

Diversified The Itza practice a complex system of inter-and multi- 38-42%subsistence cropping (polyculture), with emphasis on maize, bean, rootsagriculture and tuber production. Grains are for household("polyculture") consumption, but tubers, vegetables and fruits are sold in

Flores (capital of Peten). Fruit trees are scattered about themilpa, and several other types of trees are not felled in thefield In addition to small-scale fruit orchards, and fruittrees m crop fields, the Itzi also tend wild trees in m7iilpafallows.

Backyard gardens Backyard Gardenig - backyard (sitio) and field gardens are >50%and medicinal plant complex, and most of the condiments grown there alsocultivation serve as medicinal plants.

Medicinal plant cultivation - more recently, Itzf womenhave been maintaining special gardens for medicinal plants,for local sale and as an emerging tourist attraction. This is anextension of their traditional sitio gardening technology.Studies indicate that migrant women consult with them onan informal basis regarding medicinal plants, especially totreat children's illnesses.

Bee keeping The ItzA practice a traditional form of bee keeping (in Yaxkin Uncertaziilogs, often m the rear yard of the house).

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ACTIVITY DESCRIPTION PERCENT OFHOUSEHOLDS

Hunting and fishing Fishing - because of their location on the shores of Lake 5-6%Peten Itza, the Itza practice small-scale fishing, though theydo not use nets, so the catch is small.

Hunting - the ItzA hunt for household consumption. Suchhunting is permitted in the Maya Biosphere Reserve andmunicipal ejido. The Itza know the proper season forhunting, that is, when to hunt to prevent decreasing animalreproductive cycles. Often, the animals are hunted at theedges of milpas, which is sometimes said to "belong" to deerand other animals.

Forest management Forest management - in the forests surrounding more 30%intensively cultivated land, the Itza "tend" a wide varietyof species. The most common intervention is to cut vinesinhibiting tree growth. Because vine load is one of themajor factors affecting tree growth, this probably givescertain species a competitive over others, resulting in aforest that is rich in "valuable" species. It is important toemphasize that the Itza value a wide and diverse mix ofspecies, most of which are not commercially importanttimber species. Indeed, the Itza claim that they onlyharvest wood from trees that have fallen under naturalconditions.

Craft production Household-level production, mostly rustic furniture; 9-12%recently the Itza have renewed production of Peten hutipiles(blouses) and some ceramic vessels

Commerce and Most of this is carried out within the town and municipality, 10-23%services, includingteaching

Conservation- Ranger in the Reserve; host families and teachers connected 20-35%related activities with the Eco-Escuela of San Jose; medicinal plantsponsored by the production; low-impact tourism (guides, etc.)Bio-Itza Association

Anumal production As noted, the Itza have no interest in cattle. Many >40%households have backyard fowl and cnollo pigs. The pigsserve as a sort of emergency bank account.

Although the general level of education is low in San Jose, it is high compared to thelevel of education among Ladino and Q'eqchi' migrant groups. An increasing numberof San Jose youth are completing secondary school (and several are attendinguniversity) and entering the teaching profession. This means, among other things, thatthe Eco-Escuela in San Jose (which is a component of the Bio-Itza Association) isentirely staffed by natives of San Jose.

Attitudes towards conservation

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The establishment of the Bio-Itza Association attests to the commitment of the Itza toconservation. Rather than exploit the reserve for timber (mahogany and Spanish cedar),the Itza have foregone income from this activity to conserve the Reserve. Moreover, themunicipal council (led by the mayor, himself an Itza) has also made strong commitmentsto conservation. This is one of the more visible expressions of a more general tendency ofnative Peteneros, who have traditionally practiced small-scale polyculture and harvestingof non-timber forest products, to be concerned about extensive forest conversion in theregion. The Itza are increasingly concerned about forest conversion and increasinglyconvinced that they must find ways to transfer their knowledge to their non-Peteneroneighbors.

This sentiment is summed up by the comments made by one Itza, a member of the Bio-Itza Association, during one of the planning workshops for MSP proposal:

"El grupo de la Asociaci6n de la Bio-Itzd pues tenemos la costumbre de conservardesde mucho mas antes. Por que asi, nos acostumbraron nuestros padres yqueremos trabajar con otras comunidades por que no somos egoistas, queremostener relaciones. Para que ellos, o nosotros, aprendamos todo conforme, debe ser -como se cuida un bosque y como se conserva."

[As a group, we, the Bio-Itzd Association, maintain a well-establishedtradition of conservation. Our parents taught us these traditions and theyare an integral part of our lives. We are not selfish; we wish to work withother communities so that they, and we, can learn all that is required toprotect and conserve the forest.]

As various ethnographic and linguistic studies have documented, the Itza possessextensive knowledge of medicinal plants, organic mulches, trees and landscapes innorthern Peten. Itza botanical (flora and fauna) taxonomies are conserved in the Itzalanguage and compare well to scientific taxonornies. The Itza have adapted theiragriculture practices to the forest (on average their polycropped farm fields vary from 0.7-1.7 hectares (the system resembles that used by the Lacandon Maya of lowland Chiapas,Mexico). They, like their neighbors in San Andres, also practice methods of fire control,which they wish to teach their migrant neighbors, to protect the Bio-Itza Reserve and otherforests. The Itza also tend wild trees that they value. Most of these trees are notcommercially valued, but are important for the Itza.

In a general way, Ladino migrant neighbors of the Itza have sought out the Itza forinstruction more than their Q'eqchi' neighbors have, despite the Q'eqchi' belief that theItza are "elder brothers."

Finally, there is a tight connection between Itza language and knowledge and Itza culturalor ethnic identity. Itza ethnobotanical and general knowledge of milpa and the forest are

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Communiti Management of the Bio-Itzd Reserve

encoded in their language. In Spanish, many of the details of this knowledge are lost ormuted, especially the complex Itza animal taxonomy, which compares well with modemscientific taxonomies. Moreover, the Itza's sense of who they are, of their links to the past,and the future of their culture depend on their ability to use their language in daily life.Recently, the Itza have held meetings with Maya from Quintana Roo and Lacandon Mayafrom lowland Chiapas, and they have learned from these meetings that their languagesare practically identical, surnames are the same, and so on. This realization that they have"brothers" elsewhere has strengthened the Itza's sense that they are not alone. Therecognition and formalization of indigenous rights and identities, as articulated in thePeace Accords signed in the 1990s, and the establishment of the Academy of IndigenousLanguages in Guatemala City give the Itza greater confidence in the value of their cultureand language. As a result, many younger Itza are beginning to agree with their elders andare taking classes in Itza. Language, identity and forest knowledge are truly interwovenin the texture of the Itza's lives.

Village of Nuevo San Jose, Municipality of San JoseThe village of Nuevo San Jose is an extension or suburb of the town of San Jose - it is nomore than two kilometers from San Jose - and is made up of immigrants from variousparts of Guatemala. It has long been a policy of residents of the town of San Jose toencourage newcomers to settle outside San Jose proper, and this is the reason why thissatellite village sprang up.

Given its proximity to San Jose, Nuevo San Jose has a similar infrastructure to that inSan Jose. The makeup of the population of Nuevo San Jose is complex, but it appearsthat the inhabitants have adapted well to their surroundings. Nuevo San Jose, and theagricultural plots worked by its inhabitants, fall within the municipal ejido of San Jose,and it is certain that any number of Nuevo San Jose inhabitants work in the areaimmediately surrounding the Bio-Itza Reserve.


Although the community is officially a separate village for administrative purposes, inreality it is a continuation of the town of San Jose. Village residents do not have accessto the beaches of Lake Peten Itza, however, because nearly all shoreline land is ownedby people from Flores and other parts of Guatemala.

Infrastructure in Nuevo San Jose is relatively good. The main road to the town of SanJose is asphalted, and there is bus service three times a day to other communities. Mostpeople walk or bicycle between San Jose and Nuevo San Jose. Basic utilities, such aselectricity, running water, and telephones (one community phone and several otherprivate lines) are available. There is a nursery and elementary school with eightteachers. Though there is a public health post, it is not regularly staffed.

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Land Tenure

All of Nuevo San Jose, and all the land worked by its inhabitants, falls within themunicipal ejido of San Jose. Because these are public lands of the municipality, theycannot be (legally) sold. Residents of Nuevo San Jose lease their lands from themunicipality, currently paying Q4.00 per manzana ($0.50 per 0.7 hectare). Themunicipality is in the process of measuring and otherwise formalizing these leaseholds.Municipal officials estimate that each family will be permitted to rent an area of 30manzanas (about 20 hectares) annually, for a payment of Q120.00 ($15.00).

Population and EthnicityAs in many other parts of the Peten, demographic data are inexact, due in large part torapid population movements within the department. The most reliable data indicatethat there are about 120 families in the town. Assuming about six people per family, thetotal population is little over 700.

The ethnic mix of the community is relatively complex. About half the village isLadino, and another 35 percent are Cakchiquel Maya from Patzun Chimaltenango, inthe highlands of Guatemala. The remaining 15 percent are Q'eqchi' Maya.

Local Governance and Social OrganizationAs in other rural communities of the Peten, there is a vertically organizedadministrative structure that starts with the municipal mayor of San Jos& He names adeputy mayor (Alcalde Auxiliar) for the village, who in turn may have one or twoassistants. The influence of the deputy mayor is significant and, in many communities,the deputy mayor is the defacto representative for the national government. In NuevoSan Jose, as elsewhere in the Peten, the deputy mayor works closely with the local CivicImprovement Committee (Comite Promejoramiento), an entity that has legal standing inGuatemalan law, in the planning and execution of community development projects.

The major committees (aside from the Civic Improvement Committee) and organizedgroups in the community are:

(a) Parents' school committee (similar to a Parent Teacher Association in the USA);(b) Catholic church committee;(c) Evangelical Protestant church committee; and(d) sports commnittee.

There are wvell-established lines of communzcation between the village and several other entities,asfollowiis:

(a) Municipality of San Jose, by means of the deputy mayor;(b) Ministry of Education, by way of local ministry authorities;(c) Other governmental entities, by means of the deputy mayor and the

municipality;(d) Religious organizations;

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(e) Bio-Itza Association.

Production Systems

Nearly all families, Ladino and Maya alike, rely on subsistence agriculture as theirprimary means of livelihood. There are also a few secondary sources of income andsubsistence, as indicated in Table 8.

Table 10: Systems of Production in Nuevo San Jose

PERCENT OFACTIVITY DESCRIPTION HOUSEHOLDS

Ladino Maya

Short-fallow slash Generally two harvests of maize, and one ofand burn beans, annually. 100% 100%subsistenceagriculture (milpa).Backyard gardens Relatively large and diverse. Generally tended 60% 50%

by women and children. Products of the gardenprovide key supplements to the family's diet.Women raise backyard fowl in these gardens.

Non-timber forest Harvesting of xate (Chamnaedorea spp. palm leaves). 4-5%product harvestingWoodlot National Forest Institute (INAB) pays landowners 12%management for over the course of six years to reforest their parcelstimber and protect their private woodlotsAnimal production A few Ladinos raise cattle, but their herds are 5%

small. -

Attitudes toward conservation

Due to the proximity of San Jose, the people of Nuevo San Jose have had theopportunity to learn a good deal about how the Itza use and perceive natural resources.As a result, the people of Nuevo San Jose have a more integrated approach to resourcemanagement than do other rural communities in the Peten. They are in a good positionto benefit from outreach from the Itza.

Village of Corozal, Municipality of San JoseCorozal is a small Q'eqchi' community in the municipality of San Jose. The village itselfis located just within the multiple use zone (MUZ) of the Maya Biosphere Reserve(MBR), though most of the land cultivated by inhabitants of the town is south of theMUZ, in the municipal ejido of San Jose. The village was probably founded in 1978. Asin other parts of the Peten, there has been some flux in the composition and populationof the village over the last 20 years.


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Corozal is located southwest of Biotopo El Zotz, at the extreme northern end of themunicipal ejido of San Jose. The village center is about eight kilometers due east of thecommunity of Cruce Dos Aguadas, and can be reached by vehicle over a third-classroad. There is also a little-traveled road that links Corozal with San Jose. There is nopublic transit service to or from Corozal; villagers must go to El Cruce Dos Aguadas orSan Jose for transportation and other services. The village maintains administrative tieswith the municipality of San Jose.

Village infrastructure is poor: there is no electricity, running water, or telephone service.Nevertheless, the government has established a rudimentary village street plan andthere is an elementary school with three grades and one teacher. Water is the biggestproblem facing the community. Although there are dug and drilled wells, with storagetanks, there is no distribution system for the water. There are two churches in thecommunity, one Catholic and one Evangelical Protestant. The population is split evenlybetween the two churches.

Land Tenure

Villagers rent ejido land from the municipality, currently paying Q4.00 per manzana($0.50 per 0.7 hectare). Because these are public lands of the municipality, they cannotbe (legally) sold. The municipality is in the process of measuring and otherwiseformalizing these leaseholds. Municipal officials estimate that each family will bepermitted to rent an area of 30 manzanas (about 21 hectares) annually, for a payment ofQ120.00 ($15.00). The village and its agricultural plots currently occupy between 1,680and 2,520 hectares (16.8 - 25.2 kM2 ).

Population and EthnicityBy official estimates there are 46 families in the village, all but three of which areQ'eqchi' Maya, for a total population of about 280. This may be an underestimate,however; the village appears to be growing rapidly. There is concern that with the fastpopulation growth in the village, the current allotment of 21 hectares per family will notbe enough to sustain the population unless villagers adopt appropriate agriculturaltechnologies. Indeed, the current population growth and agricultural practices of thiscommunity may pose a threat to the El Zotz Biotope and the Bio-Itza Reserve in the not-too-distant future.

There is relatively little interaction between the three Ladino families and the majorityQ'eqchi' population. Because of the relative isolation of the village, the Q'eqchi' havemaintained many of their customs and dress.

Local Governance and Social OrganizationAs in other rural communities of the Peten, there is a vertically organizedadministrative structure that starts with the municipal mayor of San Jose. He names adeputy mayor (Alcalde Auxiliar) for the village, who in turn has one assistant. The

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Communihy Management of the Bio-Itzd Reserve

influence of the deputy mayor is significant and, in many communities, the deputymayor is the defacto representative for the national government. In Corozal, aselsewhere in the Peten, the deputy mayor works closely with the Civic ImprovementCommittee (Comite Promejoramiento), an entity that has legal standing in Guatemalanlaw, in the planning and execution of community development projects. The nationalgovernment has carried out several community improvement projects via themunicipality, with funds from the Social Investment Fund (FIS)


a) Parents' school committee (similar to a Parent Teacher Association in the USA);b) Catholic church committee; andc) Evangelical Protestant church committee.

There are well-established lines of communication between the village and several otherentities, as follows:

a) Municipality of San Jose, by means of the deputy mayor;b) Ministry of Education, by way of local ministry authorities;c) Social Investment Fund (FIS) and other central government funds established as

part of the peace accords, through direct contacts with fund representatives.d) Regional leaders of Catholic and Evangelical Protestant churches;e) Bio-Itza Association.

Systems of ProductionNearly all families, Ladino and Maya alike, are dedicated to subsistence agriculture.Unlike other communities profiled in this annex, there are few secondary sources ofincome and subsistence.

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Table 11: Systems of Production in Corozal

Activity Description Percent of HouseholdsLadino Q'eqchi'

MayaShort-fallow slash and Generally two harvests of maize, and one of 100% 100%burn subsistence beans, annually. Squash (pepitoria) isagriculture. sometimes grown in the milpas. This Q'eqchi'

community also maintains the practice of"vuelta de mano" in which an entire milpa iscollectively planted in a single day by thieassembled community members.

Backyard gardens Some families have established thesegardens, which are generally tended bywomen and children. Products of the garden 50%provide key supplements to the family's diet.Several gardens mclude achiote (Bixa sp ),which is used in the ritual meal called cak-ik.Women raise backyard fowl and criollo pigs inthese gardens

Animal production There is no cattle ranchmg in thiscommunity. Some families have horses andmules.

Attitudes Toward Conservation

Though Corozal has been in place for over 20 years and its population has grownconsiderably, residents have not expanded dramatically beyond the original area of thecommunity. Residents appear to respect the municipal regulations regarding land usein the ejido. Nevertheless, as demonstrated in Atran et al. (1999) and elsewhere, theQ'eqchi' of Corozal use agricultural systems imported from elsewhere that are lessdiverse and intensive than their Itza neighbors. With their rapid population growth, itis only a matter of time before the residents of Corozal will start putting more pressureon El Zotz and the BioItza reserve. However, their long-term residence in the Peten,encouraging history of interactions with the Itza, and good community organizationmeans that the people of Corozal are in a good position to benefit from stepped-upoutreach and training.

Village of Jobompiche, Municipality of San JoseJobompiche is the oldest and largest village (aldea) in the municipality of San Jose,Peten. Because the municipality is the least populated in Peten and the one with thefewest villages, the municipal government has had more opportunities to invest fundsfrom central government in infrastructure in the municipal center (San Jose) and in thevillages. For this reason, Jobompiche has the basic infrastructure found in the towns --as opposed to the villages -- of Peten, and in this sense, is better off than most othervillages in Peten.

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Jobompiche occupies a scenic hillside rising from the north shore of Lake Peten Itza, on theborder between the municipality of San Jose and that of Flores. Several large landownersand exclusive, expensive hotels (including the Camino Real) and restaurants are locatedjust east of Jobompiche, in Remate and Ixlu. Remate and Ixlu, 8 kilometers east ofJobompiche, are mid-way between Flores, the capital of Peten, and the world-classarchaeological site of Tikal. Excellent wood-carvers in Remate and Ixlu cater tointernational and national tourists.

Community leaders say that spontaneous migration to the village has placed pressure onthe land. Indeed, they say there is no more land left for settlement in Jobompiche or theimmediate vicinity. Jobompiche cannot expand to the south, east or west (see Map 1). Theonly option is pushing into the protected zones of the Maya Biosphere Reserve (MBR).

Jobompiche has closer relations with the municipal government than with other externalorganizations. It has had almost no contact with conservation NGOs, largely because it isin the Buffer Zone of the MBR and because the village and its farms are located within theejido of San Jose. Neither the Buffer Zone nor the ejidos are priority areas for most of theconservation groups operating in Peten. An NGO (Centro Maya) and the Chinese Mission(located in Remate) have tried to work in Jobompiche, but the villagers connect both theseorganizations with the National Council for Protected Areas (CONAP) and therefore havedeclined to work with them.

The Maya word Jobompiche means "nest of the Pich bird." Pich birds are the jet-blackgrackles (sonates) that are ubiquitous along the shores of Lake Peten Itza. The birds returnto the Jobompiche region every night to roost.


Jobompiche is 12 kilometers east of San Pedro; 20 kilometers east of the town of San Jose;six kilometers east of Cerro Cahui Biotope; and 8 kilometers west of Remate. Remate islocated on an asphalt road that runs from Flores to Tikal. A good road also runs fromRemate to Melchor de Mencos on the Guatemalan-Belize border. Motorized canoes alsocan reach the village. Public transportation is available by road and water. (The earliestsettlers were limited to access by water.)

The village is in the Buffer Zone of the MBR and also within the ejido limits of themunicipality. Jobompiche is relatively compact, and most of the houses are found oneither side of the road that runs from Remate to San Pedro. The main street in the villageis asphalted for one kilometer. The village cannot expand to the south (because of LakePeten Itza), west or east, but it can expand northward, toward protected zones of the MBR(including the southern edges of El Zotz Biotope and Tikal National Park).

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Since 1985, the village has had access to a gravity-fed water system that originates in aspring located on a high hill behind the village. The water flows through a series of pipesconnected to individual households, which pay $0.13 per month for the service. The fundsare used to maintain the system.

Since 1976, Jobompiche has had a sixth grade primary school, taught by six teachers. Aninth grade school has recently been introduced to the village. There are three Protestantchurches here (Camino Biblico, Calvary and Assembly of God) and a Catholic Church. Arural health promoter staffs the local health post, though it has few medical supplies.However, a physician from the Cuban health team visits Jobompiche once a month. Thevillagers have access to electricity in their streets and homes. There are seven small storesand six private vehicles in the village.

In short, Jobompiche has more and better facilities and a more developed infrastructurethan the majority of rural places in Peten.

Land TenureThe land tenure situation in Jobompiche is somewhat complex. FYDEP (Company forPromotion and Economic Development of Peten), which regulated land in Peten between1959 and 1987, divided most of the vicinity into plots (parcelas). In 1992 the NationalInstitute for Agrarian Transformation (INTA) consolidated the process, creating 97 parcelasin Jobompiche. This consolidation created confusion because it treats the plots as privateholdings, not municipal land. Thus, although Jobompiche is in the ejido of San Jose, landholdings are not regulated by the ejido. The only area of Jobompiche that currently fallsunder ejido rules is the so-called urban zone (el casco urbano). Furthermore, twenty of theparcelas have been sold to large landowners and/or to people who do not live in thevillage. As a result of these sales, about 41 percent of the villagers must rent or borrowland to farm. A new governmental effort is seeking to clarify this tenure issue.

Population and EthnicityThere are 175 households and about 1,000 people in the village. Some 45 percent of thevillagers are Ladinos who have migrated to Peten from various parts of Guatemala,especially from the eastern and south coasts of Guatemala. The other 55 percent areQ'eqchi', the majority of who come from Tamagaz Cric in the department of Izabal, havingpreviously migrated from Alta Verapaz to Izabal.

As is common in settlements where there are roughly equal numbers of Ladinos andQ'eqchi', there are marked differences in culture, social organization and decision-making.Thus, Jobompiche has two relatively well defined, though not legally recognized,neighborhoods or barrios. The Ladinos refer to the Q'eqchi's who live in the Q'eqchi'neighborhood as the "tamagaces" (after Tamagaz Cric). Apparently, some Q'eqchi' do notappreciate this label.

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Local Government and Social OrganizationAs in other villages, a deputy mayor appointed by the mayor of San Jose governs thesettlement. Government programs and development projects are funneled through thecity hall to the village. The Civic Improvement Committee works closely with the deputymayor on infrastructure projects. Although the deputy mayor is a Ladino, the head of theimprovement committee is a Q'eqchi'.

Among the Q'eqchi', there are several important informal leaders, including the pastorsand a catechist, but there is no Council of Q'eqchi' Elders in Jobompiche. Although theredo not seem to serious ethnic tensions between the Q'eqchi' and the Ladinos, there areobvious cultural differences and social distances between the two groups.

Local Organizations and Committees (apart from the Civic Improvement Committee):a) Parents' school committee (similar to a Parent Teacher Association in the USA);b) Potable water committee;c) Three Protestant church committees; andd) Catholic church committee. A Q'eqchi' catechist seems to exercise considerable

influence over the members of his church.

Relations with External Institutionsa) Jobompiche's principal relationship is with the San Jose city hall. Because

Jobompiche is a large village in a small municipality, mayoralty candidates viestrongly for their votes and try to deliver services to the village. The current syndicon the municipal (city hall) council is a Q'eqchi' leader from Jobompiche.

b) Jobompiche had had a good deal of contact with FYDEP and INTA in the past.Currently, the village has intermittent contacts with a range of central governmentinstitutions, such as FIS (Fund for Social Investment), FONAPAZ (National Fundfor Peace), and the Council for Urban and Rural Development, and the Ministry ofEducation. In addition, the Apostolic Vicarage of the Catholic Church helps trainhealth promoters in Jobompiche. Otherwise, Jobompiche has had few contactswith NGOs.

c) The Q'eqchi's have had some contact with formally organized Q'eqchi' groups inPeten. They have somewhat closer ties to the Bio-Itza Association than to theformally organized Q'eqchi' organizations in Peten.

Production SystemsThe principal productive activity is subsistence milpa agriculture, with a stress on maizeand bean production. Some of the Ladinos also collect xate (Chamaedorea spp.), adecorative palm exported to USA and European markets.

The Q'eqchi' practice a traditional, collective form of planting maize, called vuelta de mano.The entire male group plants the milpa of one member in a single day, while the womenprepare a collective ritual meal for the group. The next day, another milpa is planted, and

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so on, until all the milpas are planted. All (100%) the Q'eqchi' participate in vuelta de mano.Ladinos do not participate in vuelta de mano or any equivalent practice.

Table 12: Systems of Production in Jobompiche

Activity Description Percent ofHouseholds

Ladino Q'eqchi'

Short-fallow slash and Maize and bean; there are two maize harvests per 100 100bum subsistence year.agriculture (milpa)

Backyard gardens Fruit trees and roots/tubers. N/D 15

Non-timber forest Harvesting of xate (Chanmaedorea spp.), a decorative 20 0products harvesting palm

Fishing For household consumption; some minor sales 4 0

Animal production A small number of households have cattle. One 4 0ranch is large (225 ha.) Herds are stable and showno signs of increasing in size.

Forest management National Forest Institute (INAB) pays land owners 12 O?for timber for 6 years to reforest their parcels and protect their

private woodlots

Attitudes Toward ConservationUnlike many others in Peten, most people in Jobompiche have little interest in cattle

ranching and almost no one plans to convert farm fields or woodlots to pasture. Instead,

many of the villagers maintain family woodlots and high forest on their parcelas. In

addition, several of the villagers are cooperating with INAB. All this seems to reflect

positive attitudes, as well as action, with respect to conservation.

Knowledge of conservation varies with culture, ethnicity and place of origin.

Nevertheless, perhaps because of their location and contacts, the people in Jobompiche

seem to know more about conservation than others, including many who reside in the

MBR. Several factors may account for this. Jobompiche is only six kilometers from the

Biotopo Cerro Cahui, and close to settlements (Remate, Ixlu) whose economies are

based on tourism. (Some in Jobompiche are thinking about tourism as an alternative

productive activity.) In addition, Jobompiche's proximity to and relations with Itza

Maya people seems to insufflate processes of indirect learning.

Village of San Pedro, Municipality of San Jose

The village (aldea) of San Pedro is one of four villages within the municipality of San

Jose. Because the municipality is the least populated in Peten and the one with the

fewest villages, the local government has had more opportunities to invest funds from

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central government in for investment in infrastructure at the level of the municipalcenter (San Jose) and in the villages.

San Pedro is a relatively new settlement. Migrants began to settle here in the late 1970s.Many of the villagers are Q'eqchi' Maya from Alta Verapaz, Izabal and more recently alsofrom within Peten (the municipalities of San Luis and Dolores); others are Ladinos, themajority of whom migrated from eastern and south coast Guatemala.

San Pedro has closer relations with the municipal government than with other externalorganizations. It has had almost no contact with conservation NGOs, largely because it isin the Buffer Zone of the MBR and because the village and its farms are located within theejido of San Jose. Neither the Buffer Zone nor the e1idos have been priority areas for most ofthe conservation groups operating in Peten.

In general, San Pedro is a poor, rustic, loosely organized settlement.


San Pedro is located on the northern shores of Lake Peten Itza and is linked via a goodthird class road to the municipal center (the town of San Jos6), some eight kilometers to thewest. Although motorized canoes can reach San Pedro, the more common means of travelto and from the village is by bus.

As noted, the village is within the ejido of San Jose (and the Buffer Zone of the RBM). SanPedro is a compact line village - most of the houses are found on either side of the road.San Pedro cannot expand to the south (the Lake), the west or the east, but it can expandnorthward, toward protected zones of the MBR (including the southern edges of El ZotzBiotope and Tikal National Park).

There are plans to asphalt the village's road during 2001. Public transportation to/fromSan Pedro and San Jose costs Q3 ($0.40), and to/from the central area of Pet6n (Flores-Santa Elena-San Benito) costs Q7 ($0.90) (daily wages vary from Q20-25, so travel isexpensive).

San Pedro has a kindergarten and sixth grade primary school, taught by two teachers.There also are two Protestant Churches and a Catholic group in San Pedro. San Pedro haselectricity and a water distribution system (but the water does not seem to be potable).INSIVUHME (National Institute for Seismology, Vulcanology, Hydrology andMeteorology) maintains a weather station in the vicinity.

The village (aldea) is subordinate to the municipal corporation of San Jose.

Land Tenure

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A cadastral study is now underway in the San Jose ejido, and until it is completed it is notpossible to be completely sure of how much of the land pertains to San Pedro. However,initial cadastral estimates indicate that the agricultural zone occupied by the Sanpedranoscovers about 1,125 hectares.

Some years ago, the municipal ejido came close to being common property. Customarylaw regulated access to land (Schwartz 1995). More recently, due to massive spontaneousmigration to migration to Peten, the government has established programs to regularizeland holdings within ejidos, and to clarify the boundaries of the ejidos in San Jose andthroughout Peten. Until the cadastral study is completed, the land tenure situationremains somewhat unclear. As in Jobompiche, the National Institute for Agrarian Reform(INTA), like the Company for the Development of Peten (FYDEP) before it, seem to havesold land in the San Pedro area, and perhaps in the ejido, although this would be inviolation of the rules governing land tenure within municipal ejidos! The cadastral studywill permit the government to clarity the situation.

Right now, the San Pedro area is relatively small (apparently 1,125 ha.) relative to thepopulation, and the average size of land holdings is about 11.2 hectares. Some Sanpedranospay the municipality the same small annual fee (Q4 per year per 0.7 hectares) as in othervillages to occupy these holdings. Given soil fertility and drainage and current farmpractices, however, 11.2 hectares is not sufficient for most migrant farm families. Unlessthey change their practices, sooner or later, they will have to extend the agriculturalfrontier. Best estimates are that vegetative population growth plus failure to adopt betterpractices will force Sanpedranos to move north into protected areas, perhaps in this decade.

Population and EthnicityIn 2000, there were 85 households and 459 people in San Pedro. Between late 2000 andearly 2001, an additional 15 families settled here, bringing the total number of householdsto 100, with a total population of about 540 people. (This implies that during 2001, theadditional 15 households will be looking for land to farm and may begin to penetrate thesouthern edges of protected zones).

The population is about evenly divided between Q'eqchi' Maya and Ladino households.The Q'eqchi' are more united than the Ladinos, and both groups are endogamous. At theformal level, relations between Q'eqchi' and Ladinos are affable enough, although there isa fair amount of social distance between them.

Local Government and Social OrganizationA deputy mayor appointed by the mayor of San Jose governs the settlement. Governmentprograms and development projects are funneled through the city hail to the village. TheCivic Improvement Committee (Comite Promejoramien to) works closely with the deputymayor on infrastructure projects.

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Among the Q'eqchi', moral authority and customary law is vested in a Council of Elders.Among the Ladinos, there are several strong individuals who have influence among theirpeers.

Local Organizations and Committees (apart from the Civic Improvement Commnittee):(ii) Parents' school committee (similar to a PTA);(iii) Two Protestant church committees and a Catholic church committee.

Relations with External Institutions:a) San Pedro's principal relationship is with the San Jose city hall. Mayoralty

candidates vie for their votes and try to deliver services to San Pedro to retain thepolitical loyalty of the villagers.

b) San Pedro has had sporadic, less intense relations with a range of centralgovernment institutions, such as FIS (Fund for Social Investment), FONAPAZ(National Fund for Peace), and the Council for Urban and Rural Development, andthe Ministry of Education. However, San Pedro has had virtually no contact withNGOs.

c) The Q'eqchi's in San Pedro have begun to build relations with pan-Q'eqchi'organizations in Peten, and they also are currently creating closer ties to the Bio-Itza Association.


The principal productive activity in San Pedro is subsistence milpa agriculture, with astress on maize and bean production. Several households also collect xate (Chamaedoreaspp.), a decorative palm exported to USA and European markets.

As in Jobompiche, the Q'eqchi' practice a traditional, collective form of planting maize,called vuelta de mano.

Table 13: Systems of Production in San Pedro

Activity Description Percent of Households

Ladino Q'eqchi'

Subsistence short- Maize, beans and some squash seed production; as 100 100fallow slash-and-bum is typical in Pet6n, there are two maize harvest peragriculture (milpa) plot per year (squash seeds are sold); the fields are

on average 2.1 ha

Backyard gardens Fruit trees; roots/tubers; some of the production is 12 5used to feed hogs

Fishing Small-scale subsistence fishing, and some sales to 4local and central Peten markets

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Activity Description Percent of Households

Ladino Q'eqchi'

Xate collection Harvesting for local buyers 14 9

Attitudes Toward Conservation

Unlike many others in Peten, Sanpedranos appear to have little to no interest in cattleranching or in converting their fields to pasture. Hence, they are able to dedicate more oftheir land to shrub and forest regeneration than is common in many other migrantsettlements. In this sense, attitudes or at least action with respect to conservation isrelatively good.

Knowledge regarding conservation tends to vary with the place of origin of the migrants.In general Sanpedranos seem to know more about (and have more positive attitudestoward) conservation than other groups (including groups living inside the MBR). Thismay be due to San Pedro's location near the central urban part of Peten, and also becauseof their contacts with the Itza. However, none of this transfer of knowledge has beeninstitutionalized.

Village of El Cruce Dos Aguadas, Municipality of San AndresEl Cruce Dos Aguadas is a large village in the municipality of San Andres that

occupies a strategic location at the southern edge of the Maya Biopshere Reserve. Untilabout 1970, there were only a handful of households in El Cruce a Dos Aguadas. In theearly 1970s, Ladino migrants, including some from El Salvador, began to settle there,followed soon by Q'eqchi' migrants from Alta Verapaz and Izabal. What may be calledthe third, mainly Q'eqchi', wave of migrants are now coming from within Peten itself,especially from southeastern Peten. When the Guatemalan National Council onProtected Areas (CONAP) and the Maya Biosphere Reserve (MBR) were created, in1989 and 1990 respectively, the migrants living in El Cruce were told that they were inthe Multiple Use Zone (MUZ) of the MBR, and that they would never be able to obtaintitle to their holdings. Villagers misinterpreted CONAP's early actions as a threat torelocate them, despite CONAP internal rules allowing people to reside and farm in theMUZ. These initial misunderstandings led to tension and anger, some of whichcontinues to this day. Indeed, since 1993, ProPeten has been the single outside agencythat has been able to establish a continuous presence in El Cruce, although there aresome villagers who still view ProPeten with suspicion.


El Cruce is located in the Multiple Use Zone of the Maya Biosphere Reserve, in themunicipality of San Andres. It is 25 kilometers north of San Andres and about 27kilometers north of San Jose. It is wedged between El Zotz Biotope on the east andLaguna del Tigre National Park on the west.

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El Cruce has a ninth grade school, health post, eleven small stores, a Catholic chapel andfive Protestant Churches, the largest of which is the Calvario. It also has an ecologicallibrary (contributed by ProPeten). In 2000, it acquired a potable water system andelectricity, but as of early 2001 households had not yet been hooked up to the electricalgrid.

Access to central Peten and the Lake Peten towns of San Andres and San Jose is by all-weather dirt road.

Land Tenure

The villagers main goal and most strongly felt need is for land tenure security.Around 1999, CONAP and El Cruce reached an accord on the land used by thevillagers, establishing a nearly 26,000-hectare "management unit" or poligono, thatincludes the village of El Cruce and the agricultural plots (parcelas) of its inhabitants. Aspart of the accord, each household receives 45-hectare parcela within the poligono.Though residents are not granted title to these lands, they do obtain permanentusufruct rights, subject to CONAP regulations and rental fees. Twenty percent of eachparcela must be kept under forest cover. By law, people may live in and carry outproductive activities (farming, collection of non-timber and timber forest products, etc.)within the MUZ. The process of measuring and allocating the 45-hectare parcelas is notyet completed, but the village is now relatively peaceful and has accepted CONAP'srules for agricultural polygons.

In addition to the parcelas, over 50 percent of the poligono is set aside as a communityforest reserve. See the table below for details.

Table 14: Zoning within the El Cruce Dos Aguadas Agricultural Polygon

Category Area (ha.) PercentCommunity forest reserve 13,053.13 50.97Agriculture zone 10,928.32 46.67Residential zone 631.77 2.48Protected zone 994.96 3.88Total 25,608.19 100.00

Population and EthnicityEl Cruce has grown from a single household in 1969 to 240 households in 1992 and 270households in 2001 (from about 1,250 people in 1992 to some 1,620 in 2001). About 52% ofthe population is 15 years of age or younger.

About 55-60% of the residents are Maya, the overwhelming majority of whom are Q'eqchi'Maya. The other 4045% are Ladinos. There is relatively little inter-marriage between thetwo groups, and there is a certain amount of residential separation (but not segregation),

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with the Q'eqchi' living in the southern end of the village, and the Ladinos on the northend.

Local Governance and Social Organization

The village is governed by a deputy mayor, nominated by the villagers and formallyappointed by the mayor of San Andres. However, in practice, the villagers recognize twodeputy mayors - one Q'eqchi' and one Ladino. The Civic Improvement Committee(Comite Promejoramiento), a branch of government, is the most representative body in thevillage; the officers are evenly divided between Q'eqchi' and Ladinos.


a) Parents' school committee (similar to a PTA);b) Health committee;c) Local tourist committee (linked to a department-wide tourism marketing agency,

both initiated by ProPeten);d) Student ecology group, sponsored by ProPeten;e) Organic gardening group, assisted by ProPeten;f) Church groups, the strongest of which is the Calvario; many if not most of the

Q'eqchi' are Calvarios and the pastor can mobilize large numbers of his flock forvarious purposes

The are a number of well-established relationships between El Cruce Dos Aguadas andoutside institutions:

a) As noted, El Cruce's relations with almost all NGOs and governmental institutionsare tense and sometimes overtly hostile, largely due to the struggle for land.Through the intervention of ProPeten, El Cruce now has working relations with theSan Andres municipal corporation and CONAP. El Cruce has good relations withProPeten's environmental education team and its agronomists, (currently 29farmers in El Cruce are learning about natural pesticides, organic mulches, and soon).

b) Because of its strategic location -- El Cruce is the largest village in the MBR and acritical gateway community in the center-northern parts of the MBR - variousNGOs and governmental institutions are interested in the village and its impact onthe forests.

c) The Ladinos and Q'eqchi' live apart from each other, but are united around landissues. They also work together on formally constituted committees, but otherwisethey live separate lives. Within each ethnic group, the Q'eqchi' are more unitedthan the Ladinos. The Q'eqchi' make decisions by consensus; the Ladinos are moreindividualistic, and follow strong, charismatic leaders so long as those leadersdemonstrate strength.


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The residents of El Cruce Dos Aguadas employ a broad array of agricultural practices andother strategies for food production and income generation. A growing percentage (at lastcount, 32 percent) of farmers report problems with insect infestations, but few link thiswith their farm practices.

Table 15: Systems of Production in El Cruce Dos Aguadas

ACTIVITY DESCRIPTION PERCENT OFHOLUSEHOLDS

Ladino Maya (95%are Q'eqchi)

Short-fallow slash and Relatively large fields (mean = 3.5 ha.) devoted to 75 90burn subsistence maize, beans and squash seeds (some fields areagriculture (milpa) mono-cropped); crops are sold to truckers who

come to the village

Backyard gardens Often poorly tended and not very diverse; a few n/ d 3women have complex polycultured gardens.Women raise backyard fowl in these gardens.

Non-timber forest Harvesting of xate (Chamaedorea spp. palm leaves) 13 5products

Commerce and Several small stores (tiendas), two rustic roadside 7 1services eateries (comedores), transport, etc.

Conservation related Tour guides to El Zotz Biotope; etc. 2 1activities

Animal production Cattle ranching is currently limited to small-scale 2production. Nevertheless, equal percentages ofLadinos and Q'eqchi' would like to raise cattle, butlack the financial capacity to start up a ranch.

Hog production is not common, though a fewhouseholds have recently-introduced non-criollopigs These pigs may prove difficult to raisebecause of their vulnerability to disease and poorweight gain on corn and traditional feeds.

Attitudes toward ConservationDespite stereotypes about Q'eqchi' lack of interest in converting forest to pasture, equalpercentages of Q'eqchi' and Ladinos in El Cruce would prefer to raise cattle. At last count,about 37 percent of the villagers would prefer to convert forests to pastures. At the sametime, the Q'eqchi' want to maintain woodlots and forest patches, in the belief that forestsare needed to maintain soil moisture. There is some interest in sound management of the

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Communiht Management of the Bio-Itzd Reserve

village's forest reserve, but many villagers see the forest reserve as an area where theirchildren will or may farm in the future.

Some Q'eqchi' women are adapting traditional gardening knowledge from Alta Verapazto Peten. There is much more variation among Ladinos, some of whom have extensiveknowledge of how to adapt to the Peten (often learned from Itza Maya and a San Andresfarmer) and others possess little knowledge of how to adapt to the lowlands.

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ANNEX 4 - PUBLIC PARTICIPATION PLAN

IntroductionThis plan discusses the involvement of various stakeholders, ranging from the Bio-ItzaAssociation and members of communities in the "zone of influence" of the Bio-Itza toindigenous groups elsewhere in the Peten, in the design of this project. It also providesa brief social assessment of several key groups (this assessment is amplified in Annex3). Finally, this plan discusses how stakeholders will be involved in projectmanagement and implementation.

Stakeholder Involvement and Social Assessment During Project Planning

Involvement of the Bio-Itzai Association in Project Planning

In November and December 2000, ProPeten staff, and consultants hired with PDF funds,worked with the Bio-Itza Association to facilitate a participatory planning process toprepare the GEF proposal. Two initial workshops were held on 12 November and 18November 2000 to define the strategic objectives of the project. A majority of the membersof association worked together in each workshop to identify threats and opportunitiesregarding the Bio-Itza Reserve. They also discussed the association itself and the problemsit faces. Based on their analysis, they formulated possible solutions to the identifiedproblems and a series of objectives for the GEF proposal. Finally the members identifiedproject stakeholders and reviewed in depth the role of ProPeten.

After the second workshop, members broke into four working groups and held two orthree meetings independently to flush out a activities that would support the definedstrategic objectives. In addition, the plenary named six members to a Comisi6n deConsulta, which was given the responsibility of meeting with local, regional and nationalstakeholders from government, NGOs, indigenous and campesino communities to presentthe project in general terms and receive feedback. The stakeholders consulted aresummarized in the following section. A third plenary workshop was held on 16December, during which each working group and the Comisi6n presented their results.During the week of 8 January, Juan Martinez and Karen Berelowitz of the World Bankvisited the Peten to discuss the project with ProPeten staff and the Bio-Itza.

Proposal preparations continued through the month of January 2001 with the Comisionde Consulta, the association's board, and representatives from each of the workinggroups. The final project design was presented to a plenary session of the associationon 20 January in San Jose.

Social Assessment of the Bio-Itza Association

This project will focus initially on the Association for the Protection of the Itza Reserve -the Bio-Itza Association for short - that will act as the executing agency. Based in the

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town of San Jose, the association is legally recognized as a Civil Association underGuatemalan law, and includes more than 60 households in its membership, a Board ofDirectors (President, Secretary, Treasurer, and three representatives or vocales), andseveral active working groups. See Annex 3 for a more in-depth socio-economicanalysis of San Jose and the Bio-Itza Association.

SocialAssessment of Itzd Maya, Ladino and Q'eqchi' communities with aninfluence on the Bio-Itza Reserve.About 95 percent of families in the town of San Jose are of Itza Maya descent. In theother villages surrounding San Jose, there is a mixture of Ladino and Q'eqchi' peoples.In broad terms, all groups make use of at least three major farm- and forest-basedproduction systems: 1) swidden or milpa agriculture; 2) backyard gardens or huertas;and 3) non-timber forest product harvest, which includes plants, such as xate and chicle,as well as game species. Few smallholders in San Jose and neighboring towns havecattle, though there are some ranches along the road between San Andres and El CruceDos Aguadas. There are other importance sources of income as well, such as small-scale commerce (tiendas, comedores and the like) and, increasingly, low-impact tourismand other economic alternatives. See Annex 3 for an in-depth socio-economic analysisof these communities.

Although all groups share reliance on land and awareness of local species for survival,analyses of self-reported agroforestry practices showed striking differences among thegroup in the number of crops per year, years of land use, hectares cleared, years fallow,and species per year used in a milpa (Atran 1999). See Annex 2 for a more analysis ofthe agroforestry systems used by the Itza and other groups in and around San Jose.

Other Stakeholders

As noted above, in November and December the Bio-Itza developed a plan gearedtoward building the association's organizational and administrative capacity, protectingthe reserve, reinforcing efforts to revitalize their culture and language, establish theassociation and reserve as a center for training, research, and community conservation,and establishing outreach programs to other communities. The comision de consultathen fanned out in December to explain the plan and gather feedback. The groupsconsulted are listed in Table 1, below. Overall, feedback from everyone was positive,with some groups even hoping to initiate exchanges prior to the start of the project. Aparticularly strong link was made with a Q'eqchi' group based in Poptuin, in southernPeten. The radio station affiliated with this group, Utanuka, broadcast live from SanJose on Janaury 14, 2001, publicizing the Bio-Itza Association and its activities. Othergroups have also offered to provide technical support and training to the association.

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Table 16 Stakeholders consulted regarding Medium-Size Project

Group 1: Group 2: Group 3: Group 4: Group 5:Communities Indigenous Other Civil Peten NGOs Government,

directly affecting groups with Society Groups Business Groups,the Bio-Itz4 forests that have and Individuals National NGOsReserve or established

within the "zone relationshipsof influence" of with the Bio-Itzaithe Bio-Itza.

San Jose Coop. Agricola "La Comisi6n Canan Kaax EcoMayaAmistad" Mesoamericana(Dolores) para el Desarrollo

y la Paz__(COMADEP)

San Pedro Grupo Elias Academia de la Alianza Verde CONAP:Manuel, Parroquia lengua Maya- (alliance of * Region VIIIde Poptun, Mopan, (San Luis) "green" tour * Guatemalapersonal de radio operators and CityUT'AN'K'A, y others involved inPadre Cutzal the tourism sector(Poptun) m the Peten) __

Jobompiche Cooperativa Union Centro de NPV (local NGO Municipality ofMaya-Itza (La Atenci6n integral dedicated to San JoseLibertad)5 Maya Q'eqchi (San supporting

Benito) community forestmanagement in theMBR)

Corozal Asociacion Asociaci6n Maya EcoEscuela, SA Municipality of"Vicente Fajardo," Q'eqchi' "Oxlajui (San Andres) San AndresC.P R (La Tzuultaqa" (LaLibertad) Libertad)

Nuevo San Jose Consejo Indigena ARCAS DepartmentalQ'eqchi del Peten (Peten)(San Benito) Government

(Office in Flores)Cruce Dos Jorge Grumberg - Centro Maya CONAMAAguadas social scientist * Guatemala

recently of CARE CityWildlife Defensoria MayaConservationSociety (WCS)Catie-CONAP Colectivo Madre

SelvaFundaci6nKulkulcan

5 There are no Itza Maya people in this group. The cooperative uses the name as a way of validating theinstitution. In fact, the use of this name underscores the legitimacy the Itza give to the activities of otherMaya groups and to the high regard in which the Itza are held.

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Stakeholder Participation In Project Implementation

Stakeholder Identification

As Table 1 indicates, there are at least five major groups of stakeholders. The firstgroup, communities that directly affect the Bio-Itza Reserve or that fall within the "zoneof influence" of the Itza, will be the direct beneficiaries of the project. The second groupincludes other indigenous communities that have communal forests and that have anestablished relationship with the Bio-Itza. These communities are in the southern orwestern Peten, a good distance from San Jose and the Bio-Itza Reserve. As such theywill not be as actively engaged as the communities in the first group, but they willnevertheless benefit from the project via a series of planned "encuentros" or exchanges.The third group includes civil society organizations and individuals in the Peten thatpromote the rights and culture of indigenous peoples. As with members of the secondgroup, these civil society organizations will benefit from the project through alliancesand exchanges with the Itza and from the training center that the Itza will establish.Members of the fourth group, non-governmental organizations based in the Peten, areconcerned with a range of issues, including conservation, natural resourcemanagement, and the promotion of environmentally sound economic alternatives.They will be important partners with the Bio-Itza Association in all aspects of theproposed project. The fifth group includes national, departmental and municipalgovernment, business groups, and national-level NGOs. Like the local NGOs, membersof this group will be partners with the association as they carry out their work. Theassociation will maintain particularly close ties with certain members of this group,such as the municipalities of San Jose and San Andres.

Participation of Communities Directly Affecting the Bio-Itzai Reserve

Naturally, the degree of participation on the part of stakeholders will vary among thefive groups identified. Because the Bio-Itza Association will be the executing agency forthis project, 70 families from San Jose will be particularly heavily involved in theproject. As discussed in detail in Annex 7, the general assembly of the association will,though its board of directors, delegate project management responsibility to a ProjectCoordination Unit (PCU). But the members of the association have the ultimate rightand responsibility to set the direction of the project. This direct involvement offers anexceptional opportunity for the association to build its institutional capacity to protectits forest reserve, create long-lasting economic opportunities for its members, and serveas model for other grassroots groups in the Peten. Precisely because the Bio-ItzaAssociation had its foundation in a group that formed organically and operatedsuccessfully in a community setting, it is now in a position to reach out not only to otherresidents of San Jose but also other communities in similar settings elsewhere in ruralPeten.

This project proposes to recruit a cadre of "social promoters" drawn from the six ruralcommunities that will be the primary focus of the project. These several dozen

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promoters will have a significant voice in the form and direction of the project. Theywill effectively become the representatives of the target communities with the managersof the project. They will also, of course, serve as the means of communicating theproject's goals with the hundreds of expected beneficiaries in addition to providingfollow up and technical support to the Bio-Itza training. These clear two-way channelsof communication will help maintain the buy-in and support that the project hasalready received, while ensuring that the project makes appropriate corrections to keepit on course.

Participation of Other Stakeholders and Information Dissemination

The residents of San Jose, Nuevo San Jose, Corozal, Jobompiche, San Pedro, and CruceDos Aguadas will be the most intensively engaged stakeholder group. Members of thefour other stakeholder groups discussed above will also participate in the project,particularly through the education and research center that the association will establishin San Jose. This center will operate in parallel with a training and exchange programand a public relations and promotional campaign, ensuring broad outreach to manygroups. The project will also, as part of its monitoring and evaluation activities,publish periodic reports on project advancements and lessons learned.

Social and Participation Issues

The socio-economic analysis conducted of the six communities that will be the primarybeneficiaries of this project identified a number of social and participation issues thatthe project should take into account. First, because not all participants speak Spanishfluently, and because of significant cultural difference among target ethnic groups,there is a need for a multicultural approach to communications and outreach.Differences in organizational structures and decision-making systems among the ethnicgroups also demand some flexibility on the part of project implementers. Finally,because women are in charge of one of the key production systems in all three ethnicgroups - backyard gardens -- outreach systems must be tailored to their needs. SeeAnnex 3 for details.

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ANNEX 5 - INFORMATION ON PROPOSED EXECUTING AGENCY

1. Full legal name of Institution

ProPeten FoundationFuindaci6n Pro'eten

2. Background

Date Legally Established: In the process of being established. Formal establishmentexpected by the end of March 2002. This new organizationis an outgrowth of ConservationInternational/Guatemala's ProPeten project, which hasbeen active in the Peten since the early 1990s.

Mission: Conserve the biodiversity of the Maya Biosphere Reserve,through management by communities and local, national,and international organizations, for the benefit of localpeople and that of all humanity.

3. Type of organization

Private, non-profit, non-governmental organization established under the laws ofGuatemala.

4. Names of board members and officers

Rosa Maria del Carmen Chan Guzmdn -President

Norman B. Schwartz -Vice PresidentElizabeth Mara Grandia -Secretary

Milton Rolando Cabrera Belloso -TreasurerExcelau Reginaldo Chayax HuexCarlos Alberto Asturias Paz (probable)

5. Recent programs/projects/activities

ProPeten carries out projects in two major regions of the Maya Biosphere Reserve:Laguna del Tigre National Park and Biotope, and the central portion of the Reserve, inthe corridor stretching from the town of San Andres in the south to the village ofCarmelita in the north. Within these two areas, ProPeten has established an integratedset of activities, though with somewhat different emphases. In Laguna del Tigre,ProPeten focuses on both core zone protection activities and resource management bycommunities within the park, while in the central corridor ProPeten focuses mainlynatural resource management issues. Specific activities are discussed below, by region:

Laguna del Tigre:

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Since 1997, ProPeten has worked closely with CONAP, CECON, CARE, and themunicipality of San Andres to improve the protection and management of Laguna delTigre. Support to date includes helping the municipality of San Andres create anenvironmental commission; working with CONAP to zone Laguna del Tigre, establishbaseline habitat and socio-economic monitoring programs, and design a strategic planand administrative system for the management unit; rebuilding the Scarlet MacawBiological Station and establishing a set of applied research projects; developingenvironmentally sound resource management regimes with communities within thepark; and reinforcing the public health system in several Laguna del Tigre communities.

San Andres-Carmelita Corridor:ProPeten has worked in the San Andres-Carmelita Corridor since 1992. Since then,ProPeten has helped establish Community Forestry Concessions in and for thecommunities of Carmelita and San Andres; create Spanish-language schools in SanAndres and San Jose; promote cooperatives in the village of El Cruce Dos Aguadas;support a local tourism initiative, Alianza Verde, that brings together all sectors of thetourism industry in the Peten for the first time; and spur the development of tourismproducts for several communities in the Multiple Use Zone.

6. Publications* Conservaci6n Intemacional: Una Decada de Trabajo* Aprendiendo Ecologia de El Peten* A Biological Assessment of Laguna del Tigre National Park, Peten, Guatemala* Thirteen Ways of Looking at a Rainforest* Management Plan for Laguna del Tigre National Park* Socioeconomic Survey of Laguna del Tigre National Park* The Use of Birds for Monitoring Ecological Impacts of Selective Timber Extraction in

the Community Concession of Carmelita* Non-Timber Forest Products of the Maya Biosphere Reserve* Sustainability of Non-Timber Forest Products, ProPeten Project* Time-series tropical forest change detection for The Maya Biosphere Reserve:

Updated Estimates for 1995 to 1997* Forest Monitoring and Satellite Change Detection Analysis of the Maya Biosphere

Reserve, Peten District, Guatemala.* Human Migration and Agricultural Expansion: A Threat to the Maya Tropical

Forests* An Analysis of Human Settlement Along the Xan Oil Road in Laguna del Tigre

National Park, Guatemala.* Plan de prevenci6n y control de incendios, LTNP, 1999* Plan de Desarrollo de la EBG, 1999* Plan de Manejo Paso Caballos, 1999* Planificaci6n Estrategica de CANANKAX, 1999* Plan de capacitaci6n para Guardarecursos, LTNP, 1998* Plan de praticas compatibles con el medio ambiente, LTNP, 1998* Programa capacitaci6n Salud Primaria Rural, 1998* Plan de desarrollo del Centro Informaci6n El Naranjo, 1998

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* Sistema Administrativo del PNLT, 1998* Programa de Monitoreo del PNLT, 1998* Estudio Socioecon6mico del PNLT, 1998* Aprendiendo Ecologia del Peten, 1998* C6digo Practicas de Turismo en Peten, 1997* Propuesta de operaciones para exploraci6n y explotaci6n de hidrocarburos, 1996* Plan operativo del PNLT, 1996* Plan de construcci6n de la EBG, 1995

7. Annual Budget in US$

Figures in US Dollars(Fiscal Year runs from July throughl June)

Sources of FY 2002 (Projected) FY 2001Revenue

Internal Funds $517,503 $439,802

GEF (Laguna del $208,432 $528,980Tigre project)

USAID $518,528

Other Donors $576,451 $367,856(excluding GEF)

Total $1,302,386 $1,855,16

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8. Experience with managing grant-financed projects:

Grant Name Amount Status Grantors NameThe Maya Biosphere Project US $11 mn 1991-2001 USAID/CIFinancial and Technical Cooperation US $726,000 1995-2000 Inter-AmericanAgreement Development BankIDRC Applied Research Project for US $272,428 1997-2000 International DevelopmentNon-Timber Forest Products Research Center (Canada)Capitalization of FondoMaya (loan) US$385,000 2001-2005 Guatemalan Ministry of the

EconomyScarlet Macaw Biological Monitoring US $125,000 1997-2000 The Virginia WellingtonStation and Healthy Communities Cabot FoundationInitiative (Remedios), Laguna delTigre National Park

Management and Protetcion of US$737,412 1999-2002 GEF/World Bank: MediumLaguna del Tigre Park and Biotope Size ProjectHealthy Communities Initiative US $120,900 1999-2002 The Summit Charitable(Remedios), Laguna del Tigre FoundationNational Park

Scarlet Macaw Biological Station: US$ 158,000 1998-2000 Guatemalan Embassy ofEquipment and Support for JapanEstablishment of an EnvironmentalTraining Center.

9. Administration and accounting-control procedures; current auditing arrangements.See Annex 7

10. Description of how the institution procures and contracts for goods, services andworks (including individuals responsible, governing rules/regulations and decision-making process).

See Annex 6

11. Contact Person:ProPetenName/Title: Carlos Soza, DirectorAddress: Calle Central, Flores, Peten, GuatemalaTelephone: +502.926.1370 (Switchboard)Telephone: +502.926.1143 (Direct)Email: csoza21lhotmail.comFax: +502.926.0495

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ANNEX 6 - PROCUREMENT UNDER THE PROJECT

Procurement ResponsibilitiesThe ProPeten Foundation will be responsible for carrying out procurement of goodsand services as detailed in the Procurement Plan for Goods and Services (Table 15). Tohelp build the institutional capacity of the Bioltza Association, a project-coordinatingunit (PCU) would be established within the association. The PCU would include ageneral coordinator, social scientist, biologist and business specialist. The PCUresponsibilities would be carried out by ProPeten staff or by consultants to becontracted by ProPeten. PCU staff will be paired with appropriate members of theassociation for the purpose of building administrative capacity. The figure belowillustrates this arrangement.

GEF

Bio-Itzt Project Management/ Association \

Figure 3/ Proposed projectmnagementrraProj. a t Associationn r \ ~~~~~~~ ~~Manager Counterparts

\ / \ *~~~~~~~ Soc. Scientlst

o PrPten \ Poect o Biologist *

Foundafion Coord. . Business

v v~~~nittU IPlj pec

Figure 3. Proposed project management arrangement between ProPete!n and the Bio-ltzi Association

Procurement MethodsProPeten has a procurement system in place for hiring consultants and for purchases ofgoods and services that has been reviewed by the Bank and found consistent with Bankguidelines. Procurement under the GEF grant will use ProPeten's procurementpractices as set forth below.

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Norms and Procedures for contracting goods, services and works:ProPeten procures goods and services by the following procedures. Any goods, servicesor works that exceed $1,000 require three price quotes with the purchase going to theleast expensive quote. This varies only when USAID funds are being used in theprocurement of a good, service or work, as regulations often stipulate that an American-made product be purchased regardless if it is the least expensive or not:

Amount in US $ Governing ProcedureUp to $1,000 Signature of Project

Coordinator requiredOver $1,000 Signature of Project

Coordinator andDepartmentHead/CountryDirector required/Three price quotesneeded

Decision-making process:

Amount in US $ ResponsibleIndividuals

Up to $1,000 Project CoordinatorOver $1,000 Department

Head/CountryDirector

For the procurement of services from contract employees or salaried personnel,advertisements are placed with appropriate publications announcing the position,responsibilities and qualifications needed. A deadline for submission of a statement ofinterest is included as well. By the close of the deadline, all qualified candidatesinterested in the position are asked to undergo an interview process and present a list ofrecommendations and references. Positions requiring more qualifications andexperience often require more than one interview, but this decision is made on a case-by-case basis. Once a candidate has been selected, a letter officially offering the positionis sent detailing responsibilities and compensation. ProPeten does not discriminate onthe basis of sex, age or race, but does make a concerted effort to find qualifiedGuatemalan nationals to fill needed positions, as building local capacity to addressconservation issues is one of the organization's core values.

The programming of the procurement of goods and services is controlled through abudget that allows ProPeten to execute the established budget at the institutional leveland at the project agreement level.

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Technical Support PersonnelProcuring the services of technical support personnel (i.e. PCU staff such as ProjectManager, Social Scientist) will be carried out in accordance with ProPeten's employmentpolicies. These policies include advertising respective vacancies in local newspapers,screening applicants, interviewing a short list of applicants and selection of bestapplicant based on pre-defined job-related criteria. Remuneration is awardedcommensurate to qualifications and experience.

In the case of counterparts to the PCU staff and for other positions to be funded by theGEF related to 1) institutional strengthening, 2) protecting and managing the Reserve, 3)establishing the Bio-Itza Reserve and Association as center for training in themanagement of natural resources, and 4) creating an integrated monitoring system,ProPeten will make a concerted effort to find qualified association members to fillneeded positions, as building local capacity to address conservation and managementissues is one of the organization's core values.

Overall, ProPeten's process is aligned to the Bank's guidelines for the selection ofindividual consultants.

Consulting ServicesConsultant services to provide technical assistance, audits, and training will beprocured in accordance with Guidelines for the Selection and Employment ofConsultants by World Bank Borrowers (published in January 1997 and revised inSeptember 1997).

Consulting, training and research under the project would consist of consultancies forfirms, NGO's, CBO's, and individuals providing technical assistance to the Project ineach of its four components: 1) institutional strengthening, 2) protecting and managingthe Reserve, 3) establishing the Bio-Itza Reserve and Association as center for training inthe management of natural resources, and 4) creating an integrated monitoring system.Contracts for consulting services will be procured following a selection process basedon the Consultants' Qualifications as outlined in the Bank's Guidelines for the Selectionand Employment of Consultants by World Bank Borrowers. Consulting services valuesexceeding US $25,000 and procurement method will be subject to Bank approval.

Goods/ ServicesProcurement of goods/services (i.e. office equipment, equipment to supporteducational/community outreach activities, vehicle, travel, maintenance services) willbe carried out in accordance with ProPeten procurement policies discussed above.Local purchasing of goods valued up to US $1,000 refers to those goods that will beprocured within the country of Guatemala. These will include goods such as officesupplies and furniture (office chairs and desks) as well as other office equipment such

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as a computer. Written quotations for goods with values exceeding US $1,000 refer toactual price quotations provided by suppliers of the required goods, such as a vehicle,either in Guatemala or abroad. The final selection for goods bought on the basis ofthree written quotations will take into full consideration both the price and quality ofthe product. GEF funds will not be used to pay taxes on imported goods.

Furthermore, the availability and cost of servicing for equipment procured for theproject will also factor into our purchasing decisions to ensure that we are receiving"value for money". Tenders will be placed for any goods with values exceeding US$50,000 and procurement method will be subject to Bank approval (it is not currentlyanticipated that any purchases will exceed this threshold). In cases where thepurchasing of goods is "bunched", the same guidelines as those outlined above will befollowed.

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Table 17: Procurement Plan for Goods and Services (US$)

Expenditure Categories (US$) Total Methods1. Personnel: $246,975 Qualifications

Project Coordinating Unit (PCU) and ProPeten

Project Manager/Financial Administrator $52,500 hiringow g ~~~~~~~~~~~~~~~~~rocedures.

Social Scientist $22,50C

Biologist $22,500

Business Specialist $11,25

Bio-Itza Counterparts

General Manager $18,625

Coordinator for training and social issues $15,650Coordinator for the Reserve and natural resourcemanagement issues $15,650

Coordinator for business affairs $15,650Coordinator for finance and administration $15,6508 Reserve Guards $57,000

2. Consultants: $118,625 onsultant

Assistance in reviewing and revising acconting systems $5 ,00 0 qualificationsSocio-economic monitoring expert $25,00C0and ProPetenBiological monitoring expert $15,000 rrmg policies.

External auditing $15,000

Assistance in biological monitoring and evaluation $25,625Assistance in monitoring and evaluation of production $12,500systerms.Expert in protected areas (design natural resourcemanagement systems, public use plan) $8,000Assistance in design and implementation of outreach planfor reserve. $9,500

Assistance in drafting and publication of annual reports $3,000

3. Training: $147,00C roPeten

Participatory diagnostic of administrative systems, $3,000 rocurementitemnal communications processes, labor policies, etc. olicies.Revise and update 5-year Strategic Plan $3,500Design and implement a training program for Associationmembers, managers in a range of topics $29,000Participatory ethno-scientific inventories $9,000

Applied research program $10,000Training and exchange program for 6 communities andother groups $79,500Communication and public relations campaign $13,000

4. Equipment: $116,20 ProPeten

Software and other supplies for accounting system $2,500 procurement

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Expenditure Categories (US$) Total Methods2 vehicles $40,000 policies2 computers $3,000Office equipment $4,700Field equipment $12,000Training center $30,000Ecotourism infrastructure $24,0005. Travel $12,50 ProPeten

procurementand travelpolicies

6. External Evaluations $15,50C ProPetenprocurementolicies

7. Miscellaneous and maintenance $21,20 ProPeten

Vehicle maintenance $12,500 procurementOffice supplies and other materials $1,700 policiesMeetings $3,500Communciations $3,5008. Administrative Costs $47,000Total MSP: $725,000

Procurement Monitoring and ReportingProPeten will establish procedures for monitoring procurement implementation,including monitoring contract modifications and extension of completion time frame.ProPeten will maintain records of procurement activities carried out under the grant.

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ANNEX 7 - PROGRESS REPORTS, ACCOUNTS, AUDITS, AND FINANCIALSTATEMENTS

Progress ReportsProPeten will prepare and forward to the Bank reports every year covering progress inachieving the activities and targets corresponding to each disbursement period, linkingthem to indicators for project activities (Annex 8 - Project Grant Disbursements). Thereport shall be delivered at least one month prior to the end of the disbursement period.

ProPeten shall have the responsibility of preparing the project's financial statements,including balance sheets and income and expenditure statements according to generallyaccepted accounting principles. Financial statements shall show actual paymentsagainst those budgeted. ProPeten will maintain separate records and accounts forproject expenditures as well as a register of assets purchased.

AccountingProPeten has a Finance and Accounting Departments in Flores, Guatemala thatmanages its financial resources. This department is responsible for registering andcontrolling financial operations, presenting statements that subscribe to generallyaccepted accounting principles, verifying the correct implementation of organization-specific control policies and procedures as well as applicable laws. The department hassubstantial experience in managing the financial transactions necessary to carry outprojects of the scale of the proposed Medium-Size Grant.

The accounting structure is comprised of the Balance Accounts (Assets, Liabilities andEquity) and the Results Accounts (Income and Expenditure). ProPeten uses acomputerized fund accounting system that facilitates processing, analysis and control offinancial information as well as the separation of receipts and use of external financingfunds according to the stipulations of each donor agency.

Auditing Arrangements:ProPeten contracts an external auditor at the end of every fiscal year. In 2001, KPMGPeat Marwick of Guatemala performed the audit in Flores. This audit is in accordancewith International Standards on Auditing and verifies that ProPeten's financial positionand the results of its operations as well as fund balances are in conformity withInternational Accounting Standards. ProPeten's last two audits found the books to bein excellent order and in full compliance with standard accounting procedures.

DisbursementsThe following table sets forth the categories of items to be financed out of the proceedsof the Grant and the allocation of the amounts of the Grant to each category.

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Table 18. Allocation of Grant Proceeds (US $)

Category GEF

Personnel $246,975Consultants $118,625Training (includes community $147,000training)Equipment* $116,200Travel $12,500External evaluations $15,500Contingency and maintenance** $21,200Administrative costs $47,000TOTAL $725,000

*No GEF funds will be used to pay taxes on the importation of goods.**This category covers contingency costs for all program

components. This category also includes maintenance

Disbursements will be made in five tranches, as set forth below:

Table 19. Estimated Schedule of Grant Disbursements (US $)

Disbursement Amount Cumulative GrantTranches of the Disbursement Balance(Every 12 Tranchemonths)

Amount %1 $232,325 $232,325 32% $492,6752 $177,700 $410,025 57% $314,9753 $137,100 $547,125 75% $177,8754 $95,625 $642,750 89 % $82,2505 $82,250 $725,000 100% $0

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Table 20. Estimated Schedule of Grant Disbursements by Expenditure Category (US $)

Expenditure Categories (US$) Year 1 Year 2 Year 3 Year 4 Year 5 Total

1 Personnel: $246,975

Project Coordinating Unit (PCU)

Project Manager/ Financial $15,000 $15,00C $15,000 $7,500 $C $52,500Administrator ISocial Scientist $7,500 $7,500 $7,500 $C $C $22,500

Biologist $7,500 $7,500 $7,500 $0 $C $22,500

Business Specialist $3,750 $3,750 $3,750 $0 $C $11,250

Bio-Itza Counterparts

General Manager $4,000 $4,500 $4,500 $3,375 $2,250 $18,625

Coordinator for training and social $3,300 $3,800 $3,800 $2,850 $1,900 $15,650issues

Coordinator for the Reserve and $3,300 $3,800 $3,800 $2,850 $1,900 $15,650natural resource management issuesCoordinator for business affairs $3,300 $3,800 $3,800 $2,850 $1,900 $15,650Coordinator for finance and $3,300 $3,800 $3,800 $2,850 $1,900 $15,650administration8 Reserve Guards $13,00 $13,000 $13,000 $9,000 $9,000 $57,000

2. Consultants: $118,625

Assistance in reviewing and revising $5,00C $C $0 $0 $C $5,000acconting systemsSocio-econonic monitoring expert $5,000 $5,000 $5,000 $5,00C $5,000 $25,000Biological monitoring expert $3,000 $3,000 $3,000 $3,000 $3,000 $15,000External auditing $3,00C $3,000 $3,000 $3,000 $3,000C $15,000

Assistance in biological monitoring $13,025 $6,600 $2,000 $2,000 $2,000 $25,625and evaluationAssistance in monitoring and $4,000 $0 $3,500 $C $5,00C $12,500evaluation of production systems.

Expert in protected areas (design $2,000 $4,000 $2,000 $0 $ $8,000natural resource managementsystems, public use plan)

Assistance in design and $4,00 $3,000 $1,000 $1,000 $50C $9,500implementation of outreach plan forreserve.

Assistance in drafting and $500 $500 $500 $500 $1,00C $3,000publication of annual reports3. Training: $147,000Participatory diagnostic of $2,500 $500 $0 $0 $0 $3,000administratve systems, internalcommunications processes, laborpolicies, etc.

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Expenditure Categories (US$) Year 1 Year 2 Year 3 Year 4 Year 5 Total

Revise and update 5-year Strategic $3,000 $500 $0 $C $0 $3,500Plan

Design and implement a training $16,00 $13,000 $0 $C $G $29,000program for Association members,managers in a range of topicsParticipatory ethno-scientific $5,000 $4,000 $0 $0 $G $9,000inventories

Applied research program $4,000 $4,000 $2,000 $10,000

Training and exchange program for 6 $3,500 $11,000 $19,000 $21,000 $25,000 $79,500communities and other groupsCommunication and public relations $500 $5,000 $5,000 $1,500 $1,000 $13,000campaign4. Equipment: $116,200Software and other supplies for $2,000 $500 $2,500accounting system2 vehicles $40,000 $40,000

2 computers $3,000 $3,000

Office equipment $4,700 $4,700Field equipment $5,250 $2,750 $2,750 $1,250 $12,000

Training center $15,000 $15,000 $30,000

Ecotourism infrastructure $11,000 $12,000 $1,000 $24,0005. Travel $3,500 $3,500 $3,500 $2,000 $12,5006. External Evaluations $7,000 $8,500 $15,5007. Miscellaneous and maintenance $21,200Vehicle maintenance $2,000 $3,000 $3,000 $4,500 $12,500Office supplies and other materials $500 $500 $500 $200 $1,700Meetings $1,000 $1,000 $1,000 $500 $3,500Conmunciations $1,000 $1,000 $1,000 $500 $3,5005. Administrative Costs $9,400 $9,400 $9,400 $9,400 $9,400 $47,000fotal MSP $232,325 $177,700 $137,100 $95,625 $82,25C $725,00

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Account Deposit and ReplenishmentThe World Bank will deposit funds to ProPeten as they are needed. Transferred fundswill be kept in an account in a commercial bank in the Peten, Guatemala to bedetermined. The initial deposit will be limited to US $233,925 or 32%of the total grant,corresponding to the estimated project expenditures for the twelve months of theproject. The Account would be replenished every twelve months in accordance withthe procedures set out below, provided that satisfactory progress and achievements ofthe replenishment targets stated in the table above and Annex 8 (Projected GrantDisbursements) have been met.

The replenishment applications will be sent in at least one month prior to the end of thedisbursement period, and will be supported by the following documentation:

(i) Reconciled statement from the commercial bank in Guatemala in which theaccounts are established showing all transactions in the dedicated account(statements of expenditures and their supporting documents will be maintainedand will be available to Bank staff for review);

(ii) A twelve-month report covering progress in achieving the activities and targetscorresponding to the disbursement period just completed (as set forth in Annex 8and in Table 17); and

(iii) A forecast of grant funds needed to be covered by the withdrawal application forthe next disbursement period, adjusting for any under-expenditure during theprevious period.

The amounts to be disbursed beyond the first twelve months may be amended duringthe annual review process, by mutual agreement of ProPeten and the Bank, shouldproject implementation experience demonstrate the need for adjustment.

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ANNEX 8 - PROJECTED GRANT DISBURSEMENTS

Projected Grant Disbursements over a Five-Year PeriodYear 1 Year 2 Year 3 Year 4 Year 5

Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget Milestones________________________________ US$000 US$000 US$000 US$000 US$000

Component 1: Strengthen thefinancial, administrative, andcommunications systems of theBio-Itz5 Association.

1 1 Carry out a diagnostic on the status of $2 5 Work pohcies $1 AX members ofthe admuiustrative systems and pproved by the Associationorganization of the Blo-Itza Association; Association's understand andrevise operational policies (Internal Board of ccept newRegulation, Manual of Pohcies and Directors pohclesProcedures, etc), Develop internalsystems of communication that facilhtate New procedures nternalmformation flow between the for internal ommunIcationmanagement of the orgamuzation, its ommunucation ystemcomponents, and members. pproved bBoard functiomng

md members ofAssociation

.2 Revise, update and implement the 5 $ Flve-year $05 All members ofYear Strategic Plan and estabhsh annual trategic plan Associationoperational plans for the Association pproved by the understand andand its components, including business Board of accept newplans for the enterprise components Directors trategic plan and

work plansWork plans for

ach componentapproved

13 Review and strengthen the accounting $ Accounting $0 5 Softwareand financial management system; onsultant upgradedacquire and implement a computerized ontractedaccounting system

Accountngrocedures and

systems revised.

ComputernzedccountLng

hardware and

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget MilestonesUs$000 US$000 US$000 US$000 US$000

= _ _ _ _ _ _ _ _ _ _ __m--

oftwaremstalled andfunctionmg

.4 dentify the knowledge and information $16 Training needs $13 Second phase ofneeds of the Association's management, dentified traiunngts components and members, and mplementeddesign and implement a comprehensive xtemaltraining program, including a onsultants Second round ofscholarship fund The training program ontracted cholarshipswill include admimnstration, business granted

anagement, confhct resolution, irst phase ofmarketing, and so on. trauung

workshopsLmplemented

Rholarshiprogram

________________________________ I______ m plem ented.

5 Estabhsh a Project Coordmation Unut(PCU) with the required technicalpersonnel and counterparts from theBio-Itza Associaton The role of thePCU is to oversee projectimplementation and management andtram the counterparts as the futureenior management team for both the

_ roject and the Association.PCU Personne

General Coordmator/Fmanci $1 100% covered by $15 100% covered by $15 100% covered by $7.5 50% covered byAdmnrustrato GEF. GEF m second GEF in third year. GEF in fourth

year yearSocial Scientist/Educational Speciahs $7.5 0% covered by $7.5 0% covered by $7 5 ;0% covered by

GEF GEF in second GEF in third year________________________________________ _ ear

Biologis $7 5 0% covered by $7.5 0% covered by $7 5 ;0% covered byGEF EF uin second EF in third year

yearBusmess speciahs $3 7 5% covered by $3 75 5% covered by $3.75 25% covered by

EF EF in second EF in thurd year______________________________________ /_________ _______________- e a r

_ uibtotal PCU personnel $33.75 $33.75 $33.7 $7.

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget MilestonesUs$000 US$000 Us$000 US$000 US$000

bio-Itz5 Association Counterparts Counterparts Counterpartscovenng 50% of covenng 100% ofmanagement managementesponsibilities by esponsibilities b

fourth year Ififth year.General Manage $4 Hired at start of $4.5 100% covered by $4.5 100% covered by $3.4 75% covered by $2 20% covered by

roject. 100% GEF in second GEF in third year GEF m fourth EF in fifth yearcovered by GEF ear. year.

Coordmator for tralmnng and soci $3 3 Hired at start of $3 8 00% covered by $3 8100% covered by $2.8 5% covered by $19 50% covered byissues. roject. 100% GEF in second GEF in tlurd year GEF m fourth GEF in fifth year

_overed by GEF [year year.Coordmator for reserve and natur $3. Hired at start of $3 8 00% covered by $3. 100% covered by $2. 75% covered by $19 50% covered by

resource management roject. 100% GEF m second GEF in third year. GEF m fourth GEF in fifth year_ covered by GEF year year

Coordmator for busmess affairs $3. Hired at start of $3 8 00% covered by $3. 100% covered by $2 E 75% covered by $19 50% covered byroject. 100% GEF m second GEF m third year. GEF in fourth GEF m fifth year.overed by GEF ear ear.

Coordmator for finance an $3.3 Hired at start of $3.8 00% covered by $3 8 100% covered by $2 E 75% covered by $1 50% covered byadmunistration. roject. 100% EF m second GEF in third year GEF in fourth GEF in fifth year

overed by GEF ear yearSubtotal Bio-Itzai Counterparts $17.2 $19.; $19.7 $1' $9.85Operational Costs

Purchase Four-wheel drive vehlci $20 4WD vehlcleurchased m firstuarter.

Vehicle Mamtenanc $1 Vehicle $1 5 Vehlcle $ Vehicle $ Vehicle $ Vehiclemaintenance aamtenance mamtenance maintenance maintenanceperformed Derformed verformed performed performed

Purchase computers $ 2 computersurchased m first

quarterPurchase photocopier) $ Photocopier

urchased m firstquarter.

Install telecommurucations syste $2 Radio andtelephone systemmstalled andfunctiong m_rst quarter

Office supphe $0 $0 5 $0 5 $0

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget MilestonesUs$000 Us$000 Us$000 Us$000 Us$000

Meetngs, communications, travel cost $3 Work plans and $3 $. $1 'of UCP staff greements

stabhshedetween UCP

and counterpartsSubtotal PCU Operational Costs $31.; $5 $5.' $3.7 $2

Subtotal PCU and Counterparts $82.65 $58.45 $58.95 $26 $11.85

dnunmstrative costs $1 9 $1 $1 $1.9 $1 9

Subtotal Result 1 $113 $77.33 $61,33 $28.85 $13.73

Five-year Total - Result 1 $290-_ _ _ _ _ _ _ _ _ m _ _ __ - __ _ _ m

Component 2: Reinforce andmplement a strategy andmanagement plan for theprotection of the Bio-Itza Reserve.

2 eview and strengthen systems ofontrol and enforcement, includingatrol schedules, fire control, and

demarcation of bordersRecruit and train reserve guar $13 8 full-time $138 full-time traine $138 full-time trained $98 full-time trained $9 full-time

ards contracted. ontracted. ontracted. trainedontracted and contracted.

trained. At least six At least six At least sKxguards on duty at guards on duty at guards on duty at At least six

At least six any one time any one time. any one time ards on duty atguards on duty any one timet any one time 100% covered by 00% covered by 0% covered by

GEF m second GEF m third year EF m fourth 50% covered by00% covered by vear. ear GEF m fifth year.

GEF first yearI Purchase and maintain fire-fightin $3 Guards fully $1.5 Equipment $1 5 Equipment $0 ! Equipment Equipment

equupmen quwpped to fight mamtamed maintained maintamed mamtamedfires by end of (includes funds (funds from non-ear om non-GEF GEF sources)

______________________________________ _________ ________ ________________ _______ _______________ so u rces)



Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget Milestones_ _______________________________ US$000 US$000 US$000 US$000 US$000

Maintam reserve boundane $0 75 24 kilometers of $0 75 24 kilometers of $0.75 24 klometers of $0.75 24 klometers ofeserve boundary reserve boundary eserve boundary eserve boundaryemarcated and mamtamed. maintamed. maintained.namtamed. I

Install and maintaim signage fo $1.5 Boundanes $0 5 5igns mamtained $0 5igns maintained $0 5 Signs maintainedboundarie signed by end of

________________________________ irst year _______ _______ __fi_ _rst_yearOperatng expense $2 5. $2 5 $25 $1.'

Subtotal Control and Enforcement $25.75 $23.25 $23.25 $12.25 $9

2.2 eview, update and implement systems evised polcies Use pohcles Pohcies reviewedor managmg natural resources and and plan understood and d revised asubhc use plan for the Reserve, pproved by Bio- ccepted by ecessarycludmg geographic information tzi Association. Association

ystems, and management regimes for members.ildhfe, non btmber forest products,

timber and tounsm. (See Monitonug &valuation resultfor additional relatedctivities)

Review and revise pohclesi $1 $1 $1coordination with other componen

and entitiesDesign and implement outrea $1 $3 $1

programubtotal Natural Resources $2 $ $2

Management

2.3 Develop and implement a community $4 Outreach $3 Outreach $1 Outreach $1 tureach $0 5 Outreachelations effort targeted at the area of rograms rograms rograms rograms rogramsnfluence, including the apphcation of stabhshed. ontinuing ontinuing ontinuing continumggreements for protection and use of theeserve with surrounding communities our accords our additional Accords Accords Accords

(Corozal, Nueva San Jose, Cruce Dos signed ccords signed. montored mortored monitored.guadas, Jobompiche, y San Pedro),ONAP (Tikal/Zotz), and CECON

(Zotz)Subtotal Community Relations $ $3 $1 $1 $0.'

_Prograin for Protection2 4 arry out mvestments in uifrastructure,

ncluding a vehicle, a tourism camp, antourist equipment

Construct tourist camp $5 Construction $10 Tounst camp________________________________ ________ huated durmg completed

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget Milestones________________________________ Us$000 Us$000 Us$000 Us$000 Us$000

first year

Purchase tounsm equipmen $ Flirst set of $2 Equipment $1 Equipmentquipment purchase mamtainedurchased ompleted

______ dunng first year.Purchase vehicl $2(

Mamtain vehicle $1 Vehicle $1 5 Vehtcle $1 5 Vehiclemaintained maintamed maintamed

Construct bridge and improve road in $3 Bridget and roadreserve for tourism and fire-fightin provements

purpose ompleted in firs________________________________________ year_

Subtotal Infrastructure $32 $13.5 $2.

5 Admuustrative costs $1. $1 9 $1 9 $1 $1.9

Subtotal Result 2 $60.63 $40.63 $25.63 $15.13 $11.38

we-Year Total Result 2 $153

Component 3: Create andmplement a plan for the

monitoring and evaluation ofocio-economic and biodiversity

Idata.1 Estabhsh and implement a program that

produces the information necessary tomanage and protect the naturalesources and blodiversity of the

Reserve.Contract with an expert m biologic $3 $$

monitonr

Design and implement a biologic $5 Biological $1 6 GIS databasemonitonng system, including a GIS monutorng stablished.

system designed

Estabhsh basehn $8 100% of basehne_____________________________ data obtained

Implement penodic monitonng process Basehle report $5 irst monutoring $ Second $ Tlird monitorng $2 Fourth_______ completed completed. m_omrtonng _ completed _momtoring

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget MilestonesUS$000 US$000 US$000 US$000 US$000

_______ ____________ ______ ____________ com pleted com pleted.Subtotal Biological Monttoring and $1 $9. $ $ $_ esearch .

.2 Estabhsh and implement a monitoringand evaluation program to measure theumpact of the Association's trammg andeducation activities on improvingmanagement of natural resources and.roduction systems

Contract with an expert m soci $5 So0o-economuc $5 First monitonng $c Second $5 Ihird monutormg $5 ourtheconomic and mistitutional monutonng. mortormg plan ompleted monitonng ompleted monitoring_______________________________ ______ esigned. ______ ____designed. com pleted com pleted

Estabhsh S/E basehne $4 100% of basehne__________________________________ __ _ _ _ s a lsh d__estabhshed

Implement penodic monitonn Basehne report $3 5 $'_ _________________________________ ______ _ o mn pleted

Subtotal M&E of Production Systems $9 $5 $8. $5 $103 Carry out ethno-scientific inventones of $5Two $o Inventones

traditional knowledge and natural demonstration ompletedesources and document their use and reas estabhshed

the nature of their relationship; estabhshdemonstration areas that highhght Three hnkedtraditional Maya Itza production nventonesystems. The inventories should (ethno-nclude the ethno-botanical uses of anthropological,iodiversity and technologies from egal, biological)

traditional production systems of the m process_Maya Itza._

Inventory Subtotal $' $

3 4 Adnunistrative costs $1.9 $1.9 $1 9 $1.' $1 9

Five-Year Total Result 3 $9

Component 4: Design andestablish an information, training,and research center on traditionalproduction systems.

4.1 3ased on an analysis of threats to the 4 pphed research $4Apphed researc $ Apphed research Apphed research

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget Milestones________________________________ US$000 US$000 US$000 US$000 US$000

blodiversity of the Reserve, the program program under program under program self-conservation context of the Peten, and designed and mplementation lmplementation ufficient.basehne miventones, design an apphed estabhshedesearch program that supports the More funding

rescue and conservation of traditional oming from non-knowledge and that strengthens the GEF sources.nghts of indigenous groups over theirnatural resources The researchprogram wlll have three lines of focusbiological, legal and ethno-_anthropological.

Applied Research Subtotal $ $4 $4 $2 $C

4.2 Design and implement a training andexchange program on management anduse of natural resources based onmdigenous knowledge and targeted at) the community of San Jos6, 2)

mdlgenous groups and communities inthe area of mfluence, 3) commurutiesand indigenous organizations thatLmpact or influence conservation of theMaya Biosphere Reserve, 4) otheroverrinent, non governmental,

rehgious and academic groups, and 5)other indigenous and commumntygroups in Mexico and Central Amenca

Select social promoters and other loca $ 11 social $1 11 additional $1 11 additional $1 10 additonaltrainers promoters social promoters ocial promoters social promoters

elected. selected elected. selected

0 commumty 135 addhtional 275 additional 350 addhtionalmembers community ommumty coimunityelected members members members

_________ ______________ selected elected. selected.Implement training $5 11 social $1 11 additional $15 11 additional $2 10 additional

promoters ocial promoters social promoters ocial promoterstrained trained (22 trained. (33 trained (43

cumulative) cumulative) cumulatve)30 communitymembers traimed. 65 additional 275 additional 50 additional

_________________________________ c______o utommuniy commumty community

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget MilestonesUs$000 Us$000 Us$000 Us$000 Us$000

members tramed members trained members tramed_____________ ______ _____________ ______ (195 cumulative) _ (470 cumulative) _ (820 cumulative)

Carry out exchanges and other meeting $1.5 One exchange $5 One addihtonal $' One addihonal $ One additional $5 ne addihonalompleted. xchange xchange exchange xchange

ompleted (2 ompleted (3 completed (4 ompleted (5________________________________ ________ ____________ cumulative) cumulahve) _cumulative) cumulative)

Training Subtotal $3. $1S $1L $21 $23 Construct and equip a Center for $1' Center design $15 Center $ $C $

nformation, Education and Research in ompleted. onstructionan Jose ompleted

Constructiontruiated Center open and

_______________________________ ______ nctonal _____ ____________ ______ _______functional

Subtotal Infrastructure $1 $15

.4 Establish pubhc relations and $0.5 Publhc outreach $5 Pubhc outreach $5 Pubhc outreach $1 5 Publhc outreach $1 Publhc outreachpromotional campaign for the Bio-ltzA plan designed plan m operation plan in operation plan in operation lan completedAssociation and its programs andctivities targeted at different groups.

mdigenous communitbes, peasant-farmer commumhtes, NGOs, donors,_government and academic institutionsSubtotal Outreach $0.' $5 $5 $1.' $1

4.5 Admnstrative costs $1.9 $19 $1.9 $1.5 $1.9

Subtotal Component 4 $21 $37 $30 $26 $28

Five-Year Total - Result 4 $142

Component 5: Project-Management and Monitoring _

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Project Activities by Result Budget Milestones Budget Milestones Budget Milestones Budget Milestones Budget MilestonesUS$000___US$000 US$000 ___000_Us$000 Us$000

5.1 Estabhsh a morutormg and evaluation ncluded in Overall ncluded Overall ncluded verall Overall ncluded Overallsystem that measures the performance Result I performance In Result performance In Result erformance in Result performance In Result erformanceof the project and different indexes of morutonng plan m onutoring plan I mortorng plan monitorng plan I monutonng plansuccess, includmg goals, purpose and esigned and m i use. m use n use. in use.expected results. use

econd hlrd ourth ifth performanceFirst performance erformance performance report released atperformance eport released at eport released at eport released at nd of yearreport released at nd of year nd of year. nd of year.end of year.

5 2 rarry out annual external financial_ udits.

Contract with an extemal auditin $3 Audit completed $3 Audit completed $ Audct completed $ udit completed $3 Audit completedagency hortly after hortly after fiscal hortly after fiscal hortly after fiscal hortly after fiscal

fiscal year year completed ear completed ear completed ear completed.____________________________________ ________ com pleted

Subtotal -M&E de Auditorza Externa $3 $3 $3 $3 $3Anntual

5 3 rarry out a mud-term and final extemalproject evaluation.

Contract with an extemal agencies fo $ External $8 i Fnal auditmud-term and ex-post evaluations valuation ompleted shortl

ompleted by end after project_____________________________ _______ ____________ ______ ___________ _ o____ f third year _ _____ __________ .f_ud y a com pletion

Subtotal - External Evaluation $ $8.5 4 ubhsh an annual project report that $0.' Report pubhshed $0 5 Report pubhshed $0.5 eport published $0 Report pubbshed $0.5 Report pubhshed

cludes reporting on results, financial hortly after each hortly after each hortly after each hortly after each hortly after eachtatements, and lessons leamed scal year ftscal year. __ fiscal year. _ fiscal year _ iscal year

Subtotal Publication of Results $0.' $0.5 $0. $0. $0.

D 5 Admmistrative costs $1 9 $1 9 $1 $1 9 $15

Total Result 5 '$ $12 $_ $14

Five year total - Result 5 $43

GRAND TOTAL $725 l

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World Bank UserC \GuatemalaBIO-Itza\MSPBioltzaFinalVersion doc07/01/01 12 10 AM

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community management of the bio-itza ......itza reserve. reserve is developed, approved by the 2.a...

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