Case Studies UNDP: ESE'EJA NATIVE COMMUNITY OF INFIERNO, Peru

7/27/2019 Case Studies UNDP: ESE'EJA NATIVE COMMUNITY OF INFIERNO, Peru

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Equator Initiative Case StudiesLocal sustainable development solutions for people, nature, and resilient communities

Peru

ESEEJA NATIVECOMMUNITY OF INFIERNO

Empowered live

Resilient nation


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UNDP EQUATOR INITIATIVE CASE STUDY SERIES

Local and indigenous communities across the world are advancing innovative sustainable development solutions that wo

or people and or nature. Few publications or case studies tell the ull story o how such initiatives evolve, the breadth

their impacts, or how they change over time. Fewer still have undertaken to tell these stories with community practition

themselves guiding the narrative.

To mark its 10-year anniversary, the Equator Initiative aims to ll this gap. The ollowing case study is one in a growing ser

that details the work o Equator Prize winners vetted and peer-reviewed best practices in community-based environmenconservation and sustainable livelihoods. These cases are intended to inspire the policy dialogue needed to take local succ

to scale, to improve the global knowledge base on local environment and development solutions, and to serve as models

replication. Case studies are best viewed and understood with reerence to The Power o Local Action: Lessons rom 10 Years

the Equator Prize, a compendium o lessons learned and policy guidance that draws rom the case material.

Click on the map to visit the Equator Initiatives searchable case study database.

EditorsEditor-in-Chie: Joseph Corcoran

Managing Editor: Oliver HughesContributing Editors: Dearbhla Keegan, Matthew Konsa, Erin Lewis, Whitney Wilding

Contributing WritersEdayatu Abieodun Lamptey, Erin Atwell, Toni Blackman, Jonathan Clay, Joseph Corcoran, Larissa Currado, Sarah Gordon, Oliver Hughe

Wen-Juan Jiang, Sonal Kanabar, Dearbhla Keegan, Matthew Konsa, Rachael Lader, Patrick Lee, Erin Lewis, Jona Liebl, Mengning Ma,

Mary McGraw, Gabriele Orlandi, Brandon Payne, Juliana Quaresma, Peter Schecter, Martin Sommerschuh, Whitney Wilding, Luna Wu

DesignOliver Hughes, Dearbhla Keegan, Matthew Konsa, Amy Korngiebel, Kimberly Koserowski, Erin Lewis, John Mulqueen, Lorena de la Pa

Brandon Payne, Mariajos Satizbal G.

AcknowledgementsThe Equator Initiative acknowledges with gratitude the Eseeja Native Community o Inerno, as well as the guidance and inputs o Ma

Schmidt, Rainorest Expeditions. All photo credits courtesy o Eseeja Native Community o Inerno and Posada Amazonas (http://ww

perunature.com/posada-amazonas.html). Maps courtesy o CIA World Factbook and Wikipedia.

Suggested CitationUnited Nations Development Programme. 2012. Eseeja Native Community o Inferno, Peru. Equator Initiative Case Study Series. New Yo

NY.
http://equatorinitiative.org/images/stories/events/2012events/Book_Launch/power%2520of%2520local%2520action%2520final%25202013%25208mb.pdfhttp://equatorinitiative.org/images/stories/events/2012events/Book_Launch/power%2520of%2520local%2520action%2520final%25202013%25208mb.pdfhttp://www.perunature.com/posada-amazonas.htmlhttp://www.perunature.com/posada-amazonas.htmlhttp://www.perunature.com/posada-amazonas.htmlhttp://www.perunature.com/posada-amazonas.htmlhttp://equatorinitiative.org/images/stories/events/2012events/Book_Launch/power%2520of%2520local%2520action%2520final%25202013%25208mb.pdfhttp://equatorinitiative.org/images/stories/events/2012events/Book_Launch/power%2520of%2520local%2520action%2520final%25202013%25208mb.pdfhttp://equatorinitiative.org/index.php?option=com_winners&view=casestudysearch&Itemid=858


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PROJECT SUMMARYThe Eseeja Native Community was the rst community totake advantage o Perus law o native communities withinthe state o Madre de Dios, receiving legal title to 9,558hectares o land on both sides o the Tambopata River inthe late 1970s. As a condition o deending their lands inthe 1980s, the community was obliged to set aside roughly3,000 hectares as a communal reserve where hunting,logging, orestry, or any other type o resource extractionwere prohibited.

Since 1996, in partnership with a private sector company,

the community has jointly managed an ecotourism lodgecalled Posada Amazonas that take advantage o this 3,000ha orest area. Between 1997 and 2007, net revenues romthe lodge totaled more than USD 250,000. Prots havetypically been divided equally among the communitys 500members; in 2000, the community set aside 25 percent orinvestment in education, enabling the construction andoperation o the only rural secondary school in the region.

KEY FACTS

EQUATOR PRIZE WINNER: 2002

FOUNDED: 1996

LOCATION: Madre de Dios state

BENEFICIARIES: 500 community members

BIODIVERSITY: Harpy eagles, giant otters

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ESEEJA NATIVE COMMUNITY OFINFIERNOPeru

TABLE OF CONTENTS

Background and Context 4

Key Activities and Innovations 5

Biodiversity Impacts 6

Socioeconomic Impacts 6

Policy Impacts 8

Sustainability 9

Replication 9

Partners 10


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4

he Eseeja Native Community o Inerno is an indigenous group

n Peru whose ancestral homeland is located on the Tambopata

iver in the Madre de Dios region one o the worlds biodiversity

otspots. The region is characterized by low-lying Amazonian

ainorest, and contains a number o endangered species including

Amazonian turtles, caimans, macaws and the Giant River Otter. As

with many regions o the Amazon, land conversion or agriculture,

legal logging, deorestation and habitat loss are clear and present

hallenges.

Native Community o Inferno

he ormation o the Eseeja Native Community o Inerno datesack to 1974, when the Peruvian government passed the Law o

Native Communities, which stipulated that all indigenous peoples

n the Amazonian region were entitled to orm communities, have

heir lands demarcated, and, in turn, gain ormal legal recognition

inalienable territorial rights. Towards this end, Eseeja joined with

ther Andean and riparian inhabitants o the Inerno region to orm

he Native Community o Inerno. While this process o mobilization

nd constitution took two ull years, the group emerged as the rst

native community to be ocially recognized within the state o

Madre de Dios. The community was given legal title to 9,558 hectares

land on both sides o the Tambopata River.

Beginnings o community-based ecotourism

n the beginning o the 1990s, the Madre de Dios region registered

sharp increase in the number o tourists visiting the area. In part

t least, this increase can be linked to creation o the Tambopata

National Reserve, a 275,000-hectare conservation area created

y the Peruvian National Institute o Natural Resources (INRENA)

o protect the watersheds o the Tambopata and Candamo rivers.

During the process o demarcating this conservation area, a section

the Native Community o Inerno territory was mistakenly added

o the reserve. The community successully disputed this decision in

1987, and managed to get the land back within the legal comm

domain. A condition o the resolution process, however, was

the area be declared a reserve within the community-based

management plan. As such, the community was obligated t

aside roughly 3,000 hectares o land nearly 30 percent o

territory as a communal reserve where hunting, logging, ore

or any other type o resource extraction were prohibited. To

advantage o the unique biodiversity in this communal reser

an area that had been uninhabited or 20 years the commu

decided to embark on a low-impact ecotourism venture that w

at once benet and yet not directly disturb or intrude upon the

o amilies in the Inerno community.

Partnership with Rainorest Expeditions

In 1996, the community agreed to a contract with a private par

Rainorest Expeditions. The agreement established a participa

ecotourism project, which had at its centre an Amazonas

lodge. A 20-year timeline was established to transer managem

o the lodge over to the community. Until that time, comm

members would be supported to develop sucient organizat

and managerial skills to independently run the business. Whil

community retains ull ownership o the lodge, a prot share o

percent with Rainorest Expeditions is in place until 2016 to rec

the costs o initial investment and capacity building. In the inte

the lodge is run using a co-management model, which is overby a control committee.

Organizational and governance structure

The committee maintains an equal balance o the rele

stakeholders ve members rom the community, and ve

Rainorest Expeditions. The community contingent is elected

communal assembly, and meets monthly with the representa

rom Rainorest Expeditions to discuss matters relating to hu

resources, nancial needs, and operational issues.

Background and Context


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Key Activities and Innovations

he Eseeja Native Community o Inerno is composed o just over

00 people, 20 percent o whom are Eseejas, 21 percent Andean

mmigrants, 23 percent local immigrants, and 34 percent mestizos.

rior to the initiative, the community was economically poor and

marginalized, surviving in large part on subsistence agriculture, the

ollection and sale o Brazil nuts, and small-scale hunter-gathering.

An overdependence on these activities, and a lack o viable

lternative livelihood options, was putting unsustainable pressure

on local ecosystems and natural resources. As a response to these

hallenges, the community decided to explore the ecotourism

ector as a means o improving local livelihoods.

Posada Amazonas

n partnership with Rainorest Expeditions, the community now

operates Posada Amazonas, a 30-bedroom eco-lodge which is

ocated within their ancestral territory, directly adjacent to the 1.9

million acre Tambopata National Reserve. The lodge was built using

raditional indigenous architectural designs and materials locally

arvested wood, palm ronds, and wild cane as well as modern,

ow-impact technology.

he close proximity o the lodge to the Tambopata National

Reserve provides guests with access to some o the Amazons most

biologically diverse rainorest. Ecosystems ranging rom Andean

ighlands to some o the last remaining intact cloud orests o theAmazon basin contain over 1,300 bird species (including 32 parrot

pecies), 200 mammal species, 90 rog species, 1,200 buttery

pecies, and 10,000 species o higher plants.

he overall goal o Posada Amazonas activities is protecting

biodiversity through low-impact, educational tourist activities. The

ommunity ofers a our-day program o non-motorized rat visits

o the natural habitats o unique endemic species. Guests at the

odge are urther ofered rainorest hikes, ethno-botanical walks,

ight walks and inormation sessions, and arm visits. A 35-metre

scafolding tower provides easy canopy access or visitors hopin

view toucans, parrots, macaws and mixed species ocks. In a ne

oxbow lake, a small population o giant otters as well as cai

Hoatzin, and Horned Screamers can be observed. Several h

provide birdwatchers with viewing opportunities or Mealy, Ye

headed and Blue-headed Parrots, and Dusky-headed Parakeets

The eco-lodge operates with a principle o prioritizing local mat

and products, as long as they are o equal quality and pric

comparable items on the market. Beyond those directly emplo

by the eco-lodge, this gives the broader community a chanc

benet rom a new economy and market or their products.

same principle has guided the gradual introduction o ettourism into the programs ofered to visiting tourists, whereby

culture is both a source o pride and revenue generation.

The emphasis on benet-sharing and joint-decision ma

between a private sector partner and the local community

noteworthy innovation. These eforts have also been compleme

by community capacity building measure in business developm

and management skills. As ownership o Posada Amazon

transerred to the community ater a 20 year period, all operati

and managerial positions will be occupied by community mem

themselves.

The Eseeja communitys decision to set aside their landconservation, taken many years beore the start o this initia

permits the joint venture. Partnership between private enter

and the local community - along with the sharing o benets

decision-making between the two - is the projects key attribu

success. The agreement o benet-sharing is productive or

parties. It is apparent that the community is capable o mo

rapidly to take a greater share o the managerial responsib

This is a pioneering efort in indigenous leadership in biodive

conservation in Peru. The end result is a management appr

efective in the protection o a signicant area rich in biodiversi


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6

Impacts

BIODIVERSITY IMPACTS

Conservation activities in the communal reserve have had

onsiderable impacts on the regions biodiversity and ecosystems,

protecting some o the richest habitats o unique ora and auna

on the planet. Community guides that take tourists on excursions

nto the reserve have reported anecdotally the return o several

pecies, including macaws, hummingbirds, kingshers, herons,

oucans, turtles, and monkeys. Increased populations o Capybara

Hydrochoerus hydrochaeris), Harpy eagles (Harpia harpyja) and giant

otters (Pteronura brasiliensis) have also been noted, all o which are

hreatened or endangered.

Partnerships or monitoring; conservation incentives

n the process o establishing the primary components o the

ecotourism project, the Native Community o Inerno also

imultaneously developed key alliances with several non-

governmental organizations and research partners that were

ctively involved in biodiversity conservation eforts in the region.

Partnerships in biodiversity monitoring and evaluation have been

particularly valuable, allowing the community to gather data on

pecies within the communal area and, importantly, those that are

exceptionally vulnerable or threatened. Through these partnerships,

he community has also been able to efectively and accurately

determine the impact o tourism activities on these species ando use this data to inorm priority conservation strategies, land

management plans, and independent monitoring.

One such example has been collaboration with Conservation

nternational, with whose support the community has set up a

wildlie monitoring program where community members serve as

wildlie monitors and gather data. Conservation International then

nalyzes the data and reports back to the community so that they

an make inormed decisions on where they should most efectively

ocus their collective conservation energy. Other monitoring

programs have been incentive-based, such as the Harpy Eagle

Watching Program. In this program, i a community member lo

an active Harpy eagle nest on their parcel o land, they rece

monetary award a percentage based on the number o tou

that have the opportunity to view it. The nders ee is paid

the eagle chick edges, a period that can last up to nine mo

A consultative process on the rules governing this program

undertaken in a collective, participatory manner, thereby ensu

community involvement and ownership.

Another species that has beneted rom the commu

conservation eforts and collective management are the

otters that inhabit nearby oxbow lakes. Previously, this resipopulation o endangered otters were hunted or their pelt

targeted by local shermen because o their negative inu

on shing returns. Ater construction o the lodge, communit

laws were established to regulate shing and access rights o

oxbow lakes that orm the otter habitats. In co-operation with

Frankurt Zoological Society, the community was able to esta

and implement codes o conduct that protect reproductive

One such code o conduct involved delineation o a special res

zone, which comprises hal o the oxbow lake area and is of lim

tourists and community members alike.

SOCIOECONOMIC IMPACTS

Just as the numbers o tourists visiting the Madre de Dios re

have steadily increased, so have the visitors to the Posada Amaz

lodge. The number o visitors grew rom 2,000 in 1998 to over 7,0

2007. Posada Amazonas now accounts or a staggering 20 perce

the tourist market within the region. Because the Eseeja comm

has been involved in the development and operation o the lo

rom the very beginning, this success has directly translate

substantially improved local incomes and livelihoods.


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Today, most o the wage labour positions at the lodge are lled by

ocal community members, providing needed jobs, employment

opportunities and a capacity building platorm. From 1997 to

2007, the 60 percent o net prots that went to the community

Rainorest Expeditions taking the other 40 percent amounted to

an impressive USD 662,225. This number does not include all o the

community benets and additional returns rom the sale o local

construction materials, handicrats, or agricultural goods. It is not an

exaggeration to state that the eco-lodge has both substantially andpositively reshaped the local economy.

Contributions to local wellbeing

A percentage o revenues rom the eco-lodge have been invested

nto social support projects such as an emergency health und,

elderly care and support services, and loans and scholarships or

youth wishing to pursue higher education. The remaining prots are

plit among the 150 amilies in the community, and have increased

rom USD 150 per household in 2001 to USD 805 in 2007. Guides

are among the biggest earners rom the project, with an additional

ncome o USD 195,894 between 1997 and 2007. This discrepancy in

earning can at least partially be attributed to the extra tips garneredn these positions. The Posada Amazonas guides have developed a

world-class reputation or tracking wildlie and birds, and are oten

handsomely rewarded by visitors or their expertise. Remaining

evenues rom ecotourism activities are invested into community

nrastructure projects, such as a secondary school, a computer

acility, road access, and potable water well and tank system.

The response by the community to the ecotourism initiative

been avourable, perhaps even beyond expectations. While

Eseeja were no strangers to tourism, as tour boats have passe

and down the adjacent river or the past 25 years, the inten

rom the outset was that the introduction o ecotourism to

community be gradual. At the beginning o the project,

community member received an induction course on ecotou

and the kinds o training that would be available at the lodge.

consequence, community members project a eeling o ownein and pride over the ecotourism activities.

Looking to extend spillover success rom Posada Amazonas

community has ormed committees to work on strategic p

or sectors such as agriculture, education, healthcare, handic

and cultural rejuvenation. In 2000, rather than simply divi

ecotourism prots between members, the community had

oresight to set aside 25 percent or investment in education.

initial investment enabled the education committee to cons

the only rural secondary school in the Puerto Maldonado

The handicrats committee has also made signicant strides

relatively modest amounts o investment by the community. T

have resurrected traditional handicrat techniques, built a worksorganized trainings, and have drated a marketing strategy

improve coordination and communication between the va

committees, and to limit misunderstandings or any compet

that might develop or resources or investment, the communit

appointed two liaison personnel.

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Strategies or sustainability

he revenue potential o the Posada Amazonas is, however,

tarting to reach its peak, both in terms o employment and prot

maximizations. Multiplication o the projects positive economic

mpacts is becoming a challenge. The architects o the initiative

ave attempted to solve this problem by connecting amilies in

he community with alternate employment opportunities, outside

he tourism sector, or at least peripherally associated. The moreuccessul o these eforts have included an ethno-botanical center, a

ort, a handicrat workshop, a ruit processing center and a sh arm.

he ethno-botanical center, or example, creates annual revenues o

USD 12,000 rom its medical services alone.

While the initiative has had an overall positive impact on the

ommunity, it has also come with its share o challenges. Primary

mong these have been the income disparities it has created within

he community. Particularly when the project rst began, income

isparities and diferences in employment access suraced racial

ensions between mestizos and the Eseeja. Higher incomes in some

egments o the local population have also resulted in concerns about

hit in emphasis rom local culture to a more consumerist liestyle.o too, new income has been spent in some cases on chainsaws and

es, which are associated with logging and poaching.

POLICY IMPACTS

he Eseeja community has had a direct impact on policy making in

he region, not least o which through its lobbying eforts against

onstruction o the Interoceanic Highway just orty kilometers

utside o Inerno. The highway is being designed to connect the

Atlantic Ocean in Brazil to the Pacic Ocean in Peru, a proposal

which will drastically alter the geographical ace o Madre de Dios.

he community has adopted a two-pronged response: rst, it has

obbied the Peruvian government or recognition o community

eeds in the proposed area o development; and, second, it has

stablished strong partnerships with surrounding communities in

rder to mobilize a united ront.

n the rst instance, and as one example, the Eseeja community

pplied in 2003 or a concession to manage lands surrounding

heir oxbow lake, with its resident giant otter population. While the

oncession was granted, the government also awarded a shing

ermit or the same area to a private sector interest. The objectives o

onservation and commercial shing were not compatible, so one o

he concessions would need to be revoked. The political negotiations

hat ollowed required support rom a number o diferentrganizations, including the Peruvian Society or Environmental

aw. It took the community several months and thousands o dollars

o convince the government to revoke the shing concession. Their

ersistence, however, paid of and the joint venture was granted an

cotourism concession that covered an extra area o 2,000 hectares.

On the community partnership and mobilization ront, the Eseeja

ommunity has worked with Rainorest Expeditions to create

lliances with other communities upriver rom the lodge, and to

nsure the land between Posada Amazonas and the Tambopata

National Reserve remains protected. All our communities in

area which constitutes the entire population between Inerno

the border o Tambopata National Reserve have been conta

The community intends to align all communities and secure

support or the conservation o the rainorest corridor that conn

them and create a unctional bufer zone to the Interoce

Highway.

8

ABOVE: Community members constructing eco-lodgeBELOW: The interior o the lodge todaySource: Posada Amazonas


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9

Sustainability and Replication

SUSTAINABILITYn terms o nancial sustainability, Posada Amazonas is in a strong

osition with an occupancy rate o 57 percent, 20 percent above the

reak-even point. The lodge provides a 35 percent rate o return on

nvestment, and there is room or growth in tourism-related trades

uch as handicrats, ood production, and retail. The initiative is also

n very strong ooting with regards to organizational and social

ustainability. Where possible, staf members are drawn directly rom

he community. Individual employees receive ongoing training, and

he larger community is being prepared to assume ull control o the

odge by 2016.

Community members are trained in basic lodge staf positions,

ncluding housekeeping, dining services, cooking, guiding, boat

riving and general lodge maintenance. Positions at the lodge can

nly be held or a maximum o two years per individual, ensuring

ccess on a rotating basis to employment and to the transer o

nowledge and skills throughout the community. The community

as developed a train-the-trainers program, whereby staf in each

osition train other community members in their respective tasks

nd responsibilities. Training and capacity building have also been

fered in accounting, administration and logistics, and executive

ositions (marketing and management).

One specic capacity building activity that will contribute tohe initiatives overall sustainability is a cooperation agreement

eached with a Bolivian university to create a two-year leadership

rogram. Between 20 and 30 community members will be

upported to benet rom a curriculum specically designed to

oster community leadership. The program will include workshops

n accounting, gender studies, human resources management and

more. Specialists will be enlisted to deliver training on communal

aw, land management, sustainable agriculture, and basic computer

teracy. From this program, it is hoped that a number community

eaders will emerge with the capacity and commitment to navigate

the organizational challenges conronting the community, an

harness sustainable development opportunities.

REPLICATION

To oster the replication o good practices in environm

conservation and low-impact tourism, Rainorest Expeditions

established an inormation exchange called Trueque Amaz

The initiative brings together tour operators and indige

communities rom three ecotourism projects o compa

success in the Amazonian regions o Bolivia, Ecuador, and

These groups met or the rst time in 2003 to pool inormationdraw up a list o best practices that could useully be shared

other communities committed to similar issues and acing si

challenges. Community-to-community visits were supported, w

has enabled the sharing o knowledge and best practice natio

and internationally.


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1010

PARTNERS

he primary partner o the Eseeja Community is Rainorest

xpeditions, a Peruvian or-prot company operating our ecolodges

n Peru. In addition to Posada Amazonas, it runs and operates two

colodges in the southeastern Amazonian Tambopata Candamo

eserved Zone (Reugio Amazonas and Tambopata Research

enter) and another in the Andes near Huascaran National Park.

onservation International and the Wildlie Conservation Societyave been crucial to the success o this joint venture. The MacArthur

oundation, World Bank, and American Bird Conservancy have made

ontributions to make the lodge possible.

Wildlie Conservation Society

Conservation International (supported the community through

a jointly developed wildlie monitoring program, which tracks

the impact o tourism and hunting on the biodiversity within

the communitys boundaries).

MacArthur Foundation (USD 50,000 grant).

Critical Ecosystem Partnership Fund (supported the Trueque

Amaznico initiative)

Peru-Canada Bilateral Fund (Initial loan o USD 350,000 or

building the lodge and perorming the initial training)

Peruvian Society or Environmental Law (supported the initiative

during the application process or the Ecotourism Concession)

Interamerican Foundation

Frankurt Zoological Society (capacity building measures

through the implementation o Codes o Conduct regarding the

viewing o the endangered giant otters in the oxbow lakes that

are managed by the initiative)

American Bird Conservancy

World Bank (USD 50,000 grant in 2001 or the construction o an

artisans workshop and training o community artisans.)


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New York, NY 10017

Tel: +1 646 781-4023

www.equatorinitiative.org

The United Nations Development Programme (UNDP) is the UNs global development network, advocating or change

onnecting countries to knowledge, experience and resources to help people build a better lie.

The Equator Initiative brings together the United Nations, governments, civil society, businesses and grassroots organizati

o recognize and advance local sustainable development solutions or people, nature and resilient communities.

2012 by Equator Initiative

All rights reserved

URTHER REFERENCE

Video on Eseeja, 2002.Watch here.

Posada Amazonas websitehttp://www.perunature.com/posada-amazonas.html
http://equatorinitiative.org/index.php?option=com_docman&task=cat_view&gid=76&Itemid=379&lang=en&limitstart=20http://equatorinitiative.org/index.php?option=com_docman&task=cat_view&gid=76&Itemid=379&lang=en&limitstart=20http://equatorinitiative.org/index.php?option=com_docman&task=cat_view&gid=76&Itemid=379&lang=en&limitstart=20http://www.perunature.com/posada-amazonas.htmlhttp://www.perunature.com/posada-amazonas.htmlhttp://equatorinitiative.org/index.php?option=com_docman&task=cat_view&gid=76&Itemid=379&lang=en&limitstart=20http://equatorinitiative.org/index.php?option=com_docman&task=cat_view&gid=76&Itemid=379&lang=en&limitstart=20http://www.equatorinitiative.org/images/stories/com_winners/casestudy/case_1348150795.pdfhttp://www.equatorinitiative.org/images/stories/com_winners/casestudy/case_1348261639.pdfhttp://www.equatorinitiative.org/images/stories/com_winners/casestudy/case_1348163412.pdf

Case Studies UNDP: ESE'EJA NATIVE COMMUNITY OF INFIERNO, Peru

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