National Capacity Development for Emergency Food Security Assessment and Preparedness

Project funded by the Royal Danish Embassy

Nicaragua Action Plan

ODAN

.:: emergency needs assessment service

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National Capacity Development for Emergency Food Security Assessment and Preparedness Nicaragua Action Plan Prepared by Rima AL-AZAR and Marc DESANTIS May 2007 United Nations World Food Programme Headquarters: Via C.G. Viola 68, Parco de’ Medici, 00148 Rome, Italy

ODAN Emergency Needs Assessment Service

Chief: Wolfgang Herbinger Task Manager: Angie Lee Tel: +39 06 6513 3123 The views expressed in this paper are the author’s and should not be attributed to WFP.

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TABLE OF CONTENTS EXECUTIVE SUMMARY ........................................................................................... 4 ACRONYMS ................................................................................................................ 6 1. BACKGROUND AND OBJECTIVE................................................................... 9 2. METHODOLOGY ................................................................................................ 9 3. SITUATION ANALYSIS OF FOOD SECURITY ............................................ 10 4. CURRENT INFORMATION SYSTEMS AND PROCESSES FOR RESPONDING TO AN EMERGENCY..................................................................... 14 5. INSITUTIONAL ANALYSIS ............................................................................ 18

5.1 The Institutional Framework ....................................................................... 18 5.1.1 SINAPRED.............................................................................................. 18 5.1.2 Ministry of Agriculture and Forestry (MAGFOR).................................. 19 5.2 Coordinating Bodies .................................................................................... 20 5.2.1 CONASAN, COTESAN, and PROCOSAN ........................................... 20 5.2.2 Committee of Interest in Food Security .................................................. 21 5.2.3 United Nations Equipo Técnico de Emergencias (UNETE) ................... 21 5.2.4 Donor Coordinating Groups .................................................................... 21 5.2.5 Grupo de Interes por la Soberania y la Seguirad Alimentaria y Nutricional (GISSAN) ................................................................................................................ 21

6. CAPACITY BUILDING ACTIVITIES.............................................................. 22

6.1 World Bank ................................................................................................. 22 6.2 European Union (PRESANCA) .................................................................. 23 6.3 ECHO .......................................................................................................... 23 6.4 United States Government........................................................................... 24 6.5 OCHA.......................................................................................................... 24 6.6 UNDP .......................................................................................................... 24 6.7 WFP............................................................................................................. 25 6.8 FAO ............................................................................................................. 25 6.9 Other Agencies ............................................................................................ 25

7. THE SWOT ANALYSIS .................................................................................... 26

7.1 Strengths - Achievements............................................................................ 26 7.2 Weaknesses - Gaps Identified...................................................................... 28 7.3 Opportunities – Leveraging Regional Initiatives......................................... 34 7.4 Threats – Continued Lack of Coordination and Weak WFP CO Capacity . 35

8. PROPOSED ACTION PLAN ............................................................................. 36

8.1 Objective...................................................................................................... 36 8.2 Activities...................................................................................................... 36 8.3 Expected timeframe..................................................................................... 38 8.4 Staffing/management requirements............................................................. 38 8.5 Respective roles and responsibilities of partners and potential sources of resources mobilization............................................................................................. 39 8.6 Budget.......................................................................................................... 40

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EXECUTIVE SUMMARY 3 ODAN, with funding from DANIDA, has embarked on elaborating a strategy for national capacity development for emergency food security assessment and preparedness. Strengthening the capacities of countries themselves to assess better the food insecurity challenges they confront as a result of a shock or protracted food crisis will not only enable those countries to respond more effectively, but also facilitate WFP’s own efforts to address the needs of affected people. In parallel to the global strategy, ODAN is piloting national capacity development in a few select countries. Nicaragua is one of the countries chosen to pilot the strategy and to develop an “Action Plan for National Capacity Development for Emergency Food Security Assessment and Preparedness”. The Action Plan analyzes the backward linkages (pre-crisis data, early warning systems, triggers for an assessment, and contingency planning) and forward linkages (decision-making leading to an emergency response) to the extent these areas are relevant to an emergency food security assessment. The Action Plan is built on a consultative process and is expected to be implemented with various stakeholders. The action plan is a result of (i) a situation analysis of the food security situation in Nicaragua; (ii) a review of the existing information systems and processes for responding to an emergency; (iii) an institutional analysis of the main governmental institutions involved in emergency food security preparedness, assessment and response, mainly the Executive Secretariat of the Sistema Nacional para la Prevención, Mitigación y Atención de Desastres (SINAPRED) and its decentralized structures and the Ministry of Agriculture and Forestry (MAGFOR); and (iv) a stakeholder analysis identifying relevant national capacity-building activities supported by international organizations, including the World Bank, the European Union, ECHO, OCHA, the US Government, UNDP, WFP, and FAO. The proposed Action Plan is based on an analytical framework that assesses the needs in terms of capacity development by looking at the institutional, organizational and individual levels. The activities outlined in the action plan are a result of the gaps identified between the needs and the ongoing and/or planned activities for developing the national capacity for emergency food needs assessment and preparedness. In addition, a SWOT analysis identifies the Strengths, Weaknesses, Opportunities, and Threats to implementing the Action Plan. To address the policy/institutional issues, the Action Plan proposes three activities, including (i) holding a workshop for raising high-level political awareness regarding slow and rapid onset disasters and their impact on food security and malnutrition; (ii) organizing a trip to Guatemala for high-level government decision-makers (e.g., from SINAPRED, MAGFOR, MINSA, the office of the President, and the staff responsible for preparing the National Food Security Program) to exchange experiences regarding the institutional set up of an information system for food security and nutrition; and (iii) requesting the appointment of focal points dealing with food security in SINAPRED and MAGFOR.

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To strengthen the organizational capacities of the government, the Action Plan suggests the recruitment of an international consultant to provide technical assistance to the office responsible for collecting and analyzing information regarding food security in Nicaragua (once its institutional housing is finalized). It strongly recommends improving coordination of all food security activities by re-activating the Committee of Interest on Food Security and expanding it to include SINAPRED and MAGFOR as well as other organizations working on food security, such as PRESANCA, UNV, and Peace Corps. In addition, the Action Plan proposes the piloting of an early warning information system at the municipal level. As part of this piloting exercise, it recommends that the several organizations implementing the early warning information systems coordinate, collaborate and harmonize the process of selecting pilot municipalities, the format of baseline survey, the methodology for choosing indicators, and the training of staff/consultants/volunteers involved in pilot projects. Finally, the Action Plan envisages the development of rapid EFSA methodology and trigger procedures to implement an EFSA adapted to Nicaragua and in collaboration with partner organizations. Finally, addressing the building of individual capacities, the Action Plan envisages several training workshops. The first would be to build the capacity of new SINAPRED staff in the OFDA/DANA initial rapid evaluation methodology, incorporating the REDLAC methodology which complements the DANA one and addresses food security, nutrition, and health issues. A similar training would be held for COREPREDs and select COMUPREDs in the RAAN and RAAS. A second type of training is also recommended once the rapid EFSA methodology is adapted for Nicaragua and trigger procedures developed in collaboration with other organizations involved in food security/nutrition assessments. When it comes to building the capacity to carry out in-depth EFSAs, the Action Plan proposes first an adaptation of the EFSA Handbook to the Central American region followed by a regional-level training conducted in coordination with CEPREDENAC. Finally, the last type of training that the Action Plan proposes is one addressed to all the staff/consultants/volunteers involved in implementing the pilot early warning information systems at the municipal level.

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ACRONYMS ACH Acción Contra el Hambre AMUNIC Asociacion de Municipios de Nicaragua BBC British Broadcasting Corporation BCPR Bureau of Crisis Prevention and Recovery (UNDP) BNPP Bank Netherlands Partnership Program CDM Comité de Desarrollo Municipal CEPREDENAC Centro de Prevención de los Desastres Naturales en America Central (Central

American Center for Natural Disaster Prevention) CFSVA Comprehensive Food Security and Vulnerability Assessment CIDA Canadian International Development Agency CO Country Office CODE Centro de Operaciones de Desastres CODEPRED Comité Departamental para la Prevención, Mitigación y Atención de

Desastres COLOPRED Comité Local para la Prevención, Mitigación y Atención de Desastres COMUPRED Comité Municipal para la Prevención, Mitigación y Atención de

Desastres COREPRED Comité Regional para la Prevención, Mitigación y Atención de

Desastres CONASAN Comité Nacional de Seguridad Alimentaria y Nutricional COTESAN Comité Técnico de Seguridad Alimentaria y Nutricional DANA Damage and Needs Assessment DANIDA Danish International Development Agency DFID Department for International Development ECHO European Commission Humanitarian Aid Department EFSA Emergency Food Security Assessment EN Ejercito Nacional (National Army) EU European Union EWS Early Warning Systems FAO Food and Agriculture Organization FEMA Federal Emergency Management Agency (USA) FEWSNET Famine Early Warning Systems Network FISE Fondo de Inversión Social para Emergencia (Social Emergency Fund) FSMS Food Security Monitoring System GIS Geographic Information System GISSAN Grupo de Interes por la Soberania y la Seguridad Alimentaria y

Nutricional GTZ Deutsche Gesellschaft für Technische Zusammenarbeit HQ Headquarters (WFP) IADB Inter-American Development Bank IFRC International Federation of the Red Cross and Red Crescent INCAP Instituto de Nutrición de Centroamérica y Panamá INETER Instituto Nicaraguense de Estudios Territoriales (Institute for Research

and Earth Sciences) INIFOM Instituto Nicaraguense de Fomento Municipal (Institute for Municipal

Development) INTA Instituto Nicaragüense de Tecnología Agropecuaria JICA Japanese International Cooperation Agency

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LSMS Living Standards Measurement Survey MAGFOR Ministerio de Asuntos Agricolas y Forestales (Ministry of Agriculture

and Forestry) MARENA Ministerio de Ambiente y Recursos Naturales (Ministry of

Environment and Natural Resources) MED Ministerio de Educación (Ministry of Education) MFEWS Mesoamerican Food Early Warning Systems MIDEF Ministerio de Defensa (Ministry of Defense) MIFAMILIA Ministerio de la Familia (Ministry of Family Affairs) MIFIC Ministerio de Fomento, Industria y Comercio (Ministry of

Development, Industry and Commerce) MINGOB Ministerio de Gobernación (Ministry of Governance) MINHACP Ministerio de Hacienda y Credito Publico (Ministry of Finance) MINREX Ministerio de Relaciones Exteriores (Ministry of External Affairs) MINSA Ministerio de Salud (Ministry of Health) MOUs Memoranda of Understanding MTI Ministerio de Transporte e Infraestructura (Ministry of Transportation

and Infrastructure) NGI National Gross Income NGO Non-Governmental Organization NICASALUD Network of NGOs working on health issues NOAA National Oceanographic and Atmospheric Agency (USA) NORAD Norwegian Agency for Development OAS Organization of American States OCHA Office for the Coordination of Humanitarian Affairs (UN) ODAN Emergency Needs Assessment Branch (WFP) OFDA Office of Foreign Disaster Assistance (USA) PESA Programa Especial de Seguridad Alimentaria PINE-MECD Programa de Nutrición Escolar del Ministerio de Educación, Cultura y

Deportes PLAN ONG internacional a favor de la Niñez PMA Programa Mundial de Alimentos de las Naciones Unidas (WFP in

Spanish) PN Policia Nacional (National Police) PNGR Plan Nacional de Gestión del Riesgo PNRR Programa Nacional de la Reducción de Riesgos PRESANCA Programa Regional de Seguridad Alimentaria y Nutricional en

Centroamérica de la Comisión Europea PROCOSAN Programa Comunitario de Salud y Nutrición PROTIERRA Proyecto Municipios Rurales (Rural Municipalities Project) PRS Poverty Reduction Strategy PRSP Poverty Reduction Strategy Paper RAAN Northern Autonomous Atlantic Region RAAS Southern Autonomous Atlantic Region REDLAC Grupo de Trabajo de Riesgos, Emergencias y Desasteres del Comité

Permanente Interagencial de la region americana y el caribe SAN Seguridad Alimentaria y Nutricional SDC Swiss Development Cooperation SENAC Strengthening Emergency Needs Assessment Capacity SESAN Secretaría de Seguridad Alimentaria y Nutricional

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SIDA Swedish International Development Agency SILAIS Sistemas Integrados de Salud a nivel departamental SINAPRED Sistema Nacional para la Prevención, Mitigación y Atención de

Desastres (National System for Disaster Prevention, Mitigation and Response)

SISSAN Sistema de Información para el Seguimento de la Seguridad Alimentaria y Nutricional del MAGFOR

SMART Standardized Monitoring Analysis for Relief and Transition SWOT Strengths, Weaknesses, Opportunities and Threats TOR Terms of Reference ToT Training of Trainers UCRESEP Unidad de Coordinación de Reforma del Sector Publico (Coordinating

Unit for Reform of the Public Sector) UK United Kingdom UN United Nations UNAG Union Nacional de Agricultores Ganaderos UNDAF United Nations Development Assistance Framework UNDP United Nations Development Program UNETE United Nations Equipo Técnico de Emergencias (United Nations

Emergency Technical Team) UNICAM Universidad Campesina UNICEF United Nations Children Fund UNISDR United Nations International Strategy for Disaster Reduction UNOPS United Nations Office for Project Support UNV United Nations Volunteer US United States USAID United States Agency for International Development USGS United States Geological Survey USSR Union of Socialist Soviet Republics VAM Vulnerability Assessment and Mapping WFP World Food Program WHO World Health Organization

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NICARAGUA ACTION PLAN for

National Capacity Development for Emergency Food Security Assessment and Preparedness

1. BACKGROUND AND OBJECTIVE 1. Assessing and analyzing emergency needs are core functions of WFP and a field of substantive expertise in which WFP is a global leader. The role of the Emergency Needs Assessment Branch (ODAN) is key to such practice in that it ensures accurate, reliable and transparent emergency needs assessments conducted in a timely manner to form the basis for decision-making and programming in the area of food security. 2. Based on a 30-month implementation plan (July 2004 – December 2006) approved by the Executive Board in March 2004, ODAN has made noteworthy progress in improving emergency needs assessments by, inter alia, building capacities of WFP staff and cooperating partners through trainings and workshops. In addition, field capacities have been expanded by hiring 11 experts in regional food security assessments and market analysis. 3. One area that has not yet received sufficient attention is national capacity building. Strengthening the capacities of countries themselves to assess better the food insecurity challenges they confront as a result of a shock or protracted food crisis will not only enable those countries to respond more effectively, but also facilitate WFP’s own efforts to address the needs of affected people. 4. Based on several selection criteria, including the commitment of the national government and the interest of WFP’s Country Office (CO), Nicaragua was selected as a pilot country to develop an “Action Plan for National Capacity Development for Emergency Food Security Assessment and Preparedness”. The Action Plan analyzes the backward linkages (pre-crisis data, early warning systems, triggers for an assessment, and contingency planning) and forward linkages (decision-making leading to an emergency response) to the extent these areas are relevant to an emergency food security assessment. The Action Plan is built on a consultative process and is expected to be implemented with various stakeholders. 2. METHODOLOGY 5. The Nicaragua Action Plan for National Capacity Development for Emergency Food Security Assessment and Preparedness is based on a desk review of available documents (see Annex A for list of references) regarding emergency needs assessment and preparedness; consultations with most government officials, UN agencies, multilateral and bilateral partners, and NGOs working on emergency issues (see Annex B for a list of persons met); and field visits to two departments (Madriz and Matagalpa) as well as one autonomous region, the Northern Autonomous Atlantic Region (RAAN).

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6 The action plan is a result of (i) a situation analysis of the food security situation in Nicaragua; (ii) a review of the existing information systems and processes for responding to an emergency; (iii) an institutional analysis of the main governmental institutions involved in emergency food security preparedness, assessment and response, mainly the Executive Secretariat of the Sistema Nacional para la Prevención, Mitigación y Atención de Desastres1 (SINAPRED) and its decentralized structures and the Ministry of Agriculture and Forestry (MAGFOR); and (iv) a stakeholder analysis identifying relevant national capacity-building activities supported by international organizations, including the World Bank, the European Union, ECHO, OCHA, the US Government, UNDP, WFP, and FAO. 7. The proposed action plan is based on an analytical framework that assesses the needs in terms of capacity development by looking at the institutional, organizational and individual levels (see Chart 1). The activities outlined in the action plan are a result of the gaps identified between the needs and the ongoing and/or planned activities for developing the national capacity for emergency food needs assessment and preparedness. In addition, a SWOT analysis identifies the Strengths, Weaknesses, Opportunities, and Threats to implementing the action plan. 8. Finally, the action plan was presented to stakeholders during a consultation workshop to solicit their comments and feedback and was finalized based on the suggestions and ideas received.

3. SITUATION ANALYSIS OF FOOD SECURITY 9. With a per capita National Gross Income (NGI) per capita of 830 dollars, Nicaragua is the second poorest nation in Latin America and the Caribbean.2 It ranks 112 out of 177 countries on the UNDP’s Human Development Index (2006). Recurring natural disasters (earthquakes, floods, drought, swells, and volcanic eruptions) have had a great impact on the country’s economic base and caused great human loss. The incidence of poverty is highest among rural populations, where 68% live in poverty and 27% live in extreme poverty3. According to the World Bank, the Gini index for Nicaragua was 40 in 2005.4 The median income of the poor covers only 24% of the cost of the basic food basket.

Box 1

1 National System for Disaster Prevention, Mitigation and Response. 2 World Bank, 2006. World Development Indicators. 3 Living on less than US$1/day. 4 The Gini index measures the extent to which the distribution of income (or in some cases consumption expenditure) among individuals or households within an economy deviates from a perfectly equal distribution. A Gini index score of zero implies perfect equality while a score of one hundred implies perfect inequality.

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Nicaragua’s Recent Political History Nicaragua has traditionally relied on agricultural exports to sustain its economy. But these benefited mainly a few elite families of Spanish descent, primarily the Somoza family, which ruled the country with US backing between 1937 and the Sandinista revolution in 1979. The Sandinistas began redistributing property and made huge progress in the spheres of health and education. They won a decisive victory in 1984 elections, but their leftist orientation also attracted US hostility and drove them to turn to the USSR and Cuba. This set the scene for a US-sponsored counter-revolution, which saw Washington arm and finance thousands of rebels, or Contras, in order to carry out attacks on Nicaragua from bases in Honduras. The US also imposed trade sanctions and mined Nicaraguan harbors. By 1990, when the Sandinistas were defeated in elections held as part of a peace agreement, Nicaragua's per capita income had plummeted and its infrastructure was in tatters. Peace brought some economic growth, lower inflation and lower unemployment. But this was more than counter-balanced by the devastations of Hurricane Mitch in 1998, which killed thousands, rendered 20% of the population homeless and caused billions of dollars worth of damage. Left-wing Sandinista leader Daniel Ortega made his political comeback in the November 2006 elections, having led Nicaragua through revolution and a civil war before being voted out in 1990. He took office again in January 2007. Mr. Ortega has sought to calm fears about his Marxist past. He says he will make no major economic changes and he backs a regional free trade deal with the US. At his inauguration, he advocated a new path for Nicaragua, away from what he called the savage capitalism that had mired millions in poverty. Source: BBC website 10. Nicaragua's history has been punctuated by devastating natural disasters which have set back the country's social and economic progress. Its geographic location makes it a target for hurricanes, droughts and fires, volcanic eruptions, tsunamis, and especially severe earthquakes. Among Central American countries, Nicaragua stands out in both the frequency and severity of natural catastrophes. On average, annual deaths due to disasters in Nicaragua stand at some 3,340 between 1970 and 2000, and the number of persons injured or left homeless runs to some 60,000 per year, according to figures of the International Red Cross. Each disaster has left the country more vulnerable to the next round of natural catastrophes.5

5 World Bank, 2001.

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Chart 1 Analytical Framework for Capacity Development

CAPACITY DEVELOPMENT

Policy/Institutional level

Organizational level Individual level

Institutional framework Legal framework

Policies Cooperation between state, private sector, and

civil society

Systems Procedures

Work processes Coordination

Information databases Financial resources

Communication strategy Logistics Hardware

Experience Knowledge

Technical skills

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11. Administratively, Nicaragua is divided into 15 departments and two autonomous regions. Geographically, Nicaragua has three distinct regions: the Pacific Lowlands, the North-Central Mountains and the Atlantic Coast. The Pacific Lowlands are in the west of the country and consist of a broad, hot fertile plain which supports most of Nicaragua’s population. Punctuating this plain are several large volcanoes, many of which are active. In addition to volcanic activity, this region is also prone to earthquakes. Much of central Managua was destroyed by an earthquake in 1972. The North-Central Mountains are an upland region away from the Pacific coast, with a cooler climate than the Pacific Lowlands. About a quarter of the country’s agriculture takes place in this region, with coffee grown on higher slopes. It is the region that is most affected by droughts and economic shocks (e.g., coffee crisis). The Atlantic Coast – consisting of two autonomous regions, the RAAN and RAAS - is a large rainforest region with several large rivers running through it. The climate is hot and humid and the region is sparsely populated. The Atlantic regions are the most likely to be affected by flooding, hurricanes, and tsunamis, especially the southern region, the RAAS. 12. In 2005 alone, the country was struck by two tornados, seven major tropical storms, three hurricanes, such as hurricane Beta which caused flooding and significant damage to infrastructure as well as the loss of productive assets, one major earthquake (6.2 at Richter Scale), two volcano eruptions and a widespread plague of rats resulting in significant crop losses. In a normal month, some 180 earthquakes occur, many of them reaching 5.3 at Richter Scale and, in any given year, there is more than a 25% chance of substantial agricultural losses from drought. 13. The “Food Security and Livelihoods Survey in the Autonomous Atlantic Regions”, a Vulnerability Analysis and Mapping (VAM) study conducted by WFP in February-March 2005, classified 17% of households in both regions as having very poor food consumption and another 19% as having poor consumption. The main causes of food insecurity were varied and included recurrent natural disasters and health problems (North Coast), food utilization, physical and economic access (North Interior), food access (South Coast and Interior), and poor maternal and child-care practices (Littoral6). 14. According to the VAM study, more than 50% of the households reported that they did not apply a coping strategy to manage shocks. However, among those who did, several coping mechanisms across the two regions and the different food consumption groups were identified. The most common were the reduction of quantity of diet (17%) and finding temporary work (17%). 15. More recently, in February 2006, WFP carried out a nation-wide VAM in order to determine the following (i) the geographic distribution of food insecurity in Nicaragua; (ii) the characteristics of food insecurity per type of household; (iii) risk factors that could increase food insecurity in these households; and (iv) food security vulnerability at the municipal level. 6 The “Littoral” is a zone identified purposively for the VAM study. It includes the communities located close to the Atlantic Coast (in a buffer zone of 12 km from the shoreline)

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16. When it comes to malnutrition, an evaluation, undertaken in 2004 by WFP in cooperation with Federación Red NICASalud (NGO Network), determined that one out of every three children suffered some degree of chronic malnutrition while in some areas - such as the region affected by the coffee crisis- more than 40% of the children surveyed suffered from chronic malnutrition. This situation is primarily due to insufficient access to food, micronutrient deficiencies, poor consumption habits and limited access to basic services - especially water and sanitation. In terms of life expectancy, it is estimated that an average Nicaraguan lives up to 69 years. Infant mortality is registered at 30 per 1000 live births. 17. In order to address food insecurity and malnutrition in Nicaragua, there are several projects (e.g., World Bank7 and European Union8 funded ones) as well as activities implemented by UN agencies (WFP, FAO, UNDP) and international and national NGOs (Save the Children, Oxfam, Acción Contra el Hambre, NICASalud, SoyNICA, etc...) that work at national and local levels. By strengthening the national capacities to assess needs and to prepare for eventual food shortages, the interventions of all partners including the UN, NGOs and the government will be more effective. 4. CURRENT INFORMATION SYSTEMS AND PROCESSES FOR

RESPONDING TO AN EMERGENCY 18. WFP’s “Emergency Preparedness and Response Framework” (see Chart 2) describes the inter-linkages between baselines, contingency plans, food security monitoring and early warning systems, needs assessments and responses. It is used to analyze the existing information systems and processes in Nicaragua for assessing needs and preparing in case of a rapid or slow onset emergency. 19. Knowledge Base Information: The two organizations that have produced studies on poverty and vulnerability in Nicaragua are the World Bank and WFP. In 2001, the World Bank carried out a Living Standards Measurement Survey (LSMS). Following this survey and using data generated by it, the Nicaragua Poverty Assessment - Raising Welfare and Reducing Vulnerability - was prepared in 2003. The report was part of a collaborative effort between the Government of Nicaragua, the World Bank, and the Nicaragua Program for Improving Living Standards Measurement Surveys (MECOVI). A second LSMS was conducted in 2005. However, its results are still not available. According to the World Bank (2001), fully 45% of Nicaragua’s population lives under $1 per day.9

7 Programa Comunitario de Salud y Nutrición (PROCOSAN) is the World-Bank financed project. 8 Programa Regional de Seguridad Alimentaria y Nutricional en Centroamérica de la Comisión Europea (PRESANCA) is the EU-funded project. 9 World Bank website.

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Chart 2

InterventionDecision

(Y/N)

EmergencyNeeds Assessment

Global Early Warning

ContingencyPlanning

WFP EMERGENCY PREPAREDNESS & RESPONSE FRAMEWORKWFP EMERGENCY PREPAREDNESS & RESPONSE FRAMEWORK

Knowledge BaseComprehensive Food Security & Vulnerability Analysis (CFSVA)

Food Security MonitoringSystems (FSMs)

Rome, 2 November 2005Annual Danish Consultation 20. Whereas the World Bank studies address poverty more generally, the WFP Vulnerability Analysis and Mapping (VAM) reports examine specifically the food security and nutrition situation in Nicaragua. The analysis for the first report “Food Security and Livelihoods Survey in the Autonomous Atlantic Regions” was carried out jointly with MAGFOR in February-March 2005 as mentioned earlier. Following this, WFP conducted a nation-wide VAM study "Análisis y cartografía de la vulnerabilidad a la inseguridad alimentaria y nutricional en Nicaragua" in February 2006. The 2006 VAM study provides recent information for the targeting of the most vulnerable municipalities. It contains a new Global Food Insecurity Vulnerability Index or a Hunger Map, which is a combination of the Food Insecurity Index, the Stunting Index and the Vulnerability (of agricultural producers) Index. The sub-indices and their analysis have allowed the targeting of specific programs within each pillar of food security depending on the objective of the program. 21. Early Warning Information Systems: Currently, there are no information systems that serve as effective early warning in case of food insecurity in Nicaragua. There are several government institutions and non-governmental organizations that

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collect agriculture figures and meteorological data that could be used as part of an early warning information system.

Mesoamerican Food Early Warning Systems (MFEWS): MFEWS produces a monthly food security bulletin based on secondary data obtained from various government agencies, such as MAGFOR and INETER. Also, on a monthly basis, MFEWS disseminates a report on the regional hydrological balance and a soil index. Every week, it produces a list of potential climatic threats at the regional level. And, twice a year, it prepares a special issue on food security scenarios. Though it is widely disseminated, the MFEWS information is seldom used as an early warning system and has never triggered any food security assessment. Instituto Nicaraguense de Estudios Territoriales (INETER): The Institute for Research and Earth Sciences produces regular and updated meteorological data, including rainfall information. It also analyzes earthquake, volcano, hurricane and tidal wave activities in addition to providing information about droughts, floods, and landslides. Ministerio de Asuntos Agricolas y Forestales (MAGFOR): The Ministry of Agriculture and Forestry produces on a monthly basis reports of quantities/type of seeds planted, estimates of crop production, losses in production, and actual crop production. These reports suffer from several weaknesses including the timely production of the reports, the capacity of MAGFOR staff in collecting the information, issues with estimating crop production10, and sometimes political interference. In addition, in some departments, MAGFOR collects price information on certain agriculture products which are then forwarded to the Ministry’s Department of Statistics.11 The SISSAN (Sistema de Información para el Seguimento de la Seguridad Alimentaria y Nutricional), which is housed under MAGFOR and supported by FAO, is supposed to provide information on food availability and utilization as well as on health and nutrition. SISSAN’s work has been impaired by weak cooperation and collaboration with other ministries. The lack of regular updates limits the usefulness of this system. In addition, with the ongoing reorganization of MAGFOR, it is unclear if and how the SISSAN will be continued.

22. Planned Initiatives for Piloting Early Warning Systems at the Municipal Level: There are several organizations that are in the process of setting up early warning information systems at the municipal level. They include:

10 In addition to the difficulty in estimating crop production in general, a bias is introduced in the assessment because often it is the same person who distributes the seeds that calculates the estimated crop production. 11 For example, in Matagalpa, the MAGFOR Delegado Territorial confirmed that he sends on a regular basis price and market information on key agriculture products to Managua; however this was not the case in the RAAN.

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• WFP has submitted two proposals (see Annexes C and D) to pilot both a VAM at the municipal level as well as to set up an early warning information system in four municipalities.

• Acción Contra el Hambre is preparing a project which would be piloted in six municipalities in collaboration with WFP and AMUNIC as implementing partners.

• UNDP, with the involvement of several UN agencies, is recruiting 52 UNVs to be placed within municipalities to help them prepare municipal development plans which include food security. In addition, the UNVs are supposed to assist the municipalities in establishing food security indicators at the municipal level.

• The EU-funded PRESANCA project has recruited six “Residentes” who are providing technical assistance to municipalities on food security and nutrition. In addition, FAO as one of PRESANCA’s implementing partners is responsible for setting up an early warning information system in these six municipalities and linking it to national and regional level food security information systems.

23. Contingency Plans: In addition to the two National Contingency Plans (a winter and summer one), SINAPRED and the Civil Defense have assisted 136 municipalities (out of 151) in preparing municipal contingency plans with the technical support of consultants who acted as facilitators. The UN agencies have also developed a UN-wide plan that includes the individual agency’s specific contingency plan. 24. Emergency Food Security Assessments: WFP has carried out several food security assessments in the most vulnerable areas of the country, especially those that experienced natural disasters such as the Atlantic Coast and the regions affected by the coffee crisis (see Annex E for a summary of the most recent food security assessments in Nicaragua). Often, the trigger for implementing these rapid EFSAs (see Box 2 for the methodology used by WFP for a rapid EFSA) has been initial reports in the media and/or pleas for assistance from the mayors.12 Initially, WFP had carried out these assessments jointly with UNICEF and FAO. However, due to disagreement on the methodologies used and, therefore, results of the assessments, WFP more recently has implemented the rapid EFSAs only in collaboration with MAGFOR. 25. In Nicaragua, in-depth EFSAs, that are based on random sampling and that usually need a few weeks to be implemented, have never been carried out.13 There are several reasons for the lack of in-depth EFSAs in Nicaragua. The range from lack of financial resources; most of the EFSAs are carried out after a sudden onset disaster with the purpose of recommending immediate response; and, finally, given the limited size of the administrative unit and population (as well as the fact that the mayors have a good

12 According to the former VAM officer in WFP’s Country Office. 13 The former VAM officer has indicated that a full-EFSA was carried out in 2005 in preparation for the PRRO and covering 10 municipalities. However, she mentioned that it was never finalized. The mission was unable to locate a copy of the draft in-depth EFSA to review it.

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oversight of all administered communities), an in-depth EFSA with an intricate process of random sampling is not necessary or applicable.

Box 2 The Methodology of the Rapid EFSA in Nicaragua

In Nicaragua, the rapid EFSAs have usually taken around 10 days to be completed and have used the following methodology: • key informant interviews at national, regional, municipal levels; • community group interviews in selected communities; • subgroup interviews within selected communities; and/or • a rapid household survey based on a sample of households selected using purposive sampling.

5. INSITUTIONAL ANALYSIS 5.1 The Institutional Framework14 5.1.1 SINAPRED 26. Following Hurricane Mitch, the Nicaraguan Government took decisive measures to reduce Nicaragua's vulnerability to natural disasters. With help from UNDP, the Governments of Spain and Colombia, a task force headed by the Vice President designed a plan for a National System for Disaster Prevention, Mitigation and Response (PNRR).15 The plan led to the passage of the Law #337, creating the Sistema Nacional para la Prevención, Mitigación y Atención a los Desastres in 2000. To coordinate the National System's members, the Executive Secretariat for Disaster Prevention, Mitigation and Response (known as SINAPRED) was established within the Office of the Vice-Presidency. 27. According to the Law #337, SINAPRED is responsible for:

• making the National System operational, ensuring appropriate staffing of the Secretariat and of member agencies;

• preparing and activating a National Emergency Plan, clarifying policies, procedures and standards to be applied, and training System members in the Plan and, specifically, in their respective roles in disaster response, prevention and mitigation;

• establishing a Disaster Management Fund to assure sustained financing for emergency response and relief;

• establishing and maintaining a data base, supported by geographical information systems (GIS), relevant to disaster management, including information on hazard and vulnerability assessments, as well as on programs,

14 After the recent presidential elections resulting in a change in government, public institutions are undergoing a major reorganization and, at the time of the mission, both SINAPRED and MAGFOR’s organization structures and staff responsibilities were being reviewed. 15 In Spanish known as the Programa Nacional de la Reducción de Riesgos (PNRR).

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projects and actions relevant to disaster prevention, mitigation and response; and

• establishing and coordinating working committees on sector issues and on territorial issues to support disaster prevention and mitigation through national agencies and local governments respectively.

28. Specifically, the National System is comprised of the following: (a) the National Committee, which is a political body headed by the President of the Republic, and includes representatives of several ministries and agencies; (b) the Executive Secretariat16, which is the National System's coordinating entity; (c) relevant government, semi-autonomous agencies, ministries, private sector firms, and NGOs, some of which participate also through work commissions on key issues (i.e., education, natural hazards, infrastructure, etc.); and (d) departmental/regional, municipal, and local committees, which ensure territorial coordination at their respective levels. 29. In case of an emergency, the Centro de Operaciones de Desastres (CODE) which is led by the Civil Defense, coordinates the response. SINAPRED is assisted by the nine sectoral Commissions (Education and Information, Natural Phenomena, Security, Health, Environment, Coordination of Humanitarian Aid, Infrastructure and Transport, and Special Operations). Annex F provides for SINAPRED’s institutional structure. 30. The departmental/regional, municipal, and local committees – known as CODEPRED/COREPRED, COMUPRED and COLOPRED respectively - are SINAPRED’s decentralized structures and are headed by the Governors, Mayors, and Community Leaders with ministries’ staff and, often, civil society representatives as members. 31. With funding from the World Bank, the PNRR was updated in 2004 and the National Plan for Risk Management17 was elaborated by SINAPRED. The National Plan consists of six components: • Protection of development and investment: (i) risk management at national and

sectoral levels; and (ii) risk management at local level; • Strategy for financial protection and risk transfer; • Disaster management: preparedness and response; • Risk management in the private sector; • Information system for risk management; and • Civil society participation. 5.1.2 Ministry of Agriculture and Forestry (MAGFOR) 32. In 2001, Nicaragua prepared its Food Security and Nutrition Policy (Política de Seguridad Alimentaria y Nutricional (SAN)) as an instrument to guarantee the basic human right of sufficient and adequate food intake. After the recent elections, food security has been identified as one of the main priorities of the new government. To 16 Hereafter referred to as SINAPRED. 17 In Spanish kown as Plan Nacional de Gestión del Riesgo (PNGR).

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highlight the importance attached by the new administration, a presidential decree has created three new councils: (i) communication, (ii) food security and sovereignty, and (iii) peace and reconciliation. 33. A new program called “Hambre Cero” has been launched by the new government. One of its three components, “El Bono Productivo”, is implemented by MAGFOR and the government has already allocated US$10 million and is seeking to raise an additional US$20 million. The program is meant to improve food security by improving the production capacity of rural dwellers and by providing them with technical assistance. A National Food Security Program and a Law on food security is being prepared with technical assistance from FAO. 34. Currently, MAGFOR is undergoing a major reorganization and therefore, the organizational structure and responsibilities of the various MAGFOR divisions are unclear. 5.2 Coordinating Bodies 5.2.1 CONASAN, COTESAN, and PROCOSAN 35. Since the Decree 07/2007 that created the “Consejo de Seguridad y Soberana Alimentaria” was never executed, the CONASAN (Comité Nacional de Seguridad Alimentaria y Nutricional) still remains in place and together with the COTESAN (Comité Técnico de Seguridad Alimentaria y Nutricional) they represent the two national multi-sectoral committees coordinated by the Ministry of Health (MINSA). The former is a high-level forum composed by all the Ministers of the Government. The latter is the technical committee formed by representatives nominated by the ministers as well as by civil society organizations. The COTESAN usually meets on a monthly basis and recently, with the new government’s commitment to improving food security and nutrition, it has become more active. The COTESAN discusses policy issues related to food security as well as technical ones. A factor that limits CONASAN and COTESAN is that they are institutionally housed within a ministry – MINSA, and are thus situated among equals. Attempts to coordinate the actions of other ministries could be difficult. Their effectiveness would potentially be enhanced if they were housed in an entity other than a ministry and at a higher level within the executive branch. 36. In addition, the Ministry of Health coordinates the Technical Committee of PROCOSAN. PROCOSAN, which stands for Programa Comunitario de Salud y Nutrición, is a World Bank-funded project that is being implemented at the community level to monitor nutrition. The Technical Committee’s members include the Ministry of Health, WHO, FAO, MFEWS, and several international and national NGOs. It is one of the few fora that meet on a regular basis to discuss technical issues related to nutrition and to coordinate the activities of all implementing partners.

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5.2.2 Committee of Interest in Food Security 37. The Committee of Interest in Food Security is an informal grouping of the main agencies involved in food security, including WFP, FAO, UNICEF, WHO/INCAP, MFEWS, SISSAN/MAGFOR, Acción Contra el Hambre, and SoyNica. WFP used to play the coordinating role; however, after the departure of the VAM officer and changes in staffing of other organizations, this technical committee has met infrequently. Its members have expressed the need to revive this technical forum to address food security and coordinate activities. 5.2.3 United Nations Equipo Técnico de Emergencias (UNETE) 38. The United Nations Emergency Technical Team is a recently formed informal body grouping the Emergency Program Officers of UNDP, OCHA, WFP, FAO, UNICEF, and WHO and coordinated by the UN’s Resident Coordinator. Its main objective is to ensure internal coordination within the UN agencies. Its main role is to assist the national authorities in disaster management and in responding to the affected population. It also aims at harmonizing and streamlining the different UN agencies’ efforts in order to implement the UNDAF goal of joint country programming. 5.2.4 Donor Coordinating Groups 39. There are two Donor Coordinating Groups. The first one is the Pro-Rural Group which includes the major international agencies involved in rural/agriculture development (UNDP, FAO, EU, the World Bank, SIDA, USAID, CIDA, GTZ, JICA, SDC/COSUDE, DANIDA, and the Finnish Cooperation). They are organized into three thematic subgroups: policy chaired by DANIDA, harmonization coordinated by the Finnish Cooperation, and technical led by FAO. 40. The second is the Donor Roundtable on Disaster Risk Reduction. It is a recent coordinating body grouping key donors involved in emergency risk reduction and management. They include SINAPRED, OCHA/UNDP, ECHO, SDC/COSUDE, GTZ, SIDA, NORAD, DANIDA, JICA, AECI (Spanish Cooperation), the World Bank and the IADB. It is to be noted that WFP is not a member of either donor coordination group. 5.2.5 Grupo de Interes por la Soberania y la Seguirad Alimentaria y Nutricional

(GISSAN) 41. The GISSAN is a network of 50 NGOs (10 international and 40 national) who are involved in food security activities. It was created in 2002, has its own office and secretariat and is financed by the Spanish Cooperation. It meets on a monthly basis and is planning to establish observatorios to monitor the food security situation in the municipalities where its members are present. The NGOs plan to raise awareness regarding the food security situation in Nicaragua and work closely with the Comités de Desarollo Municipal (CDM) and build their capacity.

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6. CAPACITY BUILDING ACTIVITIES 42. Several agencies have implemented capacity building activities for strengthening emergency assessment, preparedness, and response in Nicaragua. These include the World Bank, the EU, ECHO, the US Government, OCHA, UNDP, WFP, and FAO (see Annexes G and H for a detailed list of capacity building activities benefiting SINAPRED and the Civil Defense). 6.1 World Bank 43. Since 2001, the World Bank has financed a US$ 13.6 million “Natural Disaster Vulnerability Reduction Project”. The main objectives of the project, which is expected to end in 2009, are to (a) strengthen the institutional capability in disaster management at the national level; (b) build the institutional capacity for disaster mitigation at the national level; (c) promote disaster awareness and "preventive thinking" through public sector education and awareness programs; (d) build local capacity to manage disaster emergencies, to assess risk and to identify mitigation measures; and (e) implement vulnerability reduction and mitigation measures at the local level. Box 3 provides a summary of the components and sub-components of the World Bank-funded project.

Box 3 Components and Sub-Components of the

Natural Disaster Vulnerability Reduction Project

Project Component A - Strengthening of National System Capacity for Disaster Management (US$4.82 million)

Sub-component A.1: Institutional Strengthening of the Executive Secretariat (a) Organizational Development and the Establishment of Capabilities in Planning and Project

Management (b) Improvement of Physical Plant and Equipment

Sub-component A.2: Strengthening the National System (a) Development of National Emergency Plans (b) Improving Emergency Response Capacity (c) National Program of Emergency Simulations

Project Component B - Development of a National Mitigation Program and Strategy (US$1.65 million) Sub-component B. 1: Design of a Mitigation Information System

Sub-component B.2: Development of a National Policy for Involuntary Resettlement to Reduce Risk from Natural Disasters

Sub-component B.3: Strategic Mitigation Studies (a) Vulnerability Assessment of Managua (b) Watershed Vulnerability - Overall Review and Pilot Assessment (c) Review and Revision of National Building Codes Sub-component B.4: Preparation of National Mitigation Program and Strategy Sub-component B.5: Expert Technical Assistance in Vulnerability Analysis

Project Component C - Building Public Awareness of Disaster Prevention (US$ 0.97 million) Sub-component C.1: Updating Formal Education Curricula on Disasters (a) Updating of Methodological Guides for Teachers

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(b) Training for Teachers (c) Design and Production of Instructive Materials (d) Impact Evaluation and Exchange of Experiences in the Formal Education System Sub-component C.2: Public Awareness Program (a) Design and Development of a Communications Strategy (b) Production and Dissemination of Materials Sub-component C.3: Strengthening Disaster Awareness in the Communications Media (a) Production and Dissemination of Information on Risk Analysis (b) Training for Journalists and Communications Employees (c) Review and Reform of Education Curricula for Communications Professionals

Project Component D - Strengthening Local Capacity for Disaster Risk Management (US$3.69 million)

Sub-component D.1: Consolidation of Committees for Disaster Management (a) Organization of and Equipment for Local Emergency Committees and Brigades (b) Monitoring of the Committees Sub-component D.2: Promotion of "Preventative Planning" (a) Vulnerability Analysis and Mapping (b) Long-term Land-Use and Mitigation Planning

Project Component E - Implementation of Local Vulnerability Reduction Measures (US$4.16 million)

Sub-component E.1: Selection of Sub Projects and Preparation of Municipal Investment Plan Sub-component E.2: Implementation of Sub Projects

Project Component F - Project Financial Management (US$0.76 million) Sub-component F.1: Financial Administration Support

Source: World Bank, 2001 6.2 European Union (PRESANCA) 44. The European Union is funding a regional program called PRESANCA (Programa Regional de Seguridad Alimentaría y Nutricional para Centroamerica). The program which has as its main objective improving food security in the four Central American countries (Nicaragua, El Salvador, Guatemala, and Honduras) and contributing to regional integration, has a total budget of 14 million euros and a duration of four years. One of PRESANCA’s implementing partners is FAO which is responsible for establishing a food security information system at the local, national, and regional level. PRESANCA’s expected results are (i) reinforcing the local, national and regional policies regarding food security; (ii) increasing the capacities of analysis and follow-up of food insecurity; (iii) implementing a food security information system at the local, national, and regional levels; and (iv) reducing the impact of food insecurity through the funding of small-scale projects at the community level. In Nicaragua, PRESANCA is being implemented in six municipalities (3 in Madriz, 1 in Jinotega, 1 in Nueva Segovia, and 1 in RAAN). 6.3 ECHO 45. ECHO, out of Managua, is implementing a regional-level program for building the national, regional, and municipal capacities for being better prepared and for responding to natural disasters. ECHO has provided equipment and training to several

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COMUPREDs and, in some vulnerable communities, has even assisted the COLOPREDs. 6.4 United States Government 46. The United States Government, through its various agencies USAID, OFDA, FEMA has implemented several capacity building activities in Nicaragua. For example, FEMA has financed the assessment and building of emergency management capability. The US has also provided technical assistance and training for doing hazard mapping (1:10,000). OFDA has trained SINAPRED, COREPRED and COMUPRED staff in implementing rapid initial investigations using the Damage and Needs Assessment (DANA) methodology. In addition, OFDA, in the past, has financed the recruitment of a two-year national consultant to serve as a Disaster Mitigation Advisor. Also, through Zamorano University, it has assisted in strengthening municipal capacity for disaster response though training and prepared detailed maps of key municipal centers based on aerial photography and vulnerability analysis for GIS systems. 6.5 OCHA 47. In August 2006, OCHA opened an office in Nicaragua. Prior to that date, it was implementing activities out of the regional office in Panama. OCHA’s workplan for the upcoming year is to build the capacity of both the UN system as well as of the government to prepare and respond to emergencies. One of OCHA’s objectives in Nicaragua is to put in place a humanitarian forum where SINAPRED, UN agencies and NGOs meet to better coordinate their activities. In addition, OCHA plans to raise awareness regarding emergencies by holding a workshop on communication for the media. OCHA has expressed its interest in including a session in that workshop specifically on food security as it relates to emergencies and to address food insecurity resulting not only from rapid but equally slow onset disasters. Finally, OCHA indicated that it would be willing to finance the dissemination of the REDLAC methodology18 in Nicaragua. 6.6 UNDP 48. Prior to the World Bank-funded project, UNDP played an important role in financing the preparation of the legal framework for establishing the SINAPRED. More recently, UNDP has implemented several workshops at the national and decentralized levels for increasing awareness regarding disaster risk reduction as well as for building the capacities of the COREPREDs and COMUPREDs. Currently, UNDP, in collaboration with the other UN agencies, is coordinating a food security project aimed at improving food security at the municipal level by building the municipalities’ capacities

18 The « Metodologia de Evaluación Rapida para la Asistenca Humanitaria » is a methodology that was developed recently by REDLAC, a regional inter-agency working group on risks, emergencies, and disasters for the Central American and Caribbean region based in Panama. It complements OFDA’s Damage and Needs Asseesment (DANA) methodology by addressing food security, nutrition, and health aspects in damage assessment.

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to address food insecurity. This project will be implemented by placing UNVs in 52 municipalities. The various UN agencies are expected to provide technical input in the design and implementation of the project. Finally, UNDP HQ has received US$500 million from the Spanish Government to implement disaster risk management globally and in collaboration with other UN agencies. UNDP Nicaragua is planning to submit a proposal for US$ 4 million that covers a three-year period. This project proposal could provide an opportunity for harmonizing all UN agencies’ capacity building activities regarding emergency assessments, preparedness and disaster risk reduction in Nicaragua. 6.7 WFP 49. Up to recently, WFP’s capacity building activities had been limited to training of both SINAPRED and COMUPRED staff in the programming, accounting, and logistics of food aid. However, since 2006, WFP has become more active in developing the national capacities in terms of assessments and preparedness. For example, recently, WFP organized four EFSA workshops for training government and non-government staff which were well received and created a demand for further similar workshops. 50. In addition, WFP is currently in the process of launching two initiatives. The first is to pilot a VAM study that focuses for the first time on the vulnerability to food insecurity of the population at the municipal level. The second is to implement an Early Warning System (EWS) in food security at the communal and municipal levels. These two projects have been submitted to international donors for financing and will be implemented in coordination with SISSAN and other local and international actors (see Annexes C and D for proposals). 51. Finally, WFP, in coordination with SINAPRED and OCHA, is leading an initiative to implement disaster-simulation exercises in the hurricane prone regions of RAAN and RAAS (North and South Atlantic Coasts Regions of Nicaragua) in order to strengthen the national, regional and local capacities (SINAPRED, COREPRED and COMUPREDs) to be better prepared in case of an emergency. 6.8 FAO 52. Whereas FAO has not worked closely with SINAPRED, it has been assisting MAGFOR for some time in terms of setting up the SISSAN (Sistema de Información en Seguridad Alimentaria y Nutricional). As mentioned earlier, FAO is also contributing to the development of a municipal and national food security information system through the PRESANCA project. Finally, FAO is providing technical assistance to MAGFOR for updating the National Food Security Policy and for developing a National Food Security Program. 6.9 Other Agencies 53. In addition to the above organizations’ capacity building activities, there are several other agencies that have supported emergency preparedness activities. For

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example, SINAPRED received assistance through the IADB’s institutional and technical support for CEPPREDENAC (US$0.3 million). The Organization of American States (OAS) piloted early community-managed warning systems in the Rio San Juan Watershed management project. GTZ financed local early waning systems and emergency preparation in Corinto and Chinandega. The Swedish International Development Agency (SIDA) financed the Managua early warning project and the Norwegian Cooperation funded an earthquake preparedness project also for Managua – each at the cost of US$0.5 million. 54. Many international NGOs have similarly assisted SINAPRED and the Civil Defense in implementing early warning and preparedness activities at the decentralized level. They include Save the Children, Oxfam-UK, Acción Medica Cristiana, and the IFRC. 7. THE SWOT ANALYSIS 55. Using the analytical framework described above (paragraph 7), following is a SWOT analysis identifying the Strengths, Weaknesses, Opportunities, and Threats to implementing the Nicaragua Action Plan at the institutional, organizational, and individual levels. 7.1 Strengths - Achievements 56. The existing strengths in Nicaragua are a result of the achievements attained at the institutional, organizational, and individual levels to assess needs and prepare for an eventual emergency situation. They include the following:

At the policy/institutional level:

57. As indicated earlier, Nicaragua has several enabling legislations (see Box 4) for assessing, preparing for and responding to emergencies. It has developed a National Program for Risk Reduction which was updated in 2004 into the National Plan for Risk Management.

Box 4 Enabling Legislation

LAW/DECREE OBJECTIVE STATUS

Law 337: National for Disaster Prevention, Mitigation, and Response System. Establishes the necessary norms, dispositions, and general instruments to create, and allow the functioning of, an inter-institutional system focused on reducing the impact of natural or induced disasters through prevention, mitigation, and response activities. Became effective on 7 April 2000. Decree 53/2000: Establishes the regulatory framework needed to apply and execute Law 337. Became effective on 28 June 2000. Decree 98/2000: Assigns responsibilities to participating entities of the National System. Became effective on 5 October 2000.

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Source: World Bank, 2001 58. When it comes to food security, Nicaragua, in 2001, elaborated a Food Security and Nutrition Policy. The policy was developed by CONASAN, an inter-ministerial coordinating body, and is based on the human right to food as recognized in the constitution. The policy lays out six specific objectives including: (i) increasing food production; (ii) facilitating permanent access by all to culturally acceptable food in sufficient quantity and quality for a nutritionally adequate diet; (iii) reducing malnutrition including that of micronutrients; (iv) maintaining food quality; (v) improving food consumption behaviors; and (vi) coordinating food security efforts of governmental and non-governmental institutions. 59. Since the food security policy is more a series of goal and statements, than a strategy designed for implementation, the new government and with support from FAO, is currently preparing a National Food Security Program as well as a law covering food security.

At the organizational level: 60. In order to analyze the capacity at the organizational level, the structure, coordination, communication, and resources need to be examined. 61. As mentioned earlier, the SINAPRED in Nicaragua is well-established, staffed and equipped. It has a staff of several professionals covering five divisions (see Annex I for organigram). It has received substantial support from various donors for building its offices and equipping them.

62. In terms of coordination at the central level, SINAPRED is responsible for overall coordination of emergency assessment, preparedness, and response. In case of a rapid onset emergency, SINAPRED and the Civil Defense have the systems and procedures to ensure coordination. In addition, the nine sectoral Commissions of SINAPRED are supposed to support SINAPRED in organizing an adequate response depending on the type of emergency and sectors affected. 63. The Civil Defense has assisted 131 municipalities and several communities in developing their contingency plans. In addition, in each region/department, the Civil Defense has an estimate of quantity and type of food needs per community per type of disaster calculated using the SPHERE method. The tables produced by the Civil Defense give a breakdown per community at the municipal level by number of families, men, women, and children. Finally, the Civil Defense has started carrying out disaster-simulation exercises in Managua and is planning to replicate them in the RAAN and RAAS. 64. At the decentralized level, the local governments usually include hazard analysis or emergency preparedness in municipal planning exercises. What facilitates coordination at the departmental/regional as well as the municipal levels is that the committees responsible for local development - Comité de Desarollo Departamental/Regional and

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Municipal - are part of the CODEPRED/COREPRED and COMUPRED respectively. Municipalities in Nicaragua are currently assuming more responsibilities for their own development planning and, with support from different agencies, are increasingly identifying and carrying out priority investments for social and environmental needs through participatory methodologies. And, the Asociacion de Municipios de Nicaragua (AMUNIC) has expressed its interest in implementing food security activities at the municipal level. 65. In terms of communication, all the municipalities are equipped with computers, faxes, phone lines and have no difficulty communicating with the departments/regions and Managua. However, when it comes to information being passed on from the communities to the municipalities, some remote communities have difficulty in communicating and in transportation to reach the municipalities (this is especially the case in the RAAN and RAAS regions). At the very least, the MAGFOR facilitators (facilidadores), which are the Ministry’s employees at the municipal level, usually use their monthly trip to the department/region’s capital for collecting their salaries to present their reports to the Delegado Territorial. In some departments, the facilidadores meet with the Delegado Territorial on an even more frequent basis, sometimes as often as every week (e.g., Matagalapa).

At the individual level:

66. In terms of building its own human resources at the centralized and decentralized levels, the SINAPRED and the Civil Defense, with the help of several partners, have received and/or conducted several trainings including the following:

• Most of the COMUPREDs have been trained on emergency needs assessment (DANA methodology) and preparedness. They have also been assisted in preparing their contingency plans.

• Several COLOPREDs have had their capacity built to better prepare in case of a natural disaster.

• UNDP, with funding from the Swiss Development Cooperation, implemented a Training of Trainers workshop for 40 facilitadores, who in their turn trained more than 300 persons from different ministries, departmental/regional institutions, municipalities, and NGOs.

• UNICEF has carried out nutritional training in collaboration with the Ministry of Education and the Nicaraguan Red Cross.

• Around 30 government staff have participated in EFSA trainings offered by WFP (two in Managua, and one in each of Wiliwili and Waspan in the RAAN).

7.2 Weaknesses - Gaps Identified 67. The following gaps have been identified regarding national capacity development in Nicaragua for emergency food security assessment and preparedness.

At the institutional/policy level:

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68. Though, as noted above, Nicaragua has elaborated the necessary policies to address disasters, several organizations have noted that the role of food security is not appropriately dealt with. For this reason, there is a group of NGOs that is providing input for the revision of Law #337 to ensure that issues related to food insecurity, food sovereignty, and malnutrition are taken into consideration. One indicator of the relatively low priority accorded to food security is that there is no Commission specifically responsible for responding to food insecurity. In addition, at SINAPRED there is no dedicated staff (focal point) that follows and coordinates the assessment, preparedness, and response of food and non-food aid targeting vulnerable people.

69. This lack of SINAPRED awareness and priority regarding food insecurity and malnutrition is translated into practical terms by (i) SINAPRED assessing and responding to mostly rapid onset disasters only; and (ii) even then, assessing only the impact that these types of disasters have on physical infrastructure and not on food security.19 The difficulties resulting from food availability, access and utilization resulting from slow-onset events such as droughts or economic shocks are not addressed as emergencies. It is expected that (i) concerted advocacy efforts on the part of the UN agencies (especially WFP, FAO, and UNICEF) and NGOs; and (ii) an awareness-raising workshop for high-level government officials and the media (organized by OCHA and with collaboration from WFP and MFEWS) would help in expanding SINAPRED’s focus on rapid onset disasters to include slow onset ones.

70. As mentioned earlier, while Nicaragua does have a National Food Security Policy, overall policy decision affecting agriculture, economic development, and social services are guided more by the National Development Plan. According to a report prepared by Sahley et al and entitled “The Governance Dimensions of Food Security in Nicaragua”, the Plan has been widely criticized by food aid donors for not including food security as a major objective. In the past, FAO, WFP, UNICEF and WHO have called on the Nicaraguan government to add food security as a cross-cutting issue, with greater attention to food crops, resource poor areas, and nutritional support or children.

Box 5

Governance Issues and their Impact on Food Security Policy in Nicaragua

Key findings regarding the constraints for improving the institutional capacity to address food security in Nicaragua: • Genuine government commitment for tackling the complex problem of food security is unlikely to

develop in the absence of a mobilized constituency pushing the issue higher on the public and political agenda.

• The NGO sector is only weakly involved in advocacy on food security issues, preferring in general to work directly on community development and social protection issues.

• Responsibilities for food security are diffused and very poorly coordinated among a wide range of public sector entities.

19 SINAPRED’s emphasis on rapid onset disasters and their impact on physical infrastrucutre stems from two different reasons. The first is the high visibility of natural disasters such as earthquakes, hurricanes, and volcanoes. The other is due to the emphasis given to assessment, preparedness, and response to rapid onset disasters in Nicaragua given by two major donors, namely USAID/OFDA and the World Bank.

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• Though there are several actors involved in food security, there is no apparent lead agency for food security.

• The high percentage of food security activity dependent on external assistance does not assist in building stronger institutional capacity.

Source: Sahley, et al, 2005. 71. The institutional and policy constraints regarding food security in Nicaragua can only be addressed by re-examining the roles, responsibilities, and institutional housing of: (i) CONASAN, as the policy-setting body; (ii) COTESAN, as the technical coordination forum; and (iii) SISSAN, as the information-generating system. As mentioned earlier, the limitation of CONASAN and COTESAN is that they are coordinated by the Ministry of Health and not by a higher level within the government. Similarly, SISSAN, being within MAGFOR is unable to obtain the cooperation of other relevant ministries in collecting needed information. It is recommended that with the preparation of a new National Food Security Program and Law and the priority that the new government has accorded to food security - that these issues be reviewed. In addition to the institutional relationships at the central level among all the players involved in food security, it is equally important to examine the institutional linkages between the central level (Managua) and the municipal level where all the information is collected, especially when it relates to the SISSAN. This is particularly relevant for ensuring that smooth, accurate, and timely flow of information from the different early warning systems that are being piloted at the municipal level. In the region, and after a long participatory process, Guatemala was successful in setting up an institutional and legal framework for addressing food insecurity and malnutrition at the highest level of government (see Annex J for the instructional/legal set up of Guatemala’s Secretaría de Seguridad Alimentaria y Nutricional - SESAN).20 Since the Central American region is moving towards greater regional integration, it is recommended that a group of high-ranking Nicaraguan decision-makers visit Guatemala to discuss and share ideas regarding this issue.

At the organizational level: 72. The most important weakness at the organizational level is the lack of coordination and regular communication between SINAPRED, COTESAN, MAGFOR, and the organizations implementing food security activities. For example, whereas there are several organizations, such as WFP, UNDP, FAO (PRESANCA), and Acción Contra el Hambre (see paragraph 22) that are already implementing or planning to start an early warning information system at the municipal level, there is no coordinating mechanism to ensure that the selection of municipalities, the methodology used, the indicators selected, and the capacity building activities planned at the municipal level are harmonized. Even more importantly, there is no single agency or government office that is examining the linkage between all these pilot activities at the municipal level with the central level (e.g., SISSAN or a modified version of it).

20 This could of also of interest to PRESANCA which has as one of its objectives the regional integration of food security information systems.

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73. Currently, neither SINAPRED nor MAGFOR have a staff that can act as a focal point and interlocutor with the UN agencies and NGOs. This is translated in practical terms in very weak communication and information exchange. Information regarding meetings and documents are received on an ad hoc basis and through personal contacts.21 In addition, and as noted by both OCHA and most of the NGOs met, there is insufficient coordination and collaboration between SINAPRED and the NGOs.

74. As to implementing EFSAs, the past recent experiences have demonstrated specific weaknesses, most importantly the lack of trigger procedures and agreement on EFSA methodology (see Box 6).

Box 6 Lessons Leant from the Rapid EFSA Experience in Nicaragua

Based on WFP’s recent experiences with rapid EFSAs in Nicaragua, following are some of the key lessons leant: • There is a need to adapt the EFSA Handbook to the Central American region. • In Nicaragua, there is no clear trigger mechanism for conducting an EFSA or for coordinating its

implementation. • It is important to develop a joint methodology for carrying out an EFSA, otherwise it would be

difficult to obtain consensus on the EFSA results. • Whereas the EFSA workshops that have been offered in Nicaragua have raised awareness and

generated interest in EFSAs, there is a need to continue building the capacity of WFP staff as well as its partners (government, UN, and NGOs) in implementing a rapid EFSA.

• Following the adaptation of the EFSA Handbook to the region, it is recommended to implement training for carrying out an in-depth EFSA at the regional level and in collaboration with CEPREDENAC.22

WFP could build on the momentum that the introductory EFSA workshops have created and on the demand for further EFSA training that they have generated in order to develop a joint methodology and trigger procedures for carrying out a rapid EFSA in Nicaragua.

Box 7

Food for Thought for Piloting Early Warning Systems at the Municipal Level in Nicaragua

Following are some issues to be considered when designing an Early Warning Information System in Nicaragua: Institutional issues

21 For example, although SINAPRED informed us that it has developed a response plan in case of a drought, none of the members of the Committee of Interest in Food Security had received this document or is even aware of its existence. 22 CEPREDENAC is the regional institution that provides the oversight role for prevention, mitigation, preparedeness and response activities among a network of national disaster institutions at the national level. They include Protección Civil (El Salvador), CONRED (Guatemala), COPECO (Honduras), and SINAPRED (Nicaragua).

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• Collection, analysis, and institutional housing of food security information requires increased collaboration among several ministries that would need to be coordinated at a level higher than a ministerial one.

Communication • It is important to examine carefully how and with what frequency information will be transmitted

from the communities, to the municipalities and then onwards to the departments/regions and, finally to Managua.

Selection of pilot municipalities • The selection of pilot municipalities should be done in coordination with the Department Officials

and the Comité de Desarollo Departamental. The mayor’s buy-in should be obtained and close coordination with other development organizations working in the municipality/department be ensured. For example, WFP could explore collaboration with Peace Corps Volunteers specialized in food security and/or community health and placed in the communities where WFP plans to pilot an early warning system (see Annex K for a list of Peace Corps Volunteers).

Baseline study • Carry out a baseline analysis (or municipal VAM) and as much as possible harmonize this study

with other organizations piloting early warning systems. Choice of indicators • The choice of indicators emanates from the baseline and are only useful if they: (a) can show

trends; (b) are easily collectable; (c) are sensitive to change (hence allowing for trend analysis); and (d) can collectively highlight emerging problems (i.e., a food access problem) on which specific action can be taken.

• Explore usage of information already produced in the weekly and/or monthly reports that the Delegado Territorial prepares and sends to Managua.

• Explore linkages with the community-based nutrition project (PROCOSAN) in the municipalities where it exists.

• Select a few key community-based food security early warning indicators. • Apply the KISS principle – Keep It Simple and Straightforward. Capacity issues • Build the capacity of all municipal staff/consultants/volunteers involved in setting up the early

warning system. Coordinate with other agencies so that the capacity building is harmonized. • Organize trips from one municipality to another (one department to another) to exchange

information and share experiences. Participation at the grassroots level • Involve community leaders, facilidadores, and Delegados Territoriales in the design of the early

warning system and choice of indicators. • Build on the experience of NGOs – such as Save the Children and Oxfam – who have worked on

food security at the community level. • If possible, use the GISSAN network of NGOs to build capacity at the community/municipal level

where they already have a field presence. Sustainability • Ensure linkages with the central level once it is known where and in what form the SISSAN would

be housed. • Link the early warning information system with the Comité de Desarollo Municipal (CDM) and

build the CDMs capacity to initiate activities to respond to eventual food insecurity. • Mobilize resources to recruit a technical assistance to support the SISSAN in centralizing the

information received from the municipal level and to harmonize it with other food security information systems in Central America.

75. Finally, the contingency plans are well-prepared and kept up-to-date when it comes to rapid onset emergencies. The winter plan covers inundations, landslides and other types of emergencies caused by excessive rainfall; the summer one considers the

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possibility of forest fires and droughts. However, the planning in case of drought examines the shortfall in rain as it impacts human consumption of water and does not take into consideration the effect of drought on food production, and by extension food security.

At the individual level: 76. Due to staff changes at all levels of government – national, departmental/regional, and municipal - several of the government employees that have participated in past trainings no longer hold their positions. The new staff need to be trained on all aspects of emergency assessment, preparedness, and response. When it comes to the initial rapid evaluation (evaluación inicial), the core group from SINAPRED composed of 10 staff of various government departments could benefit from a refresher training. In addition, and as indicated earlier, the methodology used in Nicaragua for carrying out initial rapid evaluations is the OFDA methodology for Damage and Needs Assessment (DANA) which focuses exclusively on the impact of disasters on physical assets. A methodology complementing OFDA’s DANA and addressing food security and nutrition aspects of emergencies has been developed by REDLAC, a regional inter-agency working group on risks, emergencies, and disasters for the Central American and Caribbean region based in Panama. WFP’s Regional Bureau has indicated its interest in disseminating this methodology in Central America and this interest is mirrored by the need for such information from the part of COMUPRED members (e.g., in Puerto Cabezas) and from the Nicaraguan Red Cross. It is recommended that such a training combining the DANA and REDLAC methodologies be offered to the SINAPRED core group responsible for conducting initial rapid evaluations as well as to the COREPREDs of the RAAN and RAAS with participation of some COMUPREDs. 77. As mentioned earlier, in Nicaragua, the type of EFSA that is usually carried out following a rapid onset disaster is the rapid EFSA. The recent introductory EFSA workshop held in April 2007 has generated a great deal of interest in SINAPRED, MAGFOR, UN agencies, and NGOs for building national capacity for implementing an EFSA. WFP could build on the momentum generated by the recent workshop and hold a more hands-on type of training for implementing a rapid EFSA in Nicaragua. The trainings could also be used for bringing together members of the Committee of Interest in Food Security to start discussions on designing a joint methodology and trigger procedures for carrying out a rapid EFSA. 78. In addition to building the national capacity for conducting a rapid EFSA, there is a need to build the capacity at the regional level for carrying out an in-depth EFSA. This regional level training could be held in collaboration with Centro de Prevención de los Desastres Naturales en America Central (CEPREDENAC) in Guatemala. WFP could replicate in Central America its successful experience for building capacity for implementing EFSAs in the Andean countries (see Box 8). In addition to promoting regional integration which is the objective of Central American governments, holding the in-depth EFSA training at the regional level would facilitate mobilizing resources for implementing the activity (e.g., from the joint IADB-WFP regional nutrition project).

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Box 8

WFP: The Andean Experience According to WFP’s Regional Bureau in Panama, the development of national capacities for ENA, in Bolivia, and in the Andean countries, in general (Ecuador, Colombia, Peru) took some time, starting from the consolidation of a UN Agencies coordination platform called Grupo UNETE (with UNICEF, UNDP, PAHO, WFP and UNFPA as main participants). This platform facilitated not only better coordination but also the implementation of joint projects and initiatives both in emergency and development. In terms of ENA, one important point was the agreement to carry out joint assessment missions in cases of emergencies, particularly at the first stages (initial assessments). In addition, the exercise of adapting the EFSA Handbook to the Andean region was an indirect way of raising awareness regarding food insecurity and malnutrition in the region. WFP’s RB could assist Nicaragua’s CO in replicating this experience by sharing the detailed process followed by Bolivia, consultant TORs and CVs that could be used by Nicaragua’s CO to (i) generate sub-regional interest and awareness; (ii) adapt the EFSA Handbook to Central America; and (iii) implement EFSA training for key CO staff, national counterpart representatives, and partner organizations in collaboration with CEPREDENAC. 79. Finally, once the process for setting up the municipal-level early warning system is finalized (i.e., selecting pilot municipalities, harmonization of methodology for implementing a baseline, choosing indicators), UNVs, Peace Corps Volunteers, consultants hired by the different organizations would need to be trained in order to ensure that the various pilot projects are implementing more or less similar early warning systems at the municipal level (in terms of process of selecting indicators, format of baseline and type of capacity building for the municipality and the Comité de Desarollo Municipal). 7.3 Opportunities – Leveraging Regional Initiatives 80. There are several activities/initiatives taking place at this time in both Nicaragua as well as in the Central American region which provide a good opportunity to implement a national capacity development plan for improving emergency food security assessment and preparedness. 81. In Nicaragua, the new government has indicated that food security is one of its main priorities and is launching the “Hambre Cero” Program. Several UN agencies, multilateral donors (through projects such as PRESANCA and PROCOSAN) as well as NGOs are implementing projects for reducing food insecurity. UNDP is planning shortly to present a US$ 4 million proposal which is supposed to be jointly implemented with all concerned UN agencies for developing the national capacity for risk management and reduction in Nicaragua. 82. In addition, the Government of Nicaragua and the World Bank are in the process of formulating a new Country Assistance Strategy for the coming few years and this also presents an opportunity to ensure that food security is taken into account in the general development program of the country.

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83. Last but not least, the reorganization of both SINAPRED and MAGFOR could be a chance for ensuring that both institutions attach a higher priority for assessing, preparing and responding to food insecurity whether it is caused by a rapid or slow onset disaster. It could also be an opportunity for reviewing the institutional set up of a food security information system. 84. At the regional level, the highest political commitment has been secured to address child malnutrition and WFP has partnered with the Inter-American Development Bank (IADB) to work jointly on improving child nutrition (see Annex L). In addition to the IADB, the World Bank as well is promoting the importance of addressing child malnutrition in the region (see Box 9).

Box 9 The World Bank: Fighting Chronic Malnutrition

In order to raise the profile of malnutrition as a development issue in Central America, the World Bank organized a workshop on Fighting Chronic Malnutrition in Central America in Tegucigalpa, Honduras in November 2006, with support from the UK Department for International Development (DFID) and the Bank Netherlands Partnership Program (BNPP). This workshop gave Central American countries an opportunity to learn from one another and to develop strategies for improving their own programs, particularly community-based programs focused on preventing malnutrition in children under two years old. The event brought together 150 participants, including practitioners from all six Central American countries and from several Andean countries, researchers, opinion-makers, government officials, and representatives of the World Bank, WFP, the Pan American Health Organization, UNICEF, and USAID. Source: www.worldbank.org 7.4 Threats – Continued Lack of Coordination and Weak WFP CO Capacity 85. The conditions for ensuring the successful implementation of the proposed plan include an improvement of coordination among all actors involved in food security in Nicaragua. One way of ensuring that such coordination takes place is by enlarging SINAPRED’s perception of disasters to include food insecurity resulting from slow onset emergencies. Failing to do so, SINAPRED would lack the incentive to play the coordinating role and would continue to address emergency assessment and preparedness through the narrow focus of the impact of disasters on physical infrastructure. Equally, not succeeding in expanding the definition and perception of emergencies to include ones that result from economic shocks and/or prolonged droughts, would allow SINAPRED to continue focusing mostly on rapid onset disasters. 86. Improved coordination with SINAPRED is not sufficient. Equally necessary is better coordination among all the players involved in food security, especially those who are planning to pilot early warning information systems at the municipal level. 87. Another impediment for executing the action plan is the Country Office’s weak capacity. To address WFP’s insufficient staffing at the CO level, additional persons

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could be recruited and increased technical assistance and back-up from the Regional Bureau would be needed. 8. PROPOSED ACTION PLAN 88. Based on the above institutional and stakeholder analyses, an action plan to develop the national capacity for emergency food security assessment and preparedness is proposed below, including its (i) objective, (ii) activities, (iii) expected timeframe, (iv) staffing/management requirements, (v) respective roles and responsibilities of WFP and its partners and potential sources of financing, and (vi) budget. 8.1 Objective 89. The objective of the proposed action plan is to develop the institutional, organizational and individual capacities of the government to conduct better emergency food security assessment and enhance preparedness, building on the achievements reached so far and capitalizing on the existing strengths and opportunities. 8.2 Activities 90. At the policy/institutional level: Activity 1: With OCHA and MFEWS, organize a workshop for raising high-level political awareness regarding slow and rapid onset disasters and their impact on food security and malnutrition. Participants would be invited from the media, the President’s Office, SINAPRED, MINSA, MIFAMILIA, and MAGFOR. Output 1: Increased high-level awareness regarding food insecurity and malnutrition in Nicaragua. Increased high-level awareness regarding both rapid and slow onset emergencies. Activity 2: Organize a trip to Guatemala for high-level government decision-makers (e.g., from SINAPRED, MAGFOR, MINSA, the office of the President, and office responsible for preparing the National Food Security Program) to exchange experiences regarding the institutional set up of an information system for food security and nutrition. Output 2: Officials exposed to new ideas regarding institutional/policy/legal issues related to food security and nutrition. Government staff able to provide input to the formulation of the National Food Security Program. Activity 3: Address formal letters to SINAPRED and MAGFOR requesting the appointment of a focal point dealing with food security.

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Output 3: Improved coordination, collaboration and information exchange regarding food security activities between government and Committee of Interest on Food Security.

91. At the organizational level: Activity 4: Provide technical assistance to the office responsible for collecting and analyzing information regarding food security in Nicaragua.23 Output 4: Increased organizational capacity at the central level for managing the early warning information system (better coordination; exchange of experiences among the different pilot projects; harmonization of processes, indicators, and capacity building exercises; better monitoring; and input to the National Food Security Program). Activity 5: Re-activate the Committee of Interest on Food Security and expand it to include other organizations working on food security, such as PRESANCA, UNV, and Peace Corps.

Output 5: Better coordination among organizations involved in food security activities, especially the piloting of the early warning information systems at the municipal level. Activity 6: Coordinate, collaborate and harmonize process of selection of pilot municipalities, format of baseline survey, methodology to choose indicators, training of staff/consultants/volunteers involved in pilot projects.

Output 6: Different organizations piloting at the municipal level have harmonized pilot activities. Improved chance of linking pilot activities to the central level in Managua. Activity 7: Pilot an early warning food security information system in four municipalities. Output 7: Four municipalities have an established early warning food security information system. Capacity of CDM and COMUPRED developed. Activity 8: Develop rapid EFSA methodology and trigger procedures to implement an EFSA.24

23 Where this technical assistance will be placed will depend on MAGFOR’s reorganization and on whether the new government will decide to move the SISSAN out of MAGFOR and place it at higher level. 24 ODAN has prepared a technical guidance sheet for triggering an EFSA and could be used as a tool to identify the triggers for Nicaragua which can only be determined based on the crises context and information collected/available.

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Output 8: A rapid EFSA methodology developed with the participation of major players (e.g., SINAPRED, MAGFOR, FAO, and UNICEF) and accepted by them. Trigger procedures developed and disseminated to the regions and municipalities. 92. At the individual level: Activity 9: Implement initial rapid evaluation (evaluación inicial) training for the core group from SINAPRED composed of 10 staff as well as the COREPREDs and select COMUPREDs in the RAAN and RAAS.

Output 9: A team of 10 SINAPRED staff as well as a team for each of the RAAN and RAAS regions trained on initial rapid evaluation using the DANA and REDLAC methodologies.

Activity 10: Build the capacity of key government, WFP, UN and NGO staff to conduct a rapid EFSA training. Output 10: A multi-agency/government team capable of implementing rapid EFSAs.

Activity 11: Adapt EFSA manual to the Central American region. In coordination with CEPREDENAC, implement a regional-level training conducting in-depth EFSAs which looks at food availability, access, and utilization as well as at nutrition. Output 11: Awareness raised at the regional level regarding EFSA. Greater regional integration and capacity to conduct in-depth EFSA. Activity 12: Build the capacity of staff/consultants/volunteers involved in implementing the pilot information systems at the municipal level.

Output 12: Staff/consultants/volunteers are capable of implementing the pilot project in a harmonized manner at the municipal level.

8.3 Expected timeframe 93. The proposed action plan is expected to be implemented within a period of two years starting from the date when resources are mobilized. 8.4 Staffing/management requirements 94. For the implementation of this action plan, a consultant providing technical assistance to the unit responsible for early warning information system at the central level is proposed. Also, additional staff to build WFP CO’s capacity is recommended. Finally, it is envisaged that several short-term consultants would be recruited to carry out specific activities.

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95. The consultant will be placed in the unit/ministry which will have the responsibility of collecting and analyzing information regarding food security in Nicaragua. His/her TORs would be drawn by the Committee of Interest on Food Security. The consultant’s responsibilities could include the following: • Coordinate the activities of all organizations implementing pilot early warning

systems at the municipal level. • Ensure that the processes, methodologies, choice of indicators are harmonized. • Participate on a regular basis in the Committee of Interest on Food Security. • Provide input into the elaboration of the National Food Security Program. • Liaise with the Delegados Territoriales regarding food security information collection

and analysis. • Establish a database at the central level for collecting the information and train

national staff in managing the database and in analyzing the information. • Generate timely and accurate monthly reports on the food security situation in

Nicaragua. • Provide technical input on TORs of short-term consultants hired for building capacity

of staff implementing pilot projects; • Establish knowledge-sharing practices among the different pilot municipalities and

promote good practices; 96. In addition, the WFP CO’s capacity needs to be expanded by recruiting another staff/consultant to assist in implementing this action plan as well as the two proposals already submitted to donors. 97. Finally, several short-term consultants are expected to be recruited to implement the municipal VAM and the piloting of early warning information systems at the municipal level. In addition, consultants would be required to lead a participatory process for developing an EFSA methodology for Nicaragua and for adapting the EFSA handbook for the Central American region. 8.5 Respective roles and responsibilities of partners and potential sources of resources mobilization 98. This Action Plan is intended to be jointly implemented by the SINAPRED, MAGFOR, the COMUPREDs, the concerned UN agencies, and NGOs. Capacity development activities for emergency needs assessment, preparedness and response should be implemented as much as possible by one coordinated UN team rather than by separate agencies. 99. This coordinated approach and joint programming will facilitate the preparation of the UNDP project proposal which is supposed to be prepared in 2007 and be jointly implemented by the different UN agencies. 100. In addition to government sources of financing and other UN agencies’ pooled resources, WFP HQ has also indicated its willingness to assist the CO in mobilizing funding internationally to pilot the national capacity development initiative in Nicaragua.

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Table 1 summarizes the main organizations responsible for each activity and possible sources of funding for the action plan. 8.6 Budget 101. The total budget for the proposed action plan is USD 530,000 (see Annex M for a detailed budget).

Table 1 Responsibilities and Potential Sources of Financing

per Activity Proposed in the Action Plan

Activity Responsibility Potential Sources of Financing Activity 1 (High-level awareness-raising workshop)

OCHA, MFEWS, WFP (in collaboration with the Committee of Interest on Food Security)

OCHA, MFEWS, WFP

Activity 2 (Guatemala trip) FAO and WFP PRESANCA, FAO, WFP Activity 3 (Focal points on food security in SINAPRED and MAGFOR)

SINAPRED and WFP N/a

Activity 4 (SISSAN technical assistance)

WFP, FAO FAO (PRESANCA), other donors?

Activity 5 (re-activate Committee of Interest on Food Security)

WFP, Committee of Interest on Food Security

N/a

Activity 6 (coordination of pilot projects)

Committee of Interest on Food Security

N/a

Activity 7 (pilot early warning information system in 4 municipalities)

WFP Embassy of Luxembourg

Activity 8 (EFSA methodology and trigger procedures developed)

Committee of Interest on Food Security

UNICEF

Activity 9 (initial rapid evaluation)

OCHA, WFP OCHA, ECHO

Activity 10 (training for rapid EFSA)

WFP WFP CO, WFP RB

Activity 11 (Regional in-depth EFSA training)

WFP, CEPREDENAC WFP CO/RB, CEPREDENAC

Activity 12 (training of staff involved in pilot projects)

Committee of Interest on Food Security

WFP, PRESANCA, FAO, UNDP, Acción Contra el Hambre

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Annex A

LIST OF REFERENCES

Declaracción de Guatemala, Erradicacción de la desnutricion infantile en centroamerica a la republica dominicana, 19 marzo 2007.

FAO, 2002. Caracterización de grupos vulnerables a la inseguridad alimentaria (Informe final). Preparado por Ervin Vargas Perez, Consultor Nacional, Julio de 2002.

Government of Nicaragua, 2001. Politica Nacional de Seguridad Alimentaria y Nutricional.

REDLAC, 2006. Metodologia de evaluacion rapida para la asistencia humanitaria, diciembre 2006.

Sahley, Caroline, et al, 2005. The Governance Dimensions of Food Security in Nicaragua.

SINAPRED, 2004. Plan Nacional de Gestión del Riesgo, Resumen Ejecutivo, Julio 2004.

USAID. Nicaragua Food Security Outlook, February to July 2007. www.fews.net/nicaragua

WFP, 2003. Plan de contingencia del PMA. Para un evento de inundacion en Nicaragua, enero 2003.

WFP, 2005. Food Security and Livelihoods Survey in the Autonomous Atlantic Regions conducted in February-March 2005.

WFP, 2006. "Análisis y cartografía de la vulnerabilidad a la inseguridad alimentaria y nutricional en Nicaragua", Informe técnico.

WFP, 2006. Diseno de un sistema de alerta temprana para detector crisis alimentarias y nutricionales en apoyo al fortalecimento del SISSA, pilotaje en el departamento de Madriz, preparado por Patrick Dumazert, Consultor, 15 de octubre 2006.

WFP, 2007 (draft). Asistencia Técnica del PMA a los Gobiernos para el Fortalecimiento de capacidades en manejo y análisis de información en seguridad alimentaria y nutrición. En apoyo a las iniciativas de preparativos frente a emergencias y programas sociales.

World Bank, 2001. Project Appraisal Document on a Proposed Credit in the Amount of Sdr 10.5 Million (US$13.5 Million Equivalent) to the Republic of Nicaragua for a Natural Disaster Vulnerability Reduction Project. March 8, 2001. Report No: 21859 NI.

World Bank. Nicaragua Poverty Assessment: Challenges and Opportunities for Poverty Reduction. February 21, 2001. Report No. 20488-NI.

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Annex B

LIST OF PERSONS MET Dr. José Luís Pérez Directo de Preparación para la Respuesta, SINAPRED Adriana Moreno Representante, MFEWS Dr. Antonio Largaespada Director - Dirección de Nutrición, COTESAN - MINSA Mario A. Pérez Cassar Coronel, Defensa Civil Silvanie Jeardinet Coordinadora Seguridad Alimentaria, Acción Contra el

Hambre Gustavo Moreno Director, Hambre Cero – MAGFOR Margarita Lovon Regional Assessment Officer, WFP - ODP Christel Buch Kristensen VAM Officer, WFP - ODP Byron Ponce Segura Coordinador SAN y Alerta Temprana, FAO Victor Leon Auxiliar de Proyectos, FAO Ivonne Velásquez Asesora Nacional Respuesta a Emergencias, OCHA -

PNUD Pedro Rojo Representante, ECHO Sandra Roig Asistente de Programa de Seguridad Alimentaria, ECHO George Baldino Representante, Peace Corps Josefina Bonilla Representante, Nicasalud Augusto García Oficial de Operaciones-Desarrollo Sostenible, Banco

Mundial Dr.Luis Alberto Tercero Consultor, Programa "Hambre Cero" MAGFOR Leslie Castro Coordinadora, PNUD Leoni Arguello Coordinadora UNETE, PNUD Ivette Sandino Oficial de Programa, UNICEF Dr. Francisco Gutierrez Director, Acción Médica Christiana Maria Teresa Soto Asistente de Proyecto, Acción Médica Cristiana Mauricio Peñalba Asesor de Asuntos de Cooperación, Unión Europea Patrick Dumazert Consultor Lucy Morren Directora, SoyNica Patricia Delgado Directora, AMUNIC German Quezada Director, Intermon Oxfam Carlos Lin Oficial Humanitario, Oxfam UK RAAN Lucia Valdivia Presidenta Cruz Roja RAAN, Vice Alcalde Puerto Cabezas Iquigaya Borts Delegado Mpal Magfor Raul Ibarra Delegado Regional Magfor Miguel Navarro Delegado Gobernacion Guillermo Fox Defensa Civil Alcaldia Ivania Pineda INSS Abogada Interna Luisa Lagos MARENA

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Alwin Schuchmann Director, Accion Agraria Alemana Laura Castillo Asistente de Programa, Accion Agraria Alemana Yobira Marley Sub Directora MINSA SILAIS RAAN Guillermo James Facilitador Magfor Waspam Noel Centeno Waldemar Facilitador Magfor Bonanza Jairo Escobar Facilitador Magfor Prinzaploka Lenny Webster Facilitador Magfor Puerto Cabezas Juan Camilo Avemuz Facilitador Magfor Rosita Pedro Pablo Venavides Coordinador Territorial Magfor/PMA RAAN Reynaldo Francis Coordinador del Gob Regional RAAN William Castro Mayor Jefe de Defensa Civil RAAN MATAGALPA Ing. Alejandro Reyes Molina Delegado Territorial, MAGFOR Lic. Leyla Castil Blanco Departamento de precio, MAGFOR Dr. Gonzalo Nabarro Alcalde Ing. Adolfo Har Coordinador técnico, MAGFOR Lic. Ricardo Bravo Director de relaciones con la comunidad y representante del

COMUPRED, Alcaldía Sr., Esteban Jiménez Director de planificación, Alcaldía Sr. Guillermo Gómez Representante, Cuerpo de bomberos Sr. Juan Carlos Sarmiento Responsable de divulgación y prensa, Alcaldía Ricardo García Responsible, Defensa Civil MADRIZ Gregorio Ramirez Vice Coordinador, MCN Aurora Martinez MINSA Lucrecia Ramirez Perez Alguacil, Juzgado Local Nora Esther Balladares Secretaria, ASODEL Daysi Parez Vasquez Vocal Pueblo Indígena Maria Teresa Vasquez Secretaria – CDM Movimiento de Mujeres Geovanny Vidga Asesor Pedagógico, MINED Jose Alberto Sandoval Concejal, Alcaldía San Lucas Domingo Perez Representante Legal, Cooperativa Choro Ruth Espinoza Dirc. de Info y Juventud, Alcaldía San Lucas Juan Moreno Coordinador CMNA, San Lucas José Antonio Sánchez Pte. Municipal, UNAG Daniel Pineda Assistente Delegado MAGFOR, Somoto Sergio Garcia Delegado, MAFFOR Orlando Jose Acompañante, MAGFOR Ramón Hernandez Miembro CDM, MINED Jose Dolores Moreno Concejal, Alcaldía Wilmer Baez Rodriguez Coordinador Departamental, UNAG Madriz

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Annex C Canadian Impact Grant

Title: Food Security Analysis at the Intra-municipal level in the Extremely Food Insecure Municipalities

Country/Region: Nicaragua/ODPC

Amount requested (in US$):

Submitting officer:

Country Director: William Hart Signature: ……………………

Regional Director: Pedro Medrano Signature: ……………………

Technical unit (HQ): Signature: ……………………

1. Brief background information

Country background information:

Nicaragua is classified as a low income, food-deficit country with a predominantly rural population and a gross national income per capita of US$ 910. It ranks 112th position out of the 177 countries in the UNDP’s Human Development Index. According to the latest Government latest survey, about 45.1 percent of the population live on less than US$1 a day and has a poverty incidence of 48 percent. It has a highly skewed distribution of income, with the richest 20% of the population earning 68% of the GNI and the poorest 20% earning only 0.36%. Poverty is more pronounced in the rural areas where 68% of the population lives in poverty and 27% lives in extreme poverty. The average income for the poor only covers 24% of the cost of the basic food basket. Nicaragua is situated in a region prone to natural disasters which makes it difficult to recover from one catastrophe to another. This has resulted in susceptibility to shocks, food insecurity, and malnutrition that has severely affected the marginalized and poor population. According to a Nutrition evaluation undertaken in 2004 by WFP in cooperation with Federación Red NICASalud (NGO Network), one out of every three children suffered some degree of chronic malnutrition while in some areas- such as the region affected by the coffee crisis; more than 40% of the children surveyed suffered from chronic malnutrition. This situation is primarily due to insufficient access to food, micronutrient deficiencies, poor consumption habits and limited access to basic services- especially water and sanitation. In terms of life expectancy, it is estimated that an average Nicaraguan lives up to 69 years. Infant mortality is registered at 30 per 1000 live births. Although the Government of Nicaragua is highly committed to the Millennium Development Goal (MDG) of reducing poverty and malnutrition by half by 2015, it is unlikely to attain this goal given the precarious situation of the disadvantaged population, especially those living in degraded and rural areas. The social development environment in Nicaragua is expected to change significantly with the new government that took office in January 2007. WFP operations is likely to have a much greater impact under the new Government’s Hambre Cero Programme (Zero Hunger

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Programme). As a technical tool to target the food aid interventions, WFP determines the hungry poor, identifying who is vulnerable, where they live, and why they are hungry. This Vulnerability, Analysis and Mapping process, or VAM, provides information which not only allows WFP to target the right people in the right place at the right time, but to discern how food aid can make a difference in the particular circumstances. In Nicaragua, a VAM process was undertaken in 2001 and then an updated VAM was done in 2005. However, in spite of the available information, WFP still needs to do a micro-analysis within the identified food-insecure municipalities in order to ensure a better allocation of the scarce food resources. This will only be possible trough an intra-municipal VAM analysis. Project rationale:

2005 VAM study provides recent information for the targeting of the most vulnerable municipalities. The study contains a new Global Food Insecurity Vulnerability Index or a Hunger Map, which is a combination of the Food Insecurity Index, the Stunting Index and the Vulnerability (of agricultural producers) Index. The sub-indices and all the steps and analyses have allowed the targeting of specific programmes within each pillar of food security depending on the objective of the programme. Additionally, the Vulnerability Analysis and Mapping (VAM) unit of the World Food Programme (WFP) has performed several food security assessments in the most vulnerable areas of the country, especially those affected by emergencies such as the Atlantic Coast and the regions affected by the coffee crisis. These studies provided baseline information on rural livelihoods, nutrition and poverty.

To be able to have a more thorough analysis of the food insecure municipalities, WFP would need to undertake an intra--municipal VAM analysis that will provide field-level information to identify the most vulnerable sub-areas within the already targeted municipalities or among a group of municipalities.

A shortcoming of this VAM exercise is the absence of a uniform collection methodology and the lack of coordination among concerned information collecting agencies at the local level. Existing food security and nutritional monitoring efforts are unable to predict an impending crisis or to signal the deterioration of livelihood assets. In the Central American region exists an Early Warning System, however, its activities are not consolidated and is rather limited. A Food Security Information System (SISSAN-MAGFOR) has been set-up through the assistance of the Canadian Support Grant, however, there are not enough institutional capacity to implement the decentralization process to expand the SISSAN’s efforts at the municipality level.

Once the intra-municipal VAM study has been carried out, the resulting information will allow the selection of the most vulnerable sentinel-based nutrition and food security monitoring system aimed at monitoring trends in key nutrition and food security indicators (adult and child nutritional status, dietary diversity, livestock deaths, migration, market price changes, social support systems, coping mechanisms, humanitarian assistance etc.) at household and community level.

The intra-municipal VAM will provide with valuable information not only for WFP’s targeting and programme design, but also will be useful to all those involved in reconstruction and development, especially the key stakeholder ministries of the Nicaraguan Government.

2. Objective

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The general objectives of the project are:

• To identify, within the already extremely food insecure municipalities, the most vulnerable sub-areas, at the micro level, in order to ensure a better and adequate food aid targeting;

• To facilitate the implementation of a food security monitoring and early warning system through the identification of sentinels sites (communities);

• Ensure that information collected is disseminated in a timely manner so that appropriate decisions and responses can be taken by WFP and its partners;

• Strengthen national and local capacities for food security monitoring through improved data collection, analysis and dissemination;

• To incorporate food security and nutrition issues within the community and municipal development agenda;

• To promote community participation as part of the intra-municipal VAM study to ensure social awareness and ownership.

Principles:

• The Intra-municipal VAM study will build on the existing VAM experience in close coordination, with the Government ‘s Zero Hunger Programme

• Methodology and tools developed in a participatory process with all stakeholders and communities

• Strengthen government structures and their human resources to facilitate national ownership

• Use of standard methodologies to ease data collection and analysis at decentralized levels

• Transparency of the process and sharing of data and analyses

• Intra municipal analysis will provide with monitoring instruments, data analysis and dissemination orientated towards municipal policy development and programme implementation.

• Optimization of local resources through coordination.

• Provide field-based information for the establishment of a monitoring and early warning system on food security and nutrition.

3. Activities

1. Establishment of a stakeholder group

2. Critical review of existing food security monitoring efforts at the municipal level

3. Community participation through focus groups discussions and surveys

4. Identification of essential indicators

5. Development of methodology for data collection in each municipality

6. Design and test tools for data collection

7. Database design

8. Training of partners including government and local NGOs counterparts in data collection

47

and analysis

9. Elaboration of intra municipality maps according to the quantitative data obtained at the field level

10. Design of data dissemination procedure and maps

11. Revision and adjustment of programme design and targeting

12. To set the data base for the selection of the sentinels sites which will be selected for the monitoring and early warning system at the medium or large place

4. Expected outputs and outcomes

Outcomes:

• Micro-areas are identified inside the municipalities already classified by VAM as extremely insecure to food insecurity, in order to design effective targeting criteria and programme interventions.

• Development of a better understanding of the characteristics of poverty and the risk factors contributing to vulnerability, particularly in relation to issues of food security and nutrition.

• Establishment of a data base at the micro-level to facilitate the establishment of a monitoring and early warning system within the most vulnerable municipalities.

• Data base that will support WFP and other agencies (government and non-governmental) with the targeting of specific interventions addressing food insecurity.

Output:

- Specific analysis at the micro geographical level that will allow WFP and its partners to better targeting food security interventions

- A standard methodology that will help to obtain findings at the micro-level that can be generalized

- Specific intra-municipal maps that will be useful to strengthen local governments interventions

- WFP and Government counterpart staff trained in data collection and analysis that will allow the establishment of a monitoring system on food security and nutrition.

- A database containing information relevant for food security at the micro level that will allow the adequate identification of the sentinels sites and the installation of the early warning system

- Platform for information dissemination

5. How does the proposal meet the criteria and priorities set out in the guidelines?

The support of the Canadian Grant has always contributed to the improvement of the quality of WFP programmes in Nicaragua by providing a more comprehensive analysis of vulnerability to food insecurity and the link between food security, poverty, health and nutrition.

This proposal aims to improve the geographic and beneficiary targeting at the intra-municipal level and to set the required disaggregate information that would facilitate the identification of the sentinel sites that will be needed for the establishment of a food security monitoring and early

48

warning system.

The proposal meets the criteria and priorities set out in the guidelines as the expected results are addressed to the improvement of WFP’s programme design and targeting, especially since the study will be carried out at micro- level and will provide with field-based information.

The proposed activities will require coordination with government institutions, other agencies and targeted communities providing instruments for the implementation of other interventions related to food security issues.

49

Annex D

PROPUESTA PARA EL GOBIERNO DE LUXEMBURGO

País/Region: Nicaragua

Título del Proyectoe: Preparación para emergencias: Sistema de Monitoreo y Alerta Temprana en Seguridad Alimentaria y Nutricional a nivel Local/Comunitario

Duracion: 12 meses

Monto requerido (en US$) USD 100´000

1. Antecedentes y Justificación Durante los últimos 10 años Nicaragua se ha tenido cambios favorables hacia la democratización de sus instituciones y de la sociedad. Se ha recuperado, después de décadas de inestabilidad política, de guerra civil, crisis económicas y de una serie de desastres naturales. El crecimiento económico ha sido importante en los últimos años y el gasto público en programas contra la pobreza también han experimentado incremento. A pesar de logros significativos, Nicaragua sigue siendo el segundo país más pobre en América Latina con el GDP per capita alrededor de $ 900. El 45% de la población vive debajo de la línea de la pobreza, de la cual el 15% vive debajo de la línea de la pobreza extrema. FAO estima que el 27% de la población en Nicaragua esta malnutrida - alrededor de 1.5 millones de personas. A nivel nacional la desnutrición crónica afecta alrededor de uno en cada cinco niños menores de cinco años de la edad, mientras que en áreas donde trabaja el PMA se observa alrededor de 1 en cada 3 niños. La distribución de la riqueza es altamente desigual en Nicaragua con el 20% controlando alrededor del 60% de toda la riqueza y el 20% de los mas pobres solamente el 3.6%. La pobreza y la desigualdad se manifiestan en una pobre educación y atención a la salud, por lo que el ciclo de la pobreza permanece a través de generaciones. Cerca del 32% de los niños en el norte no van a la escuela y mas del 50% ellos citan la necesidad de tener un empleo como la razón primordial. [1]. El 40% de las madres no reciben ninguna forma de cuidado prenatal en las áreas rurales de la costa Atlántica, comparadas con el promedio nacional del 12%. El 27.2% de los niños/as entre 6 y 9 años sufren desnutrición crónica según el Censo Nacional de Talla del 2004. En algunos municipios del país esta cifra alcanza más del 50%. Según el último Análisis de la Vulnerabilidad a la Inseguridad Alimentaria (VAM), llevado a cabo por el PMA, los municipios más vulnerables se concentran predominantemente en el norte rural del país y en la RAAN (Costa Atlántica Norte). El nuevo Programa de País enfocará más del 95% de sus recursos en aquellos municipios identificados como los de mayor inseguridad alimentaria, (los departamentos de Nueva Segovia, de Madriz, de Jinotega, de Matagalpa, y de la Región de RAAN). Ante esta situación, el PMA se propone contribuir al fortalecimiento de las capacidades del Gobierno de la República en la realización de un monitoreo y seguimiento de la situación de inseguridad alimentaria y nutricional a nivel local/comunitario, así como en la detección oportuna de las crisis alimentarias con el objetivo de actuar preventivamente para evitar el deterioro en los estados nutricionales de la población más vulnerable. El proyecto del PMA esta en línea con los Programas de Gobierno “Hambre Cero” y de la Reducción de la Pobreza.

50

Institucionalmente, este proyecto sería implementado bajo la Dirección General de Soberanía y Seguridad Alimentaria del Ministerio Agropecuario y Forestal (MAGFOR), donde se ubica el Sistema Nacional para la Seguridad Alimentaria y la Nutrición (SISSAN); entidad gubernamental que tiene la responsabilidad de recolectar y monitorear datos nacionales de seguridad alimentaria. El objetivo de este proyecto es apoyar la descentralización del SISSAN a nivel municipal/comunitario a fin de implementar un sistema de monitoreo y alerta temprana (AT) en seguridad alimentaria a nivelmunicipal/comunitario,con la participación de los diversos actores locales. . . A través de esta propuesta, el PMA busca la generosa asistencia del Gobierno de Luxemburgo para hacer posible la implementación del sistema de monitoreo y alerta temprana de seguridad alimentaria y nutricional en comunidades de 4 municipios del país clasificados por VAM en extrema vulnerabilidad a la inseguridad alimentaria. 2. Objetivos

Objetivos a largo plazo: Contribuir a la institucionalización de medidas de alerta y prevención de crisis en el marco de la seguridad alimentaria nutricional y a la reducción de la inseguridad alimentaria en Nicaragua. Objetivos especificos:

1. Instaurar un sistema local (comunitario/municipal) de alerta temprana en seguridad alimentaria y nutricional en 4 municipios en situación de extrema vulnerabilidad en seguridad alimentaria.

2. Fortalecer institucionalmente a la Dirección de Soberanía y Seguridad Alimentaria del MAGFOR a través de la descentralización del Sistema de Información sobre la Seguridad Alimantaria y Nutrición (SISSAN) a nivel municipal en el marco de las políticas del Programa Hambre Cero del Gobierno de la República.

3. Fortalecer la participación y dinámica comunitaria para el establecimiento de redes sociales sostenibles que garanticen la información de primera mano para alimentar el sistema.

4. Establecer mecanismos de intercambio de experiencias con otros actores locales y nacionales.

3. Productos y Resultados Esperados

Resultados: R1: 4 sistemas comunitarios/municipales de gestión de datos comunitarios en SAN funcionando R2: Los Comités de Desarrollo Municipal (CDMs) incorporan dentro su agenda el tema de Seguridad Alimentaria y Nutricional y le dan seguimiento a través de monitoreo regular de los indicadores definidos dentro del sistema de alerta temprana a nivel comunitario/municipal R 3: El Gobierno toma medidas oportunas para enfrentar crisis alimentarias y casos de desnutrición aguda oportunamente R4: Se ha sistematizado, difundido e intercambiado la experiencia con los actores locales y nacionales

51

4. Actividades:

R1: 4 sistemas municipales/comunitarios de gestión de datos comunitarios en SAN funcionando 1.1. Identificación de los municipios priorizados (según mapa VAM 2006) y de las

comunidades centinelas. 1.2. Diseño metodológico del sistema de información municipal 1.3. Talleres de formación de recursos humanos sobre los conceptos de la SAN y uso de

instrumentos de recopilación de datos. 1.4. Asistencia técnica y seguimiento por parte de las oficinas de campo del PMA, ONGs y Unidad Ejecutora MAGFOR en el campo. R2: Existencia de políticas locales enfocadas a la SAN en los 6 municipios. 2.1. Capacitación dirigidas a los CDM y gobiernos locales y seminarios municipales sobre la temática de SAN en el marco de la planificación estratégica municipal. 2.2. Intercambios de experiencia entre municipios R 3: El Gobierno toma medidas oportunas para enfrentar crisis alimentarias y casos de desnutrición aguda e emergencia alimentaria 3.1. Análisis Inter.-institucional de los resultados de la información que genere el sistema periódicamente e identificación de situaciones de crisis y declaración de medidas para enfrentarlas 3.2. Talleres de capacitación de los miembros de los CDMs en ESAE (Evaluación en Seguridad Alimentaria), Logística y cadena de suministro (supply chain) R4: Se ha sistematizado, difundido e intercambiado la experiencia con los actores locales y nacionales y sistema de alterta temprana a nivel de Centroamérica

4.1. Evaluación y Sistematización de las experiencias para futuras replicas 4.2. Reuniones de coordinación a nivel local y retroalimentación contribuyendo al

mejoramiento del sistema nacional de gestión de la SAN (CSSA, COTESAN) 4.3. Presentación resultados y avances al nivel regional contribuyendo al agenda

centroamericano de la SAN 4.4. Conexión entre el SINAPRED y el SISSAN en el marco de este proyecto

4.2.Metodología: Es de gran importancia involucrar las organizaciones locales presentes en las zonas de la implementación del sistema porque garantiza que las comunidades, entes municipales y nacionales se apropien y asuman como tarea urgente el funcionamiento del sistema y los resultados exitosos del mismo. De manera participativa, se definirán los indicadores clave y se diseñarán los instrumentos para la recolección de la información en el campo. Se creará, a partir de los Comités de Desarrollo Municipal, las la estructura organizativa de funcionamiento del sisitema que garantice las redes y flujos de información de manera sistemática. 4.3 Monitoreo, evaluación y reportes El PMA garantizará el seguimiento del proyecto en coordinación con sus socios (UE MAGFOR y ONGs) a través de apoyo técnico a nivel central y en especial a través de su personal de las oficinas de campo que van estar involucradas directamente en el proceso de implementación del sistema a nivel municipal.

52

4.4 Sostenibilidad La sostenibiliad del proyecto será garantizada a través de la participación activa de las comunidades y de las estructuras locales que estén a cargo del funcionamiento del sistema. La apropiación del sistema por parte de las comunidades (centinelas) y los municipios con sus respectivos Comité de Desarrollo (CDMs) apoyados por la existencia de políticas locales enfocadas a la SAN a nivel de los mismos municipios estarían sentando las bases para el uso eficiente y oportuno del sistema.

53

Food Security Assessments Conducted in Nicaragua (2001-2007)

Reports

Timing

# of Municipalities

Covered Data Collection Source of EW

Information Selection Criteria for

District Selection Participating Institutions Funding Source

Evaluación de la economia de hogar en áreas afectadas

por sequía 2000/2001

February 2001 3 departments; number of municipalities not indicated

49 semi-structured interviews (purposive sampling)

MAGFOR’s report on crop loss

Affected communities in León, Madríz and Nueva Segovia

WFP Information not available

Analisis del impacto de la

seguía en la época de primera en

Nicaragua

July 2001 Information not available

Focus group and key informant interviews

Information not available

i) Municipalities with an estimated loss of 50% of maize production according to the data by MAGFOR as of 12 July 2001. ii) Grouping of municipalities and selection of representative communities

WFP, FAO Information not available

Analisis del cultivo de postrera del

2001/2002

November 2001

58 communities for crop production data; number of communities unknown for food access analysis

Focus group and key informant interviews

N/A (follow up assessment to decide whether to continue the intervention in drought affected areas)

i) Municipalities with an estimated loss of 50% of maize production according to the data by MAGFOR as of 30 August 2001 ii) Selection of municipalities identified as vulnerable and highly vulnerable to food insecurity according to a WFP report in January 2001 (report not available)

WFP, FAO, USAID

Information not available

Evaluación de seguridad

alimentaria en

March 2002 74 municipalities, 122 communities

Focus group discussion

N/A (inform the formulation of WFP’s regional

Information not available (Communities in the drought corridor)

WFP Information not available

54

preparación del PRRO 10212

PRRO for 2003-2006)

Nutritional Assessment

2002 ?? Household interviews, anthropometric measures

Municipalities affected by the coffee crisis

WFP, UNICEF

Evalaución rápida de cosecha de postrera 2004 -

Informe visita de campo a municipio

de Palacagüina

February 2004 1 municipality Key informant and selected household interviews

Information not available

Municipality of Palacagüina

WFP, FAO Information not available

Evaluación inicial del impacto de

deslave y inundación en el

cerro Mosun

July 2004 1 municipality Key informants interviews

SINAPRED Municipality affected by landslide

UNDAC, UNETE

Estudio Nutricional Rápido en Zona

Seca y Zona de la Crisis Cafetalera

October 2004 12 municipalities (80 communities)

Household survey, anthropometric measures (800 questionnaires; random sampling)

N/A (follow up assessment to baseline study on child malnutrition conducted by WFP in October 2003

Communities selected from municipalities which are i) hit by coffee crisis or affected by drought and ii) receive WFP assistance

WFP Information not available

Evalaución del impacto de la

sequía de primera y expectativos de postrera 2004

October 2004 23 communities Secondary data analysis, focus group discussion

MAGFOR’s report on crop loss

Municipalities most affected according to MAGFOR.

WFP, FAO Information not available

Informe de mission de evaluación

rápida de necesidades en el

Río Coco, Waspán

31 August – 7 September 2005

1 municipality (18 communities)

Secondary sources, satellite images, focus group and key informant interviews, 75 standardized questionnaires

N/A (government appeal)

Representative communities in Río Coco

WFP, FAO, UNICEF

Information not available

55

(purposive sampling)

ESAE de profundidad en preparación del PRRO 10444

September 2005

10 municipalities (40 communities, 400 households)

Secondary sources, focus groups, key informant interviews, household interviews, anthropometric measures

N/A Municipalities affected by economic crisis, drought or flooding

WFP, MAGFOR (only draft available)

Informe Evaluación Rápida de Seguridad

Alimentaria Río Coco, Municipio de

Wiwilí

30 September – 7 October 2005

1 municipality (24 communities)

Secondary sources, satellite images, focus groups, key informant interviews, household interviews

Appeal by local authorities and organizations

7 representative communities

WFP, MAGFFOR

Information not available

Evaluación rápida de Seguridad

Alimentaria en Emergencia

(ESAE) en las comunidades

afectadas por el Huracán BETA

3-11 November 2005

2 municipalities (6 communities)

Secondary sources, satellite images, focus groups, key informant interviews, household interviews

Official request from SINAPRED

Most affected communities based on SINAPRED information

WFP, MAGFOR, PINE/MECD

Information not available

Estudio Nutricional y Seguridad Alimentaria

November-December 2006

6 municipalities (30 communities)

Household survey (900 questionnaires; random sampling)

N/A (follow up assessment to the recommendation made by the Rapid Evaluation of Food Security in Wiwili, Waspan and San Jose de Bocay)

Communities selected from municipalities in RAAN assisted by WFP’s PRRO 10212.0

WFP, Federacion Red NicaSalud

BCIE (Banco Centroamericano de Integración Económica)

Semana santa 2007

56

Annex F

Organization of the National System for Disaster Prevention, Mitigation and Response

Unidades Técnicas de

EnlaceInstituciones del Estado

Comisiones de Trabajo SectorialesComisión de EducaciónComisión de Recursos NaturalesComisión de Seguridad Comisión de SaludComisión del AmbienteComisión de SuministroComisión InfraestructuraComisión de Operaciones especiales Comisión de Defensa al consumidor Comités Departamentales y

Regionales

Secretario de GobiernoRepresentantes de Instituciones del Comité NacionalRepresentantes Locales de GobiernoRepresentantes de la Sociedad Civil.

Comités Municipales

Comisión de Seguridad Comisión de SuministrosComisión de Infraestructura y TransporteComisión de SaludComisión del Ambiente y Recursos NaturalesComisión de Defensa al ConsumidorAlcaldesRepresentantes de Instituciones del Comité NacionalRepresentantes de la Sociedad Civil.

Comité NacionalPresidente de la Rep úblicaMIDEF y ENMINGOB y PNMINREXMIN HACP.MIFICMINSAMTIMARENAMIFAMILIAMEDCINETERMAGFOR

Secretaría Ejecutiva

Secretarios Departamentales y

Coordinadores Regionales

Alcaldes

CODE

Unidades Técnicas de

Enlace

Instituciones del Estado

Comisiones de Trabajo SectorialesComisión de EducaciónComisión de Recursos NaturalesComisión de Seguridad Comisión de SaludComisión del AmbienteComisión de SuministroComisión InfraestructuraComisión de Operaciones especiales Comisión de Defensa al consumidor Comités Departamentales y

Regionales

Secretario de GobiernoRepresentantes de Instituciones del Comité NacionalRepresentantes Locales de GobiernoRepresentantes de la Sociedad Civil.

Comités Municipales

Comisión de Seguridad Comisión de SuministrosComisión de Infraestructura y TransporteComisión de SaludComisión del Ambiente y Recursos NaturalesComisión de Defensa al ConsumidorAlcaldesRepresentantes de Instituciones del Comité NacionalRepresentantes de la Sociedad Civil.

Comité NacionalPresidente de la Rep úblicaMIDEF y ENMINGOB y PNMINREXMIN HACP.MIFICMINSAMTIMARENAMIFAMILIAMEDCINETER

Secretaría Ejecutiva

Secretarios Departamentales y

Coordinadores Regionales

Alcaldes

CODE

Nac

iona

les

Reg

iona

les y

D

epar

tam

enta

les

Mun

icip

ales

Fondo

Presidente

Vicepresidente

(Coordinación con Defensa Civil)

Unidades Técnicas de

EnlaceInstituciones del Estado

Comisiones de Trabajo SectorialesComisión de EducaciónComisión de Recursos NaturalesComisión de Seguridad Comisión de SaludComisión del AmbienteComisión de SuministroComisión InfraestructuraComisión de Operaciones especiales Comisión de Defensa al consumidor Comités Departamentales y

Regionales

Secretario de GobiernoRepresentantes de Instituciones del Comité NacionalRepresentantes Locales de GobiernoRepresentantes de la Sociedad Civil.

Comités Municipales

Comisión de Seguridad Comisión de SuministrosComisión de Infraestructura y TransporteComisión de SaludComisión del Ambiente y Recursos NaturalesComisión de Defensa al ConsumidorAlcaldesRepresentantes de Instituciones del Comité NacionalRepresentantes de la Sociedad Civil.

Comité NacionalPresidente de la Rep úblicaMIDEF y ENMINGOB y PNMINREXMIN HACP.MIFICMINSAMTIMARENAMIFAMILIAMEDCINETERMAGFOR

Secretaría Ejecutiva

Secretarios Departamentales y

Coordinadores Regionales

Alcaldes

CODE

Unidades Técnicas de

Enlace

Instituciones del Estado

Comisiones de Trabajo SectorialesComisión de EducaciónComisión de Recursos NaturalesComisión de Seguridad Comisión de SaludComisión del AmbienteComisión de SuministroComisión InfraestructuraComisión de Operaciones especiales Comisión de Defensa al consumidor Comités Departamentales y

Regionales

Secretario de GobiernoRepresentantes de Instituciones del Comité NacionalRepresentantes Locales de GobiernoRepresentantes de la Sociedad Civil.

Comités Municipales

Comisión de Seguridad Comisión de SuministrosComisión de Infraestructura y TransporteComisión de SaludComisión del Ambiente y Recursos NaturalesComisión de Defensa al ConsumidorAlcaldesRepresentantes de Instituciones del Comité NacionalRepresentantes de la Sociedad Civil.

Comité NacionalPresidente de la Rep úblicaMIDEF y ENMINGOB y PNMINREXMIN HACP.MIFICMINSAMTIMARENAMIFAMILIAMEDCINETER

Secretaría Ejecutiva

Secretarios Departamentales y

Coordinadores Regionales

Alcaldes

CODE

Nac

iona

les

Reg

iona

les y

D

epar

tam

enta

les

Mun

icip

ales

Fondo

Presidente

Vicepresidente

(Coordinación con Defensa Civil)

57

Annex G

SINAPRED CAPACITY BUILDING ACTIVITIES25

Año Actividad Monto Dólares 2005 Cauce San Isidro de Bolas 324,500.00 Cauces los Duartes 56,182.00 Cauce los Trejos 41,555.00 Cauce los Cuarezmas 131,036.00 Alcantarillado Pluvial Villa Reconciliación Sur 357,600.00 Alcantarillado Pluvial Villa Reconciliación Norte 461,330.00 2006 Compra de Equipos para Monitoreo de Gases Volcánicos 7,103,50 Reproduccion de Guías Metodológicas y Cuadernos de

Actividades para la Educación en Gestión de Riesgo 258,679.66

Impresión y Preparación de Productos del Análisis del Riesgo 18,265.00

Talleres de Entrenamiento BRIMUR 33,163.30 Talleres de Formación de Facilitadores para la

organización y Administración de Albegues Temporales 26,728.39

Curso Básico de Gestión de Riesgo dirigidos a funcionarios de Instituciones Gubernamentales/ONGs/Universidades y Sociedad Civil-SINAPRED.

2,960.00

Consultoría para la Revisión y Actualización del Plan Nacional de Respuesta y Manual de Funcionamiento del Centro de operaciones de Desastres (CODE).

32,000.00

2007 Seminarios Divulgativos del Reglamento Nacional de la Construcción Actualizado en los municipios de Estelí, Matagalpa y Chontales.

1,416.15

Cinco Talleres de Capacitación a docentes en el uso y manejo de las guías metodológicas y cuadernos de actividades para educación en Gestión del Riesgo (Fase No.1).

2,011.43

Elaboración de Materiales para uso en Capacitación a Autoridades Municipales 10,592.21

Talleres de Validación del Sistema EDAN 478.32 TOTAL 1,758,497.46

25 Funded through the World Bank-financed Proyecto "Reducción de Vulnerabilidad ante Desastres en Nicaragua" Credito 3487-Ni.

58

Annex H CIVIL DEFENSE CAPACITY BUILDING ACTIVITIES

N° NOMBRE DEL

PROYECTO AREA DE

INFLUENCIA FECHA

EJECUCION FUENTE

FINANCIAMIENTO RESULTADOS

1 Sistema de Defensa Civil en la Región Autónoma

del Atlántico Norte.

4 Municipios: Puerto Cabezas Waspán Rosita y Prinzapolka.

06/94 - 06/96 Programa de la Naciones Unidas para el Desarrollo

(PNUD).

- Organizados, capacitados y equipados el Comités Regional y

4 Comités Municipales. - Organizados y capacitados 580 Brigadistas. - Elaborados el Plan de Emergencia Regional y 4 Municipal. - Instalado el Sistema de Comunicaciones con un total de 9

Estaciones.

2 Sistema de Alerta y Alarma ante Tsunamis

(PRENICA I).

16 Localidades del Litoral Pacífico:

Jiquilillo Norte y S., Corinto, Poneloya, P.

Sandino, El Tránsito, Las Peñitas, Salinas Grandes,

Masachapa, Pochomil, Huehuete, Casares, La

Boquita, Sn Juan del Sur, El Astillero y El Ostional.

1994 -1996 Cuerpo Suizo de Socorro (República de Suiza).

- Instaladas 3 Estaciones Repetidoras, 15 Estaciones de Radio

Base, Fuente Alterna de Alimentación y 6 Estaciones de Radios Móviles, formando la base para construir los interfaces de las sirenas que se utilizarán en el Sistema de Aviso, a realizarse en una segunda etapa del proyecto.

3 Managua, Ciudad más Vulnerable.

El Municipio de Managua y sus 7

Distritos.

04/1997-08/1998 Gobierno Sueco, a través del Centro de

Coordinación para la Prevención de los

Desastres Naturales en Centroamérica

(CEPREDENAC).

izados, capacitados y equipados el Comité Municipal y 7 Comités Distritales.

izadas, capacitadas y equipadas 210 Brigadas. rados el Plan de Emergencia Municipal y 7 Distritales. das 6000 Revistas de "Riesgos y Desastres Naturales". tada la Campaña de Divulgación. lizada la Cartografía de Amenaza por erupción volcánica en Masaya,

Apoyeque y Tiscapa. lizadas las Cartografías de las Fallas Geológicas de Tiscapa, Chico Pelón

y Aeropuerto. zado el Ejercicio Demostrativo de III Grados. ación e Intercambio de Experiencias con representantes de las

Instituciones involucradas e invitados centroamericanos.

4 Apoyo para la Atención y Prevención de

Emergencias y Desastres en Nicaragua.

Total de 20 Municipios en las Regiones II y IV: Chinandega: Chinandega, El Viejo, Somotillo, Villa Nueva, Puerto Morazán y El Realejo.

09/97-03/98 Oficina de Ayuda Humanitaria de la Unión

Europea, a través del Movimiento por la Paz, El

Desarme y la Libertad (ECHO-MPDL)

- Organizados, capacitados y equipados 20 Comités Municipales. - Organizadas, capacitadas y equipadas 80 Brigadas. - Elaborados 20 Planes de Emergencia Municipal. - Instalados los medios de comunicación.

59

N° NOMBRE DEL PROYECTO

AREA DE INFLUENCIA

FECHA EJECUCION

FUENTE FINANCIAMIENTO

RESULTADOS

León: León, La Paz Centro, Quezalguaque y Telica. Granada: Granada y Nandaime. Masaya: Masaya y Tisma. Carazo: Diriamba y Jinotepe. Rivas: Rivas, Tola, San Juan del Sur y Cárdenas.

5 Fortalecimiento de Estructuras Locales en

Mitigación de Desastres en Corinto - Isla de Ometepe.

3 Municipios, Regiones II y IV: Corinto en el Dpto. de Chinandega. Moyogalpa y Altagracia en la Isla de Ometepe, Dpto. de Rivas.

01/98-07/98 Gobierno Alemán - GTZ, a través del

CEPREDENAC.

- Organizados, capacitados y equipados 3 Comités

Municipales. - Organizados, capacitados y equipados 156 Brigadistas: 106

en Moyogalpa y Altagracia, y 50 en Corinto.

6 Fortalecimiento en Administración de

Desastres en la Región Autónoma del Atlántico

Sur.

5 Municipios de la RAAS:

Bluefields, Kukra Hill, Laguna de Perlas, Desembocadura de Río Grande y Corn Island.

05-12/98 Programa de las Naciones Unidas para el Desarrollo

(PNUD).

- Organizados, capacitados y equipados el Comité Regional, 5 Comités Municipales y 9 Comités Locales: 3 en Kukra Hill, 4 en Laguna de Perlas y 2 en Desembocadura Río Grande.

- Organizadas y capacitadas 54 Brigadas en Primeros Auxilios y Evacuación.

- Capacitados 12 Operadores de Radio. - Instalados los medios de comunicación.

- Realizado un Simulacro Municipal. 7 Fortalecimiento de

Estructuras de Defensa Civil en el norte de Chinandega y León (PROCHILEON)

10 Municipios, Región II: Dpto Chinandega: San Pedro, San Fco., Cinco

Pinos, Santo Tomás, Somotillo y Villa Nueva.

Dpto. de León: Achuapa, El Sauce, Santa Rosa del Peñón y El Jicaral.

05/08/99 PROCHILEON - GTZ - Organizados y capacitados 10 Comités Municipales. - Organizadas, capacitadas y equipadas 30 Brigadas. - Elaborados 10 Planes de Emergencia Municipal. - Realizado un Ejercicio Demostrativo en cada Municipio

seleccionado.

8 Fortalecimiento de Capacidades ante erupción volcánica del Volcán Cerro

Negro.

4 Municipios del Dpto. de León.

León, Telica, Posoltega y La Paz Centro.

02/05/99 MOVIMONDO / Molisv DIPECHO.

Organizados, capacitados y equipados 4 Comités Municipales y 4 Comités Locales.

- Organizadas, capacitadas y equipadas 4 Brigadas. - Reorganizados los Planes de Emergencia de Posoltega y

León. - Señalizadas las áreas de evacuación. - Instalado y equipado un campamento con capacidad para 700

personas.

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- Remodelación y acondicionamiento de la Oficina Regional Defensa Civil y donación de una camioneta Toyota.

9 Mitigación de Riesgos Urbanos (MIRUN).

Barrio Altagracia del Departamento de

Managua.

05/99 -07/99 Gobierno Alemán-GTZ - Organizado y capacitado el Comité Local. - Organizadas y capacitadas 5 Brigadas. - Elaborado el Plan de Emergencia Local. - Fortalecida la Oficina Municipal.

10 Primera etapa: Estudio de Microcuenca y Diseño del

Sistema de Temprano Aviso

3 Localidades de la Comarca Malacatoya, Municipio y Dpto. De

Granada: Malacatoya, Tepalón y El Paso.

09/98 - 08/99 Organización de Estados Americanos (OEA).

- Organizados 3 Comités Locales. - Organizadas 6 Brigadas. - Elaborado Plan de Emergencia Municipal para la atención

integral de las 3 Localidades. - Realizado el Estudio Hidrológico, Diseño del Sistema de Alerta

Temprana y Estudio de Vulnerabilidad. 11 Fortalecimiento de las

Capacidades para la Prevención y Mitigación del Riesgo en el presente invierno 1999. I Etapa en las Regiones I,III y VI.

5 Dptos, 23 Municipos y 4 Localidades, de las Regiones I,III y VI: Estelí: Estelí, Condega, La Trinidad, S.J. de Limay y Pueblo Nuevo. Nueva Segovia: Ocotal, Dipilto y Jalapa. Madriz: Madriz. R-III: San Fco. Libre y Tipitapa. Matagalpa: Darío (San Estebano), Sébaco (Sta. María), San Isidro (La Luna), Muy Muy, San Dionisio, Esquipulas, Matiguás, Río Blanco, Terrabona. Jinotega: Cuá Bocay, Wiwilí (Los Limones) y Sta. Ma. Pantasma.

08-11/99 Banco Mundial, a través del FISE.

- Organizados, capacitados y equipados 5 Comités

Departamentales, 23 Municipales y 4 Locales. - Capacitada y equipada una Brigada Especial compuesta por 50

miembros, en las especialidades de BSR, CI y PA. - Elaborados Planes de Emergencia: 5 Departamentales, 23

Municipales y 4 Locales. - Extensión y fortalecimiento del Sistema de Comunicaciones. - Fortalecida la Dirección (EM) Defensa Civil con la adquisición

de 8 camionetas. - 4 Equipos de informática. - 4 Impresoras

12 Reforzar Estructuras Locales y Sistema de

Alerta Temprana (RELSAT).

Municipio de Corinto, Dpto. de Chinandega.

03-11/99 GTZ a través del CEPREDENAC.

- Realizado el Taller de Planificación Participativa. - Instalados los medios de comunicación. - Realizado un Simulacro Municipal.

13 Organización, Capacitación y

Planificación en Zona de Amenaza del Volcán San

Cristóbal.

34 Localidades del Dpto. de Chinandega, en los

Municipios de: Chinandega, Chichigalpa y El Viejo.

04-05/00 Vice Presidencia de la República.

- Organizados y capacitados 34 Comités Locales. - Organizadas y capacitadas 34 Brigadas. - Elaborados 34 Planes de Emergencia. - Equipamiento con 34 Botiquines de Primeros Auxilios.

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14 Sistema de Alerta Temprana en Cuencas

Menores – I Etapa.

6 Municipios en 6 Subcuencas de la ribera del Lago de Nicaragua o

Cocibolca: Subcuenca : Municipio

Camastro : Sn Miguelito Tecolostote : Sn Lorenzo

Oyate : Morrito Ochomogo : Ochomogo Lajas Enmendio : Belén

Tepenaguasapa : El Almendro.

04 – 09/00 Organización de Estados Americanos (OEA).

- Realizados 4 Talleres para Instructores de Comités y Brigadas. - Organizados y capacitados 6 Comités Municipales. - Organizadas 12 Brigadas. - Capacitadas 2 Brigadas de Primeros Auxilios. - Realizado Estudio de Vulnerabilidad e identificación de

medidas de mitigación. - Realizado estudio hidrológico. - Diseño del Sistema de Alerta Temprana ante inundaciones.

15 Alerta Temprana y Reducción de

Vulnerabilidad ante Inundaciones en la

Subcuenca del Río Coco – Wiwilí.

5 Municipios: Wiwilí, Quilalí, Murra,

Jalapa y San Juan del Río Coco.

04 /11/00 Fundación Panamericana para el Desarrollo

(FUPAD)

- Organizados y capacitados 5 Comités Municipales. - Organizadas, capacitadas y equipadas 5 Brigadas Integrales. - Organizado y capacitado Red de Observadores. - Elaborados 5 Planes de Emergencia Municipales. - Realizado Estudio de Vulnerabilidad e identificación de

medidas de mitigación, Estudio Hidrológico y Diseño del Sistema de Alerta Temprana ante inundaciones.

- Instalación del Sistema de Alerta Temprana ante Inundaciones. - Realizado Simulacro Municipal.

16 Mitigación y Prevención de Desastres.

(MITIPRE) – Región II.

52 Localidades y 6 Municipios, Dptos. de

León y Chinandega, R – II. Malpaisillo: Municipal.

Telica: 20 Localid. Chinandega: Municipal

Chichigalpa: 14 Localid. Posoltega: 13 Localid. El Realejo: 05 Localid.

05 – 09/00 Save The Children – USA. - Organizados y capacitados 6 Comités Municipales. - Organizados y capacitados 52 Comités Locales. - Organizadas y capacitadas 121 Brigadas: 57 Brigadas de

Primeros Auxilios, 82 Brigadas Contra Incendio y 82 Brigadas de Búsqueda, Salvamento y Rescate.

- Elaborados 51 Planes de Emergencia Local. - 1 computadora de escritorio

17 Plan de Capacitación a Líderes Locales.

96 Localidades en los Dptos. de Masaya y

Granada, en los Municipios de: Masaya, Catarina, Niquinohomo, La Concepción, Nindirí, Tisma, Diriomo y Diriá.

09-10/00 Movimiento Comunal Nicaragüense.

- Realizados 4 Talleres para Instructores de Líderes Locales

18 Participación Ciudadana en la Prevención de Desastres Naturales.

13 Municipios en (Región I,II y VI) y 7 Localidades

en (Estelí, Ocotal, Condega, Somoto, Dipilto, Jalapa) .

09/12/00 Instituto para l Desarrollo y la Democracia (IPADE)

e - Organizados y capacitados de Comités Municipales y

Locales. - Organizadas y capacitadas Brigadas.

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Municipios: Telpaneca, Palacagüina, Totogalpa, Yalagüina, Las Sabanas, Cusmapa, Mozonte, San

Nicolás, San Lucas. Nagarote, El Viejo, San

Sebastián de Yalí y Jinotega.

19 Fortalecimiento de Estructuras de Seguridad en zonas vulnerables del

Occidente y Norte del País.

100 Localidades en loDepartamentos de:

LEON: Nagarote (10 Loc.) La Paz Centro (11 Loc).

León (27 Loc), Quezalguaque (7 Loc.).

CHINANDEGA: El Viejo (10 Loc), Corinto (7 Loc).

MATAGALPA: Matagalpa (11 Loc),

Jinotega (1 Loc). Sébaco (12 Loc).

ESTELI: Estelí (4 Loc)

s 30/10/00

al 29/04/01

Federación Internacional de Sociedades de la Cruz Roja y de la Media Luna Roja, a través de la Cruz

Roja Nicaragüense.

- Capacitados 100 Comités Locales. - Elaborados 100 Planes de Emergencia Locales.

20 Creación de Capacidades ante desastres en 4 Localidades de los

Municipios de Catarina y Masaya.

4 Localidades de Masaya y Catarina:

Diriomito, Quebrada Honda, Pacaya y Pacayita.

Del 10 al 23 de Enero 01

Programa de la Naciones Unidas para el Desarrollo ( PNUD) y la Asociación de

Cooperación con el Sur (ACSUR – Las Segovias).

s - Organizados y capacitados 4 Comités Locales. - Elaborados 4 Planes de Emergencia Locales.

21 Capacitación de 5 Brigadas Integrales en el Municipio

de San Francisco Libre, Departamento de

Managua.

5 Localidades del Municipio San Francisco

Libre: Las Lomas, La Conquista, La Trinidad, San Ramón y

San Roque.

28 Julio al 04 Agosto 2001

Acción Médica Cristiana - Capacitadas 5 Brigadas Integrales.

22 Capacitación y equipamiento de 3

Brigadas en el Dpto. Masaya.

3 Municipios del Dpto. Masaya: Masaya, Nindirí y Niquinohomo.

23 Mayo al 06 Junio / 01

Movimiento Comunal Nicaragüense.

- Organizadas, capacitadas y equipadas 3 Brigadas Integrales.

23 Prevención y Mitigación a Desastres en el Municipio

de San Juan de Limay, Departamento de Estelí.

El Municipio de San Juan de Limay y 6

Localidades: Las Canarias,

Guanacastón, El Naranjo, Los Encuentros, Agua Fría

25 Mayo / 01 a

Enero 2002

Oficina de Ayuda Humanitaria de la Unión Europea (DICPECHO) y AAA, a través de Agro

Acción Alemana.

- Organizados y capacitados el Comité Municipal y 4 Locales. - Organizadas y capacitadas 7 Brigadas Integrales. - Elaboración del Plan de Emergencia Municipal.

- Realización de Simulacro

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y Las Chácaras. 24 Prevención de Desastres en

los 6 Municipios del Norte de Chinandega.

18 Localidades y 6 Municipios del Norte de

Chinandega: Municipio San Francisco:

Jocomico, Nancital 2 y Ubuto.

Municipio Cinco Pinos: Araito, El Cerro, La

Honda. Municipio San Pedro del

Norte: Plan Grande, El Falcón, El Chaparral.

Municipio Santo Tomás: Paso Hondo, Los Jovitos,

Vado Ancho. Municipio Somotillo:

Jícaro Bonito, San Enrique, La Danta.

Municipio Villa Nueva: Caña Fístola, Matapalo,

Cayanlipe.

23 Abril al 20 Septiembre.

2001

La Unión Europea (DIPECCHO) y El

Gobierno Vasco, a través de Solidaridad

Internacional de España.

- Reestructuración de 6 Comités Municipales. - Organización y capacitación de 18 Comités Locales. - Organización, capacitación y equipamiento de 18 Brigadas

Integrales. - Elaboración de 18 Planes de Emergencia Locales. - Compra e instalación de equipos de radiocomunicación. - Realización de 6 Simulacros Municipales

25 Preparación ante Desastres en 13 Localidades del Río Coco Abajo, Municipio de

Waspán, Región Autónoma del Atlántico

Norte

13 Localidades Río Coco Abajo, Municipio de

Waspán: Kiwastara, Raya Pura, Ahuya Pura, Andrés,

Klampa, Boom, Sawa, Sih Ran, Livin Krik,

Utlamahta, Plan Kira y Rancho Escondido.

22 Junio al 27 Julio

2001

Acción Médica Cristiana. - Organizados y capacitados 13 Comités Locales. - Organizadas 13 Brigadas Integrales.

- Elaborados 7 Planes de Emergencia Locales

26 Fortalecimiento Nacional y Local en Prevención,

Mitigación y Atención de Desastres en Nicaragua –

Municipio de León.

El Municipio de León y 4 Barrios

Barrio El Calvarito. Barrio Guadalupe

Barrio Laborío Barrio San Felipe|

18 Junio al 31 Agosto.

2001

La Unión Europea en Nicaragua (DIPECHO), a través de MOVIMONDO

Molisv.

- Organizados y capacitados el Comité Municipal de León y 4 Comités Locales.

- Organización y capacitación de 4 Brigadas Integrales. - Elaborado el Plan de Emergencia Municipal y 4 Planes de

Emergencia Locales.

27 Preparación Territorial ante Desastres en 3

Localidades del Río Coco Abajo, Municipio Waspán,

RAAN.

3 Territorios del Río Coco Abajo, Municipio

Waspán, RAAN: Miskito Indian Tasbaika

Rum, Kipla Sait Tasbaika

21 Agosto al

11 de Sept. 2001

Agencia Internacional para el Desarrollo (AID), a través del Centro de

Derecho Ambiental y Promoción para el

- Organizados y capacitados 3 Comités Territoriales. - Organizadas y capacitadas 3 Brigadas Integrales. - Elaborados 3 Planes de Emergencias Territoriales.

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y Li Lamni Tasbaika. Desarrollo- CEDAPRODE.

28 Capacitación de 5 Brigadas Integrales en el Municipio

de San Francisco Libre, Departamento de

Managua.

5 Localidades del Municipio San Francisco

Libre: Las Lomas, La Conquista, La Trinidad, San Ramón y

San Roque.

28 Julio al 04 Agosto

2001

Acción Médica Cristiana. - Capacitadas 5 Brigadas Integrales.

29 “Creación de Estructuras Locales en 5 Localidades de las Regiones I, II, III,

IV, V y VI”.

5 Localidades: Lechecuagos 8 (León) , El

Mojón (Estelí), Bo. Las Torres e Hilario Sánchez (Managua), La Ermita

(Masaya), La Luna (Matagalapa).

Mes de Septiembre a Diciembre 2001.

Federación Coordinadora Nicaragüense de ONG que trabajan con la Niñez y la Adolescencia (CODENI).

- Organizadas y Capacitadas 6 Comités Locales. - Organizadas y Capacitadas 3 Brigadas Integrales. - Elaborados 6 Planes de Emergencia Locales.

30 “Estructuras de Protección Ante Emergencias en

Inmobiliaria BAC. SA.”

Instalaciones de Inmobiliaria BAC.SA.

Mes de Febrero 2002.

Grupo Pellas. - Organizados y capacitados 1 Grupo de Dirección Central y 15 Grupos de Coordinación de Plantas.

- Organizados y capacitadas 15 Brigadas Integrales. - Elaborados 15 Planes Contingentes de Evacuación.

- Realizados 3 Simulacros Parciales y 1 General. 31 Capacitación de Brigadas

en 13 Localidades del Río Coco Abajo, Municipio de

Waspán, Región Autónoma del Atlántico

Norte.

13 Localidades Río Coco Abajo, Municipio de

Waspán: Kiwastara, Raya Pura, Ahuya Pura, Andrés,

Klampa, Boom, Sawa, Sih Ran, Livin Krik,

Utlamahta, Plan Kira y Rancho Escondido.

Marzo del 2002 Acción Médica Cristiana. - Capacitadas 13 Brigadas Integrales.

32 “Preparación ante Desastres en 6 Municipios y 21 Localidades de la II

Región”.

21 Localidades de 6 Municipios:

La Paz Centro: (El Tamarindo, El Papalonal y

Momotombo). León: (La Bolsa, Los

Caleros y Los Manzanares).

Malpaisillo: El Terrero # 4, Sta. Pancha y Mina Limón.

Achuapa: Los Playones, Las Tablas y Bo. Nuevo. Chichigalpa: El Mojón,

Mes de Enero a Abril del 2002.

CARE de Nicaragua. - Organizado y Capacitados 21 Comités Locales. - Elaborados 21 Planes de Emerg. Locales.

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Rpto. Candelaria y Rpto. N. Amanecer.

El Viejo: El Apante, Oro Verde y Col. Nidia

Espinales Chinandega: Campana Azul, San Benito y El

Raizal. 33 Prevención de Desastres en

6 Municipios del Norte de Chinandega.

I Fase.

18 Localidades y 18 Municipios

de Santo Tomás, Cinco Pinos,

San Pedro, Somotillo, Villa

Nueva y San Francisco del Norte, en el Dpto. de

Chinandega.

2002 Unión Europea (DIPECHO) y el

Gobierno Vasco, a través de Solidaridad

Internacional

Comités Municipales 6 Planes Riesgo Municpales 6

Comités Locales 18 Brigadas Locales 18

Planes de Respuesta 18 Equipam. Medios Comunic.

Equipam. Equipos de Brigad. Simulacros 6

34 Plan de Preparación de Estructuras

contra Incendios forestales.

108 Localidades de 6 Municipios: Jalapa (44) y

San Fernando (14), Monzonte (2), El Jícaro (14), C. Antigua (11),

Dipilto (18) y Macuelizo (5).

2002 Gobierno Central Comités Locales 108 Brigadas Locales 143

Planes de Respuesta Local. 108

35 Reducción de Vulnerabilidad en 15

Localidades del Municipio de Prinzapolka.

15 localidades del Municipio de Prinzapolka

2002 Comité Internac. para el Desarrollo de los

Pueblos (CIPS).

Comités Locales 15 Equipamiento con Radios --

36 Prevención de Desastres en 6

Munic. y 27 Localid. del Norte de

Chinandega. II Fase

27 Localidades y 6 Municipios

de Santo Tomás, Somotillo,

Villa Nueva y San Francisco del

Norte, en el Dpto. de Chinandega.

2003 Unión Europea (DIPECHO) y el

Gobierno Vasco, a través de Solidaridad

Internacional

Comités Municipales 6 Planes de Respuesta Munic. 6

Comités Locales 27 Brigadas Locales 27

Planes de Respuesta 27 Equipam. Medios Comunic. --

Equipam. Equipos de Brigad. -- Simulacros 27

37 Defensoría de Derechos de la Niñez y Adolesc. en la

Gestión del Riesgo.

11 Localidades de los Municipios de Masaya y

Granada.

2004 Save the Children Suecia.

Comités Locales 11 Brigadas Locales 22

Planes de Respuesta 11 38 Sistema de Alerta

Temprana en Volcán San Cristóbal

25 Localidades de los Municipios de

Chinandega, Chichigalpa y

2004 CARE Internacional. - Comités Locales 25 - Brigadas Locales 25

- Planes de Respuesta 25

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El Viejo. - Computadora portátil 1 - Computadoras de escritorio 2

- Impresoras 2 - Scanner 1

39 Gestión del Riesgo con Enfoque de

Derechos de la Niñez y Adolescencia

45 Localidades de los Dptos. de Nueva Segovia,

Madriz, Estelí, León, Chinandega y Matagalpa.

2003 - 2005 Save the Children Noruega.

Comités Locales 45 Brigadas Locales 45

Planes de Respuesta 45 Planes Comunitarios 10

Sistematización Comunid. 45 Talleres Form. Facilitadotes 12 Equipam. para Brigadas Global

Se llevó a cabo la realización de: - Publicaciòn Cartilla Popular

- Edición de Video. - 1er Encuentro Regional

- Computadoras portátiles 4 - Computadoras de escritorios 5

- Impresoras 5 - Proyectores (multimedias) 2

- Grabadoras 4 - GPS 2

- Cámara de Video 1 - Cámaras fotográficas 2

40 Reducción de Vulnerabilidad

ante Desastres Naturales

2 Regiones Autónomas, 15

Departamentos y 124 Municipios.

2003 - 2004 Banco Mundial. - COREPRED 2 - CODEPRED 14

- COMUPRED 114 o Brigadas de Respuesta 129 o - Planes de Respuesta 130

- Equipam. M. Comunicac. Global - Equipam. Brigadas Global - Computadoras portátiles 4

- Computadoras de escritorios 7 - Impresoras 5

- Proyectores (Multimedia) 3 - Camionetas 6

- GPS 1 41 Protección y Mitigación

Ambiental para la Reducc. del riesgo en 42 Asent. Humanos del Munic. de

Managua.

5 Distritos y 42 Asentamientos de la Ciudad de Managua.

2004 Préstamo del Gobierno del Japón a través del Banco

Mundial.

- Comités Distritales 5 - Comités de Barrios 42 - Brigadas Distritales 5

- Brigadas de Barrios 42

42 Prevención de Desastres en 48 Localidades del 2004 Asociación de Obreros y Capacitación de:

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el Municipio de León. Municipio de León. Samaritanos de Alemania (ASB).

- 48 COLOPRED, del Municipio de León.

43 Fortalecimiento a Estructuras Locales en el

Municipio de Chinandega.

5 Localidades del Municipio de Chinandega.

2004 Organismo Plan Nicaragua Capacitación de: - 5 COLOPRED. - 1 Brigada Local.

44 Protección ante Deslizamientos en Cerro

El Volcán, Munic. de Dipilto.

5 Localidades aledañas al Cerro El Volcán, en el Municipio de Dipilto.

Depto. De Nueva Segovia.

2004 COSUDE Capacitación de: - 5 COLOPRED

- 5 Brigadas Locales Elaboración de:

- 5 Planes de Resp. Loc o 1 Plan de Resp. Munic. Actualizado.

o Instalación de: - Equipo de Radiocomunición

45 Sistema de Alerta Temprana en Volcán Cerro

Negro.

55 Localidades aledañas al Volcán Cerro Negro, en los Municipios de León y

Malpaisillo

2005 (Actualmente en

proceso de Ejecución)

CARE Internacional - Elaboración de Diagnósticos y líneas de base en las 55 Localidades a atender.

- Organización de los Comités de las 55 Localidades.. - Capacitación de 35 Comités Locales. - Elaboración de 35 Planes de Respuesta Locales con Enfoque de

Gestión de Riesgo con sus respectivos Esquemas. 46 Fortalecimiento de las

Capacidades Locales de Prevención, Mitigac. y

Atención de Desastres en el Municipio de Dipilto.

16 Localidades del Municipio de Dipilto,

departamento de Nueva Segovia.

2005 (Actualmente en

proceso de Ejecución)

Con el auspicio y financiamiento de la

Unión Europea a través de ACSUR Las Segovias

- Elaboración de Diagnósticos y líneas de base en las 16 Localidades

a intervenir. - Organización y Capacitación de 8 Comités Locales. - Organización de 8 Brigadas de Respuesta Locales. - Elaboración de 8 Planes de Respuesta Locales con Enfoque de

Gestión de Riesgo con sus respectivos Esquemas.

47 Fortalecimiento de Capacidades de Gestión

del Riesgo en Cuencas del Río Negro y Estero Real.

El Municipio de Achuapa y 6 Localidades,

Departamento de León.

2005 Con el auspicio y financiamiento de

Agroacción Alemana.

- Fortalecimiento del COMUPRED Achuapa - Realización de Visitas para elaboración de Diagnósticos en 6

Localidades. - Organización y Capacitación de 6 Comités Locales. - Organización y Capacitación de 7 Brigadas de Respuesta

Locales. - Elaboración de 6 Planes de Respuesta Locales con Enfoque

de Gestión de Riesgo con sus respectivos Esquemas. - Actualización del Plan de Respuesta Municipal de Achuapa.

48 Prevención y Mitigación con Enfoque de Gestión Local del Riesgo para el

Desarrollo Humano Sostenible, Seguridad y Alerta Temprana en el

8 Localidades urbanas del Municipio de León

2005 Con el auspicio y financiamiento de MOVIMONDO

- Elaboración de Diagnósticos y líneas de base en las 8 Localidades atendidas.

- Organización y Capacitación de Comités Locales en 8 Localidades.

- Elaboración de 8 Planes de Respuesta Locales con Enfoque de Gestión de Riesgo con sus respectivos Esquemas.

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Municipio de León. 49 Reconstrucción y Apoyo al

Desarrollo Socioeconómico de

Comunidades afectadas por el terremoto de

Masaya.

5 Localidades del Municipio de Masaya.

2005 Con el auspicio y financiamiento de ACSUR

Las Segovias.

- Organización y Capacitación de 5 Comités Locales (Pilas Orientales, Pilas Occidentales, Las Conchitas, Arenal y El Comején).

- Elaboración de 5 Planes de Respuesta Locales con Enfoque de Gestión de Riesgo con sus respectivos Esquemas.

- Realización de 1 Simulacro Demostrativo. 50 Prevención de Desastres en

48 Localidades ubicadas en el Municipio de León.

48 Localidades del Municipio de León.

2005 Con el auspicio y financiamiento de la

Unión Europea a través de la Asociación de Obreros

y Samaritanos de Alemania (ASB).

- Capacitación de 48 Comités Locales de Prevención, Mitigación y

Atención de Desastres en el Municipio de León.

51 Preparación ante Desastres en 13 Comunidades del Río Coco, Municipio de

Waspán.

13 Comunidades del Río Coco, Municipio de

Waspán.

Junio 2005 OXFAN Gran Bretaña. - Organización y capacitación de 13 Comités Locales. - Organización y capacitación de 14 Brigadas Locales. - Elaboración de 13 Planes de Respuesta Locales con Enfoque de

Gestión de Riesgo con sus respectivos Esquemas. - Realización de 1 Simulacro Demostrativo.

52 Participación de la Niñez y Adolescencia en acciones de gestión del riesgo en 9

Comunidades de la Región IV.

9 comunidades de los Departamentos de Masaya, Granada, Rivas y Carazo

en la IV Región del país.

2005 Save the Children Suecia. - Capacitación a maestras, madres, padres de familia, jóvenes, adolescentes y niñas y niños sobre los Derechos de la niñez y la adolescencia en la Gestión del Riesgo.

- Capacitación a 9 Brigadas Escolares. - Elaboración de 9 Planes de Seguridad Escolar. - Elaboración de 9 Planes Comunitario de Gestión del Riesgo con participación de la niñez y la adolescencia. - Realización de Simulacro.

53 Ejecución del Sub-componente D1b; Proyecto

Reducción de la Vulnerabilidad frente a

Desastres Naturales: Actualización y/o

Seguimiento a los Comités y Brigadas Municipales.

37 Municipios de las Regiones II, III, IV y

Atlántico de Nicaragua.

Junio – Septiembre 2005

Banco Mundial. - Fortalecimiento de 37 COMUPRED. - Fortalecimiento de 37 BRIMUR. - Actualización y validación de 37 Planes de Respuestas

Municipales con Enfoque de Gestión del Riesgo.

54 Fortalecimiento territorial en Gestión Local del Riesgo en 15 barrios / comunidades de los

municipios de Villa El Carmen, Tipitapa, y

Ciudad Darío

15 Barrios / Comunidades Regiones

III: Managua, Matagalpa

Febrero / marzo Instituto de Acción Social Juan XXXIII de la UCA

- 15 Comités Locales - 15 Brigadas locales - 15 Planes de Repuesta Local - 15 Simulacros Locales - 15 Simulacros de Brigadas Locales

55 Derechos de la Niñez y la 10 Localidades de las Enero - Diciembre Save the Children Noruega - Asamblea comunitaria

69

N° NOMBRE DEL PROYECTO

AREA DE INFLUENCIA

FECHA EJECUCION

FUENTE FINANCIAMIENTO

RESULTADOS

adolescencia en la Gestión del riesgo en 10

comunidades de la Regiones I, II y III

Regiones I, II y III - Línea de base - Comités Local - Capacitación con cartilla - Brigadas Locales - Plan de respuesta Local - Simulacros - Talleres oficiales de Defensa Civil - Encuentro Adolescente

56 Sistema de Preparación ante Desastres en 7

comunidades rurales del área del cerro Musùm

7 comunidades del cerro Musùm, Región VI

Febrero Comunidad Europea (DIPECHO), COSPE y

FUNDENIC

- Comités y Brigadas Locales

Reforzamiento del Comupred Plan de respuesta local

SAT Simulacro Comunitario

57 Gestión Local de Riesgo cparticipación de la niñez

y la adolescencia

on 5 Comunidades de la Regiòn IV

Julio - Octubre Save the Children Suecia Asambleas comunitarias Comités Escolares, Locales Brigadas escolares y locales

Plan de respuesta local y escolar Simulacro comunitario

58 Fortalecimiento territorial a las capacidades de respuesta en la Costa Caribe de Nicaragua

2 Regiones Autónomas, 2 municipios y 40 barrios )

Junio PNUD a través del SINAPRED

- Comités Regionales, Municipales y Locales - Actualización de Plan de respuesta regional y municipal - Plan Contingente ante Huracanes

59 Fortalecimiento Territorial

en Gestión Local del Riesgo con Enfoque de

Derecho de Niñez y Adolescencia

25 comunidades Regiones I, II, III, IV, V y RAAS

Febrero 2005 – marzo 2006

Plan Nicaragua - Asamblea comunitaria - Línea de base - Comités Local, Escolares - Capacitación con cartilla - Brigadas Locales y escolares - Plan de respuesta Local - Simulacros Escolar, Local

70

Annex I

Oficina de Administración

Unidad de Personal

Unidad de Servicios Generales

Unidad de Contabilidad

Fondo de Desastres

División de Gestión y Desarrollo

Oficina de Gestión y

Cooperación

Oficina de Relaciones

Públicas

Oficina de Informática

Unidad de Divulgación y

Prensa

Departamento de Preparación

Departamento de Respuesta

Departamento de Planificación

Departamento de Coordinación

Inst. / Sectorial

Departamento Coordinación

Territorial

Departamento Capacitación y

Difusión

SSIISSTTEEMMAA NNAACCIIOONNAALL PPAARRAA LLAA PPRREEVVEENNCCIIÓÓNN,, MMIITTIIGGAACCIIÓÓNN YY AATTEENNCCIIÓÓNN DDEE DDEESSAASSTTRREESS ((SSIINNAAPPRREEDD))

PRESIDENCIA DE LA REPÚBLICA

Asesoria Legal

PRESIDENTE / VP

COMITÉ NACIONAL

SECRETARÍA EJECUTIVA

División Administrativa - Financiera

Oficina de Finanzas

Dirección de Preparación para la Respuesta

Dirección de Planificación Institucional y Sectorial

Dirección de Promoción y Coordinación

Territorial

UCP / BM

Centro de Operaciones de Desastres (CODE)

71

Annex J

DECRETO NÚMERO 32-2005

EL CONGRESO DE LA REPÚBLICA DE GUATEMALA

CONSIDERANDO:

Que es un derecho de todos los guatemaltecos acceder a una alimentación que satisfaga sus necesidades nutricionales y sociales, condición fundamental para el logro del desarrollo integral de la persona y de la sociedad en su conjunto, por lo que se hace necesario mejorar las condiciones que permitan superar la inseguridad alimentaria y nutricional en que se encuentra la población guatemalteca, ya que las mismas representan un serio obstáculo para el desarrollo social y económico del país, especialmente en el área rural y en los grupos urbano marginales e indígenas.

CONSIDERANDO:

Que las raíces de la inseguridad alimentaria y nutricional de la población guatemalteca son complejas y guardan relación con todos los campos de acción del desarrollo, por lo que es necesario buscar soluciones con enfoque integral y multicultural, que valoren y enriquezcan los patrones de consumo y las prácticas productivas con participación multisectorial y multidisciplinaria, y que es deber del Estado velar por la seguridad alimentaria y nutricional de la población guatemalteca, en cumplimiento a lo establecido en los artículos 94 y 99 de la Constitución Política de la República que establecen la responsabilidad del mismo de velar por la salud y el bienestar en general de las personas.

CONSIDERANDO:

Que históricamente se realizaban prácticas productivas de maíz y fríjol que garantizaban la disponibilidad del alimento y un patrón de consumo que investigaciones demuestran nutricionalmente adecuado, y que el derecho a la alimentación se formula por primera vez en la Declaración Universal de los Derechos Humanos en 1948 en su artículo 25; de igual forma se hace énfasis en el artículo 11 del Pacto Internacional de Derechos Económicos, Sociales y Culturales (1966), y Guatemala en ambos casos, al hacerse parte de estos Tratados, reconoce la obligación de respetar, proteger y realizar progresivamente los derechos en ellos reconocidos, incluido el derecho a una alimentación adecuada.

CONSIDERANDO:

Que el Comité de los Derechos Económicos, Sociales y Culturales, a solicitud de los Estados Miembros durante la Cumbre Mundial sobre la Alimentación de Roma de 1996, asentó en la observación general número 12 de 1999 la interpretación del contenido normativo del artículo 11 del Pacto Internacional de los Derechos Económicos, Sociales y Culturales.

CONSIDERANDO:

Que el abordaje a la problemática de la inseguridad alimentaria y nutricional es responsabilidad de todos los estratos sociales públicos y privados para garantizar la disponibilidad, acceso, consumo y aprovechamiento de los alimentos en base a la Política Nacional de Seguridad Alimentaria y Nutricional.

POR TANTO:

En ejercicio de las atribuciones que le confiere el artículo 171 inciso a) y 176 de la Constitución Política de la República.

DECRETA:

La siguiente:

LEY DEL SISTEMA NACIONAL DE SEGURIDAD ALIMENTARIA Y NUTRICIONAL

CAPÍTULO I DISPOSICIONES GENERALES

Artículo 1. Concepto. Para los efectos de la presente Ley, la Política Nacional de Seguridad Alimentaria y Nutricional establece como Seguridad Alimentaria y Nutricional “el derecho de toda persona a tener acceso físico, económico y social, oportuna y permanentemente, a una alimentación adecuada en cantidad y

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calidad, con pertinencia cultural, preferiblemente de origen nacional, así como a su adecuado aprovechamiento biológico, para mantener una vida saludable y activa”.

Artículo 2. Prohibición de discriminación. La discriminación en el acceso a los alimentos, así como a los medios y derechos para obtenerlos, por motivo de raza, etnia, color, sexo, idioma, edad, religión, opinión política o de otra índole, origen nacional o social, posición económica, nacimiento o cualquier otra condición social, con el fin o efecto de anular u obstaculizar la igualdad en el disfrute o ejercicio del derecho a la SAN, constituye una violación a la presente Ley.

Artículo 3. Política. La Seguridad Alimentaria y Nutricional se asume como una política de Estado con enfoque integral, dentro del marco de las estrategias de reducción de pobreza que se definan y de las políticas globales, sectoriales y regionales, en coherencia con la realidad nacional.

Artículo 4. Coordinación. La Política Nacional de Seguridad Alimentaria y Nutricional establece los principios rectores, ejes temáticos y lineamientos generales para orientar las acciones de las diferentes instituciones que desarrollan actividades para promocionar la Seguridad Alimentaria y Nutricional de la población; dicha política se rige por los siguientes principios:

a. Solidaridad. Las acciones encaminadas a la seguridad alimentaria y nutricional deben priorizar la dignidad de los guatemaltecos. Asimismo, debe fomentar la identificación de los miembros de la sociedad a sentir como propio el problema de inseguridad alimentaria y nutricional que afecta a gran proporción de la población, ya que cualquier acción que se hace en beneficio a unos, beneficia a todos.

b. Transparencia. Las intervenciones están basadas en información y métodos objetivos, cuentan con mecanismo de monitoreo y evaluación permanentes, fomentando la transparencia en el gasto público, la auditoría social y toman en cuenta las necesidades de la población.

c. Soberanía alimentaria. El Estado de Guatemala define soberanamente la modalidad, época, tipo y calidad de la producción alimentaria, en forma sostenida y con el menor

costo ambiental y garantiza la seguridad alimentaria y nutricional de la población guatemalteca.

d. Tutelaridad. Por mandato constitucional y de oficio, el Estado de Guatemala debe velar por la seguridad alimentaria y nutricional de la población, haciendo prevalecer la soberanía alimentaria y la preeminencia del bien común sobre el particular.

e. Equidad. El Estado debe generar las condiciones para que la población sin distinción de género, etnia, edad, nivel socio económico, y lugar de residencia, tenga acceso seguro y oportuno a los alimentos.

f. Integralidad. La Política de Seguridad Alimentaria y Nutricional debe tener carácter integral, incluyendo los aspectos de disponibilidad, acceso físico, económico, social, consumo y aprovechamiento biológico de los alimentos.

Para su implementación se toma en cuenta lo que en materia de ordenamiento territorial, diversidad cultural, educación, salud, protección ambiental, recursos hídricos y productividad establece la Constitución Política de la República de Guatemala, la ley y las políticas públicas.

g. Sostenibilidad. La seguridad alimentaria y nutricional se basa en un conjunto de factores de carácter sostenible, que garantizan el acceso físico, económico, social, oportuno y permanente a una alimentación adecuada en cantidad y calidad, con pertinencia cultural, preferiblemente de origen nacional, para su adecuado aprovechamiento biológico, para mantener una vida saludable y activa.

Respecto al factor productivo, se basa en modelos productivos sostenibles que respetan la diversidad biológica y cultural y protegen los recursos naturales.

La sostenibilidad se garantiza, además, mediante las normas, políticas públicas e instituciones necesarias y debe estar dotada de los recursos financieros, técnicos y humanos necesarios.

h. Precaución. La importación de alimentos genéticamente modificados -materia prima y terminados- están sujetos al etiquetado respectivo y a las regulaciones que las leyes específicas establecen, garantizando su trazabilidad e inocuidad. Al importador le corresponde comprobar, ante las entidades públicas correspondientes, dicha trazabilidad e inocuidad.

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Para proteger el germoplasma nativo, se regula la importación, experimentación y cultivo de semillas genéticamente modificadas, mediante la emisión de las leyes respectivas, en concordancia con los convenios y protocolos que el Estado de Guatemala es signatario.

i. Descentralización. El Estado traslada de acuerdo a su competencia, capacidades de decisión, formulación y manejo de recursos a los ámbitos departamental, municipal y comunal, creando las normas e instituciones que sean necesarias.

j. Participación ciudadana. El Estado promueve la participación articulada de la población en la formulación, ejecución y seguimiento de la Política Nacional de Seguridad Alimentaria y Nutricional y las políticas sectoriales que de ella se deriven.

Artículo 5. Participación. El Gobierno de Guatemala promoverá un proceso de consulta con la sociedad civil organizada para proponer soluciones y definir estrategias orientadas a garantizar la Seguridad Alimentaria y Nutricional -SAN- en productos tradicionales como maíz y fríjol en las tierras aptas para dichos cultivos, lo que debe reflejarse en planes operativos y estratégicos.

CAPÍTULO II DEL SISTEMA NACIONAL DE SEGURIDAD ALIMENTARIA Y NUTRICIONAL

Artículo 6. Creación del Sistema Nacional de Seguridad Alimentaria y Nutricional -SINASAN-. Se crea el Sistema Nacional de Seguridad Alimentaria y Nutricional -SINASAN-, integrado por instancias de gobierno y de la sociedad guatemalteca, contando con el apoyo técnico y financiero de la cooperación internacional.

Artículo 7. Objetivos. El objetivo fundamental del SINASAN es establecer y mantener, en el contexto de la Política Nacional de Seguridad Alimentaria y Nutricional, un marco institucional estratégico de organización y coordinación para priorizar, jerarquizar, armonizar, diseñar y ejecutar acciones de SAN a través de planes, siendo sus objetivos principales:

a. Impulsar acciones encaminadas a la erradicación de la desnutrición y reducción de enfermedades carenciales y por exceso en todo el territorio nacional y la eliminación de la transmisión intergeneracional de la desnutrición, creando y fortaleciendo condiciones que contribuyan a que toda la población acceda a oportunidades de desarrollo humano digno;

b. Diseñar e implementar acciones eficaces y oportunas de disponibilidad de productos básicos de la alimentación y asistencia alimentaria a los grupos de población que padecen desnutrición, complementadas con programas de desarrollo comunitario y seguridad alimentaria y nutricional;

c. Impulsar los objetivos de la Política Nacional de SAN del Estado guatemalteco en los planes estratégicos, programas y proyectos sectoriales orientados al desarrollo socioeconómico del país.

Artículo 8. Estructura del SINASAN. El SINASAN estará conformado por tres niveles de acción:

a. Nivel de dirección y decisión política, constituido por el Consejo Nacional de SAN.

b. Nivel de coordinación y planificación técnica, constituido por la Secretaría de Seguridad Alimentaria y Nutricional de la Presidencia de la República.

c. Nivel de ejecución, conformado por las instituciones o entes responsables de la ejecución directa de las acciones en SAN en todos los niveles.

Artículo 9. Órganos. El Sistema Nacional de Seguridad Alimentaria y Nutricional está integrado por los siguientes órganos:

a) El Consejo Nacional de Seguridad Alimentaria y Nutricional, como ente rector;

b) La Secretaría de Seguridad Alimentaria y Nutricional de la Presidencia de la República;

c) Instancia de consulta y participación social;

d) Grupo de instituciones de apoyo.

Artículo 10. Responsabilidad de delegados. Los delegados de cada institución u organización que integran el sistema, deberán contar con la delegación de autoridad institucional para asumir compromisos

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ante el SINASAN. Cada integrante del SINASAN será responsable del cumplimiento de las directrices y acuerdos emanados del CONASAN en la institución u organización que representa.

CAPÍTULO III DEL CONSEJO NACIONAL DE SEGURIDAD ALIMENTARIA Y NUTRICIONAL -CONASAN-

Artículo 11. Creación. Se crea el Consejo Nacional de Seguridad Alimentaria y Nutricional -CONASAN-, el que por medio de su secretario formará parte del Gabinete General, Gabinete Social y Gabinete de Desarrollo Rural.

Artículo 12. Naturaleza. El CONASAN será el ente rector del SINASAN. Será responsable de impulsar las acciones que promuevan la Seguridad Alimentaria y Nutricional en el ámbito político, económico, cultural, operativo y financiero del país.

Artículo 13. Estructura. El CONASAN está integrado por los siguientes representantes institucionales:

a. El Vicepresidente de la República, quien lo preside;

b. El Secretario de Seguridad Alimentaria y Nutricional, quien actuará como Secretario del Consejo;

c. El Ministro de Agricultura, Ganadería y Alimentación;

d. El Ministro de Economía;

e. El Ministro de Salud Pública y Asistencia Social;

f. El Ministro de Educación;

g. El Ministro de Comunicaciones, Infraestructura y Vivienda;

h. El Ministro de Ambiente y Recursos Naturales;

i. El Ministro de Trabajo y Previsión Social;

j. El Ministro de Finanzas Públicas;

k. El Secretario de Coordinación Ejecutiva de la Presidencia;

l. La Secretaría de Obras Sociales de la Esposa del Presidente;

m. Dos representantes del Sector Empresarial;

n. Cinco representantes de la Sociedad Civil.

Respetando los principios de autonomía municipal y división de poderes, podrán ser miembros del CONASAN, si así lo consideran conveniente:

a. El Presidente de la Asociación Nacional de Municipalidades -ANAM-;

b. El Presidente de la Comisión de Seguridad Alimentaria y Nutricional del Congreso de la República.

Los ministros podrán delegar su representación únicamente en los viceministros y los demás funcionarios delegarán su representación únicamente en el funcionario inmediato inferior que los sustituye en el cargo.

Artículo 14. Responsabilidad. Cada uno de los integrantes del CONASAN será responsable de impulsar al interior de las instituciones que representan, el cumplimiento de los instrumentos y acciones de la política SAN, las acciones que se deriven de los planes estratégicos y operativos que permitan enfrentar problemas coyunturales graves de inseguridad alimentaria, así como las demás directrices emitidas por resolución, que deberán ser acatadas por las instituciones de gobierno en el momento que las transcriba la Secretaría Ejecutiva.

Artículo 15. Atribuciones. El Consejo Nacional de Seguridad Alimentaria y Nutricional tiene como atribuciones:

a. Vigilar el cumplimiento de los objetivos, acuerdos y compromisos generados en el SINASAN;

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b. Aprobar y promover el cumplimiento de la Política Nacional de Seguridad Alimentaria y Nutricional;

c. Promover para su aprobación la legislación y reglamentación necesaria de productos básicos de alimentación como maíz y fríjol, la ampliación de la canasta básica y la aplicación de la política SAN;

d. Estudiar y aprobar políticas, planes y estrategias de SAN y velar por la disponibilidad y asignación de recursos humanos y financieros para hacer efectiva su implementación;

e. Conocer el nivel de ejecución de los planes estratégicos, emitir correctivos, replantear estrategias, aprobar acciones coyunturales;

f. Unificar criterios sobre estrategias para afrontar el problema alimentario y nutricional en forma integral y sistemática, fortaleciendo las diversas formas productivas de productos tradicionales como maíz y fríjol en el marco de la interculturalidad, definiendo las responsabilidades y compromisos de los sectores involucrados;

g. Implementar la normativa gubernamental que permita velar por la reducción de la malnutrición dentro de la sociedad guatemalteca;

h. Velar por la inclusión e implementación de los aspectos correspondientes de la Política Nacional de Seguridad Alimentaria y Nutricional en los distintos sectores de gobierno;

i. Armonizar la Política Nacional de SAN con las otras políticas sociales y económicas del gobierno, así como con la estrategia de reducción de la pobreza;

j. Conocer, analizar y proponer correctivos a las políticas y estrategias en materia de Seguridad Alimentaria y Nutricional, sobre la base de las recomendaciones que anualmente emitirá el Procurador de los Derechos Humanos en relación con el respeto, protección y realización progresiva del derecho a la Seguridad Alimentaria y Nutricional.

Artículo 16. Sesiones del CONASAN. El CONASAN efectuará reuniones ordinarias cuando fuere convocado en la forma que determine el reglamento, pero obligatoriamente lo hará en forma trimestral, emitiendo resoluciones en forma colegiada.

Artículo 17. Planes coyunturales. El CONASAN podrá aprobar planes estratégicos y operativos coyunturales para enfrentar problemas graves de desnutrición y hambre en poblaciones identificadas como de inseguridad alimentaria y nutricional, debiendo solicitar al Congreso de la República, por conducto de la Secretaría de Seguridad Alimentaria y Nutricional de la Presidencia de la República, emitir la resolución correspondiente, que permita reorientar los recursos de las instituciones que la integran, sin que para ello se declare estado de emergencia en las comunidades que sean identificadas.

Artículo 18. Integración de planes operativos. Las instituciones gubernamentales miembros del CONASAN formularán dentro de sus Planes Operativos Anuales, los instrumentos de política y líneas de acción sectorial en coherencia con los objetivos del SINASAN, los que serán sometidos al conocimiento y aprobación del CONASAN.

CAPÍTULO IV DE LA SECRETARÍA DE SEGURIDAD ALIMENTARIA Y NUTRICIONAL DE LA PRESIDENCIA DE LA REPÚBLICA

Artículo 19. Creación. Se crea la Secretaría de Seguridad Alimentaria y Nutricional de la Presidencia de la República -SESAN-, con las atribuciones adelante mencionadas.

Artículo 20. Naturaleza. La SESAN es el ente coordinador del SINASAN y tendrá la responsabilidad de la coordinación operativa interministerial del Plan Estratégico de SAN, así como de la articulación de los programas y proyectos de las distintas instituciones nacionales e internacionales vinculados con la Seguridad Alimentaria y Nutricional del país.

Artículo 21. Estructura. La SESAN para el desarrollo de sus áreas de trabajo, podrá desarrollar la estructura administrativa y operativa que le demanden esas funciones. Dicha estructura deberá contemplarse en el reglamento de la presente Ley, quedando integrada en su fase inicial así:

a. El Secretario de Seguridad Alimentaria y Nutricional;

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b. El personal técnico y equipo que le permita dar cumplimento a sus áreas de trabajo;

c. Técnicos superiores de las instituciones del Estado representadas en el CONASAN, quienes serán puntos de enlace;

d. Técnicos de la instancia de consulta y participación social y del grupo de instituciones de apoyo, cuando les sea requerido por SESAN.

Artículo 22. Atribuciones. La SESAN será la encargada de establecer los procedimientos de planificación técnica y coordinación entre las instituciones del Estado, la sociedad guatemalteca, las organizaciones no gubernamentales y las agencias de cooperación internacional vinculadas con la seguridad alimentaria y nutricional, en los diferentes niveles del país (nacional, departamental, municipal y comunitario).

La SESAN coordinará la formulación del Plan Estratégico Nacional de SAN, lo propondrá al CONASAN; asimismo coordinará su actualización, ejecución, seguimiento y evaluación

y apoyará a las instancias ejecutoras en la planificación y programación de los planes sectoriales estratégicos y operativos con acciones priorizadas de acuerdo a la Política Nacional de SAN; asimismo, someterá a consideración ante el CONASAN los ajustes pertinentes.

La SESAN será responsable de las siguientes acciones específicas:

a. Presentar al CONASAN, para su aprobación, el proyecto de Política Nacional de Seguridad Alimentaria y Nutricional;

b. Proponer al CONASAN la definición de políticas u otros aspectos legales que sean complementarios y necesarios para la implementación de la Política Nacional de SAN;

c. Coordinar la implementación de los instrumentos de la Política Nacional de SAN en forma programática y coherente con las políticas que se relacionen;

d. Realizar todas las acciones pertinentes para alcanzar el logro de los objetivos del CONASAN;

e. Diseñar, implementar y operar el Sistema de Información Nacional de Seguridad Alimentaria y Nutricional, en adelante SIINSAN, que permita el monitoreo y evaluación de la situación de la Seguridad Alimentaria y Nutricional, el avance y los efectos de los planes y programas estratégicos, así como el Sistema de Alerta Temprana para identificar situaciones coyunturales de inseguridad alimentaria y nutricional;

f. Difundir la Política Nacional de Seguridad Alimentaria y Nutricional y velar por su cumplimiento;

g. Apoyar a las instituciones que lo soliciten en la gestión de los recursos financieros que demanden para desarrollar el Plan Estratégico de SAN, así como los recursos que demande el SINASAN;

h. Velar por la inclusión e implementación de lo que corresponda a la consecución de la Política de Seguridad Alimentaria y Nutricional, en los distintos sectores de gobierno;

i. Sensibilizar a las instituciones del sector público y privado, a los organismos internacionales y a la sociedad en general, sobre la magnitud y trascendencia del problema alimentario y nutricional;

j. Identificar los grupos de población con alta vulnerabilidad a la inseguridad alimentaria, con el objeto de prevenir sus consecuencias y priorizar y ejecutar acciones;

k. Desarrollar planes estratégicos y operativos para enfrentar problemas graves de malnutrición y hambre en poblaciones identificadas como de inseguridad alimentaria y nutricional, desarrollando la gestión que ello demande al interior de las instituciones de gobierno, sociedad civil y cooperación internacional;

l. Coordinar con la Secretaría de Planificación de la Presidencia de la República -SEGEPLAN- las solicitudes, ofrecimientos y donaciones que a través de convenios se produzcan en políticas, planes y programas relacionados con la seguridad alimentaria y nutricional y el combate contra el hambre;

m. Documentar y normar el uso de las donaciones que se reciban en relación a SAN;

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n. Propiciar en los distintos sectores el enfoque intersectorial e integral de la SAN y la acción coordinada entre las instancias gubernamentales, no gubernamentales y de la cooperación internacional en aspectos de SAN;

o. Propiciar la existencia y funcionamiento efectivo de canales y espacios de diálogo y comunicación, así como mecanismos de consulta y coordinación entre el Organismo Ejecutivo, la sociedad civil y la cooperación internacional, fomentando el estudio y análisis del problema alimentario nutricional y sus soluciones;

p. Las demás atribuciones que sean inherentes a su naturaleza y objetivos, así como las que en su momento delegue el CONASAN.

CAPÍTULO V DEL SECRETARIO DE SEGURIDAD ALIMENTARIA Y NUTRICIONAL DE LA PRESIDENCIA DE LA REPÚBLICA

Artículo 23. Funcionamiento. Para el funcionamiento de la SESAN, el Secretario de Seguridad Alimentaria y Nutricional está encargado de:

a. Actuar como Secretario del CONASAN;

b. Velar por la realización de las funciones de la SESAN;

c. Apoyar el establecimiento de mecanismos de transparencia y auditoría social en el manejo de fondos para la SAN;

d. Realizar todas las acciones pertinentes para alcanzar el logro de los objetivos del CONASAN, así como de la política y planes de Seguridad Alimentaria y Nutricional;

e. Representar al Organismo Ejecutivo por designación Presidencial de la República, ante instancias internacionales vinculadas en materia de Seguridad Alimentaria y Nutricional;

f. Representar al CONASAN ante el Gabinete General, el Gabinete Social y el Gabinete de Desarrollo Rural del Organismo Ejecutivo;

g. Otras que específicamente le determine el Presidente de la República.

Artículo 24. Requisitos. Para ser Secretario de Seguridad Alimentaria y Nutricional de la Presidencia de la República se requieren los mismos requisitos y calidades que para ser Ministro, teniendo la misma jerarquía de éstos, debiendo tener conocimiento de la realidad nacional, compromiso social y experiencia probada en Seguridad Alimentaria y Nutricional.

CAPÍTULO VI DE LA INSTANCIA DE CONSULTA Y PARTICIPACIÓN SOCIAL

Artículo 25. Creación. Como parte del SINASAN se crea la instancia de Consulta y Participación Social, la que brindará aportes técnicos, identificará e instrumentará acciones en temas relacionados con la SAN cuando le sea requerido por la SESAN. La naturaleza, integración, estructuración y funcionamiento de este grupo será determinada en el correspondiente reglamento de esta Ley.

Artículo 26. Atribuciones. La instancia de Consulta y Participación Social se desempeñará dentro del marco de acciones siguientes:

a. Brindar asesoría al CONASAN a través de la SESAN en torno a los campos de acción de los sectores que representa;

b. Promover que, en la consecución de los objetivos del SINASAN, el CONASAN involucre a los sectores que representan;

c. Promover la participación de los sectores que representan la articulación de acciones que permitan la implementación del Plan Estratégico Nacional de SAN;

d. Asesorar a la SESAN en la toma de decisiones para atender situaciones coyunturales o estructurales de Seguridad Alimentaria y Nutricional.

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CAPÍTULO VII DEL GRUPO DE INSTITUCIONES DE APOYO

Artículo 27. Instituciones de apoyo. La SESAN contará con un grupo de instituciones de apoyo conformado por instituciones de gobierno no integradas dentro del CONASAN y de los organismos de la cooperación internacional que puedan brindar soporte técnico, financiero y operativo cuando les sea requerido por la SESAN, para lo cual los titulares superiores de las instituciones formalizarán su apoyo mediante convenios de cooperación o coordinación que se acuerden.

CAPÍTULO VIII DE LAS CORRESPONSABILIDADES INSTITUCIONALES

Artículo 28. Disponibilidad de alimentos. En el ámbito sectorial, corresponde al Ministerio de Agricultura, Ganadería y Alimentación, en coordinación con otras instituciones del Estado representadas o no en el CONASAN, impulsar las acciones que contribuyan a la disponibilidad alimentaria de la población, ya sea por producción local o vía importaciones, en forma oportuna, permanente e inocua.

Artículo 29. Acceso a los alimentos. En el ámbito sectorial, corresponde al Ministerio de Agricultura, Ganadería y Alimentación, Ministerio de Economía, Ministerio de Trabajo y Previsión Social y al Ministerio de Comunicaciones, Infraestructura y Vivienda, en coordinación con otras instituciones del Estado representadas o no en el CONASAN, impulsar las acciones tendientes a contribuir al acceso físico, económico y social a los alimentos de la población de forma estable.

Artículo 30. Consumo de alimentos. En el ámbito sectorial, corresponde al Ministerio de Salud Publica y Asistencia Social, al Ministerio de Educación y al Ministerio de Economía en coordinación con otras instituciones del Estado representadas o no en el CONASAN, impulsar las acciones para desarrollar capacidades en la población para decidir adecuadamente sobre la selección, conservación, preparación y consumo de alimentos.

Artículo 31. Utilización biológica de los alimentos. En el ámbito sectorial, corresponde al Ministerio de Salud Pública y Asistencia Social, en coordinación con otras instituciones del Estado representadas o no en el CONASAN, impulsar las acciones que permitan a la población mantener las condiciones adecuadas de salud e higiene ambiental que favorezcan el máximo aprovechamiento de los nutrientes que contienen los alimentos que consume.

Artículo 32. Tratamiento de la desnutrición. En el ámbito sectorial, corresponde al Ministerio de Salud Pública y Asistencia Social, en coordinación con otras instituciones

del Estado representadas o no en el CONASAN, impulsar las acciones que permitan fortalecer y actualizar de forma continua los recursos humanos institucionales y de otras instancias sobre el diagnóstico, tratamiento, recuperación y rehabilitación del desnutrido.

Artículo 33. Información, monitoreo y evaluación de la SAN. En el ámbito sectorial, corresponde a la SESAN, en coordinación con otras instituciones del Estado representadas o no en el CONASAN, diseñar, montar y operar el sistema de información y vigilancia de la SAN, con el apoyo de la cooperación internacional.

Artículo 34. Descentralización. En los ámbitos departamental, municipal y comunitario, los Consejos de Desarrollo Urbano y Rural conformarán comisiones específicas de SAN para impulsar el cumplimiento de los objetivos de la Política SAN y del Plan Estratégico, con sus respectivos programas, proyectos y actividades, en coordinación con la SESAN.

CAPÍTULO IX ALCANCES

Artículo 35. Observancia. Esta Ley es de observancia general en el territorio nacional, con acciones específicas de prioridad en las poblaciones definidas como vulnerables a la inseguridad alimentaria y nutricional.

Artículo 36. Delegación de responsabilidades. Esta Ley le permite al Sistema Nacional de Seguridad Alimentaria y Nutricional -SINASAN- adjudicar responsabilidades específicas a sus integrantes y, con base en esas responsabilidades y compromisos, evaluar los logros y resultados para encauzar la obtención de los objetivos propuestos en el Plan Estratégico Nacional y los planes operativos.

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CAPÍTULO X DISPOSICIONES FINALES

Artículo 37. Asignación específica. Cada una de las instituciones gubernamentales que forman parte del CONASAN contemplarán en la planificación de su presupuesto ordinario, la asignación de recursos para la ejecución de programas, proyectos y actividades que operativicen la política, con sus respectivos planes estratégicos.

Artículo 38. Asignación presupuestaria específica. El Ministerio de Finanzas Públicas a través de la Dirección Técnica del Presupuesto, debe incluir en el Presupuesto General de Ingresos y Egresos del Estado para cada Ejercicio Fiscal, la asignación del medio punto porcentual (0.5%), específicamente para programas y proyectos de Seguridad Alimentaria y Nutricional de la población en pobreza y pobreza extrema, de acuerdo a lo dispuesto en el Decreto Número 32-2001, Reforma a la Ley de Impuesto al Valor Agregado, de fecha 26 de julio de 2001, lo que no debe interpretarse como el techo presupuestario asignado a las actividades de seguridad alimentaria y nutricional. Estos recursos financieros serán destinados a los ministerios e instituciones que el CONASAN defina de acuerdo a las responsabilidades sectoriales e institucionales que el Plan Estratégico establezca.

Artículo 39. Informe de recaudación. Anualmente, CONASAN solicitará al Ministerio de Finanzas Públicas la estimación de los recursos provenientes del IVA, a efecto que se contemple dentro del proceso de gestión y planificación presupuestaria, el recurso que corresponderá a las instituciones inmersas dentro del Plan Estratégico Nacional de SAN.

Artículo 40. Asignación presupuestaria anual. El Ministerio de Finanzas Públicas, tomando en cuenta la disponibilidad de recursos y espacios presupuestarios, contemplará dentro del Presupuesto General de Ingresos y Egresos del Estado para cada año, la asignación financiera que demande la implementación del SINASAN en su conjunto, el cual será formulado por la SESAN por los conductos pertinentes.

Artículo 41. Sanciones. Los ministerios integrantes del Sistema Nacional de Seguridad Alimentaria y Nutricional quedan facultados para proponer a las instancias correspondientes, los elementos técnicos y administrativos que permitan sancionar las acciones que pongan en riesgo el derecho a la seguridad alimentaria y nutricional establecido en el artículo 1 de esta Ley.

Artículo 42. Reglamento. El CONASAN por medio de la SESAN, elaborará en un plazo máximo de noventa (90) días calendario a partir de la aprobación de esta Ley el correspondiente proyecto de reglamento, y lo presentará para su aprobación a la Presidencia de la República.

Artículo 43. Divulgación. El Organismo Ejecutivo deberá divulgar esta Ley a través de todos los medios de comunicación social del país.

Artículo 44. Vigencia. El presente Decreto entrará en vigencia el día siguiente de su publicación en el Diario Oficial.

REMÍTASE AL ORGANISMO EJECUTIVO PARA SU SANCIÓN, PROMULGACIÓN Y PUBLICACIÓN.

EMITIDO EN EL PALACIO DEL ORGANISMO LEGISLATIVO, EN LA CIUDAD DE GUATEMALA, EL SEIS DE ABRIL DE DOS MIL CINCO.

SANCION

PALACIO NACIONAL: Guatemala, veinticinco de abril del año dos mil cinco.

PUBLIQUESE Y CUMPLASE

OSCAR BERGER PERDOMO

Presidente de la Republica

Lic. Jorge Raúl Arroyave Reyes

Secretario General de la Presidencia de la República

Publicado en el Diario Oficial número 66, tomo CCLXXVI, páginas 1,2,3 y 4 el 2 de mayo de dos mil cinco

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Annex K

Volunteer List by Department Peace Corps Nicaragua VIDA

COS / Term Name Group Project Site Municipality Communit Status Date Chinandega NICA 40 HE Santo Tomás del Norte Santo Tomás Santo Tomás Active 3/28/2008 * Nica 37 HE Corinto Corinto Corinto Active 3/30/2007 * NICA 40 HE Somotillo Somotillo Somotillo Active 3/28/2008 * Nica 43 HE San Pedro del Norte San Pedro del Norte San Pedro del Norte Active 4/3/2009 * NICA 40 HE Cinco Pinos Cinco Pinos Cinco Pinos Active 3/28/2008 * Nica 43 HE Corinto Corinto Corinto Active 4/3/2009 * Nica 43 HE Chinandega Chinandega Chinandega Active 4/3/2009 * Nica 42 AG Los Limones Somotillo Los Limones Active 11/14/2008 * Nica 43 HE Villanueva Villanueva Villanueva Active 4/3/200 *

Esteli Nica 42 AG Las Limas La Trinidad LasLimas Active 11/14/2008 * Nica 42 AG La Labranza I Condega La Labranza I Active 11/14/2008 * Nica 39 AG Hondura Azul Condega Hondura Azul Active 11/16/2007 * Nica 39 AG Las Tablas, Estelí La Trinidad Las Tablas Active 11/16/2007* Nica 42 AG Linda Vista Condega Linda Vista Active 11/14/2008 * Nica 39 AG San Luis San Juan de Limay San Luis Active 11/16/2007 * Nica 42 AG La Labranza II Condega La Labranza II Active 11/14/2008 * Nica 39 AG Las Cuevas La Trinidad Las Cuevas Active 11/16/2007 * Nica 42 AG La Laguna San Nicolás La Laguna Active 11/14/2008 *

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Jinotega Nica 43 HE Yalí Yalí Yalí Active 4/3/2009 * Nica 43 HE La Concordia La Concordia La Concordia Active 4/3/2009 * Nica 43 HE Pantasma Pantasma pantasma Active 4/3/2009 * Nica 36 AG El Volcán / Boniche San Rafael del Norte El Volcán / Boniche Active 12/17/2007 * Nica 39 AG San Rafael del Norte / San Rafael del Norte Namanji Active 11/16/2007 * Nica 42 AG Jiguina Jinotega Jiguina Active 11/14/2008 * Nica 42 AG Sasle-Sisle Jinotega Sasle-Sisle Active 11/14/2008 * Nica 42 AG Sasle-Sisle Jinotega Sasle-Sisle Active 11/14/2008 * Nica 42 AG El Charcón Pantasma El Charcón Active 11/14/2008 * Nica 42 AG El Coyolito La Concordia El Coyolito Active 11/14/2008 * Nica 39 AG Los Robles Jinotega Los Robles Active 11/16/2007 * Nica 43 HE La Rica Yalí La Rica Active 4/3/2009 * Nica 42 AG Sabana Grande San Rafael del Norte Sabana Grande Active 5/14/2008 *

Leon Nica 42 AG El Sauce San José El Sauce Active 11/14/2008 *

Madriz Nica 43 HE San Juan del Río San Juan del Río San Juan del Río Coco Active 4/3/2009 * Nica 39 AG El Guayabo Somoto El Guayabo Active 11/16/2007 * NICA 40 HE Totogalpa Totogalpa Totogalpa Active 3/28/2008 * NICA 40 HE Somoto Somoto Somoto Active 3/28/2008 * Nica 43 HE La Playa Somoto La Playa Active 4/3/2009 * Nica 36 AG Somoto Somoto Aguas Calientes Active 3/1/2008 * Nica 39 AG Moropoto San Lucas Moropoto Active 11/16/2007 * NICA 40 HE Telpaneca Telpaneca Telpaneca Active 3/28/2008 * Nica 43 HE San Lucas SanLucas San Lucas Active 4/3/2009 * Nica 43 HE Las Sabanas Las Sabanas Las Sabanas Active 4/3/2009 *

Matagalpa NICA 40 HE La Dalia La Dalia La Dalia Active 3/28/2008 * NICA 40 HE Muy Muy Muy Muy Muy Muy Active 3/28/2008 *

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Nica 42 AG La China Sebaco La China Active 11/14/2008 * Nica 39 AG Jucuapa Centro Jucuapa Centro Jucuapa Centro Active 11/16/2007 * NICA 40 HE Ciudad Dario Ciudad Darío Ciudad Dario Active 3/28/2008 * Nica 43 HE Río Blanco Río Blanco Río Blanco Active 4/3/2009 *

Nica 43 HE San Isidro San Isidro San Isidro Active 4/3/2009 * NICA 40 HE None Matagalpa Matagalpa Active 3/28/2008 *

Nueva Segovia Nica 34 HE Ocotal Ocotal Ocotal Active 4/30/2007 * Nica 39 AG Casas Viejas El Jicaro Casas Viejas Active 11/16/2007 * NICA 40 HE Santa María Santa María Santa María Active 3/28/2008 * NICA 40 HE Jalapa Jalapa Jalapa Active 3/28/2008 * Nica 43 HE Ocotal Ocotal Ocotal Active 4/3/2009 * Nica 36 AG Ococona Macuelizo Ococona Active 2/28/2008 * Nica 43 HE Quilalí Quilalí Quilalí Active 4/3/2009 * NICA 40 HE Mozonte Mozonte Mozonte Active 3/28/2008 *

Rio San Juan Nica 43 HE Boca de Sábalos El Castillo Boca de Sábalos Active 4/3/2009 * NICA 40 HE Las Azucenas San Carlos Las Azucenas Active 3/28/2008 * NICA 40 HE Morrito Morrito Morrito Active 3/28/2008 * NICA 40 HE San Miguelito San Miguelito San Miguelito Active 3/28/2008 * Nica 43 HE Los Chiles San Carlos Los Chiles Active 4/3/2009 * Nica 43 HE Walter Acevedo Morrito Walter Acevedo Active 4/3/2009 * NICA 40 HE San Carlos San Carlos SAn Carlos Active 3/28/2008 *

Rivas NICA 40 HE Altagracia, Ometepe Altagracia Altagracia Active 3/28/2008 * AG: Agriculture and Fod Security HE: Community Health COS: Competion of Service

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Annex M BUDGET

Activity # Description of activity Needed expertise Total

1 Awareness-raising workshop (for media and SINAPRED, MAGFOR, MINSA staff)

1 National Facilitator, technical input from

Committee of Interest in Food Security

USD 5,000 (funded by OCHA)

2 One week Guatemala study trip to visit SESSAN and CEPREDENAC

10 High-ranking decision makers

USD 15,000

3 Food security focal points at SINAPRED and MAGFOR

Letter by WFP USD 0

4 SISSAN Technical assistance

International consultant (12 months)26

USD 200,000

5 Reactivate the Committee of Interest in Food Security

N/a USD 0

6 Coordinate pilot early warning projects at the municipal level

Active Committee of Interest in Food

Security

USD 0

7 Pilot at municipal level VAM and early warning system

USD 100,000

8 Development of rapid EFSA methodology and tools

Two months international consultancy

USD 30,000

9 Initial rapid evaluation training in Managua

REDLAC methodology consultant

USD 15,000

9 Initial rapid evaluation training in RAAN and RAAS

REDLAC methodology consultant

USD 20,000

10 Training for rapid EFSA EFSA trainers USD 30,000 11 Adapt EFSA Handbook to

Central America region International consultant

for 3 months USD 45,000

11 Regional in-depth EFSA training

International consultant for 1 week

USD 60,000

12 Training of staff involved in pilot projects

Active Committee of Interest in Food

Security

USD 10,000

TOTAL USD 530,000

26 It is advisable to recruit a national consultant (in this case the budget would be susbstantially lower).