Category Archives: WPF partners

Distant Drums

It’s June.  The trees are leafed out, I need to cut my lawn at least once a week and summer seems as though it wants to stay around for a while.  It’s what we in the north have pined for during the past six months.  And all I can think about is Nicaragua.

I haven’t been in Nicaragua since February and likely won’t make another return trip until August.  No farms, no cooperative counsel, no ownership enthusiasm, no face-to-face conversations with people who do not speak English, but who nonetheless speak “my language.”  Memory of earlier trips fade over time and I begin to feel more and more distant from people who are the focus of our work and the hopes of sustainable Nicaragua.  That exemplifies a problem, a big one for all of us.

Absence may make the heart grow fonder, but it also creates distance.  Physically, I am no further away from my Nicaraguan colleagues and acquaintances than I was upon my return from there in February.  But the ensuing four months have distanced me, nonetheless.  Obviously, I do not see their faces.  I do not hear their voices or the anxieties  within their words.  They do not shake my hand in the morning or wish me a pleasant night in the evening.  We cannot share meals together.  I am not there to encourage and they may quickly forget lessons shared.  We are… apart.  Despite my heartfelt desire to be a resource and a friend, the time and distance erode the intensity of our relationship.  I’ve experienced the phenomenon before.

In 2000, my wife and I traveled with our four children (our two sets of twins) to the land of their birth, South Korea.  One of the many blessings of that travel was the opportunity to meet with both sets of birth parents.  The reunions were priceless, the time spent with these extended families were filled with emotion and love beyond our possible expectations.  We became family with these South Korean kin; by the time of our departure from their country, we promised each other ongoing love and communication.

For a time, we kept our pledge to one another.  From the U.S., we regularly telephoned long distance with the aid of an interpreter. (E-mail was not yet the readily available tool that it was to become.) From Korea, we received gifts and photos.  Christmas featured gifts in both directions.  The bonds remained vibrant.  But in time, they grew less frequent.  Our kids grew into busy young people already pressed for time and energy.  Birth families likely grew increasingly frustrated with time lags and difficulties in translating letters.  And eventually, not even the bonds of shared parenting and extended family could sustain a continued embrace.

It’s perhaps an obvious reality that time and distance intrude on the most sincere of desires and necessities.  And if they can erode our intentions even with respect to those whom we know and love, we can only speculate about the difficulties in nurturing connections with those we do not know.  I experienced it happening with South Korean family.  I feel it developing with Nicaraguan friends.  We become victims of our isolations.

At a time when our government and some of its population look to isolate our nation- to create greater distance and fewer collaborations to Make America Great Again- we would do well to recognize the realities of distance and time.  They are already formidable enemies of peace and humanity.  They siphon away touch and contact and emotion.  They feed doubt and gossip.  They sew seeds of suspicion.  Our needs are not to withdraw even further from the presence of “the other,” but to draw closer.

At the very least, I’m determined to reach out to two families in South Korea.  And to get back to people whom I know and care about in Nicaragua….

 

 

 

Can the youth fall in love with the countryside again?

René Mendoza Vidaurre[1]

You cannot direct the wind, but you can change the direction of the sails. Chinese Proverb

Let the wind blow and carry you where it will. Bible saying.

“Our problem, says A. Argueta, from the COMAL network (Honduras), is that our offspring do not want to know about agriculture; many times in a family of 7 only two are working, Mom and Dad.” R. Villegas, also from the COMAL network, says, “when they are little our children help us in the work, but once grown up, returning from their studies they do the numbers on our crops, and they tell us that planting corn and beans no longer works, and they tell us it is better to sell the land.” What Argueta and Villegas tell us we hear in every country in Latin America.

If this situation intensifies, it will affect world food production. Because it depends in good measure on family agriculture, which, according to ECLAC, FAO and IICA (2014, Prospects for Agriculture and Rural Development in the Americas) represent more than 75% of total production units in nearly every country of Latin America. The organization of that peasant economy, according to A. Chayanov (1925, The Organization of the Peasant Economic Unit) is based on family labor to meet their needs. From that situation, to now where youth are increasingly disenchanted with farm work, means that the peasant economy is growing old and the depopulation the rural sector is increasing.

We are facing a world problem that we deal with in this article from a rural perspective. We break down the dynamics that led to this situation, we look into the specific nature of family agriculture and we provide some ideas for the youth to fall in love again with the countryside. For these points and others, taking up again the Chinese Proverb and the bible passage quoted above, we argue that it is important to change the direction of “our sails” (perspectives) as we understand the direction of the “wind.”

The conditions for the disenchantment

There are structural conditions that are conducive to this disenchantment. The first refers to the current generation of parents and children. In Europe they talk about the “neither-nor” youth; they neither study nor work. Bauman (2014, Does the Wealth of the Few Benefit Everyone?), studying the inequality, observes that the generations after the second world war, supported by redistribution policies, looked forward in order to improve; while today the “neither-nors” are the first generation that are not managing the achievements of their parents as the beginning of their career, that instead are asking what their parents did to improve, and that in this way these youth are not looking forward, but back. Some years ago in rural Latin America, parents would receive their inheritance and would go into the forest to expand their area in order to, later on, leave it to their children, and they to theirs. The inheritance was the starting point for each generation. But now the agricultural frontier has reached its limits, and there is almost no more forest to go into. So, on the one hand, the parents are not expanding their areas to leave behind, nor did they have time to inculcate their farming culture on their children, because they passed their childhood, adolescence and part of their youth studying; and on the other hand, this growing group of youth did not find work in their majors, nor did they like their parents farming, and in the case that they did, it is common to hear their laments; “Dad says that as long as he is alive I cannot raise different crops on his land”, “they do not want to leave me my inheritance because they say that ‘the pig sheds its lard only after it dies’”.

Table. Corn profitability (Honduras, 2016/17)
  Units Price (L) Value (L) Dollars
Production (qq) 24 300 7200 309.0
Costs 7040 302.1
Preparation (wd) 16 120 1920 82.4
Planting (wd) 4 120 480 20.6
Seed (lbs) 25 4 100 4.3
Fungicide (wd) 1 120 120 11.2
Fungicide (lt herbicide) 2 130 260 20.6
2 fertilizations (wd) 4 120 480 20.6
2 fertilizations (sacks fertilizer) 4 500 2000 85.8
Bend and harvest (wd) 12 120 1440 61.8
Clean 2 120 240 10.3
wd =work days

Source: based on cases of several producers in Honduras

The second condition refers to the knowledge perspective acquired by the youth. There is a boom of youth studying; in 2015, according to the UNESCO report, 98% of the youth of Latin America were studying. Going back to where their parents are, many of them do economic calculations and conclude that what their parents are growing it not profitable (see Table for corn; calculations for beans are more generous, $400/mz costs and $1200/mz income). This acquired knowledge, nevertheless, underlies a perspective contrary to the peasant economy: they take crops as a comodity isolated from the production system where it grows, and outside the logic of the family that produces it. These assumptions are in line with the perspective of big enterprise: monocropping, betting on volume based on intensive and mechanized technology, and the maximization of financial earnings.

The third condition refers to the growing gap between parents and their children. The children are caught between the love for their parents and their belief that “I did not study to go back to the fields” – by “fields” they assume backwardness. The parents feel impotent in not being able to explain their “agricultural profitability” showing their production systems and their social and economic life, surprised they recall when they encouraged their children to study, telling them that “a shovel weighs more than a pen”, and get frustrated in not being able to direct their children to the future, even worse not knowing the digital technology in which the youth move. These facts make the gap that separates them even greater, the parents grow old and the youth are at risk of falling into that old expression of “the idle mind is the devil´s workshop” in a Central America that finds it difficult to free itself from violence.

The fourth condition refers to rural organizations. It is common to run into peasant associations, stores, banks and cooperatives whose members´average age is 50. If life expectancy in the Central American countries is around 73 years of age, the paradox is that the organizations are aging while they close themselves to the youth. A mother who returned to dedicate herself to her family, after 8 years in an organization, said, “if I would have continued as a leader, I would have lost my son, because he was already on a bad path.” The logical thing would be that the family life of those who are organized would improve, but that mother says that it did not. Others look for people to blame: “the governments hassle the organizations with taxes and repressive measures, businesses hassle them through their harvest collectors or intermediaries, and aid organizations keep them busy with projects.” It could be. But the chasm between the organizations and the youth is deep.

The Specific Nature of Peasant Production

Why do they take such great pains with corn and beans? What is it that we do not understand about them? Full of millennial patience, the peasant families husk the ear of corn for us. “We plant corn, beans, chicory…because we learned it from our parents to feed our families, not to make a lot of money.” Looking at me skeptically, they continue on: ”by planting corn we eat tamales, atol, corn on the cob, baby corn, new corn tortillas, would we be able to eat all this if we quit planting corn?”, “the protein from a recently harvested corn cob is not comparable to that anemic imported corn”, “with beans we eat green beans, bean soup, cooked beans…” We understand that corn is more than tortillas, and beans are more than bean paste. “When we have corn and beans it makes us feel relieved, so we look for plantains, eggs…we go from serving to serving.” And then, “the beans that we are not going to eat we sell, likewise with the other products, in order to buy other needs and pay for the studies of our children.” And the profitability?

With weatherbeaten skin and a cold stare, they explained to us. “If we don´t plant corn, we would have to buy tortillas; we are 6 in the family and we would need 30 tortillas for each meal, that is L15; if I plant we eat 20 tortillas because the tortillas we make are thick.” Time to do the numbers: 1) 20 tortillas come from 1 lb, 3 lbs per day, 90 lbs per month, in other words 10.8qq per year, the remaining 13.2qq are for seed, chickens and pigs, from which we get between 6-10 eggs each day and 2 piglets every 6 months; 2) not planting corn, a family of six people needs L16,425 ($714) to buy tortillas in the year, another amount for atol, eggs and pork. In other words, the Table does not show that the corn is linked to small livestock, does not count the corncobs, little corn, new corn tortillas…If the peasant families subjected themselves to the “profitability calculations” of the large enterprises, they would have to go into debt, sell their land, and become farm workers to buy corn in times of scarcity at double the price or buy 90 tortillas/day at $1.90. “They say that it does not work, but it does”- the roar of the wind is heard.

The peasant cornfield includes basic grains, root plants, bananas, trees, chicory, poultry, pigs, water… Is it time to change the direction of our “sails”?

Thinking about the youth

Observing, listening and dialoguing can happen in the family, particularly if their organizations help. The Colega of Colombia cooperative shows us the way. Their members are milk ranchers and the cooperative collects and sells the milk. “We are second in world productivity, behind New Zealand,” they state. This cooperative organizes the children of the members into two groups; the little Colleagues are those under 14, and the pre-Colleagues are between 14-18 years of age. Each little Colleague is given one calf to take care of, the cooperative gives milk to the child as a provision for the calf, and the family of the child provides the inputs for raising the calf; in school they include courses on cooperation and the cooperative invites the little Colleagues to their events; so, from an early age they are cultivating the “member-rancher of the future.” The pre-Colleagues, who were able to take care of and multiply their calves, are provided scholarships for their studies, and member benefits, because they already participate in the production processes like their parents.

Youth are joining the Fe y Esperanza Rural Bank of Palmichal in the COMAL network, encouraged by their families. “My stepfather insisted that I attend the meetings, I thought that this was about old guys who do not change, then I realized that here you learn to improve.” “My grandfather is trustworthy, he told me to join the Bank because one day it would work for me, I paid attention to him, and it is true, now it is working for me.” In a few years this organization is growing in savings and loans, has efficient administration and its organs (board of directors, oversight board and assembly) meet each second Saturday of each month to discuss their numbers and opportunities. Another organization, the 15th of July (a community in Corozo, Yoro) also from the COMAL network, recognized the capacity of a young woman (D. López) who has finished her Certificate Program, and named her as President, and that organization got itself up to date with its internal and external paperwork, and finished its factory for processing granulated sugar.

These three experiences express three ways of including youth. They also tell us that, in contrast with the large businesses where you learn to do a task, in small organizations youth learn to follow their dreams with deep passion. So if an organization would dedicate 1% of its profits to provide a calf, a piglet or a contribution of 5 dollars to each son or daughter of each member, and if that organization accompanied that initiative, it would be planting its own future and that of humanity. If that is accompanied by the universities teaching the perspective of the large business sector, and also that of that 75% of producers who make up family agriculture, we would be turning the direction of our “sails”, and the youth would once again fall in love with the countryside. In this way, organizations could continuously reinvent themselves under the following expression, that D. Zuniga from the COMAL network saw in a home for the elderly in Copan: “you will be as young as your faith and as old as your doubts.”

[1] PhD in development studies, associate researcher of the IOB-University of Antwerp (Belgium), collaborator of the Winds of Peace Foundation (http://peacewinds.org/research/) and member of the COSERPROSS Cooperative. rmvidaurre@gmail.com.

I Met Some Women

I spent the week in Nicaragua last week, visiting partners and participating in a cooperative workshop.  It’s a process that has become familiar to me over the past dozen years, but it is never the same.  Every cooperative, every member, has a story to tell, and each is very different from the other.  Some stories are sad.  Some are uplifting.  Some are absolutely energizing in the sheer power of their message.  Such is the case of COMUSAN, the women’s communal bank cooperative in the remote village of Santa Ana.

Welcome Winds Of Peace

The route to Santa Ana and our meeting is slow and difficult, even for a 4-wheel drive vehicle; the trail is little more than a wide path.  The surroundings are breathtaking, with the mountains and  valleys contrasting  each other.  At one plateau sits a tiny pre-school house, wherein the women of COMUSAN await our arrival.

Pre-School Building

They have come from all over the territory  to attend this meeting of exposition, pride and gratitude.  The cooperative has been guided into existence through the patience and determination of the women and ANIDES, the Nicaraguan Association for Sustainable Development.  Two  members of ANIDES are present, but the show belongs to the women.

What is remarkable about this gathering is not just that the women have come together for a common purpose (the communal bank), but that they have done so against such enormous odds and with such striking success.  Many of the members have migrated to this region from other parts of the country, whether uprooted from past conflicts, ravages of nature or lack of economic opportunity.  Their ages cover generations.  None possess previous experience with banking, even as borrowers.   Most have little education, many with none beyond primary grades.  The men in their lives must understand that the stake in the cooperative bank belongs to the members, a sometimes difficult lesson.    And yet the financials of this fledgling communal bank are positive

Positive Financials!

and growing, as the members take small and certain steps to ensure the strengthening of their bank- and the cooperative which now envelops it- for the future.

The women are understandably shy about speaking up; they don’t have many visitors here and perhaps they are overly-modest about what they have accomplished and how they feel about it.  Asking for support is a humbling experience all by itself.  But the presence of the 27 women, many of whom have walked a great distance to attend the meeting, is a testament to both their pride and determination to make this entity succeed, for themselves and their families.

There is a determination here, a sense that the women of COMUSAN will make this initiative work, regardless of the obstacles they may face.  They are deliberate.  They seek to understand the processes of their cooperative.  Members of both the coop and ANIDES plan to attend the cooperative workshop to be held later in the week.  A visitor can feel both the inexperience and the intensity of a collaborative effort to succeed.  Indeed, one “dream” expressed during the visit is that this cooperative not only succeed unto itself, but that it might become known internationally.

Ambitious visions for a rural women’s cooperative?  Perhaps.  But then, all great success stories start with an unlikely dream….

The Women of COMUSAN

 

 

 

 

We Have Grown Together

ANIDES is an organization with whom Winds of Peace has partnered for the past several years.  It’s a group devoted to lifting up women, helping them to understand and embrace their rights and to explore their capacities as the critical players in strengthening their families and Nicaraguan society.  ANIDES has not only helped with basic living amenities for its women and their families across 34 communities, but has also assisted in the formation of communal banks in outlying villages.  The banks have created access to economic resources, but more importantly have helped to teach finance, cooperative responsibility and the dignity to be discovered in effectively managing such a collaborative endeavor.

Recently, one of the Foundation colleagues visited with the rural cooperative members to talk about their visions, their needs, and the aspirations.  After the meeting and some contemplation about the visit, Gloria Ordoñez- director of ANIDES and the hands-on godmother of the women members- drafted a thoughtful reflection about both the progress of the women and the challenging road ahead.  It’s worth reading, as excerpted with her knowledge and blessing, below:

For some five years we proposed to deal with this challenge in a joint way with the women, using tools for knowledge management, so that they might learn some of their good and bad practices, improving their self esteem, and the importance that the roles that each one performs have for making their organization stronger, working on the recognition of different leaderships that each one exercises within their organization.

For us the application of methodological tools seem important (Results Oriented Management), for their recognition as human beings and through them that they might recognize their skills, abilities and capacities. Likewise that they might recognize the medium in which they can “exploit” or apply those skills. These tools help to recognize what I am now, what I want, a balance in life, the personal values and how through learning to build their path toward the personal and organizational vision.

These tools not only help the growth and personal development, but also the organization, all the members working together to recognize themselves not only as individuals but as organization, the construction of this path toward the vision from the systemic approach helps them to take more ownership over the organization and to work, putting into practice solidarity as a fundamental principle of cooperativism. We know that putting this into practice, or the implementation of a good attitude toward the members, is a long and steep path that we need to walk.  In these years the members have shown an openness to change and are involved in the processes, more and more in a conscious manner.

… So we have grown together little by little, we started with 15 very fearful women that would arrive at the workshops in the company of their husbands or sons; now we have grown in number and active participation; maybe we needed to not move too quickly through stages, so that everyone might participate at the same level….

The communal banks have been the space for learning to set the foundation for the development of trust among the members, strengthening their self esteem, formation and skill development. Making a sieve in order to create cooperatives with the members that show better strengths, identifying and strengthening the common elements of institutionality (system of values held in common for governance).

We see that the role of ANIDES is still very important for STRENGTHENING THE INTERNAL SELF MANAGEMENT CAPACITY of the incipient cooperative organizations. Through accompaniment processes so that they themselves might facilitate them with knowledge acquired in previous processes, GUIDING the comprehension of INSTRUMENTS FOR COLLECTIVE ENTREPRENEURIAL GOOD GOVERNANCE (these documents already exist for each cooperative) in this new stage we will teach their leaders to use and apply them.

Precisely through this we think that strengthening a promoter group of leaders, we will expedite (in a cascading manner) the training process of the different cooperative organizations from within, being accompanied by ANIDES, so that the grassroots cooperatives might be able to continue strengthening themselves FROM THE IDENTIFICATION OF THEIR OWN STRENGTHS AND COMMON IDENTITIES, (like what you call the institution, that has to do with their roots, values and common commitments as women who are living in similar circumstances, learning to get ahead with their families in the midst of adversities).

Thanks for your multiple perspectives and contributions to continue going more in depth to make a different in the cooperative organizations, which is the strong commitment of ANIDES.

This memorandum is a complete and focused organization development roadmap, as holistic, sophisticated and ambitious as any strategic document I’ve encountered.  Its focus includes the health and strength of the organization, its current and future leadership, the well-being of the individual members, a sensitivity to collaborative realities, courage to take on enormous difficulties and a vision which exceeds the boundaries of sight.  It’s a document of hope and expectation, and one that any U.S. business organization would be challenged to achieve and proud to own.

When people occasionally ask me whether there is good news in Nicaragua, whether there is cause for optimism for the future, I will use the words above to state the unequivocal answer, yes….

 

 

Tilling the Soil

I wrote in a post here last week about the need for both “planters” and “harvesters” in the development community to reasonably blunt the oppression of poverty in Nicaragua.  My choice of words and analogy prompted a couple of responses which requested some clarification of those terms and funding postures.  (That’s not at all unusual, as my brain and my words don’t always operate in perfect synchronization.)

In considering how to provide that clarification, I recalled an e-mail that was written by my colleague and Nicaraguan Director for Winds of Peace, Mark Lester.  He had written a response to an inquiry from another funder asking about our process and assessment of project proposals.  I revisited the e-mail and, as I had suspected, Mark’s words painted a clear portrait of a development process geared to clients themselves, and how WPF has come to work with its potential partners in a fashion that plants seeds for and is very focused on the future.  That e-mail is excerpted here:

I think the goal of having your grassroots group partners dictate to you what their specific needs and priorities are is a very good institutional goal, and one that we very much share, but our experience is that it gets very complicated when you try to put it into practice. 

Suppose you [identify] a grassroots coop, and they send you a request. That request will reflect the needs and priorities of the coop to the extent that the leadership really represents the rest of the members, and that is precisely the problem that I explained on our Skype call. These leaders [always] tend to be the same people (patron-fieldhand relationship). In this case the only way to know whether something being proposed reflects the membership is if you spend time in the coop; interviewing board members, but also interviewing a diverse selection of members in different regions of the coop, visiting them in their homes. This is the only way to find out what the members really think when there is great power disparity among the members of the coop. Because those with less power in the community will not say things publicly that would reflect negatively on those with more power in a local community. Their situation is too fragile, and their ability to be able to go to those powerful people to help them in times of need is too important to risk by being honest in a meeting.
 But when you have collected that information from private conversations with members, and then in a plenary session with the members of the coop present the findings, the collective is forced to deal with the true reality, because everyone recognizes it is true. But there was never a way for that truth to surface publicly and thus have everyone deal with it. Without this truth on the table, however,  there is no possibility for the coop to move forward for there to be change, and thus there is no change in the territory, because the [individual]organizations within the territory are not changing. 
This is the work that our colleagues have done and are doing with all the cooperatives that we are working with, and this is what the followup workshops have dealt with. We too put a high value on  the people deciding what their priorities are, but as we delved into it more, we realized to do so effectively often meant getting beyond the leaders, because they really were not representing their membership. 
As a result of the ongoing dialogue, and exchange among the coops, a number of coops have told us that they want to be able to export directly, i.e. not have to sell to either an export company or a 2nd tier cooperative. Especially two  coops had determined in their own internal planning – that for the first time was truly participatory, because the interests of sectors that previously were not reflected in the plan (because of the situation I described above) now were – they decided they wanted to learn how to export. In the last workshop we had, we were able to have a number of small coffee roasters present, precisely because the coops told us they wanted to export. In the course of the workshop the roaster said they wanted to buy coffee [specifically] off these two groups, and in the discussion with the roasters about what they needed, these two coops realized that exporting was more complicated than they thought, so the issue is a very hot topic for them.
To be clear WPF does not want any money, we are however interested in that your money (and other international aid) really does help the grassroots people, and not a local elite that looks like a grassroots group from the outside. Because every dime that ends up going to the local elite ends up financing the very people blocking what the grassroots really want and are able to express when they are offered a channel that does not put them at risk.
Our experience and research shows that unless there is a methodology that gets around the unequal power distribution at the local level, the resources are always going to be controlled by the local elites (who to outsiders may look poor, but internally they clearly are an elite). But there are very few organizations that deal with this central issue. That being said, there is another organization in Nicaragua that does this well, but using a slightly different methodology. I can send you more about them as well if you are interested.
The context Mark described above is happening every day in Nicaragua and in many if not most other impoverished nations where the poor work with assistance groups for their advancement, if not their very survival.  In many cases, they have become dependent upon the intervention of funders, and in the process have abandoned both their right and their hope to ever operate in a self-sustaining fashion.  The projects they propose may, in fact, be capable of generating repayment of loans received or accomplishing grant objectives.  But the essential question to be asked is whether the results are transformative or simply stop-gap until the next infusion of support.  That’s the recipe for dependency.
Within the WPF methodology, we prefer to think of ourselves as planters, “in the soil” with the campesinos, tilling the ground until the first shoots of growth emerge, transforming seeds into ways of life, and working toward an eventual harvest….

 

Spirit

My U.S. acquaintances almost always have questions about the work that Winds of Peace undertakes in Nicaragua, and especially they are curious about the people with whom we work.  They are curious to know how they are like us in the U.S.  They desire to know whether they are happy, what rural Nicaraguans like to do in their spare time, and what they may know about those of us who live in the North.  (My answers to those specific questions tend to be along the lines of: yes, they experience happiness in some very different ways from us, they have little spare time and they know a great deal more about us than we do of them.)

During my visit in Nicaragua two weeks ago, I became re-acquainted with a woman I had met several years ago, a grassroots coffee producer and member of a very small cooperative.  She attended an organizational strengthening workshop which the Foundation had underwritten and, in fact, turned out to be one of the presenters.  I want to introduce you to Corina, because she is a composite story of who many Nicaraguans are.

Corina
Corina

When we first met, Corina and her cooperative had found themselves in deep economic trouble. But the cause of the difficulty stemmed from the fraudulent actions of “middlemen” who recognized an opportunity to take advantage of small producers who were too trusting, unschooled and undereducated in the responsibilities  and obligations of organizational success.  In that first meeting, Corina and her fellow coop members faced a likely collapse of their group; she thus faced a similar fate for her own farm.  Without the middlemen to provide market savvy and price negotiation (as well as deceptive representation), Corina felt lost.

But I recall her tenacity in addition to the shyness.  She had not spoken much in front of her North American visitor those years ago, but she spoke passionately and with defiance when she chose to speak at all.  But I remember thinking that the odds were definitely against this small-producer coop which now faced significant debt not of their own making.  Winds of Peace has made annual loans to the coop since that first meeting, and the coop has survived thus far.  But providing funds each year for fertilizers and new coffee plants is neither the road away from dependence nor the key to sustainability.

Corina and her fellow coop members have worked hard.  They have attended other workshops.  The coop has been attentive to understanding exactly what project proposal information is required of them and what donor expectations are.   They’ve been scrupulously diligent in meeting their loan obligations.  While a preference for having others intervene on their behalf still surfaces at moments, a movement toward self-sufficiency is happening.

So I was both surprised and not surprised in seeing Corina before the audience two weeks ago.  She towered over the audience, in a way that very few people less than five feet in height can; sometimes captivation comes from unsuspected sources.  She clutched a handkerchief like a good luck token, but her voice was firm and her resolution fixed on two large papers taped to the front wall.  On the pages, Corina had charted her family’s 5-Year Farm Plan.

Set aside for the moment the fact that many businesses never attempt something as progressive as a 5-year plan.  Corina, with the assistance of her husband and children and workshop facilitators,  had undertaken a detailed description of her business, including its dimensions, crops, limitations, opportunities, improvements, environmental impacts, successes and its future outlook.  There on two sheets of butcher paper was a complete strategic plan, one which in its simplicity and breadth presented her story, both current and future.

As Corina related her story, her voice grew in size and confidence. The handkerchief became twisted with emotion and conviction.  The audience, notorious for its restlessness, now sat rapt in attention, utterly astonished at both the woman and the content of her work.  At one moment, suddenly self-conscious of her standing, she looked to the workshop facilitator and observed that, maybe she wasn’t making sense and that he could explain the process better.  To his everlasting credit, the facilitator turned to the participants and asked, “Is she doing OK?”  The audience erupted into thunderous applause, matched in emotion only by the modesty in Corina’s face.  She continued, with even greater fervor than before.

By the close of her presentation, Corina had communicated details of her life which, under any other circumstance, would never have been shared.  She talked of her children and their work on the farm, after school.  She described the long hours of labor contributed by her husband, who hired out as a field hand elsewhere by day before returning home to tend to their own land.  She talked of her own unending work among the coffee plants, and how she nonetheless was able to achieve the equivalent of her high school diploma, the first member of her family ever to do so.  By the conclusion of her talk, I had a distinct feeling of under-accomplishment in my own life.

I suspect that many in the group felt the same.  At the conclusion of her presentation, Corina was surrounded by many, people seeking more information, offering their appreciation for her tenacity and strength, thanking her.  Several members of a coffee-buying group from North America sought to establish direct links for purchasing her coffee.  She may never have experienced so many photographs taken of her.  Clearly a sense of accomplishment welled up within her, and yet the demeanor of humility and reserve never wavered.

IMG_5372Corina’s example to her fellow small farmers resulted in many such family plans being drawn up that day and in the weeks to follow; indeed, they are still being created.  She had extended herself, far from her comfort zone, in order to provide a basis for others to act.  Her courage on behalf of other producers enabled a development threshold to be crossed, one that may cultivate harvests and benefits for a long time.  But I recall the day in a different light.  I will recall her performance and leadership as a challenge to my own way of life, to look at its content, its yields and plantings and harvests, its potential and its character with a greater sense of needing to do better….

 

Body of Knowledge

I’ve been making entries in this space since the Winds of Peace website came into being; my earliest entry dates back to January of 2007.  I don’t often go back in time to read what was on my mind back then, partly because I’m prone to wince at some of the inexperience and naivete reflected in those early days, but mostly because my views are different today than they were eight years ago.  In fact, the context of the country has changed.  Our partners have changed.   It’s a different world than it was.  The Foundation has evolved.

One of the most significant changes has been the work we have undertaken with Dr. Rene Mendoza Vidaurre.  I have referenced him here many times in recent years, describing the one-on-one work that he has done with our partner cooperatives, Indigenous groups and others.  Rene is a tireless pursuer of healthy development for Nicaraguans.  He is a co-founder and former director of NITLAPAN, the University of Central America entity which is the leading research organization in the country.   He has worked extensively in the rural sectors of Nicaragua, where development efforts are particularly difficult and few resources are available.  He has created and conducted scores of workshops to help strengthen organizational effectiveness and sustainability of the coops.  This year he created and conducted The Cooperative Certificate Program, a six-day holistic, intensive, residential workshop designed primarily for rural producers.  Earlier this month, Rene completed a week-long visit to the U.S. to study organizational strengthening techniques in venues including Springfield, MO, Minneapolis, MN and Boston, MA.

The significance of Rene’s involvement with WPF is that he has brought an intensive research focus to our work.  With more than 30 years of experiences in the Foundation’s history, Rene is synthesizing those experiences with current realities to generate perhaps the most extensive, research-based thinking and writing about Nicaraguan rural development.  In an age of global economic interdependence and enormous economic uncertainties, access to fact and successful practice are more important than ever to aid organizations operating anywhere in the world.  It might be said that, at one time we were primarily placing funds.  Today, we are acting with perspectives of knowledge and specific purpose that are true to the Nicaraguan context.

Many of the recent findings and observations about current context in Nicaragua can be found in Rene’s many weblog entries, featured at this website.  If you’ve entertained a curiosity about the Nicaraguan realities with which Winds of Peace has operated over the past 30 years, you will find Rene’s writings insightful, candid revelations about the challenges and importance of financial aid.  If you work with a foundation or other agency tasked with providing such aid, you will find Rene’s discernments and conclusions to be perceptive resources for consideration in your grantmaking or lending practices, because they reflect the entirety of Nicaraguan realities: financial, historical, political, social, religious.

From time to time I receive feedback on some of my entries here.  I’d be equally interested to hear of reactions to the in-depth work that Rene has undertaken in the name of compassionate research….

 

Ten Years After, Part 1

There must have been some kind of special “karma” in the air last weekend.  I had an urge to listen to a record album (yes, the kind that are played on a turntable) from the 60’s by a group called Ten Years After, and featuring a song entitled, “I’d Love to Change the World.”  After listening to both sides of the 33 1/3 RPM, I realized that both the song and the group hold special meaning this week: today, October 1, I have worked with Winds of Peace Foundation for ten years.  And naturally I have honed a deep yearning to change the world!

Ten years ago I left my role as corporate CEO with no plan about what I would do for my “next chapter.”  I had two kids in college and two more headed that way, a nice home with its accompanying mortgage, a desire to distance myself from the obligations of corporate demands (both personal and philosophical), and a need to search for meaningful work that was closer to my passions and compassions.  Firmly believing in the shelf-life of a CEO, I chose an early retirement on September 30, an option some companies afford to folks who are not old enough for Social Security but who are old enough to recognize when it’s time for a change.  I had no plan or prospect in mind.

I became involved actively with Winds of Peace the following day. Having served on its Board of Directors since its inception in 1980, I was familiar with its mission and history.  And with one of its founders, Harold Nielsen, in the hospital with pneumonia at age 90, I might have been the most logical and available person to step in on a temporary basis.  But within a week, I recognized the work as something I wanted for my “next chapter.”  By the time I could visit Harold personally later in that week, he apparently had come to the same conclusion.  He offered me the opportunity.  I jumped at the chance and have never looked back for even a moment.

There have been many affirmations about that decision.  The first was that I continued to work with founder Harold and Louise Nielsen, two of the most genuine and selfless people I have ever known.  (Harold was the wise  and entrepreneurial founder of Foldcraft Co., my firm of some 31 years.  Louise was his wife and co-conspirator, as Harold would say.)  The second immediate affirmation  was in the person of Mark Lester, the Foundation’s “feet on the ground” in Nicaragua, a most exceptional man, a student of and advocate for development in the country, and one whom I had met years earlier during my first visit there.  The third affirmation emerged a bit later, during my ensuing visits to Nicaragua when I was able to meet face-to-face with the potential and actual beneficiaries of the Foundation’s work.  This was where the true richness of the work has been experienced, where the longing to serve meets the hunger and thirst of people who are living their very lives on the edge of collapse, continuously.  These and other affirmations are endless and continue to this day.

Ten years is a long enough period to measure any organization´s impact and progress.  Over the past ten years alone, WPF has issued grants totaling over $2MM, loans totaling $7.6MM and maintained a loan default rate of just over  2%.  It has partnered on more than 300 agreements representing thousands of families.  It has underwritten scores of organizational and technology workshops as its focus has become focused on a territorial strategy.  The Foundation has added primary, secondary and university education as additional focal points for funding and development.  We have accompanied.  We have researched and written.  We’ve been busy.

The past ten years have brought about change in the lives of our partners, as well.  Access to capital in some of the most rural settings of Nicaragua has been a critically important element of life for those served by WPF.  For some, it may have meant survival.  The accompaniment in organizational development by our colleagues has illuminated some dark places where myth, falsehood, forgery and undereducation have festered for generations, rarely permitting the light of opportunity to foster growth.  Women’s voices have been heard.  Students bloomed.  People wept.  And smiled.

Well and good; the actions behind these measures what WPF has been called to do.  But there have been personal impacts, as well.  The past ten years have also rather dramatically changed the way I personally experience the world and its complexities.  I have come to understand how incredibly difficult it can be to “give away” resources.  Not the physical distribution of them, but the ways in which such work must be done to achieve meaning and impact; the presence of large amounts of funding does not guarantee success in the move away from poverty and marginalization.  Sometimes it even contributes to the problems.

I have experienced the importance of accompaniment.  I am still surprised and moved by the importance of our accompaniment with partners.  There is a feeling of strength on the part of rural peasants knowing that they are not entirely alone, that someone else knows of their existence and plight.

I now know the face of the poor.  I have established relationships, friendships, partnerships with individuals, real people with real families and real problems.  These are not statistics or photographs, but real human beings for whom my empathy and concern runs as deep as for any member of my community, my neighborhood, or other niches of my life.  That has changed me, as it would you.  I now personally understand why Harold and Louise Nielsen were so easily moved to tears when talking about this Foundation’s work.

In ten years’ time, Harold and Louise have both passed away.  Our focus has both broadened (with the addition of education and research) and narrowed (with the emphasis on a specific territory).  Our processes have sharpened, with the involvement of our three Nicaraguan consultants and their personal commitments to WPF work, and our own experiences in nurturing healthy organizations.  The presidency of Nicaragua has changed, the country’s relationships within the international community are different and so is the landscape within which development must conduct its efforts.

But the poverty remains.  The Nicaraguan poor are as omnipresent as ever, perhaps not in every statistical metric, but certainly according to any reasonable measure of basic human needs.  And therein lies our work agenda for the next ten years, which I’ll envision in Part II of this message, next week….