FOOD AND AGRICULTURE ORGANISATION (FAO)

COUNTRY PROGRAMMING FRAMEWORK FOR BELIZE: 2011-2015

Belmopan City, Belize February 2011

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 1 JOINT STATEMENT

The Government of Belize, represented by the Ministry of Agriculture and Fisheries, and the Food and Agriculture Organization of the United Nations, represented by its Representative in Jamaica, Bahamas and Belize, are pleased to jointly launch the Country Programming Framework (CPF) 2011-2015 in Belize, as stipulated hereunder.

The CPF 2011-2015 is a result of extensive consultations held with a wide range of stakeholders and partners within the country as well as with the relevant technical units of the FAO sub-regional office in Barbados, the regional office in Chile and its Headquarters in Rome, Italy.

This document, co-owned by the Government of Belize and FAO, indicates the broad commitment of FAO, subject to the availability of required funding, to assist the Government of Belize in its efforts to achieve national development objectives particularly as they relate to agriculture and rural development.

By endorsing the CPF 2011-2015, the Government of Belize is committed to providing collaboration, to the fullest possible extent with regard to available capacity and resources, to facilitate the achievement of the objectives and action proposed in this document.

The CPF 2011-2015 will be pursued in partnerships as broad as possible and in alignment with the joint efforts of the Government of Belize and the donor community for enhanced coordination and aid effectiveness. The Government of Belize and FAO look forward to seeking collaboration and support from concerned partners vis a vis the successful implementation of the CPF 2011-2015.

Signed: ...... Signed: ......

Rene Montero Jacques Diouf Minister of Agriculture and Fisheries Director General (on behalf of the government of Belize) (on behalf of the Food and Agriculture Organization of the United Nations – FAO)

Date of signature: ...... Date of signature: ......

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 2 Table of Contents

List of Abbreviations ...... 4

I. INTRODUCTION ...... 5

II. SITUATION ANALYSIS ...... 7 2. Situation and outlook for Agriculture, Food Security and Rural Development, and relevant policies / programs...... 8 3. Main actors and Institutions ...... 10 4. FAO and the international cooperation ...... 11 5. Challenges & opportunities for agric & rural development ...... 13

III. PRIORITIES OF FAO TECHNICAL ASSISTANCE ...... 16 1. Introduction ...... 16 2. Definition of strategic priorities for FAO Cooperation in Belize ...... 16 2.1 Priority Area 1. Sustainable agriculture, fisheries, forestry & rural development policies 16 2.2. Priority Area 2. Innovations for food and nutrition security ...... 17 2.3 Priority Area 3. National agricultural health, food safety and quality standards ...... 19 2.4 Priority Areas 4. Climate change adaptation and risk reduction ...... 20

IV. IMPLEMENTATION, MONITORING AND EVALUATION ...... 22 1. Implementation Management ...... 22 2. Building partnerships ...... 22 3. Resource Mobilization ...... 22 4. Monitoring and Evaluation ...... 23 5. Assumptions and risks ...... 23

V. COUNTRY PROGRAMMING FRAMEWORK (CPF) Matrix: 2011-2015 ...... 24

REFERENCES ...... 27

COUNTRY PROGRAMMING FRAMEWORK ...... 28

FOR BELIZE: 2011-2015 - ANNEXES ...... 28 Introduction ...... 28 1. Situation analysis...... 28 3. Major policies, laws and programs in the areas of agriculture, food and rural development . 36 4. Strategic Priorities of Local Stakeholders ...... 43 5. Strategic Framework of FAO Cooperation as a Specialized UN Agency ...... 46 FAO supported projects in Belize ...... 53 6. UNDAF and agendas of the international agencies ...... 67

REFERENCES ...... 75

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 3 List of Abbreviations

ACP African, Caribbean and Pacific countries, formed with EU ADMOS Agricultural Development Management and Operational Strategy ALBA Bolivar Alternative for the Americas (Venezuela) APAMO Association of Protected Areas Management Organizations B$ Belize dollars (2 B$ = 1 US$) BAHA Belize Agricultural Health Authority BAS Belize Audubon Society BAMS Belize Accompanying Measures for Sugar, funded by the EU BBS Belize Bureau of Standards BCUL Belize Credit Union League BEST Belize Enterprise for Sustainable Technology BRADS Belize Rural Area-based Development Strategy BRDP Belize Rural Development Program, funded under the EDF BRFP Belize Rural Finance Program, funded by IFAD CATIE Tropical Agricultural and Higher Education Center, based in Costa Rica CARDI Caribbean Agricultural Research & Development Institute CDB Caribbean Development Bank CGA Citrus Growers Association CPA Country Poverty Assessment CPF Country Programming Framework DAC District Agricultural Coordinator, MAF DFC Development Finance Corporation of Belize EDF European Development Fund EPA Economic Partnership Agreement with the EU EU European Union GoB Government of Belize IFAD International Fund for Agricultural Development IICA Inter-American institute for Cooperation in Agriculture M Million M&E Monitoring and evaluation MAF Ministry of Agriculture and Fisheries MDA Ministries, departments and para-statal agencies MED Min. of Economic Dev., Industry, Commerce & Consumer Protection MLLGRD Ministry of Labour, Local Government and Rural Development MNREI Ministry of Natural Resources and Environment NAVCO National Association of Village Councils NCCARD National Coordinating Committee for Research & Development NEMO National Emergency Management Organization, Belize NGOs Non-Governmental Organizations NHDAC National Human Development Advisory Committee NPESAP National Poverty Elimination Action Plan NRDWG National Rural Development Working Group set up for BRADS OVIs Objectively Verifiable Indicators PAHO Pan-American Heath Organization PCB Pesticide Control Board, Belize PfB Program for Belize PSC Program Steering Committee PVOs Private Volunteer Organizations R&D Research and development ROC Republic of China on Taiwan SATIIM Sarstoon Temash Institute for Indigenous Management SHI Sustainable Harvest International SICA Central American Integration System UB University of Belize UNDAF United Nations Development Assistance Framework UNDP United Nations Development Program UNICEF United Nations Childress Fund UNPFA United Nations Population Fund US$ United States Dollar

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 4 I. INTRODUCTION

The Government of Belize (GoB) has taken the initiative to define its medium- and long- term vision, priorities and agenda to address critical challenges to the social, economic and political development of the country, as manifested by the existence of the National Medium Term Development Strategy 2010-2013, the Poverty Elimination Strategy and Action Plan 2009- 2013, the development of the Belize Rural Area-based Development Strategy (BRADS) which is to be concluded in 2011, and the development of Horizon 2030 in progress currently and to be concluded in 2011.

The development partners have the context and directions to align their programs to the national development priorities, strategic objectives and programs. UNDP has given active support to these strategic developments, notably with the publication of the United Nations Development Assistance Framework (UNDAF) in 2007. UNDP has taken the initiative to critically assess the relevance of the UNDAF to the rapidly evolving environment in Belize, and to adjust UN cooperation accordingly with the new UNDAF to be released in 2011. In this regard, the FAO welcomes the initiative of MAF to develop this Country Programming Framework (CPF) in full consultation with the national stakeholders under the leadership of the Ministry of Agriculture and Fisheries (MAF).

Over the last 10 years, FAO has cooperated with Belize in implementing some sixty-five (65) projects. They cover a wide array of specialized and diverse topics, which can be summarized ex post into six strategic areas of cooperation:

 Policy advice and advocacy by articulating policy and strategy options for agriculture, fisheries, natural resources and supporting the development and implementation of national legal instruments.

 Capacity building at all levels, i.e. Ministries of GoB, senior managers, professional and technical staff, producers and farmers, on technical topics of agriculture.

 Applying and sharing knowledge by stimulating the generation, dissemination and application of information and knowledge, including statistics.

 Assistance in emergency & rehabilitation, e.g., post-hurricane or flooding operations.

 Partnership-building where joint action is needed, e.g. policy development, agricultural heath, agricultural research, natural resource management.

 Resource mobilization for technical expertise, technological equipment and financing, depending on the specific requests of Belize.

Although these FAO support actions have been successful individually, their collective impact has not been felt to the extent that significant benefits have accrued to the beneficiaries at national, district or local levels.

The rationale for a CPF is precisely this need for forward planning within a longer time horizon in order to optimize the impact of FAO’s support in Belize (FAO comm., Dec 2010). It will enable FAO to anticipate and respond to challenges brought about by national

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 5 change in a more proactive manner. Pursuant to FAO’s core functions and priorities, a strategic approach to management of its operations is necessary. The five-year CPF for the period 2011-2015 is developed with focus on Belize priority areas and actions in which FAO’s effectiveness and impact will be the greatest. This is a departure from the centrally determined, Rome-based plans and supply-driven projects, or ad-hoc responses to short term, demand-driven requests from Belize.

FAO has adopted a decentralised, strategic approach to identify and set objectives, strategies, priority actions, and standards for in-country technical assistance. The CPF will be designed to be consistent with UN system instruments such as UNDAF, the Paris Declaration on Aid Effectiveness, as well as the national priorities and processes of Belize. Therefore, unlike previous plans, the CPF is designed to be a dynamic and living framework, which guides achievement of FAO as well as national objectives and targets. The CPF is a rolling framework designed to respond to new realities from national, regional and global developments. In this regard, the CPF will be formally reviewed and revised at the end of every third year, and the remaining two years will be added to a new three years to make a new five-year CPF. This approach is adopted to address the problems and shortcomings encountered with the past FAO technical assistance initiatives.

The joint development of the CPF by the GoB and FAO is particularly important in enabling GoB to be the driving force of external assistance to its development efforts and to receive the best value-for-money from FAO’s assistance. This CPF identifies a set of medium-term priorities for FAO’s assistance which are aligned with country-owned processes and instruments, e.g. the National Poverty Reduction Strategy and Action Plan (NPESAP) and Horizon 2030. The identification of the CPF is to be carried out in a way that effectively complements the activities of other UN Agencies, e.g. the achievement of the Millennium Development Goals (MDGs), and with the work of other international partners involved in Belize. The intended assistance addresses national agricultural, food security, forestry, fisheries, rural development needs, as expressed and jointly prioritized by Belize stakeholders, including GoB and FAO. In brief, the guiding principles for preparation of the CPF are:

 driven by Belize’s needs and government’s priorities;  based on nationally-owned development agenda and aligned with national programming process to the maximum extent possible;  agreed upon with the GoB;  harmonized and complementary, to the maximum extent practical, with the assistance provided by other development partners and by the UN agencies in Belize under the UN development assistance framework (UNDAF);  focused on a limited set of priorities where FAO’s assistance would have the greatest impact and for which there would likely be some funding; and  accompanied by a CPF matrix that would guide the effective implementation and the evaluation of progress absed on targeted results and SMART indicators .

The CPF document consists of five sections. Section I provides background information relating to the FAO’s country level support and CPF preparation. Section two summarises the situation analysis, the challenges and opportunities for FAO’s cooperation in Belize. Section three focuses on proposed priority program framework (CPF), which highlights effectiveness and efficiency in management as the cornerstone for its strategic

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 6 implementation. Section four covers implementation management, resource mobilization, partnership building, monitoring and evaluation of the CPF, and present some assumptions and risk that may affect the implementation of the CPF.

II. SITUATION ANALYSIS

1. National Context Belize is an independent country on the Caribbean coast of Central America, with a total land area of 22,700 km2 and population of 333,200 inhabitants, distributed as follows: Mestizos (48.7%), Creoles (24.9%), and minorities of Mayas (10.6%), Garinagu (6.1%) and others (9.7%) including Mennonites, East Indians, Chinese, European and Arab descendants (SIB data, 2010). Belize is home to the longest healthy barrier reef in the Western Hemisphere, possesses beautiful archaeological sites of pre-Colombian Mayan civilization, large tracks of virgin natural forests, lagoons and deep rivers scattered in a subtropical geographic belt. Since 1980, the population and population density have more than doubled, as a consequence of relatively high growth rates and increasing migration inflows from Central America.

As a former colony of the United Kingdom, Belize is a member of the African, Caribbean and Pacific (ACP) group of nations who benefit from the international cooperation programs and preferential markets in the European Union. Belize is also a member of the Caribbean Community (CARICOM) and the only English-speaking member of the Central American Integration System (SICA). Hence Belize is in a unique position to take advantage of initiatives in both regions in pursuit of its national development goals and to foster cooperation and trade with both regional systems.

Belize has a small open economy whose structure has changed over the last twenty years, principally a decline in its primary sector. Over the last 5 years, the largest contributors to gross national income were other private services (16%), wholesale and retail trade (14%), agriculture (14%), taxes on products (16%), and manufacturing/mine/quarry (11%). In real terms the economy grew little from 2005 to 2008, compared to a 13.1% growth rate in 2000 (SIF data, 2010).

The GoB administration during the 1998 to 2005 period had incurred unprecedented levels of external public debt. Since then the GoB has worked concertedly and steadily to restructure the external debt and to reduce the public debt, starting from 89% in 2005, the highest level ever for Belize, down to 80% of GDP in 2008. This budget adjustment has impacted directly on GoB’s deficit indicators. Although the domestic revenue/ GDP percentage has increased slightly from 2005 to 2008, GoB has reduced its domestic expenditure/ GDP percentage in 2007 and 2008. In 2008, GoB spent 20 cents out of every dollar collected, compared to 29 cents in 2005, to service the external debt.

According to the country poverty assessment (CPA) done in 2009 (Halcrow 2010), 41% of the national population is classified as poor, with a further 14% of households deemed vulnerable to poverty, with uneven access to resources across groups and communities along age, gender or ethnic groups. Therefore, more than half of all households (57%) are either poor or susceptible to being poor. Poverty was defined on the basis of minimum food requirements plus an element of non-food expenditure. In 2009, the annual indigence line was around B$ 2,000 per adult male while the poverty line is around

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 7 B$3,600. Poverty has indeed increased substantially in 4 of 6 districts: Corozal, Cayo, Stann Creek and Orange Walk Districts; and it decreased only in Toledo, but this district still remains the poorest of the country.

The 2010 Human Development Report ranks Belize as number 78 out of 169 countries who presented comparable data on three basic dimensions of human development: health, education and income (UNDP, 2010).

2. Situation and outlook for Agriculture, Food Security and Rural Development, and relevant policies / programs.

Agriculture in Belize is characterized by three main sub-sectors: a) a fairly well organized traditional export sector for sugar, banana, citrus, and marine products, b) a more traditional, small-scale farm sector, producing food mainly for local consumption, and c) a well integrated large-scale commercial sector (i.e. Mennonites). The Mennonites do not participate directly in the traditional export sector but they do export food products. Some 2 M acres, or 38% of the land area, are suitable for agriculture, and about 15% of this amount is under farming every year. A recent census of farms in Belize shows that 24% of farms have less than 5 acres, 33% between 5 and 20 acres, and 74% of farms in the country are below 50 acres (MAF Farm Registry). Across districts, Toledo District has one fourth of all farms in Belize and the highest level of concentration of small farms (77% below 20 acres). Orange Walk is next with 22% of farms and Corozal with 21%. It is estimated that 60,000 acres is in sugar cane, 46,000 in citrus, 38,000 in corn, and 150,000 in pastures grazed by some 80,000 head of cattle.

The input-output model of Belizean agriculture can be summarized as follows (based on Roseboom, 2009). Officially agriculture employs 27% of the population and contributes 23% of the GDP. Using 2008 data, the imported agricultural inputs amounted to B$ 59.3 M per annum for fuel, equipment and feed. The total value of agricultural production is approximately B$ 531.5 M, comprising B$ 151 M of food production and B$ 380.5 M of export value. The agricultural sector generates 76% of the foreign exchange of Belize. Total consumption of agricultural products of the country was valued at B$ 294.7 M, of which B$ 143.7 M was imported food. The international trade surplus for the agricultural sector was a net B$ 177.5 M for 2008.

Capture fisheries in Belize is operated basically as an open access industry, meaning that there are no limits to the number of persons and this leads inevitably to overfishing (Fisheries Dept, pers. Comm.). Lobster is the best sea fishing product, but lobster prices decreased in the 2008/09 season. Higher temperatures from climate change cause coral bleaching and loss of habitat for lobster and other commercially fish species. Sea cages for growing Cobia have potential as a very profitable option. Aquaculture was big in Belize before 2007, worth over B$ 100 M per annum. Production costs are often prohibitively high, particularly for feed which accounts for as much as 60% of variable cost. Also, shrimp farming requires the use of energy to move water to and within ponds. Another challenge for the industry is the high susceptibility of shrimp to disease. Deep sea fishing is unexplored at present, but with the right incentives and monitoring, it may become an important economic activity for Belize

The logging export industry was the economic foundation of Belize in the 19th and most of the 20th centuries. The forest economy declined due to the gradual exhaustion of valuable timber and other forest products in the 1960’s. Today the forest sector is attracting more

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 8 attention because of climate change, sustainable land management, tropical deforestation, natural resource and wildlife conservation, and management of protected areas (45 areas in total) (Forestry Dept, 2010). Fortunately forest resources are still relatively abundant.

The future outlook for food security, agriculture, natural resource and rural development appears to be optimistic in terms of recent policy and programmatic initiatives, i.e.:

 National Poverty Elimination Strategy and Action Plan (NPESAP) for 2007–2011, which expresses the clear intent to support coordination between various public institutions and between the public and private sectors, and a comprehensive action plan for policy and programmatic actions (NHDAC, 2007).

 The Agricultural Development, Management and Operational Strategy (ADMOS) which was developed in 2005 and updated in subsequent years to ensure that agriculture continues as the economic pillar of Belize, ensuring food security, generating income and foreign exchange, creating employment, and conserving natural resources, in order to grow the economy, reduce poverty and empower the local population for sustainable development (MAF, 2005).

 The National Food and Agricultural Policy of 2009 identified major objectives, such as greater efficiency in resource allocation, minimizing sharp fluctuations in market prices and reducing investment risks and uncertainty, promoting specific commodities for which there are identified and growing markets, achieving a higher level of self-sufficiency in food production, and increasing the country's competitiveness in regional and extra-regional markets. The recent policy statements of MAF highlight the critical importance of agricultural exports, farmer organization, technological innovations, extension and cross-cutting issues of gender, youth and disaster risk management, for the sustainable growth with equity of agriculture.

 The National Coordinating Committee on Agricultural Research & Development (NCCARD) reactivated in 2009 and mandated to develop, coordinate, implement and evaluate a national policy and programs for agricultural R&D and to mobilize resource for the plan of action with all national stakeholders and with the support of the international partners.

 The National Rural Development Coordinating Committee which was charged by the Cabinet with developing the first rural development strategy and action plan for Belize (NRDWG, 2010). The first draft of the Belize Rural Area-based Development Strategy (BRADS), released in December 2010, states that its main objective is to promote the integration of rural territories into the general dynamics of the country’s development, and to create an enabling environment that will encourage stakeholders in rural areas to commit to promoting their own development and well- being. The Cabinet is waiting to review and endorse proposed Strategy.

 Belize Horizon 2030 which will produce a clear vision and measurable long-term national development goals to be achieved by 2030, together with the indicators that will guide concerted action by all stakeholders involved in the development, implementation, and monitoring and e valuation of both long term and intermediate sector programs and Government’s long and medium-term development strategies (Barnett & Co, 2009).

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 9

 National Food and Nutrition Food Security of Belize. In August 2010, GoB published an updated policy statement which is to ensure food security and sovereignty through sustainable production, supply, accessibility and use of safe, high quality, nutritious, diversified and culturally acceptable foods for all Belizeans. The strategy comprises six basic programs: information and communication; diversified food production, processing, marketing, storage and credit; material and child care, school feeding and nutrition for the elderly and the indigent; creation of employment and income generation at local levels; food safety; and analysis and reform of national policies for food and nutrition security.

National policies in Belize are driven by sound objectives and methodologies, recommend very relevant interventions and actions, however their effectiveness and impact are always suspect. More effort need to be invested in: a) sharing and “digesting” the policy documents with all stakeholders, b) linking policy recommendations to resource allocations at all levels of action, c) monitoring their management processes and staff performance and evaluating their impact and sustainability, and d) using the above to draw lessons for future improvement. The planning-implementation-evaluation culture needs to be strengthened in Belize.

3. Main actors and Institutions The agricultural and rural development sector has four groups of key actors. Group 1 includes GoB ministries, departments and semi-public agencies (MDAs) which make and implement public policies and programs. These are the MAF (with Departments of Agriculture, Fisheries and Cooperatives, Belize Marketing and Development Corporation, and Belize Agricultural Health Authority –BAHA); Ministry of Labour, Local Government and Rural Development – MLLGRD (with the National Association of Village Councils – NAVCO); Ministry of Education and Youth (with government schools and the University of Belize that has a Faculty with a degree program in agriculture, natural resources and agribusiness); Ministry of Works; Ministry of Human Development (Women’s Department); and Ministry of Tourism and the Belize Tourism Board. The Ministry of Economic Development, Industry, Commerce and Consumer Protection – MED (with Belize Trade and Investment Service – Beltraide, Belize Bureau of Standards, Social Investment Fund), Ministry of Finance (with Development Finance Corporation - DFC) are very important institutions for accessing and mobilizing financial resources. For forestry, the Ministry of Natural Resources and the Environment (MNREI) (with its Forest Dept and the Protected Area Conservation Trust) is the lead GoB agency responsible for policy, regulations, planning and managing programs for sustainable land use and enhancement of natural resources (e.g. land, water, forests, protected areas, oil) and the environment.

Group 2 includes the different types of NGOs and PVOs such as the Belize Enterprise for Sustainable Technology – BEST, credit unions (at least one per district), Help for Progress, Program for Belize, Belize Audubon Society, Plenty Belize, Sustainable Harvest International (SHI), Humana, Association of Protected Area Management Organizations (APAMO) and US Peace Corps (volunteers in about 25 villages or rural organizations).

Group 3 includes local associations, farmer/producer and grass roots groups such as the agricultural cooperative associations, farmers associations, village councils, women’s groups, youth groups, vocational training centers, market vendors, vegetable production groups, Beekeepers, livestock groups, business service providers, and underprivileged or marginalized groups (e.g. women, youth, handicapped, senior citizen or HIV-AIDS groups.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 10 The main farmers or producers associations are those of the cane farmers, citrus growers, livestock producers, fishermen cooperatives, cocoa producers, grain growers and organic producers. Mennonites own a food and agricultural export company called BELCAR in Spanish Lookout, Cayo.

4. FAO and the international cooperation The FAO Conference which meets every two years approves in principle a set of strategic objectives, functional objectives and core functions of the organization FAO, as well as the expected results to be achieved in a ten-year time horizon by Members with the support of FAO (FAO 2010). The strategic objectives of FAO, approved in 2009, are: sustainable intensification of crop production; increased sustainable livestock production; sustainable management and use of fisheries and aquaculture resources; improved quality and safety of food at all stages of the food chain; sustainable management of forests and trees; sustainable management of land, water and genetic resources and improved responses to global environmental challenges affecting food and agriculture; enabling environment for markets to improve livelihoods and rural development; improved food security and better nutrition; improved preparedness for, and effective response to, food and agricultural threats and emergencies; gender equity in access to resources, goods, services and decision-making in the rural areas; and Increased and more effective public and private investment in agriculture and rural development.

To support these strategic objectives, FAO has 8 core functions such as providing long- term perspectives and leadership in monitoring and assessing trends; stimulating the generation and application of information and knowledge; negotiating international instruments, setting norms, standards and voluntary guidelines; supporting development of national legal instruments and promoting their implementation; articulating policy and strategy options and advice; providing technical support to promote technology transfer; catalyse change; and build capacity, particularly for rural institutions; undertaking advocacy and communication, to mobilise political will and promote global recognition of required actions in areas of FAO’s mandate; bringing integrated interdisciplinary and innovative approaches to bear on the Organization’s technical work and support services; and working through strong partnerships and alliances where joint action is needed.

The Regional Conference in Panama in 2010 discussed and agreed on the following strategic priorities for each sub region to which Belize belongs:

 Caribbean Region: risk management, food and nutrition security, certified and quality seeds, health and food safety, climate change, and transboundary diseases; other issues were agricultural insurance, agricultural credit, south-south cooperation and access to existing funding for food.

 Mesoamerican region: family farming, territorial rural development, integrated water management, plant and animal health and food safety, sustainable dev of small scale fisheries, and linkages between small producers and farmers; other issues were integrated dev of human r4esources associated with agriculture, strengthening of government institutions for response, strengthening extension, training and technology transfer for small farmers, and discussion on family farming.

Since 2000 FAO has executed or is executing a large number of small projects in Belize (FAO comm., Dec 2010). To be precise, these projects number sixty-five (65) over the 11

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 11 year period. They cover a wide array of special topics depending on the demand side (Belize) or supply side (FAO). These projects can be grouped as follow:

 19 technical assistance projects with an investment of at least US$ 2.0 M: natural resource conservation, 2 data collection and analysis projects, emergency assistance after hurricane, 4 TCPs, 3 SPFS, national agric policy, fisheries policy, irrigation policy, bio-security, national extension, and hot pepper seeds.  21 regional projects with an investment of at least US$ 1.6 M: Mad cow disease – BSE, HINI, agric health, med fly, phytosanitary with OIRSA, Avian Influenza, 4 SPFS, fisheries pelagic, fisheries marketing, trade facilitation, forestry management, forestry fires, small ruminants, TCP Central America, livestock policy, and financial management.  4 special regional projects with an investment of at least US$ 1.7 M: agric health, fisheries, seed technology, and Caricom food security.  21 telefood projects with an investment of US$ 210,000: includes 6 projects on vegetable production, 7 with schools, 3 on beekeeping, 3 on post harvest technology & infrastructure, 1 on fruit production and 1 on organic production.

All these projects succeeded in their own individual merits; however their overall effectiveness on national or local objectives and their socio-economic impact on the targeted beneficiaries were not really optimized. Most likely their impact was mitigated due to: i) limited coverage; ii) overlapping and duplication; iii) lack of inter-agency joint work on cross-cutting issues or joint reviews of results achieved, and v) lack of any systematic monitoring and evaluation to draw lessons. These issues must be addressed for better future performance, e.g. in the new CPF.

With respect to other donors, the UNDAF 2007-2011 “Delivering as One” is based on ‘down-stream’ interventions and ‘up-stream’ policy advice aiming at supporting the GoB in its efforts toward poverty reduction, democratic governance and sustainable development (UNDP, 2007). The program focuses on basic education, health and protection for vulnerable and excluded populations, as well as enhanced ability to adapt to and mitigate the impact of disasters and management of natural resources. Outcome 3 of the UNDAP is relevant to FAO in that it focuses on national frameworks and capacities to adequately address adaptation to and mitigation of the impact of disasters as well as the comprehensive, equitable, sustainable and effective management of its natural resources. The financial resources proposed for this UNDAP were estimated at US$ 11.2 M which includes US$ 6.0 M from UNDP, US$ 1.5 M from UNFPA, and US$ 3.6 M from UNICEF (PAHO’s budget was not known).

The European Union: The EU is now the largest donor to Belize, investing in capacity building of rural producers, improving rural infrastructure, and strengthening policy and institutional services, through 3 large projects (PMU 2010):

 The Banana Support Program with an EU contribution of € 27 M started in 2000 and will end in 2012. Being implemented by MAF, the aim of the program is to assist Belize to adapt to the increased liberalization of the banana regime and the erosion of preferential market in the EU.  Belize Rural Development Program (9th EDF) with an EU contribution of € 7.2 M started operations in March 2006 and ended in June 2010. Implemented by MED, its

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 12 overall objective is to support sustainable economic growth of rural areas. BRDP 2 under EDF 10 budget of € 10 M is scheduled to commence in February 2011.  Belize Accompanying Measures for Sugar (BAMS) with an EU contribution of € 46 M started operations in December 2006 and will end in 2012. Implemented by MAF, the overall objective is to reduce poverty and improve the living standards of the rural population in northern Belize through support to the sugar industry and the vulnerable groups negatively affected by changes associated with sugar price reforms.

The Republic of China (ROC) started its cooperation with Belize in January 1991 to work in agricultural development. Over the years the ROC has engaged in four main projects in Belize: Horticulture Crop Development, Rice Seed Production, Agro-Processing Project; Information and Communication Technology. The ROC is an excellent partner of Belize, ready to support the agricultural sector with technical assistance, education scholarships and capacity building in specific technical areas.

Inter-American Institute for Cooperation in Agriculture (IICA) is contributing to Belize in 5 strategic areas: promoting trade and the competitiveness of agribusiness; strengthening agricultural health and food safety systems; promoting the sustainable management of natural resources and the environment; strengthening of rural communities on the territorial approach, e.g. agro-eco-cultural-tourism linkages; and introducing technology and innovations for modernizing agriculture and rural life.

Other international partners of Belize include:  CARDI is involved in small farm development, development of appropriate technologies and good practices for production;  CATIE cooperates with Belize on R&D support for forest and agroforestry systems, organic cocoa production, and natural resource management;  IDB is investing in a new B$ 5 M project on applied innovations R&D with MAF and institutional strengthening of BAHA;  Bolivarian Alternative for Americas (ALBA) Fund of Venezuela invested US$ 2 M on supporting small farmers to be more productive, competitive and sustainable;  IFAD is investing in a US$ 3 M rural finance project with the credit unions; and  CDB availing B$ 7.7 M loan fund to DFC for small entrepreneurs in the agricultural sector for food security and income generation.

5. Challenges & opportunities for agric & rural development

Belize is characterized by favourable natural conditions for high quality and high yielding agricultural production, but the country offers limited market opportunities due to its low population and the high prevalence of poverty. Also the sector suffers from changes in its international preferential markets and damages from major hurricanes and flooding that strike Belize with greater frequency in recent years.

The national context and situation analyses presented above define a number of strategic challenges for Belizean agriculture, which can be summarized under the following topics:

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 13 1) The public policy and institutional challenge: Due to increases pressures for land, the cost of land is increasing to a level where agriculture is no longer profitable. Today, the agricultural frontier is moving into marginal, remote lands. Agricultural policy and institutional strategies need to better serve the long term interests of those on the ground, e.g. mobilize financing, technical and extension services, organization of farmers, access to technology and markets; otherwise producers cannot be competitive, profitable and sustainable. Compared to a desirable level of 10%, GoB allocates less than 1.5% of recurrent expenditure and less than 8.5% of its investment budget. The MAF budget from 2005 to 2010 is not at all adequate.

Criteria 2005 2006 2007 2008 2009 2010 MAF recurrent, % GoB budget 1.06 1.11 1.42 1.40 1.47 1.41 MAF Cap II + III, % GoB Cap II + III 8.23 7.77 8.29 8.36

2) The marketing challenge: Market and consumer standards in the local markets have increased, yet the levels of production practices, infrastructure for processing, rural feeder roads and technical services are not up to the standard that can enable the small farmers to compete in the market place. With the increasing growth of tourism and supermarkets in Belize, farmers and producers must raise their marketing/ promotional skills and quality of products, to entice processors, retailers and consumers to buy Belizean. Belize’s agricultural performance is highly sensitive to external preferential markets for its main exports of sugar and banana, and to changes in the trading position of other exports (e.g. citrus and farmed shrimp) with the rest of the world. The country faces a serious challenge in participating effectively in the WTO, EPA with the EU, and the integration processes of the CSME and SICA. Farmers in northern and western Belize are extremely concerned about (contraband) vegetables and fruits imported illegally mainly from Mexico which are dumped on the local market. 3) The cost-of-production challenge: Production cost is very high in Belize compared to the neighboring countries. Labor is two to three times more expensive in Belize than in Central, America and Mexico; the cost of petrol has now surpassed the B$10/ gallon level, hence all equipment and fuel-based, inorganic inputs, transport and distribution costs have doubled over the last 2 years. Credit for agriculture is between 15% and 18 % per annum. In fact small farmers cannot afford credit; the risks make the cost of credit prohibitively high. Technological innovations are desperately needed to increase labour productivity, substitute local for imported inputs, and lower production cost. 4) The population dynamics challenge: Currently 60% of the population is below 30 years of age, and the youth are not attracted to agriculture due to the low levels of productivity and income potentials. As pointed above, the population of Belize will double in 20 years, hence food demand and food production must also increase at least proportionately.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 14 5) Natural disasters (hurricane/ flooding/ pest) challenge: During the last 10 years, an increasing number of storms and flash flooding have caused severe short and long term damage to agriculture, the infrastructure and rural communities. For example, a category 4 storm that hit northern Belize in 2007 caused damages of approximately B% 55 M, and another storm in 2010 caused damages of some B$ 35 M in the central districts, affecting mostly citrus orchards and production for the year. Some major pests with devastating impacts in recent times include the mealy bug and the pine beetle. Now citrus greening or HLB, discovered in 2009, threatens the livelihoods of around 500 farm families and 10,000 workers. This most devastating disease can destroy the industry in 10-15 years time unless urgent measures are implemented to reduce the spread of the disease and to mitigate its impact in areas with high levels of infection. 6) Crime and security challenge: The number of homicides reached 132 in 2010, a level extremely alarming for most Belizeans. The number of homicides in 2010 was the highest ever: Belize with 86, Cayo with 19, Orange Walk with 12, Stann Creek with 10, Corozal with 3 and Toledo with 2. Praedial larceny is a real problem for most areas of the country, adding to the risk and cost factors particularly for livestock, vegetable, crop and fruit tree farming.

The real upshot of these strategic challenges is that their combined effects spell significant setbacks for Belizean agriculture. On the other hand, the agriculture sector is now at the crossroads in terms of some exciting opportunities which, if captured, can transform agriculture to a different level of management, performance and quality of life for rural communities and Belize. These opportunities are: 1) There is a very favourable policy environment and commitment toward poverty reduction, food security and rural development which are high on the national agenda. MAF must rise to the challenge of leadership and management. 2) The international partners have returned to invest in agriculture. They understand the important roles of agriculture for achieving the MDGs, developing the rural communities and respond to climate change. However, they should coordinate their efforts respecting the Paris Declaration on Aid Effectiveness 3) Local and regional markets for food and agricultural products can be made to work for small farmers, i.e. linkages with tourism, exports to Mexico, Central America and Caricom, niche markets in North America and Europe. Internationally food prices are rising, and this can cause great insecurity (e.g. food riots of 2008) but is an opportunity for food producers. 4) Process of strengthening extension, research and education, the core components of a modern agriculture, has started among the local actors with concerted support of the international partners. 5) Appreciation grows for establishing alliances and partnerships among the MDAs, NGOs and private sectors, which is essential for having viable and sustainable agricultural, food and rural sectors. 6) Valuable lessons can be learnt from the experience of Belizean Mennonites in terms of production, processing, marketing and exporting of agricultural and food products, i.e. validated principles and approaches for success.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 15 While investment in agriculture and rural development by GoB and the international partners and the IFIs, it is still deficient because of the backlog and hereto lack of credit for farmers, fishers and other producers. It is noteworthy that agriculture's share of global development aid has fallen from over 16% in good years to just 4% today (WWI, 2011).

III. PRIORITIES OF FAO TECHNICAL ASSISTANCE

1. Introduction In support of national development objectives and priorities for agricultural and rural development of GoB, the overall objective of the CPF is to reduce poverty, improve food and nutrition security, and increase income generation for small and medium farmers and producers of Belize. This overall objective is in line with Millennium Development Goals (MDGs) (in particular MDG 1 on poverty and hunger, MDG 3 on gender equality and MDG 7 on environmental sustainability), and also in line with FAO’s strategic objectives and UNDAF outcome 3 on disaster risk mitigation and sustainable natural resource management. Recent results of relevant field surveys and a priority setting consultation was carried with farmers and extension staff to fine-tune the specific objectives, expected results and indicators under each strategic priority area.

The CPF is expected bring about a major change and cause real impact through targeted interventions in public policy reforms, improved organization, technological innovations and efficient and effective institutional services in extension, marketing and credit for sustainable agricultural and rural development. Refocusing efforts and investments in agriculture towards sustainable, integrated, diversified agriculture carried out and managed by organized groups of small scale farmers, fishers, indigenous peoples, is expected to impact the livelihoods and improve the well being of rural communities and families. The rural poor and indigent people must have access to essential resources (land, technology and info), access to economic opportunities and participation in decision- making processes at all levels. It is time to recognize that women and young farmers have the solutions and the potential to bring their families out of poverty and thus should be at the forefront of any agricultural and rural development initiatives.

2. Definition of strategic priorities for FAO Cooperation in Belize Four strategic areas have been prioritized for the CPF which are the basic axis of FAO’s actions in Belize over the next five years. These priority areas will be managed in an integrated, coordinated and iterative manner to optimize their joint impact on the overall objective of the CPF.

2.1 Priority Area 1. Sustainable agriculture, fisheries, forestry & rural development policies Weaknesses in strategic directions, social and economic frameworks, and policy and legal or regulatory systems, as well as institutional inequities, can restrict peoples’ ability to move forward and lead fulfilling lives. Improving the quality of government at all levels is essential for creating economic and social environments in which small farmers and poor people are empowered to influence public policy that addresses their needs. A framework for good governance and sound social and economic policy is vital for sustained and systematic reduction of poverty and economic growth. This includes:

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 16  Supporting policy and strategic development initiatives (e.g. NPESAP, Horizon 2030, BRADS, Forestry and Fisheries) that facilitate citizen participation in national decision making and strengthening NGOs, other civil society groups and the private sector that give voice to the concerns of the poor and vulnerable people.  Ensuring that fiscal, land, labour, R&D and investment policies enable and motivate farmers and producers to increase productivity and competitiveness in all the phases of production-consumption chain.  Focusing on the interfaces and linkages among macro-economic, agriculture/ fisheries, forestry and industrial policies to ensure congruence, complementarities and sustainable impact in their design, execution and evaluation.  Communicating with the stakeholders, working with the media, and producing relevant messages for policy makers, donors, professionals, and farm leaders.

In this respect, policy and institutional interventions must promote efficient, accountable and transparent government and apply approaches, objectives and programs that are appropriate for building capacities of all stakeholders for greater participation in policy making and for taking ownership of strategies for enhancing their well being.

Expected result 1: Relevant, effective and participatory policy analysis, advocacy and action for poverty reduction, food security & the sustainable economic growth of the agricultural, fisheries, forestry, agroforestry and rural sectors.

The proposed actions are:

1. Capacity building for multi-stakeholder policy analysis, legislative changes, & strategy development, at least 15 professionals of MDAs, NGO & producer associations. 2. Multi-stakeholder analysis of key policy constraints, policy recommendations, & enactment of new policies or laws, that will produce updated & functioning policies for agriculture, aquaculture & forestry 3. Communication for policy action, advocacy, delivery of results, etc, that will produce at least 10 articles and 20 press releases on policy issues, for media & on MAF & other websites.

Expected result 2: Policy/ program monitoring & evaluation

The proposed action is:

1. M&E information system (data collection & analysis) to assess policy relevance, delivery & impact at national, district & family levels that will results in a functioning M&E system and in M&E reports to be included in MAF annual report every year.

2.2. Priority Area 2. Innovations for food and nutrition security Fears are increasing worldwide about an imminent repeat of 2008 when food riots erupted in poor and middle-income countries around the world. Clear indicators are that corn and soybean inventories are very tight, prices have been rising and now sit at 30- month highs. In Belize, poverty is increasing, and those at the bottom of the ladder will suffer most from any increase in food prices. Population has expanded, income levels have grown, and diets are shifting. People are eating more meat, which is much more

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 17 grain-intensive to produce. Production cost is increasing, driven mainly by the high fuel cost, and growing interest in bio fuels may compete directly with food production land.

To be efficient and competitive for food and nutrition security, Belize needs to build on organizational, market, technological and diversification systems and innovations to support a small farmer-led productivity growth in food production and distribution. Depending on market opportunities, productivity and innovation can be strongly influenced by clusters or geographic concentrations of farmers, related businesses, suppliers, service providers, and logistical infrastructure in a particular industry (e.g. sugar or citrus industries). Clusters include not only producers and businesses but institutions such as farmer associations, extension and training institutes, water & soils laboratories, and standards organizations. They also draw on the broader public assets in the surrounding community, i.e. colleges or universities, water/ electricity/ communication services, health clinics, financial and other services.

For markets to work effectively, the organization of small producers is the key starting point in terms of dealing with the main constraints identified by farmers such as price stability, intermediaries, transportation etc. Marketing innovations must be explored immediately, such as joint input purchase, farmers’ markets, contract farming, and contracts with tourism, processing establishments and supermarkets. In this area, alternative models can be tested with small producer organizations that improve market access and cash income.

To increase food production at competitive prices and quality, developing and adapting technological components can be achieved by greater efficiencies in using better genetic materials, drip irrigation, nutrient recycling, and in some cases labour implements, and even in reducing agriculture’s ecological “footprint.”

There are valuable economic growth nodes for emergent small entrepreneurs throughout the country, such as the production of vegetable, dairy, small livestock, fisheries and agro- processing and marketing. In this area there is need to build capacity of women and young entrepreneurs, avail credit through user friendly micro finance approach, develop public-private partnerships for post-harvest and value adding infrastructure and technologies, and perhaps implement projects with the poorest or vulnerable groups to improve their access to vegetable and livestock products in order to optimize nutritional and health impacts.

Although there is strong political support and producer interest in freshwater aquaculture, it is important to recognize the role of small-scale fisheries and aquaculture and the need to provide this sector with the necessary assistance. The implementation of an ecosystem approach to fisheries and aquaculture must also be promoted, considering that fish producers and other coastal people may suffer more from a precarious existence under the threat of hurricanes very year and constant sea level change.

Expected result 1: Empowered farmers, producers and schools for sustained productivity, competitiveness and income from basic food commodities

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 18 The proposed actions are:

1. Adapt, multiply and disseminate improved genetic materials for food production and diversification, by having a functioning seed prod unit and at least 20% of farmers use improved seed or planting materials 2. Test technological innovations to improve productivity & profitability by efficient use of land, water, soil nutrients & labour in vegetable, crop and livestock, production systems, achieving at least a 10% increase per annum on yield, production and family net income. 3. Test models for small farmer/ producer organizations to reduce transaction costs by improving market efficiency, access to credit & access to evolving retail markets and local tourist industry, with special attention to women & youth. At least 200 farm families involved in testing models, and at least 15% decrease in cash costs for farm production & marketing.

Expected result 2: Integrated, diversified family farming systems

The proposed action is:

1. Testing farm production options for food security, income and employment generation while reducing the ecological “footprint.” At least 10% increase in food production, family net income and a reduction of at least 10% milpa farming

Expected result 3: Sustainable freshwater aquaculture for food security & income generation

The proposed action is:

1. Testing and demonstrating small scale viable, sustainable and adoptable aquaculture systems for freshwater species, particularly with the youth. At least 30 successful aquaculture demonstrations will be established in representative villages of country, and the Freshwater Aquaculture Unit at FD will be strengthened for up scaling the program with extension services to other villages willing to invest.

Expected result 4: Agro-processing for enhanced value chain performance for food security, employment creation and reducing the food import bill.

The proposed action is: 1. Develop public-private partnerships for investing in and enhancing the value chains and marketing services, with particular emphasis on women and youth. At least 5 joint ventures will be established for priority commodities, and the national food import bill will be reduced by at least 10% during the project period.

2.3 Priority Area 3. National agricultural health, food safety and quality standards

Great efforts must be made to continue to improve agricultural health, food safety and product quality reasons for various reasons (FAO 2010, IICA 2010):

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 19  Enhance product competitiveness and market access in the context of international trade agreements which require higher standards of health, food safety, e.g. based on the Codex Alimentarius coordinated by FAO.  Respond to the industrialisation of the food sector, with rapid changes in the organisation and structure of food markets and services, including the growing importance of the modern retail sector, the rise of supermarkets, required product certification and labelling, and agreed product quality standards than can facilitate contract farming and a level playing field.  Satisfy increased awareness of the general public and consumers regarding environmental, health, food safety and labelling requirements of food products.

While farmers and producers need to increase product quality requirements to be competitive, they are constrained by a range of problems including low technical capacity, weak infrastructure, inadequate information, and inappropriate policy measures (Eck 2009). The policy environment is becoming more complex, due not only to multilateral trade agreements but also multiple regional and bilateral agreements. These issues are the stumbling block to the completion of the Doha Round of trade negotiations.

Expected result 1: Safe, clean and healthy foods for the domestic and export markets

The proposed actions are:

1. Capacity building for agricultural health, food safety, bio safety and other quality standards. At least 50 professionals & producers will be capacitated. 2. Prevention and control of citrus “greening”, with special attention to the needs of small citrus farms, as evidenced by the existence of a functioning program on citrus greening and none or minimal change in citrus production as a result of “greening.”

Expected result 2: Timely implementation of international codes of conduct & standards

The proposed action:

1. Implement the codes of conduct and standards for forestry, fisheries and aquaculture which will result in an enhanced capacity of the national institutions (e.g. Fisheries Dept, Forest Dept.) and compliance with international codes as agreed to by Belize.

2.4 Priority Areas 4. Climate change adaptation and risk reduction In addressing the critical need for sustained growth in food productivity and for poverty reduction, the crop, livestock, fisheries, agroforestry and forest systems must adapt to increasing rainfall variability, higher intensity of natural disasters, and incidence of pest and disease emergencies, all of which increases risk and uncertainty for rural communities and particularly the rural poor. This will require innovative approaches and systems for water and watershed management, investment in land and drainage infrastructure, risk management and agricultural insurance, etc.

The key to alleviate poverty and hunger and combat climate change lies in fresh, small- scale approaches to agriculture. The State of the World Report (WWI, 2011) calls for a move away from industrial agriculture and discusses small-scale initiatives for building resilience, other than producing more food, such as encouraging self-sufficiency and

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 20 waste reduction and community-based initiatives in urban farming, school gardening and feeding programs, indigenous livestock production, and moving away from adopting high input/ intensive fuel consuming production systems (e.g. integrated farming systems).

The perception of forests has changed significantly n Belize, with increasing awareness of environmental, social and cultural aspects, though the efforts of some NGOs (BAS, PFB and SATIIM), Today the critical roles that forests and trees play in sustaining rural livelihoods, water production, soil conservation, climate change mitigation, biodiversity conservation and bio energy (Forest Dept, undated & 2010). However, progress towards sustainable forest management is still limited, and the continuing loss of forests and forest degradation as a result of shifting cultivation, forest degradation, illegal logging, forest fires and hurricanes, pose a critical challenge.

Sustainable management of natural resources is needed to preserve ecosystem functions and mitigate climate change. However this will require the development of systems for measuring, valuing and paying for ecosystem services arising from forest, aquatic and agricultural landscapes, thereby finding ways to reduce the existing gaps between public and private cost. This is crucial for managing the tourist product, for example, whose core component is the existence of protected, pristine and well managed natural resources, historical and cultural attractions, which are public goods. In Belize, the tourist industry can be highly profitable in that it converts most of the benefit from the use of public goods into private benefit.

The “tragedy of the commons” points to all the pitfalls in the management (or non- management) of communal property assets - it belongs to all, hence to no one, so all will abuse until it is depleted. Belize has successfully experimented with co-management approaches for the conservation of nature reserves, protected areas, declining fish stocks, and endangered species in natural habitats. They all revolve on governance and management innovations to address issues common to all stakeholders, which one can learn from and build upon, in order to tackle climate change, deforestation, land and water degradation, as well as strengthening the resilience and coping capacity of rural populations to natural disasters, diseases and emergency situations.

Expected result 1: Enhanced capacities for management of natural disasters in terms of preparedness, assessment, mitigation, etc.

The proposed action is:

1. Build national & local capacity for hurricane related disaster mitigation, preparedness and response in agric sector. At least 15 professionals and 200 farmers capacitated from relevant institutions, and the damage usually incurred by vulnerable communities will be reduced by at least 20%.

Expected Result 2: Sustainable forestry management & agroforestry systems

The proposed action is:

1. Testing of forestry/ agrof systems to reduce deforestation and improve sustainable agriculture (e.g. home gardens, silvopastoral systems, & valuable timber trees on- farm. As a result. This action will reduce the annual deforestation rate by at least 10%, and increase family income from forest/ agroforestry by at least 20% per annum

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 21

Expected result 3: Emergency assistance for small farmers

The proposed action is:

1. Providing planting materials, inputs, tools, equipment, tools, etc, for crop, livestock and trees, as need be. The net result sought is that at least 50% of disaster victims will be assisted to rehabilitate their damaged farming systems.

IV. IMPLEMENTATION, MONITORING AND EVALUATION

Following the formulation of CPF, the following mechanisms are necessary for the implementation and evaluation of this CPF.

1. Implementation Management The FAO/Belize CPF sets an operational framework that facilitates the application of results-oriented management of priority programs. Its development was based on a stepwise, holistic analysis of the present context, national policy priorities, challenges and opportunities facing agriculture, food security, natural resources and rural development, priorities of farmers and extension staff as well as UNDAF, FAO’s strategic objectives and ongoing cooperation and work of other international partners of Belize.

The management of the implementation of the CPF will be the responsibility of a CPF steering committee to be chaired by the MAF. The proposed steering committee will comprise representation from MAF, MLLGRD, Cooperatives Dept, Fisheries Dept, Forestry Dept, BAHA, Beltraide, BCUL, DFC, and FAO. Through this committee, the MAF will coordinate inter-institutional actors, approve the work program, review project proposals for mobilizing resources, and oversee the M&E system of the CPF. The Committee is to meet every 3 months and report its deliberations and decisions to the interested stakeholders two weeks after each meeting. The MAF, with the support of FAO, will use such reports to take action on recommendations of the committee.

2. Building partnerships The CPF envisages effective alliances and partnerships among relevant MDAs, NGOs, private sector, local organizations, and rural communities, and above all the international partners of Belize. In Annex 1, the main protagonists are indicated for the success of each strategic program. For a small country like Belize, this is a major challenge because: a) every institution or donor does not perceive any advantage in being coordinated with others, b) the beneficiaries (e.g. a Ministry or village) does not have the ability to coordinate all its collaborators, and c) there is no real pressure on the protagonists to show results or to be socially accountable. The MAF and FAO will have to work hard and convincingly to realize the inter-institutional collaboration for the CPF to succeed.

3. Resource Mobilization One of the most essential inputs or incentivise for the CPF implementation is resource mobilization. The indicative budget of US$13.2 M for the strategic programs will be secured from FAO (50%), international partners (20%), GoB (10%) and targeted beneficiaries (20%). The key stakeholders in every project will have to make a contribution, in kind or cash, to demonstrate their commitment and also receive the corresponding credits for the success of the project results. All reports, technical papers,

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 22 press releases and other visibility activities under the CPF will formally acknowledge such contributions.

4. Monitoring and Evaluation The CPF will emphasize M&E as a core function of the implementation process. In this regard, the responsibility of the M&E will be vested in the CPF-SC who will plan and supervise a results-oriented type of monitoring process, mainly aiming to ensure that the NMYPF is on the right track and to extract lessons that can be used to improve the program. The monitoring exercise will be carried out annually. An objective, systematic and comprehensive evaluation will be done every three years with the objective of determining empirically the effectiveness, efficiency, expected impact and sustainability of CPF interventions. The evaluation results will be used to prepare the next 5 years CPF.

It is expected that the FAOR will also supervise the implementation and evaluation of the CPF by ensuring strict adherence to participatory planning and evaluation methodologies, coordinating specific reviews of the CPF per FAO needs, and liaising with MAF to ensure timely submission of reports and follow up on the recommendations of the M&E system. Above all, the FAOR will ensure that the FAO governance bodies are well informed and satisfied with the implementation and results of the CPF in Belize

According to the CPF matrix, five groups of specific, measurable, appropriate, reliable and time-bound (SMART) indicators have been defined as relevant to each program and expected results. These are:

 Updated & functioning policies, institutions and technical units strengthened for agriculture, food security, aquaculture, forestry, etc  Number of professionals of the MDAs, NGOs & farmer associations capacitated  Number of reports, articles, press releases on key results or topical issues of agriculture, food security, etc.  Number and percent of farmers, producers, women, youth and associations impacted, and above all,  Impact on land area, production, yield, income, exports, imports for agriculture, food, fisheries, forests, materials, etc.

While the MAF and the national partners consider that the five groups of SMART indicators are essential for the M&E system, the first three groups are of particular interest to FAO. The M&E work will entail the use national statistics (MAF, SIB, and CBB) and collection of primary data.

5. Assumptions and risks

There are several assumptions and risks that can affect positively or negatively the timely and smooth implementation of the CPF, which MAF and FAO will have to monitor closely and provide counteractive measures if needed. These are that:  GoB and MAF will mobilize the key MDAs to fulfil their obligations and responsibilities accordingly.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 23  GoB and MAF will be able to convince the international partners to work together in the context of the CPF to contribute with professional expertise, investments and logistics.  Beneficiaries of the project will give full commitment to implementation by making their in-kind contributions and taking charge of the projects.  FAO will provide timely support and response to requests for approvals, funds, technical expertise and relevant information

Coordination will need to be accorded the highest priority by the MAF and FAO. The main risks that may be faced by the CPF are that:  GoB does not allocate sufficient funds or does not sustain the initiatives for the CPF rural areas and institutional framework in the long term.  Belize is exposed to natural disasters, especially hurricanes and floods with devastating social and economic consequences.  Belize economy and the rural economy are highly sensitive to financial and economic changes in the external environment and price fluctuations of the main agriculture exports.

V. COUNTRY PROGRAMMING FRAMEWORK (CPF) Matrix: 2011-2015

Organ./ Reg Result’s Indicator Means of Estimated Strategic Priority Results result National Priority (max 2) verifica- budget, Partners Program contributing Actions tion US$ to: 1. Agricul- 1.1 Relevant, A1, C1, D1, 1.1.1 Capacity building a) At least 15 MAF annual 300,000 MAF, MLLGRD, ture, effective policy H1, L1 for multi-stakeholder professionals of report MED, MNREI, food, analysis, policy analysis, MDAs, NGO & prod UB, NGOs, forestry & advocacy & legislative changes, & associations Beltraide, prod action for strategy development capacitated / farmer assoc, rural dev poverty IICA policies reduction, food 1.1.2 Multi-stakeholder b) Updated & MAF annual 350,000 MAF, MLLGRD, security & the analysis of key policy functioning policies Report MNREI, BRDP II, sustainable constraints, policy for agriculture, Beltraide, NGOs economic recommendations, & aquaculture & forestry & producer growth of enactment of new orgs/ assoc. agricultural, policies or laws. fisheries, 1.1.3 Communication c) At least 10 articles MAF 250,000 MAF, GoB Press forestry, for policy action, and 20 press releases information Office, MED- agroforestry advocacy, delivery of on policy issues, for officer’s NAO, Love FM, and rural results, etc media & on MAF & report TV Channels (7, sectors. other websites 5 & Plus),

1.2 Policy/ B4, H4,H5 1.2.1 M&E info system d) Functioning M&E MAF annual 600,000 MAF, MED, Stat program (data collection & system report Institute of monitoring & analysis) to assess policy e) M&E report Belize, BRDP II evaluation relevance, delivery & included in MAF impact at national, annual reports district & family levels. 2. Innova- 2.1 Empowered B1, C4, K2 2.1.1 Adapt, multiple f) Functioning seed MAF annual 1,500,000 MAF, ROC, tions for farmers, and disseminate prod unit report CARDI, CATIE, food & producers & improved genetic g) at least 20% of Special field SHI, farmer/ nutrition schools for materials for food farmers use improved survey producer sustained production & materials organizations security productivity, diversification competitivenes 2.1.2 Test technological g) At least 10% Field 1,000,000 MAF, CARDI, s & income innovations to improve increase per annum monitoring CATIE, BRDP II, from basic food productivity & on: survey BAMS, SHI, commodities profitability by efficient + Yield & production farmer clusters use of land, water, soil + Family net income nutrients & labour in crop, livestock,

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 24 Organ./ Reg Result’s Indicator Means of Estimated Strategic Priority Results result National Priority (max 2) verifica- budget, Partners Program contributing Actions tion US$ to: aquaculture production systems 2.1.3 Test models for h) At least 200 farm Field 800,000 MAF (Dept of small farmer/ producer families involved in monitoring Coops),Beltraid organizations to reduce testing models survey e, BRDP II, transaction cost by i) At least 15% BRFP, Plenty improving market decrease in cash costs Belize, SHI efficiency, access to for farm prod & producer & credit & access to marketing. farmer evolving retail markets organizations &local tourist industry, with special attention to women & youth. 2.2 Integrated, A3, G1 2.2.1 Testing farm j) At least 10% Field 800,000 MAF, CARDI, diversified production options for increase in : monitoring CATIE, UB, family farming food security, income + food prod survey BRDP II, BAMS, systems and employment + family net income farmer clusters generation while + les 10% milpa reducing the ecological farming “footprint.” 2.3 Sustainable C4, C6, K2 2.3.1 Testing small scale At least 30 successful Dept of 1,500,000 MAF (Dept of freshwater viable, sustainable and aquaculture demos in Fisheries Fisheries), UB, aquaculture for adoptable aquaculture representative villages report BRDP II, BAMS, food security & with freshwater spp of country. producer income particularly with youth. Strengthened fresh- clusters generation water aquaculture unit at FD

2.4 Agro- D4, K2, L2 2.4.1 Develop public- j) At least 5 joint MAF 750,000 MAF, MED, processing for private partnerships for ventures established annual ROC, BRDP II, enhanced value investing in and for priority report BAMS, CDB, chain enhancing value chains commodities IFAD, performance and marketing services, k) At least 10% Central Prívate for food with particular emphasis reduction in food Bank of business, and security, on women and youth. import bill Belize data farmers employment associations creation and reducing the food import bill.

3. 3.1 Safe, clean A2, D3 3.1.1 Capacity building l) At least 50 BAHA 250,000 MAF, BAHA, National and healthy for agric health, food professionals & annual BBS, UB agricultur foods for the safety, bio safety and producers capacitated report al health, domestic and other quality standards export markets 3.1.2 Prevention and k) Functioning CREI annual 800,000 MAF, BAHA, food control of citrus program in citrus report CGA, CARDI, safety and “greening” with special greening PCB quality attention to the needs l) None or minimal standards of small citrus farms change in citrus production

3,2 Timely C1, C3, F3 3.2.1 Implement the m) Compliance with BAHA 300,000 MNREI, MAF, implem- codes of conduct and international codes of report BAHA, BBS entation of standards for natural conduct in forestry, interna-tional resources, forestry, fisheries & codes of Fisheries and aquaculture conduct & aquaculture standards

4. Climate 4.1 Enhanced F5, I1 4.1.1 National & local n) At least 15 prof & Field 1,000,000 MAF, UB, DACs, change capacities for capacity for hurricane 200 farmers monitoring NEMO, Red adaptatio natural disaster related disaster capacitated survey Cross, rural n and risk preparedness, mitigation, o) At least 20% communities & assessment, preparedness and reduced damage in small farmers reduction mitigation, etc. response in agric/ vulnerable forestry sector communities

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 25 Organ./ Reg Result’s Indicator Means of Estimated Strategic Priority Results result National Priority (max 2) verifica- budget, Partners Program contributing Actions tion US$ to: 4.2 Sustainable B3, E4, E5 4.2.1 Testing of forestry/ p) At least 10% Forestry 1,000,000 MNREI, MAF, forestry agrof systems to reduce reduction in area Dept report APAMO, CATIE, management & deforestation and deforested/ year UB, agroforestry improve sustainable q) At least 20% Field systems agriculture (e.g. home increase in family monitoring gardens, silvopastoral income forest/ agrof survey systems, & valuable products timber trees on-farm. 4.3 Emergency I2, I3 4.3.1 Providing planting r) At least 50% of MAF 2,000,000 MAF, NEMO, assistance for materials, inputs, tools, disaster victims annual small farmers equipment, tools, etc, assisted to rehabilitate report for crop, livestock and farming trees, as need be. 13,200,000

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 26

REFERENCES

Barnett & Company, 2010. Progress Report 1 – National Consultations on Horizon 2030. Government of Belize. Belmopan City, Belize. 88 p. Eck, D., 2009. Assessment of Farmers’ Organizations in Belize in Order To Strengthen the National Extension System. Consultancy Report submitted to FAO and MAF. Belmopan City, Belize. 49 p. FAO, 2010. FAO Strategic Framework 2000-2015. Adopted by Conference 9 Nov 2009), Food and Agricultural Organization of the UN, Rome, Italy. 36 p. Forest Department, undated. The Forest is More than Trees Ministry of Natural Resources, Environment and Industry. Belmopan City, Belize. 4 p. Forest Department, 2010. The Forest Trust: Overseeing the Sustainable Management of Belize’s Forest Resources, Issue No. 2. Ministry of Nat Resources, Environment and Industry. Belmopan City, Belize. 4 p. GoB, 2010. The National Food and Nutrition Security Policy of Belize. Ministries of Finance, Agriculture, Education and Health. Belmopan City, Belize. 17 p. IICA, 2010. Annual Report 2009 – IICA’s Contribution to the Development of Agriculture and Rural Communities of Belize. Inter-American Institute for Cooperation in Agriculture, Belmopan City. 20 p. MAF, 2005. Agricultural Development Management and Operational Strategy (ADMOS). Document produced for TCP/BELIZE/2003 with FAO support, Belmopan City. 40 p. NHDAC, 2007. National Poverty Elimination Strategy and Action Plan. Ministry of Economic Dev. Commerce, Industry and Consumer Protection Belmopan City. Halcrow, 2010. 2009 Country Poverty Assessment: Volume 1. National Human Development Advisory Committee, Ministry of Economic Dev, Commerce, Industry and Consumer Protection. Belmopan City. 306 p. NRDWG, 2010. Belize Rural Area-Based Rural Development Strategy (1st Draft). Ministry of Labour, Local Government and Rural Development, Belmopan City. PMU, 2010. BRDP Final Report. Submitted to the National Authorising Officer, Ministry of Economic Development and European Union Delegation, Belmopan City. 193 p. Roseboom, J. 2009. An Analysis of the Existing Applied Research and Extension Capacity in Belize. Report prepared for the Environment, Rural Development and Disaster Risk Division of IDB, Belmopan City, Belize. 47 p. UNDP, 2007. United Nations Development Assistance Framework BELIZE 2007 – 2011. Belmopan City, Belize. 27 p. UNDP, 2010. The Human Development Report 2010: The Real Wealth of Nations – Pathways to Human Development. UNDP, New York City, USA. WWI, 2011. State of the World 2011: Innovations that Nourish the Planet. World Watch Institute, Washington DC, USA

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 27

COUNTRY PROGRAMMING FRAMEWORK FOR BELIZE: 2011-2015 - ANNEXES

Introduction The joint development of the CPF by the GoB and FAO is particularly aimed at enabling GoB to be the driving force of external assistance to its development efforts and to receive the best value-for-money from FAO’s assistance. The country programming framework (CPF) identifies a set of medium-term priorities for FAO’s assistance which are aligned with country-owned processes and instruments. The identification of the CPF was carried out in a way that effectively complements the activities of other UN Agencies, e.g. the achievement of the Millennium Development Goals (MDGs), and with the work of other international partners involved in Belize. The intended assistance addresses national agricultural, food security, forestry, fisheries, rural development needs, as expressed and jointly prioritized by Belize stakeholders, including GoB and FAO. The following annexes explain the basic information and analysis done at each step of the methodology in formulating the CPF:

1..... Situational Analysis

2..... Major policies, laws and programmes in agriculture, food and rural development

3..... Strategic priorities of local stakeholders

4..... Strategic framework of FAO cooperattion as a specialized UN agency

5..... NDAF and agendas of the International agencies

1. Situation analysis

Belize is an independent country on the Caribbean coast of Central America, comprising 95% inland and 5% cays, with a total land area of 22,700 km2. The population is culturally diverse, with a majority of Mestizos (48.7%), Creoles (24.9%), and minorities of Mayas (10.6%), Garinagu (6.1%) and others (9.7%) including Mennonites, East Indians, Chinese, European and Arab descendants. Belize is home to the longest healthy barrier reef in the Western Hemisphere, possesses beautiful archaeological sites of pre-Colombian Mayan civilization, large tracks of virgin natural forests, lagoons and deep rivers scattered in a subtropical geographic belt. Since 1980, the population and population density have more than doubled, as a consequence of relatively high growth rates and increasing migration inflows from Central America (see Table 1). The percent of the population below 30 years of age is alarmingly high, as high as 68.6% in 2000, but a notable decline has been observed in the last 10 years. At the current growth rates, the total population of Belize will reach 479,173 by 2021 and 689,035 by 2031.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 28 Table 1 Evolution of human population trends of Belize: 1980 - 2009

1980 1991 2000 2009 Total population 145,353 189,392 240,294 333,200 Average annual growth, % NA 2.4 2,7 3,7 Population density, Per/ km2 6.4 8.3 10.6 14.5 Foreign born % 9 14 15 20 Population distribution, % Sectors: Rural 47.5 53.0 54.7 48.9 Urban 52.5 47.0 45.3 51.1 Age groups: < 15 years 38.5 42.0 40.9 33.7 15 - 30 years 20.5 27.9 27.7 26.8 Total < 30 yrs 59.0 69.9 68.6 60.5

Belize obtained its independence from Britain in 1981. Belize has a parliamentary democracy based on the Westminster system. As a member of the Commonwealth, the Governor General represents the British monarch as head of state, and the country is governed by a Prime Minister, Cabinet, and a National Assembly of Representatives. As a former colony of the United Kingdom, Belize is a member of the African, Caribbean and Pacific (ACP) group of nations who benefit from the international cooperation programs and preferential markets in the European Union. Belize is also a member of the Caribbean Community (CARICOM) and the only English-speaking member of the Central American Integration System (SICA). Hence Belize is in a unique position to take advantage of initiatives in both regions in pursuit of its national development goals and to foster cooperation and trade with both regional systems.

The GoB administration during the 1998 to 2005 period had incurred unprecedented levels of external public debt. Since then the GoB has worked concertedly and steadily to restructure the external debt and to reduce the public debt, starting from 89% in 2005, the highest level ever for Belize, down to 80% of GDP in 2008. This budget adjustment has impacted directly on GoB’s deficit indicators (see Table 2). Although the domestic revenue/ GDP percentage has increased slightly from 2005 to 2008, GoB has reduced its domestic expenditure/ GDP percentage in 2007 and 2008. In 2008, GoB spent 20 cents out of every dollar collected, compared to 29 cents in 2005, to service the external debt. That is a significant improvement.

Table 2 Key macro-economic indicators 2005 – 2008

Indicators 2005 2006 2007 2008 External debt public sector, % GDP 89 86 83 80 GoB deficit (excl. grants), % GDP 7.0 1.9 1.8 1.6 GoB deficit (incl. grants), % GDP 7.8 3.2 1.0 0.8 Domestic Revenue, % GDP 23.5 24.6 26.0 26.3 Domestic expenditure, % GDP 25.8 23.8 21.5 21.7 Annual debt service, % of 29 25 21 20 recurrent revenue

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 29 In nominal value, the per capita income level of Belize has increased from B$ 6,029 in 1999 to B$ 8,631 in 2008. However, when adjusted for inflation, the real per capita income growth has decreased every year since 2000. In fact since 2004, there has been no increase in real terms, as demonstrated in Figure 1 which shows the annual % and cumulative changes during the 1999–2008 period.

Figure 1 Changes in real GDP per capita, 1998-2008

35.0%

30.0%

25.0%

20.0%

15.0%

10.0%

5.0%

0.0% 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 -5.0%

Annual % change in Real GDP per Capita Cumulative increase in real GDP per capita since 1998

Source: NHDAC, 2010.

Belize has a small open economy whose structure has changed over the last twenty years, principally a decline in its primary sector (see Table 3). The performance of all economic activities over the last 5 year period is presented in Table 3. During this period, agriculture/ fisheries/ forestry has declined way below the mean value, whereas manufacturing and construction activities have shown some growth. The largest contributors to GDP are: other private services, wholesale and retail trade, agriculture, and taxes on products, in that order of importance. The Belizean economy in real terms has increased insignificantly during the 2005-2008 period, compared to the growth performance of 13.1% in 2000.

Table 3. Gross domestic product by sector 2005 - 2009: B$ M (Constant 2000 prices)

Sectors 2005 2006 2007 2008 2009 Mean/ % annum Contrib Agriculture, fisheries & forestry 382.4 358.1 283.9 284.1 277.9 317.3 14 Manufacturing (mine & quarry) 189.8 245.3 254.2 268.2 285.5 248.6 11 Electricity & wáter 64.0 90.4 92.6 95.4 111.6 90.8 4 Construction 72.0 70.6 68.5 93.0 110.4 82.9 3 Wholesale & retail trade 322.8 326.6 331.7 347.7 323.0 330.4 14 Hotels & restaurants 88.1 87.5 92.0 87.2 83.3 87.6 4 Transport & communications 218.8 226.4 256.0 262.5 255.5 243.8 11 Other private services 345.1 364.3 373.8 392.0 400.7 375.2 16 Producers of GoB services 198.0 187.7 196.6 204.8 213.3 200.1 9 Taxes on products 275.1 308.3 341.9 342.9 315.7 316.8 14 TOTAL 2156.1 2265.2 2291.2 2377.8 2376.9 2293.5 100 Source: SIB 2010

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 30

Officially, the agricultural sector employs 27% of the population and contributes to 23% of the GDP; however no thorough analysis has been done of the sector’s real contribution through the secondary and tertiary sectors. The agricultural sector includes the production of food mainly for domestic consumption and the production of cane and sugar, citrus, bananas, seafood and papaya, mainly for the export markets in the US, Europe and the surrounding region. Belize is characterized by favourable natural conditions for high quality and high yielding agricultural production, but the country offers limited market opportunities due to its low population and the high prevalence of poverty. Also the sector has suffered from changes in its international preferential markets (i.e. sugar and banana) and damages resulting from major hurricanes and/or flash flooding that strike Belize every year (e.g. 2007, 2008 and 2010). The service sector, tourism development and nascent petroleum sector have become increasingly important sources of employment and economic growth. In recent years, there has been an increase in inward remittances that contribute significantly to GDP and the foreign currency supply.

The exports of the Belizean economy over the last 5 years demonstrate the critical importance of the agricultural and fisheries sectors for the generation of valuable foreign exchange, rising to 76% of the total in 2009 from a low 61% in 2008 (Table 4). Citrus export is the number one foreign exchange earner, followed by sugar, banana and then marine products. Both banana and sugar are greatly

Table 4 Domestic exports of Belize 2005 – 2009 (Value in $ M)

Commodity 2005 2006 2007 2008 2009

Banana: Tons (‘000) 76.08 72.50 58.93 77.93 86.57 Value 51.08 50.59 41.46 65.65 66.69 Sugar: Tons (‘000) 79.47 97.85 84.47 67.34 78.72 Value 69.90 100.07 88.14 71.38 89.06 Grapefruit concentrate, Gallons, M 1.24 1.25 0.79 0.81 0.96 Value 19.31 22.81 16.27 12.67 13.88 Orange Concentrate, Gallons, M 8.40 6.42 4.67 5.68 6.14 Value 87.81 86.17 101.17 99.93 84.93 Marine products, Tons (‘000) 9.25 7.98 3.08 3.99 5.29 Value 85.74 86.02 42.16 44.28 49.38 Papaya: Tons (‘000) 34.59 34.47 25.24 28.9 24.81 Value 31.01 31.01 26.07 22.44 21.84 Other exports 39.20 29.14 31.20 37.88 54.74 Total Agriculture, $M 384.25 405.81 346.47 354.23 380.52 % of Total 91 76 68 61 76 Garments: value 34.56 36.59 18.79 0 0 Petroleum : Gallons, M 29.98 40.14 48.04 53.58 Value 88.54 142.62 230.93 120.64 TOTAL VALUE 423.27 536.40 507.90 585.17 501.15 Source: SIB, 2010 affected by the changes n the EU preferential markets which have resulted in substantial price and income decreases for Belize. And the situation may get worse, for example, sugar production in 2010 decreased to 72,048 tons with an estimated export value of only

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 31 B$ 60.2 M (BSI, Pers. Comm., 20 Jan 2011). The export of marine products is suffering from sharp price drops in the US market for shrimp. For 2009, the main marine exports were farm shrimp, lobster, conch and tilapia, in that order.

The citrus industry is an important foreign exchange earner for Belize earning around US$50 M a year, and supports the livelihoods of around 500 farm families and 10,000 workers in Belize. The 2009 discovery of the most devastating disease of citrus, known as HLB or citrus greening, is threatening to remove this important income source with the possible destruction of this industry in 10-15 years time - unless urgent measures are implemented to reduce the spread of the disease and to mitigate its impact in areas with high levels of infection. HLB is a bacterial disease that is spread by the Asian citrus psyllid and once a citrus tree is infected there is no cure and no citrus variety has so far been found that is resistant to its infection. Infected young trees are expected to decline within 6 months to 2 years with older mature trees taking up to 10-12 years to decline depending on the level of grove management. To underline the seriousness of this disease, in the 1960s, the devastating effects of HLB caused citrus production in South Africa to be re-located to areas that were less prone to the disease. In Brazil today, areas of their citrus industry that are being devastated with the disease are being re-planted with sugar cane.

For a small economy, the value of the Belize imports amounted to B$ 1.7 billion in 2008, equivalent to approximately 63% of the GDP (Table 5). Food imports account for B$ 143.7 M and agricultural inputs for another B$ 59.3 M, in total 12% of the value of all imports. The food import bill has increased continuously over the last 5 years, due to a combination of factors, i.e. inability to be cost effective and competitive with foreign products, unfair dumping practices of cheap food, habitual liking for imported processed products (e.g. canned meats, condensed milk and cereal products, and favourable exchange rates that favour imports in general.

Table 5 Agricultural imports of Belize 2005 – 2008 (B$ ‘000)

IMPORTS 2005 2006 2007 2008 FOOD IMPORTS Processed meats 8,075 7,744 10,548 11,014 Beef 250 294 323 155 Pork 2,812 1,541 3,469 2,438 Poultry 319 36 307 244 Dairy 24,291 24,085 27,772 28,491 Eggs 853 829 713 84 Other 4,694 5,873 6,449 8,177 Rice 132 175 209 616 Flour 287 247 298 654 Other cereals* 18,612 18,882 18,825 32,069 Fruits & vegetable 9,089 8,827 10,940 12,459 Rk beans 129 162 356 25 Other food* 45,117 42,108 47,926 47,277 Food imports 114,660 110,803 128,135 143,703 AGRIC INPUTS Seeds 1,510 1,840 4,254 2,704 Fertilizers 6,802 11,560 10,993 15,456 Herbicides 3,900 4,650 5,123 7,102

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 32 IMPORTS 2005 2006 2007 2008 FOOD IMPORTS Insecticides 5,433 4,134 5,209 5,809 Fungicides 3,243 5,348 4,874 4,915 Animal feed 12,108 13,343 13,747 23,323 Total inputs 32,996 40,875 44,200 59,309 Total agric imports, $M 147.7 151.7 172,.3 203.0 % of total imports 12 11 13 12 TOTAL IMPORTS, $M 1,181.7 1,320.8 1,368,729 1,674.2 Source: SIB data

The MAF carried out a census of all farms in Belize as part of an FAO supported project called the Belize Farm Registry (Table 6). According to the results, 24% of farms are less 5 acres, 33% between 5 and 20 acres, and 74% of farms in the country are below 50 acres. Across districts, Toledo District has one fourth of all farms in Belize and the highest level of concentration of small farms (77% below 20 acres); Orange Walk is next with 22% of farms and Corozal with 21%. Apparently some cane farmers were not included In the case of Corozal and Orange Walk District, since the Belize Cane Farmers Association has over 6,000 farmers delivering cane to the sugar cane factory every year.

Table 6 Distribution of farms by farm size in 2006

Holding District Total # % of size Orange Stann Farms (acres) Corozal Walk Belize Cayo Creek Toledo Below 5 357 326 211 384 254 825 2,357 24 5 – 20 743 561 160 361 360 1,013 3,198 33 21 – 50 705 720 154 376 271 415 2,641 27 51 – 100 212 352 65 243 40 108 1,020 11 101 –250 42 118 18 100 19 16 313 3 Over 250 7 87 11 48 11 4 168 2 Total 2,066 2,164 619 1,512 955 2,381 9,697 100 % Farms 21 22 6 16 10 25 - 100 Source: Belize Farmers’ Registry, MAF, 2007.

In the fisheries sector, the present status is that capture fisheries in Belize is operated basically as an open access industry, meaning that there are no limits to the number of persons that can fish in Belize’s waters. This leads to the inevitable problem of overfishing the constantly dwindling stocks of fish. Lobster is our best sea fishing product, but lobster prices decreased in the 2008/09 season. Another problem is the increased temperatures from climate change which cause coral bleaching and loss of habitat for lobster and other commercially viable fish species. The use of cages in the sea for growing Cobia has potential as a very profitable option, however the cages need to be moved in the event of a natural disaster but only if there is advanced warning. Cobia is currently marketed as an alternative (i.e. in terms of taste and nutritional profile) to the more expensive salmon, but greater marketing efforts are required. Deep sea fishing is unexplored at present, but with the right incentives and monitoring, it may become an important economic activity

The success and profitability of shrimp aquaculture during the mid-90’s let to the unprecedented expansion and by 2005, there were 16 shrimp farms with 6,800 acres of production; and today there are only 5 farms in operation with some 3,000 acres. From 2004 to 2006, the investments in the sector diversified to the commercial production of

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 33 tilapia (Oreochromis niloticus) and cobia (Rachycentron canadum). There are currently 300 acres of area under tilapia farming, as well as 20 cobia cages ranging from 60 to 100 meter in circumference. Shrimp aquaculture was big in Belize before 2007 worth over B$ 100 M per annum. Shrimp farming is closely monitored to ensure compliance with strict processing and exporting requirements. Production costs within the aquaculture industry are often prohibitively high. Feed cost, which accounts as much as 60% of variable cost, is exacerbated by limited capacity to produce local feed. Research in fish meal is definitely needed in the development of a locally produced substitute for imported fish meal at competitive prices. Also, tilapia and shrimp farming requires the use of energy to move water to and within ponds. Therefore high energy costs further increase operational costs. Another challenge for the industry is the high susceptibility of shrimp to disease. Production in large volumes for shrimp and tilapia increases the likelihood of disease. To date the quantity of tilapia produced is too low to achieve economies of scale. With approximately 300 acres in production, Belize cannot influence market prices and cannot justify the costs of constructing a feed mill. BAHA needs to ensure that quality is strictly monitored to assure traceability of products originating in Belize. Recently Belizean producers were certified to allow export of fish products to Europe adding to the market opportunities for Belize. Fisheries are additionally vulnerable to natural disasters.

The 2006 discovery of oil in Belize has aroused a national debate on the exploitation of valuable natural resources. The GoB logically supports further testing for, exploration and exploitation of oil because of its tremendous potentials for foreign exchange (most of the crude oil is exported to Central America), income and employment (timely because the national economy is contracting and other exports are shrinking), and the collection of government tax which is significant when the price per barrel is above US$ 90 per barrel. On the other hand, the environmental agencies, community groups and land property land owners are very concerned about a) the manner in which property and environment protective laws and processes are being flouted in favour of facilitating oil exploration, b) potential benefits mainly accrue to the investors in a private company, and c) complete disregard for transparency and social accountability, particularly not respecting the traditional property rights of the Maya in Toledo District, and d) serious environmental risks and potential damage particularly for marine resources and coral reefs, based on the recent oil spill in the Gulf of Mexico.

In recent years, the tourism sector has been touted as the sector with the highest growth potential. In 2008, approximately 245, 028 overnight visitors and 597,370 cruise ship visitors were in Belize (Table 7). Overnight tourism is steadily on the rise since 2001, but cruise ship tourism in Belize experienced a rapid rise from 48,116 visitors in 2001 to 800,333 visitors in 2005 then declined to 597,370 in 2008. The distribution of visitors for both overnight and cruise ship tourism is the same, 60% of the USA followed by visitors from Europe and Latin America. Today there are approximately 620 hotels in Belize, with 88% of them having 1 to 20 rooms. The number of hotels are distributed all over Belize, with major concentrations in Ambergris Caye (107 hotels), Placencia (99), Cayo District (95), Caye Caulker (72), Belize District (61), Stann Creek District (60) and Toledo (36). It was estimated by the BTB that tourist expenditures in Belize amounted to B$ 241 M, $ 348.4 M and $ 585.8 M in 2001, 2005 and 2007, respectively.

Table 7 Overnight and cruise ship visitors to Belize: 2001 - 2008

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 34 Years Overnight visitors Cruise ship visitors

Number USA EU L Amer Number USA EU L. Amer.

2001 195,955 48,116 54 15 16

2005 236,573 800,333 62 14 12

2008 245,026 60 14 11 597,370 60 14 11 Source; BTB Statistical Digest 2008

According to the country poverty assessment done in 2009 (Halcrow 2010), 41% of the national population is classified as poor, with a further 14% of households deemed vulnerable to poverty, with uneven access to resources across groups and communities along age, gender and geographic or ethnic lines. Therefore, more than half of all households (57%) are either poor or susceptible to being poor. The primary objectives of this study of poverty in Belize were to identify the extent, characteristics and causes of poverty in Belize, to evaluate the effectiveness of current policies and programs in terms of their impact on the poor and vulnerable groups of the population, and make recommendations for future policies and programs to contribute to the reduction of poverty in the country.

Poverty was defined on the basis of minimum food requirements plus an element of non- food expenditure. In 2009, the annual indigence line was around B$ 2,000 per adult male while the poverty line is around B$3,600. From the data shown in Table 8, the poverty incidence increased from 2002 and 2009, by 21% overall. Poverty has indeed increased substantially for Corozal, Cayo, Stann Creek and Orange Walk Districts. Toledo was the only district where poverty deceased but it remains with the

Table 8 Distribution of poverty across all districts and sectors of Belize: 2002 and 2009 Districts Population % All Poor % Indigent Poor All Poor Not Poor Urban Rural Corozal 2002 6.2 19.9 26.1 73.9 - - 2009 21.4 34.8 56.2 43.8 17 70 O Walk 2002 7.1 27.8 34.9 65.1 - - 2009 14.6 28.2 42.8 57.2 27 52 Belize 2002 4.9 19.9 24.8 75.2 - - 2009 6.1 22.7 28.8 71.2 28 32 Cayo 2002 4.8 22,6 27.4 72.6 - - 2009 11.6 29.1 40.6 59.4 32 50 St. Creek 2002 5.6 29.2 34.8 65.2 - - 2009 18.7 25.0 43.7 56.3 32 53 Toledo 2002 56.1 22.9 79.0 21.0 - - 2009 49.7 10.7 60.4 39.6 7 70 Country 2002 11.0 23.0 34.0 66.0 - - 2009 15.8 25.5 41.3 58.7 28 55 Change % 13.0 11.0 21 -11.0 - - Source: NHDAC - 2009 CPA largest concentration (58.7%) of poverty in the country. In comparing poverty incidence between urban and rural areas, the rate in rural areas is twice eh level of urban areas. In

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 35 Toledo and Corozal, the rate of poverty in rural areas is huge compared to the urban areas.

The CPA study summarizes the results and the causes of poverty: “Since 2002 poverty has increased and become distributed evenly across the country. Poverty has increased due to the difficult macroeconomic situation cased by the recession, natural disasters along with social factors related to the family and household relationships which are both destructive in themselves and can create a cycle of inter-generational poverty. There is a greater concern, about the negative influence of government on the development process, i.e. failure of governance, interference in implementation of programs, inadequate coordination across MDAs, inadequate human resource management and accountability, poor attention to infrastructure maintenance, and not working effectively with the private sector to boost the economy.”

On boosting the economy, the CPA made several recommendations for agriculture, tourism, finance and credit, health, education, social services, land along with housing and infrastructure. For example, the CPA recommended for agriculture, to improve farmer training and extension, to improve agricultural training and support, and to produce high quality products and foods for the tourist outlets. The CPA posited that improvement must come through incremental measures designed to improve training (technical, financial and managerial), greater access to credit (tailored to different segments of the market, e.g. poor individuals, small enterprises and larger concerns), improved access to markets, and better market information. Some banks are undertaking initiatives to improve credit to farmers. They would also be willing to provide course in basic financial education and responsibility to schoolchildren. The BRDP and NGO programs relating to income-generation are seen as successful but their overall coverage is low. There is thus a need for greater co-ordination between NGOs operating similar programs to share experience so that successful programs can be scaled up. The effectiveness of Village Councils needs to be improved through wide ranging training and a clearer definition of responsibilities if they are to become effective agents of local development.

Each year since 1990, the Human Development Report has published the human development index (HDI) which is intended to provide a composite measure of three basic dimensions of human well being: health, education and income. Belize received a ranking of 78 out of 169 countries in 2010. Previously Belize was ranked number 91 in 2005 and number 58 in 2000. In 2010, the key indicators for the HDI of Belize were as follow:

 Life expectancy at birth: 76.9 years  Mean years of schooling: 9.2 years  Per capita income (based on PPP): $ 5,693  Adjusted net savings: 8.8% of gross national income  Poverty incidence: 42.6 %  Gender inequality index: 0.60

3. Major policies, laws and programs in the areas of agriculture, food and rural development The country’s strategy for reducing poverty is outlined in the National Poverty Elimination Strategy and Action Plan (NPESAP) for 2007–2011. The plan expresses the clear intent to support coordination between various public institutions and between the public and private sectors. The plan outlines five main policy and programmatic areas of the comprehensive plan for poverty reduction:  economic policies for growth

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 36  good governance  investment in human capital  infrastructure, and  areas for special attention. i.e. south side Belize city and Toledo District

The Medium Term Development Strategy (MTDS) 2010-2013 entitled “Building resilience against social, economic and physical vulnerabilities” incorporates measures to improve the economic and social structures and the capacity of its citizens to embrace economic opportunities in the face of the ongoing economic crisis and to proactively manage economic shocks and natural disasters. This is to be achieved by focusing on:  enterprise development,  international trade capacity and competitiveness,  environment and disaster risk management,  human development through investment in education & health delivery  social safety net provisions, i.e. measures aimed at specific groups, such as women, youth and the aging, national and citizen security. The MTDS encapsulates government policies and is part of a long-term strategic development effort called Horizon 2030. Horizon 2030 will produce a clear vision and measurable long-term development goals to be achieved by 2030, together with the indicators that will guide concerted action by all stakeholders involved in the development, implementation, and monitoring and e valuation of both long term and intermediate sector programs and Government’s long and medium-term development strategies. Selected results from the preliminary consultations for the Horizon 2030 process indicate the following: 1) The public sector is universally seen as weak. Policies are not well articulated, programs are not properly financed, projects are poorly implemented and the public finances not well managed. The tax system is badly managed. Corruption eats into revenue collections making it even more difficult for government to keep up with the need for investment in infrastructure. From the point of view of the private sector, the inequities and anti-business bias of the tax system need very urgent attention. 2) Urgent attention is needed to build a resilient economy by producing quality goods and services and expanding exports, developing the domestic market as springboard for exports, and developing a strong small business sector to create jobs; also building a vibrant agriculture, strong rural communities, and sustainable fisheries and implementation and maintenance of the critical economic infrastructure. 3) For the productive sectors, some suggested long term goals include: industrial development and agro-processing built on existing and new products; Increased agriculture production that promotes environmental sustainability; affordable insurance to protect farmers from losses due to hurricanes and floods; sustainable, profitable and, therefore, expanded responsible tourism making even greater contributions to the national economy; well developed services sector exporting to the rest of the world; strong well performing SME financing sector; a guarantee fund established by GOB for the benefit of poor borrowers, against which agencies can write off bad debt without suffering the level of losses they

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 37 are now facing; a coordinated credit referral system/credit bureau, and updated credit unions reaching 50% of the credit unions. 4) On fisheries, it was suggested that fishers cannot continue to do things the same ways of the last forty years, there is need to use technology to their advantage and begin to add value to the final product and reduce waste; fishers need to assume more of the management of the industry and regulate themselves in terms of standards and quality control, and strengthen the leadership of the fishing industry and within communities, and develop cooperative financing and alternative means of accessing financing; fishers need to understand how marine protected areas (MPA) and fisheries management works through education; and identify alternatives to fishing, not only tourism as this was seen as not being very reliable over the long term.

A major exercise was carried in 2004-2005 by the GoB to develop a vision, mission and objectives for the agricultural sector, which resulted in ADMOS (MAF, 2006). The articulated vision of ADMOS was a transformed/modern sector that is fully competitive, diversified and sustainable. And the corresponding mission was defined as, agriculture to continue to be the economic pillar of Belize, ensuring food security, generating income and foreign exchange, creating employment, and conserving natural resources, in order to grow the economy, reduce poverty and empower the local population for sustainable development. Accordingly seven strategic objectives were defined:

 Increase efficiency, profitability & competitiveness of agric, fisheries & cooperatives.  Accelerate the diversification in production, processing and exports.  Improve and conserve the natural and productive resource base to ensure long- term sustainable productivity and viability.  Improve access to productive resources and services and create economic opportunities for small/young farmers, women and indigenous people, particularly in poor, marginal areas.  Strengthen the institutional capacities to provide effective support in marketing and trade, research and extension, as well as relevant education and training.  Increasing food production, enhance food security & improve nutritional status of the population.  Strengthen inter-sectoral linkages, in particular with the social sectors of health and education, as well as with the strategy and action plan for poverty eradication.

The ADMOS was perceived as a means to increasing the competitiveness of the agricultural commodity sector in order to reduce food insecurity and poverty, and promote dynamic processes of rural and agricultural development in Belize. The strategy was directed at facilitating the private sector to access value-added commodity opportunities through addressing several of the major constraints facing agricultural and rural development in Belize. The total strategy, estimated to cost B$ 8.35 M, was characterized by three major programs targeted at the agricultural and rural sectors:

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 38 1) Improvement of policy incentives and agricultural support institutions (B$ 1.4 M). 2) Promotion and development of agricultural markets and enterprises (B$ 2.38 M). 3) Strengthening agric technology development & transfer frameworks (B$ 4.6 M).

A clear management and monitoring process was presented that included a computerized management tool and specific institutional points and collaborating partners responsible for the implementation of the strategy over a five-year period. A long detailed report provided the background for the more detailed strategy and recommended actions to be undertaken.

Another policy document guiding the agricultural sector is the National Food and Agricultural Policy, assembled in 2009, which identified seven major objectives:

 Greater efficiency in resource allocation in the long run;  Minimizing sharp fluctuations in market prices and reducing investment risks and uncertainty in the sector;  Promoting specific commodities for which there are identified and growing markets;  Achieving a higher level of self-sufficiency in food production;  Reducing financial outlays of the Government on the sector;  Expanding inter-sectoral linkages; and  Increasing the country's competitiveness in regional (CARICOM) and extra- regional markets.

For the fisheries sector, the strategic priorities of MAD are to promote investment in aquaculture to increase production and export of seafood, promote the expansion of land based and caged fish farming, ensure the protection and sustainable use of natural resources, develop a strong policy environment for the continued development of the fishing industry, and to improve technical capacity of Ministry to provide assistance to the industry. In this respect, the MAF is:

 Promote investment in aquaculture to increase production and export of seafood such as tilapia and shrimp in the same ponds thereby increasing production with minimal investment.  Promote expansion of land based and caged fish farming through technical support to the fishing industry, especially community fish ponds to increase export ability, Increasing the capacity of Biscayne tilapia hatchery to increase number of fingerlings produced, and introducing fresh water lobster in community fish ponds to increase sources of revenue.  Improve technical capacity of Extension Officers at MAF to provide assistance to the industry  Ensure the protection and sustainable use of natural resources  Develop a strong policy environment for the continued development of the fishing industry

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 39 For the forestry sector, the Ministry of Natural Resources and the Environment (MNREI) is the lead government agency responsible for developing relevant policy and regulations and for planning and managing programs for the sustainable use and quality enhancement of natural resources including land, water, forests, protected areas, wildlife, biodiversity and the environment of Belize.

Forestry extraction and exportation were the economic foundation of Belize in the 19th and most of the 20th centuries. The first attempt at forest management in Belize dates to 1923 with the establishment of the Forest Trust and later consolidated with the establishment of the Forest Department in 1926. The forestry economy came to a gradual downsizing due to the gradual exhaustion of valuable timber species and other forest products in the 1960’s. At the same time, national economic development policy shifted from forestry to agriculture. Today some of the key programs in the forestry area include (Forest Dept, undated and 2010):

 Forest Resources Exploitation and Control, developing of a comprehensive forest policy with a decentralized governance approach and sustainable forestry management practices in collaboration with FAO, CATIE and others  Sustainable land management, including national land use policy with UNDP support  Protected Areas Management in collaboration with the Protected Areas Conservation Trust (PACT)  Wildlife and Law Enforcement in the context of CITES  Reduced Emissions from Forest Deforestation and Degradation (REDD) Project with GTZ support  Agroforestry for sustainable land use development with CATIE

Today GoB is firmly committed to sustainable rural development and sees the agricultural sector (i.e. crop, livestock and fisheries) as providing the economic base for enhanced economic growth of the national economy, in particular for the rural areas, and addressing poverty alleviation. The agricultural and food policies are accordingly designed to make the agricultural sector more efficient and competitive, while at the same time, contributing to the improvement of the economic and social well being of the population.

In 2009, the MAF reactivated the National Coordinating Committee on Agricultural Research & Development (NCCARD) which had been created in 2005. The NCCARD was mandated to:

1. Assist in the preparation of a national policy for agricultural research and development. 2. Assist with the development of a national strategic plan for agricultural research and development. 3. Assist in mobilizing resources for agricultural research and development. 4. Promote and facilitate the implementation of agricultural research and development programs and projects.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 40 5. Monitor and evaluate national agricultural research and development programs and activities. 6. Develop and enhance capacity in agricultural research and development. 7. Collaborate with regional, hemispheric and international agricultural research, educational and development centres. 8. Function as the focal point for agricultural research and development. 9. Document, publish, and disseminate the results of agricultural research and development activities in Belize. 10. Coordinate meetings, workshops, symposia and conferences pertaining to agricultural research and development in Belize.

The founding members of NCCARD are: MAF, IICA, CARDI, Agricultural Technical Mission of the Republic of China (Taiwan), Citrus Growers Association (CGA), Belize Sugar Industry (BSI), University of Belize, Belize Agricultural Health Authority (BAHA), Belize Marketing and Development Corporation (BMDC), Belize Livestock Producers Association (BLPA), Belize Poultry Association (BPA), and the International Regional Organization for Health in Agriculture (OIRSA). In addition, NCCARD includes all agricultural stakeholders who affect or are affected by the national agricultural research and development policy. NCCARD is supposed to operate on the basis of working groups or technical committees dealing with either a commodity group or a thematic topic.

In August 2010, GoB published an updated policy statement, the National Food and Nutrition Food Security of Belize, which is to ensure food security and sovereignty through sustainable production, supply, accessibility and use of safe, high quality, nutritious, diversified and culturally acceptable foods for all Belizeans. The strategy comprises six basic programs:

 Information, education and communication on food production, preparation and nutrition.  Diversified food production, processing, marketing, storage and credit.  Material and child care, school feeding and nutrition for the elderly and the indigent.  Creation of employment and income generation at local levels.  Food safety.  Analysis and reform of national policies for food and nutrition security.

In 2010, the Cabinet of GoB established the National Rural Development Coordinating Committee charged with the main task of developing the first rural development strategy for Belize. The first draft of the Belize Rural Area-based Development Strategy (BRADS), released in December 2010, states that its main objective is to promote the integration of rural territories into the general dynamics of the country’s development, and to create an enabling environment that will encourage stakeholders in rural areas to commit to promoting their own development and well-being.

Firstly, BRADS is based on some key principles that aim to facilitate the emergence and consolidation of endogenous development processes in rural areas, managed by local

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 41 stakeholders, with Government support, in order to create an enabling environment. These principles include (NRDWG, 2010):

 Area-based approach: Areas are defined on the basis of natural, cultural, socio=economic and administrative factors and end will be: a) small enough to facilitate the local management of development issues (involvement of local stakeholders, consensus building, stakeholder partnerships, etc.), and large enough to achieve a critical mass to function as viable areas.  Bottom-up approach: Explicitly seeks the involvement of local actors in promoting their own development.  Partnership between local actors: All actors present in the area are considered, i.e. local authorities, private productive sector and civil society in general. A public-private partnership will be promoted and formally empowered with the capacity to act (Area Development Groups - ADGs).  Multisectoral and innovative: The actors present in the area formulate the area's strategic development plan, in which innovations, capital and multi-sectoriality are important features.  Cooperation and networking: Stakeholders must work together for mutual benefit.  Local management of local issues: The local management of many local development issues is essential for ownership and sustainability.  Coordination and articulation with sectoral policies: This will involve coordination of sectoral policies within a particular area and articulation of that area’s strategic development plan with sectoral policies.  The results-oriented approach of the intervention: the strategy’s Implementation Program must be evaluated on the basis of the results achieved.

The scope of the programs, actions and measures contemplated in the Strategy are multi- sectoral and environmental, and they reflect logically the new realities of an increasingly diversified rural milieu in social, political and economic terms. Thus nine strategic axes have been identified, which are as follow:

 Axis 1. - Institutions for rural area-based development and governance  Axis 2. - Area-based cooperation networks and social fabric  Axis 3. - Tailored area-based agriculture and fisheries  Axis 4. - Rural area-based economy and employment  Axis 5. - Rural area-based social services and welfare  Axis 6. - Rural area-based infrastructure and basic equipment  Axis 7. - Area-based cultural identity  Axis 8. - Nature and rural areas  Axis 9. - Cross cutting Axis: Equity and Social Inclusion in Rural Areas

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 42 Each axis had its own set of strategic lines of work. For example, the specific lines for Axis 3 Tailored area-based agriculture and fisheries, are:

1) Capacity building programs for people and institutions 2) Support customized area-based agriculture and fisheries 3) Support and strengthen family farming 4) Support domestic markets, access to markets and market intelligence 5) Development of productive and value chains based on potentials of rural areas 6) Promote the signing of contracts for area-based farms 7) Strengthen the competitiveness of local producers 8) Improve quality of agricultural products 9) Assist rural producers to establish production practices that respect the environment and landscape conservation. 10) Support creation of and access to infrastructure, equipment and technology 11) Promote support services and technical assistance 12) Promote food and nutritional security

Finally, the application of this Strategy will require a high degree of governance. Accordingly, it includes planning, coordination and collaboration mechanisms between the different ministries. The BRADS constitutes a political action of the utmost importance, hence it will require public and private financial resources that need to be allocated. The Strategy seeks to improve the rural population’s social and economic situation and provide access to sufficient public services of high quality. In particular, it gives preferential attention to women, young people and other vulnerable groups of the rural milieu.

4. Strategic Priorities of Local Stakeholders In 2009, Belize requested assistance from FAO to strengthen the national extension service of the country. For the design of the project, a field survey of stakeholders was carried out. 47 individuals were interviewed including 28% representing farmers’ associations, 23% informal groups, 44% farmers’ cooperatives, and 5% some other type of organization. Some key findings of the study revealed that:  There are over 100 farmers’ organizations that engage in a wide range of agriculture producing food for local consumption and for the export markets.  There are hundreds of farmers and households families who are associated in various farmers’ organizations or who are employed directly in various farm related work.  Most of the farmers’ organizations receive funds through grants, loans and membership fees. Only a small number of farmers’ organizations in Belize finance their own operations, and they contribute considerably to the export market.  Only a few of the organizations have their own extension officers. These groups are Cacao, Banana, Citrus, Sugar Cane and Livestock Associations with a total of 18 extension officers. The others depend on the public extension to assist and train them.  The main needs expressed by farmers include access to local markets, availability of credit with low interest rates and reasonable repayment plans, compensation

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 43 for crops and livestock in case of disaster, equipment pool for land clearing, and workshops in different aspects of farm management.  There is a need to strengthen the capacity of extension officers through workshops in technical and extension methodology, group organization/development, and entrepreneurial skills.  The key challenge identified is the coordination of the extension services of the private and public sectors in order to have a stronger national extension services.

Some specific interests expressed by farmers’ organizations in this study were to:  Increase production to sustain market in neighbouring countries.  Expand and rehabilitate fields of up to 9,000 acres per year for sugarcane in Corozal and Orange Walk Districts.  Strive to obtain low interest loans for farmers and provision of low cost inputs to producers  Continue with research in disease control and provide education programs in farm management.  Expand irrigation training to farmers to encourage year round production.

According to the report, feedback from the research indicated that farmers’ organizations do not have monitoring and evaluation system in place. There were no evidence of rationale, objectives, guidelines, criteria, procedures and framework for monitoring and evaluation. However, the larger and most organized farmers’ organizations such as cocoa, banana, citrus and sugar cane, are engaged in some level of monitoring and evaluation. These are carried out, sometimes in an ad hoc manner, by extension officers, specialized staff members and management and advisory committees within their organizations.

District-Level Priority Setting Consultations for the CPF

The objective of this priority setting exercise was to determine what the farmers’ priorities in terms of key issues in agriculture such as farmer’s basic objectives, technical constraints, economic constraints and marketing related problems. Six District Agricultural Coordinators, 13 extension/ cooperative officers and 70 farmers including 15 women farmers and 15 young farmers, participated in the priority setting exercise which was carried out in each district as follows. On average, each consultation took 3-4 hours for the whole exercise.

Table 1 Number of participants and dates of priority setting consultation, by district

Date of Extension Farmers District consulta- staff Total Women Youth tion < 25 yrs Toledo 22 Dec, 2010 3 12 2 4 Stann Creek 21 Dec, 2010 3 13 3 3 Cayo 28 Dec, 2010 3 11 5 3 Belize 28 Dec, 2010 4 13 4 3 Orange Walk 29 Dec, 2010 3 9 0 0 Corozal 29 Dec, 2010 3 12 1 2 Total - 19 70 15 15

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 44 For farmers across all districts, food security is the most important objective followed by income generation, however Toledo farmers placed income generation as the most important above all others. Extension staff and farmers agree on the priority ranking, except in the order of the two top objectives.

Table 1 Prioritizing objectives by extension staff and farmers, by district (Average scores and rank within district in parentheses)

District Food security Income generation Employment Foreign exchange Stakeholders Exten- Farmers Exten- Farmers Exten- Farmers Exten- Farmers sion sion sion sion Toledo 54.7(2) 34.8(2) 66.8(1) 39.8(1) 41.5(3) 16.8(3) 29.0(4) 11.4(4) Stann Creek 63.4(1) 49.9(1) 64.3(2) 40.3(2) 51.6(3) 26.8(3) 31.7(4) 12.2(4) Cayo 57.7(2) 28.6(1) 62.0(1) 16.4(2) 42.3(4) 8.1(3) 48.3(4) 1.4(4) Belize 41.8(2) 27.4(1) 47.7(1) 24.7(2) 26.8(3) 13.8(4) 23.0(4) 20.3(3) Orange Walk 47.2(2) 24.9(1) 55.4(1) 22.2(2) 35.2(4) 14.0(3) 43.2(3) 9.9(4) Corozal 47.3(2) 24.1(1) 54.0(1) 19.9(2) 38.3(3) 13.6(3) 22.0(4) 4.6(4) Total 55.7 31.6 58.4 27.2 39.2 15.5 30.1 10.0 Overall ranking 2 1 1 2 3 3 4 4

The farmers and extension staff ranked pests and diseases as the number one technical problem. However, farmers think the next important technical constraints are problems of seeds, seedlings or breeds (in the case of animals) followed by water availability, while the extension staff puts husbandry and soil fertility problems higher than the farmers do. Noteworthy is that In Stann Creek and Orange Walk, the extension staff rate husbandry as the top constraint but farmers rated it as the least important.

Table 2 Prioritizing technical constraints by extension staff and farmers, by district (Average scores and rank within district in parentheses) Technical Constraints Districts Seed, seed- Water Soil fertility or Pests or Husbandry lings, breeds availability feed (animals) diseases Stakeholders Exten- Farmers Exten- Farmers Exten- Farmers Exten- Farmers Exten- Farmers sion sion sion sion sion Toledo 49.9(3) 20.2(1) 51,7(2) 17.0(3) 46.0(4) 14.7(4) 56.0(1) 19.0(2) 40.0(5) 9.6(5) Stann Creek 47.6(3) 22.4(1) 33.0(5) 20.6(2) 40.7(4) 15.0(4) 52.7(2) 17.8(3) 59.3(1) 13.0(5) Cayo 29.0(5) 13.8(3) 50.0(2) 26.4(1) 63.5(1) 14.8(2) 39.0(3) 13.6(4) 35.5(4) 6.1(5) Belize 22.5(3) 18.6(2) 25.8(1) 13.0(5) 24.8(2) 18.1(3) 23.5(4) 28.0(1) 21.8(5) 16.9(4) Orange Walk 40.3(4) 19.9(1) 37.7(5) 13.0(4) 41.3(3) 14.6(3) 46.7(2) 19.9(1) 51.7(1) 4.5(5) Corozal 37.0(2) 15.7(2) 32.5(4) 12.9(3) 23.0(5) 12.3(4) 49.0(1) 21.6(1) 37.0(2) 8.7(5) Total 37.7 18.4 38.4 17.1 39.9 14.9 44.5 20.0 40.9 9.8 Overall 5 2 4 3 3 4 1 1 2 5 ranking

The most important economic constraints for farmers are those related to commercial inputs followed by problems related to tools, equipment and credit. Land and labour problems have the lowest ranking, and both extension staff and farmers agree with that assessment.

Table 3. Prioritizing economic constraints by extension staff and farmers, by district (Average scores and rank within district in parentheses)

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Economic Constraints Land Labour Commercial Tools & Credit Districts Inputs Equipment Exten-sion Farmers Exten-sion Farmers Exten- Farmers Exten- Farmers Exten- Farmers Stakeholders sion sion sion Toledo 34.3(5) 23.0(4) 36.3(3) 23.3(3) 71.3(1) 24.6(2) 53.0(2) 29.6(1) 35.3(4) 18.4(5) Stann Creek 55.3(4) 18.7(5) 52.3(5) 21.0(4) 66.0(1) 27.0(1) 59.6(3) 26.4(2) 64.3(2) 24.8(3) Cayo 48.3(3) 13.9(2) 36.0(4) 8.3(5) 59.0(1) 17.2(1) 30.3(5) 13.5(3) 51.3(2) 13.1(4) Belize 20.3(4) 17.7(4) 13.7(5) 11.9(5) 37.7(2) 21.5(1) 29.0(3) 20.3(2) 45.0(1) 18.2(3) Orange Walk 36.0(4) 14.9(3) 24.7(5) 9.1(5) 59.3(2) 17.2(2) 41.0(3) 17.5(1) 60.7(1) 10.6(4) Corozal 35.0(3) 12.2(4) 28.5(5) 11.8(5) 44.0(2) 19.2(2) 32.5(4) 15.8(3) 58.5(1) 22.4(1) Total 38.2 16.7 31.9 14.2 56.2 21.1 40.9 20.5 52.5 17.9 Overall ranking 4 4 5 5 1 1 3 2 2 3

The most serious marketing problems for farmers are related to product pricing followed by problems with buyers and intermediaries and then processing and packaging. While extension staff with the ranking of product pricing, they place product quality and standards higher, then the other problems.

In Cayo, Belize, Orange Walk and Cayo Districts, the farmers and extension staff are very disappointed, frustrated and discouraged by the problems with illegal entry of fresh vegetables into the country. This really hurts the farmers and therefore is the most critical constraint for stable, viable vegetable production in Belize.

Table 4 Prioritizing marketing constraints by extension staff and farmers, by district (Average scores and rank within district in parentheses) Marketing Constraint District Buyers/ interme- Quality or health Price level or Transport & roads Processing & diaries std. of product stability packaging Exten- Farmer Exten- Farmer Exten- Farmer Exten- Farmer Exten- Farmers Stakeholders sion s sion s sion s sion s sion Toledo 27.0(5) 23.1(3) 60.0(2) 17.0(4) 60.5(1) 23.2(2) 46.5(3) 14.7(5) 33.5(4) 25.6(1) Stann Creek 57.3(5) 28.7(3) 66.7(1) 24.9(4) 66.3(2) 30.1(1) 61.7(4) 29.7(2) 65.3(3) 22.8(5) Cayo 55.7(2) 15.8(3) 48.0(3) 16.5(2) 61.7(1) 37.7(1) 26.3(4) 9.5(5) 23.3(5) 13,4(4) Belize 13.0(5) 18.7(2) 25.3(3) 15.6(5) 45.7(1) 21.6(1) 18.3(4) 17.9(3) 36.0(2) 17.2(4) Orange Walk 51.7(1) 18.5(1) 37.7(4) 13.0(3) 42.6(2) 15.9(2) 37.3(5) 12.6(4) 39.3(3) 8.7(5) Corozal 52.0(3) 18.5(1) 42.5(4) 13.3(3) 59.0(1) 18.2(5) 18.0(2) 12.1(4) 54.0(2) 11.6(5) Total 42.8 20.5 46.7 16.7 56.0 24.4 34.7 16.1 41.9 17.1 Overall ranking 3 2 2 4 1 1 5 5 4 3

5. Strategic Framework of FAO Cooperation as a Specialized UN Agency FAO believes that fundamental trends will affect food and agriculture at global, national and local levels in the coming decade. Their impacts will generally be felt most strongly in the developing countries, especially as their ability to cope with challenges is more limited. In the shorter term, impact will be compounded by the unfolding global financial and economic crisis. The main challenges facing food, agriculture and rural development are the large and the increasing number of undernourished in the world, the prospect of rising inequality and problems of access to food by the most vulnerable populations, and the increased scarcity of natural resources worsened by climate change.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 46

With only a few years remaining in the period against which the Millennium Development Goals (MDGs) were set, progress in achieving MDG 1 on hunger and poverty reduction has been mixed. As the target date of 2015 approaches, all participants need to work together to realise the achievement of the MDGs. It is critical, however, to look beyond 2015 to envision longer-term goals that will inspire continued commitment to eradicating poverty and hunger. An example of encouraging determination to act at regional levels is the recently agreed commitment from Latin American countries to eradicate hunger from their region by 2025, to which FAO will lend support.

The share of agriculture in official development assistance (ODA) in the world declined sharply over the past two decades, from 17% in 1980 to 3.5% in 2004. It also declined in absolute terms, from a high of about USD 8 billion in 1984 to USD 3.4 billion in 2005. In 2004, agriculture-based economies applied just 4% of public spending in agriculture, far less than the 10% that Asia spent during the agricultural growth spurt in the 1980s. This decline in attention to agriculture is all the more striking because it happened in the face of rising rural poverty. FAO concluded that national financing for agriculture must be increased, and the tendency of a decreasing share of ODA for agriculture must be reversed and return to the level of the 1980s, with increased investment in short, medium and long-term agriculture development, including for rural infrastructure, productive safety nets for the most vulnerable, and factors of agriculture productivity growth.

To foster the achievement of this vision and of the Millennium Development Goals, FAO promotes the continuing contribution of food and sustainable agriculture to the attainment of three global goals: a) Reduction of the absolute number of people suffering from hunger, progressively ensuring a world in which all people at all times have sufficient safe and nutritious food that meets their dietary needs and food preferences for an active and healthy life. b) Elimination of poverty and the driving forward of economic and social progress for all with increased food production, enhanced rural development and sustainable livelihoods; c) Sustainable management and utilisation of natural resources, including land, water, air, climate and genetic resources, for the benefit of present and future generations.

The Conference of FAO and Strategic Framework 2010-2019

For FAO, the supreme governing body is the Conference that meets every 2 years with the representation of all its Members and associate Members. Now it is also attended by observers from non-Member Nations, intergovernmental organizations and non- governmental organizations. The main functions are to determine the policies of the Organization, approve the Program of Work and Budget, and make recommendations to Members and international organizations. For FAO, its Strategic Framework is the core document for its Governing Bodies, and it is submitted for approval of the Conference. After it is approved it becomes a valuable source of basic information and reference in order to meet the needs of broader audiences, including partners of FAO and constituents world-wide. More importantly, it provides the broad principles and the specific guidance on the substance of future programs of work of the Organization.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 47 The Strategic Framework 2010-2009 was thoroughly discussed beforehand and approved at the Conference in Rome on 18 – 23 November 2009. This particular Framework has a special significance as it came on the heels of the famous Independent External Evaluation of FAO (IEE) in 2007 which unequivocally concluded that the previous Strategic Framework “had not played the role for which it was intended.” Hence, the IEE called for a renewed effort to formulate a Strategic Framework for the Organization, which would stand more effectively at the apex of a revitalised family of planning documents, i.e. with the complementary Medium Term Plan and biennial Program of Work and Budget, all being firmly based on Results-based Management (RBM) principles.

Strategic Objectives of FAO: This newly approved Strategic Framework 2010-2019 defined a very important set of Strategic Objectives expressing the impact expected to be achieved in a ten-year time horizon by Members with a contribution from FAO, and an enabling environment and means of FAO actions. It also included specific organizational results for each strategic objective of the FAO, as follow (FAO 2010):

A. Sustainable intensification of crop production. A1 Policies and strategies on sustainable crop production intensification and diversification at national and regional levels A2 - Risks from outbreaks of trans-boundary plant pests and diseases are sustainably reduced at national, regional and global levels A3 Risks from pesticides are sustainably reduced at national, regional & global levels A4 - Effective policies and enabled capacities for better management of plant genetic resources for food and agric. including seed systems at national & regional levels

B. Increased sustainable livestock production. B1 - The livestock sector effectively and efficiently contributes to food security, poverty alleviation and economic development B2 - Reduced animal disease and associated human health risks B3 - Better management of natural resources, including animal genetic resources, in livestock production B4 - Policy and practice for guiding livestock sector are based on timely & reliable info.

C. Sustainable management and use of fisheries and aquaculture resources. C1 - Members and other stakeholders have improved formulation of policies and standards that facilitate the implementation of the Code of Conduct for Responsible Fisheries (CCRF) and other international instruments, as well as response to emerging issues C2 - Governance of fisheries & aquaculture has improved through establishment or strengthening of national & regional institutions, including reg. fisheries Bodies. C3 - More effective management of marine and inland capture fisheries by FAO Members and other stakeholders has contributed to the improved state of fisheries resources, ecosystems and their sustainable use C4 - Members and other stakeholders have benefited from increased production of fish and fish products from sustainable expansion & intensification of aquaculture C5 - Operation of fisheries, including use of vessels and fishing gear, is made safer, more technically and socio-economically efficient, environmentally-friendly and compliant with rules at all levels C6 - Members and other stakeholders have achieved more responsible post-harvest utilization and trade of fisheries and aquaculture products, including more predictable and harmonized market access requirements

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D. Improved quality and safety of food at all stages of the food chain. D1 - New and revised internationally agreed standards and recommendations for food safety and quality that serve as the reference for international harmonization D2 - Institutional, policy and legal frameworks for food safety/quality management that support an integrated food chain approach D3- National/regional authorities are effectively designing and implementing programs of food safety & quality management & control, according to international norms D4 - Countries establish effective programs to promote improved adherence of food producers/businesses to international recommendations on good practices in food safety and quality at all stages of food chain, and conformity with market requirements

E. Sustainable management of forests and trees. E1 - Policy & practice affecting forests and forestry are based on timely & reliable info. E2 - Policy and practice affecting forests and forestry are reinforced by international cooperation and debate E3 - Institutions governing forests are strengthened and decision-making improved, including involvement of forest stakeholders in the development of forest policies and legislation, thereby enhancing an enabling environment for investment in forestry and forest industries. Forestry is better integrated into national dev plans and processes, considering interfaces between forests and other land uses E4 - Sustainable management of forests and trees is more broadly adopted, leading to reductions in deforestation and forest degradation and increased contributions of forests and trees to improve livelihoods and to contribute to climate change mitigation and adaptation. E5 - Social and economic values and livelihood benefits of forests and trees are enhanced, and markets for forest products and services contribute to making forestry a more economically viable land-use option E6 - Environmental values of forests, trees outside forests and forestry are better realised; strategies for conservation of forest biodiversity and genetic resources, climate change mitigation and adaptation, rehabilitation of degraded lands, and water and wildlife management are effectively implemented

F. Sustainable management of land, water and genetic resources and improved responses to global environmental challenges affecting food and agriculture. F1 - Countries promoting and developing sustainable land management F2 - Countries address water scarcity in agriculture and strengthen their capacities to improve water productivity of agricultural systems at national and river-basin levels, including trans-boundary water systems F3 - Policies and programs are strengthened at national, regional and international levels to ensure conservation and sustainable use of bio-diversity for food and agriculture and equitable sharing of benefits arising from use of genetic resources F4 - An international framework is developed and countries' capacities are reinforced for responsible governance of access to land, secure and equitable tenure and its interface with other natural resources, with particular emphasis on its contribution to rural development F5 - Countries have strengthened capacities to address emerging environmental challenges, such as climate change and bio-energy F6 - Improved access to, and sharing of knowledge for natural resource management

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 49 G. Enabling environment for markets to improve livelihoods and rural development. G1 - Appropriate analysis, policies and services enable small producers to improve competitiveness, diversify into new enterprises, increase value addition and meet market requirements G2 - Rural employment creation, access to land and income diversification are integrated into agricultural & rural dev policies, programs and partnerships G3 - National and regional policies, regulations and institutions enhance the developmental and poverty reduction impacts of agribusiness and agro-industries G4 - Countries have increased awareness and capacity to analyse developments in international agric markets, trade policies and rules to identify trade opportunities and formulate appropriate, effective pro-poor trade policies & strategies

H. Improved food security and better nutrition. H1- Countries and other stakeholders have strengthened capacity to formulate, implement and monitor coherent policies, strategies and programs that address the root causes of hunger, food insecurity and malnutrition H2 - Member countries and other stakeholders strengthen food security governance through implementation of voluntary guidelines to support the progressive realisation of the Right to Adequate Food in the context of national food security and a reformed Committee on World Food Security H3 - Strengthened capacity of member countries and other stakeholders to address specific nutrition concerns in food and agriculture H4 - Strengthened capacity of member countries & other stakeholders to generate, manage, analyse & access data & statistics for improved food security & nutrition H5 - Member countries and other stakeholders have better access to FAO analysis and info products and services on food security, agriculture and nutrition, and strengthened own capacity to exchange knowledge

I. Improved preparedness for, and effective response to, food and agricultural threats and emergencies. I1 – Countries’ vulnerability to crisis, threats and emergencies is reduced through better preparedness and integration of risk prevention and mitigation into policies, programs and interventions I2 - Countries' and partners respond more effectively to crises and emergencies with food and agriculture-related interventions I3 - Countries and partners have improved transition and linkages between emergency, rehabilitation and development

K. Gender equity in access to resources, goods, services & decision-making in rural areas. K1 - Rural gender equality is incorporated into UN policies and joint programs for food security, agriculture and rural development K2 - Governments develop enhanced capacities to incorporate gender and social equality issues in agriculture, food security and rural dev programs, projects & policies using sex-disaggregated statistics, other relevant info & resources. K3 - Governments are formulating gender-sensitive, inclusive and participatory policies in agriculture and rural development K4 - FAO management and staff have demonstrated commitment and capacity to address gender dimensions in their work

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 50 L. Increased and more effective public & private investment in agriculture and rural deveopment. L1 - Greater inclusion of food and sustainable agriculture and rural development investment strategies and policies into national and regional development plans and frameworks L2 - Improved public and private sector organisations' capacity to plan, implement and enhance the sustainability of food and agriculture and rural development investment operations L3 - Quality assured public/private sector investment programs, in line with national priorities and requirements, developed and financed

All programs and projects of FAO cooperation with member states and other stakeholders at global, regional and national levels, contribute to achieving these objectives and generating the organizational results as presented above.

Core Functions of FAO: There are eight (8) core functions which are based and draw upon FAO’s comparative advantages and are to be applied at all levels: global, regional and national. They are subject to articulated strategies to ensure coherent approaches, cooperation among organizational units, mutual learning and the pursuit of excellence. The core functions are summarised below and their main strategic directions are elaborated in the Medium Term Plan. a) Monitoring and assessment of long-term and medium-term trends and perspectives. Members look to FAO to continuously review trends, issues and challenges in its mandate areas and propose policy solutions to address them. Major findings are compiled to serve as reference points for planners, policy makers and development partners. Examples of such analyses in the recent past include the World Food Summit target or MDG1, FAO’s outlook studies and projections, the International Panel on Climate Change, and valuable info for the World Bank and other UN system organisations.

b) Assembly and provision of information, knowledge and statistics. Information, knowledge and statistics are central to FAO’s mandate. This work concerns: how a coordinated and coherent approach to information and knowledge sharing adds value through FAO’s own programs and cooperation with partners; continuous improvement of FAO as a Learning Organization; and ensuring synergies between people, processes and technology. It also concerns: the provision of support to countries, in particular improving their capacity to collect, compile, analyse, store and disseminate relevant and timely statistics and other information on food and agriculture, including fisheries and forestry. c) Development of international instruments, norms and standards. The FAO Constitution (i.e. Art. I. and XIV) foresaw a major role for FAO as a neutral forum for Members to negotiate international instruments. FAO facilitates and supports Governments’ efforts in developing regional and international legal instruments and implementing their resulting national obligations. It also provides support to the Membership through the setting of norms, standards and voluntary guidelines, in developing and implementing internationally recognised instruments, standards and action plans, as well as in the subsequent enactment of pertinent national legislation (basic law & regulatory instruments) and public administration with private sector cooperating in a mutually beneficial manner.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 51 d) Policy and strategy options and advice. This action is closely interlinked with other core functions. It seeks to meet growing demand for policy assistance in the areas of FAO’s mandate. Policy and strategy options will be articulated by the Organization, based on available evidence and the assessments of trends in food security and agriculture, fisheries and forestry. The array of policy assistance work includes: policy and legislative advice, capacity building for policy formulation and implementation, institutional strengthening and restructuring, country information, policy intelligence and monitoring, and identification of Members’ priorities for effective field program development.

e) Technical support to promote technology transfer and build capacity. This involves taking account of three key dimensions addressed together: the enabling environment, specific institutions and individuals. Two types of capacities are covered: technical capacities to carry out the tasks required to intensify production in a sustainable manner, manage resources and eventually improve food security; and functional capacities in the areas of policy, knowledge, partnering and implementation/delivery. This work aligns internal processes so that the new capacity development approaches and good practices are fully institutionalised within existing systems and procedures, and appropriate governance, tools, and guidelines are available. f) Advocacy and communication. This work serves to achieve broader outcomes, including: lasting impact from science-based policies promoted by FAO, also favouring investment in agriculture and rural development. In addition, it supports consensus- building globally for ambitious, yet realistic objectives of eradicating hunger; enhancing FAO’s status as a reference point and authoritative source of technical information in global debates on hunger relief and other issues related to agriculture, forestry, fisheries, livestock and rural development; and increasing awareness of concrete contributions to the development process, as well as post-emergency relief, rehabilitation and transition to development. g) Interdisciplinarity and innovation. Interdisciplinary approaches and the design of cross sectoral programs make it possible to induce impact or produce outputs that cannot be generated by one unit working in isolation. A regular flow of innovations – provided they are well tested and accepted by those most concerned – are a major ingredient to the constant evolution effort required of any institution. This work supports FAO’s new results-based regime, i.e. Strategic Framework, which foresees constant interactions across disciplines. h) Partnerships and alliances. FAO’s leadership in international governance of agriculture and agricultural development clearly requires mobilisation of the pertinent best knowledge and capacities, which requires establishing effective collaboration with various institutions in support of shared goals. FAO’s ability to fulfil its mandate will be greatly leveraged by partnerships with: other organizations within the UN system; research institutions and international financing institutions; inter-governmental entities and regional organizations; and civil society organizations, NGOs, and the private sector. FAO fosters partnerships and alliances to enhance technical performance and horizontal collaboration in strategic or operational programming, funding or advocacy.

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Priorities for FAO Collaboration in the Caribbean and Central American Sub Regions

The Regional Conference in Panama in 2010 discussed and agreed on the following strategic priorities for each sub region to which Belize belongs. These are the priorities for the Caribbean and Meso American regions, respectively:

Caribbean priorities Meso-American (proposed to include Mexico) 1. Risk management 1. Family farming 2. Food and nutrition security 2. Territorial rural development 3. Certified and quality seeds 3. Integrated water management 4. Health and food safety 4. Plant and animal health and food safety 5. Climate change 5. Sustainable dev of small scale fisheries 6. Transboundary diseases 6. Linkages between small producers and farmers Other issues: Other issues 7. Agricultural insurance 7. Integrated dev of human r4esources 8. Agricultural credit associated with agriculture 9. South-south cooperation 8. Strengthening of government institutions 10. Access to existing funding for food security for response 9. Strengthening extension, training and technology transfer for small farmers 10. Discussion on family farming 11. Institutional strengthening for climate change 12. Institutional strengthening for manage -ment of financial alternatives

FAO supported projects in Belize Since 2000 FAO has executed or is executing a large number of small projects in Belize. To be precise, these projects number sixty-five (65) projects over the 11 year period. They cover a wide array of special topics depending on the demand side (Belize) or supply side (FAO). These projects can be grouped as follow:

 19 technical cooperation projects: natural resource conservation (US$ 15.6 K), 2 data collection and analysis projects (192 K, ?) emergency assistance after hurricane (355 K), disaster mitigation (443 k), 4 TCPs (13 K, 74K, 24 K and 57.5 K), 3 SPFS (173K, ? , 208K), 3 national agric policy (80K), fisheries policy (? K), irrigation policy (57.5K), bio security (98 K), national extension (374K), and hot pepper seeds (240K), for a total US$2.4 M.

 21 regional projects: Mad cow disease - BSE (373 K), HINI (500K), agric health (316K), med fly (384K), phytosanitary with OIRSA (284 K), Avian Influenza (500K), SPFS ((36.5 K, 321.9 K, 395 K, 305 K and 383 K), fisheries pelagic (371 K), fisheries marketing (380 K), trade facilitation (384 K), forestry (385 K, $?), forestry fires (265 K), small ruminants (372 K), TCP Central America (79 K), livestock policy (274 K). and financial management (485 K). For a total U$ 0.5 M?

 4 Special projects: agric health (700 K), fisheries (941 K), seed technology (11,935 K), and Caricom food security (4.9 M). Fort a total US$ 1.5 M?

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 53  21 telefood projects: average of $10 K per project which include 6 on vegetable production, 7 projects with schools, 3 on beekeeping, 3 on post harvest technology/ infrastructure, 1 on fruit production and 1 on organic production. For a total of U$200 K. Two projects are ongoing.

The full list of projects is presented in the following table.

Table 1 List of FAO projects in Belize 2000 – present (FPMIS 14 December 2010.)

Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) COOP/BZE Sarstoon 15,574 2000- 2002- IFAD N /J/089494 Temash 03 03 Conserva- tion TCP/BZE/0 Data + Establish improved mechanisms and 192,000 2001- 2003- FAO N 2000/200 065 Collection opportunities for Belizean farmers to increase 04 03 1 (TCP) and Analysis production and resulting income and to for System ensure food security through the use of of timely and reliable agricultural sector data. Agricultural + Prepare and conduct a survey that will Statistic provide information for a Belize Farmer Register (BFR), to design, develop and test an agricultural statistics system for collection, processing and dissemination.

TCP/BZE/0 Emergency The project seeks to rehabilitate the 355,000 2001- 2002- FAO Y 2000/200 166 Assistance productive capacity of small farm families 05 06 1 (TCP) for Small who suffered damages as a result of Farmers Hurricane Keith. Specifically project aims to: Affected by + Restore food security by rehabilitating the Hurricane productive capacity of small farmers; Keith + Improve management, productivity and (Advance increase income generation. Allocation) TCP/BZE/2 TCP Facility + Resolve particular technical problems in 13,000 2002- 2003- FAO N 2000/200 801 for FAORs sectors where Government does not have 06 11 1 (TCP) readily available expertise; + Identify and formulate projects to submit to sources of assistance or funding; or + Conduct small-scale sectoral or basic studies requested by the Government.

TCP/BZE/3 Technical The project will support implementation of 173,000 2005- 2007- FAO N 2004/200 001 Assistance in national component of the RSPFS dealing with 04 12 5 (TCP) Support of smallholder production and marketing the Regional enhancement as well as other complementary Special project in support of food security in Belize. Program for It is proposed that the present project Food supplies a total of four technicians from China Security or Cuba to the country, complementary to the (RSPFS) at regional SSP TCP project that finances eight Country regional experts from China and Cuba in the Level region as well as TCDC expertise.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 54 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/BZE/3 Formulation The general objective of project is to assist 80,000 2004- 2005- FAO N 2004/200 002 of a manage- MoA to harmonize and integrate ongoing 09 06 5 (TCP) ment and agric dev policies into a comprehensive operational framework and operational strategy as a strategy for means to increasing food security, reducing implementin poverty and promoting dynamic processes of g national rural and agricultural development agric dev More specifically, the project will develop an policies operational strategy, including a set of priority policy and management recommendations, for optimizing the use of available resources for efficient agricultural production, achieving higher level of competitiveness for domestic food products, enhancing institutional and organizational capacities in agricultural sector and promoting technological development. TCP/BZE/3 Strengthen- The specific objectives are to: 98,000 2006- 2007- FAO N 2004/200 003 ing • support up-dating of the bio-security legal 01 01 5 (TCP) biosecurity framework; framework • strengthen the national capacity for effective implementation of bio-security approaches and system.

TCP/BZE/3 TCP Facility TCP Facility 74,000 2006- 2009- FAO N 2006/200 101 09 08 7 (TCP)

TCP/BZE/3 Tech assist To complete activities of Phase I 0 2008- 2009- FAO N 2006/200 102 in support of TCP/BZE/3001. 01 12 7 (TCP) Regional Special RSPFS at country level - Phase II of Program for TCP/BZE/3001 Food Security TCP/BZE/3 Input supply To contribute to the efforts of the donor 250,000 2008- 2009- FAO Y 2008/200 201 to vulne- community and of the Government in their 07 10 9 (TCP) rable support to the poorest rural families affected populations by the food price increases. under ISFP TCP/BZE/3 Improved • Supporting small farmers in selected villages 443,000 2008- 2011- FAO Y 2008/200 202 national and through identification and demonstration of 12 05 9 (TCP) local appropriate DRM technologies and practices capacities (including exploring options for adoption of for hurricane financial risk mitigation tools) and capacity related building for replication; disaster • Building institutional and technical mitigation, capacities within MAF at national and district preparednes levels to more effectively manage all phases s and of the disaster cycle; response in • Building technical and institutional the capacities to undertake improved damage agricultural and needs assessments in agriculture, to sector protect food security and livelihoods of most vulnerable rural populations. TCP/BZE/3 TCP Facility TCP Facility 24,000 2009- 2010- FAO N 2008/200 203 (2008/09) 05 04 9 (TCP) TCP/BZE/3 National + Evaluate the National Capacity in terms of 0 2009- 2010- FAO N 203 strategy and site suitability and availability for the 05 04 BABY01 action plan sustained expansion of freshwater for develop- aquaculture in Belize, with emphasis on tilapia ment of farming. Identify potential market outlets for freshwater tilapia, both nationally and regionally (Mexico, aquaculture Guatemala, CARICOM, US). + Prepare a short-, medium- and long-term National Strategy & Action Plan to develop freshwater aquaculture in Belize.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 55 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/ Assistance to To develop survey instruments to be used for 0 2009- 2010- FAO N BZE/3203 prepare for agriculture census and to be integrated with 05 04 BABY03 an the National Housing and Population Census, Agricultural scheduled for 2010; to prepare and deliver a Census 2010 training program for enumerators who will use agriculture census instrument, to ensure that the resulting baseline information can contribute significantly to improving agric statistics in Belize. TCP/BZE/3 Strengthenin The project will address issues of policy 374,000 2010- 2011- FAO N 2008/200 204 g the development, extension management 02 07 9 (TCP) National structures, capacity building for staff, Extension infrastructure, mechanisms for enhanced System synergies among all extension services and promotion of women and youth in order to develop a pluralistic, demand-driven, market- oriented, sustainable, broad-based and holistic extension service. The expected impacts of the assistance will be improved competitiveness among rural producers, increased national food security, improved forex earnings & increased income and employment for rural communities. TCP/BZE/3 TCP Facility TCP Facility 57,479 2010- 2011- FAO N 2010/201 301 (2010/11) 06 12 1 (TCP)

TCP/BZE/3 Developmen To develop National irrigation and drainage 57,479 2010- 2011- FAO N 301 t of Irriga- policy and a Five-Year Strategic Plan for 06 12 BABY01 tion Policy & irrigation Strategic Plan TCP/BZE/8 Technical + To strengthen the capacity of small farmers 240,000 1999- 2001- FAO N 1998/199 821 Assistance to in Belize to produce on a sustainable basis 02 01 9 (TCP) Promote high-quality hot pepper seeds of adapted Production varieties which have high fruit quality as a of Hot non-traditional export crop to improve Pepper household incomes and generate export seeds in earnings. Belize TCP/BZE/8 Enhancemen + To assist the Ministry of Agriculture and 208,000 2000- 2001- FAO N 1998/199 922 t of Fisheries in the formulation of an Action Plan 05 12 9 (TCP) Sustainable to enhance small farming food production. Small Taking into consideration the characteristics Farming and needs of small farmers in Belize, the Production assistance will give particular attention to the improvement of crop production technologies, strengthening the capabilities of use of water resources through irrigation and identification of viable options for fresh water aquaculture. REGIONAL PROJECTS (participation by and extent of support to Belize varies)

TCP/RLA/ Strengthenin The main objective is to strengthen phyto- 316,000 2001- 2002- FAO N 2000/200 0066 g Phyto sanitary capabilities of the CARICOM Member 05 10 1 (TCP) sanitary countries, with particular emphasis on pest Capabilities exclusion, and to ensure that their legal frameworks are consistent with new international agreements such as the WTO- SPS Agreement and the IPPC. TCP/RLA/ Regional The objective of the mission is to prepare a 36,500 2000- 2000- FAO N 2000/200 0068 SPFS - concept paper for a Caribbean Regional Food 08 12 1 (TCP) Program Security Strategy and Program, and to Preparation - formulate a TCP project that would provide Advance assistance in formulating the program in Allocation detail and creating a state of preparedness for its implementation.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 56 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/RLA/ Preparation The overall objective is to enable CARICOM 328,000 2001- 2003- FAO N 2000/200 0070 for an States to urgently plan development of their 04 03 1 (TCP) Expansion of fisheries for large pelagic species on a Domestic sustainable basis. Fisheries for The immediate objectives are: Large Pelagic + Comparison of estimated potential and Species existing fisheries for coastal and oceanic large pelagics to determine scope for and extent of possible expansion within sustainable limits; + Consideration of feasible alternative management options for utilising large coastal pelagics in the WECAFC area and of increases in fishing for large oceanic pelagics by CARICOM States, and + Evaluation of biological, social and economic consequences of each option; + Review of benefits and technical and legal implications of formulating a regional or sub- regional fisheries management arrangement, and of joining a relevant fisheries management organization such as ICCAT; + To decide on a co-ordinated regional approach for utilization and management of large pelagic resources of the region and the mechanisms to determine and implement it; To produce a draft agreement by the participating Fisheries Units/ Departments within CARICOM on common approaches and a common position with regard to the role of different regional fisheries management organisations or arrangements, and of international management organisations in relation to the fisheries for the large coastal and oceanic pelagic species. TCP/RLA/ Assistance to Development Objective: 371,000 2001- 2003- FAO N 2000/200 0071 Health To secure and increase income of the shrimp 05 05 1 (TCP) Managemen farmers in Latin America, to improve national t in Shrimp income, food security status, and rural Aquaculture livelihoods by minimising outbreaks of disease in Latin in shrimp aquaculture. America Immediate Objectives: + To develop a program for improving health, sanitary status and quality of hatchery- produced shrimp post-larvae; + To improve farmer capacity in disease control and health management in shrimp aquaculture; + To develop and establish an information system on aquatic animal health, with a view to providing vital information required during the movement of live aquatic animals, with special reference to reducing trans-boundary pathogen movement. TCP/RLA/ Establishme The main objective is to establish med fly free 384,000 2001- 2003- FAO N 2000/200 0172 nt of Pest- areas for producing fruit for export to 10 09 1 (TCP) Free Areas international and domestic markets. This will from Med fly be achieved through: Creatitis + Critical review of current surveillance Capitata programs and data quality in each country; + Based on pest prevalence data collected and other criteria, determining the areas to be established as pest free areas of production; + Identifying specific phytosanitary measures to be implemented for establishing pest free areas + Reviewing and updating regulatory

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 57 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) provisions for maintaining internal and external quarantine mechanisms in support of establishment & maintenance of pest freedom; + Raising public and industry awareness and cooperative responsibility towards establishing and maintaining pest free production areas; + Data collection, evaluation and modification, if necessary, of phytosanitary measures in place for effectiveness; + Implementing official verification procedures consistent with the relevant IPPC International Standards as the basis of a declaration of med fly free status; + Training of staff for deployment in the program to establish and maintain med fly free production areas; Coordination of the national and sub regional programs for consistency in procedure and cooperative sharing of responsibility (including El Salvador). TCP/RLA/ Enhancemen The overall development objective of the 321,940 2001- 2002- FAO N 2000/200 0173 t of Phase I of the RPFS would be to demonstrate 08 07 1 (TCP) Smallholder and establish the feasibility of livelihood Agricultural alternatives and the improvements to existing Production, production, processing and marketing Productivity systems of food and other agricultural and products of the smallholder sector to better Marketing - support rural communities in the CARIFORUM Formulation region. This would form the basis for Assistance expansion of investment in the agricultural sectors of CARIFORUM countries. The specific objective of this TCP assistance is to formulate a detailed proposal for the Regional SPFS, and to ensure that all the necessary foundation work is in place for implementation of Phase I of the overall program. TCP/RLA/ Formulation The overall development objective is to assist 384,000 2001- 2002- FAO N 2000/200 0174 Assistance Caribbean agriculture through making the 09 10 1 (TCP) on Trade sector more competitive for exports and Facilitation permit reasonable efficient import substitution, and thereby to promote private and public investment in agriculture and support and enhance the regional food security position. There needs to be a review of the impact of these various interventions, a determination of the lessons learned, and some consolidation of the overall activities into a regional program. The goal of this TCP is the development of a strategy for a coherent trade facilitation program in CARIFORUM that furthers the goals of food security in the region. The specific objective of this TCP assistance is to formulate a trade facilitation project as a component of the RSPFS program with particular attention given to food quality and safety standards; trade and commodity development programs; transitory and compensatory measures relating to the present trading environment, and capacity building required for effective participation in multilateral trade negotiations.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 58 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/RLA/ Estrategia El objetivo de desarrollo de este proyecto es 385,000 2002- 2003- FAO N 2000/200 2803 Regional contribuir al mejoramiento de la sanidad, 09 12 1 (TCP) para Sanidad protección y manejo de los bosques, y Manejo principalmente de pinos, de los países Forestal en participantes por medio de apoyo técnico al América manejo forestal. Central TCP/RLA/ Estrategia (Recoded from TCP/RLA/2803) 0 2004- 2004- FAO N 2002/200 2903 regional El objetivo de desarrollo de este proyecto es 01 08 3 (TCP) para sanidad contribuir al mejoramiento de la sanidad, y manejo protección y manejo de los bosques, forestal en principalmente de pinos, de los países América participantes por medio de apoyo técnico al Central manejo forestal. TCP/RLA/ Food The general objective is to contribute to 395,000 2003- 2005- FAO N 2002/200 2907 Security in regional food security by assisting 04 03 3 (TCP) CARIFORUM CARIFORUM countries to increase the – Market competitiveness of CARIFORUM agriculture Information by promoting greater capacity to produce and & Institution market agricultural products competitively at Develop- national, regional & international levels. ment The specific objectives of the project are: Strengthen- + Institutionally and technically strengthen ing the Caribbean Agribusiness Marketing Intelligence and Development (CAMID) Network, both at the national and regional institution levels, to produce and distribute information essential to increasing the production and marketing capacity of small farmers across the CARIFORUM region; + To strengthen national capacities among marketing institution and information personnel, extension officers, small crop farmers, rural traders, rural development workers, tourism industry agro-processors and other related personnel in the utilisation of the CAMID Network’s regional and national agricultural, marketing and trade information and in development of linkages between agri- food producers and specific target markets (tourism and other high value outlets); + To develop 5 project profiles reflecting investment options in production, marketing & trading areas that promote the sustainable growth and development of small crop farmer sector. TCP/RLA/ Seguridad preparación de un marco orientador de 305,000 2003- 2005- FAO N 2002/200 2908 alimenta- políticas, un programa y proyectos de 05 04 3 (TCP) ria en Meso- inversión América: El objetivo general del proyecto es estimular un aumento de la inversión pública en la prevención y manejo de riesgos relacionados con la seguridad alimentaria en Mesoamérica, preferentemente con el apoyo de la comunidad financiera y donante internacional, mediante la realización de actividades de formulación de políticas, programas y proyectos de inversión

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 59 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/RLA/ Fortalecimie El objetivo general de la asistencia es 294,000 2003- 2005- FAO N 2002/200 2912 nto de las fortalecer las capacidades fitosanitarias de los 09 03 3 (TCP) capacidades países miembros del OIRSA, lo que se fitosanitarias realizará a través de las siguientes medidas: de los países + Evaluar de la capacidad fitosanitaria de los miembros servicios fitosanitarios de los países, para del OIRSA conocer su suficiencia para cumplir las obligaciones regionales e internacionales que atañen al comercio de importaciones y exportaciones; + Determinar las prioridades que han de contener los planes estratégicos de los gobiernos en materia de fomento fitosanitario; + Impartir capacitación al personal nacional superior, en materia de normas internacionales para las medidas fitosanitarias (NIMF) y la aplicación de la ECF; + Realizar seminarios nacionales para las partes interesadas de la industria, los sectores privado y público, a fin de crear conciencia de las repercusiones de los nuevos tratados internacionales y promover una vigorosa reacción nacional al fomento fitosanitario; + Someter a examen y modernizar la legislación fitosanitaria para que cumpla con la CIPF y con el Acuerdo MSF de la OMC. TCP/RLA/ Estrategia (Recoded from TCP/RLA/2803 and thereafter 0 2004- 2004- FAO N 2004/200 2914 regional from TCP/RLA/2903) 01 08 5 (TCP) para sanidad El objetivo de desarrollo de este proyecto es y manejo contribuir al mejoramiento de la sanidad, forestal en protección y manejo de los bosques, América principalmente de pinos, de los países central participantes por medio de apoyo técnico al manejo forestal. TCP/RLA/ Establecimie El objetivo del proyecto es completar y 0 2003- 2004- FAO N 2002/200 2918 nto de áreas finalizar las actividades restantes 11 09 3 (TCP) libres de la proporcionadas por el proyecto mosca TCP/RLA/0172 original, que tenía como mediterráne objetivo establecer un área libre de la mosca a de la fruta mediterránea de la fruta. Las actividades a Ceratitis realizar durante la Fase II son las siguientes: capitata Capacitar a seis participantes, dos de cada (Fase II of país en taxonomía de las moscas de la fruta TCP/RLA/01 en Panamá; Capacitar a dos personas de 72) Belice en manejo de proyectos de erradicación en México; Capacitar a dos personas en la cría masiva de moscas de la fruta en México; Concluir la revisión y la modernización de la legislación fitosanitaria de los países participantes. TCP/RLA/ Technical The objective of the project is to provide high 383,000 2006- 2007- FAO N 2004/200 3004 Assistance in level technical assistance to governments of 05 12 5 (TCP) Support of the region for implementation of the RSPFS. the Regional This will be achieved mainly through the Special fielding of: Program for + Eight SSC experts in the following areas: Food two water specialists, two crop specialists, Security two animal production specialists and two (RSPFS) for fisheries and aquaculture specialists; CARIFORUM + Five TCDC (Technical Cooperation among Developing Countries) consultants in the following areas: one Codex standards expert, one zoo sanitary standards expert, one phytosanitary standards expert, one legal expert and one institutions expert.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 60 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/RLA/ Small The overall objective of the assistance is to 372,000 2004- 2007- FAO N 2004/200 3009 ruminant increase household food security and reduce 09 02 5 (TCP) developmen vulnerability in selected communities through t sustainable and financially viable increases in small ruminant production. The specific objectives are as follows: + Demonstrate improved goat management practices and increase the capacity of both extension staff and farmers to exploit the potential of goat production to increase household food security and incomes; + Demonstrate improved sheep management practices and increase capacity of both extension staff and farmers to exploit the potential of sheep production for household food security and incomes; + Assist in future planning of small ruminant sector. TCP/RLA/ Apoyo al Fortalecer la capacidad regional de los países 265,000 2004- 2006- FAO N 2004/200 3010 desarrollo de América Latina y el Caribe para prevenir, 10 06 5 (TCP) de una controlar y combatir los incendios forestales, estrategia a través del apoyo al desarrollo de una regional de estrategia de cooperación regional y el cooperación establecimiento de redes de cooperación para la subregionales de asistencia mutua para la prevención, prevención y el combate de incendios control y forestales. combate de incen-dios forestales TCP/RLA/ Food To complete activities and to achieve the 0 2005- 2006- FAO N 2004/200 3016 security in objectives set out in the original project 07 04 5 (TCP) CARIFORUM agreement (TCP/RLA/2907), and in particular, - Market info the development of the database software, & institution the preparation of the commodity profiles for developmen each country, the preparation of a t strengthe- promotional strategy and promotional ning - (Phase material and facilitate the strengthening of II of TCP/RLA countries’ commitment in support of the /2907) sustainability of the information services. TCP/RLA/ Asistencia de El objetivo general del proyecto es reforzar la 500,000 2006- 2008- FAO Y 2006/200 3104 emergencia capacidad de los países beneficiarios para 05 04 7 (TCP) para la generar y compartir información sobre la detección IAAP, con el fin de fortalecer los planes de temprana de alerta precoz y reacción temprana ante una la influenza eventual introducción de la IAAP, en especial, aviar en a través de aves migratorias y del comercio de Centroaméri aves silvestres. ca Para alcanzar este objetivo, se deberá: + + generar conocimiento sobre el desplaza- miento de las aves migratorias dentro y fuera de la región, así como sobre el contacto potencial con aves de corral; fomentar la toma de conciencia por parte del público sobre los riesgos de la IAAP; fortalecer la vigilancia epidemiológica y las capacidades de los servicios de los laboratorios de diagnóstico; establecer redes de información y tecnología con otras regiones - Sistema de Alerta Temprana para las Enfermedades Transfronterizas de Animales (GLEWS) y Red Mundial sobre la Gripe Aviar (OFFLU), en el marco del sistema de vigilancia global IAAP.

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 61 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/RLA/ Mejoramient El objetivo del proyecto es aumentar la oferta 380,000 2007- 2009- FAO N 2006/200 3111 o de los de productos pesqueros de calidad en los 08 12 7 (TCP) mercados mercados domésticos de América Latina domésticos El proyecto tiene cinco objetivos inmediatos de pescado y + Mejorar el conocimiento que tiene el sector productos público con respecto a la comercialización del pesqueros pescado a nivel del mercado interno. en América + Establecer normas globalmente aceptadas, Latina y el sostenibles y simples, en toda la cadena Caribe productiva de los productos pesqueros de la región de acuerdo a las normas de calidad. + Mejorar el conocimiento de los representantes oficiales y del público en general sobre temas relacionados con la comercialización en el mercado doméstico. + Mejorar el conocimiento del sector privado relacionado con la comercialización en el mercado interno de pescado con respecto a la cadena productiva. + Aumentar la disponibilidad de información actualizada de Mercado TCP/RLA/ Fortalecimie Fortalecer los servicios veterinarios oficiales 473,000 2008- 2009- FAO N 2006/200 3113 nto del de los países participantes para la prevención 08 12 7 (TCP) sistema de de la EEB y asegurar la inocuidad de los prevención piensos mediante las buenas prácticas en la de Encefa- alimentación animal a fin de prevenir el lopatia ingreso en sus territorios y garantizar la Espongi- inocuidad de los productos pecuarios. forme Bov (EEB) y la adopción de buenas prácticas en alimentación TCP/RLA/ TCP Facility TCP Facility (Central America) 79,000 2009- 2010- FAO N 2008/200 3204 (Central 06 12 9 (TCP) America) TCP/RLA/ Emergency In Central America and neighbouring 500,000 2009- 2010- FAO Y 2008/200 3206 assistance countries 07 12 9 (TCP) for surveil- This project aims at generating information lance of on the diversity, ecology, socioeconomic and influenza A farming system contexts and evolution of the subtype current influenza A subtype H1N1 virus H1N1 virus through surveillance, epidemiologic and socio in swine economic investigations in the pig production populations sector, including differential diagnosis. TCP/RLA/ Fortalecimie en Centroamérica y República Dominicana en 485,000 2009- 2011- FAO N 2008/200 3210 nto el Marco de la Estrategia Regional 09 02 9 (TCP) institucional Agroambiental y de Salud (FIGEF-MST) en gestión El objetivo principal del proyecto es diseñar y financiera poner en operación las EFIs para dar prioridad para el y movilizar inversiones para la ejecución de manejo acciones en MST en Belice, Costa Rica, El sostenible Salvador, Guatemala, Honduras, Nicaragua, de la tierra Panamá y República Dominicana. TCP/RLA/ Fortalecimie Fortalecer los servicios veterinarios oficiales 0 2010- 2010- FAO N 2008/200 3215 nto del de los países participantes para la prevención 02 05 9 (TCP) sistema de de la EEB y asegurar la inocuidad de los prevención piensos mediante las buenas prácticas en la de la Ence- alimentación animal a fin de prevenir el falopatía ingreso en sus territorios y garantizar la Espongiform inocuidad de los productos pecuarios. e Bovina (EEB)

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 62 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TCP/RLA/ Políticas del Sector Ganadero en Centroamérica con 274,000 2010- 2012- FAO N 2010/201 3303 Diferenciales Énfasis en el Pequeño Productor Familiar. 10 07 1 (TCP) de Apoyo al Analizar alternativas de desarrollo pecuario Desarrollo sostenible a través de microsistemas Sostenible pecuarios familiares (MPFs). TCP/RLA/ Strengthenin (after TCP/ RLA/0066) 0 2001- 2002- FAO N 1998/199 9066 g Phyto- 05 10 9 (TCP) sanitary Capabilities TCP/RLA/ Preparation (after TCP/ RLA/0070) 0 2001- 2002- FAO N 1998/199 9070 for Expan- 04 06 9 (TCP) sion of Domestic Fisheries for Large Pelagic Species SPECIAL PROJECTS

OSRO/GL Emergency The purpose of the proposed support is to 0 2005- 2007- Norwa Y O/504/M assistance assist in the control of HPAI in three infected 12 04 y UL for control & countries (Indonesia, Viet Nam and Lao PDR), BABY01 prevention and to assist countries at risk of avian of avian influenza introduction in the South and influenza Central Asia regions to be prepared for such potential introduction. Such support will contribute towards international efforts to progressively control HPAI in and beyond Asia, thereby reducing the risk of a human pandemic, improving food security, and promoting stakeholder livelihoods. There are, in addition, activities at the regional and international levels which need to support and synergise such action at the national level. OSRO/RLA Strengthenin influenza A H1N1 virus and other potential 700,000 2009- 2010- USA Y /901/USA g regional subtypes of swine flu in pig populations in 08 12 capacity for Latin America. surveillance The project aims at strengthening the of surveillance capacities of the affected countries or countries at risk to deal with pandemic H1N1, other influenza viruses and other Transboundary Animal Diseases (TADs) in Central America and neighbouring countries Caribbean (a) To conduct an assessment of the potential 0 N Regional for water harvesting in the project countries, Workshop including an evaluation of existing water on Water harvesting systems, and the existing level of Harvesting trained personnel in the area; and (b) To develop local and regional strategies (including training proposals) for the improvement of integrated water harvesting systems for agriculture. GCP Mejoramient Los países centroamericanos están 941,333 2005- 2009- Swede N /RLA/150/ o de la conscientes de la necesidad de contar con 09 12 n SWE Investigación investigación pesquera interdisciplinaria Pesquera confiable y de alta calidad para obtener el Interdisciplin asesoramiento técnico imprescindibles dados aria para la los objetivos comunes que se han fijado en Pesca materia pesquera. Los países de la región Responsible están preparados para desarrollar tareas que en los Países les permitan reforzar sus capacidades del Istmo regionales y nacionales de investigación con Centroameri el apoyo técnico y financiero internacional.Los cano Objetivos de desarrollo del proyecto son aumentar la contribución de la pesca a la

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 63 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) oferta de alimentos y a la seguridad alimentaria en los países de la región de América Central a través de su desarrollo sostenible con base en prácticas responsables de pesca, de acuerdo con el Código de Conducta para la Pesca Responsable Se espera llegar a mediano plazo a mejorar las habilidades de las administraciones pesqueras de los países participantes relacionadas con la investigación pesquera interdisciplinaria (evaluación y monitoreo del estado de las pesquerías de camarón y de peces de fondo en los ámbitos nacional y sub-regional) de forma que puedan contar con la mejor información científica y el asesoramiento permanente en materia de políticas y estrategias de ordenación de las pesquerías. GCP "Reforzamie En apoyo a la agricultura campesina, 11,934,93 2010- 2012- Spain N /RLA/182/ nto de las contribuir al mejoramiento de la producción 5 01 12 SPA políticas de de granos básicos en los países miembros del CAC en CAC y por consiguiente a mejorar la producción disponibilidad de alimentos en cantidad, de semilla calidad y oportunidad; así como aumentar los de granos ingresos de las familias rurales y la posibilidad básicos de un mayor acceso a otros bienes básicos alimentarios GTFS/RLA Promoting The general objective of the Government of 4974,136 2003- 2011- Italy N /141/ITA CARIFORUM Italy/FAO supported CARIFORUM Food 05 05 /CARICOM Security Project is to improve the food Food security situation of the CARIFORUM states Security both individually and as a whole, by increasing the availability and access to adequate quantities of safe, quality assured food products to food insecure and poor rural communities across the region. This will be accomplished by increasing the overall value and quality of food products produced, traded and consumed through strengthening the support service and policy environments to promote efficient and sustainable food systems. TELEFOOD

BZE/001 Mopan To establish a pig production and biogas unit 9,934 2010- 2011- Belize N Technical at Mopan Technical High School to strengthen 09 09 High School the entrepreneurial and production skills of Pig Project students and subsidize the school feeding program. TFD- Bee- To assist women and youth groups of rural 0 2001- 2002- Telefoo N 00/BZE/00 keeping to Belize to venture into honey production as an 06 06 d - 2 women and income generating venture to enhance their 2000 youth standard of living and diets. groups of rural Belize TFD- Irrigation To provide 10 farmers from Selena with an 0 2001- 2002- Telefoo N 00/BZE/00 for adequate irrigation system for the sustainable 05 05 d - 3 sustainable production of vegetables, root crops and 2000 farm fruits throughout the year. production TFD- Tumul K'in of Grains and Pulses for Rural Families of 0 Telefoo N 00/BZE/00 fish farming Scarce Resources of Southern Belize d - 4 + Provision of food for the school. Generation 2000 of income. TFD- Post- To improve food availability and security for 8,950 2003- 2004- Telefoo N 01/BZE/00 Harvest rural families. 03 03 d - 1 Storage 2001

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 64 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TFD- Demonstrat Empower local farmers to derive income year 9,120 2002- 2003- Telefoo N 01/BZE/00 ion of round from vegetable production. Improve 12 12 d - 2 Sustainable food security by making wholesome 2001 Vegetable vegetables available throughout the year to Production the Belizean consumer at accessible prices. in Three Districts TFD- Irrigated For National School Canteen Program 10,000 2003- 2004- Telefoo N 01/BZE/00 school + Enable schools to produce agricultural 11 09 d - 3 gardens/ba commodities (vegetables) school-year round 2001 ckyard to ensure food security. gardens for + Reduce expenses of schools on agriculture food related commodities catered for their security & Canteen Programs. economic + Provide basic technical know-how and sustainabilit training in backyard gardening to students y and teachers. TFD- Garden- + Increase understanding of locally available, 10,000 2004- 2005- Telefoo N 02/BZE/00 based low cost, environmentally beneficial, and 02 02 d - 1 Agriculture sustainable agricultural practices and organic 2002 for Toledo's gardening methods in the Toledo District. To Environmen help make available a more balanced and t (GATE) nutritious supply of food to schools, families, and communities in Toledo. + Raise awareness of principles of good nutrition, i.e. importance of fruits and vegetables in a healthy diet, thus empowering project participants to make well-informed dietary choices. + To assist community members to increase production of vegetable, fruit & ground food crops. TFD- School (1)To serve as a Training Center in Apiculture 10,000 2004- 2005- Telefoo N 03/BZE/00 Beekeeping and provide a learning environment for 07 07 d - 1 - U. of students, faculty, farmers and agricultural 2003 Belize technicians in the husbandry of the honeybee.(2)To Maintain 30 active colonies at the site, (3)To promote beekeeping as an alternative source of income for beneficiaries/producers (4)To promote beekeeping as a food and medicinal source for families (5)To assist in the revitalization of the honey industry in the Cayo area. TFD- Stann Creek The Future Farmers project will strengthen 9,998 2004- 2005- Telefoo N 03/BZE/00 Future existing school gardening programs at five 07 05 d - 2 Farmers primary schools within the Stann Creek 2003 District by providing tools, planting materials, basic irrigation and construction equipment otherwise unavailable due to the budgetary constraints of the schools. TFD- Seed The overall objective of this project is to 9,820 2005- 2006- Telefoo N 03/BZE/00 Propagation provide an opportunity for farmers in the 03 03 d - 3 of Smooth Stann Creek and Cayo district to increase their 2003 Cayenne income generation capacity by ten percent Pineapple through pineapple cultivation. to Meet Farmers` Needs" TFD- Onion •To increase the income of small onion 9,999 2005- 2005- Telefoo N 03/BZE/00 Storage at farmers by decreasing the high post-harvest 03 11 d - 4 Farm Level losses currently being experienced by these 2003 for Food farmers. Security & •To allow for increased annual production of Economic onions by small farmers to supply the Sustainabilit domestic market over an extended period. y

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 65 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TFD- "Youth To set up an agricultural program including 8,578 2005- 2006- Belize N 03/BZE/00 Hostel animal rearing and employing the skills of 04 04 5 Agriculture current staff at the institution. The residents Crops and will be involved at all stages of the project Livestock including monitoring and evaluation and will Expansion" develop knowledge, skills and experience accordingly. TFD- Irish Potato To increase the income of small potato 9,985 2006- 2007- Telefoo N 05/BZE/00 Storage producers by decreasing high post-harvest 09 06 d - 1 losses; to extend the availability of locally 2005 produced potato in the market; and to assist producers in maintaining the quality of the potato as demanded by consumers. TFD- Crop and Show the students the procedure to install a 9,994 2006- 2007- Telefoo N 05/BZE/00 Small mist irrigation system; 10 10 d - 2 Animal Conduct basic record keeping on crops, 2005 Production - animals and honey production; Escuela estimate profits; Secundaria Identify major pests on crops and animals; Tecnica Develop practical skill in the agriculture fields; Mexico Sow different families of vegetables; and perform variety trials in the school garden. TFD- Organic + Develop a culture of organic production 9,998 2007- 2008- Telefoo N 05/BZE/00 Vegetable among potential beneficiaries of technology. 03 03 d - 3 Production + Establish production technologies for 2005 for Income selected commodities. Generation + Expand membership & strengthen BOPA to become catalyst to promote niche marketing of organic products as a viable alternative for small producers. + Develop & cement market linkages between organic small farmers & local tourism industry. + Develop sustainable income generating organic production systems for beneficiaries. TFD- Backyard 1. Develop a sustainable income generating 0 Telefoo N 06/BZE Vegetable activity for the Ixoq Moloj Women’s Group. d - Gardening 2. Increase the use of innovative technologies 2006 as an and farming practices in the small farming alternative communities. income 3. Utilize the project as a model for other generating women’s group in the Cayo District. activity TFD- Small stock The project objective is to raise the status of 0 Telefoo N 06/BZE improveme the group from subsistence farming to d – nt for rural organized commercial farmers, thereby 2006 Belize improving the standard of living for farmers in these communities. The group hopes that their enterprise will serve as an example to other farmers in the Belize River Valley area and encourage them to get organized to be better able to grasp market opportunities. TFD- Bee- The main objective of the project is to 9,925 2008- 2009- Telefoo N 06/BZE/00 keeping for improve the standard of living of rural women 06 05 d – 1 income and youths through honey production as an 2006 generation income generating venture. for women and youths

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 66 Project Project Title Project Objectives Original Actual Actual Donor Emerge Funding Symbol Budget Start NTE ncy Biennium (USD) Date Project (Y/N) TFD- Dolores Overall goal is the empowerment of the 10,000 2009- 2010- Telefoo N 07/BZE/00 Women’s Dolores Women’s Group to become self- 06 05 d – 1 Developme sustaining, develop greater income 2007 nt Project generating capacity and to ensure their food security of their families and by extension the Toledo District as a whole.Strengthen the income generating capacity and food security of women in Dolores village by cultivating vegetables and fruit tree nurseries.Build capacity of the group in entrepreneurial skills,Develop skill and knowledge of the group with smallstocks (pigs, rabbits, chicken) production TFD- Alternative To enable the POWA Group to enhance their 9,770 2009- 2010- Telefoo N 07/BZE/00 Livelihood food security and generate income for their 06 06 d – 2 Programs families through vegetable production using 2007 for urban sustainable and adoptable agricultural women and technology. Specific objectives: youth + Establish 20 veg production Grow Boxes (12’ Through x 5’ x 2’) at 20 urban homes to improve sustainable quantity and quality of family nutrition. Agricultural + Conduct 3 practical training and 12 visits for technology 20 families in GAP, agro-processing and marketing of vegetable produces. + Produce over 3,000 lbs of fresh and healthy vegetables by 20 urban homes in two cycles to generate income and decrease the costs of providing basic nutrition. Produce 150 gallons of juice to complement after school feeding programs for less- advantaged children (5 to 14 years) at 3 schools. TFD- Louisiana Production of vegetables and other 9,999 2009- 2010- Telefoo N 07/BZE/00 School Crop agriculture produce that can be used in the 06 06 d – 3 Production school canteen program to provide at least 2007 for income one meal to needy children and derive some generation income for the Louisiana Primary School. and school + Establish a 34 X 164 ft “greenhouse” with canteen appropriate drip irrigation system ; program + Produce 19,000 lbs of assorted vegetables for school canteen program; + Use school garden & greenhouse as an outdoor training facility for training teachers and Std 5 & 6 students in basic skills in vegetable production. + Record basic information on vegetable production in a protective covered structure for sharing with farmers and villagers TFD- Mopan To establish a pig production and biogas unit 9,934 2009 N 09/BZE Technical at Mopan Technical High School to strengthen High School the entrepreneurial and production skills of Pig Project student and subsidize the school feeding program.

6. UNDAF and agendas of the international agencies

The United Nations Development Assistance Framework (UNDAF)

The strategic aim of this UNDAF is to assist the Government of Belize and its partners to accelerate progress to the Millennium Development Goals (MDGs). In particular the aims of the UNDAF are to reduce the disparities and inequities that characterize the lives and

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 67 opportunities of the vulnerable and excluded population groups, specifically addressing threats to development in Belize such as HIV and natural disasters, to enhance socio- economic development and ensure it occurs in a sustainable manner. For the period January 2007 to December 2011, the objectives and expected outputs described in this framework flow directly from the findings of the Belize Common Country Assessment in 2005 (UNDP, 2007). 1. Outcome 1: By 2011, the most vulnerable and excluded populations fulfil their rights to more equitable and quality basic education, health and protection, guided by processes based on democratic governance principles 2. Outcome 2: By 2011, the HIV incidence is reduced by 25% and all infected persons have universal access to prevention, care, treatment and support services. 3. Outcome 3: By 2011, national frameworks and capacities are in place enhancing the ability to adequately address adaptation to and mitigation of the impact of disasters as well as the comprehensive, equitable, sustainable and effective management of its natural resources. The targets for mobilizing financial resource for the UNDAF 2007-2011 were determined as follow, in USD:

Agency Outcome 1 Outcome 2 Outcome 3 Total UNDP 775,000 50,000 5,180,000 6,005,000 UNFPA 700,000 750,000 100,000 1,550,000 UNICEF 2,585,000 750,000 300,000 3,635,000 Total 4,360,000 1,550,000 5,280,000 11,190,000

The UN Country Team (UNCT) will review progress and constraints in implementation on a semi-annual basis. Reports to the UNCT, which will be based on the results of ongoing project monitoring activities, and studies and surveys, will serve as input into documented UNDAF annual reviews, to be submitted under the auspices of the UNCT. The Monitoring and Evaluation framework provides an overview of the specific indicators that have been selected for measuring progress and impact. Under the overall guidance of the UNCT, the UN Technical Working Groups will perform the following tasks:

 Implementation of the proposed schedule of monitoring activities as laid out in the monitoring & evaluation framework of this UNDAF;  Assessing and reporting on new challenges that might require adjustments to the UNDAF or any of its segments; and  Provide input to the preparation of the Resident Coordinator’s Annual Report and to the MDG Report.

To achieve these priorities, the UNDAF Matrix identifies 12 outcomes and a series of expected outputs on which the UN stands accountable for their delivery at the end of the five-year period. Considering UNDAF Outcome 3 which holds direct relevance of all 3 outcomes to agricultural and rural development, the specific results and indicators for achievement by 2011 were:

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 68 Result 1: National frameworks and capacities in place enhancing the ability to adequately address adaptation to and mitigation of the impact of disasters as well as the comprehensive, equitable, sustainable and effective management of the nation’s natural resources  % of GDP loss, due to disasters  Proportion of land areas covered by forests  Proportion of national territory protected by legislation  Level of cooperation between government and non-state actors

Result 2: Reduced vulnerability of poor and excluded populations to the impact of disasters  % of GDP loss due to disasters  Human loss due to disasters  % of dwellings and development in disaster-prone areas

Result 3: An operational framework for the national integrated sustainable development strategy  % lands covered by environmental protection schemes (protected areas as % of total area; forest area as % of land area)  % of National budget allocated to sustainable development  Ratio withdrawal of ground and surface water to total available resources  % of Land area affected by degradation  % of Dwellings and development in disaster-prone areas  Ratio renewable energy to total generation capacity

Result 4: Increased capacity of vulnerable groups to benefit more equitably from sustainable managed natural resources  % of GNI derived from catch of major species  Level of community participation in protected areas / SDA management  Representation of non-state actors in SD councils  Level of community (co-)management of forest and marine resources

An UNDAF evaluation took place in the first half of 2010, conducted with partners to assess the overall results of the UNDAF, to ascertain the effectiveness of the UNDAF as a mechanism to achieve national development goals and strengthen coordination between agencies, and reduce programmatic transaction costs for partners. This evaluation will serve as the basis for preparing the next UNDAF as the b

The European Union

The EU is now the largest donor to Belize. The bulk of the donor assistance comes in the form of technical cooperation under three main projects. The Banana Support Program with an EU contribution of € 27 M started in 2000 and is expected to end in 2012. The program is implemented by the MAF. The aim of the program is to assist Belize to come to terms with the increased liberalization of the banana regime and the erosion of the preferential access to the EU market. Its specific purpose is to assist the country to respond to the changing market by a) improve the competitiveness of the banana industry, and b) supporting economic diversification in the banana producing areas Accordingly the BSP aims to promote sustainable development and to alleviate poverty in banana producing areas (South of Belize). This is being pursued through:

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 69  Efficiency improvements within the banana industry to better enable producers to compete in a more liberalized world market on a sustainable basis;  Through the delivery of rural development measures improvements to the living conditions of banana farmers, workers and associated communities in the traditional banana growing areas and the extended communities of the Stann Creek and Toledo districts

The last phase of the program is entirely dedicated to the diversification component whose objective is to maintain and/or improve the living standards of the banana farmers, workers and associated communities in the traditional banana growing areas. This is being done through: [1] provision of additional economic infrastructure and [2] improvement in quantity and quality of education and skills development in the banana belt. The anticipated results are: 1] market facilities for small business people in the banana belt enhanced, with trading space, with hygienic facilities for handling of produce and a tourist and transport transit facility provided, 2] access to a technical high school education improved by increasing class-room and workshop training space for up to 400, curricula further developed for technical training courses and up to 40 teachers skills and qualifications enhanced, and 3] access to adult education and skills training in facilities created under [2] for 100 provided annually .

The Belize Rural Development Program (9th EDF) with an EU contribution of € 7, 2 M started operations in March 2006 and ended in June 2010. Implemented by NAO in the Ministry of Economic Development, the overriding objective of the BRDP is to support sustainable economic growth of Belizean rural areas. The project aims at reducing poverty in Belize and improving the standard of living of the rural population by supporting small scale income generating programs and social infrastructure projects targeting especially the rural poor and vulnerable layers of the rural population.

The project is expected to generate three main results: (i) more efficient and competitive rural enterprises (both farming and non-farming ones established), (ii) basic services of the rural population improved and (iii) policies and institutional environment strengthened within which rural enterprises, traders, processors, local organizations and communities operate. In order to reach these results, the BRDP is intended to (i) strengthen policies, institutions and communities to ensure the sustainability of “integrated rural development” in the long-term without donor support, (ii) promote an efficient rural sector and facilitate the development of farming and non-farming activities as by stimulating the Small, Medium and micro Enterprises (SMEs) and (iii) support the development of rural infrastructure in the most disadvantaged areas in Belize. BRDP and its partners have invested approximately B$ 18 M in 4 years through micro grants, small grants and large grants.  The PMU with the DDCs and credit unions, BEST, CGA and YWCA implemented 681 micro grants with poor rural families, 73% of them were with women and youth and involving 2,411 final beneficiaries, thus impacting the lives of 3.092 poor people.  Ninety five small grants were implemented with farm and non-farm groups. They were implemented by the PMU with the DDCs, the University of Belize (UB), CGA, TTCU/Plenty/SHI, CGA, SIF Hurricane Dean and UNDP/MAF. In terms of the number of enterprises, BRDP resources were invested in 1,850 enterprises, of

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 70 which 1,261 were farm enterprises, equivalent to 68% of the total. These investments also included establishment of 30 rural internet centers.  BRDP also invested in a total of 131 infrastructures. The large infrastructure projects were the Cayo Farmers Market, the Crooked Tree Village Water System, the Hurricane Dean Project (57 homes with poor families, 10 hurricane shelters) the Valley of Peace Road and the reconstruction of the Middlesex Bridge. The AED project, the largest AED grant, funded a large project with drainage & irrigation, processing and protected covered structures. The total number of households who have benefited directly from BRDP subprojects is 3,290 in all districts of Belize. Approximately 67.9% of these households are female headed. The total number of final beneficiaries who will benefit from BRDP investments was estimated at 14,024 people. As a result of the success of BRDP, there will a second phase of BRDP 2 project with a budget of € 10 M under the 10th EDF for another 6 years, scheduled to start in early 2011.

The third EU program is the Belize Accompanying Measures for Sugar (BAMS) with an EU contribution of € 46 M. The program started operations in December 2006 and is planned to end in 2012. The project is being implemented by the MAF. The overall objective is to reduce poverty and improve the living standards of the rural population in Northern Belize through support to the sugar industry and the vulnerable groups negatively affected by changes associated with the price reform.

The reform of the EU Sugar Regime and the consequent reduction in price will force profound transformations aimed at fostering the competitiveness of the industry and where this is not possible seeking economic diversification opportunities. The EU has therefore announced an eight year aid scheme for Sugar Protocol Countries to assist in the transformation process. In June 2006 the Delegation and the Government of Belize discussed the EC support to the "Belize Country Adaptation Strategy for the Sugar Industry 2006-2013" and agreed on a "Multi Annual EC Assistance Strategy (MIP 2006- 2013)". Under the AMS program, Belize will be the primary recipient of some 45 M € for the period 2006- 2010. The objective of BAMS is to contribute to poverty reduction and improve the standards of living and well-being of the communities living in Northern Belize. The main expected results are: 1) Improvement of the physical access, communication and transportation efficiency through the rehabilitation of the "Sugar Belt" road network. 2) Strengthened competitiveness and economic sustainability of Belize sugar industry. 3) An enabling environment for rural recovery and economic diversification in sugar dependant areas of Belize.

On infrastructure Improvement, a list of priority roads to be rehabilitated was agreed at Cabinet level in 2008. A pipeline of new works contracts has been established. All together about 60 km of roads have been already completed. The tender for a new batch of roads (Phase II) to be financed from AMS 2007 and 2008 has been launched for the rehabilitation of an additional 50 km of roads. The road conditions in a part of the sugar producing area in northern Belize have improved. On the competitiveness and efficiency of the sugar industry, a number of important studies have been completed. A plan for the establishment of a cane replanting fund has been agreed, and the Sugar Industry Research

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 71 and Development Institute is moving rapidly to implement the research agenda, transfer technological innovations to the cane farmers, and build local capacity for increased productivity. On the diversification, there are many options to purse within the sugar industry, in agriculture but not sugar, and out of agriculture. To date only small grant (€ 230,000)) has been made to the two credit unions for small and micro entrepreneurs for agriculture and tourism.

Republic of China (Taiwan) Technical Mission

The ROC started its cooperation with Belize in January 1991 to work in agricultural development. Over the years the ROC are engaged in five main projects in Belize.

Horticulture Crop Development Project: The ROC collaborates with MAF in the different districts with the purpose of improving the small farmer’s development through the horticulture crop development project, focusing on vegetables and fruit trees plantation, providing training, research trials and demonstrations transferring knowledge and information to small farmers and others

Rice Seed Production Project: The ROC restarted the commercial rice seed production, working along with MAF in Central Farm on breeder and stock rice seed of CARDI 70, Taichung Sen-10, and Cypress; and in the Toledo District. The project has assisted farmers in Toledo, Stann Creek and Belize District (Dump, Columbia, Mafredi, San Miguel, Mango Walk villages) involving 22 farmers, an area of 975 acres of rice production, and producing 2.7 M pounds of paddy rice. The Toledo Grain Growers Association, Maya Women's group, Credit Union, and farmer groups are involved in plans for small farmers loans.

Agro-Processing Project: Belize is the fifth biggest papaya exporting country on the world; rich in qualifying tropical productions of banana/plantain, pineapple, citrus/grapefruit, mango etc; meanwhile maintain some resource of traditional Mayan food plants (i.e. cacao, Jamaica craboo, star fruit, rose apple, custard apple etc.). This project’s objectives are contributing to the diversification of Belize's agricultural industry by developing value- added products through food processing, in addition focus in creating food-processed researching (somehow interested in Mayan historical and specific materials) and developing food products with market potential, training food processing technicians, transferring know-how in building food factories to local enterprises/community women’s groups, and improving the levels of existing small and middle food manufactures.

Information and Communication Technology Project: This project started in 2006 and has the ICT Center in Belmopan. The objective is to assist GoB in planning and promoting the information and communication technologies, developing the e-Government system, enhancing government efficiency and conducting the education and training related to ICTs so as to improve the quality of human resources.

Inter-American Institute for Cooperation in Agriculture (IICA)

IICA is the specialized agency for the OAS for agriculture. IICA is making major contributions to Belize in 5 strategic areas (IICA 2010). 1. Promoting trade and the competitiveness of agribusiness: IICA continues to partner with BELTRAIDE to implement the Belize Export Platform, ensuring competitiveness of small and medium size agribusiness. Ten companies completed the export readiness capacity training modules and six companies

CPF Belize FAO March 2011 with annexes.doc: 2011-2015 Page 72 participated in the 12th Food and Beverage Show in Miami to showcase their products and engage buyers. IICA continued providing technical assistance to the sugar cane sector through missions of professional staff from Headquarters. 2. Strengthening agricultural health and food safety systems: IICA is contributing to: a) elaboration of a database for the creation of the National Registry for Livestock, a requirement for the export of cattle to Mexico, for the exportation of cattle, and with b) technical assistance to BAHA and the BLPA in carrying out an extensive assessment of the poultry industry in Belize with respect to Newcastle disease and made recommendations to the Belize Poultry Association (BPA) as to how best to develop a policy and strategy for the effective control of this disease. 3. Promoting the sustainable management of natural resources and the environment: IICA provides technical assistance to the Belize Organic Producers Association (BOPA) in the preparation of legislation for organic production and certification to take advantage of agro-eco-cultural-tourism in Belize. 4. Strengthening of rural communities on the territorial approach: An agro-eco- cultural-tourism workshop was conducted to involve stakeholders in the design of a master plan to take advantage of the unexplored tourism potential, and to be sued as a model for other villages. IICA has engaged in the process of developing the national rural development strategy and action plan of Belize. IICA leads the RedSICTA project in Jalacte and San Vicente villages in Toledo near the Guatemala border, which aims to improve the production, harvesting and post-harvest practices of corn and beans to ensure food security, access to markets and increase farm income. 5. Introducing technology and innovations for modernizing agriculture and rural life: In a joint effort with MAF and the BAS, a Bio digester program was established to produce alternative fuel and bio-fertilizers in rural communities. IICA also participated in introducing the Integrated Farming System (IFS) approach to technicians and farmers as a means of ensuring food security, increase farm income and generate rural employment. IICA’s future work plan includes interventions in 3 thematic areas (Pers. Comm. 14 Dec 2010): continued support to the national rural development strategy and action plan; support for innovations, productivity and competitiveness with marketing and capacity building programs for locally organic products; implementation of a second RED SICTA maize and bean project in other communities; assistance to MAF in the implementation of integrated farming systems and development of a National Agric Policy based on a updated Agricultural Sector Study. Work will continue on agricultural health and food safety, participation in the National Bio safety Council and strengthening BAHA, and implementing the Belize Export Platform for ensuring the competitiveness of SMEs.

Other international partners of Belize CARDI is involved in Belize since the 1980s in small farm development, appropriate technologies and good practices for production, processing and marketing, and support for extension, technical and health services for basic food commodities of Belize.

CATIE cooperates with Belize on R&D support for forest and agroforestry systems, organic cocoa production, and natural resource management.

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IDB supported BAHA in its initial development and now is investing in a new B$ 5 M project on applied innovations research and development. The project has a component with MAF on competitive research grants ($100 K per grant) based on call for proposals and another component with BAHA on strengthening plant and food safety services.

The Bolivarian Alternative for the Americas (ALBA) Fund of Venezuela is investing US$ 2 M with MAF on supporting small farmers to be more productive, competitive and sustainable crop and livestock production and marketing. The primary focus is for investing in a viable and sustainable crop and livestock production systems.

IFAD is investing in a US$ 3 M rural finance project with the credit unions. Participating credit unions will receive a tailored capacity-building package to help them expand and diversify their financial services and to adapt them to the needs of the target population. In addition, eligible credit unions will be able to access credit in order to leverage their lending capacity and reach those poor rural people who have not received their services. The expansion of rural financial services for smallholder farmers and other rural groups is a critical means to catalyse rural development in Belize, targeting 11,500 poor rural households nationwide, including many women and young people.

CDB invest in the poverty reduction programs of Belize, with particular attention to rural infrastructure development for basic social and economic services. CDB has availed B$ 7.7 M loan fund to DFC for small entrepreneurs in the agricultural sector for food security and income generation

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REFERENCES

Barnett & Company, 2010. Progress Report 1 – National Consultations on Horizon 2030. Government of Belize. Belmopan City, Belize. 88 p. Eck, D., 2009. Assessment of Farmers’ Organizations in Belize in Order To Strengthen the National Extension System. Consultancy Report submitted to FAO and MAF. Belmopan City, Belize. 49 p. FAO, 2010. FAO Strategic Framework 2000-2015. Adopted by Conference 9 Nov 2009), Food and Agricultural Organization of the UN, Rome , Italy. 36 p. Forest Department, undated. The Forest is More than Trees Ministry of Natural Resources and the Environment. Belmopan City, Belize. 4 p. Forest Department, 2010. The Forest Trust: Overseeing the Sustainable Management of Belize’s Forest Resources, Issue No. 2. Ministry of Nat Resources and the Environment. Belmopan City, Belize. 4 p. GoB, 2010. The National Food and Nutrition Security Policy of Belize. Ministries of Finance, Agriculture, Education and Health. Belmopan City, Belize. 17 p. IICA, 2010. Annual Report 2009 – IICA’s Contribution to the Development of Agriculture and Rural Communities of Belize. Inter-American Institute for Cooperation in Agriculture, Belmopan City. 20 p. MAF, 2005. Agricultural Development Management and Operational Strategy (ADMOS). Document produced for TCP/BELIZE/2003 with FAO support, Belmopan City. 40 p. NHDAC, 2007. National Poverty Elimination Strategy and Action Plan. Ministry of Economic Dev. Commerce, Industry and Consumer Protection Belmopan City. Halcrow, 2010. 2009 Country Poverty Assessment: Volume 1. National Human Development Advisory Committee, Ministry of Economic Dev, Commerce, Industry and Consumer Protection. Belmopan City. 306 p. NRDWG, 2010. Belize Rural Area-Based Rural Development Strategy (1st Draft). Ministry of Labour, Local Government and Rural Development, Belmopan City. PMU, 2010. BRDP Final Report. Submitted to the National Authorising Officer, Ministry of Economic Development and European Union Delegation , Belmopan City. 193 p. Roseboom, J. 2009. An Analysis of the Existing Applied Research and Extension Capacity in Belize. Report prepared for the Environment, Rural Development and Disaster Risk Division of IDB, Belmopan City, Belize. 47 p. UNDP, 2007. United Nations Development Assistance Framework BELIZE 2007 – 2011. Belmopan City, Belize. 27 p. UNDP, 2010. The Human Development Report 2010: The Real Wealth of Nations – Pathways to Human Development. UNDP, New York City, USA. WWI, 2011. State of the World 2011: Innovations that Nourish the Planet. World Watch Institute, Washington DC, USA

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