USAID. MISSION TO GUATEMALA
Evaluates OPG to Movimiento Guatemalteco Reconstruccion Rural (MGRR) to support integrated community development in 36 villages in Jalapa, Guatemala.
Mendez, Gilberto; Diaz, Julio · 1984
Abstract
PES covers the period 9/82-6/84 and is based on review of project training courses, interviews with a random sample of promoters, and a community survey. The project is achieving planned outputs on schedule. Priority has been given to the agriculture sector (credit and TA the main mechanisms used), with health, education, and community organization relegated to second place. To date, 350 promoters have been trained, and in each village agriculture development committees are functioning and community councils are being organized. Also, 3 village co-ops have been organized, and a regional council is being established. At the purpose level, progress is encouraging: the 3 co-ops are processing more crops and marketing them on more favorable terms; 40% of targeted individuals are using agricultural credit and the repayment rate is 95%; higher value crops and commercial vegetables are being produced; a health outreach system has been established; and literacy and skills training groups have been organized in several villages. Still, change diffusion has been slow. MGRR, which has worked in the area for 30 years, is the only institution with effective penetration. The National Agricultural Credit Bank (BANDESA) has only two agents in the area, serving only 7% of credit users. Access roads built 6 years ago have deteriorated. Health standards are low (the MGRR program is the main health service provider, outside of traditional healers), and only one village has potable water. Formal education opportunities are few; half the adult population is illiterate. Agricultural modernization has also been slow (e.g., only 11% of farmers use certified seeds for corn and beans and only 14% seek advice from trained promoters). Community participation has consisted mostly of hand labor. A few committee officials and traditional leaders monopolize decisionmaking; trained promoters have failed to act as development catalysts thus far. Though MGRR is a strong, well-funded PVO, it cannot do the development work needed without substantial help from the government and other PVO"s.
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