CENTRE FOR WOMEN’S ENTREPRENEURSHIP TRAINING (CWET)

BUSINESS PLAN 2022 – 2024

ADOPTED APRIL, 2021

INITIATIVE DES FEMMES RWANDAISES (IFERWA)

Rwamagana District - Eastern Province – Republic of Rwanda

Phone: +250781622571, +250 722054256

Email: iferwandaises@gmail.com

Prologue

The agro-climatic conditions of Rwanda have a favorable condition for the production of many fruits and vegetables per annum despite such huge production there is an annual loss of about 40% due to meager utilization by the fruit and vegetable processing Industry and almost negligible processing being done at home and rural areas where growers are growing cultivating the crops. Overall in Rwanda women account for 70% of agricultural activities, and 85% of the vegetable and fruit trade. 70% of the poor are women. In the agricultural and fruit and vegetable trade, the problem of processing and preservation of horticulture in rural areas is the root cause of the losses they suffer due to the lack of fruit and vegetable technology after harvesting, storage, and processing.

Since the formation of the IFERWA Organisation in 2018, it has been a long journey for strengthening the economic power of women in the vegetable and fruit trade. We have seen women at a loss due to the lack of knowledge in processed fruits and vegetables. The worse situations arise when in the season of fruits and vegetables. Due to the shift towards the use of processed fruits and vegetables, there is an increased market demand for homemade processed food both at the rural and urban level, especially keeping in mind the high demand at the time of the tourism season in the region.

The development of their industrial uses will stimulate large scale production of the crops and enhanced diversification of women entrepreneur to site processing plants in the rural areas which will improve the quality of life of the rural women and reduce the rate of rural-urban migration Fruits and vegetable production in Rwanda is a serious business because it provides a means of livelihood for some people and also plays an important role in the improvement of the health of Rwandans especially the women.

The situation is calling for multi-sector action to provide the young girls and women in the fruit and vegetable trade with Vocational Skills in processing and preservation technology. This will empower the young girls and women to become strong change agents of the community and help in disjointing the circle of poverty among women.

For the situation explained above, IFERWA felt executed a project of "Providing income and employment generation opportunities to rural women through training and establishment of low-cost processing and preservation center of horticulture produces in rural areas" for the young women and women of Rwamagana District and its environs. This business plan is a 3 years document that spells out the needs, procedures, and financial associations of the center towards achieving its goals. We assume the goal: promoting food security and enhancing Rwandan women’s income through fruits & vegetable processing and Generation self-employment opportunities at the local level.

Mrs. UMUTONI Marie Rose

President - INITIATIVE DES FEMMES RWANDAISES (IFERWA)

CHAPTER ONE: BACKGROUND AND NEEDS

Assessment Project area

The agro-climatic conditions of Rwanda have a favorable condition for the production of many fruits and vegetables per annum despite such huge production there is an annual loss of about 40% due to meager utilization by the fruit and vegetable processing Industry and almost negligible processing being done at home and rural areas where growers are growing cultivating the crops.

Also, a large quantity of agro produced in Rwamagana District, Eastern Province is wasted because of lack of adequate post-harvest technology, storage, and processing facilities. In order to exploit the natural advantage and potential of the area in terms of crop and climatic diversity, there is a need to develop and strengthen a community-owned network of fruit and vegetable processing industries in the Rwamagana District.

Rwamagana District is in the Eastern Province of Rwanda. The area is composed of 14 Sectors, 82 cells, and 474 villages (Imidugudu) with a population of 310,238 on a surface area of 691.6 km2. Rwamagana district is bordered by Ngoma and Bugesera Districts in the south, Gatsibo and Gicumbi District in the North, Kayonza District in the East, Gasabo and Kicukiro Districts in the West.

Geographical Features

a) Topographical Make up

The District of Rwamagana is characterized, in general, by lowly undulating hills separated by valleys some of which are swampy and boggy. This kind of topographical layout constitutes an important potentiality for modern irrigation system and mechanized agriculture.

b) Climate

The District of Rwamagana is situated between 1°57’2, 7’’of south latitude and 30°26’8’’of longitude, it experiences a moderate tropical climate with four seasons of which: two are cold and the rest dry (EDPRS self-assessment district report). It experiences relatively large quantities of rains especially in the Months of April-May and October-December of every year. The average temperature ranges between 19° and 30° and it’s constant all over the year.

c) Soils

Rwamagana district has very fertile soils almost in all its sectors. Most of the soils are loamy and few others are sandy with loam mixture. In some boggy areas, clay soil may are found. The soils permit growth of most types of foods such as: bananas, maize, cassava, beans, coffee, Pineapples and rice to mention but a few.

Economic situation

The District is mainly characterized by business related activities in some parts of Rwamagana town and ten rural trading centers. Agriculture and livestock is the principal economic activity that employees over 80% of the population in rural areas of whom, at least 85% use traditional agriculture practices. The major crops of the district include bananas, rice, maize, pineapple and coffee. The District is rich in Minerals (Cassitérite, Colombo tantalite and Wolfram) especially in parts of the sectors of Musha, Mwulire and Gahengeri which is exploited by mining companies. The district has a big network of roads that connect it to other districts and also to agriculture production area but most of them are in bad condition. Only 102km of feeder road is in good condition. It has 2 km of tarmac road in Rwamagana town that facilitate transport and communication within the town. Regarding water transport, there are 5 small motor boats that provide navigation transport in lakes Muhazi and Mugesera.

In the economic front, the EICV3 report reveals that, land use consolidation is at 7.4% compared to the national average of 11.5%, hill side irrigation is at 6.1% compared to national average of 3.0%, Land under erosion control 88.3% compared to 78.1% national average. Through GIRINKA program, the district has distributed 6,168 cows to 14.3% vulnerable families (EICV3 report), 14.0% Households have electricity subscriptions (20.4% EWSA), 58.3% of the population own mobile phones and 1.3% of the population own computers.

In industrialization, the district has got 2 industries (STEEL RWA and RWAMAGANA RICE) specialized in production of Steel bars and processing of Rice Production respectively. There is a factory producing biscuits and cakes from potatoes operating in Karenge sector; 3 mini Wine producing plants; 9 Rice micro- processing plants and 12 coffee washing stations. The district has variety of artisans with a diversity of crafts, all these are a potential for economic growth.

In the ICT area, the district has 3 BDS centers and 4 internet cafes where the population access internet at low costs. The district head office, the hospital and the Nursing school are connected to the optic fiber cable network for easy connectivity and information transmission. Rwamagana district rural electrification is at 14.0% (EICV3). 141 households have bio-digesters units.

Social situation

Socially, the District of Rwamagana has been implementing its strategies to improve social well fare of the population despite a big number of needy population in need of social assistance as a result of the 1994 genocide that left thousands of orphans and high number of widows compelled to work for their survival. Also, the high number of people living with HIV/AIDS (3.6%, EICV3) that augment the number of social protection demands. 81.84% has access to good drinking water, 92.1% have medical insurance cover under mutuelles des santé and under five year mortality rate is at 87 per 1000 born. Malaria incidences 26 per 1000 and its morbidity rate 3%; Family planning is at 44. 5%; Fertility rate at 4.6%, mean number of children per reproductive woman is 5.1%, acute malnutrition currently is at 0.7%, the population is served by a hospital, 14 health centers and 3 health posts.

In the education sector, 5,975 adults have been trained in adult literacy, primary school completion rate is at 86%, Primary school completion for girls is 85%, teacher/ pupil ratio for primary is 65, for secondary its 22. There are 102 nursery schools with 4629 children and 139 teachers; 60 primary schools with 785 classrooms, 63,814 pupils and 1,131 teachers; 48 secondary schools with 337 classrooms, 13,893 students and 609 teachers, 5 TVETS with 38 teachers.

In the justice sector, there 1,152 mediators managing 96 courts and tremendously reduced civil case loads. The district report reveal that over 90% of judgments have been executed in time not exceeding 3 months after judgement delivery.

There are 68,000 households with 71.2% in clustered settlement (Imidugudu) where 73% have composite heap and only 1.2% public management refuse and 8.3% rubbish collection service. In improved Household and rural settlement, 1807 registered grass thatched houses were eradicated and 466/612 genocide survivors got shelter.

The district has tried to mitigate climate change effects through tree planting and Land covered by forest is 24.4% (district report). There are frequent disaster occurrences resulting from stormy rain and wind that sweeps and dismantles buildings, banana plants and erodes soil. Incidences of lightening have also been witnessed in areas of Karenge sector.

The district has demonstrated an outstanding achievement in implementation of strategies for rural and human development through trainings infrastructural development and creation of new employments. There are 5 TVETs that promote skills development among the youth. 8,397 youth are currently employed and there 48 cooperatives for youth that have eased youth mobilization and access. 100 youth have been trained in entrepreneurship skills and 11 SMEs for youth supported. 3,214 vulnerable families have benefited from VUP public works program and 11 small scale projects for the vulnerable cooperatives were under direct support. 6 modern mini markets provide market access for the farmers’ produces and products. There are 2 Hotels and 4 Motels that provide meals and accommodation services to the people especially to tourists.

On the whole, Rwamagana district situation is not bad as reflected from its poverty incidence levels of 12.4% under extreme poverty compared to the national average of 24.1%, 30.4% under poverty line compared to 44.9% of the national average (EICV3). This potential coupled with abundant water access of 81.84% (EICV3) and undulating hills with fertile soils joined by swampy valleys, a relatively big water body of lake Muhazi and Mugesera indicates great potential for economic investment and growth.

CHAPTER TWO: VISION AND MISSION OF CWET

In analysis of the lifting from chapter one; that the quantity of agro produced in the area is wasted because of lack of adequate post-harvest technology, storage and processing facilities place in Eastern Province is the project location (Rwamagana District) with 455 persons per km² and that the female reproductive age group (15-49 years). Women account for 70% of agricultural activities, and 85% of the vegetable and fruit trade. 70% of the poor are women. The project was conceived by IFERWA members engaged in agricultural and fruit and vegetable trade. After a thorough examination of the existing problem of processing and preservation of horticulture in rural areas. This is the root cause of the losses they suffer due to the lack of fruit and vegetable technology after harvesting, storage and processing. And the problem is that it is found in the entire population. IFERWA, a community organization, that was set up in 2018 was recharged, reorganizing itself to respond to this demand and to enable in particular the young girls and women farmer and trade of vegetable and fruit in Rwamagana to pursue appropriate training.

The proposed project intended to set up community-based fruit processing and conservation centre on a pilot basis within selected villages of selected regions in Eastern Province (Rwamagana District) to enhance food security and provide income generation opportunity to rural young girls and women, the centre will also provide technical know-how and marketing linkages to the rural women on low-cost processing and preservation of locally produced fruits and vegetables for self and commercial use.

Appropriate training has in this context, been defined as training for converting their low grading fruits and vegetables into processed fruit products which will fetch good prices in the market after processing.

This common facility centre will also work as a training cum production unit which will be linked with other semi processing units of rural fruits and vegetable growers, they will bring their semi-processed fruits products to this centre to make the finished products for commercial use.

Women and young girls will be trained on the processing of fruits and vegetables which will lead them to make fruit products like mango squash, lemon squash, banana shakes, pickles, jam, jelly, marmalade, banana chips, fruit candy, ginger and onion paste, garlic paste, tomato puree and many more items.

The Centre will also act as facilitators to develop and build marketing linkages with other organizations for the sale of finished fruit products, detailed market research will be also done by the centre on the customer feedback on quality and flavours of products for the development of new flavours and products.

This Centre will also act as self-employment guidance centres and small business counselling centres for young girls and women of nearby villages on fruit-based micro-enterprises setup.

GOAL AND OBJECTIVE:

Goal: Promoting food security and enhancing Rwandan young girls and women’s income through fruits & vegetable processing and Generation of self-employment opportunities at the local level.

Objectives

The main objectives of the project are as below:

· To build the capacity of the community on efficient storage, processing, and packaging of products for domestic and commercial use.

· To augment the income of small grower families through value addition to their products.

· To train the selected beneficiaries particularly young girls and women in processing semi-processing and preservation of horticultural products.

· To establish a fruit processing nodal production facility and satellite units with decentralized functions.

· To establish market linkages for the sale of the products.

· Thus, to achieve and establish a full-fledged production center that is sustainable and viable.

· To enhance entrepreneurial attitude among the young girls and women rural community.

· Promoting low-cost fruit processing units to contribute to sustainable rural development.

CHAPTER THREE: CURRICULUM OF THE TRAINING CENTRE

CWET will provide the training in: Preservation, Processing, Store, Packaging, Drying, Nutritional etc.

Admission Requirements

Owing to the rates of young girls and women in agriculture and trade of vegetable and Fruit in Rwamagana and in view of the moto of the training centre – “Providing Income and Employment Generation Opportunities to the Rural Women”, all young girls and women with interest and who will be available for training will be accorded an opportunity to develop their skills for self-sustainability.

Projected enrolment of trainees

Activity

YEAR 1

YEAR 2

YEAR 3

Training

No. of trainees

135

365

432

The minimum qualification for joining the courses will be to know to read and write.

Language and Curriculum Delivery Methodology

The centre will employ both theory and practical delivery techniques with the following psychosocial learning skills employed to train;

- Open discussion involving peer learning,

- Questions and answers sessions (teaching/theory),

- Role-plays and practical sessions

- Secondary literature (advancing theory).

The language of instruction will be Kinyarwanda (native language). English or French may be used to handle extreme cases of language barriers and to improve a deeper understanding of the contents by the learners. The language (Kinyarwanda) will be official to all participants.

The centre will avail notebooks and pamphlets for the participants own reading and note taking - the manuals will form part of the centre and the learners will be expected to handle such will dedicated care.

CHAPTER FOUR: HUMAN RESOURCES TO DELIVER THE TRAINING

Project Management Team /Personnel

The Center is generally headed by the Project Management Team (PMT) of IFERWA who appoints one person depending on the workload and qualification to the position of the Head Instructor. The center employs tutors (trainers) and other staff for different activities or responsibilities based on qualifications, experience, and the remuneration ability of the organization. Currently, the training center is just picking up and is unable to remunerate at high or same rates as many similar institutions of government.

Project team will comparises following technical and managerial resources.

N°

Type of Resource

Number

Justification

1 Project Coordinato/Food technologist/BSC Chemistry or Food technology/Horticulture Technology 1 To provide all technological input, training beneficiaries and other staff.

2 Supervisor1 To assist and facilitate day to day operation of the processing centre.

3 Field facilitator2 For community level community mobilization and training

4 Volunteers 4 To support various activities at field level

5 Office Account Assistant 1 To provide secretarial and accounting support

CHAPTER FIVE: TRAINING EQUIPMENT

To deliver quality training in accordance with the curriculum developed for training, the Centre will procure quality training equipment and tools for the instructors to properly teach the trainees the substance.

In this context, training has been defined as giving lessons on a subject with the aims of showing the learner how to do something. The trainer explains to the trainee's various things based on the curriculum/syllabus. The aim of the trainers is:

- To provide the participant with new knowledge and

- To equip trainees with skills

Training in this context has been defined as gaining knowledge and skills, not necessarily the acquisition of information, but also skills, behaviours and values for social-fitting.

List of Equipment

S.N.

ITEM

1.Boiler and steam jacketed kettle

2.Mechanical driver

3Grinder

4.Crown corking machine

5.SS mixing machine

6.SS screw type juice extractor

7.Pulping machine

8.Weighing machines up to 500 gms up to 10 kg

9.Electric heat sealer

10.Plastic crates/ buckets

11.Cemented water tanks

12.Hand peeling slicing cutting tools

13.Table with SS top 6*2.5 feet

14.Furnace/aluminium container chimney

15SS sieve

16.Laboratory equipment’s (balance, burners, glassware reagents)

17.Vacuum filling machine

18.Fruit grater

19.Solar drier

20.Grinder

21.Crown corking machine

22.SS screw type juice extractor

23.Pulper (1/2 H.P. motor)

24.Electric heat sealer

25.Hand peeling slicing cutting tools

26.Cool chamber 8X3 feet

CHAPTER SIX: ORGANISATION AND OPERATION OF THE TRAINING CENTRE

The IFERWA is the ultimate decision-making body that elects the Board of Management. The Board of Management is the management body of all IFERWA affairs and is mandated to oversee all activities and projects. The Board of Management appoints people to the Project Management Team. Such appointments are done each time there is a project at hand and stay active for the project period or a maximum of three years if the project period exceeds three years. This is by fact that some of the members of the Board of Management are automatically members of the Project Management Team by nature of their responsibility (the secretary and the Chairman are signatories to accounts).

It is therefore on this basis that IFERWA will expect that the appointments by the Board of Management shall follow due process in order to uphold high standards of accountability and integrity to show good leadership.

Owing to the fact that the training center, unlike many other projects that IFERWA may implement or have implemented in the past, is expected to be a long time/ lasting training center for young girls and women to learn skills for self-reliance – the Project Management Team may not be very applicable.

IFERWA in liaison with the District or Province Director of Vocational Training will appoint a competent team with representation from the group (as the counsellor or advisor), tutors, ministry, and the church to oversee the running of the vocational training center. Such appointments will be in place for years and the team will be the Board of Management of the Training Center.

The Board of Management of the training center consists of the following members and or representatives:

- Chairman

- Secretary who is also the Head Instructor and representative of trainers

- A representative of the Church with the largest following

- A representative from the Ministry of Education – Vocational Training Department – Technical Advisor

- The Local Government represented by the area Chief

Monitoring and Reporting Arrangements

a. Reporting

The staff report to the Training Center – Board of Management Secretary. The Training Center – Board of Management shall issue the Administrative Committee of IFEBU, and the public (through a public notice at the center) with reports. Such reports shall include financial summaries, progress, actual results against the planned objectives and include future plans as well.

The report is an integral part of any project circle as it informs the quality of decisions made during the implementation process. Decisions are made at the Training Center – Board of Management and implemented by the Training Center – Board of Management secretary working with the staff and beneficiaries in harmony.

b. Monitoring

Training Center – Board of Management is called upon to be cognisant of the importance of monitoring the progress of the training center using all agreed parameters. To that effect, there will be day-to-day monitoring of the center by the Training Center – Board of Management secretary working with instructors. An officer from the department of vocational training may from time to time or when called, visit the center to assess the quality of training offered. The trainers will be occasionally subject to both internal and external exercises (theory & practical). The practice may be organized into expositions with other institutions to compare the quality of training as well as identify gaps for improvement.

CHAPTER SEVEN: FINANCIAL PLAN OF THE TRAINING CENTRE

The funding required to establish and operate the training centre during the first three years is presented in the table below, while more detailed cost estimates and funding during the first twelve months are presented in the next table.

The centre requires external funding for its establishment but will be totally (financially) independent and sustainable from the second year onwards.

7.1. THREE YEARS EXPENDITURES AND INCOME (2022 – 2024) STATEMENT

A. EXPENDITURES

ACTION/ ACTIVITY(IES)

YEARLY PROJECTIONS

Year 1

Year 2

Year 3

Salaries

5,280.00

5,280.00

5,280.00

Rent for Training Centre

2,244.00

2,244.00

2,244.00

Equipment, Material & Supplies for Nodal and Satellite Center

6,100.00

-

-

Trainings

930.00

930.00

930.00

Travel

624.00

351.00

351.00

Contingencies

445.00

252.00

510.00

Administrative Overheads (Monthly payment of utilities: Water, Electricity, Telephone, Internet, etc.)

912.00

909.00

909.00

TOTAL PROJECTED EXPENDITURE/INVESTMENTS

16,535.00

9,966.00

10,224.00

B. INCOME

Subsidies and support

Year 1

Year 2

Year 3

International support (grants or subsidies)

9,719.00

-

-

Annual membership subscriptions

-

11,061.00

13,091.00

Local Government subsidies or financial support

-

380.00

600.00

Estimated Community support (financial or in-kind)

6,816.00

951.00

2,069.00

TOTAL PROJECTED REVENUE/ INCOME

16,535.00

12,392.00

15,760.00

7.2. ANNUAL BUDGET

See appendix: Budget Detail

If the organization has already been working on the problem with similar projects, what is the impact of work to date? Indicate 'not applicable' as appropriate.

IFERWA has ensured the socio-economic development of young girls and women through activities likely to promote self-employment for these young girls and women. For example, here are the results and impact of these activities:

Outputs: 60 young girls and women beekeepers were mobilized and trained, 20 dressmakers were mobilized and trained, a beekeeping cooperative created at the district level

Outcomes: 70% of young girls and women are in beekeeping have been acquired beekeeping techniques, at least 8 beehives including 5 moderns per young girl and woman beekeeper, Minimum annual production of 130 Kgs per beekeeper, Access to beekeeping equipment suitable for producing honey and harvest

The impact of this project: In 2 years, created 200 jobs in the beekeeping sector and its related activities, 85.5% of the jobs were created specifically for young girls and women.

Although the IFERWA organization has excelled in the supervision of young girls and women in rural areas in a relatively critical situation, with limited resources, its interventions have encountered difficulties. In general, there is not applicable as appropriate because of the following:

- Strong demand to which IFERWA could not meet due to limited financial means;

- Spontaneous actions in favor of target groups oriented towards emergency and not sustainable development;

- Lack of committed donors for actions to support the employment of young girls and women;

- Work with target groups not sufficiently prepared for the management of the revolving credit system; this resulted in the non-repayment of credits;

- Lack of support centers for young girls and women for self-employment

During the past two years of intervention in the field with young girls and women, a strong capitalization of experiences leaves us lessons on which IFERWA and its partners can strengthen the achievements to make it a consistent program for the promotion of young girls and women:

- The involvement of local authorities in all socio-economic development activities contributes as much as possible to the success of the project;

- Targeting young girls and women is one of the strategies on which all stakeholders should rely in reducing poverty;

- The majority of young girls and women under our supervision ignore the severity of HIV / AIDS and family planning;

- Go beyond the emergency approach and orient the interventions in a sustainable approach;

- Building a "Joint Action" within the framework of the promotion of young girls and women would give more impact rather than working each in isolation.

BUSINESS PLAN

“Expansion and strengthening of the drinking water system in the community of San Diego, municipality of Teustepe, central region of Nicaragua”

I. Executive summary:

In 2012, the San Diego community committee promoted and organized the construction of the water system, in order to improve access to safe water for all families living in the community. In this effort, Asofenix contributed by supporting the construction and installation of some components of this system. Most of them were carried out by the community.

This water system is a mini aqueduct that works with electricity acquired from the national electricity grid and supplies water to the community, which through a drinking water and sanitation committee (CAPS) guarantees its administration, operation and maintenance. The main components of the system are:

1. Water source (drilled well)

2. Power supply

3. Electric pumping equipment

4. Drinking water conduction and distribution line.

This water system does not have water storage tanks. The system was designed to distribute the water by direct pumping to each household connection. In these conditions the water is distributed in a rationed way four hours a day, since the energy cost is high and the pump cannot be on for long.

San Diego, like all of the communities in the municipality of Teustepe, is located in the dry corridor of Nicaragua and the degradation of the forest cover has caused a significant decrease in the supply of water, causing the flow of the well that supplies the water system to be reduced significantly mainly in the summer months. During these months, the system fails to guarantee sustained access to water for the families of the community.

There are 10 homes that are located in the upper parts of the community, which, due to the low pressure in the pumping system, do not have access to water in their homes.

Regarding the financial aspect of the water system, the situation is critical because operating expenses exceed the income received from the provision of water service. The community population is growing rapidly. For this reason, it is necessary to expand and strengthen the water system to guarantee sustained access to water for all families.

Through the project the following activities will be carried out:

- Construction of a storage tank: It is necessary to build a water storage tank, so that, as its name suggests, it can store and distribute water by gravity to all homes. This will be made of concrete and will have a capacity of 30 M3 and will be located in the highest part of the community.

- Installation of a pumping system with solar energy connected to the national electricity grid: It is intended to install a set of panels with its pump and inverter that will be connected to the national grid. In this way, during sunny days it will work with solar energy and in hours of the night or days with little sun it will work with conventional energy. The clean and sustainable energy will drive the water to the storage tank and then be distributed to each of the houses by gravity. - Installation of a water treatment system

- chlorination system: A chlorinator based on chlorine tablets will be installed in the conduction line at the entrance to the storage tank that will improve the quality of the water by eliminating particles that present bacteriological contamination.

- An impulsion pipe will be installed from the well to the tank and part of the distribution pipe from the tank to the houses. The installed piping will be 2-inch diameter PVC SDR 27.

II. JUSTIFICICATION

Access to drinking water is a fundamental basic service that has a direct and significant impact on human development. However, most of the rural population does not have access to adequate drinking water and sanitation services.

In the central region of Nicaragua, drinking water and basic sanitation services are minimal. According to information from ENACAL, in the department of Boaco there are only 273 rural mini aqueducts.

This region has suffered from deforestation problems caused by cattle ranching and inadequate agricultural practices, which affects the depletion of water resources and the subsequent scarcity of water in the region. The lack of management of water resources and the lack of enforcement of laws that protect and preserve resources have contributed to a progressive deterioration in the quality and quantity of both surface and groundwater in this area.

Asociación Fénix works in rural communities in the department of Boaco, central region of Nicaragua, implementing comprehensive rural water and sanitation projects using renewable energy and appropriate technologies. In 2012 we collaborated in the construction of the water system in the San Diego community that would allow 31 families access to water. But now there are 10 families that lack this service because the system works with limited capacity due to the lack of a storage tank.

The high cost of electrical energy constitutes a problem for the economic sustainability of the water system. The leaders face serious problems paying the electricity bill, since the precarious income of the population does not allow them to increase the cost of energy to cover the operating costs of the water system.

Financial management and administration - San Diego community drinking water system

The water system is administered and managed by a Committee for Drinking Water and Sanitation (CAPS), which is made up of the following:

N° Name ID Position Contact

1 Jamileth Cerda Obando 366111180000B Coordinator +50578003567

2 Jaqueline del Socorro Campos 3612111900006N Vice coordinator +50586650247– Occasional available due to lack of network access WhatsApp (6-9 pm)

3 Erwin Antonio Calero Urbina 3661204780002N Treasurer

4 Abel Antonio Calero 3660905820002Y Secretary

5 Henry Antonio Calero González 3662901921000W Vocal

The system currently has 32 user families, who consume an average of 6.5 M3 of water monthly. They pay a stipulated rate of C $ 10.00 (ten córdobas) per cubic meter of water consumed. On average, each family pays C $ 65.00 (sixty-five cordobas) for an average monthly income of C $ 2,015.00 (two thousand and fifteen cordobas) equivalent to US $ 57.50 (fifty-seven dollars with 50/100).

The expenses correspond to the operating costs incurred in the management of the system and mainly contemplates the costs of:

• Payment of electric energy bill • Payment of collector labor

• Labor for repairs • Buy accessories to use (glue PVC, tubes, Teflon, etc.)

• Payment for registering rate (one working day)

• Well cleaning (for one day)

• Operator payment to turn the pump on and off monthly

On average, the total monthly expenses amount to C $ 2,342 (two thousand three hundred forty-two cordobas). Expenses exceed income by C $ 327.00 (three hundred twenty-seven cordobas). To overcome this deficit, committee members carry out various fundraising activities, including dinners and raffles. Annex record of income and expenses of the water system corresponding to the period 2020.

In this context, the business plan has been designed - Project: Expansion and strengthening of the drinking water system of the community of San Diego, municipality of Teustepe, central region of Nicaragua ”which details the activities that will be carried out focused on achieving the objectives and expected results as a result of the implementation of this initiative.

The project will be implemented in the San Diego community, municipality of Teustepe in the department of Boaco, Central Region of Nicaragua.

III. Objectives

General objective:

Contribute to improving the living conditions of families in the San Diego community by improving access to efficient and sustainable drinking water services. Specific objectives:

- Promote the integration and participation of the community in processes of follow-up to the actions of the project and monitoring of water quality.

- Guarantee access to drinking water for all households in the San Diego community by expanding and strengthening the community water system.

IV. Components and actions of the project:

The project promotes community participation as an integrating element in the development of the various activities that in an articulated manner contribute to achieving the proposed objectives.

The project has been structured in two components that are described below:

- Component 1. Strengthening of community structures for effective management of the water system: Community participation in the various phases of the projects is identified as a key factor to ensure their success. For this reason, ASOFENIX will accompany and strengthen the Drinking Water and Sanitation Committee (CAPS) as an organized structure in the community so that the water system is jointly expanded and improved. Among the main activities to develop in this component we have: a. Motivational and organizational assemblies b. General planning and evaluation assemblies with the community. c. Training and training in the handling of components (pumping system, chlorination system) d. Project evaluation.

- Component 2. Expansion and strengthening of the drinking water system: This component focuses on improving, strengthening and expanding the components of the drinking water system so that it operates with efficiency and quality, allowing it to meet the needs of the basic drinking water service in the community. In the development of this component, the following activities will be developed:

- Construction of a water storage tank: A concrete tank with a storage capacity of 30 cubic meters will be built, which will be built in the highest part of the community and from there, through the force of gravity, it will be distributed to all the households.

- Installation of a photovoltaic system connected to the national electricity grid: It consists of installing a set of solar panels to generate photovoltaic energy that will work in parallel with the national electricity grid. In this way it will supply the energy necessary for the operation of the water pumping system during sunny days.

- Installation of a water treatment system: A chlorination system based on chlorine tablets will be installed in the conduction line at the entrance to the storage tank, which will improve water quality by eliminating particles that present bacteriological contamination.

- An impulsion pipe: will be installed from the well to the tank and part of the distribution pipe from the tank to the houses. The installed piping will be 2- inch diameter PVC SDR 27.

V. Implementation strategy:

It is a community project aimed at satisfying basic human needs, for which the community participates in the process of organization, planning and decision-making in an integral way. The Drinking Water and Sanitation Committee will be the facilitator of processes at the community level. The families in an organized way will participate by contributing their time and labor in the development of the activities required by the project.

The capacities and knowledge of CAPS members will be strengthened through a training and education process that will allow them to adequately manage the components of the system and thus ensure the sustainability of the water supply system.

VI. Expected Outcomes:

Outcome 1: Women and men representing 42 families in the community are integrated and actively participate in the project activities.

Outcome 2: The 5 members of the CAPS have strengthened their technical capacities and are adequately managing the components of the water system.

Outcome 3: The community water system guarantees sustained access to safe water for 42 families residing in the community.

VII. Expected impacts of the project:

The development of this project will cause positive impacts in three areas: social, economic and environmental.

Social Impact: All families have access to drinking water in their homes, which allows them to apply adequate hygiene practices and improve health conditions. Economic impact:

- Families reduce health care expenses as a result of consuming safe water.

- The CAPS is able to establish a savings fund as a result of the savings in the cost of electricity.

Environmental impact:

- Access to water in homes makes it possible to promote the planting of trees in patios, thus helping to improve environmental conditions.

- The beneficiary families acquire more environmental education and protect the trees throughout the community.

VIII. Project duration:

The development of the components that are part of this project will be carried out in a period of eight (8) months as described in the following schedule: Nº Activities Quarter I II I Community organization 1.1 Assemblies of organization, planning and evaluation 1.2 Implementation of training plans II Drinking water system 2.1 Installation of a photovoltaic system connected to the national electricity grid 2.2 Construction of water storage tank 2.3 Chlorination system installation

IX. Sustainability

The sustainability of the drinking water system requires that sufficient economic income be generated to cover operating expenses and maintenance of the system. It is also necessary to create a savings fund so that the community has financial resources to replace any component of the system or carry out major repairs. The members of CAPS have assumed the commitment to operate the system to ensure its proper functioning for the period for which it was designed. For this reason, CAPS will make a monthly charge for the drinking water service to families according to the consumption registered in the water meter. In the same way, they lead the preventive maintenance activities of the various components of the drinking water system in order to prevent its deterioration, ensure the supply of water without interruptions and guarantee its sustainability.

X. Monitoring and follow-up:

Asofenix in the development of this projects, it implements participatory Planning, Monitoring and Evaluation mechanisms. It starts from an operational planning aimed at meeting the objectives and responsibilities are delegated. In the process, information is collected that allows evidence of progress towards meeting the objectives set, facilitating decision-making in the event of changes and also facilitating accountability processes. The monitoring plan is intended to be a tool that facilitates the development of the project, carrying out periodic monitoring of observation, measurement and continuous physical and financial evaluation.

XI. Project administration and execution:

The administration of this project is in charge of the Fénix Association and for its implementation it will have a multidisciplinary work team, who will be responsible for the development of the activities and the fulfillment of the proposed objectives. The work team is made up of:\

Jaime Muñoz: Renewable energy specialist. He will be the project manager. - He resides in Managua, he moves to the project site during the development of the activities. - E-mail: asofenixnicaragua@gmail.com Phone: +50583319795 -

Águeda Ordeñana: Agricultural engineer. Responsible for follow-up and monitoring of projects. Facilitates community organization processes. - He resides in the municipality of Teustepe, at a distance of 12 km from the project site.E-Mail: aordenananic@gmail.com Phone: +50584426958 -

Juan Carlos Calero: Civil engineer. Responsible for the civil works of the project (construction of storage tank, installation of water conduction line from well to tank) Phone: 505 8822 3490 -

Larry Zambrana: Electrical engineer. He will be in charge of the design and installation of the photovoltaic system connected to the national electricity grid. Phone: +505 78492330

XII. BUDGET The budget for this project amounts to U: S $ 15,000.00, of which the amount of $ 10,000 is requested, equivalent to 66.66% of the total cost. Asofenix together with the community will contribute the amount of US $ 5,000.00 equivalent to 33.34%, as summarized in the following summary table.