Document of The World Bank FOR OFFICIAL USE ONLY Report No: ICR00006245 IMPLEMENTATION COMPLETION AND RESULTS REPORT TF-B1371 ON A SMALL GRANT IN THE AMOUNT OF USD (2.72) MILLION TO THE FUNDACION AYUDA EN ACCION FOR IMPROVING THE LIVELIHOODS OF MISKITO INDIGENOUS PEOPLES IN LA MOSKITIA (P167767) JUNE 18, 2024 Social Sustainability And Inclusion Global Practice Latin America And Caribbean Region Regional Vice President: Carlos Felipe Jaramillo Country Director: Michel Kerf Regional Director: Benoit Bosquet Practice Manager: Maria Gonzalez de Asis Task Team Leader(s): Norman Russle Howard Taylor, German Nicolas Freire ABBREVIATIONS AND ACRONYMS ACICAFOC Coordinating Association of Indigenous and Community Agroforestry in Central America Asociación Coordinadora Indígena y Campesina de Agroforestería Comunitaria Centroamericana AD Afro-descendants AeA Ayuda en Accion Foundation Fundación Ayuda en Acción BE Beneficiary Entities CBO Community-based organization CC Community Council CDD Community-driven development CDE MIPYMES La Moskitia Regional Micro, Small and Medium-sized Enterprises Business Development Centre CPF Country Partnership Framework COMRURAL World Bank Project for Rural Communities DICTA Honduran Directorate of Science and Technology DINAF Honduran Directorate of Children, Adolescents and Family Dirección Nacional para Adolescentes y Familia ESCP Environmental and Social Commitment Plan ESF Environmental and Social Framework ESRS Environmental and Social Review Summary ESS Environmental and Social Standards GASFP Global Agriculture and Food Security Program GEMS World Bank Geo-Enabling Initiative for Monitoring and Supervision GoH Government of Honduras GP World Bank Global Practice GRS Grievance Redress Service (World Bank) ICF Honduran Forest Conservation Institute Instituto de Conservación Forestal ICR Implementation Completion Report IP Indigenous Peoples IPC Integrated Food Security Phase Classification JSDF Japan Social Development Fund LAC Latin America and the Caribbean Region MASTA Miskito Organization Miskitu Asla Takanka MEAL Monitoring, Evaluation, Accountability and Learning M&E Monitoring and Evaluation NGO Non-Governmental Organization PDO Project Development Objective PIU Project Implementing Unit PROBLUE World Bank Multidonor Trust Fund for Healthy Oceans PROGREEN Global Partnership for Sustainable and Resilient Landscapes RET Renewal Energy Technologies SEMPRENDE Service for Entrepreneurs of Honduras SENASA Honduran National Service of Security and Food Safety SSI GP World Bank Social Sustainability and Inclusion Global Practice TC Territorial Councils TOC Theory of Change UNAG Mistruk Regional National Autonomous University of Agriculture TABLE OF CONTENTS DATA SHEET ....................................................................... ERROR! BOOKMARK NOT DEFINED. I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ....................................................... 1 II. OUTCOME ...................................................................................................................... 7 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................ 14 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 15 V. LESSONS LEARNED AND RECOMMENDATIONS .............................................................. 17 ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ........................................................... 18 ANNEX 2. PROJECT COST BY COMPONENT ........................................................................... 26 ANNEX 3. RECIPIENT, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ...... 27 ANNEX 4. SUPPORTING DOCUMENTS (IF ANY) ..................................................................... 29 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) DATA SHEET BASIC INFORMATION Product Information Project ID Project Name Improving the Livelihoods of Miskito Indigenous Peoples P167767 in La Moskitia Country Financing Instrument Honduras Investment Project Financing Original EA Category Revised EA Category Organizations Borrower Implementing Agency Fundacion Ayuda en Accion Fundacion Ayuda en Accion Project Development Objective (PDO) Original PDO The development objective is to promote socio-economic productive activities to improve the livelihoods of Miskito indigenous peoples in Selected Territories in Honduras. Specifically, the project would work with Miskito communities seeking to target at least 1,800 Miskito indigenous peoples in the four selected territories. FINANCING FINANCE_TBL Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) Donor Financing TF-B1371 2,722,200 2,722,200 2,722,000 Total 2,722,200 2,722,200 2,722,000 Total Project Cost 2,722,200 2,722,200 2,722,000 1 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) KEY DATES Approval Effectiveness Original Closing Actual Closing 06-Nov-2019 21-Oct-2020 31-Oct-2022 28-Feb-2024 RESTRUCTURING AND/OR ADDITIONAL FINANCING Date(s) Amount Disbursed (US$M) Key Revisions 02-Sep-2020 0.00 Change in Implementing Agency Change in Institutional Arrangements 24-Sep-2020 0.00 07-Apr-2022 0.37 Change in Results Framework Change in Components and Cost Change in Loan Closing Date(s) Change in Implementation Schedule 24-May-2023 1.18 Reallocation between Disbursement Categories KEY RATINGS Outcome Bank Performance M&E Quality Satisfactory Satisfactory Substantial RATINGS OF PROJECT PERFORMANCE IN ISRs Actual No. Date ISR Archived DO Rating IP Rating Disbursements (US$M) 01 28-May-2020 Satisfactory Satisfactory 0.00 02 02-Dec-2020 Satisfactory Satisfactory 0.30 03 12-Jul-2021 Satisfactory Satisfactory 0.30 04 07-Feb-2022 Satisfactory Satisfactory 0.37 05 23-Aug-2022 Satisfactory Satisfactory 0.64 06 18-Mar-2023 Moderately Satisfactory Moderately Satisfactory 0.98 07 15-Dec-2023 Satisfactory Satisfactory 2.63 2 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) ADM STAFF Role At Approval At ICR Regional Vice President: Axel van Trotsenburg Carlos Felipe Jaramillo Country Director: Yaye Seynabou Sakho Michel Kerf Director: Ede Jorge Ijjasz-Vasquez Benoit Bosquet Practice Manager: Jorge A. Munoz Maria Gonzalez de Asis Norman Russle Howard Taylor, Task Team Leader(s): Norman Russle Howard Taylor German Nicolas Freire ICR Contributing Author: Norman Russle Howard Taylor 3 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES Context 1. Honduras is one of the poorest and most unequal countries in the Latin America and Caribbean (LAC) region and has faced relatively slow poverty reduction in recent years. In 2020, because of the pandemic and Hurricanes Eta and Iota, the share of the population living under poverty (US$6.85 per person per day at 2017 PPP) reached 57.7 percent, an increase from 49.5 percent in 2019. 2. The COVID-19 pandemic and Hurricanes Eta and Iota led to a rise in poverty from 2019 to 2020. Since then, the recovery of the economy and labor market, and the inflow of remittances, have helped reduce poverty. In 2022, Honduras saw a reduction in the fiscal deficit to 0.24 percent of GDP from 3.7 percent in 2021. This was mainly due to lower budget execution (42.1 percent) and an increase in corporate income tax revenues. However, there was a slight increase in public debt from 51.6 percent in 2021 to 52.3 percent of GDP in 2022 because of the recognition of previously unaccounted domestic debt. Human development outcomes in the country are among the lowest in Latin America and the Caribbean. For example, according to the World Bank's Human Capital Indicator, a child born in Honduras will be almost half (48 percent) as productive when he or she grows up than if he or she were guaranteed a complete education and health. This is lower than the average for the Latin America and the Caribbean region, which is 56 percent.1 3. The economic rebound in 2021, as well as the ongoing conflict in Ukraine, led to an increase in food prices increasing the high risk of food insecurity. In 2019, the extreme poor spent almost half of their income on food. A striking feature of Honduras is the deep and widening urban-rural divide in terms of quality of life for both the moderate and the extreme poor. This reflects significant disparities in access to basic services such as electricity, water, and sanitation, and internet usage, as well as lower human capital accumulation and worsen labor market indicators in rural areas. 2 4. While overall income inequality is stagnant since 2014, inequality in rural areas increased while it decreased in urban areas. Hondurans face deep and persistent disparities in access to and quality of education, with rural areas heavily penalized, even before the COVID-19 pandemic, despite relative high spending on education. Subnational disparities are particularly large; poverty continues to be most heavily concentrated in the country’s southwestern areas, in departments with higher shares of ethnic minorities, and in municipalities located in the south and southwest. 3 5. The Project area of influence: The Moskitia is in the easternmost part of Honduras along the Moskito Coast, which extends into northeastern Nicaragua. It is a region of tropical rainforest, pine savannah, and is accessible primarily by water and air. Its population includes indigenous and ethnic groups such as the Miskito, Tawahka, Pech, Rama, Garifuna, Ladino, and Creole peoples. The Moskitia has the largest wilderness area in Central America, consisting of mangrove swamps, lagoons, rivers, savannas, and tropical rain forests. The Rio Plátano Biosphere Reserve, a World 1 World Bank, Honduras Context Overview, 2023. 2 World Bank, Honduras Poverty Assessment, 2023 3 World Bank, Honduras Poverty Assessment, 2023 1 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) Heritage site, is a part of the Moskitia. The Moskitia region is part of the Gracias a Dios Department, the second largest department of the country after Olancho, with 16,630 km2. While the lush jungle rainforest is attractive for tourism, limited facilities and connecting transportation make it a challenge. The population exceeds 80,000 inhabitants, representing a population density of 4.8 inhabitants/km2, the lowest in the country. 6. The Moskitia is rich in natural resources (agricultural, forestry and fishery vocation). Its economy is predominantly sustained by subsistence farming and small-scale fishing practices, based on hunting, fishing and limited agriculture and silviculture. Subsistence activities have traditionally been divided by gender. Women tended to work on agriculture4 while men cleared the land, hunted, fished, and worked in seasonal jobs such as fishing lobster, sea cucumber and conch. Historically, it has been a balance between subsistence and commercial activities. The accumulative effects of the constant floodings and the hurricanes, including hurricane Julia in October 2022, had devastating consequences including crop loss and food shortages. As a result, in 2022 the Moskitia of Honduras faced the highest severity of crisis-level food insecurity with 43 percent of people lacking reliable access to affordable and nutritious food, according to Integrated Food Security Phase Classification (IPC). Studies on food insecurity in the Moskitia show this to be 17.9 percent higher than that experienced by people in the other 17 departments of Honduras. Multidimensional poverty5 in the Moskitia stands at 71.8 percent, above the national average of 67.2 percent. 7. The Project addressed improving the Miskito local production systems. These activities were designed to enhance the livelihoods of the target communities by bolstering food security and fostering a small-scale economy. The approach was tailored to the expressed needs of the participants, focusing on agriculture for food production, management of minor species, artisanal fishing, and the marketing of both agricultural and non-agricultural products produced by families within the communities. These initiatives were strategically proposed to leverage the unique potential and strengths of each territory engaged by the project. Upon project completion, the local economy of the Miskito families, attended by the Project, while still facing challenges, shows notable progress. This advancement is evidenced in reports and participants’ testimonials, which are documented in various communication products with links provided in this report. 8. The project followed a community-driven development (CDD) approach, providing small-scale matching grants (with a 20% contribution from the community group in kind or cash) to beneficiary indigenous Miskito communities, in selected territories, to promote productive activities . The selection criteria of participants are defined in the subprojects’ operations manual . These criteria include technical and financial viability of the proposals, experience, and affinity of the beneficiary group regarding the proposed activities, counterpart contribution, incorporation of the gender equity approach, etc. The process of promotion, call for proposals, and selection of subprojects was highly participatory and transparent with constant support and technical assistance from the Project Implementation Unit (PIU). The PIU made sure the necessary information and tools were provided in a timely and culturally appropriate manner (using the local language - each subproject had its community consultant who was Miskito ). Consultations and calls for proposals were placed and announced in collective media (radio), physically and virtually, in a way that allowed for more 4 Most of the women together with their daughters (which is a segment of the population that does not go to the sea or the lake to fish), perform various tasks in their small farms including preparing the fields, sowing seeds, cultivating, harvesting crops, and selling the produce, as well as raising small animals (pigs and chickens). 5 A measure that reflects the multiple deprivations that poor people face at the same time in areas such as education and health, among other essential aspects to have adequate living conditions. 2 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) people to participate and allowing them to make suggestions for improvements to the process. This process resulted in quality proposals. Training, graphic, and “low literacy" or "easy -to-read" documents were used. The participation of community leaders from the Territorial and Communal Councils and local organizations in the Subproject selection committee, and the promotion and monitoring of subprojects, were a key factor in the success and sustainability of the results of the Project. 9. The CDD approach allows for participants to decide what productive activities to implement, based on their experiences and needs. This approach was successful in strengthening the capacity of local communities to develop, implement, and sustain their own technical and managerial solutions, transferring the decision-making process to them, and strengthening their leadership in the areas supported by the Project. Due to the absence of a comparator group from non-treatment communities, a direct comparison cannot be made. Project Development Objectives (PDOs) 10. The Project Development Objective (PDO) was to promote socio-economic productive activities to improve the livelihoods of Miskito indigenous peoples in selected territories in Honduras. Specifically, the project was to work with Miskito communities seeking to target at least 1,800 Miskito indigenous peoples in the four selected territories. Key Expected Outcomes and Outcome Indicators 11. The key expected outcomes and outcome indicators of the project were: a) PDO indicator 1: Increase in income measured by the numbers of beneficiaries/participants who increase their income by 20 percent. The target was to reach 1000 participants of which at least 50 percent are female. b) PDO indicator 2: Reduction in production costs, measured by the number of beneficiaries reporting a reduction in their production cost by 20 percent. The target was to reach 1000 participant of which at least 50 percent are female. c) PDO indicator 3: Increase in productivity measured as the percentage of beneficiaries reporting at least 20 percent increase in productivity in their economic activities. d) PDO indicator 4: Number of direct beneficiaries of the project of which are 50% women. Components 12. The Project components and activities were the following: Component 1: Community Investments (subprojects). Estimated cost: US$. 1,800,000; actual cost US$. 1,807,659 This component financed subprojects at the community level to promote and improve productive activities such as fishing (production of artisanal boats, fishing nets, ice production, etc.) and agroforestry and poultry farming. Main activities: 1.1 Finance community-based subprojects via subgrants in the pre-selected territories (Katainasta, Auhya, Yari and Finzmos) 3 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) 1.2 Productive activities include fishing, agroforestry, and poultry farming. 1.3 Support participants to prepare the sub-project proposals and applications. Component 2. Building the Technical and Organizational Capacity of Community Groups. Estimated total cost: US$. 643,200; actual cost US$.688,329 This component financed the capacity building of beneficiaries to develop implement and sustain changes to improve their livelihoods, by developing relevant skills and competencies, through training and technical assistance. These capacities include technical training in sectors (agriculture, fishery, livestock, agroforestry) and fiduciary and managerial skills. Main activities: 2.1 Build the capacity of the beneficiaries including consultation, participation, and outreach as part of a systematic process. 2.2 Build services and strategies, aiming at stimulating enterprise, innovation, social capital, and community capacity. 2.3 Promotion of incentives for economic production. 2.4 Improve economic competitiveness of communities to respond to their needs by effectively identifying need, business opportunities and improve decision-making process. 2.5 Improve governance and the voice of the Participants in the Alliance for the Moskitia Component 3 Project Management and Administration, Monitoring and Evaluation, and Knowledge Dissemination. Estimated total cost: US$. 269,000; actual cost US$. 226,212 This component financed project management, including fiduciary and environmental and social management, a participatory monitoring process, knowledge dissemination and communication outreach. Main activities 3.1 Project Management and Administration 3.2 Monitoring and Evaluation. 3.3 Knowledge Dissemination Changes During Implementation: 13. The project underwent three restructurings, dated Sept 02, 2020, April 7, 2022, and May 24, 2023, that introduced changes in Implementing agency, components cost, extension of closing date, implementation schedule, and reallocation between disbursement categories. 14. The first restructuring was because the NGO “Organizations supporting indigenous peoples and local communities in Costa Rica and Central America (ACICAFOC for its acronym in Spanish)� originally selected to implement the project, did not sign the Grant Agreement because of security concerns in Puerto Lempira. With the restructuring, the NGO “Ayuda en Accion� (AeA) became the new implementing agency. AeA is a Spanish NGO with a Honduran branch and has vast experience in Honduras and in the Moskitia area as well as with CDD-type projects funded by bilateral and multilateral organizations. 15. The Project started implementation a year later, and after the first restructuring was approved and signed in November 2020. Once the first disbursement was made, AeA established a PIU and started hiring the required specialists. The process was delayed due to difficulties in finding qualified candidates for some positions in the Project area. It took about four months (until April 2021) to have the technical staff in place, and almost six months for the selection of the procurement, and financial management specialists. Other factors that delayed the start of activities include: a) the long consultation process with the indigenous communities crucial for the effective inclusion of the beneficiaries in the Project and the consolidation of the model of subprojects to be implemented by the communities; b) the increase in cases of COVID-19 in the Moskitia that limit face-to-face interaction with the indigenous 4 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) communities; c) the aspect of governance posed another challenge in view of the changes in the directives of the Territorial Councils (TC) that required the restructuring of the Subproject Selection Committee and restarting the consultation and socialization process, given that the new representatives were not willing to accept the agreements approved by their predecessors, representing a two-month delay; and d) a significant number of Beneficiary Entities (BE) with potential to implement subprojects were not legally established although they had been operating in the Project area for years. The Project provided legal assistance for the formalization of these, while working out arrangements to give additional fiduciary support to the BE to implement subgrants. All changes to arrangements are reflected in the updated Project and Subprojects Operational Manual. 16. The factors mentioned above, coupled with the devastations from ETA and IOTA hurricanes led to the second restructuring to: a) extend the closing date by 16 months from October 31, 2022, to February 28, 2024; b) adjust the results framework to adjust the end date of all indicators; c) do minor adjustment to the components’ costs; and d) review disbursement estimates. These changes implied a change in the implementation schedule and strategy, as proposed in the action plan submitted by AeA, and an adjustment to the original budget approved by the JSDF program. 17. The third restructuring was to reallocate resources between disbursement categories, to increase the consultant’s disbursement category, and to comply with the national legislation regarding workers’ benefits not originally planned in the Project Budget. This need arose from a PIU worker claim that was resolved through mediation by the Honduran labor authority which mandated the implementing agency to pay for the corresponding social benefits. 5 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) Theory of Change (Results Chain) 18. The Project paper did not describe a theory of change (ToC), but it is possible to articulate the underlying results chain logic from the stated outcomes, outputs, and activities. Figure 1 below, reflects this implicit TOC. Figure 1: Theory of Change: Components and Short term Development Objective Key Project Outputs activities outcomes Component 1: Community Investments Sub-projects for productive Improve the livelihoods of Miskito Project Management and Administration, Monitoring and Evaluation, and Knowledge - finance community- activities implemented by indigenous peoples in Selected based sub-projects communities using the CDD Territories in Honduras A2 - sub-projects for approach. A1 productive activities: Sub projects are formulated Beneficiaries increase fishing, agroforestry and and implemented by groups their income by 20% poultry farming. of beneficiaries organized in out of which 50% are - Support Subprojects community-based female. A3 with materials, tools, A1: Indigenous communities are willing to organization. equipment, Technical participate as implementors of subprojects and can Beneficiaries reduce Assistance. contribute with the required 20% of counterparts, their costs of demonstrating their commitment to the project's production by 20%, of Dissemination. success. which 50% are female. A2: By empowering the Miskito indigenous communities, with a specific focus on women, and providing them with the necessary resources, skills, The technical, fiduciary, ESF Beneficiaries increase and support, their livelihoods can be significantly Component 2. Building the and managerial capacities of by 20% productivity in improved, leading to increased productivity, income Technical and Organizational the beneficiary groups is their economic generation, and sustainable practices. Capacity of Eligible Beneficiaries. strengthened to implement activities, of which A3: Providing small-scale matching grants to the projects, using 50% are female. - strengthen the ‘capacity’ beneficiary indigenous Miskito communities will environmentally friendly strengthen their production capacity and enable of local communities to practices. A4 them to engage in productive activities such as improve their agricultural production, agroforestry, livestock livelihoods. Designed and implemented rearing, and fishery practices, thereby enhancing - design and implement strategies for stimulating their economic opportunities. strategies for stimulating enterprise, innovation, social enterprise, innovation, capital, and community A4: The project's risk management measures, will social Capital capacity. effectively identify, mitigate, and manage potential in La Moskitia environmental and social risks, elite capture, and low capacity of implementers, ensuring the project's sustainability and minimizing negative impacts. 6 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) II. OUTCOME Assessment of Achievement of Each Objective/Outcome Achievement of PDO (Efficacy): Substantial 19. The efficacy of the Project Development Objective (PDO) is assessed to be Substantial and because of adopting a multifaceted approach that led to beneficiaries lowering production costs, enhancing productivity, adopting cost- effective technologies, and embracing best practices, which contributed to an increase in income and additional knowledge that empowers the participants to continually refine their local production systems and improve their livelihood. 20. The efficacy of the project was assessed by reviewing achievements against the four expected project outcomes outlined in paragraph 11 above: “The key expected outcomes and outcome indicators of the project,� and achievements of the intermediate results indicators, reflected in table 2 below. 21. Table 1 provides a summary of project results in relation to the Project’s four outcomes and intermediate indicators based on key results framework indicators. The indicators were validated at several junctures: initially during the project's formulation, subsequently throughout the development of the Project Baseline Study, and continuously during the implementation phase. This validation was carried out with a high degree of participation, actively involving the beneficiary participants. Table 1. Revised Indicators Targets and Actual Achieved Results by Outcome: PDO and intermediate results indicators Baseline Project Target Variance End/ results C1 C2 C3 C4 C5 (C3-C4) PDO Indicators a) Number of beneficiaries that increase their income by 20%. 0.0 1175 1000 + 175 Indicator definition: Number of beneficiaries (average percentage) that saw an increase in their income, as a result of the project. Indicator is disaggregated by gender, geographic location, and type of subproject. The indicator counts production obtained by the participant, regardless of its destination (self-consumption, barter, exchange, donation, or commercialization). a-1) At least 50 percent are female 0.0 56 % 50 % +6% b) Number of beneficiaries that reduce their costs of production by 20%. 0.0 1639 1000 + 639 Indicator definition: Number of beneficiaries (average percentage) that saw a decrease in their cost of production, as a result of the project. A cost reduction is achieved when the costs are reduced by at least 20%. For production activities that did not exist before the project, the initial cost is the gross cost that the beneficiaries would have incurred during the acquisition of the products promoted by the project. b-1) At least 50 percent are female 0.0 60 % 50 % + 10 % c) Percentage of beneficiaries reporting at least 20 percent increase in 0.0 72 % 60 % + 12 % productivity in their economic activities Indicator definition: Percentage of beneficiaries that saw their level of productivity increase by at least 20%. For the activities that 7 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) did not exist before the project, productivity level was assessed using the productivity of similar subprojects that did not apply practices or technologies of lower cost. Indicator is disaggregated by gender, geographic location, and type of subproject. Productivity was calculated using the production obtained per unit area, and compared with the values obtained in the baseline. d) Number of direct beneficiaries 0.0 2010 1800 + 210 d-1) At least 50 percent are female 0.0 64 % 50 % +14 % Intermediate Results Indicators i) Percentage of groups of beneficiaries applying lower cost technology 0.0 100 % 60% + 40% Indicator definition: This indicator refers to affordable equipment, tools and resources that allow beneficiaries to improve their productive capacity. These technologies allowed participants to access and establish basic planting systems; and other activities promoted by the Project. It is considered that a group of beneficiaries is applying lower cost technologies when 90% of the beneficiaries individually apply them. ii) Percentage of groups of beneficiaries that implement the business plan/sub 100% 60% % projects Indicator definition: It is considered that a group of beneficiaries implements the business plan/sub projects, when they have a level of progress of 80% with respect to the financial goals of the evaluation period. iii) Percentage of groups of beneficiaries using good practices 0.0 100 % 60% + 40 % Indicator definition: A beneficiary that applies 60% of good practices defined by its economic activity is the minimum level of adoption accepted. Good practices were those that are environmentally and climate change friendly, and culturally appropriate. including the application of relevant Environmental and Social Standards. iv) Percentage of beneficiaries from the community investments 0.0 54 % 35% + 19 % Indicator definition: Percentage of communities of the intervention area, reached. v) Implemented monitoring system 0.0 100 % 100% 0 Indicator definition: Monitoring system is defined as a system that includes monitoring of production investments, mapping of regions and areas of intervention vi) Number of external evaluations satisfactorily completed 0.0 2 vii) Percentage of received claims resolved 0.0 100 % 70% + 30 % Indicator definition: A claim is considered resolved when the complainant receives in written a satisfactory response within the framework of the project. viii) Percentage of implementation of the Annual Operations Plan. 0.0 99 % 85 +14 % Indicator definition: The percentage of implementation is calculated by dividing the implemented amount by the POA programmed amount. 22. Below is an individual assessment of each indicator of the Result Framework: Number of beneficiaries that increase their income by 20%, out of which, at least 50 percent are female. 23. 1,175 participants increased their income beyond the goal of 1,000 participants, with 56% being women. This indicator is met through the satisfactory fulfillment of the indicators of reduction of production costs; increased productivity in productive activities; implementing low-cost technologies; applying good practices and based on culturally relevant sub-project plans. The increase in income, ranges from 37% to 82% depending on the productive areas of the subprojects. The greatest increase in income is in the production of rice (agricultural item); that’s where the local population has the greatest experience in cultivation. For the rest of the sectors, the increase represents a great achievement since several of them are introduced for the first time in the territory, such as poultry farms and horticultural crops. Most participants who did not reach the goal still saw in increase in income, but such increase is below the criteria established by the indicator; that is, their increases range from 2% to 18%. Within the agricultural production sector, participants were provided with seeds and plants for future harvests and that is expected to positively impact the income of these families once new harvests are obtained. 8 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) Number of beneficiaries that reduce their costs of production by 20%, out of which, at least 50 percent are female. 24. 1,639 participants (60% are women) reduced their production costs because of technical assistance and the implementation of good practices. This result exceeds the goal of 1,000 participants where at least 50% of the beneficiaries are women. The technical assistance, among other aspects, involved: a) personalized attention from the PIU, considering the nature of activities, the organizational learning curve of the cultural relevance, including the language barrier, b) timely monitoring of progress in the implementation of the applied knowledge, considering there are concepts that are new (monitoring, evaluation, procurement) for the Miskito people and in some cases do not have a translation into their native language, c) consistent with the Operational Manual for Subprojects, block purchasing (beneficiaries making a purchase as a group) and therefore achieving better prices for the goods purchased, d) implementing actions considering the high climate variability and climate change, and thus mitigating losses caused by them; e) implementing good agricultural, livestock and fishing practices, accompanied by low-cost technologies. Percentage of beneficiaries reporting at least 20 percent increase in productivity in their economic activities. 25. The results showed that 72% of the participants increased productivity in their economic activities , exceeding the goal of 60%. The achievement of this indicator is, in part, due to the following factors: a) access to economic resources, including post-harvest infrastructure, improved technologies (e.g., improved seeds, irrigation, fishing gear), and agricultural and fishery inputs provided by the project. b) technical assistance provided by the project which is based on traditional knowledge (the rotation of plots for crops, especially in rice production; the traditional way of preparing the soil without mechanization of processes; in fisheries, fishing periods are maintained according to the customary knowledge of the fishermen participants, thus determining which day, when and where to fish, etc.,) c) workshops and trainings were developed according to the times, and dynamics of the communities, resulting in more effective efforts to increase productivity, while in line with local ecosystems and with the conservation of biodiversity. Number of direct beneficiaries, out of which, at least 50 percent are female. 26. A total of 2,010 participants (families) have directly benefited; 1,287 are women (64%) and 723 are men (36%). More than 9,000 people were indirectly impacted - 54% of the communities of 4 Territorial Councils (42 of the 78 communities). To achieve the high participation of women, the PIU worked with the Territorial Councils (TCs) for their empowerment on this issue, and that facilitated the TCs, although composed mostly of men, to visit the communities to dialogue with the families, sensitizing men, and women. Awareness-raising days were held in the communities where the importance of involving women in productive issues with equal access to opportunities and assets as decision-makers was highlighted, especially in those cases where they are heads of household and therefore the primary source of income for the same. Added to this was the interest of the female population in having new opportunities in the territory, which gave them the possibility of establishing their own means of subsistence in their communities and close to their homes. 9 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) Percentage of groups of beneficiaries applying lower cost technology 27. 100% of the families participating in the subprojects, implemented a set of low-cost technologies in their production systems, in combination with good agricultural practices that make them more resilient to the effects of climate change. This exceeds the project's goal of 60%. Examples of low-cost technologies implemented by the BEs are: a) Preparation of fertilizers based on crop residues, livestock manure, fish (biofish) and incorporating them to provide organic matter to the soil; b) Elaboration of drains to eliminate excess water generated by rainfall; c) Cultivation in beds or huts, seedlings and use of improved guacas (hollowing of the soil to incorporate organic matter prior to transplantation of a crop); d) Production of organic products (bocachi6, composting, madrifol, ash broth, sulphocalcium broth) to fertilize and combat pests and diseases; e) Rescue of genetic material (filipita7, taro, yams, sweet potato, marzipan, cassava) of high cultural value; (f) Nonuse of agrochemicals; g) Implementation of seed and grain banks; h) Good fishing practices, such as the use of fishing gear in accordance with the measures set out in the fisheries law and the management plan for lagoon systems; etc. Percentage of groups of beneficiaries that implement the business plan. 28. 100% Beneficiary Groups implemented investment plans. The goal of the project was to have 60% of participants implement business plans. Due to the incipient state of “business� of the BEs, where many of the activities were aimed more at strengthening their food security, the Subproject Manual, in its section 4.3: "Presentation of the subprojects," justifies the development of an investment plan rather than a business plan. The Investment Plan is part of each subproject document that supports how the funds will be used, justification of the investment and evidence of income improvement through some economic or performance indicator. In accordance with the requirements of the Subproject Operations Manual, 100% of the Beneficiary Entities submitted and implemented their subproject documents with the following contents: a) Information on the BE/subproject implementers; (b) a description of the beneficiaries, disaggregated by sex and ethnicity and accompanied by a socio-economic baseline of the respective community; (c) Description of the development context of the Subproject; (d) Justification of the subproject; (e) General objective and specific objectives of the subproject; (f) Expected results of the subproject, (g) Logical framework of the subproject, including objectives, results by objectives, indicators, means of verification and assumptions; (h) Timetable for the implementation of the subproject; (i)Budget; (j) risk assessment of the respective sub-project; (k) Follow-up plan for the subproject; (l) Sustainability plan; (m) Mechanism for dealing with complaints, claims and suggestions, and (n) annexes, including evidence of consultation with subproject participants. Consistent with the Operational Manual for Subprojects, each subproject contained the evaluation criteria that were part of the calls. The subproject proposals were evaluated by a subproject selection committee made up of AeA and local actors involved in the community development works, including indigenous council leaders. Percentage of groups of beneficiaries using good practices 29. 100% of the BEs implemented good practices, exceeding the goal of 60%. The families participating in the subprojects implement a set of low-cost technologies in their production systems as explained below indicator #5: 6 Organic fertilizer resulting from a fermentation process where mixtures of different materials or organic waste are used in certain proportions, and certain additives are added that accelerate the decomposition process. 7 Variety of banana that is more resistant to pests, produces all year round and has better flavor. 10 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) "Percentage of beneficiary groups that apply lower-cost technology." This is done in combination with good agricultural practices that make them more resilient to the effects of climate change. Some examples of good practices implemented by the Project are: a) Solar photovoltaic systems, for which the project applied the Forced Labor Performance Declaration; b) Water pumping systems for the various needs of the subprojects; c) Energy- efficient equipment (inverted freezers, ice machines, etc.); d) Rice threshers, moisture and temperature meters; e) Hand tools for agricultural work and other needs according to the sub-project headings; f) Spray pumps for applying foliar fertilizers and organic repellents; g) Agricultural equipment, such as brush cutters, motocultores for lifting beds and terraces, grass choppers for the preparation of fertilizers, among others; h) Industrial equipment for the repair of boats and outboard motors; i) Handcarts for the transfer of inputs and agricultural work. Exceptional results were achieved to ensure the implementation of adaptability actions in the face of high climatic variability in the Moskitia, which consists of periods of high temperatures and frequent rainfall, commonly out of season, combined with acidic, clayey soils and no organic matter. The Project worked in the transfer of knowledge through the "PAPALANKY8" field schools for the implementation of good agricultural practices such as: preparation of seedbeds, installation of orchards, implementation of soil and moisture conservation practices, preparation, and application of organic products to correct the pH of the soil, control pests and provide nutrients to crops. In addition, strengthening environmental issues such as recycling, use of renewable energy sources and environmentally friendly practices. On social issues, strengthening the protection of children's rights, Gender, and Grievance Mechanism. Percentage of beneficiaries from the community investments 30. The project reached 54% of the communities in the intervention area, surpassing the goal of 35%. Project activities reached 42 of the 72 communities of the four Territorial Councils that make up the area of intervention. In terms of subproject coverage, the following were formulated and implemented: 10 in the FINZMOS TC, 10 in the BAMIASTA TC, 12 in the Auhya Yari TC, and 12 in the KATAINASTA TC. The breakdown in the typology of subprojects implemented is: a) 14 agricultural subprojects (home gardens and integral plots); b) 14 agricultural subprojects (agriculture + poultry); c) 10 subprojects in fisheries (scale and jellyfish); d) three poultry subprojects (poultry houses for egg production); and e) three subprojects in marketing services. Implemented monitoring system. 31. The Project has fully implemented its monitoring system and meets the established goal. AeA prepared a baseline study in October 2021 with the methodology to measure the project's indicators with cultural relevance and that would be part of the Project Monitoring System. The study: a) identified benchmarks for the expected results of the project; b) provided evidence on key contextual factors, determinants for the project implementation; c) defined the data collection methodology for the project's indicators, creating the basis for the analysis of data; d) developed the tools for measuring the project indicators aimed at facilitating the monitoring of the performance of the indicators during the implementation and at the end of the project; and e) defined the design and accompaniment process during the implementation of the project's monitoring and follow-up system. Monitoring 8 Pana Pana Lan Takaya Kiamkamra “PAPALANKY�, in english means “Let's go together to learn on your farm�. This is the “Field School� methodology which has been adapted or harmonized to the worldview of the Miskito, Pech, Tawahka, and Garífuna peoples. The PAPALANKY methodology emerged in 2019 as part of the technical assistance package of the PRAWANKA program aimed at families producing basic grains and food in these territories. 11 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) and evaluation proposed a strategy that combines a hybrid model between the technological tools of the use of applications and the more traditional methods of information collection, due to some limitations of the context. With the monitoring strategy, a MEAL (Monitoring, Evaluation, Accountability and Learning) network was proposed, involving the monitoring referent ON-AeA (National Office – Action Aid), field promoters and community consultants from each of the beneficiary entities. They were adequately trained. The community consultants (one consultant assigned to each subproject) collected the information generated from the families and fed the Kobo platform. Around 850 trainings on monitoring were held for community promoters and consultants addressing technical, fiduciary (Procurement and Finance) and Environmental and Social topics. Number of external evaluations satisfactorily completed. 32. The Project met its goal of having two (2) external evaluations (Audits). The first Audit for the period from October 21, 2020, to October 31, 2022, was carried out and received by the World Bank on May 2, 2023. Auditors issued an unqualified clean opinion on the project's financial statements for that period. The first audit report complies with the requirements of the terms of reference approved by the Bank and is therefore considered acceptable. 33. The second external evaluation is being carried out and has a completion date of June 29, 2024. A formal mid-term review was not carried out because there was not enough progress at that time on the approval of subprojects. Only 10 were approved and none were under implementation. However, there were constant supervision and biweekly meetings between the Task Team, PIU, and Implementing Agency. The second evaluation is due before June 29th. Percentage of received claims resolved. 34. The Project resolved 100% of complaints, which surpasses the goal of 70% of complaints resolved. During the life of the project, 78 complaints and claims (56 complaints, 5 suggestions, 2 claims and 15 petitions) were filed by 26 BEs and 5 interested parties (UNAG and Territorial Councils). Of the complaints and claims, 100% were resolved in favor of the entities and all the resolution results were accepted by the parties. All complaints were duly documented, and further details are given in the follow-up report to the Environmental and Social Commitment Plan (ESCP). The complaints were documented both physically in the project's complaints book and digitally in the complaint report that the IPU shares with the Bank. All persons who used the mechanism were duly notified of the resolutions. Monthly and consolidated semi-annual reports are available. Percentage of implementation of the Annual Operations Plan. 35. The Project met 99% of its Annual Operating Plan (AOP), against a goal of at least 85%. This value fluctuated between periods, for example, there was 3% compliance for the first report in June 2021 and 22% for the fourth reporting period corresponding to December 2022. However, the AOP is expected to be fulfilled 100% after the closure of the project because part of the activities of the POA 2023 will be fulfilled in the grace period of the Project corresponding to March 1 – June 31, 2024, consisting of the final evaluation of the project and the external audit. 12 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) Overall Outcome Rating 36. The Overall Outcome Rating of the Project is proposed as Satisfactory based on the achievement of its respective PDO and intermediary indicators, as described above, resulting in the improvement of the livelihoods of 2010 Miskito Indigenous families in the four selected territories of the Moskitia: Katainasta, Auhya, Yari and Finzmos. The above is the result of the project having successfully implemented its Theory of Change, and result indicators, achieving outstanding results in promoting socio-economic productive activities and improving the livelihoods of its participants. The project has exceeded its key expected outcomes and outcome indicators, such as reducing production costs increasing productivity, increasing income, implementing good practices -as described under the respective indicators, and with the strong participation of women, reaching 64% of beneficiaries- -see below some live testimony from beneficiaries. ✓ https://youtu.be/wEYnPAr5dPY?si=0LdhO-Og97Ns2egf ✓ https://youtu.be/qKKp2UsAt44?si=CtW7dvURQkhzeiRW ✓ https://youtu.be/UWAFH50Ur40?si=B9Cz0DtGg6BBqP0m ✓ https://youtu.be/_WC6mxteac0?si=U7s210GAQj6qcWZu ✓ https://youtu.be/GnftsgGdcHY?si=8q8ExNA6Hlrj2--2 37. The Project has effectively implemented community investments, building the technical and organizational capacity of community groups, has reached a significant number of beneficiaries, and has successfully integrated vulnerable populations, such as those with disabilities; has implemented a monitoring system and conducted external evaluations, ensuring accountability and continuous improvement. Overall, the project has demonstrated strong results, effective implementation, and positive impacts in the lives of the Project Participants. Other Outcomes and Impacts 38. Other benefits are intangible and cannot be measured quantitatively. These are related to the reduction of certain risks for participants of each of the subprojects. These include: the reduction of the risk of crop loss due to having plots in areas close to their homes; reduction of accidents due to moving long distances to work their gardens; the positive impact on the environment of the use of non-agrochemicals and the implementation of organic agriculture; and the availability of food and the improvement of the diet of families. 39. The Project established and fostered institutional synergies with other actors, like the CDE MiPymes (La Mosquitia Regional Micro, Small and Medium-sized Enterprises Business Development Centre), UNAG (Mistruk Regional National Autonomous University of Agriculture), ICF (Forest Conservation Institute), DINAF (Directorate of Children, Adolescents and Family) to support the BEs in the development of their productive and business activities and the protection of the rights of the most vulnerable groups such as women and girls. Efforts were made to coordinate with local indigenous authorities, municipalities and municipal agencies, cooperating partners, programs, and projects. Within the World Bank, cross-GP initiatives between the Agriculture and the SSI GP resulted in additional initiatives for the Moskitia and the Atlantic Coast of Honduras, for example the Additional Financing of the COMRURAL III (P174328) financed by the GAFSP to be implemented in the Moskitia and Atlantic Coast of Honduras, the PROBLUE initiative for Building Resilient Coastal Zones in Indigenous and Afro- Descendant Communities of the Moskitia-Costa Atlántica Region of Honduras; and the PROGREEN on Cultural uses 13 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) of land in the Honduran Moskitia region. All the above initiatives are expected to continue to move the attention toward the Moskitia of Honduras, contributing to the sustainability of the initiatives started by the Project (P167767). 40. During the grace period of the Project (which ends on June 29, 2024), the Project’s external evaluation will be completed and disclosed. During Project implementation, BBLs were held to share experiences, living testimonies from project participants/beneficiaries, lessons learned, updated results of the Project. Also, articles on various aspects of the project were published in more than 15 media9 including local, and international outlets, and on the Up-Front page of the World Bank Intranet10. III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME 41. Several factors affected the early slow pace of the project, sometimes annulling gains made, but also serving as lessons learned to build a more resilient livelihood of the Miskito People. 42. The Project was approved on November 6, 2019, became effective on October 21, 2020, and made its first disbursement on November 9, 2020. As partially mentioned under paragraph 14, the delay in declaring effectiveness was due to a change in the implementing agency, from ACICAFOC to Ayuda en Accion. Because of the remoteness and level of “hardship� of living in the Moskitia, the process of recruiting the PIU staff was also lengthy, taking approximately 5 months to install the PIU -in March of 2021. Also, the COVID-19 pandemic and the category 4 ETA and IOTA hurricanes that hit Honduras in November 2020, resulted in the project losing one full year of implementation. The PIU’s efforts in 2021 focused on the preparatory work and launching of the first call for proposals that after some rescheduling due to the presidential elections in Honduras, was finally launched in August/September 2021. The Project was affected by numerous other floodings that affected the Moskitia including the tropical storm 9 https://efe.com/mundo/2023-06-08/la-mosquitia-region-hondurena-que-mitiga-la-pobreza-con-agricultura-sostenible-y-ancestral/ https://efecomunica.efe.com/comunidad-de-region-mas-remota-de-honduras-transforma-su-mercado-gracias-a-las-renovables/ https://www.swissinfo.ch/spa/la-mosquitia-regi%c3%b3n-hondure%c3%b1a-que-mitiga-la-pobreza-con-agricultura-sostenible-y- ancestral/48576854 https://www.swissinfo.ch/spa/comunidad-de-regi%c3%b3n-m%c3%a1s-remota-de-honduras-transforma-su-mercado-gracias-a-las- renovables/48584282 https://www.infobae.com/america/agencias/2023/06/08/la-mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura- sostenible-y-ancestral/ https://rotativo.com.mx/internacionales/14osquitia-region-hondurena-mitiga-pobreza-con-agricultura-sostenible- ancestral_1506639_102.html https://www.latribuna.hn/2023/06/08/la-mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y-ancestral/ https://www.elpais.hn/la-mosquitia-mitiga-la-pobreza-con-agricultura-sostenible-y-ancestral/ https://noticias247.hn/fotos-la-mosquitia-la-region-de-honduras-que-mitiga-pobreza-con-agricultura-sostenible-y-ancestral.html https://contextohn.com/nacional/la-mosquitia-mitiga-la-pobreza-con-agricultura-sostenible-y-ancestral/ https://proceso.hn/la-mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y-ancestral/ https://headtopics.com/co/la-mosquitia-regi-n-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y-ancestral-39978801 http://cholusatsur.com/noticias/mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y-ancestral/ https://www.radioamerica.hn/la-mosquitia-mitiga-pobreza/ https://zonacero.com/multimedia/la-mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y-ancestral https://www.laprensa.hn/14onduras/misquitos-hondurenos-transforman-pesca-energia-solar-NM13861914 https://revistasumma.com/comunidad-de-region-mas-remota-de-honduras-transforma-su-mercado-gracias-a-las-renovables/ 10https://worldbankgroup.sharepoint.com/sites/news/Pages/Honduras-Traditional-Agriculture-and-Inclusion-Alleviate-Poverty- 27072023-170712.aspx?deliveryName=DM190721 14 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) Julia in October 2022. The communities learned from these events, and with the support of the PIU engaged in building more resilient productive systems, as explained under the indicator assessment in this ICR. 43. The relatively weak capacity of community-based groups, combined with the World Bank policy requirements, posed a challenge for the implementation of sub-projects. This required a significant amount of hands-on support from the Bank’s fiduciary, E&S, and technical specialists. It also required additional and significant support from Ayuda en Accion. Having a team of Territorial Promoters as part of the procurement and administrative staff plus the 39 community consultants, all from the Miskito region, was a key factor in the capacity-building effort. Capacity building activities were carried out to strengthen the administrative and procurement technical capacities of BEs to help them meet the objectives and goals of their subprojects. Members of the Territorial Councils have also participated in exchanges of experiences to improve the preparation of the subprojects’ proposals. Beneficiaries have participated in the training activities of field schools to improve their productive systems. The project established new strategic alliances with local authorities (i.e., with the Municipal Mayor's Office of Puerto Lempira, Municipal Office for Women (WMO), National University of Agriculture (UNAG), Directorate of Science and Technology (DICTA), National Service of Security and Food Safety (SENASA) and the Service for Entrepreneurs of Honduras (SEMPRENDE)) to strengthen their intervention in the territory and its sustainability. The PIU received continuous support and training from Bank specialists in procurement, financial management, disbursements, social and environmental standards, and GEMS that strengthened the M&E system. As a result, positive results were achieved in terms of governance in a multicultural context, social inclusion, meaningful consultations, gender equity, Climate Smart Agriculture Practices, etc. 44. Despite the efforts of the implementing agency to maintain a staffed PIU, by the end of the Project, the staff turnover was over 80%. The reason for this high turnover was the hardship of the Moskitia, and the fact that PIU staff are considered consultants and thus were not receiving full benefits according to the labor law of Honduras. The implementing agency dealt with this by ensuring that its staff (those not directly involved with the Project) covered the vacancies. The PIU started to implement, in April 2022, a modality of community consultant functioning as a technician to support the respective subprojects, and that contributed to capacity building of the BE organizations and community. On May 24, 2023, a third restructuring was processed to reallocate funds between Project categories, to ensure that all staff of the PIU receive benefits according to the national labor laws. This latest restructuring also satisfies the requirement of the Environmental and Social Standard (ESS2) 2 of the ESF in terms of Project Worker's Rights. IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME 45. During implementation, the project’s Task Team Leader changed twice. These changes implied adjustments in terms of management style as well as a learning curve; these had a moderate effect on the pace of the project. However, the project’s operation consultant, worked from the design to the closing of the Project, and represented a constant support to the TT. 46. Another factor was complying with the ESF documents and Fiduciary rules given the remote and isolation of the indigenous communities and the weak institutional capacity of the Beneficiary Entities. An example is that the Project Paper called for Business Plans, in a context in which the Project would contribute more to consolidate the subsistence economy of the BE, and less on the market. Another example is the approximately three months to lift the disbursement condition (LDC) of the Project, and because of what was interpreted as a stringent requirement, in terms of how many subprojects needed to be approved before LDC. The Implementing Agency also expressed that it was difficult to implement all procurement regulations, in a context where there are few qualified suppliers of goods and 15 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) materials. In a way, this situation was due to that this was the first World Bank Project in those territories of the Moskitia, and it was difficult to reach the right balance of streamlining. The Project addressed these measures by undergoing at least three restructuring, adjusting the Project Operations Manual, and having biweekly meetings between the task Team, the PIU, and the Project implementors, to find solutions to the different challenges that were arising. 47. To effectively communicate the initial activities of the Project Implementation Unit, an advisory committee to foster dialogue with indigenous leaders from the four TCs was promptly established. This initiative aimed to discern the unique needs of project participants. The committee's efforts were strengthened by socialization events held in each CT, utilizing the principle of free, prior, and informed consent to enlighten participants about the project's goals and their community roles. Territorial Promoters from the PIU played a pivotal role in collaborating with TC and Community Council (CC) leaders to mobilize communities and generate key subproject proposals. These proposals were jointly reviewed by the PIU and indigenous organizations representing the project participants. Subsequently, the PIU initiated meetings to structure productive groups based on pre-established project criteria, while community gatherings facilitated the identification of potential productive zones. The METAPLAN11 methodology proved instrumental during these sessions, enabling effective brainstorming among participants. Also, the recruitment of Miskito community consultants, one for each subproject (SP), significantly enhanced the technical assistance process within the Beneficiary Societies (BSs). Vigilant oversight by the TCs fostered participant engagement and bolstered community organization cohesion. Ultimately, the project's adaptability to isolated and remote areas overcame the lack of local administrative and technical support structures. This process has yielded valuable insights for future funding endeavors in the zone. 48. Two months before the project closure, 11 wells financed by the project and implemented by the Beneficiary Entities (EBs) were identified as contaminated. Out of these, for now, five wells are not treatable, because they require more complex technical solutions such as the installation of biofilters or the implementation of osmosis – a multi-stage water treatment process that removes contaminants from unfiltered water, or feed water, when pressure forces it through a semipermeable membrane. Following the “Bank Directive/Procedure: Environmental and Social Directive/Procedure for Investment Project Financing, October 26, 2023,� a Post Closure Action Plan (PCAP) was developed and approved. The PCAP includes a series of activities, such as interpreting analysis results, convening technical meetings with the beneficiary entities, and coordinating the creation of an awareness and training plan focused on the quality of the constructed wells. It also involves preparing simplified guides and manuals with recommendations for technical solutions to treat water from these wells, including the permanent application of sodium hypochlorite for disinfecting six of the treatable wells. Additionally, the PCAP facilitates the development of awareness and training sessions based on these guides, raising awareness about the unsuitability of the water from the untreatable wells for human consumption, obtaining agreement from the communities on the decisions to be implemented, and managing and documenting the acceptance of technical recommendations by the beneficiary entities. A report on the PCAP's implementation will be submitted to the Bank by Ayuda en Accion before June 30th, 2024. The Task Team also coordinated with the LAC agricultural GP (SLCAG) to follow up on this situation with the beneficiary entities, within the implementation of the Additional Financing for the Innovation for Rural Competitiveness Project – COMRURAL III (P174328 Innovation for Rural Competitiveness Project - COMRURAL III (Honduras)), which will be implemented in the Moskitia and Atlantic Coast of Honduras. 11 Metaplan is a qualitative group methodology designed to generate ideas and solutions, develop opinions and agreements, or formulate objectives, recommendations, and action plans. Its primary tool for information collection is the use of cards, which add a significant visual element to the discussion. 16 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) V. LESSONS LEARNED AND RECOMMENDATIONS 49. Project implementation experience and results corroborate the importance of implementing an adaptative approach, especially when working in the context of Indigenous, and with the malleability to learn and adopt building on ancestral practices to diversify food access. 50. There are several lessons learned from the project, including: a) Recruiting champions: It is crucial to involve community leaders in breaking down stereotypes and promoting inclusive results. While this effort may unfold slowly, its effects can be significant, such as enabling women to participate in roles usually held by men and to rise to leadership positions in fields where they have been historically underrepresented. The project is built from indigenous peoples' ancestral knowledge and way of life and works with local communal and territorial authorities and leaders, women and men, and youth, expanding their roles into champions for the inclusion of women in a leadership role in community production organizations, and project benefits. b) Team approach and mindset: During the planning phase of the Project more effort could have been given to tailor the application of fiduciary, and Environmental and Social policies to the context of the communities, instead of progressing by trial and error, which required time, and sometimes caused frustration among the Beneficiaries. The local context is changing due to climate change, the community's local socio-cultural and organizational dynamics and the country's context; All of which require the proactive participation of each team member, management, and project participants. Leveraging the Environmental and Social Framework (ESF) and having a mindset that enables the application of proportionality, adaptability, flexibility, "informed Risk Tolerance," and "Innovation" to find suitable, timely, and efficient solutions to challenging problems is key. c) Streamlining: Based on the above, it is important that donor and financial institution policies mandate a clear articulation during the project formulation phase of the practical approaches and measures to be adopted. This ensures the timely disbursement of resources to beneficiaries and enhances the flexibility of instruments such as the Project Operations Manual, allowing for the immediate and effective streamlining of processes to meet evolving needs. d) Collaboration: In the project's planning phase, it would be beneficial to focus on collaboration strategies with national and subnational institutions, community-level NGOs, and World Bank Global Practices that possess expertise in the various subjects the project aims to tackle. The success of the project is due in large part to its capacity to build collaboration around its processes and activities involving actors from the macro, meso and local levels of the country, including international actors and across World Bank Group practices, such as agriculture; and to translate the result of this collaboration into new actions that convey sustainability. e) Leverage the social capital of participant communities: Projects should harness the "community promoters" model, enabling these individuals (from the respective communities) to serve as "project workers," for example as communities’ consultants. This approach could ensure the cultural relevance of project activities. Additionally, offering training to these "community consultants" can further enhance their skills, fostering trust and rapport within the communities. . 17 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS A. RESULTS INDICATORS A.1 PDO Indicators Objective/Outcome: Improve livelihoods of Miskito indigenous peoples Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Number of beneficaries that Number 0.00 1000.00 1000.00 1175.00 increase their income by 20%. 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 At least 50 percent are female Number 0.00 500.00 500.00 658.00 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): 1,175 participants increased their income beyond the goal of 1,000 participants, with 56% being women. This indicator is met through the satisfactory fulfillment of the indicators of reduction of production costs; increased productivity in productive activities; implementing low-cost technologies; applying good practices and based on culturally relevant sub-project plans. The increase in income, ranges from 37% to 82% depending on the productive areas of the subprojects. once new harvests are obtained. Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Number of beneficiaries that Number 0.00 1000.00 1000.00 1639.00 18 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) reduce their costs of 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 production by 20%. At least 50 percent are female Number 0.00 500.00 500.00 983.40 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): 1,639 participants (60% are women) reduced their production costs because of technical assistance and the implementation of good practices. This result exceeds the goal of 1,000 participants where at least 50% of the beneficiaries are women. Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Percentage of beneficiaries Percentage 0.00 67.00 67.00 72.00 reporting at least 20 percent increase in productivity in their 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 economic activities Comments (achievements against targets): The results showed that 72% of the participants increased productivity in their economic activities, exceeding the goal of 60%. The achievement of this indicator is due to: a) access to economic resources, including post-harvest infrastructure, improved technologies (e.g., improved seeds, irrigation, fishing gear), and agricultural and fishery inputs provided by the project. b) technical assistance provided by the project which is based on traditional knowledge; and c) workshops and trainings Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Number of direct beneficiaries Amount(USD) 0.00 1800.00 1800.00 2010.00 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 19 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) Female beneficiaries Amount(USD) 0.00 900.00 900.00 1206.00 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): A total of 2,010 participants (families) have directly benefited; 1,287 are women (64%) and 723 are men (36%). More than 9,000 people were indirectly impacted - 54% of the communities of 4 Territorial Councils (42 of the 78 communities). A.2 Intermediate Results Indicators Component: Building the Technical and Organizational Capacity of Eligible Beneficiaries Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Percentage of resolved claims Percentage 0.00 70.00 70.00 100.00 received 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): The Project resolved 100% of complaints, which surpasses the goal of 70% of complaints resolved. During the life of the project, 78 complaints and claims (56 complaints, 5 suggestions, 2 claims and 15 petitions) were filed by 26 BEs and 5 interested parties (UNAG and Territorial Councils). Of the complaints and claims, 100% were resolved in favor of the entities and all the resolution results were accepted by the parties. Component: Project Management and Administration, M&E, and Knowledge Dissemination Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Implemented monitoring Percentage 0.00 100.00 100.00 100.00 20 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) system 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): The Project has fully implemented its monitoring system and meets the established goal. AeA prepared a baseline study in October 2021 with the methodology to measure the project's indicators with cultural relevance and that would be part of the Project Monitoring System. Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Number of external Number 0.00 2.00 2.00 2.00 evaluations satisfactorily completed 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): The Project met its goal of having two (2) external evaluations (Audits). The first Audit for the period from October 21, 2020, to October 31, 2022, was carried out and received by the World Bank on May 2, 2023. Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Percentage of implementation Percentage 0.00 85.00 85.00 99.00 of the Annual Operations Plan. 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): The Project met 99% of its Annual Operating Plan (AOP), against a goal of at least 85%. This value fluctuated between periods, for example, there was 3% compliance for the first report in June 2021 and 22% for the fourth reporting period corresponding to December 2022. However, the AOP is expected to be 21 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) fulfilled 100% after the closure of the project because part of the activities of the POA 2023 will be fulfilled in the grace period of the Project corresponding to March 1 – June 31, 2024, consisting of the final evaluation of the project and the external audit. Component: Community Investments Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Percentage of groups of Percentage 0.00 60.00 60.00 100.00 beneficiaries applying lower cost technology 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): 100% of the families participating in the subprojects, implemented a set of low-cost technologies in their production systems, in combination with good agricultural practices that make them more resilient to the effects of climate change. This exceeds the project's goal of 60%. Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Percentage of groups of Percentage 0.00 60.00 60.00 100.00 beneficiaries that implement the business plan. 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): 100% Beneficiary Groups implemented investment plans. The goal of the project was to have 60% of participants implement business plans. Due to the incipient state of “business� of the BEs, where many of the activities were aimed more at strengthening their food security, the Subproject Manual, in its section 4.3: "Presentation of the subprojects," justifies the development of an investment plan rather than a business plan. The Investment Plan is part of 22 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) each subproject document that supports how the funds will be used, justification of the investment and evidence of income improvement through some economic or performance indicator. Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Percentage of groups of Percentage 0.00 60.00 60.00 100.00 beneficiaries using good practices 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): 100% of the BEs implemented good practices, exceeding the goal of 60%. Unit of Formally Revised Actual Achieved at Indicator Name Baseline Original Target Measure Target Completion Percentage of beneficiaries Percentage 0.00 35.00 35.00 54.00 from the community investments 01-Mar-2019 31-Oct-2022 28-Feb-2024 28-Feb-2024 Comments (achievements against targets): The project reached 54% of the communities in the intervention area, surpassing the goal of 35%. 23 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) B. ORGANIZATION OF THE ASSESSMENT OF THE PDO Objective/Outcome: Improve livelihoods of Miskito indigenous peoples 1. Number of beneficiaries that increase their income by 20%. 2. Number of beneficiaries that reduce their costs of production by 20%. Outcome Indicators 3. Percentage of beneficiaries reporting at least 20 percent increase in productivity in their economic activities 4. Number of direct beneficiaries 1. Percentage of groups of beneficiaries applying lower cost technology 2. Percentage of groups of beneficiaries that implement the business plan/sub projects 3.Percentage of groups of beneficiaries using good practices Intermediate Results Indicators 4. Percentage of beneficiaries from the community investments 5. Implemented monitoring system 6. Number of external evaluations satisfactorily completed 7. Percentage of received claims resolved 8. Percentage of implementation of the Annual Operations Plan 1. Component 1: Community Investments (subprojects). • 44 subprojects implemented. • The project has reached 54% of the communities in the Key Outputs by Component intervention area, surpassing the goal of 35% (Linked to the achievement of the Objective/Outcome 1) 2. Component 2. Building the Technical and Organizational Capacity of Community Groups. 24 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) • 100% Beneficiary Groups implement investment plans/sub- projects. • 100% of the families participating in the subprojects, implement a set of low-cost technologies in their production systems. 3. Project Management and Administration, Monitoring and Evaluation, and Knowledge Dissemination. • The Project has fully implemented its monitoring system and meets the established goal. • The Project met its goal of having two (2) external evaluations. • The Project resolved 100% of complaints, which surpasses the goal of 70% of complaints resolved. • The Project met 99% of its Annual Operating Plan (AOP), against a goal of at least 85%. 25 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) . ANNEX 2. PROJECT COST BY COMPONENT Amount at Approval Actual at Project Percentage of Approval Components (US$M) Closing (US$M) (%) Community Investments 1,800,000.00 1,807,659.00 66.0 Building the Technical and Organizational Capacity of 653,200.00 688,329.00 24.0 Eligible Beneficiaries Project Management and Administration, M&E, and 269,000.00 226,212.00 10.0 Knowledge Dissemination Total 2,722,200.00 2,722,200.00 100.0 TOTAL PROJECT COST BY COMPONENT AND FINANCIER Component Original Actual JSDF % Counterpart % Counterpart % Amount Amount Financing AeA Beneficiaries 1. Community Investments 1,800,000 2,310,175 1,807,659 78% 0 0% 502,516 22% 2. Building the Technical 653,200 849,796 688,329 81% 161,147 19% 0 0% and Organizational Capacity of Eligible Beneficiaries 3. Project Management and 269,000 419,874 226,212 54% 193,662 46% 0 0% Administration, M&E and Knowledge Dissemination TOTAL 2,722,200 3,579,845 2,722,000 76% 354,808 10% 502,516 14% The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) ANNEX 3. RECIPIENT, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS A. Comments from Ayuda en Acción (Nonofficial translation from Spanish into English) The current report prepared by the World Bank Task Team addresses the main key points during the project intervention period. Furthermore, it describes the main achievements obtained, as well as the difficulties arising from the context and complexity that the Honduran Moskitia territory represents. For the Ayuda en Acción Foundation, this project leaves important lessons learned that will undoubtedly be incorporated into its institutional strategy, as well as in current and future funding for this area of the country. An important aspect to consider in the hiring modality of personnel is the country's legal framework, which must be considered so that Human Talent enjoys the prerogatives required in the labor code. During the implementation of the Project, Ayuda en Acción Foundation submitted to the World Bank a review of the consultancy contracts, achieving a positive change that favored the Project's Technical Staff. It should also be mentioned that the local personnel of the territory, that is, Miskito technicians and paratechnicians, were also favored with this approach, setting a positive precedent for labor conditions appropriate to the country's legal framework, comparable for other technicians from different projects. Here it is necessary to recognize that the premise "change the context, change the strategy" was correctly assumed by the World Bank Task Team who very diligently found mechanisms that supported this approach before the JSDF and allowed the adjustments. The Yamni Iwanka project represented a joint effort of the Project Implementation Unit (PIU) and the National Office of Ayuda en Acción Honduras, the latter dedicating exhaustive programmatic support that ensured the implementation of the theory of change, approaches, strategies, monitoring, and management of learnings; and from the administration and finance area, compliance with all the requirements demanded by the World Bank's regulations in a fragile context sensitive to conflicts. On the other hand, the country's leadership was coordinating strategic support that would allow the project to be a recognized part of the Moskitia development agenda promoted by the International Cooperation, Government, and particularly by the Indigenous Territorial Councils. In addition to the hurricanes Eta and Iota, the COVID-19 pandemic, the implementation of the project was affected by the required adjustments in its design, the stability of the personnel already mentioned, and by the political complexity existing both at the level of the governance of the indigenous peoples as well as the almost embryonic operational fragility of the project's beneficiary entities. This implied an effort to ensure the project's objectives, creating management mechanisms adapted to the context, additional support to the beneficiary entities in their administrative, financial, and operational management processes, and a very positive and active listening continuous dialogue with the World Bank to adjust the operation to the fragile context that was presented. To mention, access to banking with financial services and credit is very incipient in the Moskitia, as is the state of registration and formalization of suppliers and companies, and finally the complexity in the territory of transfers that must largely be done through the lagoon system, rivers, lagoons, and very poor roads that imply that any technical or administrative action takes up to 35 days more than other territories in the country. The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) B. Comments from the Final External Evaluation The draft ICR was shared with the team of consultants who prepared the final external evaluation. The following comments related to lessons learned were received: 1. The project is effective in terms of objectives met and achievement of goals. As a proposal for the improvement of livelihoods, it proves to be a good approach, especially when considering the particularities, i.e., access, distribution channels, preparation, supply, start-up, and high costs involved in an intervention of this scale in the Moskitia. 2. It is essential in this type of projects to adapt the operation manuals to the context of the beneficiaries. This includes reviewing technological gaps, connectivity, and feasibility of procurement procedures in high social risk scenarios. It also implies the use of an agile control mechanism and the use of simplified forms and procedures to allow greater effectiveness, particularly flexibility for the short lists of suppliers, simplified training on World Bank safeguards, as well as the use of local language to facilitate the appropriation of technical knowledge. 3. For the financial, social, and competitive sustainability of the subprojects, the strengthening of clusters is recommended, with business plans projected in different scenarios and the development of management skills, particularly those that lead to decision-making and planning. 4. When the gender perspective is required in an operating scenario, it should be considered not only as recognition of a historical debt to women, in order to reduce inequality; but as a driving force in the territories, with effective empowerment at a personal, social and strategic level in the development of communities, their vision on economic development, and the opportunities of a market that is moving towards the financial inclusion of women as a response to social progress. 5. It is appropriate that future interventions be supported by the social framework that this project developed, to strengthen the impacts and provide greater support to the community-based organizations that were created within the structure of this project. The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767) ANNEX 4. SUPPORTING DOCUMENTS (IF ANY) Press Releases a) https://efe.com/mundo/2023-06-08/la-mosquitia-region-hondurena-que-mitiga-la-pobreza-con-agricultura- sostenible-y-ancestral/ b) https://efecomunica.efe.com/comunidad-de-region-mas-remota-de-honduras-transforma-su-mercado-gracias-a- las-renovables/ c) https://www.swissinfo.ch/spa/la-mosquitia-regi%c3%b3n-hondure%c3%b1a-que-mitiga-la-pobreza-con- agricultura-sostenible-y-ancestral/48576854 d) https://www.swissinfo.ch/spa/comunidad-de-regi%c3%b3n-m%c3%a1s-remota-de-honduras-transforma-su- mercado-gracias-a-las-renovables/48584282 e) https://www.infobae.com/america/agencias/2023/06/08/la-mosquitia-region-hondurena-que-mitiga-pobreza- con-agricultura-sostenible-y-ancestral/ f) https://rotativo.com.mx/internacionales/29osquitia-region-hondurena-mitiga-pobreza-con-agricultura- sostenible-ancestral_1506639_102.html g) https://www.latribuna.hn/2023/06/08/la-mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura- sostenible-y-ancestral/ h) https://www.elpais.hn/la-mosquitia-mitiga-la-pobreza-con-agricultura-sostenible-y-ancestral/ i) https://noticias247.hn/fotos-la-mosquitia-la-region-de-honduras-que-mitiga-pobreza-con-agricultura-sostenible- y-ancestral.html j) https://contextohn.com/nacional/la-mosquitia-mitiga-la-pobreza-con-agricultura-sostenible-y-ancestral/ k) https://proceso.hn/la-mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y-ancestral/ l) https://headtopics.com/co/la-mosquitia-regi-n-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y- ancestral-39978801 m) http://cholusatsur.com/noticias/mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura-sostenible-y- ancestral/ n) https://www.radioamerica.hn/la-mosquitia-mitiga-pobreza/ o) https://zonacero.com/multimedia/la-mosquitia-region-hondurena-que-mitiga-pobreza-con-agricultura- sostenible-y-ancestral p) https://www.laprensa.hn/29onduras/misquitos-hondurenos-transforman-pesca-energia-solar-NM13861914 q) https://revistasumma.com/comunidad-de-region-mas-remota-de-honduras-transforma-su-mercado-gracias-a- las-renovables/ r) https://worldbankgroup.sharepoint.com/sites/news/Pages/Honduras-Traditional-Agriculture-and-Inclusion- Alleviate-Poverty-27072023-170712.aspx?deliveryName=DM190721 Testimonies s) https://youtu.be/O7MyvKrA-94?si=_LD2UFKcuUbRu_xK t) https://youtu.be/wEYnPAr5dPY?si=0LdhO-Og97Ns2egf u) https://youtu.be/qKKp2UsAt44?si=CtW7dvURQkhzeiRW v) https://youtu.be/UWAFH50Ur40?si=B9Cz0DtGg6BBqP0m w) https://youtu.be/_WC6mxteac0?si=U7s210GAQj6qcWZu x) https://youtu.be/GnftsgGdcHY?si=8q8ExNA6Hlrj2--2 The World Bank Improving the Livelihoods of Miskito Indigenous Peoples in La Moskitia (P167767)