Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698075814444.pdf (Guyana)
ANNUAL REPORT 2013 Table of contents Chairperson Message Executive Summary 1.

Major Activities 2013 01 02 03 1.1 1.2 1.3 Presentation of 2012 Annual Report to the National Assembly Outreaches Complaints Received 2.

Participation on Different Committees and Activities 04 National Technical Working Group Training by Justice Institute 2.1 Working Group 2.2 2.3 2.4 World Indigenous Peoples day activities 2.4 National Task Force on Trafficking in Persons 3.

Financial Statement 4.


Proposed activities for 2014 5.

Challenges and Recommendations: 5.2 Challenges 5.2 Recommendations 05 07 07 6.

Appendices 09 1.

Plan: St Deny/Tapakuma 2.

Plan: Baramita 3.

Toshao Empowerment (JIG) 4.

National Technical Working Group 5.

Report on Day of World Indigenous Peoples 7.

Commissioners of Indigenous Peoples Commission 37 Message from the Chairperson It was a challenging year for the Indigenous Peoples’ Commission (IPC) mainly due to budgetary constraints.
The Commission was compelled to hold bi-monthly meetings to reduce expenses.

Commissioner Damian Fernandes also contributed his monthly stipends to assist in funding the work program of the IPC.

This money will be utilized in 2014.

The Justice Institute also assisted the Commission in conducting outreaches and providing training and capacity building to several Toshaos and Village Council; also, in the collaborative preparation of Village strategic plans.
The Commission also participated in three hinterland expositions.

I would like to thank my fellow Commissioners and the staff of the Secretariat for their kind assistance and support throughout the year.

It is the fervent hope of the IPC that the 2014 budget will be adequate to undertake more outreaches, training and capacity building, and activities aimed at the empowerment of Indigenous communities countrywide.
Sincere thanks also to the many Government Ministries and Agencies, NGO’s, Civil Society, Donors and the general public for their continued support to the IPC.

Sincerely .......................................... Doreen Jacobis Chairperson Indigenous Peoples’ Commission 1 Executive Summary 2013 The IPC, in spite of its limited financial resources, was still able to perform creditably during 2013.
As in previous years, alternative means were explored to obtain financial support to accomplish aspects of the Commission’s mandate, viz: “To establish mechanisms that will enhance the lives of Indigenous Peoples’ and to listen to their legitimate demands and needs.” In this regard, the IPC acknowledges the financial support provided by Commissioner Damian Fernandes who donated his monthly stipends to support the Commission’s work.

This will be utilized in 2014.


Additionally, cost cutting exercises included the re-scheduling of meetings to bi-monthly instead of monthly.

The sum total of these interventions resulted in the IPC being able to partner with two Indigenous Villages, and with a private organization which is working to enhance the rights of Indigenous Peoples.
The outcome of the two initiatives was a better understanding between Village the Council on what their strengths are and how these could be garnered to develop strategic objectives as a team and for the respective villages.

Two strategic plans were prepared collaboratively for these two village councils, representing their vision and eventual strategic outcomes with timelines.
Also, there was the better understanding of the Amerindian Act (2006) by thirteen Toshaos of Regions 3, 4, 6, 9 and 10 and how they can utilize the Act for the villages’ benefits.

The Commission was instrumental in the establishment of a Working Group in association with the Ministry of Natural Resources and Environment to investigate the consequences and environment impact of mining in the Kako river passing through the Kako village.
The intent of this investigation was to formalize mutually agreed plans between stakeholders with respect to the impact of mining as a model which can be replicated in similar situations involving Indigenous Communities.

However, the two parties (Village/miner) did not arrive at an amicable resolution.
The Commission was also an active participant on the National Technical Working Group (NTWG) responsible for taking the lead in negotiations on behalf of the Guyana Government with the European Union, Forest Legal Enforcement, Governance and Trade (FLEGT) agreement, as well as participating on the Ministerial Taskforce on Trafficking in Persons (MTFTIP).
In observance of World Indigenous Peoples’ day on 9th August, 2013, the Village Council of Isseneru Village, Region 7 organized a three-day exercise; the Commission participated in this engagement with invited members of Indigenous Communities of Regions 1, 2, 7, and 9, and the National Toshaos Council.
The representatives of the participating regions expressed their concerns to the Indigenous Peoples’ Commission and the National Toshaos Council and sought ways of improving relationships between the entities.

2 1.

MAJOR ACTIVITIES FOR 2013 1.1 Presentation of the Commission’s first Annual Report 2012 to the National Assembly The Commission became functional in May 2011 with its staff being appointed in September 2011.
On February 19, 2013, the IPC presented its 2012 Annual Report to the Honorable Speaker of the National Assembly, Mr. Raphael Trotman.

The presentation was witnessed by members on both sides of the National Assembly, some IPC Commissioners and the media.
1.2 Outreaches conducted Tapakuma Village, Essequibo Region 2, and Baramita, Region 1 took the initiative to invite the Commission to engage with the respective Village Councils to support with the strengthening of the Village Councils capacity to develop strategic plans for the Councils.
The IPC adopted the Community Life Competence Process (CLCP)1 as its way of working to engage Indigenous Communities; this process was applied in strengthening the Villages’ capacity for empowerment and good governance by developing strategic plans while fostering a team spirit for success in the respective Villages.

This application of CLCP and support was a result of each village commitment to develop a plan of what it would like to achieve within the remainder of its term as a Village Council.
In so doing each Council agreed to develop a plan of actions of intent for 2013-2014 bearing in mind that 2015 would be the year of village elections.

1.2.1 Training of Toshaos of Regions 4, 6, 9 and 10 The Justice Institute (JI), Guyana is an independent and impartial legal institute dedicated to upholding the rule of law and improving access to Social Justice and Environmental Justice.

Their work includes legal advice, strategic litigation, and teaching citizens how to use their rights.
The Institute received funding from the European Union to teach Leaders of Indigenous Communities about the Amerindian Act (2006).

The Institute sought the support and involvement of the Indigenous Peoples’ Commission for that initiative which was conducted in May 2013.

Twelve Tosahos and one Vice Toshao participated in this three-day exercise.

A report was produced from the engagement and is included as Appendix 1.
1.3 Complaints Received The IPC was carbon copied in five (5) complaints from Indigenous Communities on matters of concern ranging from land titling, extensions to existing titles, concerns on governance and 1 See more on CLCP on the site: http://aidscompetence.ning.com/ 3 accountability of Village Councils, monies owed to regulatory agencies by predecessors and domestic violence/abuse.
All complaints were acknowledged and regular updates were requested from the relevant entity that the complaint was directed to.

2.

PARTICIPATION ON DIFFERENT COMMITTEES AND ACTIVITIES 2.1 Working Group The Commission received a complaint from Ms. Belina Charlie alleging that she was being prevented by residents of Kako Village, Region 7 from using the Kako river to access her gold mining claim further up the river.
The Village Council and Villagers were protesting against any gold mining in the river since they feared water pollution and environmental damages.

The Commission attempted mediation to quell the impasse and with support from the Ministry of Natural Resources and Environment, established a Working Group with the purpose: “Explore the broader issues related to policy of mining and its potential impact on the lives / livelihood of especially the indigenous people.
“ Members of the Working Group included representatives from the Guyana Geology and Mines Commission, The Environment Protection Agency, Ministry of Amerindian Affairs, Ministry of Natural Resources and Environment and the Indigenous Peoples’ Commission.
This Group agreed to explore opportunities with the two aggrieved parties, to conduct an Environmental Impact Exercise2 (EIE)- this was intended to assess the potential negative impact of mining within the Kako area by doing a study to determine carrying capacity as well as continuous monitoring of the water quality.

Sadly, the two aggrieved parties did not provide the kind of collaboration required to make this EIE materialize and it was eventually put on hold.
2.2 National Technical Working Group The National Technical Working Group (NTWG), is the National Coordination body tasked with developing a Voluntary Partnership Agreement (VPA) under the EU Forest Law, Enforcement, Governance and Trade (FLEGT3) initiative.

The IPC was identified at a key stakeholder in this process and was elected to be a permanent member of the NTWG.
2 An initiative coined by the meeting to avoid conflict with the legal term Environment Impact Assessment which was initially thought as not being required for small and medium scale mining operations.

3 Forest law Enforcement Governance and Trade 4 Accordingly, the IPC has been an integral part of VPA negotiations in December 2012.
The NTWG also participated in a Chatham House discourse of 22nd Illegal Logging Update and Stakeholder Consultation meeting and make presentations on behalf on the Government, Private Sector and Indigenous Peoples / Civil Society.

2.3 A seminar on the Empowerment and Capacity Building of Amerindian Communities, Village Councils and Toshaos was held by The Justice Institute, in collaboration with the EU and IPC.
(See Appendix 2) 2.4 World Indigenous Peoples’ Day 2014 Held under the theme: "Indigenous peoples building alliances: Honouring treaties, agreements and other constructive arrangements" the Village Council of Isseneru with support of the Amerindian People’s Association held a series of activities in observation of the day on 9th August 2013.

The activities included invitees of other Indigenous Communities from Regions 1, 2, 7, and 9.
One of the activities was an engagement with the Commissioners of the Indigenous Peoples’ Commission; this was a welcome opportunity especially since the IPC was unable to make requisite visits to meet each community.

This specific activity was held on the7th August 2013, at the King’s Plaza, Main Street.

The report of the series of activities was produced by the Village Council with support of the Amerindian Peoples’ Association.
(Appendix 3) 2.5 National Task Force on Trafficking in Persons The Commission is also a member of the Ministerial Task Force on Trafficking in Persons which is the Government’s primary body through which counter trafficking in persons programmes are coordinated and implemented.

The IPC has been recognized for its valuable contribution to the work of this Task Force.

3.

FINANCIAL STATEMENT During 2013 the sum of $15,742,000 was allocated to the Commission, an increase of one dollar from 2012.
A further sum of $578, 985 was received during the year.

5 RECEIVED AMOUNT EXPENSES $ AMOUNTS $ Ministry of Finance 15,742,000 Stipends, Salaries, Gratuity & 13,927,443 (MOF) Add MOF Leave Passage 578,985 Travel & Subsistence 1,073, 395 Stationery & Office Supplies Outreaches 605,059 715,088 Total 16,320,985 16,320,985 A Donation of $181,440 and was received and not spent from Commissioner Damian Fernandes.

4.
PROPOSED ACTIVITIES FOR 2014 Description of Activities Intended Output/Outcomes Three community visits as necessary to follow up on specific issues Root cause of concerns / issues ascertained for better resolution and policy guidance Participate in media interviews Public Awareness 6 Participation in national events such as World Indigenous Peoples’ Day and Amerindian heritage month Public Awareness Study of Bina Hill as a model which provides technical support to cluster of communities within the Development North Council/Board Rupununi District To provide education opportunities for adolescent and youths.
Self-assessment of government and non-government agencies that integrally inter-face with Indigenous People.

To improve the services their provided to meet the the demands and needs of indigenous peoples Study NRDDB as a model for strengthening District and Regional Toshaos Councils To decentralize functions of the National Toshaos Council Conduct training with the Toshaos and Councillors.

strengthen To accountability.

transparency and 5.


Challenges and Recommendations: 5.1 Challenges The major challenge facing the Commission (since its establishment) is the availability of timely financial resources to effectively carry out the planned activities so that its mandate can be achieved.
This is considered a major challenge since it is public knowledge that the majority of the 70,000 plus Indigenous population reside in the hinterland Regions of Guyana, most of which are accessible only by air transport, river transport or by use of 4WD vehicles.

Also, for these visits to be meaningful, two-three-day engagements are required at a minimum, per visit.
This lack of accessibility undermines the ability of the IPC to develop trust and confidence of that population that the Commission is mandated to serve.

Visits to conduct requisite investigation, as was needed during 2013, were significantly hampered.

Missed opportunities, compromise the relationship that could be developed with Indigenous Communities.

This situation is exacerbated by the Commission failing to get permission to open a bank account since its establishment.
The scenario prevents the Commission from adequately seeking external funding even though many entities have indicated willingness to support the IPC’s work plan.

5.2 Recommendations 7  Parliamentary intervention to improve the ability of IPC to fulfill its constitutional mandate.

The recommendation here-in, shall also benefit the other Rights Commissions; Women and Gender Equality Commission and the Rights of the Child Commission.
 GUYANA’S Constitutional Reform in 2001 which saw the creation of the “Rights Commissions” while Section 212G of the Guyana Constitution states: “There are hereby established the following Commissions [….

], the goals of which are to strengthen social justice and the rule of Law” and that these Commissions “[….]

shall be independent, and shall discharge its functions fairly.” The Act No.
5 of 2001 also states that “A Commission shall be funded by a direct charge upon the Consolidated Fund in accordance with Article 222A.” Also, it would be very helpful if the IPC could have the opportunity to defend its work program and justify its associated budget.

In this way, the IPC will be better able to manage its affairs better, and improve deliverables related to its mandate.

8 6.
8 6.

APPENDICES Appendix 1 Strategic Plan of Tapakuma, St. Deny’s Village Council Building Competence of the Village Council members to better govern the villages of Tapakuma for betterment of the people of Tapakuma Autry Haynes, Chief Executive Officer- Indigenous Peoples’ Commission 2/26/2013 A.

Background Tapakuma Village is located in the Pomeroon Supenaam Region 2 of Guyana.

It has approximately 585 mixed indigenous people living within an area of 13 miles2.
The main economic activity for the Village Council is forestry while people of Tapakuma are engaged in farming.

Tapakuma has a primary school and a health Centre.

As required by the Amerindian Act (2006) the Council is required to have a plan of what it would like to achieve in its term in office which ends in 2005.
The Village Council at its statutory meeting of January 2013 agreed to apply Community Life Competence Process (CLCP) to support the development of the strategic plan, with the goal of having a plan of actions for the council for 2013 - 2015.

The application of the CLC Process had two specific outcomes: 1.

2.

Stimulating a different way of thinking, appendix 1 Developing a different way of Working, appendix 2 B.
Approach The Community Life Competence Process is driven by local ownership and starts from the strengths that the Village Council already harnesses.

The impact is a competent Village Council that aligns its various strengths and works together towards their common vision.

The Process used is SALT as its mean of facilitation to achieve the outcomes.

Over one day, five Village Council members were engaged in exercises that contributed to achieving the intended outcomes and output.
As part of the day’s exercise the Council members were also engaged in a process of capacity building which sought to help them to understand their rights and responsibilities as a Council.

9 The Council’s responsibility to govern in the best interest of the 585 residents that live within Tapakuma, was encouraged and to seek buy-in from major stakeholders within and out of Tapakuma.

The focus was, what would the Council like to achieve over its current term which ends by May 2015?
While there were general outcomes, the plans for up to April 2013 is delineated here, after which a review of how the members worked as a team and what was achieved will be done and planning for the next phase accomplished.

C. Outputs B1.
Vision The dream of the Village Council of what it would like to achieve over the period of its term in office is expressed in the vision: “A vibrant Village Council of Tapakuma working to achieve sustainable economic stability through agriculture and processing while seeking to improve education, infrastructure, utilities and maintaining our cultural traditions.” B2: Outcomes Having envisioned about what the foreseeable future will be once the concerns are addressed and the hopes are achieved, the Councilors discussed what are SMART outcomes that must be achieved to accomplish the dream.
The list of six SMART4 outcomes is: 1.

An accountable Village Council A Village Council that is vibrant by being accountable financially as well as improving its governance by being inclusive, for the benefit of the entire village.

Members of the Council working as a team demonstrated by taking on simple tasks to accomplish activities that Council agrees on and by advocating for ‘buy-in’ of members of Tapakuma to the Village Council’s plan in pursuit of the Village Council’s Vision.
The Council striving to keep village meeting as per schedule.

2.

Improved education Advocating adjustments of the curriculum of the primary school to include agriculture science, culture and language to reflect sustaining the village’s cultural traditions.

3.

Better Infrastructure Constructing or improving the roadways throughout the village and from Mainstay / Whyaka.

4.
4.

Sustainable economic stability Develop and implement plans for revitalizing farming focusing initially on cassava for supply to the cassava factory, thereby creating employment of young males and females.

Exploring other economic opportunities to strengthen the agricultural economic base of the farming community.
Seek opportunities to strengthen the forestry business within the village to include occupational safety and health as well as opportunities for generating the revenue base to the Village Council.

Explore opportunities for providing loans, revolving fund for agriculture 4 S – Specific; M – Measurable; A – Appropriate; R – Realistic and T – Time bound 10 and other economic opportunities as well as marketing opportunities for farmers produce.

5.
5.

Sustaining our Cultural traditions Exploring opportunities for sustaining the Arawak culture especially language.

Establish small groups to focus on stimulating cultural participation and involvement to support sports as another alternative social engagements as mean of sustaining the arawak cultural diversity.

6.

Improved utilities Strengthen solid waste management and explore opportunities for sustaining a clean environment and consideration for low carbon initiatives as well as electricity.
D. Key Decisions 1.

Village Council formally agrees to the plans herein as the official ‘work plan’ of the Village Council which will be formalized ate the Council’s statutory meeting of march 10, 2013.

To present the plan to the village on 31st March 2013 to get ‘buy-in’ To conduct a similar exercise for the sustainable economic viability plan with the wider membership of the village.

2.

3.

E. Appendices Appendix 1: 1.1 Stimulating a different Way of Thinking (WoT) 1.1.1 Are we human?
The Are we human question seeks to stimulate the Councilors towards looking at each other as humans and as they discuss the reasons for being human, develop the understanding that we be impartial with respect to our commonalities.

Once we agree that we are humans with characteristics as discussed, we go through the ‘learning experience’ with this perspective.
1.1.2 ‘Ready Pull’ exercise The idea of this exercise was to stimulate a mindset that would relax the students and make them comfortable to accomplish the intended purpose.

An exercise where participants were placed into groups and given a piece of paper [large enough for each group member to be able to have a hold on].

Each member of the group was required to have a hold on the paper and the Facilitator indicates when they should ALL pull on the paper.
This action is done 2-3 times, using the largest piece of paper after tearing it apart from pulling the previous time.

Then the BIG REQUEST!

Kindly put the pieces back together!

Members of each team work to put the pieces together to form the whole piece in the original state.

The team that makes the best fit wins.

A discussion ensued to ascertain what contributed to the group’s success.

The reasons for the win constitute the strengths of the group.
While the reasons for the other team not being successful would also highlight some 11 strengths of that group, as well.

The MAJOR lesson however is that as a group of human being we can work together as a TEAM.

1.1.3 Identifying strengths exercise Community Life Competence is strength- based process where communities utilize their strengths to build on while addressing common concerns.
It also contributes to communities thinking positively as they identify ways of working differently to achieve common dreams.

The Councilors were placed into groups and asked to select a clipping from a set of clippings displayed on the floor.

In each group they were asked to discuss the picture and identify the strengths they discern from the clipping.

Having done this for two to three times, the Councilors were asked to internalize the process and identify the strengths they possess as a team.
1.1.4 Hopes and Concerns Each participant was given a heart-shaped piece of paper and asked to write a concern and hope with respect to themself, their association with linden Care, their family and community.

In doing so, they were stimulated to reflect on the figurative heart of the person they were and that the figurative heart was the seat of motivation.

The concerns and hope as expressed by council members are presented in Appendix 3.
12 Appendix 2: 2.1 Stimulating a different Way of Working (WoW) 2.1.1 Envisioning: 2.1.2 The envisioning exercise seeks to stimulate the Councilors to dream about a future state where all concerns are being addressed and all hopes accomplished.

It was described as a state that is not perfect but where the team of Councilors can be competent with coping with life’s challenges that threaten them.
The dream building process included individual dream, then a group dream, each Councilor shared the individual dream which was merged into a common group dream presented in drawing.

2.1.3 Identifying SMART Outcomes Outcomes refer to achievable actions that contribute to behavior change that are institutional or organizational.

The outcomes that were presented by each group was merged and titled into the following SMART outcomes.
2.1.4 Action Planning Exercise Planning for actions to be implemented to accomplish the outcomes and the vision.

Appendix 3: Hopes and Concerns I’m concern about Conflict Resolution I hope it can be done, so we can achieve the most for our village We are not Working Together Love and unity for the community Some councilors are not always willing body That we can work together as a to participate and give suggestions after this workshop for the benefit of the entire village.
The ability to communicate with each other To achieve economic stability for our Villagers, job creation /farming projects We are not Working Together Development for the 356 / 586 persons Up to date records of income and expenditures It should be part of the administrative process and After we leave this Training, council should not hesitate to set up our 13 should be done at least yearly estimate to show where and where we Monies expend Appendix 3: Pictures Dreams of three groups from which the vision was derived.
The Village Council facilitated a process for school to include agriculture and language as part of the children’s curriculum so that people of Tapakuma enjoying better economic opportunities and living comfortably in the future.

A vibrant Village Council taking the lead to ensure that farming and processing plays a major part in the economic well-being of the people of Tapakuma and facilitated by.
14 People of Tapakuma living better lives with improved roads, clean Environment, utility services, and recreational facilities for children and youth.
Interactive group to demonstrate working as team Individual dreams being discussed to formalize a group dream 15 16 Appendix 2 Strategic Plan of Baramita Village Council Building Competence of the Village Council members to better govern the village of Baramita for the betterment of the people of Baramita Autry Haynes, Chief Executive Officer- Indigenous Peoples’ Commission A.

Background 1/26/2013 Baramita Village is located in the Barima / Waini Region 1 of Guyana.
It has approximately 3000 carib indigenous people living in 23 satellite settlements.

The Village Council is new having been elected in April 2012 but is committed to confronting the many challenges of governance and development of Baramita.

In pursuit of this commitment the Council sought to develop a plan of what it would like to achieve within the remainder of its term.
The Village Council agreed to develop a plan of actions of intent for 2013-2014 bearing in mind that 2015 is the year of election for the new council that will manage Baramita for another term.

Community Life Competence Process (CLCP) was applied to support the commitment of the Village Council members and staff to work over three days to develop the strategic plan, with the goal of having a plan of actions for the council for 2013 - 2015.

The application of the CLC Process had two specific outcomes: a.
Stimulating a different way of thinking, appendix 1 b.

Developing a different way of Working, appendix 2 B.

Approach The Community Life Competence Process is driven by local ownership and starts from the strengths that the Village Council already harnesses.

The impact is a competent Village Council that aligns its various strengths and works together towards their common vision.

The Process used is SALT as its mean of facilitation to achieve the outcomes.
Over the three days, eight village Council members were engaged in exercises that contributed to achieving the intended outcomes and output.

Over the three days the Council members were also engaged in a process of capacity building which sought to help them to understand their rights and responsibilities as a Council.
The Council’s responsibility to govern in the best interest of the 3000 residents that live within 23 satellite settlements of Baramita, was encouraged and to seek buy-in from major 17 stakeholders within and out of Baramita.

The focus was, what would the Council like to achieve over its current term which ends by May 2015?
While there were general outcomes, the plans for up to April 2013 is delineated here, after which a review of how the members worked as a team and what was achieved will be done and planning for the next phase accomplished.

C. Outputs B1.
Vision The dream of the Village Council of what it would like to achieve over the period of its term in office is expressed in the vision: “The Village Council of Baramita working together to reduce social threats of ALL the people by establishing better Utilities and Infrastructure and improved Health Services, Sports, Culture, Farming, Skills Training, and Working Together among Councilors and with all 23settlements.” B2: Outcomes Having envisioned about what the foreseeable future will be once the concerns are addressed and the hopes are achieved, the Councilors discussed what are SMART outcomes that must be achieved to accomplish the dream.
The list of nine SMART5 outcomes is: 7.

Reduce social threats Addressing the social threats such as alcoholism which was described as the root cause of the many social ills within Baramita.

Suicide, abuse (drug, alcohol, domestic violence, sexual and human trafficking and child labour) as well as noise nuisance and throwing of empty beer and other bottles on the airstrip were highlighted.

Developing a programme for psycho-social counseling and money management for the people of Baramita.

8.
8.

Better Utilities Improving communication between central Baramita and all 23 Settlements by road networks and telecommunication, expanding electricity including solar panel electricity, and making water available to the people of Baramita.

Further, an appropriate Solid Waste Management system will be developed.

9.
9.

Better Infrastructure Constructing or improving the roads to all settlements, constructing a nursery and secondary schools and a teachers’ dormitory as well as wells for water and play grounds in settlements.

A housing scheme will also be developed.

10.


Improved health services Expanding the current health Centre with one Health Worker to a Cottage Hospital with appropriate equipment and human resources so that ALL settlements could also benefit 5 S – Specific; M – Measurable; A – Appropriate; R – Realistic and T – Time bound 18 Activities 1.
Reduce social threats Year 1: 2013 Jan Feb Mar Apr 1.1 Present plan and seek support of business persons of XX Baramita 1.2 Explore opportunities for psychosocial and money XX management programmes 2.

Improved health services 2.1 Formal request to Minister of Health; CC: MLGRD, MoAA, RDC, IPC6 2.2 Discuss at Village Council meeting sponsorship of person pursuing medical training on the coast.

XX XX 3.
XX XX 3.

Improved Sports 3.1 Plan competition leading up to heritage month 3.2 Seek support from MCYS7 for sports equipment 3.3 Seek support from business community of Baramita 4.

Improved Culture 4.1 Participate in MASH plans organized by the Primary School XX XX XX XX 4.2 Stimulate involvement in dances, singing in plans for XX XX XX heritage month activities 4.3 Engage in cultural in cultural exchanges with Caribs in Suriname and with other tribes in different regions in Guyana.
4.4 Document experiences to share8 4.5 Explore opportunities for sustaining the Carib language 5.

Resuscitate farming 5.1 Consult with specific settlements about joint venture farming9 initiatives.

5.2 Do feasibility for poultry meat and egg production and cash and permanent crops activities 5.3 Develop Terms of Reference for technical support 6.

Way of Working between Councilors 6.1 Conduct outreaches to ALL 23 Settlements 6.1.1 Develop schedule for visit to each Settlement to be completed by May 2013.
XX XX XX XX XX 6 Correspondence to indicate expected outcome for the expansion of health services in Baramita.

7 Write letter to Minister of Culture and Sports 8 Acquire video recorder, camera and multi media projector 9 Aranka, Cassie Creek….
19 6.2 Develop Village Rules 6.2.1 Complete for Terms of Reference for outsourcing 6.3 Seek partnership with businesses and other key stakeholders of Baramita10 6.3.1 Write Russian Mining Co. re: outstanding commitments via Legal Aid (some infrastructure included here) 6.3.2 Engage the Guyana Police Force for strengthening partnership with the Village XX XX XX XX 7.

Facilitate Skills training 7.1 Seek support (also dependent on completion of Multipurpose building) 8.
Better Utilities (to be developed with outreaches to settlements) 8.1 Implement an appropriate Solid Waste Management system 9.

Better Infrastructure (to be pursued with Russian Mining Co.) 9.1 Road network 9.2 Play grounds in Settlements 9.3 Nursery and Secondary Schools 9.4 Teachers’ Dormitory 9.5 Multipurpose Building 9.6 Digging wells for water supply 9.7 Establish a housing scheme 9.7.1 Engage Food for the Poor for support in this initiative D. Key Decisions 1.

2.

3.

4.
2.

3.

4.

Village Council formally agrees to the plans herein as the official ‘work plan’ of the Village Council.

Review of accomplishments with support from facilitation team every quarter beginning in March 2013.

Meeting with Business Community of Baramita to seek partnership for implementing of plans within the strategic plan.
Engaging other stakeholders including Russian Mining Company, Guyana Police Force, Ministry of Health, Ministry of Local Government and Regional Development, Ministry of Amerindian Affairs, UN Country Team, Indigenous Peoples’ Commission.

10 To be initiated with business persons at the meeting on Monday January 28, 2013 where discussion will include initiatives for reducing social threat of alcoholism and seeking support for a sport competition leading up to Heritage Month.

20 5.
20 5.

Between February and April there will be two Village Council meetings on the second and last Fridays and from May the statutory meeting of the Village Council will be the last Friday of the month.

E. Appendices Appendix 1: 1.2 Stimulating a different Way of Thinking (WoT) 1.2.1 Are we human?
1.2.2 The Are we human question seeks to stimulate the Councilors towards looking at each other as humans and as they discuss the reasons for being human, develop the understanding that we be impartial with respect to our commonalities.

Once we agree that we are humans with characteristics as discussed, we go through the ‘learning experience’ with this perspective.
‘Ready Pull’ exercise The idea of this exercise was to stimulate a mindset that would relax the students and make them comfortable to accomplish the intended purpose.

An exercise where participants were placed into groups and given a piece of paper [large enough for each group member to be able to have a hold on].

Each member of the group was required to have a hold on the paper and the Facilitator indicates when they should ALL pull on the paper.
This action is done 2-3 times, using the largest piece of paper after tearing it apart from pulling the previous time.

Then the BIG REQUEST!

Kindly put the pieces back together!

Members of each team work to put the pieces together to form the whole piece in the original state.

The team that makes the best fit wins.

A discussion ensued to ascertain what contributed to the group’s success.

The reasons for the win constitute the strengths of the group.
While the reasons for the other team not being successful would also highlight some strengths of that group, as well.

The MAJOR lesson however is that as a group of human being we can work together as a TEAM.

1.2.3 Identifying strengths exercise Community Life Competence is strength- based process where communities utilize their strengths to build on while addressing common concerns.
It also contributes to communities thinking positively as they identify ways of working differently to achieve common dreams.

The Councilors were placed into groups and asked to select a clipping from a set of clippings displayed on the floor.

In each group they were asked to discuss the picture and identify the strengths they discern from the clipping.

Having done this for two to three times, the Councilors were asked to internalize the process and identify the strengths they possess as a team.
1.2.4 Hopes and Concerns Each participant was given a heart-shaped piece of paper and asked to write a concern and hope with respect to themself, their association with linden Care, their family and community.
In doing so, they were stimulated to reflect on the figurative heart of the person they were and that the figurative heart was the seat of motivation 2.1 Stimulating a different Way of Working (WoW) 21 2.1.5 Envisioning: The envisioning exercise seeks to stimulate the Councilors to dream about a future state where all concerns are being addressed and all hopes accomplished.
It was described as a state that is not perfect but where the team of Councilors can be competent with coping with life’s challenges that threaten them.

The dream building process included individual dream, then a group dream, each Councilor shared the individual dream which was merged into a common group dream presented in drawing.

Identifying SMART Outcomes 2.1.6 2.1.7 Outcomes refer to achievable actions that contribute to behavior change that are institutional or organizational.
The outcomes that were presented by each group was merged and titled into the following SMART outcomes.

2.1.8 Action Planning Exercise Planning for actions to be implemented to accomplish the outcomes and vision.
Appendix 4: Pictures Some of the Councilors and staff 22 Participants engaged in ‘Ready Pull’ exercise 23 Cultural Strength was imminent Concerns expressed by each participant Rum drinking was identified as the root cause of many problems in Baramita 24 Group dreams that contributed to creating the vision of the Village Council 25 Participants sharing the group dream in Carib \ Everyone participated in compiling the C 26 Appendix 3 JUSTICE INSTITUTE GUYANA with support from the EU Empowerment and Capacity Building of Amerindian Communities, Village Councils and Toshaos TOSHAO EMPOWERMENT KNOW YOUR RIGHTS: USE YOUR RIGHTS!
The Amerindian Act 2006 The Amerindian Act gives Amerindian communities special rights over their land to Control mining Control forestry Control who comes into their village, how long people can stay Control who lives where Control how people behave Use their resources wisely for future generations and many other rights.............................................

BUT: many communities and their toshaos do not know how to use the new Amerindian Act.

So they do not benefit from the law.


Justice Institute Guyana has developed a programme to help Toshaos use the Amerindian Act.

We offer 2 things (1) A training seminar for Toshaos on the Amerindian Act 2006 (2) Legal advice on the problems you have now with land or governance.

How will the seminar help you, as a Toshao?


Toshaos will learn What land rights your community has 27 What you can do about mining, forestry, What you can do about demarcation, extensions How to protect community resources for future generations 28 What you can do as a Toshao How to act as a rural constable, Justice of the Peace When you should get legal advice and how to find the right lawyer ...............and anything else you want to know!

We design each seminar to meet your needs.


You tell us what you want to know.

We focus on what is important to you.

We use expert lawyers to teach you.

We explain the law in simple words.

We give you step-by-step notes on how to use the Amerindian Act.

We expect participants to enjoy the training as well as learning from it!

Your benefits at the end of the training You will know how to use the Amerindian Act 2006.
For example, you will be able to: Deal with companies and businesses who want access to your resources Protect your land Protect your culture Develop more equitable, open and democratic societies Plan for sustainable development Participate more effectively in national policy decisions that affect you.

The legal advice It is not enough to know your rights.

You must also be able to use your rights.


Some Toshaos have problems with mining, forestry, people coming into their community, land demarcations/extensions etc.You are free to raise any problem relating to your land or governance.

As part of this initiative we can give you free legal advice to help you use your rights under the Amerindian Act!
29 Appendix 4 Report of the National Technical Working Group participation at the Chatham House meeting on 8-9 July 2013 Introduction The National Technical Working Group (NTWG), is the Steering Body for EU FLEGT in Guyana.

Since December 2009, the Government of Guyana (GoG) wrote to the EU requesting information on the EU FLEGT Programme.

An initial mission was conducted over the period 10-19th March, 2010 by a team from the European Forest Institute (EFI) and the European Union Commission.
Key Guyanese stakeholders which facilitated preliminary discussions with the EU team included the MSSC, NTC, international NGOs, Amerindian NGOs GFC, the private sector, EPA, donor agencies and the Diplomatic Community, a number of Government Agencies and Ministries.

In 28-29th September, 2010 and May 2011, the GFC requested for more specific information to be provided in the form of an assessment of Guyana’s forest monitoring and legality system.
Shortly after, the government of Guyana decided to enter into VPA negotiations in March 2012, with a first negotiation session taking place in December 2012.

Chatham House, home of the Royal Institute of International Affairs, is a world-leading source of independent analysis, informed debate and influential ideas on how to build a prosperous and secure world for all.
The institute:  Engages governments, the private sector, civil society and its members in open debates and affairs; developments international confidential discussions significant about in  Produces independent and rigorous analysis of critical global, regional and country-specific opportunities; and challenges  Offers new ideas to decision-makers and -shapers on how these could best be tackled from the near- to the long-term.
An invitation was extended to the NTWG to participate at the 22nd Illegal Logging Update and Stakeholder Consultation meeting and make presentations on behalf on the government, private sector and indigenous peoples / civil society.

In accordance with the sectorial presentations the following members of the NTWG were invited tp represent the NTWG: Tasref Khan, Mohindra Chand, Autry Haynes and Derrick Rowan John.
The NTWG also agreed to invite Mr. Eusi Anderson of the Ministry of Legal Affairs to be the legal mind to support the team of presenters.

While Mr. Anderson did not give a presentation, he responded to some of the questions from the audience.

The Chatham House meeting The Chatham House meeting of the 22nd Illegal Logging Update and Stakeholder Consultation was held 30 on 8 and 9 July 2013.

The meeting brought together some 280 participants from a broad range of stakeholders and countries.
The meeting was held with French and English simultaneous interpretation.
Discussions at the meeting centred on the following issues: implementation of the EU Timber Regulation (EUTR) and its impact on the timber trade; progress with the Voluntary Partnership Agreements (VPAs), including a session focusing on the negotiations in Guyana; ongoing efforts to tackle illegal logging in a number of countries, as well as remaining challenges; and policy options to improve the sustainability of agricultural commodities that impact on forests.
This report summarizes the presentations and related discussions held during the two-day event Summary of the presentations: Tasreef Khan, of the Guyana Forestry Commission Mr Khan opened the session with a presentation about Guyana’s engagement with the EU FLEGT VPA.

The government of Guyana decided to enter into VPA negotiations in March 2012, with a first negotiation session taking place in December of that year.

A first draft of a legality definition was presented in March 2013.
This received initial comments from the EU, and a workshop organized in the same month gave indigenous groups an opportunity to engage.

An updated draft is currently being produced and will be disseminated for public comment.

A list of products to be covered by the VPA has also been proposed and will be subject to national consultation.
The current proposal is that the VPA should initially cover only exports to the EU, with the possibility of subsequently amending the agreement to include exports to other markets.

A three-year road map has been proposed, although its implementation will depend on the availability of resources and on the agreement of all stakeholder groups.

Mohindra Chand, Senior Vice-President of the Forest Products Association of Guyana.
He offered some reflections on the broader framework within which Guyana is operating, of which FLEGT is one of many forest- and climate-related initiatives.

He observed that Guyana is at a good starting point for the VPA, with much progress having been made in meeting international requirements for initiatives such as Reducing Emissions from Deforestation and Forest Degradation (now REDD+) and the Low Carbon Development Strategy (LCDS).
This is complemented with important achievements in terms of SFM in Guyana, as well as a low deforestation rate.

Challenges remain, however, among which a shortage of skilled labour, high operating costs, an unstable export market, and poor and costly shipping facilities.
A participatory approach is being developed that includes initiatives such as the LCDS Multi-stakeholder Steering Committee, the Monitoring, Reporting and Verification (MRV) systems developed under REDD+, the FLEGT National Technical Working Group and a dedicated Land Use Committee.

More remains to be done to improve stakeholder awareness and consultation, and to incentivize good practices 31 – all of which will in turn improve governance.
Autry Haynes, Chief Executive Officer of Guyana’s Indigenous Peoples’ Commission Focused on the country’s efforts to build competence and promote the rights of indigenous peoples within an EU FLEGT framework.

Mr Haynes described the current situation as one of shifting dynamics, particularly in relation to the value of extractive materials and of ecosystems services.

In this context, his organization is working to protect and promote the rights of indigenous peoples in Guyana.
This is challenging, given the remoteness of the communities and the difficulties of accessing their lands.

Indigenous peoples may not be directly exporting timber products to the EU market, but they are critical to the process as rights holders: some 9% of Guyana’s population is indigenous, and many communities now have recognized rights over their lands.

The Amerindian Act is of particular relevance in this context, as it provides for collective rights and self-determination.
Work is being done to increase the capacity of indigenous peoples in Guyana, with a view to building the autonomy of communities so that they can be effective guardians and managers of their resources.

Derrick Rowan John, Chairman of the National Toshao Council (NTC).

The NTC provides a platform for 150 democratically elected indigenous leaders from the Guyanese regions.

Indigenous peoples own about 14% of Guyana’s land mass.
Communication is challenging, as these peoples belong to nine different tribes, each with its own language.

This is relevant to the FLEGT context, in which efforts are being made to reach out to them.

Guyana is interested in FLEGT as it could increase access to markets, enhance product value, improve the monitoring system and strengthen the capacity of indigenous peoples.

The NTC has been actively engaged in the VPA negotiations and will continue to be so.

Questions and discussion 1.


The first point made, highlighted the need to involve the opposition parties in the VPA process, as this has not been the case hitherto.

The need to establish a good dialogue was acknowledged by the government representatives, who also noted that the VPA will need to go to Guyana’s National Assembly for approval.

2.

What plans Guyana has to ensure that indigenous peoples are given the authority and the rights to participate meaningfully in the VPA.
In response, it was noted that Guyana has recognized the need to have a multi-stakeholder process, and that it was up to the stakeholders themselves to decide who should be part of the working group.

32 3.

Questioning the robustness of Guyana’s chain of custody, since several studies have found serious flaws in the system.

4.

The effectiveness of the consultation processes mentioned by the presenters was also questioned.
It was noted that there had been no consultation on the LCDS before it was published, and that people are blacklisted in the press if they speak out.

5.

In addition, although the land titling process was built into the constitutional agreement of 1966, it has not been concluded, suggesting a lack of interest in this matter on the part of the government.

Flaws with the implementation of the Amerindian Act were also noted.
The challenges of ensuring real consultations pose a serious problem for the VPA process, as does the lack of clarity about the recognition of tenure rights.

In addition, the fact that only export to the EU are being considered risks illegality continuing in the supply chains for other markets.

Last, concern was expressed that all the presenters had given the same impression, and that the perspective of those stakeholders who are worried about the situation in Guyana was not given.
There was agreement from the presenters that the system should control all exports, not only those going to the EU, but that resource constraints limit making as much progress as would be desirable.
Guyana is making efforts to find greater synergies among stakeholders and to resolve some long-standing questions, such as that related to land tenure rights for Amerindian people 33 Appendix 5 Report of the engagement between the IPC and indigenous peoples in observance of International Day of World Indigenous Peoples held 7th August 2013 in the King’s Plaza hotel, Main St. Georgetown, Guyana 1.0 Purpose of engagement and agenda On 2nd August the Commission by email received an invitation to participate in a World Indigenous Peoples day exercised organized by the villagers of Isseneru and which the APA was facilitating.
See invitation appended.

The agenda included: - Welcome - Introduction of participants by regions and villages - Introduction of Commissioners - Praises by Jawala Village - Purpose of meeting Land and the effects and impact of mining (Isseneru, Kako, Deep South, Chinese Landing and Jawalla) Land and forestry (Region 2 and Region 1) Other land problems LCD concerns in communities: consultations and FPIC Representation at higher levels Amerindian Act: inadequacy Other general issues 34 1.
Welcome The welcome was done by Jean La Rose as Facilitator on behalf of Isseneru and other participants.

She noted that the activity was part of the three days exercise in honour of International Day of World Indigenous Peoples.

The APA was happy to be in support of Isseneru and other organizers.

The effort of IPC to participate was appreciated.

2.

Introduction of participants by regions and villages The list of participants is appended.

There was representation from Regions 1, 2, 7, and 9.
A total of 130 persons were present.

3.

Introduction of Commissioners Autry Haynes, CEO, IPC was the only representative.

An excuse was offered on behalf of Commissioners.

5.

Praises by Jawalla Village Members of the Jawalla community offered praises which in context reflected “Hear our plea oh God, our land is crying out to you.” 6.

Purpose of meeting Toshao Lewis Larson explained the purpose of the engagement.
He noted that since in January 2013 when a ruling by the court was made in preference of a miner over the village lands and peoples, the people of Isseneru were concerned about their lives and livelihood.
Bearing in mind the theme of International Day of World Indigenous Peoples: "Indigenous peoples building alliances: Honouring treaties, agreements and other constructive arrangements”, villagers sought the support of other villages and people who shared the solidarity of those affected to conduct a series of engagement with IPC, NTC and bringing to the nation’s attention the plight of the indigenous peoples.

7.
7.

Land and the effects and impact of mining (Isseneru, Kako, Deep South, Chinese Landing and Jawalla) Of the many items for discussion, this was the only subject the time allocated for discussion was achieved.

All the villages that had issues related to mining and land made presentations.

At the outset participants expressed disappointment that no Commissioner participated.
The similarities of the concerns included: - There seem to the tendency to allocate rights of miners over the rights of indigenous 35 peoples for the lands especially where land titles have been allocated; - No Free Prior and Informed Consent was adequately applied with respect to giving lands for mining concessions; - Too many matters regarding mining and land issues are in the courts.

8.

Remarks of Autry Haynes on behalf on IPC Expressed appreciation for all concerns shared at the forum.
Noted the common tread permeating all expressions, especially the consequences.

Suggested that it might be a good opportunity for a compilation of all concerns into one document which in turn could be shared with the IPC.

This could be an output and supplement to the notes of the engagement.

He noted too, that the items listed for discussion were not exclusively separate from each other and in this context remarked on the Amerindian Act (2006).
He noted that the Amerindian Act may not be perfect but could be used to the benefit of indigenous peoples while effort was being made to strengthen it.

The efforts of strengthening the Amerindian Act should be done with consideration where there may be conflict with the Guyana Geology and Mines Commission Act, the Environment Protection Agency Act and the Lands and Surveys Commission Act.
Mr. Haynes also encouraged villages to develop Village Rules which could strengthen mitigation efforts of concerns that affect village governance and development.

He also encouraged, especially the villages that are engaged in lumbering to be more aware and update themselves about the current negotiations between Guyana and the European Union with respect to Voluntary Partnership Agreement regarding the Forest Law Enforcement, Governance and Trade (FLEGT).

Autry Haynes CEO 36 7.


Commissioners Doreen Jacobis Yvonne Pearson Marco De Souza Damian Fernandes Gerry Gouviea, A.A David James 37 Malcolm Rodrigues Matilda Saigo George Simon Patricia Singh James Singh Bebbi Haliema Khan (WGEC) Marissa Massiah (RCC) 38