Professional Development, Entrepreneurship, and Labor Rights Workshops

Program Framework
2015-2016

Dana Terry
M.A. Diplomacy & International Relations
Program Director
Frank Vasconcelos
B.A. International Affairs and Philosophy
Program Co-Director

Documentation of Need/Problem Statement

Considered one of the poorest countries in Latin America, Nicaragua is a lower, middle-income
country with a population of 6.080 million, a GDP of 11.26 billion, and GNI of $1,790. 42.5% of
the population lives within the national poverty lines and 11.9% of the population lives on less
than US$1.25 per day which is considered below the international poverty line of living. Though
the overall poverty rate has fallen from 44.1% in 2011 to 42.7% in 2012, there are still many
barriers to shared prosperity that negatively affect Nicaraguas human development and growth.
The following report contains the most up-to-date data available online in the United States.
Education Demographics
As shown by 2013 country statistics compiled by UNICEF, the youth literacy rate in Nicaragua
(15 to 24) is 88% for female youth and 85% for male youth while the total adult literacy rate is
78%. 94% of female students and 93% of male students are enrolled in primary education, but
only 55% of the total students enrolled finish their primary education. 76% of urban students
attend primary school as opposed to 64% of rural students. 46% of female students and 35% of
male students graduate to a secondary education. Many children must discontinue their
education because their family cannot afford transportation, let alone textbooks, backpacks, and
schools supplies. It is also common for families living below the poverty line to force their
school-age children to seek work on the streets so that their family might have enough money to
eat. A lack of affordable and effective transportation infrastructure hinders a familys ability to
send their children to school so that they can gain the knowledge they need to break the cycle
of poverty.
Youth Unemployment and Underemployment
According to a 2010 report by the UNDP on youth ages 18 to 29 in Nicaragua, 40% of
Nicaraguan youth not in school are unemployed and 50% live in poverty. Adult students are also
negatively affected by the lack of access to educational institutions including academic and
trade schools, which dramatically impedes their ability to successfully advance in the workforce.
Due to this lack of access, it is common for much of the population residing anywhere outside of
the capitol to be without basic skills necessary for professional development such as using a
computer to write a resume and the internet to search for work or gather information. 89% of the
entire population uses mobile phones while only 13% of the entire population uses the internet
and 57% of the population resides within an urban area. As we observe in these statistics, the
ability to use a mobile phone has far surpassed the ability to use the internet even if residents
reside in an area considered relatively urban. For Nicaragua to grow economically in the future,
it is imperative that youth are afforded access to professional development training now.
Marginal Gender Equity
Though steps have been taken to close the gender gap in the workforce, men in Latin America
still earn 17% more than their female counterparts who, despite attaining equal or higher
education, work in lower paying sectors such as agriculture, healthcare, and teaching. Most
women in Nicaragua are in charge of maintaining the household through collecting firewood,
carrying water, producing agriculture, and caring for children. In Nicaragua, women age 15 and
above make up 47% of the workforce and 37% are at the head of their household. The high
percentage of female heads of household can be explained by an increased number of single
mothers due to either divorce, separation, or the 41.8% illegitimate birthrate. Abortion is
considered taboo, so it is very uncommon. All facts considered, empowering women is essential
for narrowing the gender equality gap as well as lifting families out of poverty.

Target Population and Solution

Since a huge contributing factor to poverty, underemployment, and gender disparity is a lack of
professional business skills, a professional development workshop program that targets women
and youth (18 to 29) is an effective strategy for alleviating these barriers. These workshops
should include all the basics of
business development training including
business/entrepreneurship classes on accounting, goal setting, prototyping, marketing, and
writing a business plan.
Proposed Workshop Areas of Focus
1. Outreach
a. Offer technical assistance to individuals with entrepreneurial aspirations, especially
marginalized groups such as women and people of lower socio-economic status in rural
areas.
b. Provide general assistance to small and medium businesses so they can make use of
certain media in order to promote business growth
c. Develop and run workshops for professional development and the use of technological
resources (Power Point, Microsoft Word, Excel).
2. Training (Human Development)
a. Discrimination against women in the workforce: Assist in the incorporation of women
into the workforce through workshops to empower them in professional training such as
how to use social media, find jobs, write a cover letter and resume, dress, and interview
etc. These workshops will also offer mock interview sessions. Each month, a local small
business owner will guest lecture on how she started her business and give any advice
she might have for other aspiring entrepreneurs.
b. Gender equality, human rights, and labor rights - Provide community education to low
income individuals on labor laws within local government, provide knowledge about their
labor rights, and how to file a complaint.
c. seminars about social justice - children's rights
d. Youth and professional-development- Educate youth on how to find jobs through social
media, offer workshops for writing a resume, and coordinate an apprenticeship or
internship program so participants gain practical work experience that may lead to
potential jobs inside or outside the community. Workshops will include role-play
interviews and problem solving activities. I will continue looking into a program for youth
to intern in the capitol for a semester and then return to Somoto to apply what they
learned in starting their own business. I would also like to look into scholarships which
would cover the cost of transportation to and from school and living expenses for those
looking to intern in the capitol.
3. Economic development
a. Use of resources in general-Training and technical assistance for young people with
entrepreneurial aspirations

b. Share additional resources that are available to the community. For example:
Economic aid (grants), donations, microcredits, etc.

Economic Analysis of the Community

Industries
According to CIA World Factbook, industries in Nicaragua as a whole include food
processing, chemicals, machinery and metal products, knit and woven apparel,
petroleum refining and distribution, beverages, footwear, wood, electric wire
harness manufacturing, and mining. The employed population is dispersed amongst
the following three sectors: 32% agriculture, 16% industry, and 51% service which
is primarily supported by tourism. The main industries in Somoto are dairying such as the
production of butter, the production of hammocks, and gathering pine pitch.
Employment and Unemployment Demographics
The employment population ratio for Nicaragua is 71%, and the average yearly earnings of
employees is $7,463 with an average 41 hour work week. Though the countrys overall
unemployment rate is only 7.2%, the underemployment rate is an astounding 46.5%. The brief
breakdown of employment demographics for youth and women can be seen below.
Youth
25% of youth are both unemployed and not enrolled in school. Each year, an estimated 118,000
youth enter the labor market only to be faced with low-quality job prospects. According to a
2013 study by Plan International, youth who study in inland, rural communities lack professional
skills and entrepreneurship training which severely impedes their path to employment.
Furthermore, there is a stark lack of jobs within these communities. Fostering youth
entrepreneurship through professional and entrepreneurship skills training is one possible
solution for youth employment as well as overall economic community growth.
Nicaraguas Ministry of Education, located in Managua, offers a youth and adult education
program called la Educacin de Jvenes y Adultos which is comparable to a GED (General
Education Degree) program. This program targets youth and adults over 15 years of age who
did not have the opportunity to join the education system. Through this program, participants
can partake in accelerated elementary school night classes, literacy school, third grade
education courses, and basic work-skills courses. Unfortunately, it is unclear as to when this
program will be accessible to the population residing outside of Nicaraguas capital city.
Women
64% of women are employed compared to 83% of men. Womens participation in the labor force
has increased from 49% in 2010 to 65% in 2013. 31% of women experience time-related
underemployment as opposed to 16% of men. This means that women are more likely to
experience insufficient work hours.
The sexual division of labor, according to sector, showed us the following results for
2001 (The following information is taken from a 2003 Asociacin Servicios de Promocin
Laboral (ASEPROLA)report):
Primary sector: Includes agriculture, hunting, and fishing: 30.6% of men, and 3.6% of
women.
Secondary sector: Mining, quarries, manufacturing, construction: 11.7% of men
and 5.1% of women.

 Tertiary sector: This is where the most women workers are found (26.3% of
women and 22.6% of men). It includes cafeterias, hotels, and restaurants (12.8%
of women and 10.4% of men) and commercial, social, and personal services
(12.9% women and 8.1% men).
For that same year, 4.2% of children aged 6-9 years were found to be working (5.2%
of boys and 3.2% of girls).
According to the Ministry of Labor, the average salary in Nicaragua in 2002 was
$213.70 per month.
Labor Rights
Labor inspection rate (inspectors per 100,000 employees): 31%
Labor inspection visits per inspector: 142
In 2002, there were 115 unions registered in Nicaragua- a reduction of 33% from 2000 (172
unions). The number of union affiliates has also decreased since 2000. In 2000, there were
6,226 people affiliated to unions, but this dropped to 4,655 by 2002. Recent cases on labor
rights violations have shed light on the number of people who are unaware of their basic rights
as employees including the right to unionize and submit a complaint to their governments
Department of Labor. An excerpt from the sugarcane plantation workers case has been
included below to illustrate the need for farther-reaching education on labor rights.
Restrictions on Freedom of Association In a recent case regarding poor workers rights, it
was found that very few people had information on their right as workers to unionize. Of the
employees who were interviewed in this case, none belonged to a union, and one informant
didnt understand the meaning of a union. About one-fourth of participants mentioned the threat
of termination and being blacklisted as a deterrent to attempts to unionize. Additionally, 65% of
respondents alleged that the unions operating within ISA had been bought by the company or
received some form of financial assistance from ISA, while 58% believed the unions never
defended their interests to their employer. Only one respondent could name a recent successful
achievement of the unions.
Community Resources and Assets
Community resources are very limited in Nicaragua and access to these resources is made
worse by poor infrastructure. Though social resources such as public health service and public
education are free, the countrys lack of adequate and affordable transportation excludes many
from accessing either. Most of Nicaraguas infrastructure is in Managua, its capitol city. Libraries
are too expensive for small towns and cities to have, but local schools often have small libraries
which are accessible to the public. Much of the rural population in Somoto, 69.3%, relies on
coffee production, but coffee prices have declined over the years. According to INPRHU, there
are Rural Alternative Education Centers which offer agricultural training. Estali, Somotos
largest city, has a for-profit Spanish language school called CENA, and three public universities,
and six private universities. Below is a list of local and international micro-loan institutes which
work near or in Somoto, Nicaragua.
Pro-Mujer- Pro Mujer is a Bolivian-based micro-finance organization which serves women
across 11 municipalities in Nicaragua: Leon, Chinandega, Masaya, Managua, Granada, Carazo,
Estel, Nueva Segovia, Madriz, and Matagalpa.
Due to its mountainous terrain and low population density, Pro Mujer in Nicaraguas
neighborhood centers are different from those in other countries. They are larger centers that

reach up to 8,000 clients each and cover vast geographic regions. The majority of clients in
Nicaragua live in remote, rural areas and Pro Mujer asesores (client advisors) must navigate
dusty roads by motorcycle to reach them to deliver services closer to their homes and
businesses. Nicaragua has been opening smaller satellite centers to take some of the
congestion away from the existing neighborhood centers and to continue growing without
diminishing the quality of the services offered.
CURRENT FINANCIAL PERFORMANCE IN NICARAGUA
Indicator
Number of Clients
Average Loan Balance per Borrower
Number of Communal Banks
Gross Portfolio (in $US millions)
Number of Neighborhood Centers
Number of Staff Members
Estel Office
From the former store Mil Colores
2 blocks East, 27 ft. North.

As of March 2014
56,355
$303
3,651
$17.0
16
421

Telephone 505 2346 23854

Email: communications@promujer.org

FINCA- FINCA is an international micro-finance organization with an office in Managua,

Nicaragua. FINCAs mission is to alleviate poverty through lasting solutions that help people
build assets, create jobs and raise their standard of living. With more than 20 years experience
assisting Nicaraguas lowest income entrepreneurs, FINCA Nicaragua is today a regulated
financial institution. It serves rural and urban clients through 14 branches, offering agricultural
loans, as well as Village Banking, individual and local currency loans, savings and money
transfer services.
Clients:
45,261

Loan Portfolio: Average

$28M
$695

Head Office
De la Rotonda del Gueguense
3 cuadras al Lago, contiguo a SUMEDICO
Residencial Bolonia, Managua, Nicaragua

Loan: Branches:
15

Year Founded:
1992

Telephone +505 2254-5120

Accion- Accion mission is to build sustainable, scalable microfinance institutions (MFIs) that
maximize both financial and social impact through providing management services, technical
assistance, investments and governance. Like a venture capital firm, Accion combines
investment of capital with managerial expertise. Their managers are typically seconded to
partner MFIs and use their experience to help build sound, commercial models of microfinance
that are scalable, profitable and carefully attuned to protecting clients' rights.

Management and Technical Assistance

Accion deploys teams of managers to work in select partner institutions in roles such as CEO,
commercial manager or product development manager to reinforce the management teams of
partner institutions, ensure the application of best practices and ultimately build institutional
capacity for the long term. We also often provide partners with technical assistance in
designing, implementing and strengthening the MFIs marketing, risk management, information

technology and human resources functions, as well as its microfinance products, services and
delivery channels.
Investment
Accion investment vehicles link MFIs to commercial banks and capital markets. Through equity
and quasi-equity investments as well as loan guarantees, Accion enables MFIs to expand
outreach, strengthen core systems, access innovations, attract deposits, become independent
of donor funds and establish financial leverage.
Governance
Accion provides strategic leadership to investee institutions through board participation. Board
representatives from Accion bring international and regional microfinance knowledge as well as
extensive professional networks and experience. They guide partner MFIs on strategy,
management and planning; provide financial oversight; lead committees; and support the MFIs
social mission.
FAMA- With the help of Accion, Financiera FAMA was established and made its first loans in
1992. Since then, Accion has continued to provide technical assistance to FAMA in the areas of
financial methodology, institutional development and human resources. In 2006, Accion helped
FAMA become a regulated financial institution. FAMA now offers a full range of tailored financial
products and services, including remittances and housing loans, to over 30,000
microentrepreneurs.

Key Indicators as of September 2014

Active Borrowers: 47,418
Average Loan: $760
Amount Loaned: $46,645,000
Active Portfolio: $36,033,000
Statistics are based on unaudited reports submitted by the institution. All currency listed in U.S.
Dollars.

Description of the Program

What will happen to a client from the point of entry to graduation? Describe activities, etc.
***E. Describe Outreach Methods and Collaborative Strategies
How will you ensure that people who need the services actually participate in the
program? Who are my critical stakeholders/collaborative partnerships? (ie leaders in
the community who can help with carry-out an internship/apprenticeship program, etc.)
1. Overall, describe how the target population will be identified, recruited, and retained.
In addition, describe the types of collaborative methods utilized to implement the
program and meet the needs of the programs target population.
***F. Identification of Unmet Needs
1. Many factors beyond an agencys control can influence the numbers of eligible
clients served. Identify what factors hinder (challenge) the programs ability to meet
the needs of its target population?

Item 1. Outcome Data Collection Table

Program Outcome Indicators

(Positive, measurable outcome indicators
that demonstrate how the program is
benefiting its participants)
1.

Program Outcome Findings for Each

Indicator
(Please be specific and measurable.)

2.
3.
4.
5.
6.
Utilizing your programs 2015/16 Outcome Measurement Framework, please list at least
one short-term, one intermediate, and one long-term program outcome indicator; and
provide the corresponding outcome findings (achievements) for each outcome listed. Please
focus on the most important outcomes that demonstrate the importance and
effectiveness of the program (direct client benefits only). It is important to note that the
indicators listed in the chart above must be measurable and include actual client
numbers that correspond with the percentages.

Agency Name: INPRHU (Instituto de Promocion Humana)

Item 1: 2015/16
Program Logic Model

Inputs
(Dedicated program
resources)
Volunteer facilitator/
coordinator (me)
NGOs: INPRHU and
maybe Los Quinchos
Entrepreneurship
Curriculum
Space and
accommodations
(computers, materials,
etc.) through INPRHU
Resources Needed:
*Curriculum with
applicable hands-on
exercises
*community advisors and
stake holders (ie NGOs,
people in the community,
etc.)

Program Name: Professional Development, Entrepreneurship, and Labor Rights

Workshops

Program Activities
Outputs
(List specific activities (Direct # of products or
demonstrating how the
units of services;
client is served)
activities quantified)
Gain community buy-In
Identify key community
stakeholders by meeting
with stakeholders at least
twice to discuss issue
areas, priorities, and
project proposals and
strategies for gaining
community involvement in
the programing).
Secure a facility and
Obtain one facility in a
necessary resources.
centralized area in
Ensure the environment is Somoto.
conducive to learning, and
capable of keeping the
learner engaged.
Outreach & Recruiting
Recruit at least five
women and at least five
youth for each workshop.
At least 60% of the
participants should be
female.
Enrollment & Intake
Have each candidate fill
out an application form to
verify eligibility for
participation, and then
provide paperwork for
those accepted into the
program.

Outcomes
(Direct benefits for participants during and after involvement in the program)
Initial
Intermediate
Long-Term

At least (x amount) of
participants will actively
attend the workshops.
100% of all participantsparticularly women and
youth- are aware of
various funding resources
for start-up businesses
such as grants and
microcredits and how to
apply for them.

80% of all participantsparticularly women and

youth- have the
knowledge, skills, and
inspiration to develop a
business, marketing, and
management plan.

70% of participants interested in joining

the workforce as an employee have the
knowledge and skills to successfully
search for, apply, and interview for a
job.
50% of partipants interested in joining
the workforce as an employee have the
knowledge and skills to successfully
attain work.

70% of aspiring
entrepreneurs are able to
successfully apply and be
strongly considered for a 50% of aspiring entrepreneurs are able
start-up grant or microto generate their own source of income
100% of participants who loan.
through setting up a business and
attend the labor rights
managing it successfully.
informational workshops - 70% of participants
men and women of all
interested in joining the
ages- are aware of their
workforce as an employee
labor rights, trade unions, have successfully
and how to file a complaint completed the application
with the Ministerio del
process for a position and
Trabajo (Ministry of Labor) are considered competitive
if their rights have been
applicants.
infringed.

Conduct Workshops

Create entrepreneurship
and job-shadowing
opportunities

Workshops will be
conducted in the following
areas (with the possibility
of expanding later):
business entrepreneurship
training and marketing
strategies for women and
youth; Finding and
attaining various funding
resources; labor rights
information training;
strategies for finding,
applying to, and
interviewing for a job.
Establish a partnership
between INPRHU and at
least two pre-approved
local public or private
businesses that will serve
to coordinate at least one
internship for any
workshop participant who
requires practical work
experience to be
successful in her/his
career.
Explore ways to create
apprenticeship
opportunities.
If an internship isnt
feasible, then bring in a
local small business owner
to talk about how she
started her business and
any advice she has for
other aspiring
entrepreneurs.

10

Goals and Over-Riding Principles

*These workshops will help grow the economic landscape of Somoto by increasing the number of successful businesses which will also reduce
the rate of unemployment.
*Gender equality will improve as women are empowered to join the workforce, start and manage their own businesses, work for themselves, and
work with each other.
*Labor rights in practice will improve as workers become better aware of their rights, trade unions, and understand how to effectively file a
complaint with the Ministerio del Trabajo should their rights be infringed.
Terms
Community Buy-In: Gain a sense of ownership and respect from the community you are working in through working with the community to
develop a set of issue areas, priorities, and project proposals.
Identify Key Community Stakeholders: Identify anyone who would be affected by the program. (ie volunteers, staff, officials, etc.)

11

ITEM 2: 2015/16 OUTCOME MEASUREMENT FRAMEWORK

Agency Name:
INPRHU (Instituto de Promocion Humana)
Logic Model Outcomes
(Short-term, intermediate &
long-term outcomes)

Measurable Indicator(s)
(Positive indicators that demonstrate the
program is benefiting its participants)

Program Name:
Professional Development, Entrepreneurship, and Labor Rights Workshops
Data Source
(Type of data source utilized to
measure the effectiveness of the
program)

Short-Term: At least (x
At least five participants will enroll in the training Intake Forms (Applications) and Sign-In
amount) of participants will
workshops, and will attend weekly sessions.
Sheets
actively attend the workshops.

Intermediate: 80% of all

participants- particularly
women and youth- have the
knowledge, skills, and
inspiration to develop an
employment plan or a
business, marketing, and
management plan.

At least 80% of individuals pursuing

entrepreneurship opportunities will develop a
business, marketing, and management plan.

Attendance records are collected during

each workshop. This information is tallied
weekly, and documented in monthly and/or
quarterly progress reports (develop human
services quarterly report).

Each participant will submit their plans for

review and further development during
scheduled feed-back sessions with
Individualized employment plans (ie what successful entrepreneurs and potential
At least 80% of individuals pursuing employment occupation, what are the requirements for employees.
opportunities will develop an employment plan. the occupation, what skill-sets need to be
developed to meet requirements, and
achievement time-frames)

Long-Term: 50% of
50% of individuals participating in the program
participants interested in
and/or completing the employment plan will
joining the workforce as an
obtain employment.
employee have the knowledge
and skills to successfully attain
work.

Long-Term: 50% of aspiring

entrepreneurs are able to
generate their own source of
income through setting up a
business and managing it
successfully.

Data Collection Method

(Explain what method(s) will be utilized to
collect program participant data)

Individualized business, marketing, and

management plans

Self-reports, employer verification, and

community input.

Through self-reports and monthly follow-up

with clients by the instructor.

50% of individuals participating in the program

Self-reports, employer verification, and
and/or completing the entrepreneurship plan will community input.
obtain employment.

Through self-reports and monthly follow-up

with clients by the instructor.

Successful entrepreneurs will help train current

interning students.