By: Andres Varona, Agriculture & Food Security Program Officer at Partners of the Americas
The aim of this revamped rural development strategy, however, should not only be to win the hearts and minds of local people. Likewise, it should also incorporate mechanisms that empower a real and tangible improvement in the quality of life of rural communities that, for decades, have been systematically neglected. Such a strategy will require various levels of government (e.g. national, departmental, municipal, indigenous) to work in concert with a wide array of private enterprises (e.g. agribusiness, ICT, tourism providers), civil society organizations (e.g. NGOs, foundations, academia) and the international and bilateral donor community (e.g. United Nations, IDB, USAID, European Union) to develop and rollout a comprehensive rural development plan in Colombia’s conflict-prone areas. These initiatives should also integrate and promote the conservation Colombia’s natural protected areas, especially given that many of these ecological areas also straddle areas of high and medium conflict.
To be effective, inclusive, sustainable and participatory, this rural development strategy should prioritize the following three areas:
2) Generating quality and formal employment: While education is important, Colombians in conflict prone areas also need access to a more diverse base of quality and formal jobs. The absence of technical skills and formal employment opportunities leads many campesinos to either move to the cities in search of economic opportunities or fall victim to criminal or illicit activities that can provide them sustenance. In this way, there is much that the government, along with the private sector and academia, can do more to strengthen the technical skills of rural dwellers as well as generate good paying jobs in the most remote and conflict-prone communities. For example, the government could work with leading universities to expand its current network of National Learning Service (SENA) centers to more remote and conflict-prone areas. In partnership with leading public and private univerisities, these SENA center could get access to more resources (e.g. funds, books, technology) as well as a more robust course curriculm that empowers campesinos with the set of skills they need to work and generate value in the context of their communties. For example, these centers could also partner with private enterpirses (e.g. agribusinesses, hotel chains, energy providers) in order to train and hire people from conflict areas in various local and sustianble value chains, such as environmental management, permaculture, ecoturism, small enterprise development, renewable energies, among others.
3) Improving transportation infrastructure and market linkages: In addition to more schools and hospitals as well as increased technical capacities, rural communities in Colombia are also in desperate need of transport infrastructure. This means better quality roads that wither through intense tropical weather patterns. It also means revamping the country’s outdated rail network and fluvial ports so that local campesinos have transportation multiple transportation option to take the crops they produced to markets. In addition to infrastructure, these communities will also need better access to markets. This could be done by establishing procurement policies so the government as well private contractors have cost incentives to procure more of their materials and services (e.g. coffee, snacks, building materials, and call centers) from small and medium enterprises situated in these areas.