Entry
60 Years of Cooperation with Latin America and the Caribbean
1962-1983
1984-2002
2002-2010
2010-2013
2013-2018
2019-2024
Countries
Goto first pageHaití
Following the political crisis in 2004 and the natural disasters of
2005, Switzerland launched a humanitarian programme in Haiti. Since 2013,
Switzerland has also been involved in development programmes aimed at
sustainably enhancing living conditions, reducing poverty, and bolstering local
administrations.
Over the past 20
years, Haiti has experienced several political crises and natural disasters,
which have exacerbated its fragility and had a negative impact on its economic
and social development. Haiti remains the poorest country in Latin America and
the Caribbean.
In this context, the SDC's cooperation has played an important role by contributing to the development of rural areas in Haiti.
In this context, the SDC's cooperation has played an important role by contributing to the development of rural areas in Haiti.
Cultural translator Jean Monclair Casseus Haiti
Jean Monclair Casseus is a professional driver.
He has been working at the SDC since 2008. He is a member of a team of five
drivers at the Swiss embassy.
A transport mission involves more than merely conveying individuals from one location to another and waiting for them for the return journey. There's more to it than that: you need to be aware of what's going on around you to avoid risky situations. In the event of a critical situation, you must alert your colleagues immediately. "I have a big responsibility to ensure safety," he notes. Jean Monclair Casseus takes great satisfaction in his daily work. "The fact that I've been doing this for 14 years is proof of that. In addition to his driving duties, Jean Monclair Casseus undertakes other types of missions. For instance, he worked as a logistician in a regional project office following the earthquake in 2010. Regarding the development of his country, he believes there should be more initiatives from his compatriots. "All Haitians want things to improve. There needs to be a collective wake-up call. It's up to us to make people abroad understand that we are in need of assistance. If it doesn't come from us, nothing will change." Casseus is disappointed in his compatriots' attitude. "They're waiting for someone to come to the rescue; they no longer have confidence in themselves." However, he has a positive view of cooperation work. "We are doing something tangible. Projects are being realised, and you can see that people are satisfied," he says. He does, however, observe that individual interest often outweighs that of the community. For his two daughters, aged 15 and 11, he hopes that they can complete their education, continue their studies, and find employment – a path that is far from guaranteed in Haiti. As for himself, his job makes him feel "comfortable in his skin", and he hopes to be able to keep doing it for many years to come. He concludes by expressing a desire for some reciprocity in terms of travel, stating that he would be delighted to visit Switzerland!
A transport mission involves more than merely conveying individuals from one location to another and waiting for them for the return journey. There's more to it than that: you need to be aware of what's going on around you to avoid risky situations. In the event of a critical situation, you must alert your colleagues immediately. "I have a big responsibility to ensure safety," he notes. Jean Monclair Casseus takes great satisfaction in his daily work. "The fact that I've been doing this for 14 years is proof of that. In addition to his driving duties, Jean Monclair Casseus undertakes other types of missions. For instance, he worked as a logistician in a regional project office following the earthquake in 2010. Regarding the development of his country, he believes there should be more initiatives from his compatriots. "All Haitians want things to improve. There needs to be a collective wake-up call. It's up to us to make people abroad understand that we are in need of assistance. If it doesn't come from us, nothing will change." Casseus is disappointed in his compatriots' attitude. "They're waiting for someone to come to the rescue; they no longer have confidence in themselves." However, he has a positive view of cooperation work. "We are doing something tangible. Projects are being realised, and you can see that people are satisfied," he says. He does, however, observe that individual interest often outweighs that of the community. For his two daughters, aged 15 and 11, he hopes that they can complete their education, continue their studies, and find employment – a path that is far from guaranteed in Haiti. As for himself, his job makes him feel "comfortable in his skin", and he hopes to be able to keep doing it for many years to come. He concludes by expressing a desire for some reciprocity in terms of travel, stating that he would be delighted to visit Switzerland!
Andrin Fink "We will continue our mission to help communities." Cooperation office Port-au-Prince
Andrin Fink "We will continue our mission to help communities." Cooperation office Port-au-Prince
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During 2023, the Swiss embassy in Haiti was transferred to the Dominican
Republic. In addition, a swift withdrawal from bilateral cooperation and,
consequently, the termination of bilateral programmes, is set to take place at
the end of 2023. However, Andrin Fink, head of international cooperation in
Haiti, says that the Swiss Agency for Development and Cooperation (SDC) will
maintain its presence in the country through other instruments, including a
humanitarian office known as 'Swiss Cooperation in Haiti'.
What does a responsible exit from Haiti mean to you?
To me, a responsible withdrawal from bilateral cooperation in Haiti means ensuring that the accomplishments of recent years are preserved. Swiss cooperation enjoys an excellent reputation, particularly for its local activities among the Haitian population. We have been particularly active in Haiti's southern peninsula, where we have worked very closely with local stakeholders in two distinct areas: local governance and economic development. These two pillars are crucial for Haiti's development, and we hope that our programmes have laid a solid foundation that will endure after our departure. In my view, a responsible exit involves laying the groundwork to ensure that our activities can continue after our withdrawal.
After ten years in Haiti, what will be the SDC's main legacy?
The SDC has not created a legacy in its own name, but on behalf of the Haitian population and authorities, who are expected to continue its activities. The SDC has sought to create projects that will endure, not as an abandoned legacy, but as a foundation laid in partnership with Haitian stakeholders that will continue our work after we leave. A municipal fund has been set up to identify and carry out projects in a participatory manner at local level. One municipality has built a road to provide ambulance access for the first time, thereby saving lives. Switzerland has successfully adapted its activities and portfolio in Haiti, despite a challenging context marked by crises and natural disasters.
How do you envision the SDC's future involvement in the region ten years from now in 2025?
My vision of the SDC in the region in ten years' time mirrors the present. It's a form of cooperation that will continue to adapt to the context, demonstrating that Switzerland can remain engaged in quite fragile and complex environments. We will continue our mission to help communities with targeted resources, and we will also maintain our ability to respond flexibly to needs. I hope that Switzerland will maintain its commitment through other international cooperation instruments. In the case of Haiti in particular, humanitarian aid should continue to play a significant role, as should thematic cooperation projects and multilateral partnerships.
What does a responsible exit from Haiti mean to you?
To me, a responsible withdrawal from bilateral cooperation in Haiti means ensuring that the accomplishments of recent years are preserved. Swiss cooperation enjoys an excellent reputation, particularly for its local activities among the Haitian population. We have been particularly active in Haiti's southern peninsula, where we have worked very closely with local stakeholders in two distinct areas: local governance and economic development. These two pillars are crucial for Haiti's development, and we hope that our programmes have laid a solid foundation that will endure after our departure. In my view, a responsible exit involves laying the groundwork to ensure that our activities can continue after our withdrawal.
After ten years in Haiti, what will be the SDC's main legacy?
The SDC has not created a legacy in its own name, but on behalf of the Haitian population and authorities, who are expected to continue its activities. The SDC has sought to create projects that will endure, not as an abandoned legacy, but as a foundation laid in partnership with Haitian stakeholders that will continue our work after we leave. A municipal fund has been set up to identify and carry out projects in a participatory manner at local level. One municipality has built a road to provide ambulance access for the first time, thereby saving lives. Switzerland has successfully adapted its activities and portfolio in Haiti, despite a challenging context marked by crises and natural disasters.
How do you envision the SDC's future involvement in the region ten years from now in 2025?
My vision of the SDC in the region in ten years' time mirrors the present. It's a form of cooperation that will continue to adapt to the context, demonstrating that Switzerland can remain engaged in quite fragile and complex environments. We will continue our mission to help communities with targeted resources, and we will also maintain our ability to respond flexibly to needs. I hope that Switzerland will maintain its commitment through other international cooperation instruments. In the case of Haiti in particular, humanitarian aid should continue to play a significant role, as should thematic cooperation projects and multilateral partnerships.
Five letters leading to successHaiti
SQUAT: These five letters have permanently
changed the life of Islande Jean François Maitre. SQUAT stands for Système de
Qualification et d'Accès au Travail – a programme providing high-quality
vocational training to unemployed young people.
1969Swiss cooperation beginsBolivia
Swiss cooperation began in Bolivia in 1969. Three Swiss pioneers,
including Daniel Blanc and Felipe Chollet, initiated Swiss cooperation in
Bolivia, bringing with them 90 cows, 18 Simmental and Brown Swiss bulls, as
well as agricultural tools and seeds.
1975Priority CountryBolivia
In 1975, a long term
cooperation agreement between Switzerland and Bolivia came into force and
Bolivia became a priority country in the framework of Swiss development
cooperation, implying that the main coordination of all actions was also
shifted from Lima to La Paz.
The thematic focus
from 1969 until 1980 was on projects in the field of agriculture and
particularly livestock, including projects on agricultural mechanization and
forage seed, for instance. However, the orientation of the engagement became
broader towards an integrated understanding of rural development, with
additional activities in the fields of rural infrastructure, health,
ecology/forestation and education. All projects were primarily implemented by
technical experts from Switzerland. Priorities at that time were mainly defined
based on the identified needs in the country and the perceived added value of
Swiss technical support.
1981Rural Development Honduras
In Central America, the SDC earmarked around
35% of its total investment for the development of the agricultural sector. The
contributions were used to promote and enhance agricultural technology,
especially in Honduras and Nicaragua. Post-harvest metal silos to preserve
cultivated grains and reduce losses, ploughing and soil preparation technology
adapted to animal traction, and research into new varieties of maize, beans,
rice and potatoes to ensure food security, were the focus of many programmes
and projects that the SDC was able to extend to other Latin American countries.
The story of Pedro Oseguera in Guaimaca, Honduras, is an example of the
adoption and usefulness of this technology.
1990New thematic areasBolivia
The important engagement of SDC in the area
of financial systems development and microfinance is rooted in the 1990s. From
the mid-1990s onwards, Switzerland additionally focused on governance topics
like promoting decentralisation, local governance and citizen participation as
well as reforms of the judicial system. The cross-cutting themes of gender,
governance, human rights conflict sensitivity and climate change have remained
relevant until today. Agriculture and rural development were still priority
topics, but their relevance, also in terms of financial resources, had
decreased considerably.
2000Swiss cooperation beginsCuba
After an exploratory mission in 1999, the SDC
decided to launch a special programme in Cuba, establishing an office there for
bilateral cooperation in 2000.
Bilateral cooperation in Cuba has been widely described as quite
unique, as the social situation in Cuba, in contrast to most countries of the
region, has not been marked by extreme socio-economic inequality or poverty.
Interviewees called the Cuba Programme “the most political” in the sense that
it has been primarily driven by diplomatic considerations rather than acute
need for aid. Since the revolution, Switzerland had maintained good relations
with the Socialist country, illustrated also by its role as protecting power
for US interests who maintained no diplomatic ties with Cuba over decades
(1961–2015). Bilateral cooperation was openly communicated as an important
strategic instrument to deepen relations with Cuba and become a strong
international partner during the expected upcoming political and economic
opening, and contribute to a peaceful change process.
2010Earthquake Haiti
On 12 January 2010, a magnitude 7 earthquake
struck Haiti, claiming more than 200,000 lives and leaving 1.5 million people
homeless. In response, the SDC launched the largest emergency humanitarian
operation in its history. It dispatched 170 tonnes of relief supplies to aid
the victims. A team of 150 experts from the Swiss Humanitarian Aid Unit (SHA)
was quickly deployed to the affected areas. In the first months after the
disaster, Swiss doctors from the SHA provided care for over 800 patients,
performed 620 operations and assisted in the delivery of approximately 100
babies. The SHA teams distributed survival kits and equipment to build
temporary shelters. They also set up around 50 water points, which provided
50,000 people with drinking water daily. Furthermore, tents were erected
outside several destroyed schools to ensure the continuation of classes.
2013Priority country Haiti
Switzerland's humanitarian activities provided
vital aid to the survivors of the disaster. But Haiti was facing extreme
poverty. In 2013, Haiti became a priority country for Swiss cooperation. The
SDC launched a range of long-term development programmes in the country. The
aim was to bring about a lasting improvement in the living conditions of the
population, reduce poverty, and strengthen local government administration. The
SDC supported numerous projects focused on good governance, agriculture and food
security, as well as employment and economic development.
2016Hurricane Matthew Haiti
On 4 October 2016, Haiti was once again struck
by a natural disaster. Winds of 250 km/h battered the south-west of the
country, causing extensive damage and claiming hundreds of lives. Flooding and
landslides caused by torrential rain exacerbated the situation. Around thirty
SHA specialists took part in emergency operations in the two months following
the hurricane, focusing on access to drinking water and sanitation. For
example, they rehabilitated four public water supply systems serving 24,000
people. The SDC allocated CHF 3.3 million in emergency aid.
It also supported the country's recovery efforts in the four months following the disaster by merging its humanitarian aid with its development aid activities. For example, it provided support to local organisations to secure the livelihoods of people in rural and farming communities who had lost everything. This included distributing seeds and livestock.
It also supported the country's recovery efforts in the four months following the disaster by merging its humanitarian aid with its development aid activities. For example, it provided support to local organisations to secure the livelihoods of people in rural and farming communities who had lost everything. This included distributing seeds and livestock.
2021Another devastating earthquake Haiti
Following the earthquake that struck Haiti on
14 August 2021, Switzerland responded immediately with emergency aid. In
addition to the members of the SHA sent from Bern, the Swiss embassy in
Port-au-Prince quickly mobilised its team on the ground thanks to the presence
of a project office in the country's South department, close to the epicentre.
Around twenty people worked closely with the national and local authorities to
meet the needs of the population. For three weeks, the Swiss teams worked to
restore access to drinking water. They installed water tanks for 10,000 people
in several localities on the island. Switzerland allocated over CHF 4 million
to address various needs, including CHF 3 million obtained through the
reprogramming of ongoing SDC activities.
The SDC adapted its projects in order to lead the activities carried out during the emergency phase. For example, it supported the reconstruction of water and sanitation infrastructure through sustainable and participatory financing.
The SDC adapted its projects in order to lead the activities carried out during the emergency phase. For example, it supported the reconstruction of water and sanitation infrastructure through sustainable and participatory financing.
1976
1976Rural vocational training Honduras
The Rural Vocational Training Project in
Honduras marked the first milestone for Swiss cooperation in Central America. A
review of cooperation policy led to the prioritisation of this country because
its GDP per capita was the second lowest in Latin America, it was on the list
of countries most affected by the oil crisis, and the military government of
the time practised a relatively open social policy. The project was developed
in coordination with the International Labour Organization (ILO).
1976PosuizosHonduras
The second Swiss
cooperation project in Honduras was implemented through a bilateral project
with the Ministry of Public Health. Wells were dug to address severe water
shortages in depressed rural areas of the country. The project was named
Posuizos, which became the Wells and Rural Aqueduct Project (PROPAR).
1982AguasanHonduras
Through the water and sanitation programme,
more than 360,000 people have obtained access to safe water and sanitation, one
of the thematic focus areas of Swiss cooperation. Swiss cooperation integrated
water and sanitation infrastructure work with the social aspects of education,
operation and maintenance. At 35 years, it is one of the longest-running
programmes. In 1982, the community of Jesús de Otoro, in the department of
Intibucá in Honduras, benefited from the installation of sewerage services, the
construction of two water treatment plants and the paving of streets in the
town centre.
1990Rural developmentNicaragua
From 1984 to 1996, the Integrated Rural Development Programme, known
as Chinorte, improved the living conditions of some 70,000 people. Implemented
in six municipalities in the northern department of Chinandega, the programme
relocated a large proportion of the population from high-risk areas to safer
locations with decent housing, access to water and sanitation, education and
health. These changes spurred comprehensive development: not only did they
diversify the people's income sources and enhance food security and health, but
they also bolstered their technical and productive abilities, leading to
improved varieties of sorghum, maize and beans. The farmers were also able to
use their livestock as collateral to secure loans from the local commercial
bank. Thus, with a budget of USD 24 million, Switzerland helped to improve
agricultural production and management and business skills, as well as create
road infrastructure for the population to transport their crops.
"There are individuals for whom Chinorte provided funding who are now very successful entrepreneurs and livestock farmers. Chinorte was a school where we learned about soil and water conservation on hillsides. We also learned to work effectively on the plains by creating contour lines. We were taught how to coexist with nature, utilise crop varieties that are well-suited to the local environment, and implement silvopastoral and agroforestry systems. "This legacy endures in the minds of the producers and will continue to do so". - Kenny Espinoza, mayor of Somotillo
"There are individuals for whom Chinorte provided funding who are now very successful entrepreneurs and livestock farmers. Chinorte was a school where we learned about soil and water conservation on hillsides. We also learned to work effectively on the plains by creating contour lines. We were taught how to coexist with nature, utilise crop varieties that are well-suited to the local environment, and implement silvopastoral and agroforestry systems. "This legacy endures in the minds of the producers and will continue to do so". - Kenny Espinoza, mayor of Somotillo
2001-2021Medical assistance Nicaragua
Nicaragua
is the poorest country in Latin America after Haiti, and health is a priority
issue at all levels. Starting in 1985, Medical Aid for Central America
initiated a programme to enhance the training of healthcare professionals,
supply medical equipment and medicines, and build infrastructure in hospitals
and health centres across the country. The haemato-oncology department of the
Manuel de Jesús Rivera Children's Hospital (La Mascota) is one of the best
examples. Dr Roberta Ortiz, a paediatrician-oncologist, received support to
specialise in paediatric haemato-oncology.
She worked at La Mascota for almost 20 years and now works for the WHO
in Geneva. She explains how the first paediatric palliative care programme in
Nicaragua was set up with the support of the SDC and solidarity networks in the
country.
2010Climate resilience initiativeBolivia
Implemented from 2010 to 2023, the Bioculture and Climate Change
project's initial phase (2010–14) concentrated on comprehensive measures to
combat climate change. The second phase (2015–19) focused on developing the
capacity of communities to adapt to the adverse effects of climate change. The
third phase of the project (2020–23) aimed to strengthen and scale up at
national level the integrated territorial management approach and models
implemented in the previous phases. This was done through 'Biocultural Learning
Laboratories', i.e. regions with relevant experience that could be replicated
in other parts of the country.
2013Women UnitedNicaragua
In Pantasma, Jinotega,
rural women have empowered themselves economically by raising and selling
chickens. They came together not only to start a business but also to reflect
on their rights, strengthen their technical and managerial skills, and promote
individual and collective change. Although the funding from Switzerland ended
in 2019, this group of women continues to work together, strengthening and
expanding their market.
2016Promoting women's rightsBolivia
The Life without Violence (Vida Sin Violencia) project, implemented
between 2016 and 2022, aimed to contribute to the reduction of violence against
Bolivian women and facilitate their access to justice. The first phase of the
project promoted and collected best practices in combating violence against
women at national and sub-national levels. The second phase focused on public
policy advocacy and the scaling up of lessons learned through dissemination,
exchange and replication.
2022Promoting the participation of womenHaiti
In Haiti, gender inequalities are significant,
with women experiencing limited access to resources and unequal opportunities
compared to men.
Yet Haitian women can make a significant contribution to the country's development, both as individuals and collectively.
In rural areas, women have minimal access to productive resources. The SDC's PAGAI programme empowers women by supporting income-generating activities such as selling produce from their vegetable gardens, initiating savings schemes, and investing in livestock. Women are also better able to assert themselves at home and in community organisations.
A PAGAI programme participant reports: "Since the training course, my husband has been helping me to do the laundry and cook. And when I come home from the market after a day selling our produce, he no longer asks me how much I got for each item."
In the south-east of the country, the 18-month PROMES programme, led by Haitian NGO Fonkoze, builds communities' capacity to handle everyday challenges and enhances their resilience against natural disasters, lifting women out of extreme poverty. For women with male partners, different activities are organised for all the members of the family. The men are offered workshops on positive masculinity, which helps to reduce domestic disputes and violence. Several programmes promote the inclusion of women in trades where they are under-represented. The focus is on training, particularly in the construction trades, and fostering entrepreneurship. At least 30% of the women participating in the SQUAT programme receive training in trades that will enable them to enter the labour market and earn an income. In 2022, more than 400 women artisans obtained a state-recognised certificate. Some 150 innovative projects, just over half of which were led by women, have benefited from 180 hours of advice and support on how to set up and run your own business.
Yet Haitian women can make a significant contribution to the country's development, both as individuals and collectively.
In rural areas, women have minimal access to productive resources. The SDC's PAGAI programme empowers women by supporting income-generating activities such as selling produce from their vegetable gardens, initiating savings schemes, and investing in livestock. Women are also better able to assert themselves at home and in community organisations.
A PAGAI programme participant reports: "Since the training course, my husband has been helping me to do the laundry and cook. And when I come home from the market after a day selling our produce, he no longer asks me how much I got for each item."
In the south-east of the country, the 18-month PROMES programme, led by Haitian NGO Fonkoze, builds communities' capacity to handle everyday challenges and enhances their resilience against natural disasters, lifting women out of extreme poverty. For women with male partners, different activities are organised for all the members of the family. The men are offered workshops on positive masculinity, which helps to reduce domestic disputes and violence. Several programmes promote the inclusion of women in trades where they are under-represented. The focus is on training, particularly in the construction trades, and fostering entrepreneurship. At least 30% of the women participating in the SQUAT programme receive training in trades that will enable them to enter the labour market and earn an income. In 2022, more than 400 women artisans obtained a state-recognised certificate. Some 150 innovative projects, just over half of which were led by women, have benefited from 180 hours of advice and support on how to set up and run your own business.
Cuba
The SDC launched its cooperation programme with Cuba in 2000, focusing
on a local development programme from 2004. The primary objective is to support
Cuban society in achieving peaceful, participatory and equitable development.
SDC projects in Cuba address issues such as local governance, local economic development, gender equality, inclusion and vocational education and training.
SDC projects in Cuba address issues such as local governance, local economic development, gender equality, inclusion and vocational education and training.
Cuba has a one-party system and a centrally planned socialist model. A
new constitution was adopted in 2019, laying the groundwork for decentralisation
and local development processes. However, many economic sectors remain under
the control of state-owned companies. In this context, the SDC has made a
significant contribution to local development in Cuba.
Cooperation work is a measure of our humanity Julio César Gonzalez PagésCuba
Julio César has been working for the SDC as a national
programme officer for eight years. But he has been working with the SDC for 18
years on the gender issue. When bilateral cooperation comes to an end in 2024,
Julio will remain engaged with the issue of masculinities as an author,
academic and social activist.
"As the son of Spanish immigrants and with four brothers, gender and intercultural issues marked me from the first day of my life.” Julio professionalised his knowledge of the field with a Master's in Gender Studies in New York and a PhD in Historical Sciences. As the single father of a son who is now 35 years old, Julio knows very well that "padre no es cualquiera" (a father is not just anybody) – a slogan that helped him to create and host the Cuban television programme 'Cosas de hombres' on masculinity. Before joining the SDC, Julio taught at the University of Havana, specialising in human rights, gender, ethnicity, race and civil society. He is the author of several books on migration, LGBTI, masculinities and feminism. Within the framework of his collaboration with the SDC and motivated by the then head of the gender network, Julio founded the Ibero-American and African Masculinities Network (RIAM) in 2006. It brings together men from 40 countries in Latin America, Africa, Spain and Portugal dedicated to the issue of masculinities and their challenges in the area of gender. In 2014, Julio officially joined the SDC's Havana team to put his academic work into practice. It was a momentous shift for him, because as he says "it is one thing to write books and give seminars at the university and another thing to influence public policy". The SDC's value is reflected in the personalised follow-up it provides to projects and partners in both civil society and government. Julio sets great store by the SDC principles he came to know, because he is convinced that we can't influence public policy or succeed in our cooperation programmes if we don't know the people concerned by them. "If you can't relate to others, you can't be successful in cooperation work."
"As the son of Spanish immigrants and with four brothers, gender and intercultural issues marked me from the first day of my life.” Julio professionalised his knowledge of the field with a Master's in Gender Studies in New York and a PhD in Historical Sciences. As the single father of a son who is now 35 years old, Julio knows very well that "padre no es cualquiera" (a father is not just anybody) – a slogan that helped him to create and host the Cuban television programme 'Cosas de hombres' on masculinity. Before joining the SDC, Julio taught at the University of Havana, specialising in human rights, gender, ethnicity, race and civil society. He is the author of several books on migration, LGBTI, masculinities and feminism. Within the framework of his collaboration with the SDC and motivated by the then head of the gender network, Julio founded the Ibero-American and African Masculinities Network (RIAM) in 2006. It brings together men from 40 countries in Latin America, Africa, Spain and Portugal dedicated to the issue of masculinities and their challenges in the area of gender. In 2014, Julio officially joined the SDC's Havana team to put his academic work into practice. It was a momentous shift for him, because as he says "it is one thing to write books and give seminars at the university and another thing to influence public policy". The SDC's value is reflected in the personalised follow-up it provides to projects and partners in both civil society and government. Julio sets great store by the SDC principles he came to know, because he is convinced that we can't influence public policy or succeed in our cooperation programmes if we don't know the people concerned by them. "If you can't relate to others, you can't be successful in cooperation work."
Markus Glatz "We helped make history" Cooperation office Cuba
Markus Glatz "We helped make history" Cooperation office Cuba
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What
does phasing out responsibly in the Cuban context mean for you?
First of all, it means dialoguing on programme
delivery with governmental and non-governmental partners as well as with
development agencies that are able to take over the programme and keep it going
as effectively as the SDC has. In the case of Cuba, the main partners for
dialogue are the Ministry of Foreign Trade, the lead institution for the
international cooperation that Cuba receives and provides, the United Nations
agencies and the European Union.
Second, phasing out bilateral cooperation with
Cuba responsibly means drawing up best practice in knowledge management for all
partners that are to remain involved in SDC projects.
Finally, phasing out responsibly means being
transparent and accountable, not only highlighting the positive results
achieved in recent years, but also identifying failures and learning from them.
After nearly 24 years of engagement, what is SDC's most significant legacy in the Cuban context?
Since 2000, we have focused on a single area in Cuba – local development – built on three strategic pillars: participatory local management, access to food, and local economic development. A fourth pillar, gender and social inclusion, was added to each of the programmes via a cross-cutting approach. This strategy has yielded fruitful and sustainable results, both systemically and at the level of the rural and urban population. Its highest-level impact can be seen in the 2019 Constitution of the Republic of Cuba itself, which includes an article stating that decentralisation and local development are driving forces for development. We helped make history by supporting the start of a transition to a decentralised system.
What have we learned from these many years that can be of use to the SDC as an institution, to another cooperation office, or in other contexts?
The most important lesson for the SDC in Cuba is that cooperation is not a one-way street. The key to successful work is the mutual trust established between Cuba and Switzerland and the flexibility regarding cooperation mechanisms. A transparent agenda, free of political and geostrategic interests, was another important element in setting up a cooperation programme that benefits vulnerable communities and has an impact on public policies that ultimately contribute to the country's development.
How do you see the SDC's commitment to the region materialising in the future, in 2025, in ten years?
I can't stress enough that while Switzerland's bilateral technical cooperation is phasing out its work in Latin America, and in Cuba in particular, the commitment of the Swiss Confederation remains steadfast. This will be evidenced as the embassy continues its work in other forms, using tools of Swiss foreign policy that include diplomacy and regional cooperation. These efforts will be grounded in the nexus between humanitarian aid, development and peace, and economic cooperation.
After nearly 24 years of engagement, what is SDC's most significant legacy in the Cuban context?
Since 2000, we have focused on a single area in Cuba – local development – built on three strategic pillars: participatory local management, access to food, and local economic development. A fourth pillar, gender and social inclusion, was added to each of the programmes via a cross-cutting approach. This strategy has yielded fruitful and sustainable results, both systemically and at the level of the rural and urban population. Its highest-level impact can be seen in the 2019 Constitution of the Republic of Cuba itself, which includes an article stating that decentralisation and local development are driving forces for development. We helped make history by supporting the start of a transition to a decentralised system.
What have we learned from these many years that can be of use to the SDC as an institution, to another cooperation office, or in other contexts?
The most important lesson for the SDC in Cuba is that cooperation is not a one-way street. The key to successful work is the mutual trust established between Cuba and Switzerland and the flexibility regarding cooperation mechanisms. A transparent agenda, free of political and geostrategic interests, was another important element in setting up a cooperation programme that benefits vulnerable communities and has an impact on public policies that ultimately contribute to the country's development.
How do you see the SDC's commitment to the region materialising in the future, in 2025, in ten years?
I can't stress enough that while Switzerland's bilateral technical cooperation is phasing out its work in Latin America, and in Cuba in particular, the commitment of the Swiss Confederation remains steadfast. This will be evidenced as the embassy continues its work in other forms, using tools of Swiss foreign policy that include diplomacy and regional cooperation. These efforts will be grounded in the nexus between humanitarian aid, development and peace, and economic cooperation.
Agricultural emancipationCuba
The APOCOOP project
marked a significant step forward for 14’000 farmers and their families,
helping them to enhance their production, boost incomes, and create jobs.The
increase in production is also important because Cuba has to import up to 80
percent of its food.
1979Brigades Nicaragua
In 1979, Nicaragua saw the emergence of brigades of young individuals
for whom solidarity was more than mere words. Throughout the 1980s, these Swiss
volunteer brigades provided 800 men and women with the chance to demonstrate
their commitment to solidarity. They set aside their privileges and journeyed
to the most impoverished regions of Nicaragua to support various sectors
including education, health, agricultural production, construction and culture.
These volunteers, aged between 18 and 25, were organised into over 20
solidarity committees and worked in the country for three-month periods. This
experience left a profound impact on their lives and brought about significant
changes in the lives of the people they supported.
One such volunteer, Beat Schmid, recalls his time in Nicaragua:
"I was assigned to a cooperative between Achuapa and Limay. We were a
group of six, and I was appointed to serve as the official interpreter despite
having only ten Spanish lessons under my belt! We took up residence in a small
school and helped build houses. As a 20-year-old, this experience left a deep
impression on me... it represented values and hope, but there was also a
personal connection: there were faces, voices, people I would never forget. It
changed my life". - Beat Schmid, brigade and today a representative of
the Swiss NGO Medical Aid for Central America (Ayuda Médica para Centroamérica)
1983Safe grain storageNicaragua
A good harvest is of little
use without a place to store the grain. In 1983, the Postcosecha (post-harvest)
programme (1983–2009) played a crucial role in rural development by teaching
farmers how to build metal silos. This enabled safer grain storage, reduced
losses and ensured food security. In Nicaragua, this project benefited 380,000
people, who also learned how to market the silos. Félix Hernández was 38 years
old when he learned this trade, and he continues to practise it today.
1990Swiss cooperation begins Haiti
Haiti, a context of extreme fragility, is
characterised by the significant vulnerability of its population and
institutions. The country frequently experiences natural disasters such as
earthquakes, hurricanes, floods and droughts, the impacts of which are
exacerbated by climate change.
Although numerous Swiss aid and solidarity organisations have been active in Haiti since the 1950s, Switzerland's official assistance to the country began in the late 1990s. In the aftermath of the devastating earthquake in 2010 and Hurricane Matthew in 2016, Switzerland considerably increased its humanitarian commitment in Haiti, contributing to the reconstruction efforts and strengthening the disaster risk reduction (DRR) mechanism. Since 2013, Switzerland has also been implementing long-term development programmes in Haiti. These programmes aim to enhance living conditions over the long term, reduce poverty, and strengthen local administrations.
Although numerous Swiss aid and solidarity organisations have been active in Haiti since the 1950s, Switzerland's official assistance to the country began in the late 1990s. In the aftermath of the devastating earthquake in 2010 and Hurricane Matthew in 2016, Switzerland considerably increased its humanitarian commitment in Haiti, contributing to the reconstruction efforts and strengthening the disaster risk reduction (DRR) mechanism. Since 2013, Switzerland has also been implementing long-term development programmes in Haiti. These programmes aim to enhance living conditions over the long term, reduce poverty, and strengthen local administrations.
2002Local governance Honduras
The modernisation of
accounting processes and the training of technical staff in financial
administration enabled the municipality of Humuya, in Comayagua, Honduras, to
exceed its projected tax revenue in various areas by more than 100%. The funds
were invested in social projects that improved the welfare of the people. The
Swiss cooperation office offered the same support to other local governments
that were unable to spend their resources because all their administration was
done manually. As part of this process, the population learned to identify,
prioritise and request projects appropriate to their needs, and to coordinate
action with the municipalities.
2010Competence Centre for Reconstruction Haiti
In March 2010, the Federal Council decided to
allocate CHF 36 million for the reconstruction effort in Haiti. Subsequently,
in July, the SDC established a Competence Centre for Reconstruction in
Port-au-Prince, comprising SHA and private-sector experts.
The SDC focused its efforts on rebuilding
school infrastructure. It was the first organisation to obtain permission from
the Haitian education ministry to construct permanent school buildings after
the earthquake. It built 12 schools and trained over 1,000 masons at the same
time. All buildings met the seismic building code and hurricane standards,
reducing the vulnerability of the local population to natural hazards.
2013Security sector reforms Honduras
Switzerland contributed to the Honduran
government's efforts to undertake and strengthen national reforms in the field
of justice, security and human rights. One line of work was to improve the
performance of the security sector, in particular the national police force,
resulting in an increase in the number of cases investigated and resolved in
the areas of homicides and human rights violations.
2013Modernisation of the national police force Honduras
Through its civic security programme, Swiss
cooperation helped implement the plan to reform the police training system,
improve internal governance, implement community policing and apply control
systems aimed at achieving institutional integrity so that Honduran citizens
can enjoy life in a secure environment.
This was complemented by a modern physical structure that includes 32 classrooms, a library, an auditorium, a courtroom for oral and public trials, as well as other facilities and technological resources. In this way, the Instituto Técnico Policial in La Paz, Honduras, is a pioneering model for improving police training.
This was complemented by a modern physical structure that includes 32 classrooms, a library, an auditorium, a courtroom for oral and public trials, as well as other facilities and technological resources. In this way, the Instituto Técnico Policial in La Paz, Honduras, is a pioneering model for improving police training.
2022Hurricane IanCuba
Following
the passage of Hurricane Ian through the provinces of Pinar del Rio and
Artemisa, Switzerland signed an agreement to contribute more than CHF 500,000
to the World Food Programme to continue supporting the response and recovery
efforts in the wake of the disaster. While Switzerland had already supported
the country in previous disasters, this donation contributed to the first UN
Plan of Action in Cuba. It was earmarked for the purchase and distribution of
some 340 tonnes of food for direct assistance to the most vulnerable people in
Pinar del Rio province.
1984Cooperation with NGOs Honduras
In 1984, the Swiss cooperation office in
Honduras began working with NGOs, mainly on the issue of access to clean water.
Together with other cooperation agencies, the SDC put in place a water and
sanitation coordinator. Ten years on, this initiative had evolved into a
regional project called the Central American Regional Water and Sanitation
Network, which advocated for policies, laws and appropriate technology for rural
populations.
1998Emergency relief and reconstruction Honduras
In accordance with universal humanitarian
principles, Switzerland provides emergency aid in crises, conflicts and
disasters. Addressing the immediate needs of those affected is a key aspect of
Swiss humanitarian aid interventions. The delivery of rescue and reconstruction
equipment has helped save lives and rebuild important infrastructure.
In October 1998, torrential storms caused by Hurricane Mitch completely devastated the municipality of Morolica in Choluteca, Honduras. Through its various programmes and projects, including the flagship Aguasan programme, Switzerland provided a comprehensive response with the distribution of food and basic necessities, drinking water, and the paving of the community's streets. The Swiss intervention, in coordination with specialised local and international organisations, was decisive in the construction of the new Morolica.
In October 1998, torrential storms caused by Hurricane Mitch completely devastated the municipality of Morolica in Choluteca, Honduras. Through its various programmes and projects, including the flagship Aguasan programme, Switzerland provided a comprehensive response with the distribution of food and basic necessities, drinking water, and the paving of the community's streets. The Swiss intervention, in coordination with specialised local and international organisations, was decisive in the construction of the new Morolica.
2002Energy and progressNicaragua
Over a six-year period from 2002 to 2008, 90,000 agricultural
producers were able to access electricity for the first time, enhancing their
living conditions and productivity. This was achieved through the small
hydropower project implemented by the World Bank and the United Nations
Development Programme, with support from Switzerland. Not only did this enhance
the farmers' quality of life, but it also enabled them to modernise their
production systems and expand their capacity to meet their needs.
2011Inclusion of women Honduras
Simple cashew cultivation as a livelihood,
with the value chain approach, has become a sustainable profitable activity.
Through professional technical training, crop quality improvement, strategic
commercial alliances, and the empowerment of women, the value chain is being
strengthened in the communities of Choluteca, Honduras. Swiss cooperation and
Swisscontact, in partnership with local producers and state institutions, have
managed to substantially transform the quality of life of the beneficiary
families and turn cashew nuts into a product that contributes to the
sustainable, inclusive, economic, social and environmental development of the
country.
2013Cocoa, coffee and shrimp Honduras
To promote inclusive economic development,
Swiss cooperation supported the upgrading of these product chains. Some 30,000
new jobs were generated, 30% of which were filled by women, and 16,000
smallholder families achieved additional revenue totalling USD 17 million,
allowing them to reinvest in their farms and address one of the causes of
migration.
"The cocoa is now sold to Chocolats Halba – a collaboration which was facilitated through the SDC. We now have a guaranteed market and price that no one else has," says Nidia Rodríguez, a producer from the Cacaoteros de Jutiapa agricultural production cooperative, which is made up of 36 communities on the northern Honduran coast.
"The cocoa is now sold to Chocolats Halba – a collaboration which was facilitated through the SDC. We now have a guaranteed market and price that no one else has," says Nidia Rodríguez, a producer from the Cacaoteros de Jutiapa agricultural production cooperative, which is made up of 36 communities on the northern Honduran coast.
2017Local economic development Cuba
The PROFET project (Programa de
Fortalecimiento de la Educación Técnica y Profesional en Cuba) promotes access
to employment for young people, with an emphasis on women and disadvantaged
groups, improving the quality of training in six vocational technical education
specialisations (construction, agriculture, tourism, communication, mechanics
and transport) by making use of modern technologies and practical teaching
programmes and by strengthening links between educational institutions and the
productive sector.
In terms of development, vocational technical
education in Cuba is seen as a priority of public policy and of the new
Education Act, as a way to train the workforce in the skills demanded by
economic programmes to overcome the crisis and to offer young people better
prospects in terms of work and income.
2023Sustainable cocoa Nicaragua
The Procacao project has successfully enabled cooperatives and
individual cocoa producers from the north Caribbean coast to enhance their
productivity and competitiveness without harming the environment. They have
seen an increase in their income, strengthened their organisational structure,
and improved the quality, certification, and marketing of their products in
international markets. The project was led by the United Nations Industrial
Development Organization and the Nicaraguan government, with support from the
SDC. Efraín Barrera, from the El Murciélago community in Bonanza, exports his
certified cocoa to Germany.
Honduras
The SDC has been
actively involved in the economic development of Honduras for many years. Over
the past 20 years, efforts have been concentrated on boosting productivity in
rural regions, augmenting the earnings of small and medium-sized enterprises,
generating employment opportunities, and facilitating the integration of young
individuals into the workforce.
These efforts have
been carried out in a challenging environment characterised by a stark divide
between rich and poor, corruption, criminal networks, insecurity, and violence,
all of which hinder economic progress.
Many Hondurans are leaving the country because of poverty, unemployment
and political instability. Despite these challenges, the SDC's cooperation
programme has significantly contributed to Honduras' economic development.
It's worth it to dream Jorge EscobarHonduras
As a child in Honduras, Jorge Escobar dreamed that one
day he would work in international cooperation. And that's how things turned
out. He has now been with the SDC for 27 years. First as a driver, then as an
accountant.
"I came from a family of 10 children, with parents of a humble background with no professional training in an extremely poor country." Jorge Escobar started working at the age of nine. "I tried my hand at everything – from shoeshine boy to street trader – and all that shaped me." He remembers well the moment he decided to get into cooperation work. He was 15 years old and was working in construction. "We used to buy lunch from a vendor whose son drove around in a Misión internacional vehicle. I knew then that one day I was going to work for Misión internacional." Through a friend, Jorge found out that the SDC was looking for a driver – and he got the job. "This was a major turning point for me. A child working out all day in the sun's heat, dreaming of being something more and achieving it. It's worth it to dream." In 1995, Jorge was proud to start work at the cooperation office in Tegucigalpa as a driver. Three years later, in 1998, Hurricane Mitch struck. Coordination of humanitarian aid to the north coast then began, and Jorge was put in charge of delivering portable toilets to San Pedro Sula as part of the Tegucigalpa Aguasan programme. "With an hour to go, I found myself in a dead end, cut off by floodwaters with the corpses of cattle floating by. I wanted to go back, but I couldn't. I stayed in the car for a whole day. Torrents of water and rocks cascaded down the hillsides, and there was no let-up in the rain. It was an experience that had a profound impact on me and my life." Despite everything, Jorge did not despair; he was happy to do something good. The next day he managed to make his way back to Tegucigalpa. In 2004, he was given the opportunity to work as an accountant: "Even though I was qualified, I had always been a manual worker. The head of cooperation offered me a change of position. I had my fears, but I did it. Once I took up the challenge – and I'm not saying it was easy – but I've always given 100% of myself." In fact, the change turned out to be major. "It gave me a totally new perspective. Cooperation funds are taxpayers' money that's sent to support countries in need. As an accountant, I know its value. It is the money that one people sends to support another." For Jorge, a sense of responsibility and honesty are two valuable life principles. For him, the SDC embodies those two values.
"I came from a family of 10 children, with parents of a humble background with no professional training in an extremely poor country." Jorge Escobar started working at the age of nine. "I tried my hand at everything – from shoeshine boy to street trader – and all that shaped me." He remembers well the moment he decided to get into cooperation work. He was 15 years old and was working in construction. "We used to buy lunch from a vendor whose son drove around in a Misión internacional vehicle. I knew then that one day I was going to work for Misión internacional." Through a friend, Jorge found out that the SDC was looking for a driver – and he got the job. "This was a major turning point for me. A child working out all day in the sun's heat, dreaming of being something more and achieving it. It's worth it to dream." In 1995, Jorge was proud to start work at the cooperation office in Tegucigalpa as a driver. Three years later, in 1998, Hurricane Mitch struck. Coordination of humanitarian aid to the north coast then began, and Jorge was put in charge of delivering portable toilets to San Pedro Sula as part of the Tegucigalpa Aguasan programme. "With an hour to go, I found myself in a dead end, cut off by floodwaters with the corpses of cattle floating by. I wanted to go back, but I couldn't. I stayed in the car for a whole day. Torrents of water and rocks cascaded down the hillsides, and there was no let-up in the rain. It was an experience that had a profound impact on me and my life." Despite everything, Jorge did not despair; he was happy to do something good. The next day he managed to make his way back to Tegucigalpa. In 2004, he was given the opportunity to work as an accountant: "Even though I was qualified, I had always been a manual worker. The head of cooperation offered me a change of position. I had my fears, but I did it. Once I took up the challenge – and I'm not saying it was easy – but I've always given 100% of myself." In fact, the change turned out to be major. "It gave me a totally new perspective. Cooperation funds are taxpayers' money that's sent to support countries in need. As an accountant, I know its value. It is the money that one people sends to support another." For Jorge, a sense of responsibility and honesty are two valuable life principles. For him, the SDC embodies those two values.
Walter Reithebuch «Locally strongly anchored projects» Cooperation office in Tegucigalpa
Walter Reithebuch «Locally strongly anchored projects» Cooperation office in Tegucigalpa
Fullscreen
The
SDC is ending its bilateral development cooperation in Honduras. How will that
work in practice?
It is essential to plan the exit process meticulously from the start: how and when to transfer projects to partners or complete projects, how to provide information, how to organise financial closure, etc. It is essential to involve all internal and external stakeholders in an appropriate manner early on. I believe that we have achieved this in Honduras.
Managing human resources was another key issue for me. We have allowed sufficient time for local employees to find new jobs and have also provided training opportunities.
After 40 years in Honduras, what is the SDC's most significant legacy?
Our greatest legacy in Honduras will be the well-established, locally-based programmes and projects that we have been supporting for ten or twenty years and that have delivered tangible results. These programmes and projects will continue to operate and develop without the SDC. I'm thinking, for example, of our successful water management, human rights and cocoa supply chain projects. It is perhaps more difficult to evaluate our anti-corruption efforts. Corruption has been a huge problem over many years and it will take a long time to eradicate this.
What have you learnt?
In countries characterised by political stalemate and inertia, it is difficult to achieve the key objective of alleviating poverty. Despite the enormous efforts by the international community, Honduras and the Honduran people have generally become poorer in recent years. For some time now, remittances from abroad have been a mainstay of the economy, allowing large numbers of Hondurans to keep afloat financially.
How do you see cooperation with Honduras in ten years' time?
It's only a matter of time before the next natural disaster – a hurricane, a drought or an earthquake – hits Honduras. It is therefore essential that Honduras retains basic disaster preparedness and humanitarian aid structures, including networks of local NGOs and possibly international organisations as well. Switzerland still has an important role to play here.
It is essential to plan the exit process meticulously from the start: how and when to transfer projects to partners or complete projects, how to provide information, how to organise financial closure, etc. It is essential to involve all internal and external stakeholders in an appropriate manner early on. I believe that we have achieved this in Honduras.
Managing human resources was another key issue for me. We have allowed sufficient time for local employees to find new jobs and have also provided training opportunities.
After 40 years in Honduras, what is the SDC's most significant legacy?
Our greatest legacy in Honduras will be the well-established, locally-based programmes and projects that we have been supporting for ten or twenty years and that have delivered tangible results. These programmes and projects will continue to operate and develop without the SDC. I'm thinking, for example, of our successful water management, human rights and cocoa supply chain projects. It is perhaps more difficult to evaluate our anti-corruption efforts. Corruption has been a huge problem over many years and it will take a long time to eradicate this.
What have you learnt?
In countries characterised by political stalemate and inertia, it is difficult to achieve the key objective of alleviating poverty. Despite the enormous efforts by the international community, Honduras and the Honduran people have generally become poorer in recent years. For some time now, remittances from abroad have been a mainstay of the economy, allowing large numbers of Hondurans to keep afloat financially.
How do you see cooperation with Honduras in ten years' time?
It's only a matter of time before the next natural disaster – a hurricane, a drought or an earthquake – hits Honduras. It is therefore essential that Honduras retains basic disaster preparedness and humanitarian aid structures, including networks of local NGOs and possibly international organisations as well. Switzerland still has an important role to play here.
Sustainable water management yields abundant harvestsHonduras
"I used to have to walk a long way to
get water for me and my children," shares Tiolinda Gonzales Sánchez.
"And whenever it didn't rain for a long time,
the plants in my garden withered." Her
participation in the watershed management programme has made these problems a
thing of the past. In the programme, she learnt about methods and technologies
for sustainable water utilisation.
1985Economic and Political ReformBolivia
Between 1985 and
1992, along with comprehensive economic and political reform and structural
adjustment processes in Bolivia, the rather classic and modest Swiss programme
took a notable leap forward regarding thematic areas, financial resources and
approaches.
From 1986 on,
Swiss development cooperation started to provide support for state reform
initiatives and, for the first time in LAC, applied cooperation instruments
like bilateral balance of payments assistance and debt relief measures – all of
those internationally coordinated. Along with these efforts, since 1986, SECO
was also active in the country. The engagement focused on the Andean highlands,
the inter-Andean valleys as well as on poor urban neighbourhoods. Of course,
some initiatives at macro level had national relevance.
1998Priority TopicsBolivia
Since the end of the 1990s, the overall
priority topics of Swiss development cooperation have remained largely
unchanged, being until today – with varying weight and changing specific
project focuses – the following:
1. Good governance and democracy
2. Sustainable use of natural resources
3. Sustainable economic development (including projects in rural as well as urban areas)
1. Good governance and democracy
2. Sustainable use of natural resources
3. Sustainable economic development (including projects in rural as well as urban areas)
2004Special ProgrammeCuba
The Special Programme (2004-2010) was characterised by a range of
medium- to long-term projects, to which humanitarian aid, often in the form of
milk powder donations and hurricane disaster relief was added. Unlike the EU,
which in 2003 had suspended all technical assistance following a government
crackdown on Cuban dissidents, Switzerland remained committed and even expanded
bilateral cooperation. “Continuity” is not only a word often found in the
available strategy papers of Cuban Govt. but one that has been mentioned by
most interviewees as unique quality and comparative advantage of Swiss
development cooperation.
2012The fight against cholera Haiti
When a cholera epidemic broke out in the centre
of the country eight months after the earthquake, the Haitian authorities
appealed to the SDC to strengthen the mechanisms for treating and monitoring
drinking water in the worst-affected areas and to train local technicians. In 2012, the Haitian government and the SDC
agreed to make this commitment permanent. The Haitian authorities requested the
SDC to help improve the national drinking water supply system. Eleven analysis
laboratories were set up and 48 water supply systems equipped with chlorination
equipment, benefiting 200,000 users. At
the strategic level, the SDC assisted the National Directorate of Drinking
Water and Sanitation (DINEPA) in drawing up a new 'National Technical Reference
Document'.
2013Development of inclusive markets Bolivia
The Inclusive Markets project, supported by the SDC from 2013 to 2023,
worked in recent years in a co-financing partnership with the Swedish
International Development Cooperation Agency (SIDA). The first phase of the
project, known as 'Rural Markets', aimed to improve the livelihoods of men and
women engaged in agricultural activities in rural areas by strengthening their
capacities, developing business models, offering financial education and
improving access to markets. In the project's final stage, the focus shifted to
working with stakeholders involved in agricultural, livestock and other
activities, particularly women and young people, within family production units
that are particularly vulnerable to the effects of climate change and food
insecurity in the Altiplano and inter-Andean valleys.
2017Water governance Honduras
The programme facilitated the establishment of
a territorial water governance system, integrated and sustainable management of
water resources, and strategic construction projects as a result of
public-private cooperation in the Choluteca-Sampile and Nacaome basins in the
Gulf of Fonseca region. The programme empowered public-private water users and
political actors who led the national water policy and indirectly benefited
66,000 families.
2023Security crisisHaiti
The security situation
in Port-au-Prince has been in continuous decline since the summer of 2021,
following the assassination of President Jovenel Moïse. Switzerland continues
its activities in Haiti, mainly through funding for humanitarian projects. Its
long-standing presence in the country allows it to capitalise on the experience
and achievements of its cooperation programmes and humanitarian interventions,
as well as on its excellent reputation as a flexible donor that works closely
with local actors. In 2023, it continued to support local grassroots
organisations in the fields of culture and human rights, taking every
opportunity to back projects initiated by local institutions and the
population.
2007Public finances Nicaragua
In 2007, former adversaries from the 1980s – the ex-contras and
veterans of the Sandinista Popular Army – collaborated to enhance the
accessibility to the community of Las Veguitas, located in the municipality of
El Tuma-La Dalia, Matagalpa. This initiative was driven by the dire conditions
of the roads during the rainy season, which rendered them virtually impassable
and isolated the community from the rest of the country. The mayor's office and
the community implemented the road improvement project, financed by
Switzerland. The construction of 12.7 kilometres of roads not only enhanced the
local infrastructure by enabling the establishment of essential services like
electricity, water and sanitation but also facilitated the building of schools
and health centres and stimulated economic activity through improved access to
goods and markets.
Through the local governance programme, the SDC supported municipalities in making investments with the participation of the population.
For the first time, there was access to public transport, electricity was brought in, health posts were built, schools were improved, and the road allowed farmers to sell their produce at a fair price. "Moreover, personnel were trained to maintain the roads, a practice that continues to this day. The projects have proven sustainable and are still going strong. They stand as a testament to our efforts." - Maryan Ruiz, former mayor of El Tuma-La Dalia (2008–10)
Through the local governance programme, the SDC supported municipalities in making investments with the participation of the population.
For the first time, there was access to public transport, electricity was brought in, health posts were built, schools were improved, and the road allowed farmers to sell their produce at a fair price. "Moreover, personnel were trained to maintain the roads, a practice that continues to this day. The projects have proven sustainable and are still going strong. They stand as a testament to our efforts." - Maryan Ruiz, former mayor of El Tuma-La Dalia (2008–10)
2012Cultural training Bolivia
From 2012, Federal Support
for Artistic and Cultural Activities project supported initiatives by artists,
managers and cultural groups that contributed to social cohesion and inclusion
and strengthened cultural identity while respecting diversity. Recognising the
unifying power of culture and its capacity to foster dialogue, the FSAC project
supported initiatives that had emerged and were concentrated in rural and
peri-urban areas, opening spaces for dialogue, participation, and the
development of shared visions and plans. This was achieved through
collaboration with local populations, including individuals, groups,
organisations, and institutions within municipalities. In addition, the FSAC
project worked to support the development of initiatives for artists, cultural
managers and groups to strengthen their capacities and develop their talents;
it also promoted spaces for mutual exchange between cultural managers and
cultural groups and with the public.
2014Agriculture and food securityHaiti
Switzerland
provides support for smallholder farmers to enable them to plant new varieties,
increase their crop yields and better store and market their produce. This not
only improves food security among rural families, but also benefits all
Haitians, who are able to buy affordable, locally grown food.
In cooperation with Canada, Switzerland supported the establishment of an agricultural credit system in all ten of the country's departments, which benefited over 14,500 farmers (28% of whom were women) between 2014 and 2017. Thanks to promoting microfinance institutions, the volume of agricultural loans rose by 30% nationwide.
To ensure that the progress achieved to date is sustained, Switzerland also provides farmers with support that is specifically targeted at increasing their resilience to natural hazards. Switzerland is also helping to reinforce the capacity of the state to cope with natural disasters and provides targeted emergency and food aid where needed.
In cooperation with Canada, Switzerland supported the establishment of an agricultural credit system in all ten of the country's departments, which benefited over 14,500 farmers (28% of whom were women) between 2014 and 2017. Thanks to promoting microfinance institutions, the volume of agricultural loans rose by 30% nationwide.
To ensure that the progress achieved to date is sustained, Switzerland also provides farmers with support that is specifically targeted at increasing their resilience to natural hazards. Switzerland is also helping to reinforce the capacity of the state to cope with natural disasters and provides targeted emergency and food aid where needed.
2018Conflict transformation Honduras
In order to address polarisation and clashes
in the southern part of Honduras and the Mosquitia region, the SDC decided to
incorporate the psychosocial approach in all its projects. This approach helps
to generate processes of dialogue, conflict transformation, empowerment and
social cohesion, enabling the different actors in a territory to understand the
interests and motivations of each social actor involved. The aim is to reduce
the social conflicts that arise between communities, authorities, the private
sector and the media when natural resources and economic projects are involved.
Bolivia
Switzerland has been
supporting local development in Bolivia for many years. Over the last 20 years,
the focus has been on improving agricultural production and increasing the
income of smallholder farmers.
Measures have also been taken to strengthen resilience to climate change and build an effective governance system in line with the national development agenda.
Measures have also been taken to strengthen resilience to climate change and build an effective governance system in line with the national development agenda.
Over the past two decades, Bolivia has made significant progress in
combating poverty and reducing inequality. Despite these positive developments,
however, large numbers of people in rural areas still live in poverty and are
particularly vulnerable to external shocks such as climate change. The SDC
cooperation programme has made a significant contribution to rural development
in Bolivia.
At the pinnacle of her career Midory Arzadum SalazarBolivia
After completing her training in social communication,
development, management and human resources, Midory started as an assistant in
the field of governance, and later took on tasks in administration and human
resources.
Two particular milestones have marked her long career. At the presentation of the first Swiss ambassador based in Bolivia, it was moving to see the Swiss flag in the presidential palace, and there was a great turnout from the staff. The ambassador prompted Midory to set up the first administration and human resources network for international cooperation. Subsequently, the SDC initiated the creation of the Grupo de Socios para el desarrollo de Bolivia (Bolivian development partners group, GRUS) with the participation of bilateral and multilateral agencies, which strengthened the capacity of like-minded actors to engage in political dialogue with the government. Both initiatives remain in force today, bearing the 'Swiss seal'. Midory values the flexibility and openness of transferable staff who move to a new culture and context every four years. But local staff must also readjust each time to new management and ways of looking at Bolivian reality. Saying goodbye to Swiss colleagues takes its emotional toll and the farewell parties were very special. She remembers one in particular where a Swiss colleague – a big fan of 'The Strongest' football team – received an autographed team jersey from the then captain in person.
Two particular milestones have marked her long career. At the presentation of the first Swiss ambassador based in Bolivia, it was moving to see the Swiss flag in the presidential palace, and there was a great turnout from the staff. The ambassador prompted Midory to set up the first administration and human resources network for international cooperation. Subsequently, the SDC initiated the creation of the Grupo de Socios para el desarrollo de Bolivia (Bolivian development partners group, GRUS) with the participation of bilateral and multilateral agencies, which strengthened the capacity of like-minded actors to engage in political dialogue with the government. Both initiatives remain in force today, bearing the 'Swiss seal'. Midory values the flexibility and openness of transferable staff who move to a new culture and context every four years. But local staff must also readjust each time to new management and ways of looking at Bolivian reality. Saying goodbye to Swiss colleagues takes its emotional toll and the farewell parties were very special. She remembers one in particular where a Swiss colleague – a big fan of 'The Strongest' football team – received an autographed team jersey from the then captain in person.
Ueli Mauderli «Many of our programmes will be continued» Swiss cooperation office La Paz
Ueli Mauderli «Many of our programmes will be continued» Swiss cooperation office La Paz
Fullscreen
The SDC is ending its
bilateral development cooperation in Bolivia.
What remains after more than 50 years of development cooperation?
What remains is a diverse and growing legacy: in
several departments across Bolivia, we are leaving behind visible reforestation
with mature tree populations and natural forest reserves that are used
sustainably. We have also contributed to productive agriculture through
climate-resistant seeds and environmentally friendly cultivation techniques,
and improved livestock farming with high-quality fodder crops. All of these
achievements will be sustained and further developed because Bolivian
stakeholders with concrete economic and social interests in them have taken
ownership of them.
Bolivia is among the countries most affected by climate change globally. What progress is being made in this area?
We have supported Bolivian partners in recognising and addressing climate change as a priority in research, business and politics. The SDC has facilitated networking among Bolivian, Swiss and international experts. This has helped Bolivian agricultural producers, communities and ministries to adapt to climate change through risk analyses, new production methods, improved infrastructure and meteorological early warning systems. With Switzerland's support, national climate research has been consolidated to operate independently and maintain a very high standard of quality.
What about economic development? In terms of economic development, we're leaving behind hundreds of promising small and medium-sized enterprises (SMEs) and over 70 vocational training institutes with modern infrastructure, competent teaching staff and forward-looking curricula. In recent years, Bolivia has adopted a vocational and professional education and training model inspired by the Swiss dual system which fosters close collaboration between the private sector, training centres and the government. This approach is expected to enhance the competitiveness of Bolivian companies by fostering expertise and innovation.
Keyword 'state'
In the area of good governance, Switzerland has strengthened communities across 340 municipalities by enhancing democratic processes and budgetary competencies. The SDC also supported fair access to justice for ordinary people, including through efficient and cost-effective mediation procedures. One of the most significant activities in recent years has been the fight against violence towards women, children and the elderly, with nationwide prevention campaigns and the expansion of targeted counselling services. It bears repeating: we are leaving behind a diverse legacy that will be further developed by Bolivians. Many of our programmes will be continued after the SDC's withdrawal – whether by local civil society organisations such as Solidar Suiza and Fundación Unir, the universities of Cochabamba and La Paz, Bolivian authorities (e.g. Ministry of Environment and Water, Ministry of Education, Ministry of Economic Development) or European donor organisations such as the Swedish International Development Cooperation Agency (SIDA).
Bolivia is among the countries most affected by climate change globally. What progress is being made in this area?
We have supported Bolivian partners in recognising and addressing climate change as a priority in research, business and politics. The SDC has facilitated networking among Bolivian, Swiss and international experts. This has helped Bolivian agricultural producers, communities and ministries to adapt to climate change through risk analyses, new production methods, improved infrastructure and meteorological early warning systems. With Switzerland's support, national climate research has been consolidated to operate independently and maintain a very high standard of quality.
What about economic development? In terms of economic development, we're leaving behind hundreds of promising small and medium-sized enterprises (SMEs) and over 70 vocational training institutes with modern infrastructure, competent teaching staff and forward-looking curricula. In recent years, Bolivia has adopted a vocational and professional education and training model inspired by the Swiss dual system which fosters close collaboration between the private sector, training centres and the government. This approach is expected to enhance the competitiveness of Bolivian companies by fostering expertise and innovation.
Keyword 'state'
In the area of good governance, Switzerland has strengthened communities across 340 municipalities by enhancing democratic processes and budgetary competencies. The SDC also supported fair access to justice for ordinary people, including through efficient and cost-effective mediation procedures. One of the most significant activities in recent years has been the fight against violence towards women, children and the elderly, with nationwide prevention campaigns and the expansion of targeted counselling services. It bears repeating: we are leaving behind a diverse legacy that will be further developed by Bolivians. Many of our programmes will be continued after the SDC's withdrawal – whether by local civil society organisations such as Solidar Suiza and Fundación Unir, the universities of Cochabamba and La Paz, Bolivian authorities (e.g. Ministry of Environment and Water, Ministry of Education, Ministry of Economic Development) or European donor organisations such as the Swedish International Development Cooperation Agency (SIDA).
BoliviaGetting things rolling
In Bolivia, the SDC strengthened the
capacity of 72 public technical training centres and enabled women and men to
directly apply the knowledge acquired. Jonatan Daniel Pacosillo and Rolando
Stefano completed an electromechanics internship at the Hospital Municipal
Modelo COREAL as part of this programme.
2007Disaster prevention Nicaragua
Dr
Guillermo González, ministerial-level director of the National System for
Disaster Prevention, Mitigation and Attention (Sinapred, Nicaragua), reflects
on the long-standing cooperation with Switzerland.
"When you manage to combine the vision of the organisation with that of the government, you move towards something beyond cooperation.
Switzerland has provided training to Sinapred for many years to improve its human resources and technological capabilities. This support has been instrumental in the development of our national system, especially over the past 16 years. Switzerland's contributions have facilitated the integration of modern technologies and tools that enable more contemporary risk management practices. A key development has been the creation of a national monitoring unit, enabling swift responses to emergencies and on-site presence during incidents. In this technological transfer process, Switzerland has also played a crucial role, providing financial resources for the acquisition of necessary equipment.
Following hurricanes Eta and Iota, Switzerland was one of the partners that stood by us during the crisis and recovery. In times of crisis, it's crucial to have partners who understand the national efforts being made and support them in the most effective way. Switzerland's assistance in risk management has been evident through the Coordination Centre for Disaster Prevention in Central America and the Dominican Republic (Cepredenac). Central America is one of the world's most vulnerable regions, but now it is also one of the best organised to respond to emergencies.
Given Nicaragua's vulnerability to natural disasters, a national system has been set up in which citizens play a key role: they are informed, aware of the risks and prepared to act in crisis situations. For nearly 10 years, we have been conducting drills, national exercises, and one regional exercise involving the entire population to put response plans into practice. As a result, there were no fatalities when the region was battered by two category-five hurricanes within 15 days of each other. Over the past decade, the SDC has understood the importance of our government's policies and supported its efforts. Its legacy is a widespread recognition that it has been a steadfast partner that has helped us build a national system that is hugely important to the country today."
"When you manage to combine the vision of the organisation with that of the government, you move towards something beyond cooperation.
Switzerland has provided training to Sinapred for many years to improve its human resources and technological capabilities. This support has been instrumental in the development of our national system, especially over the past 16 years. Switzerland's contributions have facilitated the integration of modern technologies and tools that enable more contemporary risk management practices. A key development has been the creation of a national monitoring unit, enabling swift responses to emergencies and on-site presence during incidents. In this technological transfer process, Switzerland has also played a crucial role, providing financial resources for the acquisition of necessary equipment.
Following hurricanes Eta and Iota, Switzerland was one of the partners that stood by us during the crisis and recovery. In times of crisis, it's crucial to have partners who understand the national efforts being made and support them in the most effective way. Switzerland's assistance in risk management has been evident through the Coordination Centre for Disaster Prevention in Central America and the Dominican Republic (Cepredenac). Central America is one of the world's most vulnerable regions, but now it is also one of the best organised to respond to emergencies.
Given Nicaragua's vulnerability to natural disasters, a national system has been set up in which citizens play a key role: they are informed, aware of the risks and prepared to act in crisis situations. For nearly 10 years, we have been conducting drills, national exercises, and one regional exercise involving the entire population to put response plans into practice. As a result, there were no fatalities when the region was battered by two category-five hurricanes within 15 days of each other. Over the past decade, the SDC has understood the importance of our government's policies and supported its efforts. Its legacy is a widespread recognition that it has been a steadfast partner that has helped us build a national system that is hugely important to the country today."
2012Local agricultural innovationCuba
In
order to strengthen the food security of the Cuban people, a local agricultural
innovation programme (PIAL) built up local capacities to manage agro-food chain
problems in 75 municipalities, contributing to increased food availability. A
local agricultural innovation system (SIAL) was thus established and extended
in the country, with spaces and mechanisms for the participation of farmers,
authorities and other local actors to increase agri-food production.
2012Local developmentCuba
The PRODEL project (Fortalecimiento de las
Capacidades Municipales para el Desarrollo Local) was set up to help strengthen
the capacities of municipal administrations and civil society to manage local
development strategies and projects designed to have an impact on the quality
of life of women and men, especially socially disadvantaged groups.
2012Intercooperation in the agricultural sectorCuba
APOCOOP (Apoyo a la intercooperación
agropecuaria) promotes cooperative management in the agricultural sector
through the creation of non-state organisations (second-tier cooperatives) that
provide services and products to improve the productivity of small producers
and agricultural cooperatives.
The project supports the creation of
capacities and conditions to achieve higher levels of cooperative management in
the agricultural sector in Cuba in the medium term. It is led by the national
association of smallholder farmers (ANAP), with support from OXFAM and the SDC.
It is present in 17 municipalities, and includes 102 cooperatives in the
provinces of Guantánamo, Las Tunas, Sancti Spíritus and Artemisa. It
contributes to food security through cooperation between various actors and
agricultural cooperatives.
2012-2014Agri-food chainsCuba
The AGROCADENAS project (Desarrollo de cadenas
agroalimentarias a nivel local ) contributed to food security by increasing
local production and boosting processing and marketing processes.
The project aimed to
strengthen the management and performance of agri-food chains at the local
level in line with the integrated development strategy of the selected
municipalities. The capacities of producers and cooperatives were also
strengthened in order to integrate them more effectively and sustainably in the
selected chains.
2007Gender equality Cuba
Through the platform PEGIN – Gender Equality
in Cuba, the SDC sought to help reduce inequalities and create equal
opportunities for women and men as a key requirement for equal development. The
platform aimed to influence national policies to promote political and social
processes in favour of gender equality and to ensure that current reforms did
not create new forms of discrimination. In addition, the project helped to
mainstream gender equality principles across the SDC's entire programme.
2007Ibero-American and African Masculinities NetworkCuba
The Ibero-American and African Masculinities
Network (RIAM) is a project that addresses issues such as gender violence,
stereotypes of masculinities in Cuba, the role of the media in perpetuating
prejudices and myths, new ways of being a man, the diversity of families,
fatherhood, religiosity, employment, male prostitution and homophobia. Through
activism and activities, it seeks to raise awareness and build a platform for
efforts to combat gender-based violence, to foster a culture of peace among the
male population and to analyse other issues such as types of masculinities,
homophobia and racism.
2014Water in schoolsNicaragua
The Agua y Saneamiento (Aguasan) water and sanitation programme
1982–2008/2013–17 benefited more than 285,000 people across the region. Some
70,000 children were able to study in better conditions with the support of the
SDC and strategic partners such as the national and local governments, CARE,
Save the Children and Global Communities. The Escuela Azul project in Rio
Blanco, Matagalpa, shares its experience.
2019Social inclusion Cuba
The PyE platform for gender equality and local
participation, with 15 civil society and state-run organisations, was founded
in 2012 and supported by the SDC from 2019, providing opportunities for
vulnerable groups to participate in the management of local development.
Bringing together a number of variables, including economic income, race,
gender, sexual orientation, age and disability, the project helps to reduce
gaps in social equality in 12 municipalities of Cuba. Nearly 200,000 people
from vulnerable and disadvantaged groups are direct beneficiaries of the
project, while a further 750,000 benefit indirectly. Some 2,800 people from
municipal governments were trained in local management.
Thanks to the platform, among other things a
new Family Code was passed by a majority in a referendum on 25 September 2022.
The Family Code includes recognition of same-sex marriage and surrogacy,
referred to as 'solidarity pregnancy' in the code. But it also addresses issues
such as gender-based violence, including specific penalties for those
convicted.
Cuba's new constitution
Public recognition of the decentralisation and local development processes culminated in their integration into the new Cuban Constitution, passed by a majority of the population in a referendum in 2019.
Cuba's new constitution
Public recognition of the decentralisation and local development processes culminated in their integration into the new Cuban Constitution, passed by a majority of the population in a referendum in 2019.
Nicaragua
Swiss development
cooperation has been actively engaged in the water and sanitation sector in
Nicaragua and across Central America for many years. Over the past 20 years,
the emphasis has been on enhancing the water and sanitation infrastructure and
strengthening disaster preparedness in relation to climate change.
This work has been carried out under challenging conditions, as the region has grappled with issues related to access to water and deficiencies in the water infrastructure. Conflicts over water utilisation are also a pressing issue.
This work has been carried out under challenging conditions, as the region has grappled with issues related to access to water and deficiencies in the water infrastructure. Conflicts over water utilisation are also a pressing issue.
The SDC's integrated approach has proven to be highly effective in the
area of water supply and sanitation. The sustainability of these projects lies
in strengthening local communities, promoting women to managerial roles, and
involving young people, which has fostered dynamism and reinforced a sense of
personal responsibility.
They say I look Swiss Ana Carolina PeraltaNicaragua
Ana Carolina Peralta joined the SDC in 1996/97 as a
junior secretary. From 2006 she worked as a humanitarian aid administrator, and
since 2008 has been working as a programme assistant in the coordination
office.
Working in a cooperation agency enables you to get to know different facets of a country. This is why Ana Carolina enjoys project visits. There is one experience that she remembers well from the beginning of her career: "As part of the Postcosecha (post-harvest) project, which entailed promoting the use of metal silos to reduce crop losses, we went to a very remote area and were invited into a family home. We realised that the people didn't have much, but they offered us what little food they had to thank us for our support. This gesture from a very humble family was a huge lesson for me." Ana Carolina appreciates the goals and values of the SDC: solidarity, the fight against poverty, and integrity, which is key to her position as an administrator. Swiss solidarity has been demonstrated time and again during the various crises that have gripped the country. But what Ana Carolina cherishes most is Switzerland's neutrality, which people sometimes criticise. According to her, this position is very important in order to be able to continue helping those in need through difficult times. "Without this neutrality, the SDC would no longer be in these countries," she says. "During its 40 years working in the region, the SDC has been very careful in managing relations with governments, despite multiple setbacks." According to Ana Carolina, the SDC's greatest achievements can be seen in the reduction of poverty, which manifests itself in different ways, for example not having water, not having food, or feeling vulnerable. In all these areas, the SDC has been successful. Work on good governance, human rights, and continuing humanitarian aid is also valuable. She loves the fact that so many young people get involved in SDC projects. "They are very critical and independent, but they can be agents of change. They deserve all the support we can give." Thinking about the SDC's departure, Ana Carolina is sad, but she also feels strengthened by all the experiences and achievements. "Now we have to focus on passing on all that knowledge," she says. Her plans for the future are linked to her profession as a business administrator. If the situation allows, she wants to open a business: "I want to have a simple restaurant where I can serve good, affordable meals to people. And I'll have a little Swiss corner, a wall or a shelf with Swiss souvenirs, either at home or in my small business."
Working in a cooperation agency enables you to get to know different facets of a country. This is why Ana Carolina enjoys project visits. There is one experience that she remembers well from the beginning of her career: "As part of the Postcosecha (post-harvest) project, which entailed promoting the use of metal silos to reduce crop losses, we went to a very remote area and were invited into a family home. We realised that the people didn't have much, but they offered us what little food they had to thank us for our support. This gesture from a very humble family was a huge lesson for me." Ana Carolina appreciates the goals and values of the SDC: solidarity, the fight against poverty, and integrity, which is key to her position as an administrator. Swiss solidarity has been demonstrated time and again during the various crises that have gripped the country. But what Ana Carolina cherishes most is Switzerland's neutrality, which people sometimes criticise. According to her, this position is very important in order to be able to continue helping those in need through difficult times. "Without this neutrality, the SDC would no longer be in these countries," she says. "During its 40 years working in the region, the SDC has been very careful in managing relations with governments, despite multiple setbacks." According to Ana Carolina, the SDC's greatest achievements can be seen in the reduction of poverty, which manifests itself in different ways, for example not having water, not having food, or feeling vulnerable. In all these areas, the SDC has been successful. Work on good governance, human rights, and continuing humanitarian aid is also valuable. She loves the fact that so many young people get involved in SDC projects. "They are very critical and independent, but they can be agents of change. They deserve all the support we can give." Thinking about the SDC's departure, Ana Carolina is sad, but she also feels strengthened by all the experiences and achievements. "Now we have to focus on passing on all that knowledge," she says. Her plans for the future are linked to her profession as a business administrator. If the situation allows, she wants to open a business: "I want to have a simple restaurant where I can serve good, affordable meals to people. And I'll have a little Swiss corner, a wall or a shelf with Swiss souvenirs, either at home or in my small business."
Irene Kränzlin Espinoza Perez "Maintaining a humanitarian presence" Cooperation office in Managua
Irene Kränzlin Espinoza Perez "Maintaining a humanitarian presence" Cooperation office in Managua
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The SDC is ending its bilateral development cooperation in Nicaragua.
How will that work in practice?
In principle, an exit should be gradual. It should also be communicated transparently and in good time. We have placed particular emphasis on treating our local employees with care by supporting them with coaching and further training for their future. The difficult political situation in Nicaragua has forced us to close the SDC office prematurely. We are prioritising and accelerating processes accordingly, so as to ensure that projects are completed in an orderly manner.
After 45 years in Nicaragua, what is the SDC's most significant legacy? Our contribution was essentially practical in nature and focused on the needs of disadvantaged population groups. We were able to bring about positive change at various levels: at an individual level, young people have developed greater self-confidence and gained access to the labour market; improved agricultural cultivation methods and the safe storage of the harvest have enabled families in rural areas to generate a higher household income; various municipalities have benefited from better infrastructure, such as integrated water management; and we have contributed at an institutional level to the development of national disaster prevention and a training centre for vocational training instructors.
What have we learnt?
Our long-term commitment and the relationships of trust that we have built up have been key to achieving sustainable results. Nevertheless, we must also recognise that we have often set ourselves overambitious goals, particularly in the area of the rule of law and democracy.
How do you see the SDC's involvement in the region in 10 years' time?
The political situation in the region is likely to remain volatile, with an increased tendency towards authoritarian regimes. We must maintain political dialogue, i.e. keep the diplomatic channels to the respective governments open. Where possible, other Swiss foreign policy instruments should also be used, for example in the area of cocoa cultivation and processing with SECO, or in the area of anticorruption and human rights with the Peace and Human Rights Division. It would also make sense to maintain a humanitarian presence in the region, given the increased risk of natural disasters in Central America and the fact that this part of the world is considered a region of origin and transit for irregular migration to the United States. Our many years of experience and expertise in disaster prevention, rapid response, migration and protection could continue to be of benefit to the population.
In principle, an exit should be gradual. It should also be communicated transparently and in good time. We have placed particular emphasis on treating our local employees with care by supporting them with coaching and further training for their future. The difficult political situation in Nicaragua has forced us to close the SDC office prematurely. We are prioritising and accelerating processes accordingly, so as to ensure that projects are completed in an orderly manner.
After 45 years in Nicaragua, what is the SDC's most significant legacy? Our contribution was essentially practical in nature and focused on the needs of disadvantaged population groups. We were able to bring about positive change at various levels: at an individual level, young people have developed greater self-confidence and gained access to the labour market; improved agricultural cultivation methods and the safe storage of the harvest have enabled families in rural areas to generate a higher household income; various municipalities have benefited from better infrastructure, such as integrated water management; and we have contributed at an institutional level to the development of national disaster prevention and a training centre for vocational training instructors.
What have we learnt?
Our long-term commitment and the relationships of trust that we have built up have been key to achieving sustainable results. Nevertheless, we must also recognise that we have often set ourselves overambitious goals, particularly in the area of the rule of law and democracy.
How do you see the SDC's involvement in the region in 10 years' time?
The political situation in the region is likely to remain volatile, with an increased tendency towards authoritarian regimes. We must maintain political dialogue, i.e. keep the diplomatic channels to the respective governments open. Where possible, other Swiss foreign policy instruments should also be used, for example in the area of cocoa cultivation and processing with SECO, or in the area of anticorruption and human rights with the Peace and Human Rights Division. It would also make sense to maintain a humanitarian presence in the region, given the increased risk of natural disasters in Central America and the fact that this part of the world is considered a region of origin and transit for irregular migration to the United States. Our many years of experience and expertise in disaster prevention, rapid response, migration and protection could continue to be of benefit to the population.
Small businesses achieving big resultsNicaragua
Supporting micro and small enterprises
(MSEs) in Honduras, Nicaragua and El Salvador has been crucial for promoting
local and inclusive economic development. Through a value chain approach, the
Swiss Agency for Development and Cooperation (SDC) and its partner Swisscontact
have benefited nearly 17,000 small enterprises, creating over 15,000 jobs.
2012Priority countryCuba
In the
Dispatch on Switzerland’s International Cooperation 2012–16, Cuba was made a
priority country for Swiss cooperation.
Cuba as a priority country
developed a multitude of long-term projects under the local development
approach, with an annual budget which grew from CHF 3 million in 2011 to CHF 12
million in 2020. Three sub-areas were progressively included in the strategy:
local governance, agriculture and local economic development, plus the
cross-cutting theme of gender equality.
2014Local governanceHaiti
Switzerland
is assisting Haiti's government and local communes in improving basic services
in rural areas, through infrastructure and training. It is thereby
supporting the Haitian government's decentralisation policy. For example,
Switzerland is further extending drinking water and sanitation services in
cooperation with local communities. This improves women's and children's health
in particular and prevents the spread of epidemics such as cholera.
Switzerland is also working to ensure that women and disadvantaged groups
are involved in decision-making and local planning processes.
Between 2014 and 2017, over 25,000 people gained access to clean drinking water. Thirty commune committees, made up of 45% of women on average, have been operating and maintaining these systems since then.
Switzerland is also assisting communes in carrying out risk assessments and implementing protective measures against natural hazards. This includes, for example, the reconstruction of disaster-proof housing and community emergency shelters. Switzerland also trains professionals to improve their practical skills and raise public awareness of basic earthquake- and hurricane-proof construction techniques. Twelve schools were built and over 1,000 bricklayers trained between 2014 and 2017.
Between 2014 and 2017, over 25,000 people gained access to clean drinking water. Thirty commune committees, made up of 45% of women on average, have been operating and maintaining these systems since then.
Switzerland is also assisting communes in carrying out risk assessments and implementing protective measures against natural hazards. This includes, for example, the reconstruction of disaster-proof housing and community emergency shelters. Switzerland also trains professionals to improve their practical skills and raise public awareness of basic earthquake- and hurricane-proof construction techniques. Twelve schools were built and over 1,000 bricklayers trained between 2014 and 2017.
2019Social security system Haiti
In
2019, more than six million Haitians were living in poverty and surviving on
less than two US dollars a day. From November 2019, Switzerland supported more
than 30,000 particularly vulnerable families. Through the Social Promotion and
Protection Support Programme (PROMES), the SDC sought to better link humanitarian
aid with social security instruments. Young single mothers were at the heart of
the project. For example, with a little support and minimal training, a woman
who had lost everything but knew how to milk a goat was able to create a new
source of income by selling milk. The SDC also worked with the World Food
Programme (WFP) and the NGO Fonkoze. Fonkoze developed, among other things, a
national vulnerability index, to be used as a basis for allocating state social
assistance contributions. The NGO's staff went door-to-door and conducted
interviews to assess people's situation and their most urgent needs. The WFP
supported the Ministry of Social Affairs and Labour in creating a digital
platform to track the country's social indicators.
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60 Years of Cooperation with Latin America and the Caribbean
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Haití
Jean Monclair Casseus
"We will continue our mission to help communities."
Five letters leading to success
Swiss cooperation begins
Priority Country
Rural Development
New thematic areas
Swiss cooperation begins
Earthquake
Priority country
Hurricane Matthew
Another devastating earthquake
Rural vocational training
Posuizos
Aguasan
Rural development
Medical assistance
Climate resilience initiative
Women United
Promoting women's rights
Promoting the participation of women
Cuba
Julio César Gonzalez Pagés
"We helped make history"
Agricultural emancipation
Brigades
Safe grain storage
Swiss cooperation begins
Local governance
Competence Centre for Reconstruction
Security sector reforms
Modernisation of the national police force
Hurricane Ian
Cooperation with NGOs
Emergency relief and reconstruction
Energy and progress
Inclusion of women
Cocoa, coffee and shrimp
Local economic development
Sustainable cocoa
Honduras
Jorge Escobar
«Locally strongly anchored projects»
Sustainable water management yields abundant harvests
Economic and Political Reform
Priority Topics
Special Programme
The fight against cholera
Development of inclusive markets
Water governance
Security crisis
Public finances
Cultural training
Agriculture and food security
Conflict transformation
Bolivia
Midory Arzadum Salazar
«Many of our programmes will be continued»
Getting things rolling
Disaster prevention
Local agricultural innovation
Local development
Intercooperation in the agricultural sector
Agri-food chains
Gender equality
Ibero-American and African Masculinities Network
Water in schools
Social inclusion
Nicaragua
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Ana Carolina Peralta
"Maintaining a humanitarian presence"
Small businesses achieving big results
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Priority country
Local governance
Social security system