Placing the commons at the heart of community development: Three case studies of community enterprise in Caribbean islands

Undisturbed, though not formally sanctioned, access to land for housing, agriculture and extraction of forest products.

1700 trees planted, of which 1500 have survived.

Area free of fires since 1997.

Improved water supply and quality from reservoir.

Community composting and recycling.

FACRP employs around 40 people (full-time) and has an annual operating budget of ~US$75,000)

Management fee for NRWRP: 20% of actual salaries.

Revenue from food sales, rental of facility etc.

Access to pipe-borne water (negotiated by FACRP).

Offices, nursery and other enterprise-related structures.

Tools, office equipment, computers.

Community capacities built in many areas including:

1. fire prevention/fire fighting;

2. tour guiding;

3. organic gardening;

4. community recycling/composting;

5. community-based tourism;

6. craft and cottage industries; and

7. music and cultural arts.

Group capacity built in NGO management.

support from the formal management agencies;

strong network of influential supporters;

support from all political administrations.

Over 100 acres of reforested land, including intercropping with fruit trees.

Increased population of nesting turtles.

Access to land for turtle tour visitor centre.

5 acres of state land for agro-forestry (applied for).

8 acres of land leased for organic farming

Annual revenue of about TT$600.000, (£60,000): derived from:

1. annual government subvention;

2. grants;

3. turtle tours: 9909 tours in 2006 with fees ranging from about US$0.75–15.00;

4. forest-based tours;

5. Earthwatch volunteers;

6. 30% share of revenue from guesthouse;

7. reforestation management fee;

8. consultancy services;

9. sale of craft/souvenirs.

Small indirect impact on bar and shop sales in village.

Office building and equipment.

Stake in guesthouse.

Turtle tour visitor centre (leased).

Vehicles.

Tools and equipment for turtle research and reforestation.

Group capacity built in many areas including:

1. turtle protection/research;

2. tour guiding;

3. community-based tourism;

4. leadership;

5. strategic planning and visioning;

6. NGO management;

7. forestry;

8. fire prevention;

9. agro-forestry.

Support from the formal management agency.

Strong network of influential supporters.

Support from all political administrations, (in spite of Chairperson having been at one time publicly affiliated with the current opposition party).

No assessment of impact of festivals on local fish resources, but observations suggest an increase in catches, with positive short-term economic impacts but potentially negative environmental impacts, in Anse La Raye.

Improved waste management in both villages.

2007 estimated annual revenue of US$251,000 going directly to 15 vendors. With multiplier effect, it is estimated that over US$410,000 is being generated annually in the community through the event.

Net profit to vendors after management fees and purchases US$101,000 (Finisterre 2007).

Tangible economic benefits to women (in 2004, 72% of ALR vendors were women, who are often single heads of households (61%), and to unskilled persons (83% only primary education). For most of them it is the primary source of income (83% of ALR vendors in 2004).

Multiplier effect generates benefits to local suppliers, especially fishers and farmers (vendors in ALR in 2004 indicating that they spent an average of US$130.00 per week on food items), but also bus and taxi drivers, craft producers, cultural performers and others.

Vending booths (ALR) and tents (Gouyave).

Toilets (ALR).

Equipment.

Skills built or enhanced in areas such as food and beverage, micro-enterprise.

Standards developed.

Social impacts also significant in terms of community pride and identity, validation of cultural traditions and skills, social cohesion.