Presentad By: Inversiones y Servicios HEVI S.A. de C.V.
Final Evaluation Report
Coffee Stabilization and Agricultural Diversification 
Project, El Salvador
Presented by: 
5 ta. Calle poniente # 3718 Col. Escalón San Salvador
Telephone number: Tel. (503) 2511-8027; Cel. (503) 7883-9723
e-mail: director@hevintl.com; y helmanvillalta@gmail.com
December 2019
FY 2014 Food for Progress Coffee Stabilization and Agricultural 
Diversification Project, El Salvador – Final Evaluation Report
Program: Food for Progress
Agreement Number: FCC-519-2014/051-00
Funding Year: Fiscal Year 2014
Implemented by: National Cooperative Business Association - The Cooperative 
League of the United States of America (NCBA CLUSA)
DISCLAIMER: This publication was produced at the request of the United States Department of 
Agriculture. It was prepared by an independent third-party evaluation firm. The author’s views 
expressed in this publication do not necessarily reflect the views of the United States Department of 
Agriculture or the United States Government.
USDA further notes that the evaluator did not have an opportunity to respond to donor comments on 
the evaluation report. The implementer addressed donor’s comments to the extent possible without 
adding to the findings, providing relevant project and contextual information. There remains uncertainty 
as to how well some findings are supported.
Accessibility Note: An accessible version of this document can be made available by contacting 
fas.monitoring.evaluation@usda.gov
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Index
EXECUTIVE SUMMARY.......................................................................................................................................................................................vi
1. INTRODUCTION.......................................................................................................................................................................................... 1
2. EVALUATION METHODOLOGY ............................................................................................................................................................. 1
a. Registration and information management techniques................................................................................................................ 1
b. Limitations of the evaluation ................................................................................................................................................................ 3
3. PROJECT DESCRIPTION. ........................................................................................................................................................................... 4
c. National context....................................................................................................................................................................................... 4
d. Project Description................................................................................................................................................................................... 6
Activity 1: Capacity Building - Government Institutions...................................................................................................................... 7
Activity 2: Capacity Building - Producer groups/cooperatives........................................................................................................... 9
Activity 3: Financial Services - Facilitate Agricultural Lending........................................................................................................... 9
Activity 4: In-kind Grants - Agricultural supplies................................................................................................................................... 9
Activity 5: Inputs - Develop Agro dealers and/or Other Input Suppliers....................................................................................... 9
Activity 6: Market Access - Facilitate Buyer-Seller Relationships.................................................................................................. 10
Activity 7: Market Access - Facilitate Private and/or Public Partnership .................................................................................... 10
Activity 8: Training - Improved Agricultural Production Techniques............................................................................................ 10
Activity 9: Training - Improved Marketing and Branding ............................................................................................................... 10
e. Interventions in the coffee value chain........................................................................................................................................... 11
4. ANALYSIS CRITERIA: RELEVANCE....................................................................................................................................................... 12
a. Alignment with national priorities..................................................................................................................................................... 13
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b. Relevance of the project in the coffee sector................................................................................................................................ 14
c. Interventions for coffee rust mitigation........................................................................................................................................... 15
5. ANALYSIS CRITERIA: EFFICIENCY....................................................................................................................................................... 20
6. ANALYSIS CRITERIA: EFFECTIVENESS............................................................................................................................................... 23
a. Capacity building for government institutions............................................................................................................................... 23
b. Capacity building for extension workers (cooperatives and producer organizations)....................................................... 25
c. Capacity building in marketing and brand improvement.......................................................................................................... 27
d. Capacity building on Agricultural Production Techniques.......................................................................................................... 30
e. Financial services for the coffee producers.................................................................................................................................... 33
f. Agricultural inputs donated by the project .................................................................................................................................... 36
g. Development of distributors of agricultural inputs...................................................................................................................... 37
h. Creation and / or strengthening of Public-Private Partnerships............................................................................................... 40
i. Project actions to facilitate access to markets.............................................................................................................................. 41
7. ANALYSIS CRITERIA: SUSTAINABILITY.............................................................................................................................................. 44
a. Sustainability of actions at the national level................................................................................................................................ 44
b. Sustainability of actions at the local level....................................................................................................................................... 45
8. CONCLUSIONS.......................................................................................................................................................................................... 45
9. RECOMMENDATIONS............................................................................................................................................................................ 47
10. BIBLIOGRAPHY ..................................................................................................................................................................................... 49
ANNEX I: PROJECT TARGETS AND ACHIEVEMENTS
ANNEX II: TECHNICAL PROPOSAL
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GRAPHICS AND FIGURES
Figure 1: Final Project Execution: Summary of Primary Indicators. .........................................................................................................vii
Table 2-1 List of cooperatives visited and distribution of the sample obtained.................................................................................... 2
Table 2-2: Limitations in the development of the evaluation and implemented solutions................................................................ 3
Figure 3-1: Historical trends in the price of coffee in world markets 1975-2019 ($ / lb.)............................................................... 6
Table 3-1: Key Project Information.................................................................................................................................................................... 7
Figure 3-2: Geographical distribution of Coffee producing zones............................................................................................................. 8
Table 3-2: Value Chain Partners and Intervention..................................................................................................................................... 12
Figure 4-1: Capacity building events for coffee producers....................................................................................................................... 16
Figure 4-2 Number of promotional events about coffee rust fungus treating, by type of event (2016-18)............................. 17
Figure 4-3 Number of private nurseries with extended production of coffee rust fungus resistant varieties (2016-18)...... 17
Table 4-1: Average incidence of coffee rust by mountain range............................................................................................................ 17
Figure 4-4 Evolution of coffee rust (2015-18)............................................................................................................................................ 18
Table 5-1: Final situation of the main indicators of the Project.............................................................................................................. 20
Table 5-2: Indicators with less than 100% of execution at the close of the Project........................................................................ 20
Figure 5-1: Final Project Execution: Summary of Primary Indicators. ................................................................................................... 22
Figure 6-1: Training Events for government technicians........................................................................................................................... 23
Figure 6-2: Amount of government technicians in NCBA-CLUSA Training Events............................................................................ 23
Table 6-1: Comments from technical team CENTA-CAFE ...................................................................................................................... 24
Figure 6-3A: Number of training events aimed at extensionists in cooperatives and producer organizations, by type of training 
and year.................................................................................................................................................................................................................. 25
Figure 6-3B: Number of people trained by type of person and year.................................................................................................... 25
Table 6-2: Perceptions of the main technical assistance provider in the geographic areas supported by the project........... 26
Figure 6-3C: Perceptions about whether the technical support of the project met expectations and needs............................ 27
Figure 6-6A: Training Events in marketing ................................................................................................................................................... 28
Figure 6-6B: Amount of persons trained in marketing and branding ................................................................................................... 28
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Figure 6-6C: Perceptions of the marketing concepts learned during the project.............................................................................. 29
Figure 6-6D: Perceptions about knowledge of buyers of special coffees............................................................................................. 29
Figure 6-7A: Distribution of training events conducted by NCBA-CLUSA............................................................................................ 30
Figure 6-7B: Examples of educational booklets prepared by the project. ......................................................................................... 31
Table 6-3: Educational booklets developed by the project. ..................................................................................................................... 32
Figure 6-8A Number of people who received financial services by gender......................................................................................... 34
Figure 6-8B: Number of loans granted results of project assistance per year.................................................................................. 34
Figure 6-8C: Value of loans granted results of project assistance by gender.................................................................................... 34
Figure 6-8D: Percentage value of loans for agricultural activities by beneficiary type..................................................................... 34
Figure 6-8E: Percentage value of loans given by region and type of beneficiary............................................................................... 34
Figure 6-8F: Value distribution of loans granted by region in millions of dollars............................................................................... 35
Figure 6-9A: Donations of agricultural inputs distributed to producers with project assistance. .................................................. 37
Figure 6-9B: Value of Donations of agricultural inputs distributed to producers with project assistance (US$)...................... 37
Figure 6-9C Association of Producers PIEDRAS AZULES......................................................................................................................... 39
Figure 6-10A: Number of public-private partnerships generated.......................................................................................................... 40
Figure 6-10B: Value of new investment leverage for public-private partnerships, by type of value ............................................ 41
Figure 6-11 Main destinations of Salvadoran coffee exports. ................................................................................................................ 41
Figure 6-12A: Total sales by volume (metric tons)..................................................................................................................................... 43
Figure 6-12B: Total sales by value (US$)...................................................................................................................................................... 43
Figure 6-12C: Jobs generated by project interventions.............................................................................................................................. 43
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ACRONYMS AND ABBREVIATIONS
BANDESAL: Banco de Desarrollo de El Salvador - Salvadoran Development Bank
BFA: Banco de Fomento Agropecuario - Agriculture Development Bank
BH: Banco Hipotecario - Mortgage Bank
CENTA: Centro Nacional de Tecnología Agropecuaria - National Center for Agriculture and Forestry 
Technology
CLUSA: The Cooperative League of the United States of America
DGDR-MAG: Dirección General de Desarrollo Rural / General Directorate for Rural Development - Ministry of 
Agriculture and Livestock
ECA: Escuela de Campo para Agricultores – FFS: Farmer Field School 
IFAD: International Fund for Agricultural Development
MAG: Ministry of Agriculture and Livestock
MaSL: Meters above Sea LeveI
NCBA: National Cooperative Business Association
PPP: Public-Private Partnerships
PDO: Protected Designation of Origin
USDA: United States Department of Agriculture
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EXECUTIVE SUMMARY
NCBA CLUSA implemented the five-year United States Department of Agriculture (USDA) funded Coffee 
Stabilization and Agricultural Diversification Project in El Salvador; the project supported an estimated 7,500 
producers, 50 producer and cooperative organizations, government agencies, and the private sector in the coffee 
producing regions of Apaneca-Ilamatepec, El Bálsamo-Quezaltepeque, Tecapa-Chinameca, Cacahuatique, 
Chinchontepec, and Alotepeque-Metapán.
The Project’s objectives were to (a) support small and medium farmers to increase productivity in the coffee value 
chain through the improvement of agricultural techniques and technologies for coffee and products diversification, 
(b) support governmental institutions activities and foster the capacities of producers and cooperatives
organizations, (c) increase access to agricultural credits and improve the quality of inputs for coffee production,
and (d) increase the trade of agricultural products through the increase in the value of post-harvest products, as
well as market access through quality improvement, greater efficiency, and better commercialization and market
links.
The project was approved October 2014 and implementation began October 2015. The Final Evaluation was 
conducted six months after the technical activities of the project were completed. The final evaluation report 
considers the relevance, efficiency, effectiveness, sustainability, and lessons learned from the project. The report
assessed the period of October 5, 2015 - June 30, 2019. 
The evaluation found that NCBA CLUSA exceeded performance under all indicators of the nine groups of primary 
activities. Figure 1 summarizes the average progress for each of the 78 indicators under the nine components of 
the project. The graph’s data is comprised of primary information from the Project’s Data Management System; it 
was compiled, debugged, and analyzed. Data was compiled from the evaluation survey conducted for this 
evaluation. Reference data was also requested from government institutions that partnered with the project.
The project’s design and implementation were aligned with the priorities of the national government. With the 
change of government and the new national authorities in agriculture, commerce, and economy, NCBA CLUSA’s
knowledge and learning tools will positively impact the formulation of the new national strategy for coffee 
development and influence new coffee projects. 
The evaluation’s main conclusion was that this project supported the rehabilitation of Salvadoran coffee in all the 
links of the value chain. The project worked in a coordinated manner with government institutions, particularly 
the Ministry of Agriculture and the National Center for Agricultural and Forestry Technology "Enrique Álvarez 
Córdova" - CENTA and its specialized division CENTA-CAFÉ. As part of the project’s “Support to Government 
Institutions” component, NCBA CLUSA signed a Memorandum of Understanding with the Ministry of Agriculture 
and Livestock (MAG). The purpose of the MOU was to: 
1 – Provide support to coffee growers in a coordinated manner with CENTA-CAFÉ (government institution under 
MAG that provides extension services to coffee growers) . The program trained all CENTA-CAFÉ extension 
agents on the “Low Cost Production System” and its three components a) Organic Inputs Manufacturing Sites, b) 
Low Cost Coffee Nurseries, and c) Mechanization. 
2 – Provide support to the Salvadoran Coffee Counsel MAG unit. This unit provides technical assistance to coffee 
growers around commercialization, marketing, and international competitions such as the Cup of Excellence. 
3 – Provide support to MAG General Directory for Rural Development to create Public and Private Partnerships 
(PPP). 11 PPPs were created through this, generating around half a million USD in public investment and around 
1.5 million USD in private investment for coffee producer organizations and cooperatives.
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The project trained government entities effectively; these entities however are at risk if there is no continuity in 
CENTA-CAFÉ staff or a concerted effort to align work with the new government policies. The project also trained 
staff of cooperatives and producer associations; these trainings were critical in helping to build the capacities of
the cooperative sector. 
Figure 1: Final Project Execution: Summary of Primary Indicators.
Source: Source: Internally produced based on information of the NCBA CLUSA Monitoring System and complementary information
The project improved coffee plantations through - the promotion of improved varieties of coffee resistant to rust 
and the use of organic agriculture. These activities are in alignment with government priorities as well as producer 
needs. The introduction of a low-cost system for coffee production has been the biggest achievement for the 
project. The system trains farmers on how to create coffee nurseries and use organic agriculture. The use of 
mechanization and agricultural management systems complements these new technologies. Another important 
contribution of the project has been the strengthening of sales processes and helping farmers access international 
markets. 
Through the employment of the farmer field school (ECA) methodology, the project identified and trained
community extension agents within cooperatives and producer organizations. Prior to the start of the project, 
none of the 231 Cooperatives and Producer Organizations were supported with extension services. The project 
trained 575 community extension agents in 93 events (139% of the originally planned goal) and subsequently, those 
community extension agents worked with an estimated 4,000 agricultural producers within the cooperatives and 
producer organizations. NCBA CLUSA developed the Community Extension Agent Program curricula which 
included the following training: Basic extension techniques (1 day); Low cost coffee plants nurseries (1 day); 
Organic inputs manufacturing sites (1 day); Mechanization (1 day); Farm management fertilization (1 day); and Pest 
control with emphasis on coffee leaf rust (1 day). For a list of all project indicators, please refer to Annex I: Project 
Targets and Achievements. 
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Based on the data collected, the evaluation team recommends the following: 
i. NCBA CLUSA take the necessary steps to obtain a second stage of the project to continue technical
support to the Salvadoran coffee industry.
ii. NCBA CLUSA should ensure that the technical legacy of the project continues through coffee projects
beginning next year and beyond, particularly, the MAG-CABEI and USDA-MOCCA projects.
iii. The Salvadoran government alongside IICA and the Salvadoran Coffee Council, is creating a new strategy
that will promote and support Salvadoran coffee. NCBA CLUSA should use its technical knowledge and
the tools it developed to influence the strategy.
iv. NCBA CLUSA should take advantage of the positive relationship it has with MAG and encourage them to
incorporate coffee nurseries as a part of the base of suppliers certified by MAG. This will allow new coffee
growers to be supported with the technologies generated by the project and would generate new growth
and sales opportunities for nurseries as well.
v. There should be continued support for the PDOs associated with the 6 coffee mountains ranges developed
by the project.
vi. There should be continued support for MAG to help the continuity of the CENTA-CAFÉ technical team.
In particular, the capacity building tools that support the technical personnel should continue.
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1. INTRODUCTION
This Final Evaluation report is structured as follows. The first section describes the general context of the project 
evaluation (Chapters 1-4). The second section includes the relevance analysis, the project’s results, and the 
sustainability of its interventions while also considering the social and economic context (Chapters 5-7). The third 
section analyzes the project’s achievements and results based on the 125 project indicators (Chapter 8). Lastly, 
the final section collates all information described in the previous chapters and provides general conclusions, 
recommendations, guidelines on how to implement similar projects, and feedback to national initiatives on how 
to strengthen the coffee sector in El Salvador. 
2. EVALUATION METHODOLOGY
USDA’s Coffee Stabilization and Agricultural Diversification Project focused on the following objectives: Increase 
the productivity of the coffee value chain through improved agricultural techniques and technologies for coffee 
and diversified products, build the capacity of government institutions and producer organizations/cooperatives, 
and increase access to financing and improved inputs; expand trade of agricultural products by increasing the value 
of post-harvest products and access to markets through improved quality, increased efficiency, and improved 
marketing and market linkages. The targeted areas were - Apaneca-Ilamatepec, El Balsamo Quezaltepeque, Tecapa
Chinameca, Cacahuatique, Chinchontepec, and Alotepeque-Metapán. The criteria used to identify target regions 
included the number of smallholder farmers in the region as well as the degree to which productivity, livelihoods, 
and food security was affected by coffee leaf rust fungus. The project targeted: 
• Smallholder farmers with plots between 1 -17.5 ha (7,000 farmers);
• Producers whose productivity affected food security of others, particularly farmers with larger plots (17.5
ha and up) and who provide labor opportunities and an income stream in their communities (500 farmers);
• Lived in the target community;
• Demonstrated knowledge, ability, and willingness to participate in project activities; and
• Were interested in and capable of learning new practices and technologies and willing to train other
farmers in those technologies.
The final evaluation used a qualitative-quantitative approach to data collection which integrated the use of primary 
and secondary sources. For specific details on the methodological approach, please refer to Annex II: Technical 
Proposal which includes preliminary descriptions on data collection and processing, estimated sample frame and 
size, and the planned stages of research. 
a. Selection of Participants and Information Management Techniques
Below are the techniques employed: 
Documentary Review: This included an exhaustive review of project documents as well as relevant reports of 
national and international institutions.
Semi-Structured Interviews: Data was collected using a format that included standardized, open and closed 
questions that were previously defined and coded. This qualitative technique allows trends to be established based 
on perceptions expressed by the interviewee. The quality of the data heavily depended on the technique we used 
to select the interviewees. In total, 12 interviews were conducted and included producers, cooperative presidents, 
MAG officials, CENTA CAFÉ, among others. 
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Focus Group Discussions (FGDs): This method included both collective and semi-structured interviews 
around a specific topic. The FGDs were directed by a facilitator; they consisted of a small number of people with 
homogeneous characteristics and interests that were selected based on certain criteria. The technique begins with
the assumption that the interviewees are representative of a universe. In total, 7 FGDs were conducted with
representatives from the following cooperative producers: San José Sacare, ACOPASEP, Los Joven (from San 
Vicente), Pinares Cooperative Association of Berlin, and Piedras Azules Producers Group and Cooperative 
Association of Coffee Growers of Cuzcachapa.
Survey: The surveys were comprised of standardized questions directed at a statistical sample of the population 
of interest. In total, 182 surveys were conducted with producers from 28 cooperatives. Refer to the list of 
cooperatives in Table 2-1. The number of surveys represents 2.4% of the total beneficiaries within the project’s 
database. The global data presented in this study, considering simple random sampling, show a 90% level of 
confidence and 7.2% margin of error. This implies that the data presented at the regional level can be considered 
as perceptions with an estimation error of 10% on average (given the randomness of the process). 
Table 2-1 List of cooperatives visited and their distribution
List of cooperatives visited:
1. C. de Producción Agrícola Los Pinos de
R.L. (ACOPALP, de R.L.)
2. C. de Producción Agropecuaria Las Lajas
de R.L. (ACOPRA Las Lajas de R.L.)
3. Sociedad Cooperativa Chalchuapaneca de
Productores de Café "Cuzcachapa de R.L."
4. C. de Producción Agropecuaria La Presa de
R.L.
5. C. de Producción Agropecuaria El Refugio
de R.L.
6. Grupo de Productores de San Emigdio 2
7. Grupos Los Jóvenes de Chinchontepec
8. Grupo de Productores Los Primos de
Berlín.
9. C. de Comercialización, Producción
Agrícola, Aprovisionamiento, Ahorro y
Crédito de los Positos de R.L
10. C. de Producción Agropecuaria de Café
Especial de Perquin de R.L. ( ACOPACEP
de R.L. )
11. Grupo De Cafetaleros Por Un Futuro
Mejor (Carrizal Tres)
12. Asociación Cooperativa de Producción
Agropecuaria San Carlos Dos de R.L.
13. Asociación Cooperativa de Producción
Agrícola Los Trigueros.
Apaneca￾llamatepec, 
10.9%
El Bálsamo -
Quezaltepeq
ue, 15.8%
Tecapa -
Chinameca
, 8.2%
Cacahuatiqu
e, 28.3%
Chinchontep
ec, 21.2%
Alotepeque￾Metapán, 
15.8%
Distribution
of the sample
of producers
surveyed
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14. Grupo la Cruz de Berlín
15. Asociación Cooperativa de Producción
Agropecuaria Pinares de Berlín de R. L.
16. Asociación Cooperativa de Producción
Agropecuaria San Antonio de R.L.
17. Asociación Cooperativa de Producción
Agropecuaria El Espino de R.L.
18. A. C. de Productores Agropecuarios Rio
Grande El Barrancón (ACOPAREB)
19. A. C. de Productores Divino Salvador de
R.L. -ACOPDS de R.L.
20. A. C. Ganaderos de San José Sacare de R.L. -AGASACARE de
R.L.
21. A. C. de Productores Orgánicos Agropecuarios El Túnel de
R.L. -ACPROA￾22. A. C. Aprovisionamiento, Comercialización y Producción
Agroindustrial de Café San Pedro Puxtla de R.L.-ACACPAS de
R.L.
23. Asociación Cooperativa de Producción Agropecuaria las Tablas
24. Asociación Cooperativa de Producción Agropecuaria los
AUSOLES
25. Grupo de productores Piedras Azules
26. Grupo de Cafetaleros EL Conacastal.
27. A. C. de Producción Agropecuaria Entre Ríos de R.L.
28. Asociación Cooperativa de Producción Agropecuaria El Jabalí de
R.L.
Source: HEVI S.A.
b. Limitations of Evaluation
In Table 2-2 below, the evaluation team highlights the limitations that were observed throughout the evaluation 
process and the solutions implemented to overcome them. In general, the following impacted data collection and 
analysis:
• The timing of the field survey coincided with the coffee harvest season
• Change in the board of directors of Coffee Producer Cooperatives selected and the Cooperative boards’
capability to mobilize its members
• Access to farms as road conditions are poor. It was the end of the rainy season, when local and central
governments start to re-work rural roads damaged by the rains.
Nevertheless, the quality of the data and its analysis were not compromised.
Table 2-2: Limitations of the Evaluation and Associated Solutions
Limitations Implemented solutions
The evaluation was conducted 8 months after 
technical activities were completed. This fact, 
together with the change of authorities in the 
cooperatives that were supported by the 
project limited access to producer cooperatives 
to calls for meetings, focus groups, and surveys.
NCBA CLUSA staff helped facilitate access to cooperatives 
and producer associations to ensure the evaluation team 
was able to collect data. 
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The evaluation coincided with coffee harvest 
time which significantly affected the data 
collection process. The cooperatives were
randomly selected from the project’s Data 
Management System. 
The sample estimation error was recalculated, and 
comparisons were made with secondary information to 
validate the information obtained. 
Some institutions refused to provide spaces for 
interviews because they knew little or nothing 
about the project after the change of 
government in June 2019.
The survey was conducted while El Salvador transitioned 
to a new government. Initially, it was difficult to set 
appointments with new government officials as the project 
had strong ties with the previous government that was in 
place during the project’s period of performance. Because 
the project was well known nationwide, eventually new 
government officials agreed to participate in the 
consultant’s surveys. 
3. PROJECT DESCRIPTION
c. National Context
El Salvador is the smallest and most densely populated country in Central America, with a population of 6.4 million 
and an additional 2.5 million living abroad, most in the United States. Poverty rates declined in recent years, having 
gone from 38.8% in 2000 to 29.2% in 2017. El Salvador is considered a low middle-income country (World Bank, 
2019); in recent years, it’s had an average economic growth of 2%, the lowest of all Central American countries 
(Argumedo - Zuleta, 2017). Their economy is characterized by (i) limited productive investment (local and foreign), 
(ii) limited dynamism of exports, of which 88% are concentrated in the United States and the Central American
region (BCIE, 2018)1, (iii) insignificant country investment in innovation and overall development2 which results in
the majority of production concentrated in primary production with low added value (BCIE, 2018); and (iv) a
concentration of most economic activity in the great urban poles of the country (Argumedo - Zuleta, 2017).
Coffee is El Salvador’s biggest export but in 2018, its exports decreased by $7.3 million (BCR, 2018), making its 
value the third lowest in a decade. It is valued at $113.40 million, a 6.6% reduction compared to the $120.94 
million reported in 2017. According to the El Salvador Reserve Central Bank (BCR), coffee exports in El Salvador
was valued at $ 258.72 million (BCR, 2018) ten years ago. 
Farm sizes vary in El Salvador. According to the Salvadoran Coffee Counsel (MAG – Ministry of Agriculture and 
Livestock) farm sizes are as follows: 
1 44.9% USA y 43.2% Central America and the Dominican Republic. 2
 El Salvador invests in innovation and product development in 2017 the equivalent of 0.03% of GDP. On average, Central American countries invest 0.2% of GDP, while 
the Latin American average is 0.7% of GDP. Far from countries like the Republic of Korea whose figures are around 4.0% of GDP, more than ten times the investment 
in Central America Region.
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Table 3-1: Strata of Cultivated Area for Coffee (2019/2020)
From/to in 
Hectares
# of 
Producers
Percentage Men Women LLCs Total 
Hectares
Average 
Hectares 
per Farmer
1 to 3.5 17,846 73.82% 11,452 6,296 98 19,482 1.09
3.51 to 7 2,140 8.85% 1,308 738 94 9,563 4.47
7.01 to 17.5 1,790 7.40% 952 659 179 16,363 9.14
17.51 to 35 1,012 4.19% 487 294 231 18,918 18.69
35.01 to 70 719 2.97% 292 198 229 20,744 28.85
70 or more 668 2.76% 197 139 332 55,679 83.35
24,175 100% 14,688 8,324 1,163 140,749 
Source: Salvadoran Coffee Counsel / http://www.csc.gob.sv/estadisticas
The project categorized small farms as 1 - 17.5 ha and large farms as 17.51 and above. 
Coffee exports by volume however did experience an annual growth of 7.7% in 2018, adding 35.18 million 
kilograms to the foreign market; this was an additional 2.53 million as compared to 32.64 million kilograms in 
2017. Although exports in terms of volume increased, they are still below the values reported prior to the 2012 
coffee rust crisis. That year the sector registered a commercial flow of 66.72 million kilograms. The increase in 
the volumes and the reduction in economic income relates to dramatic fall in international prices to levels not 
seen since 20063. The coffee crisis persists in 2019; the price of coffee fluctuates between 0.98 and 1.09 USD per 
pound throughout the year. On August 13, 2019, coffee reached its lowest price in the last 19 years, 0.9375 USD
a pound. Coffee demand has increased considerably in the last 10 years, but its supply has overpassed the demand 
due to coffee growing industrialization in places such as Brazil and Vietnam. Coffee market prices have been 
unstable over time; determining the relative impact of supply and demand shift on price is a subject of continuing 
discussion. In general, the global average production cost ranges between 1.2 and 1.5 USD per pound. In other 
words, coffee producers around the world are producing coffee at a loss. This negatively impacts the renewal 
efforts promoted by the project.
3
 Cited from https://elmundo.sv/la-exportacion-de-cafe-en-2018-fue-la-tercera-mas-baja-en-una-decada/
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Figure 3-1: Historical trends in the price of coffee in world markets 1975-2019 ($ / lb.) 
Source: Macrotrends.net https://www.macrotrends.net/2535/coffee-prices-historical-chart-data
d. Project Description
Table 3-1 summarizes the project’s main components. NCBA CLUSA worked with 7,500 producers, 50 
cooperatives and producer organizations, government agencies, and the private sector in the six coffee producing 
mountain ranges of El Salvador. For a breakdown on the number of individuals trained and cooperatives reached, 
please refer to Annex I. The criteria used to identify the target regions included the level of productivity, livelihoods 
and food security levels, the impact of coffee leaf rust, and the number of small farmers in these mountain ranges. 
The focus of the project was to achieve two key objectives:
 Assist small and medium-sized farmers to increase the productivity of the coffee value chain through the
improvement of agricultural techniques and technologies for coffee and diversified products, support ongoing
activities of government institutions and capacity building of organizations and cooperatives of coffee
producers, and increase access to financing and improved inputs.
 Expand trade in agricultural products by increasing the value of post-harvest products and access to markets
through improved quality, greater efficiency, and improved marketing and market links.
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Table 3-2: Key Project Information
Activity Coffee Stabilization and Agricultural Diversification Project Final Performance 
Evaluation
Project Name Coffee Stabilization and Agricultural Diversification Project
Funding United States Department of Agriculture (USDA)
Implemented by Cooperative League of the United States of America, CLUSA
d.b.a. National Cooperative Business Association NCBA
Implementing 
Partner Asociación para el Desarrollo CLUSA El Salvador
Project Period October 2014 – September 2019 (5 years)
Project Amount USD 12.9 Million
Country El Salvador
Geographical 
Areas
Apaneca-Ilamatepec, El Bálsamo-Quezaltepeque, Tecapa-Chinameca, Cacahuatique, 
Chinchontepec, and Alotepeque-Metapán (see Figure 3-2)
Value Chains
Main value chain: Coffee 
Secondary value chain/Diversifies crops: Red Bean, Bell Pepper, Tomato, 
Cucumber
Source: Project Document
To achieve the two main objectives, nine essential activities were designed. Each activity is disaggregated into 
different tasks and specific actions that together contributed to the progress of the 125 indicators (see Annex 1).
Activity 1: Capacity Building - Government Institutions
NCBA CLUSA built the capacity of the Government of El Salvador (GOES) to support coffee rehabilitation and 
agricultural diversification. The project conducted farm field schools for government extension workers and 
cooperatives/producer organization staff for coffee and the targeted diversification crops, including sweet pepper, 
zucchini, and red beans. Training topics included - the creation and use of organic fertilizer, the use of improved 
seed, post-harvest handling, and employing early warning detection systems.
NCBA CLUSA also strengthened links to existing USDA funded market information systems and USAID funded 
early warning detection systems through its coffee field mapping. The Program Marketing Strategy was aligned 
with the Salvadoran Coffee Counsel (under the Ministry of Agriculture and Livestock) supporting marketing 
initiatives such as:
• Cup of Excellence International Auction Platform (Virtual Auction),
• Barismo National Championship and Barismo Championships at municipal and national levels, and
• The Internal Consumption Campaign which increased locally produced specialty coffee consumption per
capita from 2.7 kg to 2.9 kg per year (consumption surveys were made by Salvadoran Coffee Counsel).
Through these events, smallholder farmers had increased access to these exclusive events, consequently resulting 
in greater access to international markets, which resulted in export contracts for cooperatives and small farmers. 
The project also promoted coffee events such as:
• Coffee Roast Fest at the annual AGROEXPO where the project brought buyers from USA to cupping
events to create linkages between roasters and coffee producers,
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• Coffee-Culture Day / Nationwide Field Day (October 1st each year), 
• International Sustainable Coffee Conferences in 2016, 2017, and 2018. El Salvador’s US Ambassador and 
the Minister of Agriculture and Livestock established this event; over 600 coffee farmers, roasters, buyers,
banks, government institutions participated in the conferences. 
The project also participated at the worldwide coffee event at SCA to promote Salvadoran coffee. Through all of 
these events, NCBA CLUSA developed market linkages between coffee producers and buyers from around the 
world, mainly from USA, but also from Canada, Germany, Australia, Austria, Korea, Japan, China, and Spain. 
This information was provided to the market information system USDA is establishing within CAFTA countries.
NCBA CLUSA also helped local government institutions organize and implement an annual forum to discuss the 
coffee sector. It coordinated its efforts with various stakeholders to collectively advocate for more financial and
technical incentives as well as other support from public and private sectors, coffee trade and producer 
associations, and other key donors.
For USAID’s early warning system, CENTA-CAFÉ provided information that fed into FEWSNET. The project 
helped CENTA-CAFÉ develop a Coffee Leaf Rusts Android App to do a daily sample of fungus levels in the field. 
Before this app, this process was done manually, and it took 15 - 20 days. By the time the information was released 
to farmers, it was outdated (because of the incubation period of the fungus). The project app collected information 
daily from 8am - 9am; by 10am. The data was quickly collated and analyzed, and recommendations sent to the 
farmers.
Figure 3-2: Geographical Distribution of Coffee Producing Zones
Source: Consejo Salvadoreño del Café
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Activity 2: Capacity Building - Producer Groups/Cooperatives
NCBA CLUSA built the capacity of cooperatives by training their extension agents in coffee improvement and 
crop diversification, farmer field schools, and other basic extension techniques. It also trained their leadership in 
institutional governance, business management, financial and business practices, and operational management. 
NCBA CLUSA built coffee cooperatives’ advocacy capacity, supported their networking among other cooperatives 
and national associations, held round tables to help them develop an advocacy agenda for the sector, and facilitated 
linkages with both private and public sectors.
Activity 3: Financial Services - Facilitate Agricultural Lending
NCBA CLUSA improved financial access for coffee producer organizations affected by coffee rust through the
expansion of existing credit guarantees and loan funds. NCBA CLUSA worked directly with the Salvadorian 
Development Bank (BANDESAL) and other banks to expand the reach of their current farm loan guarantee 
program and loan funds that were supported by the El Salvador government. NCBA CLUSA signed an MOU with 
BANDESAL at the startup of the project. The project identified and pre-qualified producer organizations and 
trained them on how to do business plans; prepare cash flow and profit and loss analysis; set up accounting 
systems; and prepare and collate documents needed for these financial products. The following were results of 
NCBA CLUSA’s interventions:
• BANDESAL (Salvadoran Development Bank): The project helped Cuzcachapa Cooperative (over 800 
coffee growing members) obtain a $2.5 million loan. NCBA CLUSA helped the cooperative sign another 
$7.5 million loan agreement; this loan was contingent upon the cooperative managing the first loan well. 
• BANCO HIPOTECARIO: NCBA CLUSA set up a Guarantee Loan Fund with the bank and deposited 
$325,000. The fund was to help the bank provide loans to coffee farmers. Through the fund, the bank 
issued $6.5 million in total loans. The final loan portfolio exceeded $6.5 million, the deposit generated 
approximately $7,000 in interest, and default loans were around $7,500. At the end of the agreement, the 
bank returned the funds to NCBA CLUSA (less of around $500). 
• BANCO DE FOMENTO AGROPECUARIO: NCBA CLUSA signed an MOU with the bank to facilitate 
loans disbursements which totaled total approximately $1.7 million.
Activity 4: In-kind Grants - Agricultural supplies
NCBA CLUSA used in-kind grants to facilitate the dissemination and adoption of new coffee seed varieties and
other planting materialsfor crop diversification. The project disbursed $1.4 million in grants, with the average grant 
totaling $200. The project was able to reach 5,800 farmers through these grants. These one-time in-kind grants
were intended to buy down the risk of coffee rehabilitation and diversification. NCBA CLUSA required coffee 
producers to be part of a cooperative or farmer organization and commit to investing (through either their own 
resources or loans from financial institutions) at least twice the amount of the grant.
Activity 5: Inputs - Develop Agro Dealers and/or Other Input Suppliers
NCBA CLUSA developed the supply of locally available planting materials by training cooperatives and private 
nurseries in the production of local rust resistant coffee seedlings. The project established 101 coffee plant 
nurseries nationwide, with over 6.5 million coffee plants produced during the life of the project. NCBA CLUSA 
signed contracts with each supplier, provided technical production assistance, and trained cooperative staff and
farmers on the production of organic fertilizer and pesticides. To promote crop diversification, the project identified 
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and facilitated linkages with other cooperatives, local input companies, and suppliers of diversified crops, seeds, 
and basic tools. The project also organized field days where input companies were invited to present and sell their 
products. They also encouraged companies to sponsor demonstration plots at the cooperative and producer 
organization level to demonstrate their products.
Activity 6: Market Access - Facilitate Buyer-Seller Relationships
NCBA CLUSA worked with cooperatives to - research specific buyer quality and quantity requirements, identify 
new and nurture existing opportunities and relationships, bulk production, develop supply chains, identify domestic 
and export buyers through trade shows and other events, link sellers and buyers, and identify financing needs and 
sales opportunities for coffee and diversified crops.
Activity 7: Market Access - Facilitate Private and/or Public Partnership
NCBA CLUSA facilitated a wide range of public-private partnerships, encouraged dialogue and partnerships aimed 
at addressing the coffee leaf rust problem, promoted crop diversification, leveraged significant private resources, 
developed financing and technical assistance, linked farmers to markets, and increased private sector involvement 
by developing and solidifying effective private-public partnerships for targeted products. NCBA CLUSA identified 
and tapped additional resources from buyers’ social networks to further support the mitigation of coffee rust and 
its impact on small coffee farmers. The project helped 11 coffee producer cooperatives form a PPP with the 
Ministry of Agriculture and Livestock / General Directorate for Rural Development / Rural Sunrise Program 
(Programa Amanecer Rural). During the project’s period of performance, this was the only available public funding 
source for the coffee value chain in the country. The private investment made by the 11 cooperatives under the 
PPP was $384,215; the public investment that supported this was $453,730.
Activity 8: Training - Improved Agricultural Production Techniques
NCBA CLUSA supported targeted cooperatives and farmers in coffee leaf rust-affected regions (Alotepeque￾Metapán; El Bálsamo-Quezaltepeque, Apaneca-Ilamatepec, Chinchontepec, Tecapa-Chinameca, and 
Cacahuatique), to teach best practices and new agriculture techniques. NCBA CLUSA established farmer field 
schools for government extension workers and cooperatives/producer organization staff. This was a learning-by￾doing training system. Training topics included integrated soil conservation, tree and production management 
practices, stumping/pruning, renovating and replanting of coffee leaf rust resistant varieties, cropping techniques 
for fungus/disease control, crop diversification, and best practices around sweet pepper, zucchini (pipian), and red
bean. NCBA CLUSA and its partners developed a series of simple training modules and brochures that addressed 
improving the productivity of coffee plantations affected by coffee rust and promoting crop diversification. NCBA
CLUSA used radio programs to sensitize farming communities, the private sector, and the general public about 
coffee rust.
Activity 9: Training - Improved Marketing and Branding
NCBA CLUSA trained cooperatives in all aspects of coffee marketing and branding, particularly in market needs, 
quality, pricing, transportation/logistics, promotional efforts, and public relations. This activity included the 
identification and training of local cooperatives in marketing concepts and strengthening the marketing capacity 
within targeted producer organizations. NCBA CLUSA signed MOUs with coffee associations on how to establish
quality standards and brand recognition. NCBA CLUSA also supported promotional campaigns of producers most
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affected by coffee rust. They were linked with specialty coffee markets and networks to ensure continued buyer 
support.
e. Interventions in the Coffee Value Chain
Table 3-3 outlines the project’s areas of intervention within the coffee value chain. The project established a co￾investment fund where it provided a total of $1.4 million in-kind contributions to improve the adoption of new
techniques and technologies. The fund prioritized the low- cost production system, provided access to coffee leaf 
rust-resistant seed varieties to farmers that wanted to renew all or part of their coffee farms, provided other 
planting material and seeds for diversification of crops, coffee nurseries, and established organic inputs 
manufacturing sites.
Co-investments for coffee renovation and rehabilitation focused on coffee plantations 800 meters above sea level 
to ensure survival of the plants. Co-investments for crop diversification helped coffee producers produce
diversified crops below and above 800 meters of sea level. Because of farmers’ limited cash flow to finance the
renovation, rehabilitation, and diversification of their farms, this activity helped reduce their risk (during the
rehabilitation of coffee plantations) and gave them additional income.
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Table 3-3: Value Chain Partners and Intervention
Value Chain Activity
Producers
NCBA CLUSA trained 7,500 coffee producers in the rehabilitation of coffee farms with rust-resistant 
varieties, organic inputs for fertilization and pest control, post-harvest management and the 
establishment of Farmer Field Schools, as well as mechanization equipment.
Cooperatives 
and Producer 
Organizations
The 7,500 coffee producers are part of different cooperatives and producer organizations, as well as 
individual producers. NCBA CLUSA provided training in governance, new techniques and technologies
to promote the rehabilitation of coffee production, financial planning, administration, and loan 
application.
Marketing and 
Branding
NCBA CLUSA helped farmers prepare business plans and trained cooperatives and producer 
organizations on good marketing techniques to ensure that their increased yields are sold at market 
rates. The project linked coffee farmers to buyers and trained them on how to negotiate their product. 
The project also improved the packaging for coffee cooperatives’ roasted coffee.
Agro-Dealers and 
Input Suppliers
NCBA CLUSA linked input suppliers to 7,500 coffee farmer beneficiaries. The low production cost 
technology that NCBA CLUSA promoted was an integrated service for the agents that sell their seeds, 
organic fertilizers, and organic control of diseases, as well as mechanization tools (i.e. augers, weed
trimers, motorized sprayers). The main approach was implemented through field days for 
demonstrations and trainings.
Buyers and Sellers NCBA CLUSA organized business roundtable events to link buyers with coffee producers. 
Financial Institutions
NCBA CLUSA linked coffee growers and cooperatives with Banco Hipotecario and Banco de Fomento 
Agropecuario, through signed MOUs. This helped farmers access credit for renovation, farm
maintenance, harvest and post-harvest activities, and debt restructuring.
Extension Services 
Ministry of 
Agriculture 
NCBA CLUSA trained extension workers from the Ministry of Agriculture and Livestock of CENTA￾Café on the new techniques and technologies either through direct training, verbally, or disseminating 
written information. As a result of this partnership, the trainings have been replicated.
4. ANALYSIS CRITERIA: RELEVANCE
Relevance (or pertinence) measures the following – a) how well the project goal and strategies aligned with El 
Salvador government priorities? b) which project activities and strategies were highly relevant to beneficiaries’ 
needs and priorities? c) how well did the project activities adhere to USDA goals? Based on project data (see 
Annex I), a documentary review of external bibliographic sources, and the evaluations conducted by the team, the 
evaluation team concludes that the project was highly relevant for the Salvadoran coffee sector. The evaluation
team also observed that the project implemented relevant activities that addressed the need to build the capacities 
of public and private institutional technical staff. The program activities had great impact, particularly as it relates 
to innovation, environmental protection, and cost savings in coffee production. These contributions were
important and relevant in strengthening government institutions' strategies; institutions such as CENTA-CAFE 
were supported in the execution of their annual operations plans and the capacity building of its extension agents.
Additionally, trainings around low-cost organic agriculture as well as the promotion of coffee rust resistant 
improved seed varieties have helped farmers see an alternative way to improving productivity in an 
environmentally friendly way.
El Salvador has the highest cost of production in the Central American region; fertilizers and pest control inputs, 
particularly are highest in the region (Source PROMECAFE). NCBA CLUSA proposed this alternative model as a 
solution to high cost agricultural inputs; lower production costs generated more income for the farmers. NCBA 
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CLUSA did not promote organic certification. A few farmers that met these requirements and had funds to pay 
for the certification were supported by the project; certification was not a priority for the project. In some cases, 
buyers were willing to pay the difference in price if certification was up-to date.
a. Alignment with National Priorities
As previously mentioned, coffee cultivation is important for the economic development of the country but not 
only because of its contribution to national exports. Coffee cultivation also has a positive impact on the 
preservation of the environment, water resources, and air quality. It’s also one of the main sources of employment
in the rural areas. Considering all of this, the project design was done in a holistic way. It focused on the coffee 
value chain, addressing the elements that affect coffee production; it emphasized coffee production at an altitude 
of 800 meters above sea level.
The project’s approach of working as a team with government institutions helped it achieve much progress. In 
terms of Salvadoran public policies related to agriculture, the project is relevant; it is also complementary to the 
government’s policies around improved food security and nutrition for coffee producers4. The project developed 
practical tools to promote a low-cost production system for Salvadoran coffee growing, including 1) organic input 
manufacturing sites 2) low cost coffee nurseries, and 3) mechanization; this helps re-activate the cultivation of 
coffee and preserves the environment.
Initially, the project supported the Ministry of Agriculture and Livestock of El Salvador 5-year strategic plan (Plan 
Quinquenal) for the coffee sector. Under the Plan Cuscatlán,5 Bukele’s Administration plans to restructure the 
entity responsible for research and transfer of coffee technology; the project’s tools and lessons learned will 
influence this process. The project’s experiences and lessons learned can be used to develop a roadmap for the 
territorial implementation of a national policy on coffee subjects linked to the organic production. For the 
mountain ranges in the eastern part of the country for example, it will be important for NCBA CLUSA to share 
information with the IFAD/MAG RURAL ADELANTE project. Rural Adelante is an $18 million program (2019 –
2023) funded by an IFAD loan to the government of El Salvador. The program is being implemented in the western 
zone of El Salvador to provide support to cooperatives and producer organization across the following value 
chains - dairy, fruticulture, horticulture, honey, and aquaculture.
The evaluation team analyzed the relationship between the project and the CENTA-CAFÉ extension agents. All 
those interviewed (1,140 participants), benefited from the project; they received trainings on techniques and 
technologies for coffee production improvement, as well as agricultural diversification. Only two regions expressed 
receiving training in the use of agricultural equipment (Western and Paracentral). All agents received training on 
new techniques and technologies for coffee production improvement and agricultural diversification and expressed 
benefiting from at least some of them. with trainings, inputs, and agricultural equipment (NCBA-CLUSA, 2017).
CENTA-CAFÉ and NCBA CLUSA also jointly implemented the following activities:
4 Ministry of Agriculture and Livestock of El Salvador 5-year strategic plan (Plan Quinquenal) and the specific policy related to the coffee sector for years 2014 – 2019 
(see policy here - http://www.mag.gob.sv/planes-institucionales/#)
5 Plan Cuscatlán is the name of President Nayib Bukele’s overall government plan from 2019 – 2024. 
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 Seminars on fighting coffee rust. CENTA, the Salvadoran Coffee Council (CSC), and NCBA CLUSA organized 
the first coffee rust seminar in El Salvador to promote improved coffee productivity through the different 
techniques and technologies. 
 New techniques and technologies demonstration during field days. CENTA-CAFÉ and NCBA CLUSA organized a 
field day at Claro de Luna farm, Municipality of San José Guayabal, department of Cuscatlán for coffee growers 
from different municipalities in the departments of Cuscatlán, La Paz, San Vicente & San Salvador (NCBA￾CLUSA, 2017). The field day included trainings around crop management during the dry season (i.e. the 
application of moisturizing solutions, rust sampling and its control, pruning, and coffee plantation renewal). 
Traditionally the nursery pot bags were about 12 inches high by 8 inches wide and the plant stayed between 12 -
15 months at the nursery before being transplanted to the field. NCBA introduced a new technique using a smaller 
bag (6 inches high by 4 inches wide) and reduced the period at the nursery to 6 months. With this new technique, 
farmers reduced the cost per plant by $0.85 cents when produced locally. This new technique also puts the plant 
in the field for 3-4 months during the rainy season; this is good because the plant receives the necessary rain to 
develop its root system. 
Although the extension agents expressed positive opinions of the project, they noted that the delivery of certified 
seeds was not timely. They also questioned the use of small bags for the purposes of establishing seedlings; this 
shows two things: (i) It is necessary to continue strengthening government institutions’ extension agents, and (ii) 
It is important to make greater efforts to communicate the project’s achievements and methods. The project does 
not have control over seedling availability. Producers that specialize in this input offer it according to production 
cycles and quality standards required by the project. Secondly, agents’ opinion regarding the smaller bags does not 
coincide with the results obtained by the project in cooperatives and producer organizations where nurseries 
were established under this technique (NCBA-CLUSA, 2017). Coffee seed plantations have a quality standard 
certification issued by MAG. The term “does not coincide” means that in some cases the seeds were not available 
or the seed available was already sold before January, and therefore, the new technique could not be implemented 
for that year.
The extension agents appreciated the project’s support in its trainings and the promotion of the FFSs, provision 
of inputs for organic production, agricultural equipment, and informative materials. 
b. Relevance of Project in the Coffee Sector
From the perspective of producers, the project’s focus on the reactivation and improvement of coffee plantations 
through the promotion of rust resistant enhanced coffee varieties and the use of organic agriculture is highly 
appropriate and relevant. Its focus on low-cost coffee production systems includes the following components:
 Low-cost coffee nurseries: the use of organic fertilizers and small bags which reduces the time for transplant to 
six months.
 Input factories: the production of biofertilizers and pest controllers for both the producers’ own consumption 
as well as their becoming suppliers of them.
 Mechanization: the use of specialized equipment (i.e. pole pruners, motorized sprayers, brush cutters, earth 
augers) to improve efficiency which reduces the costs in the renovation and maintenance of coffee plantations.
During harvest season 2018/2019, production was 955,111 bags an increase of 26.71% compared to the 2013/2014 
harvest season. Out of the 231 coffee producer cooperatives/producer organizations supported by the program, 
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there were different types of rehabilitations to their farms. Some renovated 100% of their coffee plants, some 
renovated less. It depended on two factors 1) the size of the farm and 2) the funds available to provide support 
to new plantations for at least 2 years before the first new harvest. In summary, the evaluation team concludes
from our own analysis, that the project’s achievements are mostly excellent and relevant to the needs of coffee 
growers. 
c. Interventions for Coffee Rust Mitigation 
The project held a series of capacity building events around the management of coffee rust and other diseases. 
The events encouraged the use of modern methodologies and organic inputs to minimize the use of agrochemicals 
and fungicides of chemical origin. Figures 4-2 and 4-3 show the number of events that were held between 2016 -
2018.
CENTA-CAFE extension agents agree that there was a reduction in the incidence of rust from 2015 - 2018 
(Bálsamo-Quezalpeque and Chinchontepec regions experienced higher rates of reduction), but they do not solely 
attribute this to the project. The producers the project works with produce approximately 25% of the country’s
total production which can be appreciated in the long term. The average incidence of coffee rust in each region is 
detailed in Table 5-1 and Figure 4-4 (MAG, 2016 - 2018). In 2019, the average incidence at the national level in 
areas of higher elevation was 13.26%, medium elevation 14.12%, and in lower elevations 13.64%. The incidence of 
rust at the national level by the end of November 2019 was 13.79% (MAG, 2016 - 2018).
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Figure 4-1: Capacity building events for coffee producers
Coffee Nursery Coffee Nursery
Field Day Field Day
Capacity Building Mechanization Demonstration Capacity Building Mechanization Demonstration
Capacity Building Organic Inputs Training Capacity Building Organic Inputs Training
Field Day – Training Materials Field Day – Training Materials
Source: NCBA-CLUSA: Mid Term Evaluation
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Figure 4-2 Number of promotional events about coffee rust fungus treating, by type of event (2016-18) 
No events organized in 2019
Source: Source: Internally produced based on information of the NCBA CLUSA Monitoring System and complementary information
Figure 4-3 Number of private nurseries with extended production of coffee rust fungus resistant varieties 
(2016-18)
No nurseries were established in 2019 as the project began its exit strategy.
Source: Source: Internally produced based on information of the NCBA CLUSA Monitoring System and complementary information
Table 4-1: Average Incidence of Coffee Rust by Mountain Range
Geographic area (mountain 
range)
Coffee Rust Affectation 
(2016) - %
Coffee Rust Affectation 
(November 2019) - %
Apaneca-Ilamatepec 18.15% 18.82%
Alotepec-Metapán 10.30% 8.32%
El Bálsamo-Quezaltepeque 22.90% 17.03%
Chinchontepec 14.60% 7.42%
Tecapa-Chinameca 9.61% 5.45%
Cacahuatique 13.62% 7.64%
Average 14.86% 10.78%
Source: (MAG, 2016 - 2018)
5
1 2 3
38
3
0
5
10
15
20
25
30
35
40
2016 2017 2018
Number of events
Promotional campaigns Radio show appereances
6
53 46
0
10
20
30
40
50
60
2016 2017 2018
Number of private 
nurseries
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Figure 4-4 Evolution of Coffee Rust (2015-18)
Source: (MAG, 2016 - 2018)
The incidence of coffee rust is no longer at crisis levels after the joint interventions carried out by MAG and the 
project. It is not possible however to separate the effect of each party’s contribution. It is important to note
though that during the winter months of 2019, the incidence of rust did increase; the techniques introduced by 
the project favor the prevention of regrowth, rather than the emergent treatment with chemical components.
MAG extension workers mitigate the effects of rust with traditional methods that only include the use of chemical 
fungicides and the donation of coffee trees. They do not recognize the importance of using organic fungicides and 
the varieties resistant to rust. 
The “Organic Inputs Manufacturing Sites” established nationwide by the project, produced over half a million liters 
of liquid organic inputs (fertilizers and pest control), at least 25% of those inputs were for coffee leaf rust control, 
Bordeaux Mixture (Caldo bordelés) and Sulfocalcium Mixture (Caldo Sulfocalcico) both especially made to treat 
fungus. With USDA assistance, 21,607 new hectares and 17,070 existing hectares were under the improved 
technique. 
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The project implemented its first pilot test in the 2015-2016 cycle with several organizations; the pilot was done 
in tandem with the development of nurseries with the low-cost system. Producers were trained in the production 
of organic fungicides which have helped to reduce the incidence of rust (NCBA-CLUSA, 2017).
The project’s strategy to reducing the incidence of diseases in plants is based on understanding the relationship
between the plant, its management, and its ecosystem; a resistant variety plant, good management practices 
(pruning, nutrition, renovation, etc.), and soil improvement are the main components of the ecosystem. This makes 
for healthy plants that have the capacity to face diseases without the use of agrochemicals. Their effects should be 
evaluated over time. 
In the beginning of 2019, the Tropical Agricultural Research and Higher Education Center (CATIE) warned about
new mutations of the coffee rust fungus that attack coffee in Latin America and the Caribbean6; they warned that 
it may even affect the new hybrid varieties the project promotes. Therefore, it is necessary to continue to research 
and develop new varieties and emphasize the use of biofertilizers plantation management techniques the project 
developed. Another helpful practice the project promoted to reduce favorable conditions for fungus was the 
planting and maintaining of trees (leguminous, fruit or timber) to provide uniform shade.
6 https://www.catie.ac.cr/en/catie-news/3969-new-races-of-rust-attack-coffee-in-latin-america-and-the-caribbean.html
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5. ANALYSIS CRITERIA: EFFICIENCY
The evaluation team found that NCBA CLUSA exceeded its project goals across the nine primary components. 
Figure 5-1 summarizes the average progress for each of the indicator clusters under the nine components. Table 
5-1 outlines the indicators by component grouped into three categories. Annex 1 outlines the total indicator base. 
Overall:
 69.3% of the performance indicators exceeded project goals, on average doubling the goals.
 25.6% of the indicators achieved between 60% to 100% of the project goals.
 Only 5.1% of the indicators failed to achieve 60% execution.
A total of 17 indicators achieved less than 100% execution. Of these, 12 were above 80% and only 5 achieved an 
execution below 80% (see Table 5-2).
Table 5-1: Progress of Project Components
Components Less than 60% 60% - 100% More than 
100%
Average 
Progress
A1 Capacity Building - Government 
Institutions 0.00% 33.33% 66.67% 164.58%
A2 Capacity Building - Producer 
groups/cooperatives 10.00% 30.00% 60.00% 212.33%
A3 Financial Services - Facilitate 
Agricultural Lending 11.11% 22.22% 66.67% 197.48%
A4 In-kind Grants - Agricultural 
Supplies 6.66% 40.00% 53.34% 121.39%
A5 Inputs - Develop Agro dealers
and/or Other Input Suppliers 0.00% 22.22% 88.88% 421.35%
A6 Market Access - Facilitate Buyer￾Seller Relationships 0.00% 25.00% 75.00% 662.42%
A7 Market Access - Facilitate Private 
and/or Public Partnership 10.00% 10.00% 80.00% 157.28%
A8 Training - Improved Marketing and 
Branding 0.00% 0.00% 100.00% 170.97%
A9 Training - Improved Agricultural 
Production Techniques 0.00% 26.67% 73.33% 203.71%
Total 5.13% 25.64% 69.23% 256.83%
Source: Project Data Management System
Table 5-2: Indicators with Less Than 100% Execution 
ID Activities Results Sept 
2019
Project 
Goals 
Percentage 
achieved in relation 
to goal
2.10
Number of cooperatives benefiting from attending 
the public-private networking events organized with 
USDA assistance
13 150 8.7%
7.4 Value of new public and private sector investment 
leverage as a result of USDA assistance (public) $ 453,730 $ 1,750,000 25.9%
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4.7
Number of hectares under improved agricultural 
techniques and technologies as a result of USDA 
assistance (diversified crops) (continuing) 
(diversification will be at farmers' discretion; targets 
will be revised after baseline)
1041 3000 34.7%
3.9 Number of individuals receiving financial services as a 
result of USDA assistance (female) 567 1000 56.7%
3.6 Number of individuals receiving financial services as a 
result of USDA assistance (male) 1960 3000 65.3%
4.13
Number of individuals who have applied new 
techniques or technologies as a result of USDA 
assistance (diversified crops) (continuing) 
2245 2700 83.1%
3.7 Number of loans disbursed as a result of USDA 
assistance 1483 1775 83.5%
4.15
Number of individuals who have applied new 
techniques or technologies as a result of USDA 
assistance (coffee) (continuing)
4010 4500 89.1%
6.4 Number of producer organization members 
benefiting from buyer/seller meeting 6726 7500 89.7%
5.6 Number of farmers benefiting from agriculture inputs 
with USDA assistance 6775 7500 90.3%
9.6
Number of individuals who have received short-term 
agricultural sector productivity or food security 
training as a result of USDA assistance (female)
2106 2250 93.6%
9.5
Number of farmers who have received training on 
improved agricultural techniques and technologies as 
a result of USDA assistance
7115 7500 94.9%
4.2 Value (in USD) of in-kind input grants distributed to 
farmers with USDA assistance $ 1,362,138 $ 1,400,000 97.3%
4.9
Number of individuals who have applied new 
techniques or technologies as a result of USDA 
assistance (coffee) (female)
2194 2250 97.5%
9.12 Total number of individuals benefiting directly as a 
result of USDA assistance (female) 2204 2250 98.0%
4.8
Number of individuals who have applied new 
techniques or technologies as a result of USDA 
assistance (coffee) (male)
5161 5250 98.3%
4.3 Number of farmers receiving in-kind input grants 
with USDA assistance 5740 5800 99.0%
Source: Project Data Management System. The evaluators relied on the data collected by the project.
Presentad By: Inversiones y Servicios HEVI S.A. de C.V.
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Figure 5-1: Summary of Primary Indicators.
Source: Source: Internally produced based on information of the NCBA CLUSA Monitoring System and complementary information
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6. ANALYSIS CRITERIA: EFFECTIVENESS
These criteria focus on analyzing the degree of performance reached across the nine components.
a. Capacity Building Government Institutions 
The activities implemented under this component far exceeded what was originally targeted. These activities 
cemented NCBA CLUSA’s working relationship with CENTA-CAFÉ’s technical staff and strengthened CENTA’s 
technical capacities in organic production, organic fertilizer preparation, and in agricultural diversification. The 
activities were comprised of 20 trainings related to techniques and technologies that improve coffee productivity 
and agricultural diversification; a total of 115 CENTA extension technicians attended. 
Figure 6-1: Training Events for Government 
Technicians
Figure 6-2: Number of Government Technicians 
in Training Events
No training events were organized in 2018 and 2019
Source: Source: Internally produced based on information of the NCBA CLUSA Monitoring System and complementary information
Table 6-1 summarizes the opinions and perceptions of CENTA-CAFÉ technicians. In general, they were very 
positive (NCBA-CLUSA, 2017). The program trained a total of 115 government extension worker (this 
represented 100% of government extension workers in charge of the coffee value chain). They participated in 20 
training sessions in improved coffee and diversification crop productivity techniques and technologies conducted. 
Based upon data collected by the project, about 30% of those extension workers were unwilling to adopt the new 
techniques and technologies promoted by the project; these staff worked for the government for over 20 years. 
The remaining 70% were new extension workers hired by the government to become part of the recently open 
extension agency (CENTA-CAFÉ). Most were recent graduate students and/or were younger (25 - 30 years old). 
They were more receptive to adopt and replicate the new techniques and technologies promoted by the project.
15
5
0
2
4
6
8
10
12
14
16
2016 2017
Training events
89
26
0
10
20
30
40
50
60
70
80
90
100
2016 2017
Number of people trained 
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Table 6-1: CENTA-CAFÉ’s Technical Team Feedback
Eastern Zone Paracentral Zone Western Zone
What is your 
evaluation of what 
the project has 
achieved overall?
Excellent Excellent Very Good
What’s the best 
achieved?
1. Training on organic and 
commercialization
2. Equipment delivery
3. Support to CENTA on 
field days.
Training
1. Training - Technical support and 
coordination to CENTA-CAFE.
2. Introducing new production 
technologies and coffee processing.
What needed 
improvement?
1. More coordination with 
CENTA.
2. Be closer to CENTA.
1. Commercialization
2. More time for 
nursery development 
and larger bags
3. Agreement on the 
variety to promote
1. Provide more time for plant growth 
using the organic technologies.
2. Improve work with nursery managers.
3. Better cared for plants with greater 
evolution.
4. Manage bag size issue better
5. Conduct more evaluations on the 
quality and relevance of the plant for 
soils.
6. Premises need to be assessed to lower 
costs on the planting process as it cannot 
always be achieved.
7. Better support qualities of products to 
process coffee. 
8. Support coffee commercialization 
techniques.
Were interventions 
relevant? Yes, organic was necessary.
Yes, but those who 
needed it most were 
not supported.
Yes, because it has introduced new 
production techniques and improved
commercialization conditions and value￾added generation. The project was more 
effective with small producers and 
created association groups.
How was project 
coordination?
Yes, but did not coordinate 
the coffee variety to be 
promoted.
Yes, at all levels.
There was very good coordination among 
regional leaders of both teams and the 
technical team They work based on local 
coordination meetings
Any suggested 
changes?
1. Strengthen CENTA-CAFE 
2. Join efforts
3. Improve nursery
planting programs
More training on 
commercialization and 
nurseries management.
1. Processing by producers
2. Introduction in certain zones of 
rainwater collection
3. Continue with mechanization efforts
4. Hold more business round tables to 
improve commercialization
5. Study other agricultural diversification
options, especially honeybees.
Were project efforts 
sustainable? 
Sustainability is not 
assured; more time is 
necessary with the 
farmers.
Sustainability is not 
assured; the organic 
practice is too new, and 
the project term is too 
short.
It is necessary to transfer technology and 
work instruments from NCBA CLUSA to 
CENTA for continued technical support, 
mainly on organic techniques and 
technologies.
Source: Internally produced based on information of the NCBA CLUSA Monitoring System and complementary information – Mid Term Evaluation.
It should be noted that it was not possible for the project to completely conclude activities related to market 
information systems and early warning through the coffee field mapping. For example, the project developed 
Android App for the coffee leaf rust early warning system, the government unfortunately had not yet earmarked 
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25
any budget to procure equipment necessary to put it in practice. The evaluator recommends that future 
programming should include this concept.
b. Capacity Building for Extension Workers (Cooperatives and Producer Organizations)
The average progress of the indicators achieved under this component was 212.3%. This component achieved the 
best results in the project. The main working instrument here was the identification and training of extension 
agents within the staff of cooperatives and producer organizations as part of the ECAS methodology.7
The project trained 575 community extension agents in 93 Events (achieving 139% of its target) through the 
Farmer Field School; as a result, an estimated 4,000 farmers received direct or indirect training/benefits from the 
community extension workers trained by the project. (see Figures 6-3A and 6-3B).
Figure 6-3A: Number of training events for extensionists in cooperatives and producer organizations, 
by type of training and year
Figure 6-3B: Number of people trained by type of person and year
No training events were organized in 2019
Source: on the information comes from the NCBA CLUSA Data Management System 
7 ECAs is a targeted teaching and capacity building mechanism that gives farmers the opportunity to test and improve techniques by introducing new elements. To test 
techniques, a field plot shared by several farmers is used. As a result of this method, farmers adopt and implement the new techniques on their own. ECAs use the 
principles of informal adult education; it understands that producers already have knowledge in the subject matter and are there to enhance this. 
5
18 17 18 18
59 61 61
7 7 7 7 7 7
0
10
20
30
40
50
60
70
2016 2017 2018 2019 (Sept)
Number of events
Business round tables Technical trainning sessions Administrative trainning sessions Private-public network events
123
441
11
206
336
79
0
100
200
300
400
500
2016 2017 2018
Number of people trained
Cooperative extension workers (technical abilities) Directive board personel (administrative capacities) 
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For the survey, the sample size was 1,263 (15% of 7,500 Program Beneficiaries); specifically, in the following areas: 
Apaneca-Ilamatepec 264; Alotepeque- Metapán 144; Chinchontepec 227; Cacahuatique 163; Tecapa- Chinameca 
226; El Balsamo-Quezaltepeque 239. According to the evaluation team’s survey, 83% of respondents confirmed 
that an ECA was developed in their cooperative or producer organization and 74% of respondents confirmed that 
they participated in one. Across the six regions, Apaneca-Ilamatepec, Cacahuatique and El Bálsam reported having 
more ECAs performed as compared to the other regions. The ECAs were a very practical and economical method 
to disseminate knowledge and learn new technologies in coffee production and agricultural diversification.
According to the survey, 69% average of surveyed identify the project as their main provider of technical assistance 
in the last three years (see Table 6-2). Chinchontepec with the highest with 94% and Alotepeque-Metapán the 
lowest with 43%.
Table 6-2: Project Provided Technical Assistance by Geographic Area
REGION CENTA￾CAFÉ
MAG Asociación 
Salvadoreña 
del Café
PROCAFE NCBA￾CLUSA
Otro
Apaneca- Llamatepec 25% 0% 0% 0% 69% 6%
El Bálsamo -Quezaltepeque 15% 4% 4% 4% 69% 4%
Tecapa -Chinameca 0% 0% 8% 0% 83% 8%
Cacahuatique 30% 7% 0% 0% 57% 7%
Chinchontepec 3% 0% 0% 3% 94% 0%
Alotepeque-Metapán 25% 5% 5% 20% 43% 2%
Source: Survey between producers supported by the project
When data disaggregation is done by mountain range, to the question whether the project’s technical assistance 
met their needs:
• Apaneca-Ilamapec, Tecapa-Chinameca and Chinchontepec reported the highest percentages averaging 
91.2% for these three mountain ranges (100%, 83.3%, 90.3% respectively) 
• El Balsamo-Quezaltepeque, Alotepeque-Metapán, and Cacahuatique regions reported the lowest 
percentages averaging 33.6% for these three mountain ranges (21%, 21.7%, 58% respectively) 
Furthermore, 71% of respondents indicated that the technical assistance was received in a timely manner and 
that the project’s efforts were well coordinated; 28% declined to answer the question.
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Figure 6-3C: Perceptions of Whether Technical Support Met Needs and Expectations
Source: Survey of project-supported producers 
c. Capacity Building in Marketing and Brand Improvement
This component was sensitive with the producers as a majority of them had little experience or knowledge on 
the subject matter, so it was challenging to get the producers to attend the trainings. But the project managed to 
exceed its goals (achieved 193.8% of its target). It organized 39 training events in marketing techniques and 715 
staff from cooperatives and producer organizations attended (119.2% of the expected goal).
Under this activity, the project reached the following targets:
• 715 producer organizations staff were trained in marketing techniques with a goal of 600 (119%);
• 31 training sessions in marketing techniques conducted for cooperatives and/or producer organizations 
staff with a goal of 16 (193%);
• 8 promotional campaigns were supported that benefited producers affected by coffee rust with a goal of 
4 (200%);
• 12 distinct markets to which selected agricultural products were exported as a result of USDA assistance
with a goal of 5 (240%); and 
39 signed agreements (contracts, MOUs etc.) between buyers and sellers as a result of USDA assistance with a 
goal of 20 (195%).
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
NO
Yes
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Figure 6-6A: Marketing Training Events Figure 6-6B: Number of Persons Trained in 
Marketing and Branding
No training events were organized in 2019
Source: Source: Internally produced based on information of the NCBA CLUSA Monitoring System and complementary information
Despite the project’s efforts, the activities under this component had a modest impact on marketing issues. The 
survey results indicated that:
 Producers mainly learned about the management of coffee prices at the events. 
 To a lesser extent, they learned about quality and marketing channels. 
 In Chinchontepec, the knowledge of marketing concepts was lowest. Only 41% of respondents remembered 
the topics taught to them; the rest did not remember any particular concept.
17
12
2
5
1
2
0
5
10
15
20
2016 2017 2018
Number of events
Marketing skills trainning
Promotional campaigns
282
365
68
0
50
100
150
200
250
300
350
400
2016 2017 2018
Trained people
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See Figure 6-6C below for more details. 
Figure 6-6C: Perceptions of Marketing Concepts Learned 
Source: Survey between producers supported by the project
Most producers had little knowledge of specialty coffees buyers (see Figure 6-6D). Therefore, it is necessary that
continued support and monitoring be provided so that the marketing processes continue and that the producers 
meet export standards. On this issue, the role that the entities that support the processes of PDO that the six 
coffee producing mountain ranges have developed is vital.
Figure 6-6D: Perceptions on Special Coffee Buyers Knowledge
Source: Survey between producers supported by the project
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
None
Marketing Channels
Price
Quality
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
NO
Yes
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d. Capacity Building on Agricultural Production Techniques 
Figure 6-7 shows that 85% of the trainings were focused on improving agricultural production and 15% were on 
cooperative administration. Trainings around "agricultural productive sector" and "food security" made up 74% of 
the total events. These trainings directly benefited 7,115 beneficiaries. Topics covered included organic 
agriculture, vegetables and basic grains (beans, corn and sorghum), disease management with organic products for
beans and coffee, and marketing techniques for special coffee. For these activities, the project developed 
educational cards for the field schools. Examples of the developed training instruments are shown in Table 6-2 
and Figure 6-7B.
Figure 6-7A: Distribution of Training Events 
Source: Source: Internally produced based on information from NCBA CLUSA’s Monitoring System as well as complementary information
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Figure 6-7B: Examples of Project Developed Educational Booklets
 
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Table 6-3: Project Developed Educational Booklets
Title Description
Soil Health The importance of 3M
Principles of Organic Agriculture Fundamental definitions
Fermented Grass Materials and procedures
Organic Insecticides Insecticide and M5 repellent, insecticide APICHI, Floripundia 
nematicide 
Fungicides Bordeaux broth, silica sulphocalcium broth
Mountain Micro-organism Reproduction activation of MM, Bocashi 
Liquid Mountain Microorganisms Functions, reproduction and activation
Solid Microorganisms Materials, procedure and use
Organic Fertilizers Type Bocashi Materials, procedure and use
The use of Trichoderma Benefits, uses and doses
Biofertilizers Definition, procedure and uses
Biofertilizers and controllers
Based on chichicaste, based on phototrophic microorganisms, 
insect and disease controllers, insecticide and M5 repellent, 
APICHI insecticide, floripundia nematicide, mineral broth
Organic production of seedlings and 
nurseries Procedure, nutrition, control weeds, pests and diseases
Protocol for the development of nurseries 
and nurseries Definition, procedures, and costs
Substrates For plantings of vegetables and coffee
Cultivation of green pepper Procedure, pests and diseases, harvest
Production and marketing of squash Production, pests, diseases, harvesting, commercialization, 
marketing and costs
Management of foliar diseases of the bean 
crop Description and control
Mychorriza in bean production Benefits and Usage Procedure
Food and nutritional security Definitions, nutrients, healthy eating, associate coffee beans, 
partnership with vegetables
Coffee rust General aspects, disease severity estimates, management 
techniques, organic controllers
Reactivation of one hectare of land for 
sowing coffee plantations Materials, procedure and benefits
Good post-harvest and post-harvest 
practices for specialty coffees Definitions, recommendations and post-harvest management
Marketing Techniques Definitions, techniques, certifications,
Accountability Definition and procedure
Basic, intermediate and advanced financial 
education 
Information on financial markets, financial education and 
community savings groups
Source: Source: Internally produced based on information from NCBA CLUSA’s Monitoring System as well as complementary information
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e. Financial Services for Coffee Producers
In El Salvador, accessing finance through formal institutions have been difficult for coffee producers. This was one 
of the priorities for this project. Since the rust crisis (2011-2013), the financial sector reduced its coffee financing. 
To make matters worse, the crop forecast shows that coffee’s future is not promising because of the continued 
incidence of rust and climate change. One of the criteria for determining the amount of funding that changed 
dramatically is the production base to finance. Previously, the average of the last four harvests was used; now, the 
criteria depends on the opinion of its field technicians that assess the condition of the harvest forecasts. This 
approach complicates the situation for the producer affected by rust, because their funding amount has been 
drastically reduced because of their yields. It is a vicious circle in which the producer can only come out with 
additional funding for investment in planting.
To mitigate some of these issues, the project signed MOUs with BANCO HIPOTECARIO and BANCO DE 
FOMENTO AGROPECUARIO to create awareness around the banks’ financial products and services available. In 
total, 33 bank officials attended 3 awareness events organized by the project. The Coffee Technical Conversation 
was another awareness event took place in one of the cooperatives at the field level (La Majada) where 5 bank 
officials attended.
The project also organized 55 training sessions on financial planning and management for 498 cooperative and 
POs administrative and financial staff which is 343% of the target. The project was an intermediary that facilitated 
credit access. It helped 2,527 producers receive loans (78% men and 22% women). Of this group, 1,483 credits 
totaled $10,329,630 (73% men and 27% women), which is equivalent to an average of $4,088 per credit granted. 
The average amount of credit obtained by female coffee producers was 25% higher than their male counterparts 
(see Figures 6-8A, 6-8B and 6-8C). 79.3% of the loans granted have been managed by cooperatives or producer 
organizations and 21.7% by individual producers (see Figure 6-8D and Figure 6-8E)
Figure 6-8F shows the distribution of credit amounts granted by geographical area. There is strong concentration 
in Apaneca-Ilamatepec (86.5%) and El Bálsamo-Quezaltepeque (11.3%), leaving only 8 credits approved in the 
other four regions (2.2%). 
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Figure 6-8A Number of people who received 
financial services by gender
Figure 6-8B: Number of loans granted per year
Figure 6-8C: Value of loans disbursed by gender Figure 6-8D: Percentage value of loans for 
agricultural activities by beneficiary type
Figure 6-8E: Percentage value of loans given by region and type of beneficiary
No financial arrangements or credits were documented in 2019
Source: Source: Internally produced based on information from NCBA CLUSA’s Monitoring System as well as complementary information
114
320
133 372
1119
469
0
200
400
600
800
1000
1200
2016 2017 2018
Number of people
Men
Women
486
927
70
0
100
200
300
400
500
600
700
800
900
1000
2016 2017 2018
Number of loans granted
$0.283M
$1.810M
$0.649M $0.805M
$5.447M
$1.332M
$M
$1M
$2M
$3M
$4M
$5M
$6M
Amounts of loans granted
Men
Women
79.34%
20.66%
Organizationas loans percentage
Individual loans percentage
15%
100%
53%
9%
100% 100%
85%
47%
91%
0%
20%
40%
60%
80%
100%
Apaneca -
Ilamatapec
Chichontepec El Balsamo -
Quetzaltepec
Metapan - Alotepec Tecapa - Chinimeca Otros
Individual loans percentage Organizations loans percentage
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Figure 6-8F: Value distribution of loans disbursed by region (in millions of dollars)
Source: Source: Internally produced based on information from NCBA CLUSA’s Monitoring System as well as complementary information
The Salvadoran Government has committed to continuing some of the interventions post-project. They are 
currently developing three initiatives that help coffee producers access credit:
i. The Special Trust for the Agricultural Sector (FIDEAGRO) has been financially strengthened with (Law of 
the Special Fund for Resources from the Privatization of ANTEL (FANTEL) funds to reactivate the coffee 
sector with $6.5 million.8
ii. The Committee on Finance and Budget Special of the National Legislative Assembly agreed on the GOES
accessing Central American Bank for Economic Integration (CABEI) funds of up to $86 million for the 
“Coffee Renewal Program - High Productivity, Sustainability, and Resilience in El Salvador”. This initiative 
can continue to support the renovation work in the 6 regions where the project worked. 22,390 coffee 
producers from the six coffee mountain ranges would benefit and of this total, 27.44% would be women.9
iii. The Legislative Assembly for The Law for the Creation of the Coffee Production Support Trust 
(FAPCAFÉ) issued a $83.5 million fund to the Development Bank of El Salvador (BANDESAL) to support 
coffee growers with debt difficulties. This fund will be used for renovation and restructuring coffee farmers' 
debt and strengthening the sector. $10 million has already been approved and $70 million will be issued 
in securities, which will be used for debt restructuring.10 The remaining $3.5 million is expected to be 
generated by interest as per the conditions of the law.
8 Ministerio de Agricultura y Ganadería de El Salvador. (29/11/2017). http://www.mag.gob.sv/gobierno-presenta-anteproyecto-de-ley-para-reactivar-sector-cafetalero-con￾fondos-fantel/ (4/12/19) 9 Ministerio de Agricultura y Ganadería de El Salvador. (12/03/2019). http://www.mag.gob.sv/diputados-de-la-comision-de-hacienda-acuerdan-reformar-contrato-de￾financiamiento-de-us86-millones-para-la-renovacion-cafetalera-provenientes-del-bcie/ (4/12/19) 10 Ministerio de Agricultura y Ganadería de El Salvador. (http://www.mag.gob.sv/ministro-de-agricultura-y-ganaderia-informa-sobre-el-fideicomiso-de-apoyo-a-la-produccion￾de-cafe-fapcafe-ante-la-comision-agropecuaria-de-la-asamblea-legislativa/ (4/12/19)
86.51%
0.75%
11.34% 0.64% 0.64% 0.12%
Apaneca - Ilamatapec
Chichontepec
El Balsamo - Quetzaltepec
Metapan - Alotepec
Tecapa - Chinimeca
Otros
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It is important that NCBA CLUSA be a resource to the newly started USDA MOCCA project11 so that MOCCA 
can leverage NCBA CLUSA’s work.
f. Agricultural Inputs Donated by Project
The project donated the following via in-kind grants:
 Improved Seeds: Seeds varieties resistant to rust were identified and certified by the Ministry of Agriculture 
and Livestock. This was important because one of the differences between improved varieties and traditional 
coffee nurseries is that there is no certainty of the genetic quality of the seed used in traditional nurseries. In 
one of the evaluation team’s interviews, a coffee producer from Berlin (Usulután, from the Tecapa-Chinameca 
mountain range) reported that the government donated coffee seedlings that his cooperative received had 
incidence of rust, unlike the project donated coffee seedlings. In this same mountain range, the coffee 
producers were very pleased with the seeds delivered for agricultural diversification and reported good results 
because they used organic technologies. Some of these results included reduced costs for fertilizer and pest 
control and the producers were able to obtain higher prices.
 Various Inputs: Inputs related to the restoration of soil health were distributed to beneficiaries. These materials 
contributed to the preparation of organic insecticides and fungicides, liquid and solid organic fertilizers with 
microorganisms, and organic Bocashi fertilizers, biofertilizers, and controllers.
 Equipment: Equipment related to improving labor efficiency such as motorcycle scythes and soil-drillers were 
delivered to beneficiaries; these tools improve field performance in weed control tasks as well as choking for 
coffee planting, respectively. The equipment was well received by farmers as it reduces the cost and time of 
labor.
In total, the project made 8,493 donations totaling $1.36 million; this benefited over 12,000 producers and farmers 
(mainly during 2016 and 2017). This achieved 121% of the programmed goal. NCBA CLUSA delivered 93% of its
in-kind donations in the early stages of the project. This is logical because most of the inputs needed to be delivered 
early on so that follow up in the latter years of the project can be done. (see Figures 6-9A and 6-9B).
11 MOCCA is a five-year project funded by the U.S. Department of Agriculture. It is implemented by a consortium led by TechnoServe. The Project has four objectives: (i) 
Strengthened market systems for more profitable coffee and cacao farmers, (ii) Rehabilitating and Renovating Coffee and Cacao Farms, (iii) MOCCA leverages the 
resources of the private sector to drive incentives for a more resilient and growing trade of coffee and cacao.
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Figure 6-9A: Donations of agricultural inputs 
distributed to producers
Figure 6-9B: Value of donations distributed to 
producers (US$)
No donations in 2019
Source: Source: Internally produced based on information from NCBA CLUSA’s Monitoring System as well as complementary information
g. Development of Agricultural Input Distributors
The project achieved 421.4% of its expected goal under this component. This is equivalent to having tripled its 
goal. The remarkable progress is due to project’s promotion of nurseries to generate coffee seedlings. All of the 
nurseries established by the project promoted 13 new coffee leaf rust varieties. Another activity that positively 
impacted this component was the use of field days. Field days include demonstrations that promote practical 
learning and technical exchanges. They also facilitate relationships between agricultural input suppliers and coffee 
producers. Field days are unprecedented in El Salvador; it was a great platform for the project to promote new 
techniques and technologies related to organic production. It was also an opportunity elicit support from MAG 
and CENTA staff (NCBA-CLUSA, 2017).
In total, the project organized 281 field days, which is 100.4% of its goal. 179 business links were also created
among cooperatives, producer organizations and input suppliers at these field days, which is 127.9% of its goal. 
According to the project’s, 21,728 people benefited from these activities which is 101.1% of its goal.
It should be noted that the field day model the project employed is far more hands-on as compared to MAG’s 
approach. The government’s model only donates plants to the producers and supports a small group of traditional 
nursery entrepreneurs; MAG utilizes FANTEL funds to donate on average 12 million plants per year. Nursery 
growers that work with MAG received training from the project on the development of coffee seedlings to verify 
the quality of the plants. Generally, producers that received project donations maintain relationships with CENTA￾CAFÉ technicians. From May – August, CENTA technicians spend most of their time managing the distribution, 
delivery, and documentation of in-kind donations from MAG. The project however was committed to 
strengthening the capacities of cooperatives to create their own nurseries with low-cost technologies and the 
introduction of organic inputs.
4957
2937
599
0
1000
2000
3000
4000
5000
6000
2016 2017 2018
Amount of donations in kind
$529K
$460K
$373K
$K
$100K
$200K
$300K
$400K
$500K
$600K
2016 2017 2018
Value of Donations (US$)
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Presentad By: Inversiones y Servicios HEVI S.A. de C.V.
38
In the FGDs, some of the producers reported that the delivery of the plants from MAG undermined the practices 
promoted by the project. The principal issue was the size of the plant. The project did consider using smaller bags 
to reduce costs; smaller plants however require greater care in their first days of development. The producer 
prefers the larger donated plants even though they were not considering the associated risk of not knowing its 
origin (i.e. its variety and sanitary status).
The project has a number of successes under this component. The Association of Producers PIEDRAS AZULES’ 
nurseries originally had more than 30,000 plants, both for the use of its members and for sale. With the project’s 
assistance, the Association is expanding its capacity to 120,000. They have contracts with CASSA and HOLCIM 
(for 15,000 and 8,000 plants respectively) for their corporate reforestation campaigns. Additionally, the 
Association continues to produce biofertilizers; they will expand their capacity to 9000 liters per month (see 
Figure 6-9C).
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Presentad By: Inversiones y Servicios HEVI S.A. de C.V.
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Figure 6-9C Association of Producers PIEDRAS AZULES 
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h. Creating and/or Strengthening of Public-Private Partnerships
The project achieved 157.3% of its goal under this component, see Figure 5-1. The activities under this component 
are associated with the following interventions: 
i. Co-investment processes formed with the General Directorate of Rural Development of the Ministry of
Agriculture (DGDR-MAG) and other national financial entities. In total, 11 co-investments were made
from a co-investment fund managed by DGDR-MAG with IFAD financing. The project included some of
its producers in these funds as well.
ii. The project technically and financially supported the creation of Protected Denominations of Origin
(PDO)12 of the coffee produced in the 6 project regions. Because of project assistance, two PDOs are
now formally registered with the National Intellectual Property Registry (Apaneca-Ilamatepec and
Metapán-Alotepec) and the other four are in the final stages of processing. In all cases, the creation of an
Administrative Entity of the PDO was strengthened and the process of creating its technical, legal and
financial instruments have been supported to begin operations.
Figure 6-10A: Number of public-private partnerships created
12 Protected Designation of Origin (PDO) is the name of a geographical region or specific area recognized by officials to produce certain foods with special characteristics 
related to location. The PDO regulation covers agricultural products and foodstuffs that are produced, processed, and prepared in a given geographical area using 
recognized know-how in this specific zone. Therefore, it is very important for food producers and regulatory institutions to determine and quantify the specific quality 
parameters of such products to avoid fraud and confirm their geographical origin.
7
3
1 2 1
0
1
2
3
4
5
6
7
8
2016 2017 2018
Number of entities
Public-private partnerships generated Financial institutions that support public-private partnerships iniciatives
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41
Figure 6-10B: Value of new investment leverage for public-private partnerships, by type of value
No investments in 2019
Source: Source: Internally produced based on information from NCBA CLUSA’s Monitoring System as well as complementary information
i. Facilitate Market Access
The main destinations for Salvadoran coffee exports is the United States, followed by Germany, the United 
Kingdom, Belgium, and Italy (see Figure 6-11). Recently, exports have been made in the markets of Asian countries
as well, especially Japan and Korea (BCR, 2018). The project made important efforts to open new markets and 
bring new international buyers to Salvadoran coffee growers. 
Figure 6-11 Main destinations of Salvadoran coffee exports.
Source: https://elmundo.sv/la-exportacion-de-cafe-en-2018-fue-la-tercera-mas-baja-en-una-decada/
$0.31M
$0.10M
$0.05M
$0.28M
$0.09M
$2.97M
$0.00M
$0.50M
$1.00M
$1.50M
$2.00M
$2.50M
$3.00M
$3.50M
2016 2017 2018
Value in millions of USD
Public value Private value
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The project achieved 662.42% of its expected target under this component. The project held 34 business meetings 
with buyers and sellers, which is 283.3% of its target. In those meetings, 1,059 links were established between 
sellers and buyers. Of those links, the project facilitated partnerships with 34 international buyers, for which 55 
samples of coffee were sent by direct intermediation of the project. To date, the project facilitated 39 international 
sales contracts for specialty coffees, with the prospect of creating permanent sales relationships with these 
international clients. See Figure 6-12B for examples of such contracts.
The project recorded 23,514 metric tons in total sales, which amounts to $94.8 million and 4,522 metric tons of 
complementary agricultural products (sweet pepper, zucchini and beans, mainly), for $3.8 million. Because of 
project interventions, a total of 29,102 jobs were created; 20,475 for men and 8,627 jobs for women. 
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Figure 6-12A: Total sales by volume (metric tons)
Figure 6-12B: Total sales by value (US$)
Figure 6-12C: Jobs generated by project interventions
Source: Source: Internally produced based on information from NCBA CLUSA’s Monitoring System as well as complementary information
1,128
8,160
5,193
9,033
295 2,917 1,311
0
2,000
4,000
6,000
8,000
10,000
2016 2017 2018 2019 (Sept)
Metric tonnes
Coffee production Multiple crops production
$4.30M
$26.59M
$15.36M
$48.55M
$0.35M $2.29M $1.12M
$0.00M
$10.00M
$20.00M
$30.00M
$40.00M
$50.00M
$60.00M
2016 2017 2018 2019 (Sept)
Sales in USD Millions
Coffee sales Multiple crops sales
1,744
8,337
10,394
543
3,717
4,367
0
2000
4000
6000
8000
10000
12000
2016 2017 2018
Number of jobs
Men Women
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7. ANALYSIS CRITERIA: SUSTAINABILITY
This section analyzes the probability that the project beneficiaries will continue to employ the learned skills beyond 
the implementation period. The project made a big commitment to strengthen the capacities of government 
entities and civil society and promote practical, low cost methods that reactivate and strengthen the coffee sector. 
a. Sustainability at the National Level
The evaluation team believes that the project’s design was done well. The project identified the relevant 
institutions that support Salvadoran coffee sector at both the national and local level. The project coordinated 
well with CENTA-CAFÉ and other government and private sector institutions interested in supporting Salvadoran 
coffee growing.
The project contributed to strengthening the institutionalization of national coffee cultivation. It promoted
innovative technologies and good practices that are sustainable such as productive diversification. GOES’s PLAN
CUSCATLAN - AGRICULTURA proposes the revitalization of agricultural activities in seven priority sectors basic 
grains, coffee, sugar, fruits/vegetables, fishing, livestock, and poultry. The plan emphasizes the importance of
promoting new technologies to the rural population. The project’s interventions are all in alignment with these 
priorities; it is important therefore for the project to document and disseminate its tools and lessons learned. 
It is important to note that during the evaluation period the following events were underway: 
 The Salvadoran Government with the support of the Salvadoran Coffee Council (CSC), the Secretariat of
Commerce and Investments (linked with the President Bureau), and the Inter-American Institute for
Cooperation on Agriculture (IICA), is preparing a New National Policy "Coffee Country Project" based
on five programmatic priorities: (i) management of the sector's debt problem, (ii) increase in productivity,
(iii) design a coffee strengthening policy, (iv) improve the image of El Salvador's coffee in the international
market and (v) expansion of the domestic consumer market13. This is all based on the GOES’ PLAN
CUSCATLAN – AGRICULTURA.
 CENTA-CAFÉ closed operations due to a decision made by the new government. They instead created a
new institution to provide support to the coffee sector - “National Institute for Coffee Investigation”. All
CENTA-CAFÉ government extension workers were assigned to the regional office of CENTA nationwide.
They continue to provide services to coffee farmers. This Unit’s 70 technicians were all trained by the
project (see section 6.1).
NCBA CLUSA should ensure that government authorities are committed to building on the project’s successes. 
Local and national governments should continue growing their knowledge and improving their structures and 
allocate sufficient financial and technical resources to do so. From the national perspective, the project’s
sustainability is strongly associated with its effectiveness to transfer over good practices, tools, and lessons learned
to government authorities and civil society. 
13 http://www.mag.gob.sv/mag-presenta-cafe-proyecto-pais/
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b. Sustainability at the Local Level
At the local level, the project’s sustainability in the six regions is based on the continued work of the national 
institutions and producer associations that administer the PDOs. Protected Denominations of Origin is a 
certification registered at the National Center for Registration (CNR Centro Nacional de Registros), a 
government institution in charge of registering physical, digital, and intellectual property as well as other types of 
property that can be exchange for currency nationally or internationally. At the project start, there was only one 
Source of Origin Certification for the Apaneca-Ilamatepec mountain range. With the support of the project to the 
Ministry of Agriculture and Livestock thru the Salvadoran Coffee Counsel, El Salvador was able to obtain the 
remaining five Source Origin Certifications for the other coffee producing mountain ranges. The project leaves an 
important legacy in terms of tools and booklets, equipment, and capacity building processes; the technical booklets 
related to organic agriculture and coffee marketing are particularly noteworthy. The aforementioned factors as 
well as the connectivity of local governance structures with national levels described in the previous section largely 
ensures the continuity of the project's actions.
The Salvadoran coffee producer has traditionally developed his crops with the intensive use of chemical fertilizers 
and pesticides. For many years, the research and recommendations of official extension agents guided producers 
to use these products. Producers are aware of its effectiveness and therefore assume it is the best way to achieve 
productivity. In the short term, this is true, but some do not understand the associated health risks and the 
imbalance of soils it causes. Environmental awareness is gradually being introduced into the productive sector,
but it may take a generation for this to truly resonate. The project’s promotion of organic agriculture coupled 
with the use of disease resistant varieties is sustainable; it strengthens the health of the plant and preserves the 
soils with the incorporation of organic matter, beneficial microorganisms, and minerals. All of this ultimately 
achieves productive plantations that are resilient to adverse climate. The evaluation team believes that farmers 
will continue producing their own inputs for fertilization and pest control and renovating farms with coffee leaf 
rust resistant varieties. The project did not collect information on soil health. The project was surprised by the 
widespread uptake of the Organic Input Manufacturing Sites (134 established nationwide). By project end, there 
were over 5,000 metric tons of solid fertilizers (compost, bocashi, reproduction of micro-organism, micro￾organism treated grass, etc.) and over half a million liters of liquid inputs (fertilizers and pest control). The project 
knows that those inputs reduced the use of agrochemicals, however, it is uncertain by how much. During the 
implementation period, this project was the only one providing support to the coffee sector in El Salvador. The 
government provides plants and agro-chemicals to farmers as well as technical assistance through government 
extension workers. These government extension workers were trained by the project. 
8. CONCLUSIONS
i. Based on the project information, documentary review of external bibliographic sources, and the
consultations carried out in the evaluation, the evaluation team believes that the project’s work is highly
relevant for the coffee sector in El Salvador. The main priority for the coffee sector was the renovation
of the dead plantations due to the fungus disease which the project supported.
ii. Based on the evaluation findings, the evaluation team concludes that the project's management
implemented activities that addressed the need of capacity building for coffee producers and public and
private institutional technical staff.
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46
iii. The evaluation team confirms that the project exceeded its targets across the nine components of the
project. 17 of the 78 indicators did not reach 100% and of these 17 indicators, 12 achieved more than
80% of its target.
iv. The project’s design and implementation were aligned with the priorities of the national government. With
the change of government and the new national authorities in agriculture and commerce and economy,
NCBA CLUSA was still able to positively impact the formulation of GOES’s new national strategy on
coffee development. It also influenced new coffee projects such as the USDA MOCCA project.
v. The project’s main achievement was the introduction of a low-cost system for coffee production. Another
important achievement was its work around strengthening producers’ sales processes and increasing their
access to international markets.
vi. The employment of the Farmers Field School methodology was effective. It encouraged group learning
among producers.
vii. The project positively impacted national efforts to recover coffee production in the face of the rust crisis
by introducing a low-cost method (organic agriculture). It is not possible to disaggregate and measure
separately, the impact levels of the government and the project.
viii. The project improved producers’ access to financing, but there is still ample room for improvement. There
is still a great need to increase credit access to small and medium producers in the mountain ranges of
Tecapa-Chinameca, Cacahuatique, Chinchontepec, and Alotepeque-Metapán.
ix. NCBA CLUSA built the capacities of government entities but those strides of progress can be threatened
if CENTA-CAFÉ’s Unit does not remain operational. The project trained staff of cooperatives and
producer associations, which has been a pertinent strategy to build capacities in the cooperative sector.
x. The project facilitated purchase agreements between coffee producers and buyers of special coffees, which
helped producers get better sales prices. However, an effort must be made to maintain the quality of the
export processes.
xi. The project contributed to strengthening national coffee growing. It has transferred over a range of
innovative technologies and good practices to government.
xii. NCBA CLUSA’s trainings have produced a solid base of technicians in private cooperatives and producer
associations. Those technicians now have the capacity to follow-up on project learnings on their own.
Small producers still require continued support so that they can access organic inputs and learn from their
peers.
xiii. Small and medium sized nurseries have limited access to certified seed. The project played an important
role in guaranteeing access to genetic material to nurseries. The project created a linkage for farmers and
the certified seed farms through site visits to see the process of producing and processing the seeds as
well as the seeds varieties available at the farm. Farmers can now purchase their seed from a “previously
exclusive” seed production facility for certified seed. The commercialization of certified coffee seed has
limited access to the exclusive producer-marketers' union supported by MAG to access certified seed.
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47
xiv. The low-cost agriculture with organic inputs as well as the use of motorized equipment improved farmers’
efficiency which encouraged them to use the techniques more.
xv. Low coffee prices have made coffee growing increasingly challenging (see Figure 3-1 in Chapter 3).
xvi. The advances made in nursery training are remarkable and need to be disseminated and institutionalized.
The project promoted Low Cost Nurseries with a pilot project with 5 selected cooperatives. Thereafter
other cooperatives and producer organizations had the opportunity to see the pilot project through field
trips to nursery sites and then they requested to be included in the following years. As a result, 96 coffee
plants nurseries were established. As stated before, 100% of the coffee plants nurseries used the smaller
bag technology, and at least 75% nurseries established for cooperatives and producer organizations
adopted the technology - either just the small bag technology or a combination of both between small bag
and traditional bag.
xvii. The project increased the participation of women producers tending to coffee nurseries. This is a novel
trend that should be scaled (see Annex 1).
xviii. The model proposed by the project differs from the government’s approach as it relates to supporting
coffee producers. The government tends to simply donate plants and support small groups of traditional
nursery entrepreneurs. In contrast, the project strengthens the capacities of cooperatives to create their
own nurseries with low-cost technologies and organic inputs.
xix. The project organized field days were a great platform for producers to exchange experiences and cross￾learn and adopt new technologies. It also developed relationships between input suppliers and coffee
producers.
xx. The Protected Denominations of Origin (PDO) for coffee produced in the six regions is an important
legacy for the project. PDOs combine tradition with commercialization which has potential to promote
Salvadoran coffee internationally. Therefore, it is important to continue supporting the improvements of
the legal mechanisms that support PDOs and incorporate them into Salvadoran Trade Agreements with
other countries.
9. RECOMMENDATIONS
Overall, the evaluation team concludes that remarkable progress has been achieved. The introduction of a coffee 
production model based on organic technologies, mechanization, and other new production techniques that are 
also low cost is impactful. Based on its review, the evaluation team recommends:
i. NCBA CLUSA should take the necessary steps to obtain a second stage of the project where technical
support to Salvadoran coffee growing is deepened and scaled. New projects such as Banco
Centroamericano de Integracion Economica (BECIE) and USDA’s MOCCA should also leverage NCBA
CLUSA’s technical legacy.
ii. NCBA CLUSA should use its technical knowledge and the tools it developed to influence GOES’s new
coffee strategy.
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iii. NCBA CLUSA should encourage MAG to incorporate coffee nurseries as a part of the base of suppliers
certified by them. That way, new coffee growers would benefit from the new technologies promoted by
the project.
iv. There should be continued support for the PDOs associated with the 6 coffee mountains ranges.
vii. There should be continued support for MAG to help the continuity of the CENTA-CAFÉ technical team.
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10. BIBLIOGRAPHY
i. Argumedo - Zuleta. (2017). Análisis Económico - El Salvador no. 29 DEC/FUSADES. San Salvador: FUSADES.
ii. BCIE. (2018). Informe de Coyuntura económica y negocios No. 2 - 2018. Tegucigalpa, Honduras: BCIE.
iii. BCR. (2018). Informe Analítico del Comercio Exterior de El Salvador. El Salvador: BCR.
iv. MAG. (2016 - 2018). Informe de la situación epidemiologica de la Roya del Café en El Salvador. Santa Tecla:
MAG.
v. NCBA-CLUSA. (2017). Mid Term Evaluation. San Salvador: CLUSA.
vi. Plan Cuscatlán - Agricultura. (2019). Plan Cuscatlán. Obtenido de 
https://www.plancuscatlan.com/tema.php?tema=3
vii. World Bank. (24 de febrero de 2019). Databank, Banco Mundial. Obtenido de
https://datos.bancomundial.org/pais/el-salvador
Presented By: Inversiones y Servicios HEVI S.A. de C.V.
ANNEX I: Project Targets and Achievements
Presented By: Inversiones y Servicios HEVI S.A. de C.V.
ANNEX I: Project Targets and Achievements
# Description of Activities Target 2015 Target 2016 Target 2017 Target 2018 Target 2019 TOTAL 
 Target 
Accomplished 
Sep 30, 2019 
Percentage 
Cumulative FY1 
FY2 FY3 FY4 FY5
Percentage 
Cumulative to 
Date
1.1 1.1 Number of training sessions in improved coffee and 
diversification crop productivity techniques and technologies 
conducted for government extension workers: 
2 2 2 2 - 8 20 100% 100%
1.2 1.2 Number of government extension workers trained in improved 
coffee and diversification crop productivity techniques and 
technology: 20 20 20 20 - 80 115 100% 100%
1.3 1.3 Number of market info and early warning systems for coffee 
sector strengthened within GOES with USDA assistance through the 
addition of coffee field mapping
- 1 - - - 1 1 100% 100%
2.1 2.1 Number of coffee round table events organized by the local 
government institution with USDA assistance 1 1 1 1 - 4 18 100% 100%
2.2 2.2 Number of cooperatives / producer organizations benefiting 
from attending the coffee round table events organized by the local 
government institution with USDA assistance
10 20 30 30 - 90 160 100% 100%
2.3 2.3 Number of training in coffee improvement and crop 
diversification, farmer field schools and basic extension techniques 
conducted by extension workers: 
4 4 4 4 - 16 61 100% 100%
2.4 2.4 Number of cooperative extension workers trained in coffee 
improvements and crop diversification, farmer field school and basic 
extension techniques
100 100 100 100 - 400 575 100% 100%
2.5 2.5 Number of training sessions in cooperative governance and 
management conducted for cooperative board and staff
3 3 3 3 - 12 67 100% 100%
2.6 2.6 Number of cooperative board and staff trained in governance 
and management 100 200 200 100 - 600 621 100% 100%
2.7 2.7 Number of business plans developed by cooperatives with USDA 
assistance 10 20 20 - - 50 50 100% 100%
2.8 2.8 Number of cooperative networks developed with USDA 
assistance - 1 - - - 1 1 100% 100%
2.9 2.9 Number of coffee related public-private networking events 
organized with USDA assistance 1 2 2 2 - 7 7 100% 100%
2.10 2.10 Number of cooperatives benefiting from attending the public￾private networking events organized with USDA assistance
- 50 50 50 - 150 13 9% 9%
3.1 3.1 Number of training sessions in expanding financial services to 
coffee farmers conducted for financial institution officers
2 2 2 - - 6 8 100% 100%
3.2 3.2 Number of financial institutions officers trained in expanding 
financial services to coffee farmers
5 10 5 - - 20 69 100% 100%
3.3 3.3 Value of loans provided as a result of USDA assistance (male) 
Food For Progress (FFPr Indicator 6) 500,000 500,000 784,797 784,797 500,000 3,069,594 7,585,995 100% 100%
3.4 3.4 Number of training sessions in financial planning, management, 
and applying for financing conducted for administrative/finance 
officers of targeted cooperatives/POs
4 4 4 4 - 16 55 100% 100%
3.5 3.5 Number of administrative/finance officers of targeted 
cooperatives/POs trained in financial planning, management, and 
applying for financing
50 100 100 100 - 350 498 100% 100%
 Goals per year Comparison with total project goals
Presented By: Inversiones y Servicios HEVI S.A. de C.V.
ANNEX I: Project Targets and Achievements
# Description of Activities Target 2015 Target 2016 Target 2017 Target 2018 Target 2019 TOTAL 
 Target 
Accomplished 
Sep 30, 2019 
Percentage 
Cumulative FY1 
FY2 FY3 FY4 FY5
Percentage 
Cumulative to 
Date
 Goals per year Comparison with total project goals
3.6 3.6 Number of individuals receiving financial services as a result of 
USDA assistance (male) Food For Progress (FFPr indicator 4)
500 500 1,000 1,000 - 3,000 1,960 65% 65%
3.7 3.7 Number of loans disbursed as a result of USDA assistance
200 400 750 125 300 1,775 1,483 84% 84%
3.8 3.8 Value of loans provided as a result of USDA assistance (female) 
Food For Progress (FFPr Indicator 6) 100,000 200,000 200,000 261,690 - 761,690 2,743,635 100% 100%
3.9 3.9Number of individuals receiving financial services as a result of 
USDA assistance (female) Food For Progress (FFPr indicator 4)
200 200 300 300 - 1,000 567 57% 57%
4.1 4.1 Number of in-kind input grants distributed to farmers with USDA 
assistance 2,600 3,800 1,600 - - 8,000 8,493 100% 100%
4.2 4.2 Value (in USD) of in-kind input grants distributed to farmers with 
USDA assistance 650,000 500,000 250,000 - - 1,400,000 1,362,138 97% 97%
4.3 4.3 Number of farmers receiving in-kind input grants with USDA 
assistance 2,000 2,600 1,200 - - 5,800 5,740 99% 99%
4.4 4.4 Number of hectares under improved agricultural techniques 
and technologies (coffee) (new) Food For Progress
 7,500 7,500 - - - 15,000 21,607 100% 100%
4.5 4.5 Number of hectares under improved agricultural techniques and 
technologies (coffee) (continuing): - - 5,000 5,000 5,000 15,000 17,070 100% 100%
4.6 4.6 Number of hectares under improved agricultural techniques and 
technologies as a result of USDA assistance (diversified crops) (new) 
(diversification will be at farmers' discretion; targets will be revised 
after baseline): 1,000 1,000 - - - 2,000 2,604 100% 100%
4.7 4.7 Number of hectares under improved agricultural techniques and 
technologies as a result of USDA assistance (diversified crops) 
(continuing) (diversification will be at farmers' discretion; targets 
will be revised after baseline) Food For Progress (FFPr Indicator 1)
- - 1,000 1,000 1,000 3,000 1,041 35% 35%
4.8 4.8 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (coffee) (male)
 1,050 1,260 1,260 1,260 420 5,250 5,161 98% 98%
4.9 4.9 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (coffee) (female)
450 540 540 540 180 2,250 2,194 98% 98%
4.10 4.10 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (diversified crops) (male) 
(diversification will be at farmers' discretion; targets will be revised 
after baseline): 630 756 756 756 252 3,150 3,521 100% 100%
4.11 4.11 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (diversified crops) 
(female) (diversification will be at farmers' discretion; targets will be 
revised after baseline): 270 324 324 324 108 1,350 1,354 100% 100%
4.12 4.12 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (diversified crops) (new) 
(diversification will be at farmers' discretion; targets will be revised 
after baseline) Food For Progress: 
900 270 270 270 90 1,800 4,875 100% 100%
4.13 4.13 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (diversified crops) 
(continuing) (diversification will be at farmers' discretion; targets 
will be revised after baseline): - 810 810 810 270 2,700 2,245 83% 83%
4.14 4.14 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (coffee)(new) (FFPr 
Indicator 2) 1,500 450 450 450 150 3,000 7,340 100% 100%
Presented By: Inversiones y Servicios HEVI S.A. de C.V.
ANNEX I: Project Targets and Achievements
# Description of Activities Target 2015 Target 2016 Target 2017 Target 2018 Target 2019 TOTAL 
 Target 
Accomplished 
Sep 30, 2019 
Percentage 
Cumulative FY1 
FY2 FY3 FY4 FY5
Percentage 
Cumulative to 
Date
 Goals per year Comparison with total project goals
4.15 4.15 Number of individuals who have applied new techniques or 
technologies as a result of USDA assistance (coffee) 
(continuing)(FFPr Indicator 2) - 1,350 1,350 1,350 450 4,500 4,010 89% 89%
5.1 5.1 Number private nurseries with expanded production or rust 
resistance coffee varieties. 8 10 12 - - 30 105 100% 100%
5.2 5.2 Number of training sessions in coffee seedling multiplication 
conducted for nurseries & cooperative staff and farmers: 
2 2 2 - - 6 82 100% 100%
5.3 5.3 Number of cooperative and nursery staff trained in seedling 
production: 16 20 24 - - 60 279 100% 100%
5.4 5.4 Number of training sessions in the production of organic 
fertilizer and pesticides for cooperative staff / lead farmers: 
10 10 10 - - 30 323 100% 100%
5.5 5.5 Number of cooperative staff / lead farmers trained in the 
production of organic fertilizer and pesticides: 
100 150 200 - - 450 514 100% 100%
5.6 5.6 Number of farmers benefiting from agriculture inputs with USDA 
assistance 2,500 2,500 2,500 - - 7,500 6,775 90% 90%
5.7 5.7 Number of field days involving input suppliers and input 
companies: 40 60 80 100 - 280 281 100% 100%
5.8 5.8 Number of linkages created between cooperatives and input 
suppliers 20 30 40 50 - 140 179 100% 100%
5.9 5.9 Number of direct beneficiaries benefiting from attending field 
days: 2,000 5,000 7,000 7,500 - 21,500 21,728 100% 100%
6.1 6.1 Number of buyer/seller meetings held
- 4 4 4 - 12 34 100% 100%
6.2 6.2 Number of linkages buyer/seller created - 30 30 30 - 90 1,059 100% 100%
6.3 6.3 Number of new buyers of specialty coffee linked to target 
cooperatives with USDA assistance - - 2 3 - 5 55 100% 100%
6.4 6.4 Number of producer organization members benefiting from 
buyer/seller meeting
 1,000 1,000 3,000 2,500 - 7,500 6,726 90% 90%
7.1 7.1 Number of public-private partnerships formed as a result of 
USDA assistance, Food For Progress (FFPr Indicator 8)
1 2 2 2 - 7 11 100% 100%
7.2 7.2 Value of coffee related joint public-private initiatives aimed at 
expanding trade 250,000 250,000 500,000 875,000 - 1,875,000 2,851,370 100% 100%
7.3 7.3 Number of public and private financial institutions participating 
in coffee related public-private initiatives
1 1 1 - - 3 3 100% 100%
7.4 7.4 Value of new public and private sector investment leverage as a 
result of USDA assistance (public) Food For Progress (FFPr indicator 
9) 250,000 250,000 500,000 750,000 - 1,750,000 453,730 26% 26%
7.5 7.5 Value of new public and private sector investment leverage as a 
result of USDA assistance (private) Food For Progress (FFPr indicator 
9) 250,000 250,000 500,000 750,000 - 1,750,000 3,335,941 100% 100%
7.6 7.6 Value of sales by project beneficiaries (coffee) Food For Progress 
(FFPr Indicator 13) 5,000,000 6,820,000 9,300,000 12,700,000 17,330,960 51,150,960 94,808,096 100% 100%
7.7 7.7 Volume of commodities (metric tons) sold by project 
beneficiaries (coffee) (FFPr Indicator 14) 3,200 3,200 3,200 3,200 - 12,800 23,514 100% 100%
7.8 7.8 Volume of commodities (metric tons) sold by project 
beneficiaries (diversified crops) (diversification will be at farmers' 
discretion; targets will be revised after baseline) Food For Progress 
(FFPr Indicator 14)
500 500 500 500 - 2,000 4,523 100% 100%
7.9 7.9 Value of sales by project beneficiaries (diversified crops) Food 
For Progress (FFPr Indicator 13) 500,000 500,000 500,000 750,000 - 2,250,000 3,762,383 100% 100%
Presented By: Inversiones y Servicios HEVI S.A. de C.V.
ANNEX I: Project Targets and Achievements
# Description of Activities Target 2015 Target 2016 Target 2017 Target 2018 Target 2019 TOTAL 
 Target 
Accomplished 
Sep 30, 2019 
Percentage 
Cumulative FY1 
FY2 FY3 FY4 FY5
Percentage 
Cumulative to 
Date
 Goals per year Comparison with total project goals
7.10 7.10 Value of sales by project beneficiaries (coffee) (diversified 
crops) Food For Progress (FFPr Indicator 13) 5,500,000 7,320,000 9,800,000 13,450,000 17,330,960 53,400,960 98,570,479 100% 100%
8.1 8.1 Number of producer organizations staff trained in marketing 
techniques 150 150 150 150 - 600 715 100% 100%
8.2 8.2 Number of training sessions in marketing techniques conducted 
for cooperatives and/or producer organizations staff:
4 4 4 4 - 16 31 100% 100%
8.3 8.3 Number of promotional campaigns supported benefiting 
producers affected by coffee rust 1 1 1 1 - 4 8 100% 100%
9.1 9.1 Number of farmer field schools established 15 20 25 5 - 65 66 100% 100%
9.2 9.2 Number of individuals who have received short-term agricultural 
sector productivity or food security training as a result of USDA 
assistance (male)
 1,400 2,100 1,400 350 - 5,250 5,009 95% 95%
9.3 9.3 Number of training sessions in improved techniques and 
technologies as a result of USDA assistance conducted for farmers
80 120 80 20 - 300 2,445 100% 100%
9.4 9.4 Number of radio programs about coffee rust mitigation practices 
broadcasted with USDA assistance: 8 12 12 12 - 44 44 100% 100%
9.5 9.5 Number of farmers who have received training on improved 
agricultural techniques and technologies as a result of USDA 
assistance: 2,000 3,000 2,000 500 - 7,500 7,115 95% 95%
9.6 9.6 Number of individuals who have received short-term agricultural 
sector productivity or food security training as a result of USDA 
assistance (female) Food For Progress:
600 900 600 150 - 2,250 2,106 94% 94%
9.7 9.7 Number of individuals who have received short-term agricultural 
sector productivity or food security training as a result of USDA 
assistance (new) Food For Progress: 
 2,000 750 500 125 - 3,375 5,549 100% 100%
9.8 9.8 Number of individuals who have received short-term agricultural 
sector productivity or food security training as a result of USDA 
assistance (continuing):
- 2,250 1,500 375 - 4,125 4,858 100% 100%
9.9 9.9 Number of jobs attributed to USDA assistance (male) Food For 
Progress 4,359 4,359 4,359 4,359 - 17,436 20,475 100% 100%
9.10 9.10 Number of jobs attributed to USDA assistance (female) Food 
For Progress 400 400 400 650 - 1,850 8,627 100% 100%
9.11 9.11 Total number of individuals benefiting directly as a result of 
USDA assistance (male) 700 1,400 1,400 1,400 350 5,250 5,315 100% 100%
9.12 9.12 Total number of individuals benefiting directly as a result of 
USDA assistance (female) 300 600 600 600 150 2,250 2,204 98% 98%
9.13 9.13 Total number of individuals benefiting indirectly as a result of 
USDA assistance: 5,000 10,000 10,000 10,000 2,500 37,500 58,772 100% 100%
9.14 9.14 Total number of individuals benefiting directly as a result of 
USDA assistance (new): 1,000 300 300 300 - 1,900 7,519 100% 100%
9.15 9.15 Total number of individuals benefiting directly as a result of 
USDA assistance (continuing): - 1,700 1,700 1,700 500 5,600 7,712 100% 100%
Average 94.89% 94.89%
Presented By: Inversiones y Servicios HEVI S.A. de C.V.
ANNEX II: Technical Proposal
Presented By: Inversiones y Servicios HEVI S.A. de C.V. RFP Number: 001/2017
RFP Number: 001/2019
NCBA CLUSA FINAL EVALUATION 
TECHNICAL PROPOSAL
Presented by:
5 ta. Calle poniente # 3718 Col. Escalón San Salvador
Name of the person who is submitting the application: Helman Alfonso Villalta Cordova. 
Current telephone: Tel. (503) 21222-9580 & (503) 2511-8027; Cel. (503) 7883-9723
e-mail: direccion@hevi-ca.com; y helmanvillalta@gmail.com
September 23th, 2019
Presented By: Inversiones y Servicios HEVI S.A. de C.V. RFP Number: 001/2019
Content
A. Proposal Cover Letter...................................................................................................................... i
B. Technical Proposal ......................................................................................................................... 1
I. Purpose, scope and deliverables ................................................................................................... 1
a. Purpose........................................................................................................................................... 1
i. General purpose ............................................................................................................................. 1
ii. Specific objectives .......................................................................................................................... 1
b. Scope of work ................................................................................................................................. 2
c. Deliverables .................................................................................................................................... 4
II. Methodological proposal (Technical Focus)................................................................................... 6
a. Methodological development.......................................................................................................... 8
b. Stages of the Research .................................................................................................................. 9
Stage 1: Research planning and coordination ............................................................................... 9
Stage 2: Data collection and processing...................................................................................... 10
Stage 3: Final report presentation ................................................................................................ 12
III. Sampling and data collection instruments................................................................................ 12
a. Sampling frame............................................................................................................................. 12
b. Sample Size (Preliminary)............................................................................................................ 12
c. Development of qualitative techniques......................................................................................... 13
d. Instruments to apply ..................................................................................................................... 13
e. Cultural Sensitivity ........................................................................................................................ 14
f. Gender balance. ........................................................................................................................... 14
IV. Schedule of activities ................................................................................................................ 14
V. Proposed organization for the study............................................................................................. 15
C. Past Performance ..................................................................................................................... 18
I. Company information and experience.......................................................................................... 18
A. General Company Information.................................................................................................. 18
B. Recent awards os similar scope............................................................................................... 18
C. Other Experience .................................................................................................................. 20
II. Reference Letters ......................................................................................................................... 22
III. Detailed Curriculum of the consultants team............................................................................ 32
IV. Legal documents of the Company and the legal representative.............................................. 78
I. Legal Representative Credential .................................................................................................. 80
i
A. Proposal Cover Letter
September 23th
, 2017 
Attn. 
NCBA CLUSA 
Coffee Stabilization and 
Agricultural Diversification 
Project (CSADP) El Salvador.
I am writing to you on behalf of HEVI S.A. de C.V, Salvadoran company with 12 years in the local market 
with several experience in project evaluation processes at national and Central American level.
The purpose of this letter is to express our interest in being considered as executors of the final evaluation 
of the “Coffee Stabilization and Agricultural Diversification Project (CSADP) El Salvador ".
For these purposes, this document includes a technical offer describing how the consultancy will be carried 
out, the composition of the technical equipment and the Cv. Of the members of the team.
While waiting for a favorable response,
Best Regards,
Helman Alfonso Villalta
Legal representative
HEVI S.A. de C.V.
5ta. Calle poniente #3718 Col. Escalón; Tel. (503) 21222-9580 & (503) 2511-8027; Cel. (503) 7883-9723
e-mail: helmanvillalta@gmail.com
Presented By: Inversiones y Servicios HEVI S.A. de C.V. RFP Number: 001/2015
1
B. Technical Proposal
I. Purpose, scope and deliverables
a. Purpose
i. General purpose
The main purpose of the final evaluation is to assess program performance, determine whether 
the program has met its objectives and results set out in the results framework (RF), and to 
measure the impact on the beneficiaries of the project.
ii. Specific objectives
➢ Establish an historical perspective of the project, considering the changes in the agricultural
context, its relevance to the original project design and its influence on the activities
implementation to reach the project goals.
➢ Provide data about the level of relevance, effectiveness, efficiency, Sustainability, Impact, and
Best Practices and Lessons Learned of the project implementation.
➢ Determine internal and external factors that influenced on NCBA-CLUSA, beneficiaries and
other stakeholders related to the Project to the achievement or not achievement of the goals.
➢ Identify the contribution to development changes of stake holders (outcomes) in the period
since the project inception in the areas of influence of the Project.
➢ Document best practices and lessons learned of project implementation with Value Chain
Partners.
2
b. Scope of work
NCBA CLUSA set a goal to work with 7,500 producers, 50 cooperatives and producer 
organizations, government agencies and the private sector, in the six coffee producing mountain 
ranges of El Salvador (picture 1). The final evaluation will focus on those areas. According to this 
condition, the final evaluation will capture indfirmation (both cantitative and cualitative) from the 
aforementioned coffee producing areas: Apaneca-Ilamatepec, El Bálsamo-Quezaltepeque,
Tecapa-Chinameca, Cacahuatique, Chinchontepec, and Alotepeque-Metapán.
Picture 1. Project Target Areas
Source: COEX El Salvador.
Within the sample in concordance with the Request for Proposals (RFP) the cualitative and 
quantitative sample will consider producers from the following cooperatives:
Table 1. Cooperatives to be Included in the sample
1. Sociedad Cooperativa Cuzcachapa
2. Asociación Cooperativa Los Pinos
3. Asociación Cooperativa El Espino
4. Asociación Cooperativa Las Tablas
5. Asociación Cooperativa Las Lajas
6. Asociación Cooperativa San Carlos Dos
7. Asociación Cooperativa El Jabalí
8. Asociación Cooperativa Entre Ríos
9. Asociación Cooperativa El Refugio
10. Asociación Cooperativa El Tunel
11. Asociación Cooperativa de San Pedro
Puxtla (ACACPAS)
12. Asociación Cooperativa San Antonio
13. Asociación Cooperativa La Presa
14. Asociación Cooperativa El Barrancón
(ACOPAREB)
15. Asociación Cooperativa de 
Ganaderos San José Sacare 
(AGASACARE)
16. Asociación Cooperativa Divino 
Salvador (ACOPDS)
17. Asociación Cooperativa Los Positos
18. Asociación Cooperativa de Cafés
Especiales de Perquin (ACOPACEP)
Source: Request for Proposals
3
NCBA CLUSA had interventions throughout the entire coffee value chain and specific diversified 
crops value chains. In this order the final evaluation will also consider the diferent actors of the 
entire coffee value chain and specific diversified crops value chains that participated along the 
project implementation, including Producers; Cooperatives and Producer Organizations; Agro￾Dealers and Input Suppliers; Buyers and Sellers; Financial Institutions; Extension Services 
Ministry of Agriculture and Livestock.
The company will lead the entire evaluation process from design to report writing. NCBA CLUSA 
staff will provide support as agreed in the contract.
In conducting the final evaluation data collection, the firm will also be responsible for the 
information review, interview questionnaires and other data collection tools. The firm will then lead 
in providing local expertise in the design phase, and data collection during implementation in the 
field, data analysis, and interpretation, as well as conclusions.
The firm will implement at least the following activities:
A. Undertake a literature review of the relevant documents such as PMP document approved by
USDA, baseline document (and data collections tools), mid term evaluation report, selected
monitoring reports related to each of the main components of the program and their specific
objectives, information about internal and external factors that are affecting the agriculture in
El Salvador; Project Management Table, Work Plans, Project Services Table; as well as
relevant external documents including, but not limited to, national policies and regulations,
special studies carried out by other agencies, most recent zone of influence (ZOI) level
population-based survey conducted by FTF.
B. Conduct a desk review of project reports related to the activities developed during the project
on:
1. Capacity Building: Producer Groups/Cooperatives
2. Capacity Building: Producer Groups/Cooperatives
3. Financial Services: Facilitate Agricultural Lending
4. In-kind Grants: Inputs
5. Inputs: Develop Agro-dealers and/or Other Input Suppliers
6. Market Access: Facilitate Buyer-Seller Relationships
7. Market Access: Facilitate Private and Public Partnerships
8. Training: Improved Agricultural Production Techniques
9. Training: Improved marketing and branding
C. Review the design of the final evaluation presented in this document to ensures that the design
and methods prsented have a balance of quantitative and qualitative techniques, analysis of
secondary data, observations, and document reviews that allow the evaluation team acoplinsh
the general purpose of the final evaluation.
D. Identify and select study participants from the sampling frame provided by the project staff.
The sampling frame will include all the beneficiaries of both value chains from all the regions.
Individual farmers will be selected using multi-stage cluster sampling methods. Proportionate
random technique will be used to select males and females from each sub-cluster. Coffee will
be the first level cluster, and diversification will be the second level cluster. For the qualitative
data collection focus group discussion and key informant interviews purposeful/availability/
snow-ball sampling methods will be used.
4
E. Develop, edit and finalize data collection tools e.g., household survey questionnaire,
Cooperatives and Producer Organization survey questionnaire, and key informant interview
and focus group questionnaires.
F. Develop data collection guide specifying data collection and management structure, field
schedules and data quality assurance methodology.
G. Train field supervisors, key informant interviewers and focus-group facilitators on the methods
and processes.
H. Provide to NCBA CLUSA the data quality assurance strategy and perform quality assurance
during design, testing, fieldwork, data entry, data analysis and reporting.
I. Conduct appropriate final evaluation data collection for performance monitoring indicators that
meets with general purpose and specific objectives.
J. Conduct data entry, process and analyze collected data from surveys, interviews focus groups
and field visits developed during the final evaluation process. This includes Organize all data
collected into a database. This database must ensure anonymity of survey participants by
using identification numbers and separating names from survey participant’s data
K. Perform quality assurance during design, testing, fieldwork, data entry, data analysis and
reporting.
L. Write the final draft report including appropriate tables, charts, and narrative. Ensure final
evaluation report addresses the objectives set on this proposal and the RFP. As annex the
repot will have the chart of the values of the project indicators for the baseline, for the mid￾term evaluation and the final evaluation.
M. Prepare study report
N. Present to NCBA CLUSA a separate report for findings, conclusions and recommendations
(in both written report and PowerPoint formats.)
c. Deliverables
Deliverables under this assignment will include the following:
• Deliverable 1: TOR updated. Within the first 5 calendar days upon contract signature. NCBA
CLUSA team works with the selected external evaluation team to update the TOR of the
project final evaluation and agree on the evaluation methodology.
• Deliverable 2: Assigned personnel agreement by both parties. Within the first 5 calendar days
upon contract signature. Define roles and responsibilities of NCBA CLUSA personnel and
consultant personnel involved in assisting the final project evaluation effort.
• Deliverable 3: Exchange of base information by both parties. Within the first 5 calendar days
upon contract signature NCBA CLUSA provides all documents, data and other as required by
5
the consultant, and the consultant provides all form related to the Information Collection 
Method.
• Delverable 4: The evaluator’s personnel organization chart. Within the first 20 calendar days
upon contract signature, the external evaluator reviews project Mid-Term Evaluation results,
reviews NCBA CLUSA Data Management System, train evaluators, and provides NCBA
CLUSA with data collection tools such as surveys to collect information to perform the field
data collection for this Final Evaluation. Within this period the external evaluator will present
to NCBA CLUSA the evaluator’s personnel organization chart and will clearly specify roles and
responsibilities with the organizational chart in terms of who will enter, clean, synthesize,
analyze, and interpret data; also, the data analysis and report writing.
• Deliberable 5: Final evaluation first draft. Within the first 50 calendar days upon contract
signature, the external evaluator will perform the field evaluation and data collection and
prepare analysis documents and reports following the two main objectives of the project’s
results framework SO1 Increase Agricultural Productivity and SO2 Expand Trade of
Agricultural Products. First draft will be presented in English language.
Note: 5 calendar days after the presentation of the first draft, the project team in El Salvador
reviews the first draft and other documentation required by NCBA CLUSA from the consultant.
NCBA CLUSA will provide feedback to the consultant for adjustments
• Deliberable 6: Final evaluation second draft. The consultant provides second draft including
required NCBA CLUSA and USDA observations and adjustment. 10 calendar days after the
presentation of the first draft, the second draft presentation to be provided to NCBA CLUSA
Washington DC for review and comments, in English language.
Note: NCAB CLUSA will submit the Final evaluation second draft to USDA Washington, USDA
normally allows three weeks to review evaluations. These may be up to 20 days, depending
upon availability of USDA to review Final Evaluation Second Draft and provide feedback to
NCBA CLUSA.
• Deliverable 7. Final evaluation final report. 25 calendar days after the presentation of the
second draft, the teams will discuss the observations of the results and recommendations
made by USDA project manager. With this informatios the evaluation team will preent the final
report to NCBA CLUSA. NCBA CLUSA will present the Final Evaluation Report to USDA,
within no more than 90 calendar days upon contract signature.
• Delverable 8. Final Deliverable. By november 30, 2019 (or no more than 90 days upon
contract signing), the evaluation team will present the Final Deliverables that includes:
i. The final written report that will be submitted in both languages, English and Spanish.
ii. Methodology and implementation, and study limitations in the draft outline; include the
evaluator’s workplan, quality assurance plan, data collection tools, clean data sets,
performance indicators annex, and presentation of evaluation.
iii. Information gathering forms used to collect information from interviewees used by the
consultant.
6
iv. Gross information collected by the evaluator in Excel format and statistical evaluation file
in SPSS format or equivalent.
v. An independent summary of two or three pages describing the design of the evaluation,
key findings and lessons learned. This document will serve to inform any interested party
about the final evaluation and should be written in a language easy to understand by those
who are not evaluators and contain appropriate graphs and tables.
vi. Final report will include review of the literature; findings of secondary information analysis
and other review of program reports; methods of collecting information from sampling and
analysis; description of tools, sample population and locations; analysis and visual display
of information in the form of tables, as appropriate - one for each indicator; findings;
conclusion and recommendations.
vii. Copies of all the photographs taken as part of the field trips.
viii. Summary Presentation of the final evaluation in Power Point to share with the donor or
other project stakeholders as determined by NCBA CLUSA.
II. Methodological proposal (Technical Focus)
The final evaluation will provide a set of evidence and findings on the development of the project 
that will be compared with the initial situation and the mid-term situation of the target population 
to determinate if there are changes product of the activities implemented by the project to 
accomplish the project goals.
This final evaluation might generate quantitative and qualitative information on: i) situation of the 
target population in the situation "before" and "now with" project; ii) the dynamics of the context 
relative to the target population and the production of coffee and diversified crops (Red Beans, 
Bell Pepper, Tomatoes and Cucumber, and others); iii) risks and external factors which affected
the achievement of project objectives and final goals; and iv) the actual value of the indicators of 
outcomes and impacts of the Project.
The final evaluation represents an opportunity to discover the factors that helped or not to reach 
the project’s goals, and to identify best practices and leassons learned from this process. 
Considering these aspects, the final evaluation, will carry out a compilation of qualitative and 
quantitative data collection on a significant sample of the target population, of the specific areas 
of Apaneca-Ilamatepec, El Bálsamo-Quezaltepeque, Tecapa-Chinameca, Cacahuatique, 
Chinchontepec, and Alotepeque-Metapán, in addition to the review of the information consolidated 
by NCBA CLUSA Monitoring & Evaluation team and the data management system. Also, will get 
data and information from Financial Service Institutions, Agro-input Companies, and Ministry of 
Agriculture Extension Services.
7
This final evaluation will give answer to the evaluation questions given on the RPF that are 
organized by USDA’s recommended framework (table 2). 
Table 2. Evaluation Question
Relevance
• How well the project goal and strategies aligned with El Salvador government priorities?
• Which project activities and strategies were highly relevant to beneficiaries’ needs and priorities?
• How well did the project activities adhere to USDA goals?
Effectiveness
• How the productivity of farmers vary across regions?
• How did technology adoption vay across demographic groups e.g., sex and age?
• Is there a direct and positive association between selected project activities and volume of sales?
• How the effectiveness of the training strategies can be explained in terms of changing practices to
enhance performance across different stages of value chain?
• How strong the linkages and networks are in terms of utilization by actors in the value chain?
Efficiency
• What internal and external factors have influenced the ability of the project to meet expected
results and targets?
• How did the project optimize the efficiency of limited resources e.g., staffing and equipment?
• How does the distribution of resources vary across activities?
• How does the distribution of resources vary across geographic regions?
Sustainability
• What factors are likely to contribute towards the sustainability of CSADP in the following areas:
policy environment, financial incentives (i.e., profit motive), access to inputs, market access, and
market linkages, increase production, mass production of coffee plants.
• What factors are likely to hinder the sustainability of CSADP in the following areas: policy
environment, financial incentives (i.e., profit motive), access to inputs and information, market
access, etc.?
• What project activities are likely to contribute towards sustainability?
• What evidence is there to demonstrate that the new practices will be sustained after the project?
Impact
• How have the beneficiaries farming and trade practices changed since the inception of the project?
• Is there a statistically significant difference between current and baseline yields?
• What factors including project activities explain change in 1) productivity, 2) trade, 3) adoption of
new farm management techniques?
• What evidence is there to demonstrate the project’s contribution(s) to change in 1) productivity, 2)
trade, and 3) adoption of new farm management techniques?
• What were the unintended positive consequences that could have been stimulated by the project?
• What were the unintended negative consequences?
Best Practices 
and Lessons 
Learned
• What lessons learned in regards of increase production and access to market will continue to be
implemented after project completion?
• What best practices can be shared with stakeholders and donors?
Source: adapted from the Request for Proposals
From the information obtained through the surveys, interviews and results of the focus groups, the 
products defined in the Terms of Reference will be developed, all in close coordination with the 
project team
8
a. Methodological development
In line with it´s main purpose, the final evaluation will be a mixed method evaluation that will
combines qualitative and quantitative information from different stake holders of the project that 
have been involved during the project´s implementation, such as: 
→ Beneficiaries
→ Cooperatives and Producer Organizations
→ Agro Dealers and Inputs Providers
→ Financial Institutions
→ Buyers
→ Government Institutions (Ministry of Agriculture and Livestock)
→ Synergy Stakeholders (Salvadorian Coffee Cuppers Association (ASCAFE), SALVANATURA
among others)
In this final evaluation the main techniques that will be used, as expected from the information 
contained in the ToR will be: 
a. The exhaustive review of documents associated with the project that have been consolidated
by NCBA CLUSA Monitoring & Evaluation team and the data management system, and other
national and international institutions associated with cultivation, processing and marketing of
coffee and the project´s associated crops.
b. An exercise of quantitative research through a survey focused on a representative sample,
which will be selected from 7,500 producers that are all part of different Cooperatives,
Producer Organizations, Producer Associations, as well as Individual Producers.1 The Sample
size will be at least of 15% of the total 7,500 beneficiaries.
The collection of quantitative data will be developed on the basis of structured survey form
that will collect the characteristics of the beneficiaries and their farms, which will allow the
evaluation team to calculate the indicators related to the aspects of the intervention areas. The
design of this instrument will allow the use of closed questions with the corresponding
categories of possible answers.
c. An excersice of cualitative research that will include the following methodological tools: 1)
Structured interviews, with an instrument designed for data collection, perceptions,
declarations and open expressions of the actors and the project's environment, 2) Focus
groups with key project stakeholders, in work sessions to obtain insights, judgments and
statements on elements of project execution and their effect on beneficiaries.
1
In particular in the regions of El Salvador, including the specific areas of Apaneca- Llamatepec, El Balsamo -Quzaltepeque, Tecapa 
-Chinameca, Cacahuatique, Chinchontepec, and Alotepeque-Metapán. The criteria used to identify the target regions include the 
extent to which productivity, livelihoods and food security is affected by the rust fungus coffee, as well as the number of small farmers
in the region.
9
b. Stages of the Research
The final evaluation as proposed by the firm considers tocarry out three phases: (i) Research 
planning and coordination; (ii) Data Collection and Processing; y (iii) Final report presentation.
Stage 1: Research planning and coordination
This stage will begin with an initial meeting in which the final evaluation team will be presented,
and some information is going to be requested from the project counterpart. At the end of this the 
first meeting the evaluation team specs to receive al least the following information:
• Details of sampling frame that will be used in this final evaluation, that helps to the final design
of the qualitative and the quantitative samples.
• Other literature to be reviewed that is been generated by the project and from national or
international institutions related to the project, including:
o PMP document approved by USDA
o Baseline document (and data collections tools)
o Mid term evaluation report (and data collection tools)
o Project Management Table
o Reports on Work Plans execution
o Project Services Table;
o Information about special studies carried out by other agencies, most recent zone of
influence (ZOI) level population-based survey conducted by FTF
• Briefing on project that will include context, activities planned, activities carried out and
indicators.
• Progress reports presented to USDA since project inception
• Briefing on stakeholders and beneficiary groups.
In the development of this stage the team will made the final adjustment of the methodological 
design of the statistical research plan for implementation in the field and in which strata are defined 
to ensure the representativeness of the data by region of the country.
To the end of this stage the final evaluation team will present document that includes a detailed
schedule of the activities, the responsible of each activity, and the help that will be needed from 
CLUSA’s team based on the consultants’ meeting requirements. Also, this document will have the 
reviewed tools to be used in the final evaluation which will allow the baseline and mid term 
evaluation data to be compared with final data resulted from the intervention groups. This 
document will include deliverables 1, 2, 3 and 4.
The schedule of visits and interviews will consider: 
a. Prducres and producer organizations where quantitative data will be collected, including
those on table 1.
b. National and international institutions (with presence in El Salvador) associated with coffee
cultivation, among which:
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• Ministry of Agriculture chief of Extension Services
• Sample of Buyers of commodity produced through CSADP
• CENTA-Café director and Technical staff
• Salvadoran Coffee Council Representative
• Coffee production entities (ABECAFE, UCAPROBEX, UCAFEX, Asociación Cafetalera de
El Salvador)
• World Food Program And FAO
• Salvadoran Financial entities (BANDESAL, BFA, Banco Hipotecario)
• Sample of agro-companies that have been trained by NCBA CLUSA
• Salvadorian Coffee Cuppers Association (ASCAFE)
• SALVANATURA
• Agro-Dealers and Inputs Providers that are part of the input provider directory
c. Schedule of focus groups in cooperatives in the 6 coffee producing mountain ranges.
Stage 2: Data collection and processing
At the beginning of this stage a team conformed by two field supervisors and at least 10 persons 
will be trained in the use of survey tools. All of them will be persons with extensive experience in 
picking up information through surveys.
The number of people may vary once the final sample is defined in the design of the final
evaluation that will be made once the team has received the detailed information related to the 
sampling frame that will be used and that will be provided by CLUSA.
A second team will be trained to interview and develop focus groups with Leaders/managers of: 
Cooperatives, Producer Organizations, and Producer Associations which has been involved in 
this project in the 6 coffee producing mountain ranges.
An important element of this phase is the development of a tabulation plan made based on the 
validated instrument, which realizes the information requested in the objectives of the consultancy. 
This plan will identify the indicators that must be generated for each target based on the 
information to be collected with the survey form.
Prior to the start of field activities arrangements will be made with CLUSA's help appropriate 
bodies of the agencies and / or cooperatives, to gain access to the target population where the 
uprising of both quantitative and qualitative information be made. 
These references or others that already has CLUSA will be required to support the access to 
producers, this will ensure the team gathering information from the right people. The registration 
of information by survey will be conducted in the form of sweeping territorial - approach. The 
access to people who participate in the focus groups will be ensured by the call of CLUSA.
As part of the process to ensure the quality of data that will be processed the supervisors will
review coding process related to congruence of the information provided and will make control 
questions that must be verified the instrument during the field work.
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Simultaneously to gather information daily processing of instruments filled will be performed. For 
information processing SPSS, will be used.
Once the survey and data processing is completed, the team will proceed to the analysis of 
information based on the tabulation plan established. In this process of final analysis of data 
collected through the surveys, focus groups and interviews with national and international sector 
entities and civil society organizations involved in the project, the team will triangulate the results 
obtained. 
In the compilation of information, special care will be taken to consider the application of 
substantive analysis criteria in the final evaluation:
Approach of relevance / coherence. Adaptation of objectives and results of the interventions to 
the local context in which it has been implemented, highlighting how the interventions developed 
by private actors have adapted to the priorities of the country, to the needs of the target population 
and coordination with the operational logic of theProject.
Impact, effectiveness and efficiency approach. Dual analysis of the initiatives and interventions 
of the Project. On the one hand, the degree of compliance with the explicit and implicit objectives 
of those on the beneficiary population, since its inception, without taking into account the costs 
incurred to obtain it in balance with the measure of the achievement of the results in relation to 
the resources that have been used. On the other hand, in addition, the optimal combination of 
material, financial, technical and human resources will be analyzed to maximize results.
Gender approach. The gender approach is defined as the process of diagnosis and assessment 
of the implications for women and men of any planned action, including policies or programs, in 
any area and at all levels and is being incorporated transversally. A gender analysis is required to 
identify and address the particular obstacles that girls, adolescents and young women face 
because of their sex, deepening these specificities to give them a differentiated treatment within 
the framework of the project.
Sustainability Approach. Analysis of the probability that the beneficiaries have the knowledge 
and tools derived from the interventions of the private sector to give continuity to the initiatives and 
projects by themselves (beyond the deadline foreseen in the programs and projects), with the 
maintenance and management of the carried out and even with the implementation of new 
interventions or extensions of the scope.
Balance of strengths - weaknesses and favorable conditions - obstacles. The team will 
prepare a critical reflexive analysis of the strengths of the process seen from the actors and 
actions; as well as their weaknesses; similarly, the key or relevant situations that facilitated or 
enhanced them will be assessed; that is, the conditions and circumstances that favored these 
processes to be effective; as well as difficulties and limitations that restricted or hindered the
processes, whether they were overcome or not, how they were overcome or why not and what 
are the challenges that arise.
Learned lessons. The previous stages will give the guidelines to formulate the lessons learned; 
that is, what was learned from what was done and what is raised in each experience to strengthen 
these processes in the future. The lessons learned are answers given to questions, such as: What 
should be done differently? What should be done in the same way? What new elements should 
be incorporated into future interventions and under what circumstances? What should be the 
steps, key aspects and alternatives to consider for an effective process? What questions or 
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concerns remain open? What best practices can be shared with stakeholders and donors? In this 
regard, suggestions on the approach, the method, the strategies, the results, the use of the 
resources applied in the experience will be recorded. It is also important to synthesize the 
suggestions for the sustainability of the actions that proved successful.
The deliverables of this phase are deliverables 5 and 6 detaled in this proposal.
Stage 3: Final report presentation
After the presentation of the second draft, the teams will discuss the observations of the results 
and recommendations made by USDA project manager. With this informatios the evaluation team 
will preent the final report to NCBA CLUSA. NCBA CLUSA will present the Final Evaluation Report 
to USDA, within no more than 90 calendar days upon contract signature. Final Deliverable will be 
presented no more than 90 days upon contract signing.
III. Sampling and data collection instruments
a. Sampling frame
The sampling frame for the final evaluation data considered producers as well as their associations 
in the target areas of the project that distributed on target areas where project has been 
implemented. According to data from Terms of reference these coffee producers are 7500. The 
details of the distribution and size of producers by area are estimated considering the national 
distribution of coffee producers obtained from Salvadorian coffee council and shown in table 3.
Table 3. Distribution and size of coffee producers by target area
Target Region
Producers
Total Small Medium Large 
Apaneca-Ilamatepec 47% 84.2% 13.9% 1.9%
Alotepeque- Metapan 3% 93.3% 6.5% 0.2%
Chinchontepec 11% 93.3% 6.6% 0.1%
Cacahuatique 5% 89.0% 10.5% 0.5%
Tecapa- Chinameca 15% 87.7% 11.1% 1.2%
El Balsamo-Quezaltepeque 20% 82.9% 12.3% 4.8%
Total 100% 85.9% 12.0% 2.1%
Source: prepared for the technical proposal of the final evaluation of the CSADP El Salvador, September 2019; Made with data from 
Salvadoran Coffee Council of 2013.
b. Sample Size (Preliminary)
The sample size will be estimated from the defined sampling frame, using first the cluster method 
as the regions are considered homogeneous populations and contain all the variability of the 
population. The method of calculating the sample size for each cluster will be probabilistic as this 
allows all individuals in the population have the same probability of being chosen and therefore 
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provides the greatest assurance that are represented the important features of the study 
population in the proportion they deserve. Thus, the formula to apply considers a margin of error 
of 5.5%, a confidence level of 95% in the sample and a probability of occurrence of 50%. From 
these considerations, the sample size for each cluster is defined in Table 2. This sample considers 
a 8% of reject / nono response.
Table 4. Preliminary Sample Sizes
Target Region
Producers
Total Sample
Apaneca-Ilamatepec 3510 264
Alotepeque- Metapan 231 144
Chinchontepec 795 227
Cacahuatique 382 163
Tecapa- Chinameca 1092 226
El Balsamo-Quezaltepeque 1491 239
Total 7500 1263
Source: prepared for the technical proposal of the final evaluation of the CSADP El Salvador, September 2019
The total of benefiaries that will be part of the sample are 1263, wich is more that the suggested 
sample sample size of 15% of the total 7,500 indicated in the ToR.
c. Development of qualitative techniques
To investigate contextual elements related to the capabilities, conditions and topics about the 
current situation of beneficiaries of the project and the current situation in which they find their 
cooperatives, and producer associations there will be developed focus groups. 
To determine the perception of this situation by others than the cooperatives will be performed 
interviews with key municipal informants and key representatives of CLUSA and USDA.
In summary are planned two focus groups per cluster so that the information collected can be as 
consistent as possible with survey information. The Identification of the persons who may 
participate in both focus groups and interviews may be selected in coordination with CLUSA, to 
ensure appropriate participation.
d. Instruments to apply
For registration information will be used as has been mentioned throughout this proposal a survey 
of project beneficiaries; a form of interview with key stakeholders; and a guide for focus groups. 
As part of the registration process of the entire interview and all focus group recordings were made 
in digital format and at the end of the process recordings are delivered to the contracting institution.
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e. Cultural Sensitivity
The research team based on the L.E.A.R.N. model, will conduct all the activities considering during 
the information gathering following these rules:
• Listen with empathy and understanding to the person’s perception of the situation.
• Elicit culturally relevant information and explain your perception of the situation.
• Acknowledge the other person’s strengths rather than pointing out their deficits.
• Respect the person and their choices
f. Gender balance.
The gender approach is defined as the process of diagnosis and assessment of the implications 
for women and men of any planned action, including policies or programs, in any area and at all 
levels and is being incorporated transversally. A gender analysis is required to identify and 
address the particular obstacles that girls, adolescents and young women face because of their 
sex, deepening these specificities to give them a differentiated treatment based on gender.
Considering the previous definition to create an inclusive gender-diverse research and gender￾diverse interviewees panel, for the cualitative sample the consultants team with the help of the 
projects team will choose gender- diverse individuals to apply the investigation technics.
IV. Schedule of activities
This consultancy will take place over a period of 90 days. During this time there will be performed 
the following macro activities:
Table 3: Preliminary Schedule
Macro Actividad Week
1 2 3 4 5 6 7 8 9 10 11 12
Stage 1
Fist meeting to update the TOR of the project final evaluation and agree on the 
evaluation methodology
Deliverable 1: TOR updated
Secod meetingo: Review of the assigned personnel agreement by both parties & 
presentation of all form related to the Information Collection Method.
Deliverable 2: Assigned personnel agreement by both parties
Deliverable 3: Exchange of base information by both parties
Documentation Review
Adjusting methodology and sample design
Review of quantitative and qualitative tools to gather information
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Macro Actividad Week
1 2 3 4 5 6 7 8 9 10 11 12
Scheduling activities undertaken within the framework of the activities of collecting, 
processing and analyzing information
Tabulation plan development
Training staff in the use and application of tools for gathering informationFinal del 
formulario
Delivery of the evaluator’s personnel organization chart (deliverable 4)
Stage 2
Registration of cuantitative information
Processing the cuantitative information
Interviews
Focus groups
Daily processing of the full instruments
Information analysis
Draft Report Writing
Deliverable 5. Delivery of first draft
Feedback to the consultant for adjustments
Deliberable 6. Final evaluation second draft
Stage 3
USDA review of 2nd draft of valuation (3 weeks)
Deliverable 7. Final evaluation final report
Delverable 8. Final Deliverable
Source: prepared for the technical proposal of the final evaluation of the CSADP El Salvador, September 2019
V. Proposed organization for the study
For the development of this study and to meet the requirements set forth in the Terms of Reference 
the core team proposed by the consulting firm will consist of detailed professionals shown in Table 
3.
Table 3: core team proposed by the consulting firm
Name Position Academic 
degrees Relevant professional activities
Helman 
Alfonso 
Villalta 
Córdova
Coordinator 
and 
Researcher
Industrial 
Engineer with 
Master in 
Business 
Administration
Consultant with over 14 years experience in the development of social studies in 
the private and public sectors and international cooperation.
I've been the leader in developing assessments consultant: (a) Final evaluation of 
the project “Alianza Cacao El Salvador”; (b) Prefeasibility study for the “Global 
Program: Decent work for all - strengthening the region through youth employment”
in El Salvador, Guatemala and Perú; (c) Project Building Democracy in Central 
America, implemented by Plan International in Guatemala, Honduras, Nicaragua 
and El Salvador; (d) Assessment Development Program Area Sesori, which was 
run from 1010-2014 by World Vision; (e) Final evaluation of the project "Promoting 
the rights of children living in areas highly vulnerable to disasters" GAD SLV0198, 
Executed by Plan El Salvador; (f) Evaluation of social and economic impact of 
Guarantee Fund for Salvadoran students (FONEDUCA) to KfW and Bandesal; (g) 
Assessment of Mangrove Corridor Program, implemented in El Salvador, 
Honduras and Nicaragua, financed by the Spain Fund SICA; (h) evaluation model 
system pilot project to support women's entrepreneurship in the territory UNDP 
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Name Position Academic 
degrees Relevant professional activities
Project 00057378 - CONAMYPE; (i) Final Evaluation of Productive Opportunities 
for Small Rural Producers -PRORURAL- ATN / SF-9987 Program-ES and SP / SF￾06-09-ES, funded by IDB; among others that can be reviewed in the CV.
Ernesto 
Nosthas 
Santos
Socio -
Economical
Researcher 
BA Civil 
Engineering 
MBA 
International 
Finance Post￾graduate 
studies (i) 
Social 
Management 
(USA) y (ii) 
Migration and 
Development 
(Israel)
International Consultant KfW, SICA, GIZ, IOM, IADB, World Bank and JICA. 
MBA Executive with over twenty five years of experience in the design, monitoring 
and evaluation of policies and social programs, local development, private 
investments, citizen participation and municipal management. Director of the 
Design Team of the Poverty Map of El Salvador 2004 and senior member of the 
design and implementation team of the Family Farming Plan of the Government of 
El Salvador (2012-15).
Among the most significant consulting work include:
• Port / Maritime Transportation Specialist to IC Net for “Final Evaluation - La
Union Port Development Project In El Salvador (LA NO. ES-P5)”, IC Net
Limited, Japan – Japan International Cooperation Agency
• Senior Consultant: Design and Operation of the Investor Office CRECEMOS
TU EMPRESA - Ministry of Economy (2015-2016)
• Senior Consultant: United Nations World Food Programme: Senior Advisor
to the National Directorate for Civil Protection for the Design and Formulation
of the (i) National Contingency Plan for Volcanic Eruption, (ii) National
Contingency Plan for Drought, (iii) 11 Contingency Plans for Drought for
Municipalities in the “Central America Dry Corridor” and (iv) National Protocol
for the implementation of Early Warning Systems for different threats (2017-
19)
• Independent evaluator of investment projects for Inter-American Development
Bank and Multilateral Investment Fund
• Principal Consultant: Environmental Fund of El Salvador (FONAES): Design
of a monitoring and evaluation System
• Senior Consultant for Social and Economic Assessment of the STRATEGY
TO SUPPORT THE EASTERN REGION OF EL SALVADOR for Japan
International Cooperation Agency JICA (january2010-july2010)
Manuel 
Fermín 
Oliva 
Quezad
a
Agricultural 
Researcher 
Ing. 
Agrónomo 
Administrador
The academic training in Agricultural Engineering allowed to have expertise in this 
area, the experience has been developed through work in the Banco Agricola, 
supporting different users, especially to cooperatives in the reformed sector, from 
finance to management recovery by providing the requisite technical support to 
ensure the proper investment of resources and ensure their recovery. Second, work 
with PRESTOMAR group was leading a shrimp fleet in El Salvador and Nicaragua 
in the entire chain from fishing to export to the US market, also developed the first 
draft greater extent in the country in the nineties with the construction of 
greenhouses for the production of export foliage Tree fern (Asparagus virgatus) in 
an area of 120 mzs located in Omoa, Chalchuapa, Santa Ana estate; This work 
allowed to develop an expertise in shrimp and intensive crops for export under 
controlled conditions, compliance with quality standards and access to export 
markets. Third, working with small and medium farmers in the Ministry of 
Agriculture, technically required to meet the production of basic grains, coffee, 
sugarcane, fruit, livestock, aquaculture and agro-industries. Finally 
INTERNATIONAL TECHNICAL recent experience as a resident engineer a project 
related to irrigation, allowed me closer to farming communities in the eastern part 
of our country. In recent years, personal I have dedicated to coffee cultivation on a 
small scale.
In the early 80 's and other activities devoted to technical assistance me coffee 
growing working to: (1) Company GUIMAR SA de CV, meeting their plantations in 
the canton Buenos Aires, jurisdiction of Santa Tecla La Libertad; and (2) Ernesto 
Sol, plantations located in the canton The Paste, Candelaria de la Frontera, Santa 
Ana.
The main team will be accompanied by: (a) a database specialist who will be in charge of a two 
person team to perform quality control of the surveys and will also have four people who will 
perform the information processing daily; (b) up to three field supervisors for surveys; (c) a team 
of up to 12 people to conduct surveys; (d) two people who will support conducting interviews and 
focus groups; and (e) an administrative assistant who will have logistic support functions.