Managua, September 2013
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TABLE OF CONTENTS
ABBREVIATIONS AND ACRONYMS ........................................................................................ 2
EXECUTIVE SUMMARY ............................................................ Error! Bookmark not defined.
I. PROJECT SUMMARY ..................................................... Error! Bookmark not defined.
II. INTRODUCTION TO THE ECONOMIC, POLITICAL AND SOCIAL CONTEXT
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III. DEVELOPMENT PROBLEM AND USAID RESPONSE ........... Error! Bookmark not 
defined.
IV. PURPOSE OF THE EVALUATION ............................... Error! Bookmark not defined.
V. DESIGN OF THE INVESTIGATION AND EVALUATION METHODOLOGY . Error! 
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VI. FINDINGS, RESULTS AND ANALYSIS ....................... Error! Bookmark not defined.
VII. CONCLUSIONS................................................................ Error! Bookmark not defined.
VIII. RECOMMENDATIONS ................................................... Error! Bookmark not defined.
IX. LESSONS LEARNED ...................................................... Error! Bookmark not defined.
ANNEXES:
Annex No. 1: Methodological Design and Execution of the final performance evaluation of the 
CSTP
Annex No. 2: Results, some achievement and feedback from beneficiaries
Annex No. 3: Successful Case Studies: Eco-Posada El Tisey (Estelí); Apanás Tours (Jinotega); 
Kabu Tours (Pearl Lagoon); BlueEnergy (Bluefields)
TABLES:
Table No. 1: Sustainable Tourism Groups
Table No. 2: Tourism Sector Performance
Table No. 3: Wages and Employment:
Table No. 4: Tourist Profile according to their demographics
Table No. 5: Tourist Profile according with activities
Table No. 6: Inventory of Tourist Establishments by Departments and Activities
Table No. 7: Accommodation in the Region
Table No. 8: Instruments applied and Target audience
Table No. 9.a:Standard Indicators 
Table No. 9.b: Custom Indicators 
Table No. 10: Most successful interventions
Table No. 11: Percentage of successful interventions
Table No. 12: Types of improvements in business
Table No. 13: Beneficiaries Demographics
Table No. 14: Businesses Distribution and activities per type
Table No. 15: Percentage of Establishment by Type 
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FIGURES 
Figure No. 1: Design and execution of the final performance evaluation of the "Conservation 
and Sustainable Tourism Program”, implemented by FHI - 360”
Figure No. 2: Enterprises Annual income
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ABBREVIATIONS AND ACRONYMS
AME : Mesoamerican Ecotourism Alliance
ANTUR : Nicaraguan Tour Operator Association
AP : Protected Areas
ASDENIC : Association for the Social Development of Nicaragua
BPST : Best Practices for Sustainable Tourism
CANATUR : National Chamber of Tourism of Nicaragua
CAPS : Potable Water and Sanitation Committees 
COMACO : Collaborative Management Committee 
CSTP : Conservation and Sustainable Tourism Program
ENACAL : Nicaraguan Water and Sewage Enterprise
ENAH : National Tourism School
FAREM : Multidisciplinary Regional Faculty 
FENITUR : National Tourism Fair
HOPEN : Association of Small Hotels of Nicaragua
INTUR : Nicaraguan Tourism Institute
MEA : Meso-American Eco-tourism Alliance
M & E : Monitoring & Evaluation
MINED : Ministry of Education
MINSA : Ministry of Health
MIPYME : Micro, Small and Medium Enterprises 
MIRS : Integral Management of Solid Waste
MTB : Mountain Biking
OMT : World Tourism Organization
ONG : Non-Governmental Organization
PMP : Performance Management Plan
PNDH : National Human Development Plan
PYME : Small and Medium Enterprises
RAAS : South Atlantic Autonomous Region 
ROS : Recreation Opportunity Spectrum
RRHH : Human Resources
SME : Monitoring and Evaluation System
TIC : Information and Communication Technologies
UNAN : National Autonomous University of Nicaragua 
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USAID : U.S. Agency for International Development 
WASH : Water, Sanitation and Hygiene 
WCS : Wildlife Conservation Society
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EXECUTIVE SUMMARY
About the Program
The Conservation and Sustainable Tourism Program (CSTP) was implemented over three years 
by FHI 360, with funding from the United States Agency for International Development (USAID). 
This program supported established tourism companies and other businesses related to tourism. 
It contributed to new and diversified businesses and employment opportunities for the rural 
population while introducing good environmental practices in and around protected areas and 
private wildlife reserves. 
The CSTP fostered economic growth and the generation of income and, by doing so, created 
greater food security in the region. It worked with the following partners: La Cuculmeca, Paso 
Pacífico, the Mesoamerican Ecotourism Alliance and the University of Idaho to offer new 
economic alternatives related to the growing nature-based tourism market and aimed at 
combating threats to biodiversity and the high rural poverty rates in the destination regions. The 
program concentrated its actions on the municipalities of Estelí, Jinotega, Somoto and 
Bluefields.
The program worked under a cluster approach in order to link different types of complementary 
businesses to form a "tourism destination". The program also promoted a gender perspective in 
order to promote participation by women and their empowerment in this sector. In addition, it 
focused its actions on three components:
• Component #1: Strengthening Local Leadership: Create the conditions and environment 
for training local leaders and promoting decision-making through the creation of strong 
leaders in the local organizations, defining their own vision of sustainable community-based 
tourism, capable of identifying and executing projects, and informed and equipped to make 
good decisions about marketing and attracting tourism. 
• Component #2: Building Better Businesses: Improve the capacity of the sustainable 
tourism enterprises to manage natural resources and the greater economic benefits to the 
enterprises and the communities involved in nature-based tourism.
• Component #3: Improving Natural Resource Management: Improve the management of 
protected areas, priority resources for biodiversity and water resources for conservation, and 
the benefits to sustainable tourism, as well as the greater awareness in the country and the 
target regions about the value of conservation of biodiversity and the greater capacity to 
address threats to biodiversity. 
Most Significant Findings and Results
Despite the delay in the program due to the change in executor, reducing its term, scope and 
budget, the proposed objectives and proposed targets for indicators have been almost 
completely achieved. 
Overall, the program conducted a great number of activities and attained significant results that 
made it possible not only to achieve the objectives and targets for the indicators, but also to 
exceed them. 
In broad terms, the results are as follows: A significant number of companies (154 companies) 
have been strengthened, approximately 6,045 people have been trained; more than 250 
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members of 16 organizations have been strengthened; 1,250 members of communities have 
participated in environmental education activities; 3,500 beneficiaries have been made aware of 
conservation and environmental issues; and approximately 15,000 Nicaraguans have had the 
chance to learn about tourism opportunities in the northern part of the country through social 
communications campaigns and social networks.
According to the opinion survey of the direct beneficiaries of CSTP in the Estelí, Somoto, Tisey, 
Miraflor, Jinotega and Pearl Lagoon clusters, and categorized by type of intervention, the most 
successful interventions were: Training (33.33%); Marketing Support (30.56%); Environment 
(11.11%); Exchange of Experiences (7.64%); Grants (6.25%), and Design and Technical 
Assistance (5.56%). 
The reasons that the training and marketing stand out, according to the stakeholders, is that 
training provides knowledge and competencies, while support for marketing provides tools and 
facilities, with results and impacts that can be obtained very quickly. 
A total of 87.1% of the beneficiaries surveyed believe that the services that they received 
facilitated the development of activities in their businesses. Eighty-one percent (81%) of those 
surveyed stated that their capacity to provide services has improved; 77% have a better 
understanding of the market; 74% have publicized their products and services nationally and 
internationally; 71% have improved their market position; 65% have increased their sales, have 
started to offer better prices and have become more aware of the conservation of biodiversity; 
and 61% have begun to provide good management of natural resources and have improved 
their productive capacity.
In Bluefields, the intervention was specifically aimed at the management and protection of the 
environment and access to water and sanitation for families and communities. The result of the 
surveys of the beneficiaries from that region regarding the most successful activities indicate the 
following: (i) Awareness campaign involving public agencies (municipal government, Ministry of 
Health, Ministry of Education); (ii) Creation of Potable Water and Sanitation Committees (CAPS) 
in each of the 18 neighborhoods of Bluefields; (iii) Organization of clean-up days in the 
neighborhoods of Bluefields and the distribution of clean-up kits to the families involved; (iv) 
Launch of the "Clean Bluefields" Campaign; (v) Promotion and adoption of a solid waste 
management plan by the municipal government of Bluefields; (vi) Sweat equity construction with 
the participation of the beneficiaries and distribution of bio sand water filters; (vii) Organization 
and execution of the "Green Movement" Forum to improve environmental management in these 
institutions; and (viii) Development of a guide to best environmental practices. 
In Pearl Lagoon, the CSTP worked with the Wildlife Conservation Society (WCS), an 
environmental non-governmental organization (NGO). The CSTP provided it with a grant for a 
biodiversity conservation project and management of natural resources, culminating this support 
with the formation of a tour operator (Kabu Tours), which is a cooperative comprised of 11 ex￾turtle fishermen. This provided them with a viable economic alternative that has enabled them to 
stop turtle fishing and to work in providing tours in the Pearl Keys, making a commitment to the 
care and promotion of conservation of this species.
There is a preponderance of women participants in the program. This is due to two factors: the 
first is that the tourism sector involves economic activities that have a great deal of participation 
by women; the second is that the program also promoted the participation of women in its 
different activities. 
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Most Significant Conclusions:
In general, the program was important as it responded to the needs of the participating 
organizations and enterprises, addressing their concerns about required support. The problems 
addressed by the program were those that most limited the development of the enterprises. The 
program was also very efficacious, as the proposed objectives, targets and established 
indicators have been almost completely achieved. In addition, the program was highly efficient, 
due to optimum use of resources, the development of a broad variety of activities, and the 
development of a great number of products, as well as the achievement of significant results. 
The program incorporated the gender perspective, promoting equitable participation by men and 
women in the different interventions, actions, events and support developed. The high levels of 
participation by women in the management of tourism-related companies in the program's target 
areas helped to facilitate this.
We believe that the program is sustainable as it has created capacities in individuals and 
organizations and has provided tools so that what was begun with the program can continue 
once it concludes. The program has had a significant impact that is documented and indicated in 
this report; the impact can be seen in key areas and in the objectives related to: (i) fostering 
development of small and medium enterprises (SMEs); (ii) the adoption of more sustainable 
environmental practices; (iii) improvement in the competitiveness of the private sector through 
tourism; (iv) increased participation of women; and (v) improved commercialization of tourist 
services in northern Nicaragua. 
The program has made significant efforts to achieve sustainability in all of its successful 
experiences and has properly documented and systematized them. The program partners and 
FHI-360 have produced an extensive number of documents, which are very useful for the 
improvement of the economic, business, environmental, educational, sanitation and tourism 
aspects of the locations that are suitable for tourism. This set of documents may be very useful 
to the Nicaraguan Tourism Institute (INTUR) and to other programs that work in the sector, 
professional associations, local associations and any tourism enterprise in general. Furthermore, 
the program developed a series of tools and documents to foster and develop tourism in the 
program's intervention areas. 
In conclusion, CSTP is a good example of a successful program without many resources in the 
tourism sector. It has had a significant impact on the business development of the areas that are 
suitable for tourism, on the generation of rural employment, on the promotion of sustainable 
tourism, on the adoption of good environmental practices in the areas, and on the target groups.
Recommendations:
The report makes a set of recommendations: (i) regarding the monitoring and evaluation system 
(M&E) of the program; (ii) for tourism development programs that are similar to CSTP; (iii) for 
future activity related to the overall focus of the project; (iv) for future activity related to these 
types of interventions; (v) for future activity related to these types of beneficiaries; and (vi) for 
USAID.
Lessons Learned
The evaluation team identified 12 lessons learned, of these the most important are:
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• In programs that intervene in different geographic locations and on different issues, working 
with organizations that act as local or specialized partners is advisable, as they will support 
the development of the actions of the program to achieve its goals. The executing 
organization will see that the implementation of its program is facilitated if most of the actions 
are performed by these partners who have knowledge and expertise that the executing 
organization may lack. Furthermore, they can contribute new ideas, experiences, approaches 
and innovations, as well as more knowledge of the local context or the issue they are 
addressing. In this way, they contribute to the optimal implementation and execution of the 
program. The integration and coherence of actions with the partners is important so that the 
program can be seen as a whole (one program) and not different programs carried out by 
different agencies or executors. 
• In order to ensure the sustainability and replications of the actions and successes achieved in 
programs of this nature, there must be systematization and documentation of experiences, 
methodologies, approaches and tools. In addition, print and visual materials must be 
distributed to stakeholder organizations that will continue to work on this effort.
• The cluster approach is the most appropriate approach for working on rural tourism 
development programs. Through this approach, tourism offerings are improved to compete 
for potential tourists, innovation and competitiveness are increased in cluster businesses 
compared to those that work in isolation; there is a high degree of flexibility in organization, 
structure, and work mechanisms that lend themselves to the characteristics of the 
enterprises, their context and degree of development. This enables them to move from simple 
interchange of information and experiences to more complex and integrated actions to 
strengthen any areas or elements of the value chain where there are enterprises from the 
cluster. The approach enables the entrepreneurs to appreciate that, by working together and 
in unity, they can better develop the communities in the tourism sector and obtain higher 
income. It also reinforces the thinking that they need to be allied to achieve success. 
• The use of Information and Communication Technologies (ICT), including the Internet and 
social networks, cannot be absent from programs that support rural tourism development. 
These tools not only facilitate the operation of the enterprises, but also facilitate electronic 
development, promotion and sales. Moreover, they improve communication and coordination 
among cluster participants for the development of tourism products, shared promotion and 
marketing and development of training activities and exchange of experiences. 
• A successful formula for rural tourism support programs includes integrated support through 
different mechanisms such as: training, technical assistance, assessment – especially in the 
development of business plans as a better way of planning the economic development of the
enterprises, sustainability of the businesses and programs -, internships for observation of 
more developed experiences, workshops and visits for exchanges of experiences among 
clusters, provision of information, grants for projects and equipment, and coordinated work 
among all stakeholders involved, all aimed at addressing the prioritized needs of the target 
group. 
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I. PROJECT SUMMARY
The Program for Creating Market Opportunities for Conservation and Sustainable Tourism", 
known as the Conservation and Sustainable Tourism Program (CSTP) was approved on 
September 21, 2010, in the amount of $12,899,660. Its term was until September 19, 2914 and 
its coverage included the southern Pacific area (San Juan del Sur - La Flor / Ostional; Tola – 
Chacocente; and an area in Lake Nicaragua (Granada – Crater Lake; Mombacho – Zapatera). 
However, as a result of a decision by the United States Agency for International Development 
(USAID), the budget and term of the program were significantly reduced. As a consequence of 
these severe cuts, the program activities were interrupted and the program was reformulated. 
The budget for the program was set at US$4,968,715, representing a 60% cut. This reduction 
also caused drastic changes in the scope of the program's work, reducing the number of project 
components (from six to three) and decreasing its geographic focus to the northern and central 
region and the South Atlantic Autonomous Region (RAAS). Following a reformulation of the 
program and modification to reflect these changes (reduction of the geographic area, 
implementation and scope of the work), the sustained implementation of the program began in 
December 2011, until its conclusion. During this time, there was also a change in executor. The 
description of the program below corresponds to the reformulated program. 
I.1. Brief Description of the Program
The Conservation and Sustainable Tourism Program (CSTP) is a three-year program (from 
September 2010 to September 2013), implemented by FHI 360 with funding from USAID, that 
took steps to build the fundamental pillars for a sustainable tourism platform in priority 
geographical areas. 
The program supported established tourism companies and other tourism-related businesses 
and contributed to the generation of new and diversified enterprises and employment 
opportunities for the rural population, while introducing good environmental practices in and 
around protected areas and private wildlife reserves. The CSTP fostered economic growth and 
income generation and, in doing so, created greater food security in the region. In addition, the 
CSTP worked with local partners to offer new economic alternatives related to the growing 
nature-based tourism market and to combat threats to biodiversity and the high rates of rural 
poverty in the destination regions. It is anticipated that the generation of income from the nature￾based tourism enterprises aligns with the economic growth and the incentives for conservation, 
reinforcing the habitat conservation. 
The CSTP also included a focus on water and sanitation in the RAAS: (i) it supported domestic 
solutions for access to potable water and sanitation and implemented interventions on 
environmental education for waste management and recycling, as well as training to provide 
solid waste management alternatives to reduce the high levels of water pollution and risk of 
disease; (ii) it provided bio sand filters to 300 families to improve access to potable water, 
hygiene and sanitation; and (iii) it strengthened the municipality and institutions to develop self￾management capacities. This improved the quality of the water. In addition, the program 
undertook other actions, such as a Water Forum in the city of Bluefields, with all the 
stakeholders involved. It also installed ecological toilets to improve the sanitation conditions in 
several communities in Jinotega. 
In that area of work, the CSTP conducted an awareness campaign among residents in the 
RAAS through different existing media, with the collaboration of the Ministries of Health and 
Education along with the municipal government. This involved improving environmental 
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awareness through an environment education program for children in the schools, facilitating 
exchange among the schools from different areas, and conducting workshops on the colonies of 
bats and migratory birds. The program ensured that the need to improve environmental 
management was emphasized for this group of future leaders. 
I.1.1. Cluster Approach
The fundamental pillars for the creation of a viable tourism platform were the development and 
effective application of the sustainable tourism clusters in priority geographical areas. The 
implementation of the cluster approach requires that the stakeholders recognize that promotion 
and development of a regional "destination" is advantageous for all and not just for a few. 
Therefore, the program encouraged the members of the clusters to jointly develop a vision and a 
strategy for common development, unifying the different stakeholders under a cluster and 
working toward common goals that produce tangible and sustainable results. The program 
developed and expanded the leadership and management capacity of the tourism leaders in the 
established clusters, helped to develop clear objectives, defined work plans and created a 
sustainable business model that provides income-generating services for the sector. The tools 
and abilities developed equipped local leaders to undertake good strategic planning and to 
contribute to the growth of the tourism sector. 
I.1.2. Gender Perspective
Gender equity was a fundamental principle within all the interventions developed by this 
program. The inclusion of gender was an integral part of the CSTP approach; this was a holistic 
and participatory approach, based on the development of sustainable tourism. The program was 
structured around areas where women play fundamental roles in leadership, business initiatives 
and environmental management. In addition, FHI 360 ensured the inclusion of the gender 
perspective through the incorporation of strategies aimed at facilitating the participation of 
women in the program activities.
I.1.3. Geographical Approach
The achievement of sustainable results required focusing resources and activities within the 
priority regions of the northern mountainous zone and the South Atlantic Coastal zone. Within 
those zones, different factors impacted the selection of specific sites for the proposed activities; 
for example: the presence of protected areas (PA) or prioritized species; the unique nature of the 
eco-tourism opportunities; the availability and capacity of the local stakeholders to support, direct 
and sustain an activity; the availability of infrastructure services and allies to support the 
development of a destination; and the resources and investments needed to maintain micro, 
small and medium enterprises (MSMEs). Within these zones, the sustainable tourism groups are 
clustered as follows: 
Table No. 1.
Sustainable Tourism Groups
ZONE Clusters: Urban Centers and Natural Attractions 
Mountains in the North Cluster Jinotega: Jinotega, San Rafael del Norte (urban centers), Cerro Datanlí, 
Lago Apanás y Volcán Yalí (natural attractions). 
Cluster Estelí: Estelí (urban center), Miraflor, Cañón de Somoto y Salto de 
Estanzuela (natural attractions).
South Atlantic Coast Cluster Bluefields: Bluefields (urban centers), Laguna de Perlas (natural
attractions). 
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I.2. Program Components
Component 1: Strengthening Local Leadership
A) Development of Local Leadership / Technical Assistance
1. Technical Assistance for Leadership in Jinotega and Estelí: The program worked with 
major local leaders through existing platforms for civic participation in Estelí and Jinotega. In 
addition, it supported business organizations, such as the Jinotega Chapter of the 
Nicaraguan Chamber of Tourism (CANATUR), which needed support in its growth phase. 
2. Program Planning Workshops and Support: To complement the technical assistance, the 
CSTP helped to generate useful ideas through program planning workshops, which helped 
the participants to develop programs and to improve the destination. The actions began with 
the workshop on Laying the Groundwork for Programs, a tool that helped the leaders to 
develop solid projects. In addition, the program offered opportunities for co-financing under 
the "Local Community-based Tourism Program”.
3. Rural Local Leadership Development Workshops: The complementary foundation and 
workshops were executed and/or organized or facilitated by the local partner, La Cuculmeca, 
and FHI 360 in the CSTP target areas. These workshops were conducted hand-in-hand with 
the leaders in the tourism clusters identified by the CSTP, with a special focus on the 
cooperatives or leadership organizations in the rural communities. In order to strengthen the 
programs and address local challenges, the CSTP consolidated these activities with 
initiatives such as the development of Visitor Management Plans. It also provided specific 
technical assistance to update the destination site and to link it with tourism operators and 
other stakeholders. 
B) Local Programs
4. Directory of the Tourism Industry: The CSTP compiled important elements of tourism in 
an easy-to-use reference catalog and directory. This directory was distributed to the major 
and complementary stakeholders within the CSTP groups in order to fill in information gaps 
and to strengthen intra-network communication. 
5. Local Tourist Maps: Jinotega and Estelí lack tourist maps, which are basic elements for 
guiding visitors and marketing the destination. Therefore, with the participation of the local 
lead organizations, business owners and other stakeholders, the CSTP financed the first 
edition of maps of the tourism circuits in Jinotega and Estelí. These have provided and do 
provide information to the public about tourism in northern Nicaragua.
6. Tourist Information Offices: The CSTP created, designed, produced and distributed 
informational placards and signs. These were distributed to all the businesses in the industry 
in order to improve the knowledge and links among the enterprises. Each business then can 
serve as a micro-kiosk for information about tourism products. 
7. Map of the Datanlí National Reserve: This area presents a clear opportunity for adventure 
and nature-based tourism that can be explored on foot, on horseback and on a bicycle. The 
CSTP provided materials that include a basic map of trails and local tourism businesses in 
the area. This strengthened the link between the tourism product in the area and the target 
client base. The basic map served as an introduction to the zone at fairs. It was also 
presented to key industry stakeholders and was used to help construct a cohesive product 
line. 
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8. Sustainable Tourism Center: The CSTP has provided a grant to the Casa Estelí to develop 
a Sustainable Tourism Center that will serve as the epicenter for the sector in the region. 
The vision is to have a center that serves several sectors and functions that are mutually 
enriching.
9. Co-support for Local Community-based Tourism Programs: The CSTP worked with 
groups from the community to define their own destinations and to prioritize programs. The 
CSTP provided support high-impact small investments with short delivery cycles and with 
high visibility (for example, local signage, local promotional events, visitors' maps, 
information kiosk, etc.).
10. Institutionalization and Transfer of Knowledge: Upon conclusion of activities, there was a 
great deal of relevant and important information generated and compiled for the tourism 
sector. The CSTP distributed all the relevant reports, conclusions and documents through 
physical and virtual channels in order to ensure that they are accessible and in the public 
domain. 
C) Market Strategy
11. Market Information on Nature-based Tourism: Based on studies developed by the CSTP 
on commercialization in Jinotega and Estelí, the study makes recommendations for the most 
efficacious strategy for the development of nature-based tourism after the program 
implementation term. The CSTP provided a report on its findings and presented it to the key 
parties interested in sustainability efforts. 
D) Marketing Tools
12. Facilitation of a Greater Web Presence: The program worked to increase or improve the 
inventory of nature-based tourism opportunities in Nicaragua on existing commercial sites 
used by tourists, such as ViaNica.com. This growing presence of the destination was 
complemented by efforts made under Component #2 to increase the number of businesses 
using web technology on their websites. The CSTP also worked to increase traffic to the 
sites of the complementary niche with nature products that are distinct to northern 
Nicaragua; for example CSTP: 
• Created the promotional Web site: “Visita El Norte” (www.visitaelnorte.com.ni); 
• Created the Web site: www.nicaverde.org; 
• Supported CANATUR to promote “Norte Verde” through www.vianica.com
• Promoted Diriangen’s Race – The Epic Race, Cooperative Juan Bautista Midence 
R.L. through the Web site: www.theepicrace.com
• Supported SONATI to initiate the Web site: www.econica.org, also in Facebook. 
• Supported the promotion of “VerdEventos” through vianica and in Facebook. 
• Promoted Summer Camp Nicaragua, (www.summercampnicaragua.com). 
The program also ensured access to a broad number of useful and practical documents on 
line, which will provide support to the industry.
E) Promotional Activities
13. Promotion of Activities: During the peak tourism season (February to July), the program 
offered a promotional campaign for Estelí and Jinotega to market and increase visibility and 
highlight tourism in those areas. The promotional campaign involved a multi-faceted series of 
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events, promotional materials and workshops to reach a larger national and international 
audience in order to attract tourists to northern Nicaragua.
14. Grants to Strengthen Promotional Activities: The program used the grant mechanism to 
reach stakeholders in the market and to make grants for proposals presented by the 
companies and organizations related to events with an impact or other promotional initiatives 
to stimulate tourism and visits to Estelí and Jinotega, especially in the peak season 
(February to July). The CSTP allocated approximately US$450,000 to this aspect. The 
grants were divided into three categories, according to the approved amounts. The following 
grants were awarded to programs:
• BlueEnergy (Bluefields) for the construction and installation of 300 water filters and the 
launch of campaign " Bluefields Clean ".
• WCS (Pearl Lagoon) for the establishment of Kabu Tours, a tour operator company 
founded and run by a group of former turtle fishermen .
• ASDENIC (Estelí) for the establishment of a Centre for Sustainable Tourism.
• Tourism Alliance “Apanás Tours, Soda El Tico and ViaNica” (Jinotega and Esteli) for 
conducting Green Events, Nature Lives, which consists of a series of three events: 
(1) MTB Datanlí – El Diablo Challenge, Kayak Challenge and Paddle Apanás; Off 
Road Running Challenge.
• Eco Camp Expeditions (Estelí and Jinotega) for the development of a Summer Camp 
for college students.
• CANATUR supported by ViaNica (Jinotega and Esteli) to form the Alliance "North 
Green": the intimate and fresh entrails of Nicaragua , formed by 13 companies in the 
north of the country.
• SONATI Nicaragua Association (Jinotega and Esteli) for creating the Web Site 
"EcoNica.org " in the style of TripAdvisor for rural businesses in Jinotega and Esteli. 
• Multipurpose Cooperative Juan Bautista Midence (Apanás Lake, Jinotega), for 
organizing the "mudder and survival" type race called "Diriangen's Race: Apanás".
In addition, when the program concluded, it distributed 39 grants in equipment for the 
businesses involved.
15. Participation in Tourism Fairs, such as "FENITUR”: The program supported the 
participation of tourism companies in the 2012 and 2013 Nicaraguan International Tourism 
Fairs (FENITUR) to exhibit products, build relationships and contribute to their commercial 
and business growth. This helped create longstanding commercial linkages in diverse 
markets (local, regional, national and international).
16. Support for Promotional Activities: The CSTP provided complementary support and 
technical assistance for activities that raised the profile of "The Natural North", such as: the 
promotion in Jinotega of a mountain biking race, support for the Christmas bird count in El 
Jaguar, and facilitation of familiarization trips to destinations as promotional events for tour 
operators and companies. At the conclusion of the program, it distributed 120 publicity kits to 
that same number of businesses. 
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Component #2: Building Better Businesses 
A) Product Development
1. Tour Operators in Datanlí and the Somoto Canyon: To address the market gap, the 
program supported local tour operators to focus more on the re-definition and development 
of nature-based tourism products offered in the areas. The program offered practical advice 
to help them design products that are better suited to the market sectors interested in nature 
in northern Nicaragua, at this stage of development. In addition, the program worked directly 
with businesses in Datanlí and Somoto to support the development of their tourism products. 
2. Grants for Product Development: The program awarded funds to stakeholders directed at 
the key market (tour operators, anchor hotels, etc.) associated with others to develop a 
marketable product for a specific market segment. The grants were small and had multiple 
components (cohesive concept, service provided, training of human resources, quality 
improvement, improvement of facilities and equipment, materials, promotion, etc.).
3. Grants to Strengthen the Clusters - Donations of Equipment: The program awarded 
small grants to companies to support the purchase of goods and equipment that improved 
the development of local tourism products. These included strategic equipment (kayaks, 
bicycles, rural solar energy sources, coffee percolators, etc.) that significantly improved the 
tourism experience. 
4. Vision and Improvement Plan for Datanlí: The program undertook activities that 
encompassed key elements: the construction of a trail between La Bastilla and El Gobiado; a 
bridle path between El Gobiado and La Estrella Farm; a mountain bike route between La 
Fundadora and La Esmeralda; and the improvement of camping in El Gobiado. In addition, 
the program attracted other stakeholders from the value chain to develop points of interest 
(for example, facilitating information and technical assistance for the bridge and remodeling 
of the La Bujona trail).
5. Development of Interpretive Materials: Especially for roads, trails and bridle paths. This 
fosters a greater level of understanding about the importance of the environment and natural 
resources among the owners of local businesses and leaders, creating greater ownership 
and management of the area. 
B) Strengthening Businesses
6. Cost Structuring Seminars: The CSTP responded to the needs expressed by the local 
business leaders and designed an intensive basic workshop and some more complex 
workshops on aspects related to structuring of costs in the tourism sector. A workshop 
covered: how to determine the true cost of the product sold through an analysis of direct and 
fixed costs. Each business also received post-workshop individualized mentoring to ensure 
acquisition and transfer of the knowledge.
7. Interior Design Assistance and Workshops: The CSTP developed special professional 
assistance in interior design for tourism enterprises. This individualized assistance was 
provided to local tourism entrepreneurs with specific and customized technical assistance 
regarding how to improve the aesthetic aspect of the businesses in order to adapt to the 
needs of the market. 
8. Marketing Workshops: The CSTP conducted intensive workshops on marketing the 
destination that centered more on the application of practical methods of the marketing 
strategy. These workshops enabled the entrepreneurs to have a greater impact with their 
own strategies, and to feel more confidence and be more capable of executing them. 
14 
9. Best Practices Workshops: The CSTP offered workshops on communication for the 
business owners, including best practices and how to apply them in their own businesses. 
C) Rural Business Development
10. Plan for Management and Recommendation - La Fundadora: La Fundadora (a 
community that is strategically located in Datanlí Sur) has an anchor eco-lodge administered 
by La Fundadora Cooperative. The CSTP helped improve the competitiveness of the site, 
performing an in-depth analysis of current management practices and evaluating different 
models. The plan offered concrete recommendations to improve management and marketing 
and to put them into operation in order to have a stronger, more responsible and better 
performing organizations; this support was accompanied by a grant.
11. Facilitation of the Business Plan Development: The CSTP helped to develop business 
plans for rural nature-based tourism enterprises that provide services. The program 
conducted workshops to define the business structure and processes and to develop the 
work plan. The program supervised the initiatives and the progress of growth of the 
enterprises as rural nature-based businesses. 
12. Specialized Technical Assistance: The CSTP supported the rural enterprises with more 
potential, so that they received specialized attention and assistance to implement changes. 
This strengthened the base of the rural communities through the largest local organizations, 
ensuring that the best tourism practices will be carried out at all levels in the sector. 
13. Follow-up on Business Administration: The CSTP supported the rural tourism businesses 
in the clusters in how to keep a count of tourist visits and to perform basic accounting. 
D) Strengthening and Development of Personnel
14. Training of Trainers: The program developed a framework to strengthen local capacities, 
developing the abilities of the local stakeholders in the field (training of trainers and dynamic 
materials) and developed the educational resources required. This involved working with 
local leaders (Multidisciplinary Regional School - FAREM of the National Autonomous 
University of Nicaragua - UNAN, La Cuculmeca, Sonati, Matagalpa Tours and the 
Nicaraguan Tour Operator Association - ANTUR) to develop a proper methodology and its 
educational resources. 
Component #3: Improving Natural Resource Management
A) Environmental Education and Environmental Protection Activities
1. Caribbean Coast - Biodiversity Grant: A grant was awarded to the Wildlife Conservation 
Society (WCS) in the South Atlantic Autonomous Region (RAAS). The goal was to undertake 
replicable, low cost and high impact activities to protect biodiversity. The WCS supported 
and trained members from the community of Kahkabila in protocols for best practices and 
safety for general eco-tourism activities and for the formation of a tour operator cooperative 
in the sea turtle environments of the Pearl Keys. Their activities included the development of 
alternative subsistence strategies linked directly to the protection of endangered flora and 
fauna. 
2. Evaluation of Wildlife Populations: The CSTP developed basic information about species 
linked to sustainable tourism through surveys monitoring the wildlife populations (migratory 
birds and bats). The partner organizations participated in this activity (Management 
Committee for the Cerro de Yalí Forestry Reserves, Management Committees for the Tisey 
15
Estanzuela Forestry Reserves, Environmental Guides and Promoters of Somoto Canyon, 
Water Forum, representatives of the municipal governments, Citizen Power Group, Potable 
Water and Sanitation Committees - CAPS, Municipal Disaster Prevention Committees of 
Tisey Estanzuela) in order to ensure long-term research and monitoring. This also included 
training of the local residents to carry out the surveys. 
3. Good Environmental Practices Manual: The CSTP created, designed and published a 
manual that provides step-by-step instructions on the best environmental practices for 
industry stakeholders.
B) Water and Sanitation Management
4. Caribbean Coast – Access to Water and Sanitation: The CSTP made a grant to 
blueEnergy in Bluefields to: (i) provide environmental education on waste management and 
recycling, training to provide alternatives for solid waste management and to help reduce the 
high levels of water pollution and the risk of disease; (ii) provide bio sand filters to improve 
access to potable water, hygiene and sanitation; and (iii) strengthen the municipality and 
institutions to develop self-management capacities. 
5. Water Forum: The CSTP supported the Water Forum, which brought together key 
stakeholders from the tourism sector, the business sector and local leaders to discuss and 
seek solutions for the management of water in the RAAS. 
6. Installation of Ecological Toilets: The CSTP supported the installation and monitoring of 
17 ecological toilets in communities in Jinotega. The local communities received workshops 
on how to use them, the advantages of using them, and how to maintain them. 
C) Educational Activities on Biodiversity
7. Environmental Education Program for Children: The CSTP facilitated a process to 
improve environmental awareness in children through an environmental education program. 
8. Environmental Awareness Events: Through a series of events and excursions for the 
business leaders to conservation areas, celebration of Wetlands Day and Environment Day, 
the CSTP involved the local community, business and community leaders to raise their 
awareness on environmental issues and to educate them on the importance of responsible 
governance and ownership over the questions that affect and threaten the environment. 
9. Environmental Campaign: The CSTP, with support from blueEnergy, conducted an 
environmental campaign in Bluefields, working as a movement from bottom to top, to show 
how local efforts coordinated on a national scale can have a significant impact on an 
important issue. A key element of the campaign was a national forum in collaboration with a 
cast of strategic stakeholders in the private and public sectors. 
10. Environmental Education for Guides: This was conducted through a series of workshops 
accompanied by the production and distribution of a field guidebook for tour guides. The 
guidebook provided details on key questions related to the preservation of the environment. 
The CSTP supported local tourist guides in acquiring the capacity for implementing practices 
that foster the preservation of the environment and natural resources in their activities. 
11. Environmental Protection Workshops: In an effort to provide better knowledge to farmers, 
whose agricultural activities contribute to contamination, and others who are in areas at risk 
for fire, the CSTP, with support from Paso Pacifico, produced and distributed a document on 
the dynamics and ecology of forest fires. 
16
12. Food Security Training: With a specific focus on food security issues, the CSTP offered 
workshops to farmers from northern Nicaragua on key areas related to pollination by bees 
and the production of honey. A micro-program on meliponiculture was initiated in the Cerros 
de Yalí Reserve, a project that is implemented to take advantage of the environmental 
services of the reserve. 
13. Workshops on Tools and Sustainable Practices: The CSTP distributed practical tools and 
conducted workshops for the enterprises on sustainable tourism practices, addressing 
questions of sustainability. 
II. INTRODUCTION TO THE ECONOMIC, POLITICAL AND SOCIAL CONTEXT 
The development policy of Nicaragua is based on the pillars established in the National Human 
Development Plan (NHDP) and the Economic and Financial program. These are fair trade, fair 
markets, fair credit, solidarity and complementarity. Thus, the trade policy is aimed at continuing 
to create conditions that provide incentives for exportable production, without impinging on the 
domestic market, through application, administration and commercial negotiation to expand and 
improve the participation of Nicaragua in world trade. 
The major activities that increase its coverage include: the cultivation of basic grains, 
international ground transportation services, the services of shipping agencies, public 
administration, financial intermediation, hotels and restaurants, and construction. 
II.1. Trade and Services
The trade and services activities reported constant growth in the last four years, with an average 
of 39%1
. There was homogenous performance among the activities that comprise this group, 
with outstanding growth mainly in energy; trade; hotels and restaurants; transportation; mail and 
telecommunications; and financial intermediation. 
The hotel and restaurant sector reported 5.7% growth between 2011 and 2012. This increase is 
mainly the result of increases in the number of tourists, in the average stay in the country (three 
days longer than in 2011), and in the average daily spending (two dollars more than in 2011). 
The total income from tourism was 421.5 million dollars, reflecting an increase of 11.6%. This 
trend in hotels and restaurants is a result of joint efforts by the government and the private 
sector for the promotion and development of tourist activity in the country. The results of this can 
be seen in Table No. 2 below:
Table No. 2 
Tourism Sector Performance
Economics of Tourism 2008 2009 2010 2011 2012
Tourism Revenues Millions $ 301 334.4 308.5 378.1 421.5
Tourism GDP (Base SCNN 1994) 5.1% 5.3% 5.2% 5% N/A
Value Added of Tourism (VAT) 4.9% 5.1% 5.0% 4.8% N/A
VAT Base SCNN 1994 4.5% 4.5% 4.5% 4.4% 4.4%
Visitor Arrivals 1010,323 1010,065 1071,668 1121,537 1232,896
Tourists 857,901 931,904 1011,251 1060,031 1179,581
1 Central Bank of Nicaragua (BCN).
17
 
Average Stay in days 6.7 7.4 7.6 8.1 7.7
 Source BCN 2012 Report
The participation of the commercial sector, hotels and restaurants in employment has also 
increased in the past four years, as evidenced in Table No. 3 below:
Table No. 3
Wages and Employment
Affiliated to INSS (thousands of people)
Activity 2009 2010 2011 2012 % Change 
11/10 12/11
Total Annual Average 503.7 534.9 578.3 623.5 8.1 7.8
Agriculture 44.1 49.9 51.8 57.8 3.9 11.5
Mining 2.6 2.9 3.6 4.4 23.4 22.6
Industry 112.4 122.5 137.6 146.1 12.3 6.2
Electricity, gas and water 5.5 5.9 6.9 7.3 16.2 7.2
Construction 13.2 14.5 16.7 19.8 15.8 18.3
Trade, Hotels and Restaurants 68.6 71.0 79.4 91.4 4.1 3.6
Transport and communication 17.0 18.1 20.3 23.0 12.4 13.0
Finance 45.8 49.5 53.1 57.2 7.4 7.6
Community, Social and Personal 
Services 194.5 200.6 208.8 216.4 4.1 3.6
Source: Nicaraguan Social Security Institute (INSS).
Tourism activity has grown and diversified without interruption for over 10 years. Table No. 4 and 
Table No. 5 show the profile of the tourists that are coming to Nicaragua and the activities in 
which they participate in the country. Outstanding among the activities is tourism related to 
adventure and nature, with a need to support the tourism companies that provide these services. 
Table No. 4 
Tourist Profile according to their demographics
Year 2012
Via Survey 
Air Land Sea Total
1. Tourists surveyed, according to the 
interview site 100% 100% 100% 100%
Airport 100.0% - - 30.5%
El Espino - 15.6% - 9.8%
El Guasaule - 22.6% - 14.2%
Las Manos - 25.7% - 16.1%
Peñas Blancas - 36.2% - 22.8%
Corinto - - 41.9% 2.8%
San Carlos - - 58.1% 3.9%
2. Country of Birth 100% 100% 100% 100%
Nicaragua 17.2% 7.8% 11.6% 10.9%
Another country 82.8% 92.2% 88.4% 89.1%
18
3. Gender 100% 100% 100% 100%
Male 69.3% 71.7% 77.8% 71.4%
Female 30.7% 28.3% 22.2% 28.6%
4. Age range 100% 100% 100% 100%
Youth (under 25 years) 8.9% 17.1% 10.5% 14.2%
Adult (26 to 40 years) 76.3% 53.9% 65.7% 61.5%
Seniors (over 41 years) 14.7% 29.0% 23.8% 24.3%
5. Studies level 100% 100% 100% 100%
Superior 97.1% 70.3% 29.0% 75.7%
Technical 2.2% 10.1% 23.2% 8.6/
Secondary 0.6% 17.7% 33.2% 13.5%
Primary 0-0% 1.9% 14.6% 2.1%
 
Table No. 5
Tourist Profile according with activities 
Year 2012
Via Survey
Air Land Sea Total
Activities 100% 100% 100% 100%
1. Surfing 28.9% 23.9% 4.0% 22.9%
2. Climbing Volcanoes 9.5% 23.7% 13.0% 19.6%
3. Hiking 16.2% 17.9% 31.1% 18.9%
4. Kayac 7.8% 7.1% 17.2% 8.3%
5. Canopy 25.6% 1.2% 13.4% 7.6%
6. Swimming 0.4% 8.0% 0.3% 5.6%
7. Cycling 1.8% 4.7% 10.6% 4.7%
8. Skiing on sand 0.2% 6.3% 0.4% 4.4%
9. Coffee Tours 6.6% 0.4% 3.7% 2.0%
10. Diving 0.1% 2.1% 0.4% 1.5%
11. Snorkeling 0.1% 1.5% 0.0% 1.1%
12. Horse riding 0.2% 1.0% 2.6% 1.0%
13. Other activities (fishing, football, 
motorcycling, bull riding, yoga, 
basketball, etc.)
2.8% 2.3% 3.3% 2.5%
INTUR 2012 Results Report. 
III. DEVELOPMENT PROBLEM AND USAID RESPONSE
The program concentrated its activities in three municipalities in northern Nicaragua and one 
coastal zone of the RAAS, which are described below. 
BLUEFIELDS: The South Atlantic Autonomous Region (RAAS) is located in southeastern 
Nicaragua. It covers 21.1% of the national territory and is comprised of the following 
municipalities: Bluefields, Corn Island, Kukra Hill, El Ayote, Nueva Guinea, Pearl Lagoon, La 
Cruz de Río Grande, Rama, Muelle de los Bueyes, Bocana de Paiwas, El Tortuguero and La 
19
Desembocadura del Río Grande. The RAAS is rainy, with a uniform temperature. Its 
multicultural and multilingual population is descended from indigenous peoples and Afro￾Caribbean immigrants, mainly including: Mestizos (81%), Creoles (8.5%), Miskitos (6.5%), 
Sumus (2%), Garífunas (1.5%) and Ramas (0.5%). 
A great portion of its population is located in the urban zone. From these urban areas, tourists 
can travel to other interesting tourism sites, such as Monkey Point, Rama Cay, the Corn Islands, 
El Bluff and Pearl Lagoon, among others. This last municipality owes its name to the lagoon with 
the same name, which is situated approximately in the center of the territory and which is its 
main source of subsistence. 
The Pearl Keys fall within the jurisdiction of the municipality of Pearl Lagoon. This is a group of 
18 islands with coconut palm trees. The beaches have very white sand and there are bands of 
coral reefs, measuring 50 square kilometers overall and situated some 15 miles east of the coast 
in the Caribbean Sea. This area is rich for fishing and is very important to the marine eco￾system. It forms part of the indigenous ancestral lands. The Miskito people commonly fish for 
green sea turtles in this area. The Pearl Keys are a great tourist attraction in this zone. 
JINOTEGA: The province of Jinotega is located between valleys and tall mountains. It is one of 
the largest provinces in the country, located only 140 kilometers from the capital in the northern 
mountains of the central region. The city of Jinotega is located 1,004 meters above sea level, 
and is a beautiful valley surrounded by mountains, with a climate that ranges between 18 and 22 
degrees centigrade. The majority of the population works in agricultural and livestock activity, 
particularly in the cultivation of coffee, beans, corn and vegetables. 
The main tourist attraction in this municipality is the Apanás Lake, which is an artificial lake with 
an area of 51 square kilometers. It was built to generate electricity, using a tunnel and turbines. 
El Dorado Lake is also located in the municipality, with an area of three square kilometers. The 
lakes are separated by the Asturias Dam, 25 kilometers from the city of Jinotega. There is also 
the Mancotal Reservoir, where the waters of the Tuma, Jinotega, Jigüina and Mancotal Rivers 
are dammed. The municipality also has swimming areas in rivers close to the city. 
The peaks that surround the city are beautiful examples of its topography. La Cruz Hill is a great 
tourist attraction due to its raised rocks of singular shape and elevation, with a cross placed on 
the highest rock.
Another tourist attraction is the Cerro Datanlí – El Diablo Nature Reserve, which is an elevated 
massif between the cities of Matagalpa and Jinotega. Datanlí is a word of indigenous origin that 
means “from where the waters fall”. The reserve is located 27 kilometers east of the city of 
Jinotega. It is in some of the most mountainous and roughest terrain in Nicaragua, formerly 
known as the “Mountain of Jinotega”. Its 5,848 hectares of territory reach to the outskirts of 
Apanás Lake. 
The diversity of natural resources in this area means that various tourist activities can be 
undertaken, such as: ecotourism, exotic bird watching, hiking, coffee and agricultural tours. This 
area is very rich in natural resources: old-growth forests, exotic birds, abundant vegetation and a 
very agreeable climate. The nature reserve is a protected area and it is characterized by the rich 
biology of the flora and fauna in the tropical cloud forest. It is located on the Dariense Range, 
which is a mountain range of high mountains, steep hills, divided plains and enclosed valleys. 
20
ESTELÍ: Famous for the tobacco production in the surrounding area and for the high-quality 
cigar factories located in its urban center, Estelí is one of the largest cities in the country. In its 
active center, there is a museum, cultural centers and various commercial establishments. In 
addition to its hotels and restaurants, the city has a nightlife that includes bars and modern 
discotheques with a pleasant atmosphere. 
Two well-known and accessible destinations in the area are the Miraflor (to the north) and El 
Tisey-La Estanzuela (to the south) Nature Reserves. The Miraflor Reserve is an extensive 
mountainous region where there are both agricultural farms and natural conservation sites, with 
waterfalls, dry and wet tropical forests, as well as a great variety of birds and orchids. The 
second reserve is well-known for its waterfall, La Estanzuela Waterfall, where tourists go to swim 
or to rappel (a method of descending vertical surfaces); however, the reserve area is very large 
and has many other attractions. Estelí has many other less-known attractions in each of its six 
municipalities. In the region are the Tomabú Nature Reserve, to the south, and Cerro Quiabuc – 
Las Brisas Nature Reserve, to the east of the provincial capital city. In the north, shared with the 
neighboring province Madriz, the Moropotente Plateau is another interesting destination. It 
includes La Pataste Nature Reserve, with cloud forests among the peaks. 
SOMOTO: The municipality of Somoto is the provincial capital of Madriz, located 216 kilometers 
north of Managua. It is located in the Las Segovias region. 
Somoto has a variety of natural resources, including its beautiful scenery, the flora and fauna, 
and the vineyards at the edge of the river that crosses the area a few kilometers from the 
provincial capital. 
 
One of the most important beautiful natural attractions in the country is the Somoto Canyon, 
where the Coco River originates. This river is one of the most extensive and important water 
sources in Nicaragua. The canyon was discovered by Czech geologists some five years ago. 
These geologists stumbled upon an impressive landform, previously unknown to the people and 
the scientific community. The canyon is located some 15 kilometers west of the city of Somoto. It 
presents irregular rocky formations due to erosion caused by torrential rains during the wet 
season that erode the slope and cause rockslides. The channel snakes through the canyon, with 
wider and tighter points; its width varies between 10 and 15 meters. The walls of the canyon 
range from 120 to 150 meters high. It is a geological landscape of impressive beauty, leading it 
to become a national park. It is the main tourist attraction in this municipality. 
Tables No. 6 and 7 present the number of tourism establishments in the program intervention 
areas:
Table No. 6 
Inventory of Tourist Establishments by Departments and Activities
Item Tourist Establishments Estelí Jinotega RAAS
1 Food and Beverage 181 315 284
• Restaurants 99 92 53
• Cafeterias 42 5 3 
• Bars 31 216 223
• Recreation Centers 9 2 5 
• Cultural Resorts 
2 Accommodations 60 80 122
21
Table No. 6 
Inventory of Tourist Establishments by Departments and Activities
Item Tourist Establishments Estelí Jinotega RAAS
3 Night Recreation Centers 4 
4 Discos 6 5 34
5 Travel Agencies 1 
6 Tour Operators 
7 Rent-a-car
8 Casinos 2 1 
9 Land and Aquatic Tourism Transport Enterprises 2 
10 Nightclubs 2 1 
11 Motels 12 1 1 
12 Other 41 39 27
TOTAL 309 441 471
INTUR 2012 Results Report.
Table No. 7 
Accommodation in the Region
Department
Hotel Apart￾Hotel ATCNH
Total
5* 4* 3* 2* 1* 3* 5* 4* 3* 2* 1*
Estelí 2 8 8 4 26 48
Jinotega 1 1 6 18 26
RAAS 1 4 13 14 1 8 31 72
Department
Hotel 5* Hotel 4* Hotel 3* Hotel 2* Hotel 1* Total
Hab. Cms Hab. Cms Hab. Cms Hab. Cms Hab. Cms Hab. Cms
Estelí 66 96 129 297 93 160 288 553
Jinotega 25 42 16 25 100 141 141 208
RAAS 21 38 75 119 191 266 298 371 585 794
Hab. = Rooms
Cms = Beds
INTUR 2012 Results Report.
At the beginning of the program, the situation of infrastructure for tourism in the three zones was 
very weak, the capacities of tourism entrepreneurs for optimum management of their businesses 
and to promote the tourism offerings in the areas were very limited, and there was very little 
integrated and coordinated work among businesses and organizations involved in tourism. It 
was clear that the potential for tourism in the three selected zones was not being fully utilized 
and that it was possible to improve and develop tourism opportunities and tourism products. 
These were the main problems that the CSTP has tried to solve. 
With that purpose in mind, the objective of the program became increasing competitiveness 
through sustainable tourism and promotion. This was to be achieved by creating the 
conditions and environment to train local leaders in local organizations and enterprises to define 
their own vision of sustainable community-based tourism, to identify and execute projects, and to 
be informed and equipped to make correct marketing decisions to attract tourism. 
22
Furthermore, the CSTP worked on the problem of improving environmental management for 
conservation of biodiversity, by working on improving management of protected areas, of 
priority biodiversity resources and of water resources for conservation and the benefits of 
sustainable tourism. It also worked to achieve a greater awareness in the target regions of the 
program regarding the value of conserving biodiversity and the capacity to address threats to it. 
The program highlighted the need to improve management of the environment. 
The CSTP also included attention to water and sanitation in the RAAS, supporting domestic 
solutions in order to access potable water services and sanitation, promoting environmental 
education and informing the population through existing media, with the collaboration of the 
Ministries of Health and Education, as well as the municipal government in order to improve 
environmental awareness through an environmental education program for children in schools, 
facilitating exchanges among schools from different areas. 
IV. PURPOSE OF THE EVALUATION
The general purpose of the evaluation is to assess the degree to which the program has 
contributed to progress toward its stated goal, objectives, and intermediate results. The efficacy 
and success of the CSTP interventions are evaluated, as well as the overall approach of the 
program for the development and conservation of the environment and the generation of 
employment. 
In addition, the evaluation identifies conclusions, recommendations and lessons learned from the 
key areas and objectives of the program, such as: (i) fostering development of SMEs; (ii) 
adoption of more sustainable environmental practices; (iii) improving the competitiveness of the 
sector through tourism; (iv) increasing the participation of women; and (v) improving the 
commercialization of tourism services in the northern region of Nicaragua.
The evaluation attempts to respond a central question: To what point did the program contribute 
to an increase in employment and the adoption of good environmental practices in the targeted 
areas and groups? 
To a great extent, the results and achievements are measured in terms of indicators and 
objectives at the level of intermediate results and changes in the key indicators of the program, 
and are based on various sources of data and information. 
V. DESIGN OF THE INVESTIGATION AND EVALUATION METHODOLOGY 
A participatory evaluation methodology was utilized. This allowed for improvement in the work 
process, identification of relevant actions, attaining the results and objectives of the consultancy
through a joint effort of the consultants with the stakeholders involved in the CSTP. This required 
the identification of representatives that had knowledge and pertinent experience and that 
contributed significantly to the consultancy. 
V.1. Description of the Evaluation Process 
The consultancy was divided into four phases: (1) Execution of preparatory tasks; (2) In-office 
study; (3) Data collection (field work); and (4) Preparation and presentation of the final report. 
23
Figure No. 1 presents the different phases of the consultancy and the actions undertaken during 
each phase. The data collection was very complete, using the following four instruments, applied 
with a total of 159 informants, as presented in Table No. 8: 
Table No. 8
Instruments applied and Target audience
Instruments Target Audience No.
1) Survey Program Beneficiaries 72
2) Interviews
USAID Representatives 3 
FHI 360 Managers and staff 5 
Program Partners 3 
Representatives of other projects and programs 2 
Representatives from the public and private sectors and enterprise 
unions related to the Program
12
Business owners and cluster leaders 9 
Expert consultants hired by FHI 360 for training activities 3 
Private and community organizations, NGOs 3 
3) Focus Groups Program beneficiaries and cluster representatives 6 (43)
4) Case Studies Company owners 4 
TOTAL 159
The number of informants was greater than originally planned in the methodological document 
and the work plan prepared by the consulting team (59 beneficiaries). This served as 
confirmation of the interest of the informants in providing information and participating in the 
program evaluation process.
The information from those sources, its exhaustive and rigorous analysis and the analysis of the 
documents provided by the program and those obtained from other sources by the consultants 
made it possible to produce this very complete evaluation report. Annex No. 1 presents a 
complete description of the methodological design of this evaluation. 
24
 
 
1. Execution of 
preparatory tasks.
1.1. Compile 
documentary information 
on the project (logical 
framework; baseline 
study, if there is one; 
M&E system; annual 
reports; etc.).
1.2. Analyze all the 
information compiled in the 
previous step; in particular, 
the baseline study, the 
logical framework and the 
M&E system for the 
project. 
1.3. Interview the 
counterparts from USAID 
and from FHI-360 and 
establish mechanisms for 
coordination with both.
1.4. More precisely 
define the evaluation 
process and identify key 
stakeholders in the 
project and evaluation. 
FIGURE No. 1
3. Data collection 
(field work). 
3.1. Organize the 
data collection and 
apply instruments. 
4.1. Formulate draft of the 
evaluation report, incorporating the 
contributions from the working 
meeting for reporting on the 
preliminary results, improving it and 
formulating conclusions, 
recommendations and lessons 
learned. 
4. Preparation and 
presentation of the 
final report.
4.2. Present the draft 
final report to the partner 
and selected key 
stakeholders in a 
workshop, in order to 
obtain feedback.
4.3. Incorporate 
suggests and 
contributions from 
the partner into the 
draft of the final 
report.
3.2. Organize and implement interviews with the partners: FHI – 360 and 
USAID Nicaragua, as well as with public sector entities and private 
organizations and aid agencies that have been involved. 
3.3. Organize and implement survey, field visits and focus groups with the 
target population, representatives and stakeholders selected from clusters 
formed by the program.
4.4. Submit and 
present the final report 
to the partner.
Final Performance Evaluation of the "Conservation and Sustainable 
Tourism Program", 
Implemented by FHI - 360
2. Quantitative study 
and design of the 
evaluation. 
2.3. Conduct a 
preliminary quantitative 
analysis of the indicators 
for which there is 
information from the 
program. 
2.1. Design the methodology to be used for the 
evaluation and prepare a design matrix for the 
evaluation that includes each evaluation question 
and sub-question, providing information on: type, 
indicator to be used, objectives and standards, 
baseline study (if there is one), origin of the data, 
design strategy, sampling, data collection 
instrument, analysis to be performed.. 
2.4. Formulate the evaluation 
plan, including the work plan, 
methodology, proposed 
interviews, survey, focus 
groups, field visits, etc. and 
submit this to the counterpart 
for approval. 
2.2. Identify and/or adjust the 
indicators from the M&E 
system and other indicators to 
measure the project's 
objectives and results and to 
agree with the counterparts 
regarding the questions to 
which the evaluation will 
respond and the sources of 
information on them.
3.7. Organize and execute a 
work meeting to report on the 
preliminary results with the 
partner and key stakeholders in 
the program. 
3.4. Organize and implement the collection of additional information with other 
organizations and institutional stakeholders connected to the program
(regional, municipal and territorial governments).
DESIGN AND EXECUTION OF THE FINAL PERFORMANCE EVALUATION OF THE
"CONSERVATION AND SUSTAINABLE TOURISM PROGRAM”, IMPLEMENTED BY FHI - 360”
3.6. Organize and process the 
information, to ensure evaluation 
of the specific project 
intervention, conduct case 
studies and identify specific 
project interventions that have 
had greater success or impact on 
the beneficiaries and formulate a 
report on the preliminary results. 
3.5. Collect complementary information from the program records and other 
sources to complement the quantitative and qualitative analyses.
25
VI. FINDINGS, RESULTS AND ANALYSIS
In the period from September 2010 to August 2013, the CSTP worked with its local partners, 
identifying and offering new economic alternatives for the growing nature-related tourism 
market, while combating threats to biodiversity and the high rates of rural poverty in the 
destination regions. 
The approach of the CSTP centered on the construction and strengthening of sustainable 
tourism clusters - "geographic concentrations of inter-connected enterprises, specialized 
providers, service providers and associated institutions in a particular field to develop a 
competitive environment, based on the market, with economic incentives for conservation".
The program supported the MSME tourism enterprises in two priority geographic areas: the 
mountainous area of northern Nicaragua (Jinotega Cluster and Estelí Cluster); and a tour 
operator and biodiversity conservation actions in the coastal area of the southern Caribbean 
Coast (Bluefields Cluster). 
Through documentary analysis, interviews with representatives of all the stakeholders 
participating in the CSTP, surveys and focus groups of beneficiaries, and field visits to the 
enterprises and program partners for the processing and analysis of this information, the 
evaluation team found the following:
Fulfillment of the Objectives:
1. What progress has been made toward fulfillment of the program objectives and 
targets for the indicators?
The program used the performance management plan (PMP), which, in essence, is a 
framework for planning, administration and presentation of progress reports on the program 
objectives. The PMP describes the relationship between the strategic objectives of 
USAID/Nicaragua and the program indicators, and explains how their achievement contributes 
to the attainment of objectives. In addition, the PMP describes the data collection system for 
each indicator and the definition of all the indicators for the information management system. 
The resulting control panel of indicators has facilitated the implementation and supervision of 
the performance of the CSTP and has served as the basis for the monitoring and evaluation 
(M&E) system for the program. The PMP also provided a tool for informed decision-making, 
identification of challenges and development of objectives for improvement. 
Despite the delay in the program due to the change in executor, reducing its term, scope and 
budget, the proposed objectives and proposed targets for indicators have been almost 
completely achieved. An assessment of the proposed targets indicates that these targets were 
realistic for the available timeframes and budget; consequently, achievement of these was very 
high.
Tables No. 9.a and 9.b present the progress in achieving the targets in the third quarter of the 
2012-2013 fiscal year, as well as the percentage of fulfillment for each target.
26
Table No. 9: Standard Indicators: Seven general indicators and seven personalized or specific indicators were considered, 
as follows: 
Table No. 9.a
Standard Indicators (CSTP)
# Indicator Target Goal 
reached
% 
Acompl. Notes
3.1.8 Water Supply and Sanitation
1 Percent of population using an 
improved drinking water source 
50% 56% 112% • The issue of potable water was addressed with blueEnergy in Bluefields through a 
grant, where bio sand filters were distributed and the beneficiaries were trained in their 
proper use. Three hundred (300) families in 10 neighborhoods are now using the filters 
distributed, providing them with access to potable water.
1a • rural 90% 111% 123%
1b • urban 10% 0% 0%
2 Percent of population using an 
improved sanitation facility 
50% 59.5% 119% • The issue of solid waste and the solid waste management plan were promoted and 
adopted by the municipal government of Bluefields. One thousand (1000) families, 500 
students and 10 neighborhoods were trained to collect, reuse and recycle solid waste in 
10 primary and secondary schools. 
• In addition, educational manuals were produced and distributed in 10 schools.
• Training workshops were conducted on water, sanitation and hygiene (WASH) and 
integrated solid waste management (ISWM) for 750 children from 15 schools. 
• In Jinotega, with support from La Cuculmeca, 17 families benefited from the installation 
of ecological toilets and they were trained to apply good practices in their use. 
• Twenty-five (25) members of the protected areas committees for the Cerros de Yalí and 
Datanlí-El Diablo Reserves received training on the protection of water sources. 
2a • Rural 90% 109% 121%
2b • Urban 10% 10% 100%
2c • Distribution2
 
Private Sector Competitiveness 4 – 6.2 Private Sector Productivity
3 # of private sector firms that 
have improved management 
practices as a result of USG 
assistance 
70 122 174% • FHI and La Cuculmeca of Jinotega worked on Indicator 3. There was a universe of 189 
enterprises; 154 of them participated in the program in some way, but at the conclusion 
of the program, there were 70 enterprises that were the most constant and persevering 
throughout the process, participating regularly in all the training sessions.
4 # of firms receiving USG 
assistance to invest in improved 
technologies 
35 61 174% • FHI worked on Indicator 4, with support from La Cuculmeca, conducting 61 courses, 
including: architecture, accounting and costs, marketing, image design, tourism culture, 
my business vision, marketing my service, business exchange, business operations, etc. 
In terms of improved technologies, the business owners were taught to innovate and 
develop products and to apply the accounting tools.
4a • rural 25 35 140%
4b • urban 10 26 260%
Environment 4 – 8.1 Natural Resources and Biodiversity
5 # of people with increased 
economic benefits derived from 
sustainable natural resource 
management and conservation 
as a result of USG assistance. 
110 220 200% • FHI worked on Indicator 5, reaching a total of 220 people. Most of the businesses are 
located in natural ecological reserves. Three approaches were used: environmental, 
resources, and services.
2 These percentages have not been delivered by FHI 360.
27
 
Table No. 9.a
Standard Indicators (CSTP)
# Indicator Target Goal 
reached
% 
Acompl. Notes
5a • Of which, Male 55 128 232.7%
5b • Of which, Female 55 92 167.3%
6 # of Hectares of biological 
significance and/or natural 
resources under improved 
natural resource management 
as a result of USG assistance 
200 310 155% Continual training of NRM through partners PP – affecting same areas. 
• Paso Pacífico was responsible for Indicator 6, which addressed the issue of improved 
biodiversity management and training, information for guides and tourists and other.
Private Sector Competitiveness 4 – 6.2 Private Sector Productivity
7 # of people receiving USG 
supported training in NRM 
and/or biodiversity conservation 
660 1252 189.7% Through PP campaigns.
• Paso Pacífico was responsible for Indicator 7, which addressed the issue of improved 
biodiversity management and training, information for guides and tourists and other.. 
7a • Of which, Male 330 628 190.3%
7b • Of which, Female 330 524 158.8%
Source: FHI 360.
Table No. 9.b: Custom Indicators 
Table No. 9.b.
Custom indicators (CSTP)
# Indicator Target Goal 
reached
% 
Acompl. Notes
Component #1:Strengthening the Enabling Environment
A # of cluster-level projects 
developed 
30 30 10% • For Indicator A), 30 programs were formulated at the cluster level and 16 of those were 
executed, which is Indicator B).
B # of cluster-level projects 
implemented 
15 16 106.7% Various events and projects implemented over the LOP. 
• Sixteen (16) of the 30 programs formulated at the cluster level were executed.
Component #2: Improving Private Sector Competitiveness in the Tourism Sector and Widening Livelihoods for MSMEs that Support Tourism
C % increase web viewers to 
Nicaraguan websites through 
social media 
Year 1 
viewers 
as base
n/a 0 Promotion Campaign launched in last week of FY13 Q3 – Final Report will reflect results.
• FHI worked on this indicator; basically, it is a web portal and it was completed in the final 
part of the program..
D % increase in revenue in 
participating MSMEs 
Year 1
income 
as base
20.4%
(annual)
%↑ Business survey conducted in FY13 YQ3.
• There was a 20.4% increase in income at the end of the program for the MSMEs that 
participated in a survey conducted in the third quarter.
E % increase in new jobs 
generated in participating 
MSMEs 
10.25% 14.7% 143% Average jobs per firm 
FY11 baseline = 6.59 per firm. Survey conducted Q3. 
28
• The baseline study conducted by the program in 2011 indicated an average of 6.59 
employees per firm and in the survey conducted by FHI 360 in the third quarter of 2013, 
this number had risen to 14.7. 
F # of MSMEs with operational 
business plans 
30 55 183.3% Continued support for operational business plans.
• This indicator was developed by La Cuculmeca in Jinotega and ADENIC in Estelí, 
supporting a total of 55 business plans.
Component #3: Biodiversity Conservation and Environmental Education
G # of Nicaraguans reached 
through education, 
communications campaigns, 
social media 
13,500 4,313 40% * TTD includes Year 1 total 
The high visibility, environmental awareness and promotion campaign implemented in last 
week of July, results to be included in Final Report.
• FHI developed the campaign to increase environmental awareness and the promotional 
campaign implemented in the last week of July. A banner was produced with information 
about tourism opportunities in northern Nicaragua; six brochures were produced for the 
different tour operators; tourist maps of Estelí and Jinotega were produced (the second 
edition will be financed by the business owners); a promotional folder was developed for 
reception areas or for the owners of businesses, to be distributed in strategic points in 
Granada and León; at the conclusion of the program, 120 businesses will have a publicity 
kit from the program. 
Source: FHI 360.
29
Overall, the program conducted a great number of activities and attained significant results that 
have been presented in Section II and that made it possible not only to achieve the objectives 
and the targets for the indicators, but to exceed them. 
In broad terms, a significant number of companies (154 companies) have been 
strengthened, approximately 6,045 people have been trained; more than 250 members of 
16 organizations have been strengthened; 1,250 members of communities have 
participated in environmental education activities; and 3,500 beneficiaries have been 
made aware of conservation and environmental issues. In addition, approximately 15,000 
Nicaraguans have had the opportunity to learn about tourism opportunities in the 
northern part of the country through social communications campaigns and social 
networks. 
Annex No. 2 presents more information about actions and results and shows the achievements 
of the program, as well as the opinions of the beneficiaries. 
2. What are the specific interventions of the program that were most successful and/or 
had the greatest impact on the beneficiaries? Why?
According to the opinion survey of the direct beneficiaries of the CSTP in the Estelí, Somoto, 
Tisey, Miraflor, Jinotega and Pearl Lagoon Clusters (there were no beneficiary businesses in 
Bluefields, rather there were beneficiary families) and categorized by the type of intervention, 
the most successful interventions are presented in Table No. 10: 
 
Table No.10
Most successful interventions
Type of Intervention Percentage
Training 33.33%
Marketing Support 30.56%
Environment 11.11%
Experiences exchange 7.64%
Grants 6.25%
Design Advisory 5.56%
Community Support 4.17%
Alliances 1.39%
Based on responses from 72 persons surveyed. 
The percentages from the previous table are distributed by clusters, as indicated in Table No. 
11.
Table No. 11
% of successful interventions
Cluster Training Marketing Alliances Exchange Environ￾ment Design Grants Commu￾nity
Jinotega 31.34% 31.34% 0.00% 11.94% 13.43% 2.99% 5.97% 2.99%
Estelí 31.15% 36.07% 1.64% 3.28% 8.20% 8.20% 6.56% 4.92%
30
Laguna de 
Perlas 25.00% 31.25% 6.25% 6.25% 12.50% 6.25% 6.25% 6.25%
TOTAL 30.56% 33.33% 1.39% 7.64% 11.11% 5.56% 6.25% 4.17%
Based on responses from 72 persons surveyed. 
The reasons that the training and marketing stand out, according to the stakeholders, is that 
training provides knowledge and competencies, while support for marketing provides tools and 
facilities, with results and impacts that can be obtained very quickly. The other interventions 
received less recognition because they are not immediate or because not all the beneficiaries 
had the opportunity to participate or receive that support. 
There was a wide diversity of responses regarding the specific interventions that most impacted 
the beneficiaries. The following were indicated in Jinotega:
• Improvement of existing tourism products and the creation of new tourism products. 
• Market linkages. 
• Development of capacities.
• Exchange of experiences with other mini-circuits in the area, nationally and 
internationally. 
• Publicity materials.
• Personalized technical assistance.
• Web page development for the businesses and their incorporation into social networks.
• Business plans. 
• Specialized training for tour guides.
• Grants for sporting and publicity events for the tourism destinations.
• Equipping of the different initiatives to strengthen their tourism offerings.
• Publicity and marketing of products and of the tourism destination.
• Promotion of national and international strategic alliances. 
• Environmental education.
• Conservation of the environment of the area.
• Strengthening of capacities in the community.
• Installation of ecological toilets for 17 beneficiaries in Jinotega. 
• Exchange of experiences with children from schools in the Cerro Datanlí El Diablo Nature 
Reserves and from communities surrounding Apanás Lake. 
• Workshop on birds in the Juan Roberto Zarruk Biological Station with children from the 
school for San Pedro de Buculmay, El Paraíso and La Esmeralda.
• Replication of the course on environmental interpretation. 
• Implementation of the micro-program on meliponiculture among the members of the 
Collaborative Management Committee (COMACO) for the Cerros de Yalí Reserve.
The following interventions were mentioned as most successful in Estelí, Tisey, Miraflor and 
Somoto:
• Training: costs, product development, business plans. 
• Marketing: training and participation in the FENITUR fair, design of an information kiosk, 
promotional materials, development of a product logo, maps, brochures, banners, 
Internet, social networks. 
• Sustainable tourism / environment: good practices for sustainable tourism.
• Trip to Costa Rica for exchanges of experiences.
31
• Technical assistance in architectural design: improvement plans, bridge construction 
design.
• Grants: bicycles, camping equipment, harnesses, saddles, computers. 
• Integration / alliances: the trust created among the tourism partners, the integrated 
concept of the program, the Green North product.
A total of 87.1% of the beneficiaries surveyed believe that the services that they received 
facilitated the development of their business activities. The distribution of this percentage is 
presented in Table No. 12.
Table No. 12
Types of improvements in business 
Percentage Benefits received
61% Have improved their productive capacity. 
81% Have improved their ability to provide services. 
77% Have a better knowledge of the market. 
71% Have improved their position in the market. 
58% Have increased the demand for their products / services offered. 
65% Have increased their sales.
65% Have started to offer better prices.
74% Have reported / publicized their product / services, nationally and internationally.
58% Have created alliances with other national organizations.
65% Have more awareness for biodiversity conservation. 
61% Have a better natural resource management. 
45% Have received equipment. 
55% Have received support for tourism sector and nature development. 
Based on responses from 72 people surveyed. 
The intervention in Bluefields was specifically in water and sanitation for families and communities. The 
surveys of beneficiaries regarding the most successful interventions indicated the following:
• Awareness campaign in the city, which involved public agencies: the municipal government, 
the Ministry of Health, the Ministry of Education, in order to achieve program objectives 
(water, sanitation, recycling and waste management).
• Creation of Potable Water and Sanitation Committees (CAPS) in each of the 18 existing 
neighborhoods, with collaboration from the municipal government and interested parties. In 
addition, clean-up days were organized in the neighborhoods of Bluefields and clean-up kits 
were distributed to the families involved. 
• Launch of the "Clean Bluefields" campaign, with the participation of 202 people from 
environmental education.
• Launch of the "My Clean and Healthy Neighborhood" Contest, training 300 families on 
issues related to water and sanitation, who have now implemented at least three sanitation 
techniques in their homes.
32
• Promotion and adoption of a solid waste management plan by the municipal government of 
Bluefields. One thousand families, 500 students and 10 neighborhoods were trained to 
collect, reuse and recycle solid waste in 10 primary and secondary schools. In addition, 
educational manuals were produced and distributed in 10 schools. Training workshops on 
WASH and ISWM were conducted for 750 children from 15 schools. The children replicated 
the good practices at home and in the public schools and are an example to the adults; 
some children even served as instructors for their classmates. 
• Sweat equity construction with the participation of the beneficiaries and distribution of bio 
sand water filters and training of the beneficiaries regarding the proper way to use them. 
Four hundred families in 10 neighborhoods are now using the filters that provide access to 
potable water. 
• Organization and execution of the "Green Movement" Forum with the participation of 83 
representatives from governmental institutions, universities and the private sector. The 
forum identified the major actions to be taken in order to institutionalize a green movement 
as a first step to improve environmental management in these institutions. 
• Development of a guide for best environmental practices and ways that Bluefields can adopt 
best environmental practices. 
Beneficiaries:
3. How were the direct beneficiaries of the program selected?
The selection, according to FHI 360, was conducted through open invitations to different 
businesses located in the program intervention area that were somehow related to providing 
services to tourists. Everyone that was interested went to these open assemblies and then 
those that were truly interested in working with the program remained in order to improve the 
products and/or services that they provide. 
In the area of Jinotega, according to La Cuculmeca, already-existing rural tourism initiatives 
were considered in the area of the Cerro Datanlí – El Diablo Nature Reserve, communities 
surrounding the Apanás Lake and the Cerros de Yalí Reserve. Information could be obtained 
from previous projects executed by La Cuculmeca with confirmation that the beneficiaries had a 
high level of interest and commitment in developing activities with the CSTP.
According to the Meso-American Eco-tourism Alliance (MEA), the selection of beneficiaries was 
conducted after identifying the weak points in the tourism value chain and the specific needs, 
quantifying these in terms of the investment required and then making a selection of the 
enterprises in which the MEA could have the greatest impact and which fit the budgetary 
requirement. 
The WCS has been working in the area of Pearl Lagoon for more than twelve years in 
scientifically-based monitoring of biological aspects and issues related to the management and 
conservation of sea turtles. More recently, it has considered the importance of creating 
alternatives and economic strategies to reduce turtle fishing and achieve the objective of 
conservation. In that context, the idea emerged to seek funds for a project to conserve 
biodiversity through tourism, initiating the turtle watching tourism program. It then contacted FHI 
360 and obtained financing for a program for biodiversity conservation and management of 
natural resources to expand the proposed tourism project. Later, the idea emerged to support a 
group of turtle fishermen to create, with them, an economically profitable alternative tourism 
33
company to enable them to stop turtle fishing and make a commitment to care for the turtles and 
promote the conservation of the species. Thus, Kabú Tours was founded, supported by funding 
from USAID.
The beneficiaries of direct grants from the CSTP were selected by an open call in the 
intervention areas. Based on an evaluation of the requests, the beneficiaries were selected, with 
a preference for support to rural sector enterprises.
The direct call to individual business owners, not through associations, chambers or non￾governmental organizations, increased the trust of the stakeholders. 
4. What is the overall profile of the direct beneficiaries of the program?
Overall, the beneficiaries were tourism enterprises at the community level and local tour 
operators. The program also worked with leaders and rural initiatives that did not work primarily 
in tourism. 
In Jinotega, these were family-based tourism initiatives or enterprises in the urban and rural 
areas. These families work in agriculture (coffee, vegetables) as their major source of income.
In Pearl Lagoon, the beneficiaries were traditional fishermen who fished for turtles to feed their 
families and to sell small amounts in the surrounding communities. 
The program also worked with businesses in the urban centers that were related to tourism and, 
in the rural areas, with those involved fishing, growing coffee, food production, lodging, eateries, 
eco-lodges and other initiatives. There was a great diversity among the enterprises.
The surveys revealed a broad acceptance of the way in which the program selected the 
beneficiaries. The process was considered clear, transparent and without discrimination based 
on race, creed or ideology, which was very well received by the stakeholders. 
5. What is the average income of the direct beneficiaries of the program?
As seen in Graph No. 1, 66% of the enterprises have income of less than C$200,000 per month, 
indicating that these are mostly MSMEs. The average income of business owners supported by 
the CSTP is as follows:
Figure No. 2 
Based on responses from 67 businesses surveyed. 
Under 
C$200,000
66%
From 
C$200,001 to 
C$1.500,000
25%
More than C$ 
6.000,001
6%
From 
C%1,500,001 
to C$6.000,000
3%
Enterprises Annual Income 
34
. 
In the "Assessment of Needs of Tourism Enterprises and Initiatives in Estelí and Jinotega" 
conducted by the Agora Partnership Foundation for the CSTP in October 2011, 110 of the 114 
enterprises surveyed had an annual income from sales that was less than C$1,000,000. Only 
four enterprises had incomes between C$1,000,001 and C$10,000,000. A comparison of these 
figures indicates that, in general, the income of the companies has improved following the 
implementation of the program. This is corroborated by 65% of the enterprises surveyed during 
the evaluation, which stated that they had increased their sales.
6. What is the demographic information for the direct beneficiaries of the program
Table No. 13
Beneficiaries demographics
Department Male Female
Jinotega 31.71% 68.29%
Estelí 48.39% 51.61%
Bluefields 50.00% 50.00%
Laguna de Perlas 100.00% 0.00%
TOTAL 40.51% 59.49%
 Based on responses from 72 people surveyed. 
There is a preponderance of women participants in the program. This is due to two factors: the 
first is that the tourism sector is an economic activity involving a great deal of participation by 
women; the second is that the program also promoted the participation of women in its different 
activities. This occurred in all the CSTP intervention locations, with the exception of Pearl 
Lagoon, where a small tour operator was comprised of ex-turtle fishermen, where the female 
participation was zero. 
Table No. 14 presents the distribution of the businesses and activities by type.
Table No. 14
Business Distribution and activities per type
Food and 
beverages
F&B and
Attractions Lodging Lodging and 
F&B
Lodging and
Attractions 
Lodging, F&B 
and 
Attractions 
Tourism
Agents
24 3 6 10 9 11 10
32.88% 4.11% 8.22% 13.70% 12.33% 15.06% 13.70%
Based on responses from 72 persons surveyed
Overall, the establishments were distributed as indicated in Table No. 15.
35
Table No. 15
% of Establishment Type
Type % 
Lodging 49.31%
Food and beverages 36.99%
Tourism Agents 13.70%
 Based on responses from 72 persons surveyed
Cluster Approach:
7. How effective has the cluster approach been in helping the tourism sector in the 
impact regions of the program to attain better commercialization or marketing of 
products and services and to improve their sources of income? 
According to FHI 360 officials, a more geographic cluster approach was utilized for the 
implementation of the program in order to link the businesses, starting from bottom to top, in 
accordance with the needs of the business owners. Geographically, three clusters were formed: 
the Estelí Cluster, the Jinotega Cluster and the Bluefields Cluster.
In the Estelí and Jinotega clusters, seven mini-circuits were formed with anchor businesses that 
are located in urban areas and that developed tourism activities. Three of these are in Jinotega:
Datanlí North, Datanlí South and Apanás Lake, three are in Estelí: in the city center, Tisey￾Estanzuela and Miraflor-Moroponte; and one is in Somoto. 
According to the Meso-American Ecological Alliance (MEA), the cluster approach increases 
local capabilities and ties to the market. The MEA experience was that the tourism clusters 
constituted the basic platform that individual tourism enterprises need to prosper. Few 
independent enterprises are successful. The market requires a variety of options and part of the 
methodology of MEA included the application of the Recreation Opportunity Spectrum (ROS), 
which identifies the different recreational opportunities for different segments of the market. The 
cluster development calls on various segments of the market and creates a critical mass of new 
destinations. 
This cluster approach was effective because it facilitated business alliances and made it 
possible to market the tourist destination as a whole. In addition, this approach takes into 
account all of the links in the tourism chain, and strengthens the connections between them. It 
also fosters the complementarity of the services, promoting solidarity and encouraging each 
business to strive to improve the quality of its services. The cluster approach also enabled 
domestic and international tourists to learn about the tourism opportunities present in the 
tourism mini-circuits that were promoted in the program and it successfully increased the flow of 
tourists, which resulted in more income for the owners of tourism businesses. 
8. Did the cluster approach facilitate more involvement and participation by the 
stakeholders in the tourism sector? In what way? 
The cluster approach, starting from the bottom and moving up, was very appropriate. The mini￾circuits facilitated the cluster approach, creating alliances between the business owners, 
improving the quality of participation and allowing for greater involvement. The beneficiaries that 
expected an assistance program gradually left, leaving only those who were genuinely 
interested. The process generated a change in mentality among those who remained. 
36
The cluster approach was effective because it organized the stakeholders according to 
geographic proximity and focused activities on highlighting the attractions in the particular area. 
In addition, it facilitated attendance in workshops and training sessions, and it created unity 
among the businesses in the cluster area. As these groups were strengthened, they made visits 
and conducted exchanges of experiences among the mini-circuits, so that the members could 
evaluate conditions in other mini-circuits and apply interesting aspects and knowledge from 
them to their own businesses, thereby strengthening the tourism opportunities. The approach 
facilitated better organization of the groups of stakeholders. 
The cluster approach maximized participation. Through the evaluation of the tourism value 
chain, the key stakeholders were contacted and had the opportunity to participate. The cluster 
approach strengthened leadership and promoted strategic alliances. It established simultaneous 
cooperation with the competition (“coopetition”). The approach was also very effective because 
it facilitated sharing and interrelationships among different initiatives that were involved in the 
CSTP. 
The business owners felt that they had a more effective participation in all of the activities that 
were implemented by the program and they felt more taken into account. They also stated that 
the results were more positive for them. 
Finally, this approach enabled all of the business owners in the circuits to take the initiative, 
thereby producing better linking of tourism services.
9. Did the cluster approach facilitate more coordinated interventions, including technical 
assistance, education, small-scale infrastructure, and marketing? 
Under the cluster approach, the mini-circuits were identified and activities were developed at 
their level. This resulted in more coordinated interventions related to technical assistance, 
education, small-scale infrastructure and marketing, because the mini-circuits acted as a cluster 
and required that coordination. 
Moreover, the cluster approach also served to focus resources on one area in particular, with 
organized stakeholders and common interests, allowing more coordination through closer 
relationships and knowledge among members of groups with common interests. It also 
facilitated accompaniment by geographic location, because the activities were organized 
according to geographical area. 
Clusters are a proven model that has worked in various Latin American countries with different 
degrees of development in tourism. These include Argentina, Chile, El Salvador, Costa Rica, 
Mexico, Honduras and Panama. A cluster has a vision and faces common problems, promotes 
public-private connections on regional, municipal and local levels, and requires greater 
coordination. This necessitates more coordinated interventions and actions related to technical 
assistance, education, improving small-scale infrastructure, and marketing, all because of the 
complementarity of the services in the region. 
10. What other approach could have been used? Why do you think that other approach 
was not utilized? Why was this approach selected?
The approach cannot be forced; this way of working from the businesses up had better results 
than other approaches or an approach from top to bottom, where a public or private 
37
organization would have taken leadership and dictated what the program should do. That 
approach would have emphasized the development or improvement of tourism products that 
were “ready for market”, probably leaving the strengthening of leadership and the 
entrepreneurial vision by the wayside. This was not utilized because its results are not 
sustainable. The development approach of using tourism clusters was selected because it is the 
most appropriate for the development of a tourism destination, as it links the different initiatives 
that comprise a value chain that completes and integrates all of the services required by 
tourists. Not all tourism development projects follow this approach, because it requires a lot of 
participation from the beneficiaries, more horizontal structures and more democratic and open 
decision-making processes. 
11. How did the cluster approach contribute to the increase in income? 
Positively, because it established a win – win relationship between the different participants of 
the cluster. Because there was a clear definition of the product and tourist destination, along 
with better promotion and publicity (in packets and not individually) through various media, 
including social networks, more clients were obtained, leading to an increase in income. The
survey conducted by FHI 360 in the third quarter of FY2013 indicated a 20.4% average increase 
in the incomes of participating businesses and in the survey conducted by the evaluation team, 
65% of those surveyed said that they have experienced an increase in their sales. 
Sales also increased because there were tourists that wanted to visit a particular business in the 
circuit because of the publicity and, once they were in the territory, they benefited other 
established businesses. 
Geographic Approach:
12. What were the advantages and disadvantages of the geographic approach of the 
program? 
Advantages: 
• It favors economic development and protection of the environment. It works best when 
there is only incipient tourism development. 
• Transportation for accompaniment and/or technical assistance is easier because groups 
are organized by common geographic areas. 
• It fosters integration among the stakeholders in a particular area and this, in turn, creates 
more interaction within the group. 
• It creates closer relationships and unity through common interests, and it facilitates the 
execution of activities. 
• Nearby natural and cultural attractions create a new tourism destination. 
• In most cases, the needs of a sector are similar and that facilitates work in a chain. 
• The selection of mini-circuits presented an opportunity to provide directed assistance to 
business owners, interventions in small geographic areas, making it possible to give 
greater attention to the stakeholders with fewer resources. 
• Small geographical areas make it possible to provide greater attention to the 
stakeholders with the use of fewer resources. 
38
Disadvantages:
• It is more difficult to work with this approach when there are low levels of education and 
of understanding of administrative and accounting concepts. 
• The access to a geographic region can be difficult, or there may not be communication 
systems, roads or other means of access. There may be little or no access to 
technology. The people in poor areas live day-to-day and it is harder to help them. 
• There is a lack of diversified products, a reluctance of tour operators in Managua to offer 
packages to the area, and a lack of local partners.
• There is little to no flow of tourists in rural areas. 
• When other nearby geographic areas are not incorporated, opportunities to contribute 
knowledge to stakeholders to offer a better and more varied proposal for the regional 
tourism destination are lost.
13. What was the effect of limiting the program to a small area? Would it be advisable or 
practical to amplify the geographic focus? Why? 
One effect of limiting the program area is that it was not possible to include some areas with 
attractions and great potential.
Geographic expansion is advisable for a program with more time, more resources, and more 
flexibility of the instruments. These elements would make such an expansion practical. 
In programs with shorter terms and less resources, it is better to consolidate an area first and 
gradually insert new areas. 
Gender Perspective:
14. How was the gender perspective manifested in the implementation of the program?
The CSTP facilitated and promoted the participation of women. There was a great deal of 
female participation due to the open calls. There was natural participation by women; they were 
the ones that went to the activities because they are involved in the tourism businesses. 
Tourism in these areas has been characterized as a complementary activity to aid family income 
and because it has high levels of participation by women.
In particular, the gender perspective was applied in the activities developed by La Cuculmeca, 
through planning aimed at equitable participation by men and women, to foster equality of 
opportunities and inter-relationships. 
There is a natural tendency in the tourism sector for women to actively participate through 
leadership or involvement in the entrepreneurial ventures. 
There were open calls to rural and urban business owners and the majority of those that 
responded were women. 
Women always participate intensely in these activities. 
15. How do the different roles and status of women and men within the community affect 
the work undertaken by the program?
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This did not affect many activities in the tourism sector, because they are associated with 
domestic activities, which, in Nicaragua, are considered women's activities. To a certain extent, 
this phenomenon has been repeated in this program, where the women direct their own 
guesthouses, dining rooms, craft workshops. In other activities, it is the men that perform the 
"more masculine" work: boat tours, horseback rides, farm administration.
16. How do the different roles and status of women and men within the political sphere 
affect the work undertaken by the program?
Many programs and projects are affected by the roles and status of women and men; for 
example, in the rural sector, the fields of action of a woman are limited due to the reigning 
machismo in that environment and by her submission to her husband. This program did not 
experience the tangible effects that these roles and status can have; this is due to the above 
observations that the tourism sector has incorporated many women, many at the executive and 
leadership levels, and there are not expected roles for women in this sector, with the exception 
of some very specific occupations, such as fishing or adventure tours. 
17. How do the different roles and status of women and men within the workplace and the 
home (roles in decision-making and different access to and control over resources 
and services) affect the work undertaken in the program?
This did not have a major effect on the work of the program. The group of beneficiaries was 
fairly heterogeneous. Women and men of all ages and different types of work participated in the 
CSTP activities, with no regard for gender in terms of obtaining positions or earning income. 
However, the greater participation of women in activities that are directly related to tourism is 
noteworthy. This gives them decision-making capacities and access to and control over 
resources and services.
18. How did the expected results of the work affect women and men differently?
The results achieved with the program indicate that men and women became involved in 
activities without much attention paid to their traditional roles. Although the opportunity for 
participation was offered to men and women equally, there are more women participating (309 
women, 272 men) and in leadership positions (most tourism MSMEs are led by women).
 
There is no observation that the expected results have affected the women and men differently.
19. Did women have a prevalent role in this program?
Women did have a prevalent role; 14 of the total of 22 tourism MSMEs that worked directly with 
the project in Jinotega are led by women. Examples include: COMACO of Yalí is led by a 
woman; the administration of La Fundadora Eco-lodge, the tourism manager of La Bastilla Eco￾lodge and the Linda Vista Eatery are led by trained women. Eight women participated in the 
guide training.
There was a high level and active participation of women in the program.
The leaders of most of the community organizations are women.
20. Did the program facilitate greater participation by women?
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The program promoted greater participation of women. It provided childcare to enable the 
women to participate in the activities implemented by the program.
The women have had a prevalent role in the program, as leaders of their MSMEs, actively 
participating in workshops and making decisions on important issues, such as prioritizing the 
needs of the community projects and improvement plans. In the entire planning and execution 
process, there have been equal opportunities for participation by men and women. 
Children have learned about environmental issues and sustainable tourism, with participation by 
239 girls and 210 boys.
The COMACO mini-circuit is represented by 24 men and six women. This is directly related to 
the meliponiculture activities, which until now have been undertaken by men. El Jaguar - San 
Rafael mini-circuit is comprised of 26 people, including 14 women in guesthouses, eateries and 
as local guides. The 12 men are mainly members of El Conejo Cooperative, offering tours on 
the lake and traditional fishing. 
The Datanlí Norte mini-circuit is represented by two women, responsible for their own 
businesses, a woman manager of a mid-sized company and three men who provide tour 
services and environmental education. 
The Datanlí Sur mini-circuit includes six women leading their own businesses, a young woman 
managing a mid-size company, another young woman working as a local guide, and five men 
serving as local guides. 
The CSTP facilitated the presence of women at most of the training sessions. Their contribution 
was important. 
Monitoring and Evaluation System and Indicators:
21. How well do the indicators capture the effectiveness of the program in terms of 
achieving its objectives and expected results?
The Monitoring and Evaluation System for the program retained the majority of the indicators; it 
only removed some of the original indicators and it was only managed at the central level of FHI 
360. The program's strategic partners, although they understood the indicators established by 
the program, managed their own monitoring systems. The partners took responsibility for the 
standard program indicators that fell within their scope of work, defining their own indicators for 
the results that were delegated to them and providing their own follow-upon these. 
Nevertheless, these latter indicators did not measure the impact of the actions executed, but 
rather the inputs and results. This is because the partners were not familiar with the M&E 
System for the program and used their own M&E systems. 
The M&E System addressed the overall indicators of USAID, but had to be adapted to the 
reality of the program; for this reason it worked well, there were no inconsistencies with the 
USAID indicators. This was not implemented from the beginning of the program or 
comprehensively with the partners. We believe that this deficiency is because the program did 
not have a full time specialist responsible for these tasks. 
41
A baseline study was conducted at the beginning of the program. However, in Years 2 and 3, 
the target population was better defined and the indicators could be established by compiling 
information through partners and surveys of the business owners. 
According to the users of the M&E System, the indicators are good for measuring the program 
and the sources of resources, for verifying whether the program is doing what was planned and 
measuring the effectiveness of the program. 
23. What were the limitations of the program?
• Change in program implementation agency at the beginning. 
• Reduction in the program budget.
• Changes in the scope of the program and in its overall operational plan. 
• Readjustments to the intervention strategy.
• All of the above created instability. At the beginning, this impacted the level of motivation of 
the partners and beneficiaries to work with the program activities. 
• It was difficult to obtain partners with capacities and experience in working with grants, as 
completing the forms for these grants is complicated and the requirements are stringent.
VII. CONCLUSIONS
1. Conclusions related to the approaches, organization and implementation of the 
program:
• Despite the reduction in the budget, project term, impact areas and scope and the change in 
executors, the program was able to adjust quickly and intelligently to its new situation. 
During its execution term of three years, the program produced significant results and 
impacts, generating a very clear re-conceptualization and precisely defining the 
organization, the implementation approach and methodology. In addition, it was realistic in 
terms of the achievements that it could truly attain. This was because the program was 
reformulated with the participation of the partners and allies (recipients of aid). It had also 
formed an excellent and very professional technical team, not only committed to their work 
and responsibilities, but also fully identifying with the aid recipients. Furthermore, the 
program had highly professional management, with a vocation for service and indisputable 
leadership. 
• The approach to the work taken by FHI 360 for the coordination of the program - to execute 
the specific activities in each of the components of the CSTP with the support of local 
partners with defined specialization - was very appropriate. This enabled each partner to 
work on issues where it had highly valued expertise to provide quality and efficacious 
technical assistance and training on the issues under its responsibility. Thus, the program 
was able to achieve its objectives by taking advantage of the best capacities of each of the 
program partners: Paso Pacífico, La Cuculmeca, the Meso-American Ecotourism Alliance 
and the University of Idaho. These partners properly fulfilled their obligations and were an 
excellent complement to the FHI 360 team to attain the program achievements. 
• The program was designed with three complementary components that operated in a 
coordinated fashion. This was very well suited to dividing the work into actions related to:
− Strengthening and empowering local leadership. 
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− Strengthening of tourism enterprises and businesses (SMSEs) and improvement 
of tourism promotion. 
− Environmental protection. 
This division of components made it possible to integrate the social, economic and 
ecological aspects of the program, establishing synergies among them and facilitating the 
comprehensive implementation of the program. 
• The concentration of the program in three areas of the country made it possible to take a 
cluster approach - these clusters are still incipient and in the process of consolidation - while 
creating strategic alliances and synergies among the different stakeholders involved in the 
development of tourism in the three areas. This also facilitated the incorporation of different 
enterprises and business owners from the tourism sector, their mutual knowledge, the 
exchange of information and knowledge, reducing fears about integrated work or the sharing 
of information and experiences. It also created institutional mechanisms for work. These will 
continue to function after the conclusion of the program.
• The grants were an appropriate complement to the technical assistance and training 
activities; in many cases, they became the initial assets required by some enterprises to 
improve their tourism products; in others, they addressed weaknesses and improved 
capacities. However, the process to obtain the grants was too bureaucratic in terms of the 
number of documents and information that was required from the applicants. In addition, the 
fact that these were presented in English limited the participation of many enterprises and 
forced the program to provide assistance to enable them to present their applications. 
• The final part of the program, because it was concluding, was packed with activities. This 
had a negative effect on the efficacy and efficiency of the program, as the availability of time 
and the capacity for absorption was limited for everyone involved. 
• The tourism enterprises served fully corresponded to the target group defined in the program 
document. Highlighted were the small and mid-sized enterprises located in the urban centers 
and rural areas of Estelí, Jinotega and the Somoto Canyon, as well as the enterprises in 
rural areas, core areas and buffer zones of the protected areas. 
• One problem that the program had to face was the heterogeneous nature of the different 
activities, sizes of enterprises and levels of development. There were complaints about 
activities where the content and the presentations were usually above the level of 
understanding of some participants. 
• The strategy of characterizing the local businesses and initiatives in the program 
intervention areas at the beginning of the program was correct. That made it possible to 
identify the needs of those enterprises and to adjust the response of the program to them. 
• The late delivery of equipment affected the operations of the business owners who had 
expected them earlier. 
• The program did not establish close or cooperative relations with the Nicaraguan Tourism 
Institute (INTUR). A greater degree of collaboration with that institution would have been 
advisable. 
• There was no closing event for the program in each area, for the program, partners and 
allies to discuss and analyze the next steps, following the conclusion of the program. Many 
allies stated that they expected something along these lines to help them think about future 
courses of action. 
43
2. Conclusions regarding the results and effects of the program:
• At the conclusion of the program, leadership has been strengthened among the business 
owners, in the organizations and in the participating community groups. The technical, 
financial and tourism management of the businesses has substantially improved, and the 
incomes from the businesses have increased, along with the sustainability of the 
enterprises. Their future is more promising, following the implementation of the program. 
Likewise, the program has increased the management capacity of the business based on 
natural resources, particularly in the protected areas and those working with biodiversity 
resources. This has been attained through raising the awareness of the stakeholders and 
through better knowledge about resource management. 
• The program was also effective in the creation of employment. At the start of the program in 
the third quarter of FY 2011, the average number of employees per enterprise was 6.59 and 
this increased to 14.7 in the third quarter of FY2013, which is proof of the significant 
economic and social impact of the CSTP.
• The Conservation and Sustainable Tourism Program (CSTP), has developed an important 
set of basic tools and practices that, well-used, can strengthen the business capacities of 
the enterprises that use them. The program served as a pilot trial of the usefulness and their 
capacity to produce successful results. These tools are applicable for tourism enterprises 
and business owners in all the regions of the country. 
• The tools developed by the program were distributed to all the participating enterprises and 
businesses and were made available and transferred to the National Hotel and Tourism 
School (ENAH), the World Tourism Organization (UNWTO) - Nicaragua, CANATUR, the 
Small Hotel Association of Nicaragua (HOPEN), the Nicaraguan Tour Operator Association 
(ANTUR), the National Chamber of the Micro, Small and Medium Tourism Industry 
(CANTUR), the Network of Private Wildlife Reserves, Paso Pacífico, La Cuculmeca, Swiss 
Development Cooperation (SDC) in Nicaragua, the Inter-American Development Bank (IDB) 
- Strategic Implementation Plan for Tourism, the Tourist Information Center (Casa Estelí) 
and the Agricultural Program Association of San Nicolás (ASOPASN). These institutions, 
organizations and/or programs currently work in the same areas that the CSTP served. This 
enabled them to continue with the development processes and strengthening begun by the 
program. They are also useful in other territories, organizations or enterprises. 
• The training processes were very effective because the beneficiaries were interested in the 
topics. In addition, the topics were addressed in short sessions, enabling more business 
owners to participate. 
• The organization of seven geographic mini-circuits in Estelí, Somoto and Jinotega was an 
excellent mechanism for the integration of the stakeholders in those areas, for the definition 
and complementarity of the tourism products and, above all, for the promotion of many 
enterprises and locations that had never had this type of assistance. 
• There was a high degree of direct participation in the activities by business owners. As they 
were large and well-promoted activities, they were effective in publicizing the destinations 
and the tourism products of the mini-circuits. 
• The program has had a very positive effect on rural businesses and initiatives, as well as on 
urban and rural family-managed enterprises, and has made it possible to forge strategic 
alliances to offer integrated services. In addition, the program improved the linkages among 
the anchor enterprises of the urban center and rural initiatives or enterprises. This was the 
44
optimum method for formation of projects, incorporation of new ideas and proposals, and the 
motivation of potential tourists to visit the tourism destinations. 
• As a result of the program, capacities were created in the leaders of the enterprises and 
local organizations and initiatives to define their own vision of sustainable tourism and have 
a shared vision and definition of the tourism destination. 
• "The Five-step Program to Improve My Business", another tool developed by the CSTP, 
contributed to the improvement of the management capacities of the participants, 
incorporating the tourism sustainability approach, strengthening leadership and increasing 
the cooperation and linkages among enterprises, both to improve their competitiveness as 
well as for the definition of tourism products. The five-step program has been made available 
to other programs and institutions and may significantly contribute to the business 
strengthening of small and medium tourism enterprises in all the locations with tourism 
potential in Nicaragua.
• The business exchanges have contributed to owners learning about more advanced already￾existing experiences. In addition, they promoted the incorporation of the business owners, as 
those that participated in the exchanges shared their learning with those that did not. 
• The technical assistance in marketing provided the business owners with information and 
practical knowledge on tourism marketing to capture and earn the loyalty of clients, as well 
as positioning their products and services. This is added to the orientation activities for the 
business owners (that incorporated the formulation of the vision, training and support for 
promotion, operation of the businesses, and calculation of costs and prices), noticeably 
improving the business opportunities for the enterprises and their sustainability. 
• In terms of support for tourism businesses, the project also provided technical assistance in 
architecture and interior design, the transfer of knowledge and practical tools for 
sustainability of tourism, the formulation of tourist guides, and the development of products, 
all aimed at creating sustainable market opportunities for initiatives and enterprises in the 
program intervention areas. All this also serves to revitalize the destinations and promoter 
more visits to the tourism destinations supported. Overall, the program has developed new 
alternatives and tourism destinations, which are already being visited by national and 
international tourists.
• The publicity and communication activities conducted by the program have been successful. 
There was ongoing information about the program in the different media. The promotional 
and informative web sites have recently been promoted and it is anticipated that they will 
have an impact in the future on the promotion of visits and in greater and better knowledge 
about current tourism opportunities in the program intervention area. 
• The integration of different stakeholders that provide services taught the participants that all 
of them should work in a unified fashion and as a team; that there is no competition, rather 
there is collaborative work; that they should be in solidarity with the other stakeholders from 
the sector and the region; and that improvement in the quality of the services is the 
fundamental factor for customer service and sustainability of the enterprises. 
• The project for access to potable water in Bluefields was financed through a grant and was 
very successful. It was included as part of the program by instruction from USAID to address 
sanitation indicators associated with resources. 
3. Conclusions related to relevance, efficacy, efficiency, gender perspective, 
sustainability and impacts of the program:
45
• The program was relevant as it responded to the needs of the participating organizations 
and enterprises, addressing their need for support. The problems addressed by the program 
were the issues that most limited the development of the enterprises.
• The program also was very efficacious as the proposed objectives, targets and indicators 
have been achieved almost completely. 
• There was a high level of efficiency by the program, due to an optimum use of resources, the 
development of a very broad variety of activities, and the development of a great quantity of 
products, as well as the achievement of significant results. 
• The program incorporated the gender perspective in promoting equitable participation of 
men and women in the different interventions, actions, events and support that it developed. 
A facilitating factor for this is that there is a high level of participation by women in the 
management of tourism enterprises in the program service area. 
• In addition, we believe that the program is sustainable, as it has created capacities in people 
and organizations and has provided tools, so that what was begun with the program 
continues following its conclusion.
• The program has had significant impact, which is documented and has been indicated in this 
report. These impacts can be seen in key areas and in the objectives related to actions, such 
as: (i) fostering development of small and medium enterprises (SMEs); (ii) the adoption of 
more sustainable environmental practices; (iii) improvement in the competitiveness of the 
private sector through tourism; (iv) increased participation of women; and (v) improved 
commercialization of tourism services in northern Nicaragua. 
• The program has made significant efforts to achieve sustainability in all of its successful 
experiences and has properly documented and systematized them. All the documentation is 
on five CDs, which have been distributed to the partners, the participating enterprises and 
the National Hotel School (ENAH), UNWTO-Nicaragua, CANATUR, ANTUR, HOPEN, IDB -
Strategic Tourism Implementation Plan, the Network of Private Wildlife Reserves and the 
Sustainable Tourism Center in Estelí. The program partners and FHI-360 have produced an 
extensive number of documents, which are very useful for the improvement of the economic, 
business, environmental, educational, sanitation and tourism aspects of the locations that 
are suitable for tourism. This set of documents may be very useful to the Nicaraguan 
Tourism Institute (INTUR) and to other programs that work in the sector, professional 
associations, local associations and any tourism enterprise in general. 
• The program developed a series of tools and documents to foster and develop tourism in the 
program's intervention areas. These include: the Marketing Strategy for the Jinotega, Estelí 
and the Somoto Canyon Clusters; a Calendar of Events; the Promotional Campaign - Visit 
the North; Leadership Training; Research on Promotional Actions Undertaken in the 
Destinations; Local Tourist Information Guides, Visit the Nature Reserves in Northern 
Nicaragua. 
• In conclusion, CSTP is a good example of a successful program, without many resources, in 
the tourism sector. It has had a significant impact on the business development of the areas 
that are suitable for tourism, on the generation of rural employment, on the promotion of 
sustainable tourism, on the adoption of good environmental practices in the areas, and on 
the target groups.
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VIII. RECOMMENDATIONS
A) Recommendations on the Monitoring and Evaluation (M&E) System for the Program
• The M&E system should be designed and implemented from the start of the program. It 
should incorporate indicators that serve not only to report on progress to USAID, but also to 
correctly monitor the activities, products and results, and to evaluate the impact of the 
program. The baseline study should be conducted immediately after the design of the M&E 
system. The system should be fully understood by the partners that implement any part of 
the program; they should provide input to the system regarding the activities, products and 
results for which they are responsible. In this way, the M&E system will incorporate the 
indicators for the work of the partners and will also be able to monitor their progress and the 
impact indicators. The latter will be the responsibility of the program executing organization. 
• The entire data collection process should be defined in the M&E document, establishing 
which indicators and variables will be measured, what data will be collected, who will be 
responsible for this collection, the frequency of collection and who will be responsible for 
data processing. 
• The indicators to be used should be those that are best adapted to the program 
requirements and that measure the changes generated by the program. These indicators 
should be adjusted to the actual conditions in the locations where the program works and 
should cover the levels of products, results and impacts. In order to be able to share the 
interpretation and understanding of the indicators and to prevent errors in interpretation, as a 
part of the M&E system, individualized cards should be developed for each indicator, with its 
name, definition, calculation formula if required, frequency of measurement, person/group 
responsible for this, and procedures for data collection and processing, as well as for the 
analysis of the indicators. 
B) Recommendations for Tourism Development Programs Similar to the CSTP:
• The programs should be based on the detection of the needs of the enterprises and the 
business owners that are their beneficiaries. Mechanisms for communication, coordination 
and joint work should be established in the initial phase, allowing integration of the program 
and the participants. This should be followed by attention to the problems and needs 
detected and prioritized, and by the ongoing involvement of the participating business 
owners in the development of the activities and the achievement of the program results and 
objectives. 
• It is fundamental to establish, from the beginning, an information system to compile and 
categorize data, information and knowledge generated by the program in such a way that 
they can later be processed, systematized and disseminated. The development of 
documents, methodological guides and manuals on the experience of the program that can 
be transmitted should be a task and a result that appears within the work plans for the 
program. 
• The cluster approach should be used to support the tourism SME sector in a geographic 
area, as this makes it possible to have a holistic vision, collaborative work and synergy, to 
form strategic alliances and to create a sense of identity in the tourism area of the cluster. 
• It is very beneficial to incorporate professional associations into the program activities. This 
should be encouraged as they are agencies that can transmit and disseminate information, 
knowledge and experiences of the program. However, care should be taken to not impose 
professional associations, as that should be the decision of the beneficiaries. 
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• Efforts should be made to prevent an overload of activities at the conclusion of the program, 
keeping in mind that the recipients have limited time available and that there may be 
situations that arise regarding transfer of information and knowledge. 
• The partners must communicate among themselves regarding activities, so that they benefit 
from the experiences of the other partners.
• The participants in the training courses should have more or less homogeneous knowledge 
and the level of information and knowledge that is transferred should be adjusted to their 
education level.
• The experience of the geographic mini-circuits should be promoted in other locations in 
Nicaragua. The experience obtained in Estelí, Somoto and Jinotega can be replicated in 
other areas with equally successful results. 
• Complementarity and information from strategic alliances among urban and rural tourism 
enterprises should be promoted. The use of anchor enterprises is a good model for 
promoting this type of relationship.
• The five-step tourism business strengthening program should be promoted. A possibility that 
should be investigated is its application by the National Tourism School (ENAH), which, we 
understand, does not have a similar program. 
• It is important that the business approach take priority in all actions of a program for rural 
tourism development. The sustainability of these programs is only assured if the businesses 
and enterprises that participate in them are successful and profitable. 
• It is important to not create expectations in the potential beneficiaries of the program; from 
the start, it should be clear what the program is offering to them and what is expected from 
them as their contribution, as well as the effort and time that are demanded of them.
• There should be a proper balance between private and public partners, promoting the 
participation of both in the program and solidifying public-private commitments to the 
development of the sector in the program intervention areas. 
C) Recommendations for a Future Activity Related to the Overall Approach of the 
Project 
• Future similar projects could follow this process: (1) Identification of natural and cultural 
attractions; (2) Determination of interest in tourism development and the willingness of the 
participants; (3) Recreation Opportunities Spectrum: zoning of the spectrum for a broad 
range of recreation opportunities; (4) Analysis of the tourism value chain and identification of 
strengths and weaknesses; (5) Development of indicators and standards for the impact of 
tourism given the acceptable limits of change; (6) Integrated marketing strategy. Through 
this methodology, key stakeholders and public - private alliances are created and become 
committed. 
• Social auditing activities should be incorporated during the project execution, reporting on 
the results of the project. 
• Public sector partners must be incorporated, particularly in the environmental arena. 
48
• Program closure activities should be incorporated, with an emphasis on what should 
continue following the conclusion of the project. 
• The mentoring strategy should be strengthened. 
• Advocacy activities should be included. 
• Work should be based on the business linkages of the business owners located around the 
tourist attraction or product, implementing training and technical assistance systems to 
improve the quality of services. Efforts should also be made to improve the attractions, 
providing safety and quality conditions.
• It is important that this process be linked to the existing tourism development plan in the 
area, so that the initiative is not isolated. In particular, it should be linked to the capacity for 
investment of the business owners as this ensures the qualitative leap for the tourism 
destination. 
• The intervention term should be longer as, in some cases, development is not seen. It 
should be holistic and contain a financing component, not as donations or gifts, but to 
provide more opportunities for some enterprises to develop the recommendations provided 
in the business plan, physical design or the needs assessment processes, in order to 
increase the quality and infrastructure of the enterprise. 
D) Recommendations for a Future Activity Regarding the Types of Interventions
To determine the type of intervention, first the project partners must have a shared and clear 
vision of the project and its approach; in other words, they must agree on what is to be 
developed: conventional tourism or sustainable tourism, ecotourism. Once that vision is 
obtained, the types of intervention, beneficiaries, public - private partners, design and 
implementation of the project will follow an easy logic. In general, the project should:
o Create flexible programs that facilitate participation in the program. 
o Work more on the development and equipping of products.
o Equip the products that are developed with the program.
o Provide accompaniment for the generation of changes; this is expensive, but very 
productive. 
o Understand the real needs of the different stakeholders for the interventions in each 
of the sites; for example: the training needs for hotels in the urban sector are totally 
different from those for rural lodging. 
o Keep in mind the degree of development of the sector as, in many cases, the 
program will be creating enterprises, destinations and products. 
E) Recommendations for a Future Activity Regarding the Types of Beneficiaries
• In rural tourism development, the programs should have a longer implementation term, given 
the level of knowledge of the beneficiaries. More resources are also needed, along with 
greater flexibility in the instruments and in the administrative requirements of the 
organizations. 
• More work should be done with business leaders. 
• The focus should be on beneficiaries that are truly interested in developing their businesses 
and that have a business vision or can develop one. This requires proper follow-up and a 
personalized technical assistance to consolidate the enterprise in the market. 
49
• It is very important to precisely and transparently define how the beneficiaries will be 
selected and to give preference to those in the rural areas, as this program did. 
• The program should seek to involve existing small businesses that have not yet become 
known.
• The businesses should be separated by level of development to apply different training 
techniques. For example, there is a lot of knowledge about conservation and the 
environment in the rural areas, while those in the urban areas tend to have limited 
knowledge, and vice versa, the urban business owners know more about business plans 
and operations and most in the rural areas do not understand these. 
F) Recommendations Proposed by the CSTP
In a final meeting at the closure of the program, the CSTP presented a set of recommendations, 
which we entirely endorse, although we would like to highlight the following recommendations to 
which we have made some additional contributions. 
 Foster a Professional / Business Culture
o It is important to not foster dependency on the program by the beneficiaries.
o Those involved should also make contributions, at least in kind contributions 
(e.g.; refreshments, transportation, etc.) and should make a commitment of part 
of their time and effort. 
o The cost and price calculation aspects of the businesses should be emphasized. 
o The business culture should be encouraged in the business owners, initiatives 
and businesses formed. 
o It is important to work with the business owners from the beginning. 
 We Recommend Five-year Programs
o Year 1 – Establish / create relationships, adjustments, identification of needs, 
opportunities and synergy.
o Year 2 – Provide individual technical assistance by business. 
o Year 3 – Invest in leaders and promote joint activities. 
o Year 4 – Invest program + partners.
o Year 5 – Foster the sustainability of leadership / actions based on a plan and 
initial evaluations, results and impacts aimed at the sustainability of the changes. 
We agree with this proposal, but the programs cannot be so linear; they must be 
adjusted to the needs of each cluster and of the enterprises that comprise it, 
developing activities from the different annual phases in a parallel fashion. 
 Work with a Systematic Results Approach – One product, one destination, one 
network.
o Provide access to the market and to distribution channels.
o Promote alliances with stakeholders who bring tourists. 
o Continuously adjust to the market requirements. 
o Aim at that market.
 Foster Key Alliances 
o Create tourism products – Prepare diversified offerings, incorporate innovation, 
dynamism to increase income. 
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o Work in teams and with initial accompaniment - To organize an event or 
products, this type of activity promotes unity and empowerment. 
o Provide grants with accompaniment – Provide support with new tools that 
make shared investment possible, promote the management capacity and unity 
of the stakeholders, as well as their empowerment and improved competency.
o Develop regular events – Decentralized and rotating events, such as 
exchanges, to foster informal and formal relationships. 
 Hospitality: Role and Orientation for Everyone
o Raise awareness about the tourism culture – “What is tourism and what is my 
role, why and for what?”: Role of the municipalities, work groups, professional 
associations, business owners, collaborators, the general public.
o Conduct a national campaign: Visual promotion.
o Promote exchange programs – Provide follow-up and accompaniment through 
work methodology, tasks, learning and implementation.
o Prioritize the promotion of domestic tourism – National tourism should be 
promoted for emerging destinations.
 Complement Existing Programs
The training of human resources is very important, incorporating the business vision 
of the leader in these programs, as this makes sustained learning possible. 
o Comprehensive strengthening – Include the business approach / vision in 
programs aimed at human resources of the enterprises (continuing education, 
professional / vocational education).
o Exchanges – Promote business exchanges involving work methodology, 
assigned tasks and follow-up / accompaniment in the implementation of what is 
learned. 
o Emphasis on Sustainable Tourism Best Practices (STBP) – Include a greater 
emphasis on the implementation of STBP in all the training program curricula. 
o Demonstrate the benefits of STBP – Issue clear messages about the economic 
and social benefits for businesses to encourage their application. 
 Market Segments according to the Reality of the Enterprise
o Technical assistance should be customized – It should be adjusted to the size 
and reality of the enterprise or initiative and should involve individual, on site and 
ongoing accompaniment. 
o With a domestic and international approach - Rural enterprises in their first 
phase of development should not focus only on foreign tourists, but also on 
domestic visitors. 
o Prioritize investments – Preferably, make only basic and easily applied 
investments.
o Expectations – Know how to manage expectations.
 Participatory Design of Programs with a "Product Development" Approach
o Integrated Approach – Systematically facilitating the strengthening of the 
business and the destination. 
51
o Methodological Practicality - Facilitating the understanding of the “tourism 
activity” of the stakeholders in a practical fashion.
G) Recommendations for USAID 
• The process of making grants for USAID programs needs to be simplified and, furthermore, 
applications should be accepted in the language of the country where the program is 
executed. The effort and cost required to prepare these proposals, as well as the additional 
support required for this, are unjustified. 
• The grants should be for a term of at least two years; a few should be higher amounts, 
especially those that benefit many enterprises and those that make it possible to develop the 
full potential of a tourism destination. All the grants should require a counterpart contribution 
or should be considered financing with partial payback. 
• The USAID programs in the tourism sector should try to incorporate some component of 
shared work with the national organizations responsible for this sector in which there is a
transfer of information, knowledge and experiences developed during the program promoted 
by USAID for the national agency, so that it can replicated and disseminated. 
• USAID should disseminate the results of this program in other countries, particularly in those 
where it is supporting the development of tourism.
• Significant reductions in approved programs, such as those that occurred with this program, 
should be avoided. They damage the credibility of the agency and, although that did not 
occur in this case, they can lead to the design of programs that do not adequately respond 
to the problems that they are meant to address. The new program may simply be the 
original with cuts and this may affect the cohesion and consistency required for the new 
proposal. 
• One or two follow-up missions at six and 12 months after the conclusion of the program are 
recommended, to conduct a shared analysis with USAID, FHI 360, the partners and the 
beneficiaries of the progress made and to identify the course that the clusters and 
associations promoted by the program should follow. This type of low-cost support would 
have a positive effect on the sustainability of the actions promoted by the program. 
IX. LESSONS LEARNED 
• When a program's budget and term is reduced, it must undergo a general reformulation 
process, and its actions, results and budget cannot simply be cut. This process must start 
with a broad-based consultation with the program's target group, so that the approaches, 
conceptualization, and the actual new design of the program may respond to the true 
necessities and priorities of the stakeholders. This process will also help in attenuating the 
negative impact caused by the reduction of the original program.
• In programs that intervene in different geographic locations and on different issues, working 
with organizations that act as local or specialized partners is advisable, as they will support 
the development of the actions of the program to achieve its goals. The executing 
organization will see that the implementation of its program is facilitated if most of the actions 
are performed by these partners who have knowledge and expertise that the executing 
organization may lack. Furthermore, they can contribute new ideas, experiences, approaches 
and innovations, as well as more knowledge of the local context or the issue they are 
addressing. In this way, they contribute to the optimal implementation and execution of the 
52
program. The integration and coherence of actions with the partners is important so that the 
program can be seen as a whole (one program) and not different programs carried out by 
different agencies or executors. 
• In programs that support the rural tourism sector, there must be complementary actions that 
have influence, results and impact in economic, social and environmental fields. The 
programs must seek improvements in the economic aspects of enterprises that provide rural 
tourism services, social improvements in the populations of areas involved, and 
improvements and environmental conservation in the settings in which tourism products are 
located. An approach that incorporates these three components will have a greater impact 
than an approach that only considers one or two. 
• In order to ensure the sustainability and replication of the actions and successes achieved in 
programs of this nature, there must be systematization and documentation of experiences, 
methodologies, approaches and tools. In addition, print and visual materials must be 
distributed to stakeholder organizations that will continue to work on this effort, to other 
projects, programs, and organizations linked to tourism development, to governmental 
organizations that support the sector and social programs directed at water, sanitation and 
the environment, and in general to organizational structures that can benefit from them. This 
will multiply the benefits of the program after it ends. 
• The cluster approach is the most appropriate approach for working on rural tourism 
development programs. Through this approach, tourism offerings are improved to compete 
for potential tourists, innovation and competitiveness are increased in cluster businesses 
compared to those that work in isolation; there is a high degree of flexibility in organization, 
structure, and work mechanisms that lend themselves to the characteristics of the 
enterprises, their context and degree of development. This enables them to move from 
simple interchange of information and experiences to more complex and integrated actions to 
strengthen any areas or elements of the value chain where there are enterprises from the 
cluster. The approach enables the entrepreneurs to appreciate that, by working together and 
in unity, they can better develop the communities in the tourism sector and obtain higher 
income. It also reinforces the thinking that they need to be allied to achieve success. 
• The use of Information and Communication Technologies (ICT), including the Internet and 
social networks, cannot be absent from programs that support rural tourism development. 
These tools not only facilitate the operation of the enterprises, but also facilitate electronic 
development, promotion and sales. Moreover, they improve communication and coordination 
among cluster participants for the development of tourism products, shared promotion and 
marketing and development of training activities and exchange of experiences. 
• Using anchor enterprises to link urban and rural enterprises and large or medium with small￾scale enterprises results in improved development of tourism products, better and greater 
coordination among the cluster stakeholders and better development opportunities for all 
target enterprises. 
• Strengthening leadership in the local entrepreneurs is fundamental. Empowered and trained 
leaders, who have clear visions of their businesses and of the tourism value chain in their 
impact areas, and who know how to participate in the cluster, enable the programs to 
achieve important goals. These leaders also instill confidence in the sustainability and 
continuity of the work that they have initiated.
• These programs must seek changes in behavior related, among other elements, to the vision 
of the enterprise, with great importance and priority placed on its economic success in order 
to ensure sustainability. There is a need for joint work and for a cluster approach among 
53
leaders, entrepreneurs, unions, NGOs, programs and projects, public institutions, and 
national and local authorities, with the benefits of cooperation, coordination, and joint work 
between them, and with the different roles that each plays. Listening to the stakeholders is 
fundamental to achieving these changes; their opinions needs and demands must be taken 
into account. Feedback should be provided, validating the proposals that emerge from these 
exchanges, empowering the decision-makers and encouraging them to make decisions. This 
bottom-up approach with proper accompaniment is the approach that has the most chances 
of success in changing behaviors. 
• A successful formula for rural tourism support programs includes integrated support through 
different mechanisms such as: training, technical assistance, assessment – especially in the 
development of business plans as a better way of planning the economic development of the 
enterprises, sustainability of the businesses and programs -, internships for observation of 
more developed experiences, workshops and visits for exchanges of experiences among 
clusters, provision of information, grants for projects and equipment, and coordinated work 
among all stakeholders involved, all aimed at addressing the prioritized needs of the target 
group. 
• The incorporation of other stakeholders during the implementation of development programs 
for the rural tourism sector is highly recommended. These stakeholders may include 
professional associations, business associations, other development programs, local and 
regional authorities, and other businesses linked to tourism and government entities 
responsible for supporting tourism. This will make it possible to receive support and 
contributions. These other stakeholders may also disseminate and replicate the actions, 
proposals, and approaches of the program. 
• Some aspects or approaches that must not be excluded from these rural tourism support 
programs are the development of tourism products, the fostering of a tourism culture and an 
entrepreneurial culture, work on the value chain using the cluster approach, complementarity 
with other existing programs, the creation of alliances and networks, the promotion of the 
destination and its products, and the market-oriented and sustainability approach. 
CASE STUDIES
The evaluation team has selected the cases of: El Tisey Eco-lodge in Estelí; Kabu Tours in 
Pearl Lagoon; Apanás Tours in Jinotega; and blueEnergy in Bluefields. Annex No. 3 contains 
these case studies, which are objective examples of the impact that the program has had on 
different enterprises and social groups. Many more examples could have been presented, but 
these four are models of the benefits of the program. 
54
 
Managua, September 2013
1 
METHODOLOGICAL DESIGN AND EXECUTION OF THE FINAL 
PERFORMANCE EVALUATION OF THE CSTP
I. METHODOLOGICAL PROCESS
I.1. Methodological Approach Used in the Evaluation
A participatory methodology was used in the development of the consultancy, the Results 
Utilization-focused Evaluation was the methodological approach used in this evaluation. 
II.2. Description of the Evaluation Process 
The evaluation complied with the new USAID evaluation policy and responded to key questions 
from this agency, given the time and human resources for this activity. The consultancy was 
divided into four operational phases:
1. Execution of preparatory tasks.
2. Quantitative study and design of the evaluation.
3. Data collection (field work). 
4. Preparation and presentation of the Final Report. 
Figure No. 1 shows the different phases of the consultancy and actions that were undertaken 
during the process. The four phases of the process are described below.
Phase 1: Execution of Preparatory Tasks: 
Preparatory and organizational tasks were undertaken in this phase of the evaluation. 
Documentary information that is related to the program was collected, along with other 
information that USAID considered relevant. 
Interviews were then conducted with counterparts from USAID and from FHI-360 to establish the 
mechanisms for coordination with both. At these meetings, the partners designated a person to 
be the direct technical counterpart that dealt with the consultant team responsible for the 
evaluation. An analysis was conducted of the work to be done and a better and more precise 
definition of the actions to be implemented were developed, as well as of the evaluation process 
and its main elements. 
Also during this phase, key informants were be identified (people, groups, institutions and 
organizations connected to the program or related to the activities developed by the program), 
who would participated in the evaluation process. In particular, the presumed primary users of 
the evaluation results were identified. 
 
1 
 
 
1. Execution of 
preparatory tasks.
1.1. Compile 
documentary information 
on the project (logical 
framework; baseline 
study, if there is one; 
M&E system; annual 
reports; etc.).
1.2. Analyze all the
information compiled in the 
previous step; in particular, 
the baseline study, the 
logical framework and the 
M&E system for the project. 
1.3. Interview the 
counterparts from USAID 
and from FHI-360 and 
establish mechanisms for 
coordination with both.
1.4. More precisely 
define the evaluation 
process and identify key 
stakeholders in the 
project and evaluation. 
FIGURE No. 1
3. Data collection 
(field work). 
3.1. Organize the 
data collection and 
apply instruments. 
4.1. Formulate draft of the 
evaluation report, incorporating the 
contributions from the working 
meeting for reporting on the 
preliminary results, improving it and 
formulating conclusions, 
recommendations and lessons 
learned.
4. Preparation and 
presentation of the 
final report.
4.2. Present the draft 
final report to the partner 
and selected key 
stakeholders in a 
workshop, in order to 
obtain feedback.
4.3. Incorporate 
suggests and 
contributions from 
the partner into the 
draft of the final 
report.
3.2. Organize and implement interviews with the partners: FHI – 360 and 
USAID Nicaragua, as well as with public sector entities and private 
organizations and aid agencies that have been involved. 
3.3. Organize and implement survey, field visits and focus groups with the 
target population, representatives and stakeholders selected from clusters 
formed by the program.
4.4. Submit and 
present the final report 
to the partner.
Final Performance Evaluation of the "Conservation and Sustainable 
Tourism Program", 
Implemented by FHI - 360
2. Quantitative study 
and design of the 
evaluation. 
2.3. Conduct a 
preliminary quantitative 
analysis of the indicators 
for which there is 
information from the 
program. 
2.1. Design the methodology to be used for the 
evaluation and prepare a design matrix for the 
evaluation that includes each evaluation question 
and sub-question, providing information on: type, 
indicator to be used, objectives and standards, 
baseline study (if there is one), origin of the data, 
design strategy, sampling, data collection 
instrument, analysis to be performed.. 
2.4. Formulate the evaluation 
plan, including the work plan, 
methodology, proposed 
interviews, survey, focus 
groups, field visits, etc. and 
submit this to the counterpart 
for approval. 
2.2. Identify and/or adjust the 
indicators from the M&E system 
and other indicators to measure 
the project's objectives and 
results and to agree with the 
counterparts regarding the 
questions to which the evaluation 
will respond and the sources of 
information on them.
3.7. Organize and execute a 
work meeting to report on the 
preliminary results with the 
partner and key stakeholders in 
the program. 
3.4. Organize and implement the collection of additional information with other 
organizations and institutional stakeholders connected to the program
(regional, municipal and territorial governments).
METHODOLOGICAL DESIGN AND EXECUTION OF THE FINAL PERFORMANCE 
EVALUATION OF THE "CONSERVATION AND SUSTAINABLE TOURISM PROGRAM”
3.6. Organize and process the 
information, to ensure evaluation 
of the specific project 
intervention, conduct case 
studies and identify specific 
project interventions that have 
had greater success or impact on 
the beneficiaries and formulate a 
report on the preliminary results. 
3.5. Collect complementary information from the program records and other 
sources to complement the quantitative and qualitative analyses.
2 
Phase 2: Quantitative Study and Design of the Evaluation 
In this phase, the methodology to be used in the final performance evaluation of the program
was designed. A matrix was prepared of the initial evaluation design that included all the 
evaluation questions, which provided information regarding: type, indicator to be used, 
objectives and standards, baseline study, origin of the data, design strategy, sampling, data 
collection instrument, analysis to be conducted. 
The design of the evaluation utilized a mix of instruments to collect data and to respond to the 
evaluation questions. It included qualitative and quantitative data. It also included the questions 
proposed by USAID Nicaragua in the ToR regarding gender. Efforts were made to compile data 
from diverse sources and using different methods, cross-referencing this information in the 
analysis. The instruments designed included the following: (i) Guided and/or semi-structured
interviews; (ii) Focus groups; (iii) Case studies; (iv) Survey; (v) Visits and field observations; (vi) 
Documentary compilation and analysis
The survey was applied to a representative sample of the 154 business, which were program 
beneficiaries. It has a 95% confidence level and a +/- 8.46% margin of error, parameters that are 
appropriate for this type of evaluation. 
During this phase, the indicators from the Monitoring and Evaluation (M&E) system and other 
indicators were identified and/or adjusted to measure the program's objectives and results. In 
addition, agreement was reached with USAID counterpart regarding the questions to which the 
evaluation would respond and the sources of information on them. A preliminary quantitative 
analysis was conducted, of the indicators for which there was program information. Methodology 
used baseline data and compared final results and impacts obtained by the beneficiaries with 
the data and parameters in the baseline. This was done through the application of a survey, 
semi-structured interviews and focus groups with key personnel. 
To complete this phase, an evaluation plan was formulated. It contained the (i) work plan, (ii) 
methodology, (iii) proposed interviews, (iv) focus groups, (v) field visits, etc. and was submitted 
to the USAID counterpart and approved. 
Phase 3: Data Collection (Field Work)
In this phase, information collection was organized through the application of the instruments 
designed in the previous phase. The field work of the evaluation team had the support of FHI 
360 to obtain the interviews. 
The information was obtained from primary and secondary sources. Primary information was 
gathered from the target population and program stakeholders through a survey, interviews and 
focus groups. 
Interviews were organized and executed, following established protocols and using tools for data 
compilation and open, closed and semi-structured question formats. The interviews conducted 
included the following persons: 
• Interviews with representatives in USAID/Nicaragua:
− Ira Frydman, Agriculture Development Officer, Mission Environmental Officer.
• Interviews with program personnel (FHI 360): 
− Roberto Matus, Program Director – FHI 360. 
− Isa La Porte, Responsible of Communications. 
3 
− Eugenia Afonso, Program Assistant.
− David Ball, Responsible of Grants.
− Tania Castro, Responsible MIPYME Component.
• Interviews with strategic partners:
− María Teresa Cruz, Program Official, La Cuculmeca.
− Liza González, Paso Pacífico Director. 
− Mark Willuhn, AME Director.
• Interviews with representatives from the public and private sector connected to the program: 
− Zenayda Laguna, Executive Director CANTUR;
− Salvador López, Project Coordinator– ADENIC Estelí;
− Yamileth McDonald, Vice-Mayor Laguna de Perlas;
− Shelton Velásquez, INTUR Delegate, Laguna de Perlas;
− César Augusto Villareyna Saldivar, COMACO, Alcaldía of Yalí;
− Héctor Pastrán Lumbí, UMAS Coordinator (Municipal Unit of Water and Sewerage), 
Alcaldía de Yalí; 
− Arnon Arther Belbin, Enviromental Director Coordinator - SONATI;
− Claudia Vanessa Aguirre, President ANTUR;
− Edgard Castillo Rivas – Responsible CEN Bosawas;
− Julio Arce, Pedagogic Adviser – Alcaldía de Bluefields; 
− Alejandro Centeno, Enviromental Technician – Alcaldía de Bluefields; 
− Jimmy Pérez, Responsible for water and Sewerage – Alcaldía de Bluefields.
• Interviews with consultants hired by FHI 360 for training activities:
− Róger Solórzano, Vianica Director;
− Oscar Saúl Rivas Larios; Adviser in Architecture and Interior Design;
− Danilo Valerio, Consultant in Costs and Price structure. 
• Interviews with key actors in clusters and mini-circuits: 
− Georges Duriaux, Owner, Reserva El Jaguar; 
− Naraya Zelaya, Owner, Casita San Payo, San Rafael del Norte; 
− Gema Velásquez Valdivia, Responsible Eco-Albergue La Fundadora; 
− Felipe Zeas Rivas, Owner-Manager, Apanás Tours – Jinotega; 
− Alba María Blandón Rivera, Owner Buffet Lindo Día – Jinotega; 
− María Teresa Altamirano Castillo, Owner Café Hotel – Jinotega; 
− Amanda Rosa Tórrez Zeledón, Owner Restaurante La Perrera – Jinotega; 
− Luz Marina Herrera, Representative Cooperative San Expedito, Las Cureñas – Jinotega;
− Marisela Rodríguez, Owner Hotel y Restaurante Cualitlán.
• Interviews with private organizations, NGO, community organizations: 
− Mercedes Ocampo, Cabinet Coordinator, Barrio New York en Bluefields; 
− Elida Jiménez, Coordinator of the Departamental Tourism Cabinet; 
− María Elsa Gutiérrez, Responsible of Tourism in the Directors Executive Board, Estelí.
• Interviews with representatives of other projects and programs: 
− Joel Astruc – Programs Coffee Route and Volcan Route; 
− Ian Coronel, Centro Empresarial Pellas. 
• Survey to a representative sample of beneficiaries: 72 enterprises surveyed.
4 
Six focus groups were conducted with the participation of beneficiaries and representatives of 
the clusters formed by the program. They examined specific questions identified during the first 
phases of the evaluation. A question guide was prepared for the focus group, aimed at obtaining 
the perception of and information from the participants. 
In coordination with FHI 360, a selected number of successful beneficiaries was identified and 4 
case studies with greater success or impact on the beneficiaries were prepared. 
A survey was used, along with the other tools described above, to obtain input from the 
beneficiaries on some of the questions, which can only be applied through this instrument. Field 
visits were conducted for in situ observation of the impact of the program actions on the 
beneficiary population. These field visits were conducted simultaneously with the interviews of 
representatives of institutions and organizations involved with the program and parallel to the 
application of the data collection instruments. A field visit plan was developed and coordinated 
with FHI 360. 
Information was obtained through the application of the following four instruments, which were 
applied to a total of 159 informants. 
Table No. 8
Instruments applied and Target audience
Instruments Target Audience No.
1) Survey Program Beneficiaries 72
2) Interviews
USAID Representatives 3
FHI 360 Managers and staff 5
Program Partners 3
Representatives of other projects and programs 2
Representatives from the public and private sectors and 
enterprise unions related to the Program
12
Business owners and cluster leaders 9
Expert consultants hired by FHI 360 for training 
activities
3
Private and community organizations, NGOs 3
3) Focus Groups Program beneficiaries and cluster representatives 6 (43)
4) Case Studies Company owners 4
TOTAL 159
The compilation of information was implemented from the beginning to the end of the 
consultancy, in such a way that complemented the program records and other sources for 
quantitative and qualitative data for analyses. Besides, the evaluation team participated in two 
final meetings organized by FHI 360, the first related to the closing of the program and the 
second, was a meeting where lesson learned were presented. The information compiled 
covered all the indicators from the program planning matrix and responded to all questions 
defined for the evaluation. 
The effective participation of beneficiaries in the focus groups and the field visits was ensured 
with support from FHI-360. The focus group discussions centered on specific issues of interest 
to the evaluation: the execution of the program, its results and impacts. These confirmed the 
information collected in the documentary review and in the survey. The gender perspective was 
5 
included as a cross-cutting issue in the development of the evaluation; therefore, special care 
was taken to immerse this throughout the process (methodology, sample, instruments, etc.). 
The data was collected from diverse sources: documents, databases, statistics, institutional 
information, target population, management and technical staff from the institutions, experts, 
interest groups, professional associations, donors, and other relevant information. It was 
processed in such a way that the information could be cross-referenced. The information as a 
whole indicated the quality and quantity of progress, results and impacts of the program. This 
was done using qualitative and quantitative techniques. 
All the information was organized and processed, ensuring that the specific program intervention 
could be evaluated, performing case studies and identifying specific program interventions that 
have had greater success or impact on the beneficiaries. With all of this, a report on the 
preliminary results was formulated, containing findings, results and impacts, which was 
presented in a working meeting, with the participation of USAID counterparts.
 
Phase 4: Preparation and Presentation of the Final Report
Based on all the above and through a rigorous analysis, the final draft evaluation report was 
produced in Spanish. It incorporated contributions obtained in the meeting for feedback on the 
preliminary results, improving the report. Especially conclusions, recommendations and lessons 
learned. Key issues that were especially emphasized in the evaluation report included the 
degree to which the gender perspective had been implemented and broadened and the extent to 
which inequalities in the design and implementation of the program had been reduced. The 
report addressed the topics established by USAID in Annex No. 3 of the ToR. 
To complete the work of the consultancy, the final evaluation report was submitted to USAID 
representatives for their final analysis. After receiving their feedback, the consultant team 
incorporated the modifications deemed necessary and presented the final evaluation report to 
USAID. 
6 
Managua, September, 2013
7 
RESULTS 
• 154 companies strengthened. 
• 6,045 people have been trained in more than 270 sessions. 
• More than 250 members of 16 organizations have been strengthened. 
• 1,250 members of communities have participated in environmental education activities
• 3,500 beneficiaries have been made aware of conservation and environmental issues
• More than 15,000 Nicaraguans have had the chance to learn about tourism 
opportunities in the northern part of the country through social communications 
campaigns and social networks. 
SIGNIFICANT ACHIEVEMENTS 
1. Intensive Training Course for Local Guides, Nov. 2011 → 20 participants. 
2. Reproduction of Training Course of Guides to local guides (4 times) through University 
FAREM, SONATI and Matagalpa Tours/ La Cuculmeca. 
3. Intensive Course for Guides "Training of Multipliers", Nov. 2012 → 16 participants selected 
to offer the course using the trainer’s manual developed by the expert Dr. Sam Ham. 
4. Development of market intelligence tools for the destination level (identification of five main
market segments for the Norte Natural initiative).
5. Consolidation of information from the tourism value chain in Norte Natural, using 
information from various stakeholders at national and local levels, INTUR, other donors, 
etc.
6. Participation of local Tour Operators in FENITUR 2012 and 2013. The activity included 
individual advice on how to negotiate with international wholesalers, development of 
tourism products and packages, design and production of promotional material.
7. Generation of new business partnerships between local and national tour operators. 
8. Business Strengthening Program Phase I: "Five Steps to Improve My Business". (More 
than 30 sessions including follow up actions for each business → 105 participants)
1. Session – Tourism Culture
2. Session - Business Vision
3. Session - Business experience exchange in Costa Rica
4. Session – Marketing
5. Session - Operating my Business
9. Business experience exchange in Costa Rica → attended by 17 representatives of tourism 
businesses. Later, this group shared their experience and lessons learned 
with 84 entrepreneurs located in the seven mini-tours in Jinotega, 
Estelí and Somoto Canyon. Immediate changes in infrastructure and equipment in some 
companies was a consequence of this initiative.
10. Promotion and participation of rural enterprises at local fairs, business experience
exchange with other country's rural initiatives, development of business plans, 
improvement of business accounting systems, development of basic skills to communicate 
in English, technical assistance (workshops) on natural resource management (mitigation / 
forest fire management, agroforestry and nursery development, watershed management, 
pollination and food security)
8 
11. Analysis of Biodiversity Threats in five priority areas. Socialization of findings with 
stakeholders, organizations and entrepreneurs.
12. Six studies: Biological Evaluations of Mammals, Birds, Reptiles, Amphibians, Butterflies 
and Plants, made in protected areas: Somoto Canyon and Reserve Tisey - Estanzuela.
13. Coast cleaning (Bluefields, Apanás). 
14. Environmental education workshops for children from 3rd and 4th grade and rural 
households. 300 children from seven rural schools were sensitized on environmental 
practices and principles.
15. 11 Ecological toilets installed in communities surrounding Lake Apanás.
16. Business Strengthening Program Phase II:
a. Costs and Prices workshops: 73 companies participated. 
b. Marketing Week: 85 companies attended (corporate image, logos, Facebook, websites, 
brochures, flyers, business cards, focus on market segments.) 
c. Counseling of Architecture and Interior Design: 77 companies attended.
d. Sustainability Best Practices: 70 companies attended.
17. Eight grants awarded for implementing Projects:
i. “For the Right to Clean Water and a Healthy Environment", implemented by NGO 
BlueEnergy in Bluefields.
a) Product: Construction and installation of 300 water filters in Bluefields
b) Product: Campaign Launch "Bluefields Limpio," a multi-stakeholder initiative that 
included the participation of 15 schools, universities, government ministries, local 
organizations, and community leaders. 
ii. "Sustainable Use of Biodiversity Resources in the Wildlife Refuge Pearl Cays",
implemented by the NGO Wildlife Conservation Society (WCS) in Pearl Lagoon. 
a) Product: Establishment of "Kabu Tours", a tour operator company founded and 
run by a group of former turtle fishermen.
iii. “Center for Sustainable Tourism" implemented in Estelí by ASDENIC. 
a) Product: Establishment of a Center for Sustainable Tourism. 
iv. “Verde Eventos y la Naturaleza Vive”, a tourism alliance among Apanás Tours, 
Soda El Tico and ViaNica (Jinotega and Esteli) for conducting three events. 
a) Event: "MTB Datanlí - El Diablo Challenge" mountain bike race, implemented by 
"VerdEventos" with support from the National Chamber of Tourism of Nicaragua 
(CANATUR). At least 300 people, including participants and companions, visited 
Jinotega for the event.
b) Event: "Kayak challenge and Paddle Apanás", a kayak rowing race implemented 
by "VerdeEventos" with CANATUR support, held at Lake Apanás, Jinotega. More 
than 300 people, including participants and guests, visited Lake Apanás for the 
event.
9 
c) Event: "Off Road Running Challenge", a race type "mudder" in Esteli, 
implemented by "VerdEventos" supported by CANATUR. At least 200 people, 
including participants and companions, visited Esteli for the event.
v. “Summer Camp: Developing Potential”; "implemented by Eco Camp Expeditions in 
Jinotega and Esteli.
a) Product: Development of a Summer Camp for college students. Attracting tourists 
to a new market in northern Nicaragua and teaching participants on topics such 
as environmental protection, empowerment and gender equality. 
vi. "Norte Verde: Intimate and fresh entails of Nicaragua". Implemented by 
CANATUR in Jinotega and Estelí. 
a) Product: Alliance among 13 companies in the north of the country, with the 
support of CANATUR and Vianica.com, which launched four new innovative 
tourist packages.
vii. Web Site "EcoNica.org", in the style of TripAdvisor, for rural businesses in Jinotega 
and Estelí. Implemented by SONATI Nicaragua Association (Jinotega and Esteli). 
viii. "Diriangen's Race: Apanás", organized by Multipurpose Cooperative Juan Bautista 
Midence (Apanás Lake, Jinotega), a "mudder and survival" type race.
Some Testimonials from Program Beneficiaries 
• Leopoldo Flores, Tour Operator: "You are already part of a tourism revolution that is 
happening in northern Nicaragua. We have taken good steps to compete with a 
better image."
• Felipe Zeas, Apanás Tours: "Excellent, super helpful. You have totally changed the 
strategic thinking of all of us." 
• Ana Herrera, Comedor Las Esquinas: "The best training I have received in my life. 
Thanks to FHI 360, Roger and his designers, I got the best logo and the best slogan I 
ever imagined". 
• Naraya Zelaya, Casita San Payo, San Rafael del Norte: "Totally different! We think 
we know everything, but today I learned many new things, and I understand the 
subject better. I have attended many courses on Tourism Culture, but this is
completely different."
• Elida Jimenez, President of the Departmental Tourism Cabinet in Jinotega and owner 
of Soda El Tico: "We must seize the support that this USAID program is giving us. It's 
what we wanted to have for years. It is true, we have worked hard, Jinotega is not 
like 10 years ago, we have made progress but there is still much to do. The
leadership component, the support to SMEs and all other activities that the program 
has implemented will comprehensively strengthen us. 
• Nohelia Cerrato, Ecoposada El Tisey: "It was excellent. Those who knew something
polished their knowledge. In 12 years I think it is the only program that has hit the 
mark, with the five steps and Marketing Week."
• William Vasquez, Finca El Carrizo, Tisey: "It was useful, practical and grounded to 
our business. The Program brought a professional team and we want to continue. 
I've had other training but none to this magnitude."
10
• Aldwin Torres, Restaurant Amazon in the urban sector: "We are advertising and 
opening windows to the world. Now we have Facebook, slogan, logo. We want more. 
We were 20 years in the market and in a few days we got our first logo and we have 
focused our goals." 
• Eliodoro Miranda ASOPASN Guide - La Garnacha: "I updated my Facebook; I 
learned many things and decided to think in my own business." 
• Vilma Altamirano, Restaurant Axihuayán: "It was a scientific support and I learned it 
in Spanish, in my language, so I can easily express what I think. It lifted my spirit on
those days by forcing me to create, to reborn and to become empowered".
• Alba Blandon, Buffet Lindo Día: "It was a week of landing to learn, break the ice and 
talk loudly, to throw us into the world, getting the tools that will make us more 
recognized."
• Xinia Gutierrez, Terraza Café Lounge: "The seminar was a wakeup call. We were 
asleep on our laurels. We realized that we have a million customers who do not know 
us, because we are not using the tools to contact them." 
• Amanda Rosa Torrez, Restaurant Kennel: "I appreciate all the support received from 
FHI 360. There are things that are intangible to assess, one of these is knowledge. 
You don´t have any idea how the support provided by the program has helped me, 
especially on corporate image and good practices, which were issues I had not paid 
any attention before.”
11
Managua, September 2013
12
BUILDING THE ROAD TO SUCCESS 
The municipality of Estelí is the 
capital of the province of the same 
name and is located 148 
kilometers north of Managua. In 
2011, the population of the 
municipality of Estelí was 
estimated at 125,484 inhabitants. 
The municipality of Estelí is 
located in the North Central 
Region of Nicaragua and is one of 
six municipalities in the province of 
Estelí. It is the major center of 
trade and services for the 
Segovian Region. Goods and 
people must pass through Estelí to 
reach the other provinces of the 
region and the border crossings 
with Honduras. Physiographically, 
it belongs to the highlands of the 
interior, in the mountain valley of Estelí. It is a kind of open amphitheater to the north, bordered 
on the east and west by the Estelí Plateaus, flat peaks and very steep slopes known as the 
Moropotente Plateau in the east, where there are microclimates in areas such as Miraflor, Santa 
Cruz, Quiabú, Tomabú and La Montañita, Tisey, La Estanzuela. These areas have potential for 
rural tourism and some have been declared protected areas by Ministerial Decree, for their 
scenic landscape and the presence of important fauna species. 
These areas, particularly the mountainous areas, have opportunities for recreation combined 
with a pleasant climate, offering attractive living conditions. 
The El Tisey Estanzuela Reserve is located some 10 
kilometers from the city of Estelí and is an almost 
required destination for those that visit northern 
Nicaragua. This reserve includes pine trees, tropical 
oaks, flowers, white-tailed deer, armadillos, 
woodpeckers, magpies, rocks and cliffs. The tourist is 
able to contemplate the beauty of nature in this 
reserve, such as the famous La Estanzuela Waterfall, 
some 35 meters high. El Tisey's territory reaches 
altitudes of up to 1,550 meters. It is surrounded by 
natural resources that make the tourist's visit an 
adventure with nature, including the following 
attractions:
a) Rivers: Río Estelí
b) Hill: Cerro Tisey
c) Waterfalls: El Salto de La Estanzuela
d) Primary forest: Reserva El Tisey
e) Secondary forest: In farms.
Salto de la Estanzuela – Estelí
Ciudad de Estelí
13
f) Caverns: Apaguaji Cave
g) Others: Reserva Natural Tisey - Estanzuela, Broadleaf Forest. 
THE ECO-LODGE EL TISEY
El Tisey Farm belongs to the Cerrato family. Nohelia, along with 
the members of her family, had the vision of devoting part of El 
Tisey Farm to tourism. This 80-manzana farm is located in El Tisey 
- Estanzuela Natural Reserve. This was the result of her 
participation in a workshop on natural resources conservation in 
2002, giving rise to a microenterprise to provide food service for 
visitors within the protected areas of the reserve and to help 
conserve the environment. Over time, they created El Tisey Eco￾lodge, with offers lodging, along with food and beverage services 
from a rural home-style kitchen. At the same time, they continue farming their land with products 
that grow in the area: mainly vegetables, bananas, plantains and citrus fruits.
The microenterprise was at a static point, without much movement. Tourists were not coming to 
the area, there was no variety in the services that they offered; peopled stayed only one day; 
there were no additional activities and each tourist had to bring or seek out their program of 
activities on their own. Nohelia was not finding possibilities for tourism or alternatives for growth 
due to her lack of knowledge about the development that sustainable tourism could provide. 
With a will to move forward, Nohelia learned about the FHI 360 Program in 2011. She began to 
attend all the training sessions, a total of 14, where she also contributed her knowledge about 
the environment and the context. She had a business plan that she had never put into operation 
and the program experts gave her the technical assistance needed to "put wheels" on her 
project. In addition, the encouragement that she received through a grant from the Conservation 
and Sustainable Tourism Program (CSTP) enabled her to broaden the horizons of her business 
and she began to work on several initiatives in order to revitalize the product - destination and, 
thereby, the businesses of the area. This included the following actions:
• Improvement in the Quality: With the business plan, she made improvements in the quality 
of rooms for guests, trails, food and beverages. Currently, she provides lodging for up to 35 
people and has added six rooms for guests. 
• Expansion of Services: With the grants, she received camping equipment and bicycles, 
made improvements to the trails and signs on the roads, improved the entrance and the 
parking facilities. In alliance with different stakeholders from the Tisey region, she created 
several circuits, thereby benefiting all the stakeholders in the Tisey circuit. 
• Improvement of Image: She created a new logo, with the registered 
trademark of TISEY. She has a presence on the Internet and a Facebook 
page, and now she can hold events in her facilities.
• New Products: As a result of the revision of the business plan and with expert 
technical assistance, she has launched new products for visitors:
o Astro-tourism. 
o Spa, Massages: These are being fully developed to be ready for the peak season.
14
o Craft Workshop for Women: Still under construction.
o Peasant Museum. 
o Auditorium: To celebrate cultural 
events; with a capacity of 60 people. 
o Agro-eco-tourism: Explanation of 
agricultural and environmental 
conservation activities. 
o Tour of the Tisey Trail: Migratory bird 
watching, viewing of more than 30 
varieties of orchids, scientific studies.
o Tour of the Community of La 
Garnacha.
o Hikes to La Estanzuela Waterfall.
o Participation in Farm Chores: Milking, baking, preparation of local foods.
o Coffee Harvesting and Cupping Processes (only in season).
Before the program, El Tisey Eco-lodge had six permanent employees. Now it has 10 
permanent employees, for an increase of 60%. This does not include temporary employees, 
such as guides for the trails, since these are occasional services; although statistics on this are 
not kept, it is estimated that there are some five additional staff members per month. Income has 
increased by 25% due to the program intervention. These are family businesses; therefore, the 
four owners are not included as employees. 
Nohelia expects to continue along this road that she opened with her family, in order to 
strengthen family ties and to contribute to the ongoing development of her region.
Accompaniment in promotion has brought a larger number of visitors to El Tisey; according to 
data from the Nicaraguan Tourism Institute (INTUR), the number of visitors has risen by 18% in 
the 2012-2013 period. The income of the business has increased and the prospects for the 
future are very encouraging. Nohelia believes that, "Now I have a better vision of my 
business. The program was extensive and comprehensive, and was interested in 
collaborating with the businesses, both in training and in supplying materials for our 
development”.
15
LEAVING A MARK THROUGH TOURISM IN JINOTEGA
I. CONTEXT
The municipality of Jinotega is located in the province of Jinotega and is located 168 kilometers 
northeast of the city of Managua. It has an area of 1,119 square kilometers. The total population 
is 77,222 inhabitants, with a population density of 69 inhabitants per square kilometer.
The predominant climate of the municipality of Jinotega is highland tropical savannah. The 
median temperature ranges from 19° to 21° centigrade. Rainfall varies from 2,000 to 2,600 
millimeters. The municipality is comprised of mountains, hills, valleys and high plateaus. 
Most of the municipality's population works in agricultural and livestock activity, involved in 
growing coffee, beans, corn and vegetables. There are a total of 180.1 manzanas planted.
The main tourist attraction 
in this municipality is 
Apanás Lake, which is an 
artificial lake with an area 
of 51 square kilometers. It 
was built to generate 
electricity, using a tunnel 
and turbines. 
El Dorado Lake is also 
located in the municipality, 
with an area of three 
square kilometers. The 
lakes are separated by the 
Asturias Dam, 25 
kilometers from the city of 
Jinotega. 
The peaks that surround the city adorn the topography. La Cruz Hill is a great tourist attraction, 
due to its singular and elevated rocks, with a cross placed on its highest rock. There are also 
swimming areas in rivers close to the city. 
II. APANÁS TOURS
The Apanás Tours Company was created in the municipality of Jinotega by its owner and 
manager, Mr. Felipe Zeas, agronomist, whose experience was exclusively in field work. Over 
four years, he worked as the general manager of the Cooperativa Humedal Apanás, an 
organization that brings together an influential group of coffee growers in the city of Jinotega. In 
his daily work, he traveled through all the communities of the municipality and a good part of the 
province of Jinotega. These occasions gave him the opportunity to visit attractive locations with 
potential for tourism. 
Gradually, Mr. Zeas established that Jinotega needed someone to publicize these places with 
potential for tourism. Thus, in his free time, he began to structure a project profile for what is 
today Apanás Tours. In August 2011, he resigned from his position in the Cooperativa Humedal 
Lago Apanás in Jinotega
16
Apanás, convinced that he would find success in his new challenge, even though he had never 
before ventured into the tourism sector. 
The initial vision of Mr. Zeas was to work as a tour guide and not as a tour operator company, as 
he did not have the resources to establish an office, or equipment, or infrastructure. He only had 
a computer in a briefcase, which became his primary work tool. He got to work and began 
visiting hotels and tourist attractions in Jinotega to inform tour companies that he was promoting 
tourism and that he wanted to work with them. With funds from his severance pay, he developed 
some brochures to provide information about himself as a tour guide and to publicize this. 
At that time, Mr. Zeas did not have any knowledge about techniques for giving guided tours, so 
he began to seek information and to train himself. After a few months, he was told that an 
assessment was underway of the tourist services in Jinotega and that he was the only tour 
operator in the province. Thus he was invited to a meeting and, in that moment, Apanás Tours 
was born. He was no longer considered just a tour guide, but was now a tour operator in 
Jinotega.
Fortunately, the beginnings of his company coincided with the timing of the Conservation and 
Sustainable Tourism Program (CSTP), executed by FHI 360 with financing from the United 
States Agency for International Development (USAID) and the development of its training 
activities in Jinotega. The support from the program helped him define his vision for the future 
and motivated him to maximize his personal availability and efforts to consolidate the company. 
He attended most of the training sessions that were conducted by the CSTP, which 
strengthened his enthusiasm and dedication. This also helped by providing knowledge, 
competencies and tools which, put into practice, strengthened Apanás Tours, a company that is 
now well-known in Jinotega and well publicized in the tourism sector. 
After beginning with only a computer and a briefcase, Apanás Tours now has a rented office, a 
truck and an additional staff person, who was also trained by the CSTP. This person has 
specialized as a local tour operator (local tour guide) though the training received. The company 
also has another local guide available as warranted by demand. 
In addition to strengthening capacities through training, Apanás Tour received a grant from the 
CSTP, which it used to procure equipment necessary for the development of its activities as one 
of the most important local tour operators in Jinotega. With that grant, Apanás Tours has 
diversified its tourism products, It now has four mountain bicycles, five safety helmets, two 
double kayaks, three single-person kayaks, seven life jackets, two two-person tents, two four￾person tents, one laptop computer, a printer with a scanner, three first aid kits for medical 
emergencies, and publicity materials. Administratively, Apanás Tours is in the process of 
establishing the accounting system for the company. For this, it will be contracting the services 
of a part time accountant.
17
The consolidation of the company has led to the involvement of Apanás Tours in developing 
and executing three major tourism promotion events in Jinotega with CSTP funds: (1) Datanlí – 
El Diablo Mountain Bike Challenge; (2) Kayaking and Rowing Challenge in the Apanás Lake; 
and (3) Off-road Running Challenge in Tisey, Estelí. These events opened the doors for Apanás 
Tours to become known, at the local as well as at the national and international levels, enabling 
it to establish contacts and strategic alliances with different companies and organizations that 
work in the tourism sector. 
At the beginning, Apanás Tours had 
approximately twenty thousand 
cordobas in assets; currently, it has 
approximately two hundred and 
twenty thousand cordobas - an 
increase of 1,100%. Mr. Zeas has 
increased his monthly income by 20%; 
he is the owner of the company, 
he is generating employment and his 
tour operator services are increasingly 
in demand. 
With all this, the prospects for this 
company are for sustained and solid 
growth. As the owner of Apanás Tours, Mr. Zeas believes that the support received from the 
program was fundamental to the development of his company and the position that it occupies 
as a recognized and benchmark tour operator in Jinotega.
Apanás Tours office and its proud owner, Eng. Felipe Zeas
18
FROM TURTLE FISHERS TO TOUR OPERATORS 
I. CONTEXT
The municipality of Pearl Lagoon is part of the South Atlantic Autonomous Region (RAAS). It is 
located 475 kilometers from Managua, the capital of the country. It has an area of 3,876 square 
kilometers and a population of 7,413 inhabitants with a population density of 3.78 inhabitants per 
square kilometer.
Pearl Lagoon has a tropical forest climate. This climate is prevalent in the lowlands of the 
Atlantic Coast, especially the southeastern coast. It is the most humid area of Nicaragua and 
records the highest levels of annual precipitation at 4,000 millimeters. The maximum 
temperature is 37°C and the median temperature for the coldest month is above 18°C.
The area of Pearl Lagoon was originally inhabited by a Kukra ethnic population, belonging to the 
Ulúa Group, extending to the south of the Pearl Lagoon Basin and the Corn Islands. In the 
second half of the seventeenth century, they began to mix with Africans who came to the 
Americas as slaves. Later, their predominance was interrupted by the expansion of the Miskito 
ethnic group which, in alliance with English pirates, subjugated them until they were absorbed 
and became extinct. 
Between 1824 and 1842, the Miskito monarch, Robert Charles Fredrick, had his residence in 
this area. In 1860, the Reserve of the Mosquitia was created on the Atlantic Coast of Nicaragua 
through an agreement between the British and U.S. governments in which Nicaragua had no 
part. Pearl Lagoon was a part of this reserve, as the second largest city in it. In 1894, the 
government of Nicaragua incorporated that reserve into the national territory, extinguishing the 
Miskito monarchy, and Pearl Lagoon became part of the province of Zelaya.
 
As a municipality, Pearl Lagoon owes its name to the lagoon of the same name, situated 
approximately in the center of the territory and serving as the main source for subsistence.
The municipality of Pearl Lagoon is comprised 
of 16 rural communities and the municipal 
seat.
It includes the Pearl Keys, a group of 18 
islands with coconut trees and very white sand 
beaches with bands of coral reefs, measuring 
50 square kilometers overall and situated 
some 15 miles east of the coast in the 
Caribbean Sea.
This area is rich in fish and very important in 
the marine eco-system. It forms part of the 
indigenous ancestral lands. The Miskito 
people fish for green sea turtles in this area. 
Currently, these keys are the center of a legal controversy between indigenous authorities and 
conservationists on the one hand and, on the other, a foreign investor who claims to be the 
One of the Pearl Keys
19
owner and has put them up for sale. The Nicaraguan government has intervened in the dispute 
as the national laws establish the inalienable nature of this type of resource. . 
The Miskito community of Kahkabila is 
located in Pearl Lagoon. Its Miskito name 
means "mouth of the kaka plant", a thin and 
thorny palm which is plentiful in the area. 
The community of Kahkabila is located 
approximately one hour from Pearl Lagoon 
by motor boat across the lagoon. It has a 
population of about 920 inhabitants and an 
area of three kilometers along the coast of 
Pearl Lagoon.
There is a school in the community used for 
primary school classes in the morning and 
first through fourth year of secondary 
school in the afternoon. There is also a 
health post in the community that is currently not operating due to a lack of personnel. 
. 
KABU TOURS
The 11 youth that comprise Kabu Tours Cooperative live in Kahkabila. This cooperative was 
formed with a grant from the Conservation and Sustainable Tourism Program (CSTP), 
implemented by FHI 360 and financed by the United States Agency for International 
Development (USAID). This grant was executed through the Wildlife Conservation Society 
(WCS), a non-governmental organization (NGO) with its office in the municipality of Pearl 
Lagoon. 
The WCS has been working for twelve years on the Caribbean Coast and in Pearl Lagoon, 
developing a sea turtle conservation program throughout the Nicaraguan Caribbean under an 
agreement with the Ministry of the Environment and Natural Resources (MARENA). The WCS 
works on projects to monitor the fishing of green sea turtles and the nesting of the hawksbill sea 
turtles. When it began its work, the WCS worked on the scientific aspects to understand the 
biological and conservation issues. Recently, it has placed more importance on incorporating 
economic alternatives to reduce the pressure of turtle fishing and achieve the conservation 
objectives. 
In 2012, the WCS obtained US$25,000 in funding from the United Nations Environmental 
Program (UNEP) for a project for conservation of biodiversity through tourism. With that, the 
economic alternative component began with a pilot tourism project, creating a tourist product for 
turtle watching. However, there is a concern about the number of fishers who could commit to 
reducing turtle fishing based only on this tourism product. Based on that experience, financing 
was sought and obtained from the CSTP in order to expand the proposal for tourism products to 
two additional products, for a total of three products: turtle watching, coral reef viewing and 
community-based tourism. 
The financing from USAID was used to develop the products: coral reef viewing and community￾based tourism. In addition, a component was added for the development of capacities to provide 
good quality tourism services, a process that is more long-term, considering that the target group 
Entrance to Kahkabila Community in Pear Lagoon
20
members were fishers and converting fishers into tourism service providers was a fairly 
significant challenge. 
The Kabu Tours Cooperative was organized 
and constituted by 11 turtle fishers who 
became direct beneficiaries of the CSTP. All 
but one of them are heads of their families and 
live in the community of Kahkabila. They met 
the requirements for registration as a 
cooperative: they received 40 hours of training 
in cooperative principles, they manage a bank 
account, they developed statutes, they elected 
their board of directors. They only lack 
registration as a cooperative, which is in the 
hands of their legal advisor who is processing 
the requirements. 
With the support from the CSTP, all the 
members of Kabu Tours received training 
courses on biodiversity and conservation of 
species, ecology and conservation of reefs, 
identification of marine species, food service and hospitality, and snorkeling, obtaining 
international certification for the latter. They also received first aid courses and are now certified 
in this. Furthermore, they received specific training on operations management and financial 
management, provided by FHI 360. 
In addition, as part of the training, the program paid the costs of trial tours, where the youth from 
Kabu Tours could put their learning into practice in a real way with foreign tourists. The process 
of strengthening the cooperative included the environmental education component with the 
community of Kahkabila, given that all the members of Kabu Tours are fishers but are also part 
of a community. That community must be receptive to tourism and understand why tourism is 
one of the best alternatives for them. This environmental education program involved training 
seven primary and secondary school teachers and members of the community (some 100 to 150 
people). Most of them are leaders and heads of households and include a group of women who 
manage a community lodge, which is used to provide services to the tourists that are served by 
Kabu Tours.
To complement the training, work was done on issues related to protocols for good practices 
and safety for people who transport tourists to the Pearl Keys. For this component, the group of 
beneficiaries was expanded to the town of Pearl Lagoon, as part of the program is the 
conservation of the Pearl Keys site and the good practices protocol explains how to conduct 
oneself in that place. That effort included a group of four tourism providers that make trips from 
Pearl Lagoon to the Keys, the seven members of the communal government, the territorial 
government (10 people), and the Municipal Council of Pearl Lagoon (14 members). They heard 
presentations on the topics related to good practices and safety protocols for the Pearl Keys. 
The financing provided by the program totaled C$1,625,818. In addition, the program financed 
the equipping of Kabu Tours, providing equipment for boats and for the maintenance of the 
outboard motors, equipment for snorkeling, life jackets, cooking equipment and table settings, as 
well as camping equipment (tents, mats, portable toilets), and first aid supplies. Another 
Some members of Kabu Tours. From left to back row: John Swart, 
Wilbert Swart, Róger Penglas, David Hodgson, Ruben Swart and
Mariano Penglas. Front row, from left to right: Edward Ghart, Mark 
Humphries y Sergio Humphries.
21
important contribution by the program was the production of publicity materials, contributing to 
the design of the web page, a banner and brochures, etc.
All the support that has been received from the program for publicity materials has served to 
promote the project, with good outreach nationally and internationally, generating a fair demand 
for the services offered. This represents economic income that they did not have previously, as 
they only fished for turtles to feed their families and sold just a minimum amount of the product in 
the community. It was a subsistence economy with very little income. In contrast, now they have 
jobs, they are members of a cooperative and obtain income. As a result, they are very motivated 
and empowered by their new activity, with a desire to improve and move forward. 
As a consequence of all the support received, Kabu Tours has become the only tour operator in 
Pearl Lagoon that has the capacities and equipment to provide quality services to tourists and to 
sell the three tourism products designed for that area. 
The members of Kabu Tours, who previously were turtle fishers and were considered predators 
of that species, are now aware and committed to the care of the turtles and to good 
management of natural resources. At the same time, they are raising the awareness of the 
members of the community of Kahkabila, of Pearl Lagoon and of the tourists about conservation 
of biodiversity and the sustainable management of natural resources. They have proven that this 
is not incompatible with the economic activity of tourism that they are undertaking as the main 
means of support for them and their families. 
It is clear that they are now in a better situation (trained, aware and equipped) to develop tourist 
activities, always taking care to do so while implementing practices for the sustainability of 
resources, in order to leave a legacy to the new generations. 
Their next steps, they say, are to acquire an office site, purchased or rented, in Pearl Lagoon for 
the tour operator and to become registered and legally constituted as a cooperative. They are 
also convinced that a key aspect for success is publicity. Thus, they will maintain the spaces for 
publicity that the program has left them, but also intend to continue investing in strategic 
publicity. In addition, they are seeking new alliances with different national and international 
organizations that work in tourism and in conservation and care of the environment, in order to 
become stronger as a cooperative and to multiply all of what they have learned to support the 
community of Kahkabila and the municipality of Pearl Lagoon.
22
BREAKING BARRIERS FOR A MORE EQUITABLE AND 
SUSTAINABLE WORLD
Bluefields:
Bluefields was founded in 1602, the year in which 
the Dutch pirate, Peter Blauvelt, began to use the 
site as his base of operations. Later, the British 
arrived, and today one can observe the architectural 
style of homes lived in by the colonists of that time, 
as well as the presence of religious groups. 
The total population of Bluefields is approximately 
90,000 people, divided among the urban (80%) and 
rural populations (20%). The latter live in the 
communities of Rama Cay, Dokuno, Tursuani, Río 
Kama, Mahogany, Barcelona, Kukra River, Caño 
Negro and El Bluff.
There are six ethnic groups 
living in Bluefields. The 
majority are mestizos, who 
today are not only those that 
emigrated from the northern, 
central and Pacific areas of 
Nicaragua, but also those 
who are descended from the 
mix of Rama, Miskito, 
Creole, Ulwa and Garífuna 
ethnicities with the mestizos 
that moved to the Caribbean 
in previous years. 
Bluefields lacks the 
organization of proper urban 
planning. The city center is 
comprised of 17 neighborhoods, including Old Bank and Cotton Tree, the oldest of these. 
Blue Energy
In 2002, as a result of his participation in the course on “Entrepreneurship in the Developing 
World”, at the Massachusetts Institute of Technology (MIT), Mathias Craig developed a business 
plan for blueEnergy, a non-governmental organization (NGO) to help develop business ideas for 
the less developed population of the world. This business plan was created and presented to the 
MIT Business Plan Program in 2002. Of 128 projects, only 10 were selected, including 
blueEnergy, which was the winner in the Global Markets category.
 
Palo de Mayo dance in Bluefields, one of the 
most known cultural activities 
Panoramic view Port of Bluefields
23
After his graduation, Craig spent 
the summer of 2003 working full 
time on blueEnergy. He assembled 
a dynamic team to embody the 
blueEnergy Association, which 
began its work in Nicaragua in May 
2004. A French partner 
organization, ER&DE, was created 
in 2004 to strengthen European aid 
for the project. In 2007, blueEnergy 
was officially registered as a non￾profit international organization 
operating in Nicaragua. 
Under the premise that all people 
deserve the opportunity to improve 
their lives and the lives of the people that surround them, the Conservation and Sustainable 
Tourism Program (CSTP) provided a grant to blueEnergy to create opportunities in some of the 
most challenging contexts of the city of Bluefields, where more than 50% of the communities do 
not have potable water and the public services are highly deficient. A study had determined that 
98% of the wells for drinking water were contaminated with coliform bacteria. The grant was to 
(i) provide environmental education on the management and recycling of waste, training to 
provide alternatives for the management of solid waste and to help reduce the high levels of 
water pollution and risk of disease; (ii) provide bio sand filters to manage access to potable 
water, hygiene and sanitation; and (iii) strengthen the municipality and institutions to develop 
self-management capacities. 
The plan made the following interventions in conjunction with the government of the South 
Atlantic Autonomous Region (RAAS):
• Implementation of appropriate technologies to improve the conditions for access to potable 
water, hygiene and sanitation in Bluefields by supplying 350 bio sand water filters, which 
were built by the local members. These families, living in 10 neighborhoods, are now using 
the filters that provide them with access to clean drinking water. 
• A solid waste management plan, which has been promoted and adopted by the municipal 
government of Bluefields, 10 schools and 1,000 families in 10 neighborhoods. In addition, 
educational manuals have been produced and distributed in the 10 schools. With the 
collaboration of the municipal government, clean-up days were organized in each of the 18 
participating neighborhoods, which received clean-up kits. 
This model of intervention for human development has become the joint working model for the 
authorities (municipal government), the national government (the Ministry of Health and the 
Ministry of Education), the community (Potable Water and Sanitation Committees - CAPS), 
beneficiaries (sweat equity construction), and the partners, which are blueEnergy and FHI 360. 
This has improved access to water and sanitation for the community of Bluefields, thus creating 
an opportunity to move toward sustainable development. 
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