Bolivia Ecotourism Assessement

Home , Chicaloma, El Fuerte de Samaipata, Pacajes Province, Palca Municipality, Pocona, Quime

Final Report

Bolivia Ecotourism Assessment

February 2002

Carrasco National Park

Task Order No. 823 Contract No. PCE-I-00-96-00002-00

Bolivia Ecotourism Assessment

February 2002

Prepared for USAID/Bolivia

Prepared by International Resources Group

Team Members William J. McLaughlin, Regional Tourism Planner, Team Leader, IRG Alberto Abastaflor, Tourism and Pasto Grande Specialist, IRG Jose Courrau, Protected Area Management and Human Capacity Building Specialist, IRG Andy Drumm, Ecotourism Specialist, Ecotourism Director, The Nature Conservancy Steve Edwards, Ecotourism Specialist, Americas Region Manager, Ecotourism Department, Conservation International Peter McFarren, Private Sector Business Analyst, IRG Barbara Rossmiller, Business Management Analyst, IRG Ryan Taylor, Site Design/Small Business Specialist and Community Development, Associate Director, Peace Corps/Bolivia

Environmental Policy and Institutional Strengthening Indefinite Quantity Contract (EPIQ) Partners: International Resources Group, Winrock International, and Harvard Institute for International Development Subcontractors: PADCO; Management Systems International; and Development Alternatives, Inc. Collaborating Institutions: Center for Naval Analysis Corporation; Conservation International; KNB Engineering and Applied Sciences, Inc.; Keller-Bliesner Engineering; Resource Management International, Inc.; Tellus Institute; Urban Institute; and World Resources Institute

Contents

Acronyms ...... iii

Executive Summary...... iv Placing Assessment Regions in Context of Worldwide Ecotourism Development ...... iv Ecotourism Product Positioning and Competition...... v Ecotourism and USAID’s Strategic Objectives...... v Summary of Key Findings...... vi Conclusion...... xi

1. Introduction ...... 1 1.1 Scope of Work...... 1 1.2 Purpose and Objectives...... 1 1.3 Ecotourism ...... 2 1.4 Context ...... 5 1.5 Distribution of Benefits...... 8 1.6 Assessment Methodology ...... 9

2. Chaco/Kaa-Iya del Gran Chaco National Park Assessment Region...... 11 2.1 Regional Perspective...... 11 2.2 Existing Tourism Patterns—Points of Entry...... 13 2.3 Socio-Economic Indicators...... 13 2.4 Ethnic and Gender Opportunities ...... 13 2.5 Biodiversity and Conservation Concerns...... 14 2.6 Economic Reality—Trends, Investments ...... 15 2.7 Existing Tourism at the Portal Level...... 15 2.8 Strengths and Weaknesses—Chaco/Kaa-Iya del Gran Chaco National Park...... 17 2.9 Potential Ecotourism Products and Packages...... 18 2.10 Conclusions ...... 20 2.11 Recommendations ...... 21

3. Amboro National Park Assessment Region ...... 24 3.1 Regional Perspective...... 24 3.2 Existing Tourism Patterns—Points of Entry...... 25 3.3 Socio-Economic Indicators...... 26 3.4 Ethnic and Gender Opportunities ...... 26 3.5 Biodiversity and Conservation Concerns...... 26 3.6 Economic Reality—Trends, Investments ...... 27 3.7 Existing Tourism at the Portal Level...... 28 3.8 Strengths and Weaknesses—Amboro National Park ...... 34 3.9 Potential Ecotourism Products and Packages...... 37 3.10 Conclusions ...... 40 3.11 Recommendations ...... 42

4. Chapare/Carrasco National Park Assessment Region...... 47 4.1 Regional Perspective...... 47 4.2 Existing Tourism Patterns—Points of Entry...... 48 4.3 Socio-Economic Indicators for the Chapare Region ...... 49 4.4 Ethnic and Gender Opportunities ...... 49 4.5 Biodiversity and Conservation Concerns...... 49 4.6 Economic Reality—Trends, Investments ...... 50 4.7 Existing Tourism at the Portal Level...... 54 4.8 Strengths and Weaknesses—Chapare/Carrasco National Park Assessment Region ...58 4.9 Conclusions ...... 60 4.10 Recommendations ...... 62

5. The Yungas Assessment Region...... 64 5.1 Regional Perspective...... 64 5.2 Existing Tourism Patterns—Points of Entry...... 65 5.3 Socio-Economic Indicators...... 65 5.4 Ethnic and Gender Opportunities ...... 66 5.5 Biodiversity and Conservation Concerns...... 66 5.6 Economic Reality—Trends, Investments ...... 66 5.7 Existing Tourism at the Portal Level...... 66 5.8 Strengths and Weaknesses ...... 67 5.9 Potential Ecotourism Products and Packages...... 69 5.10 Conclusions ...... 70 5.11 Recommendations ...... 71

6. Strategic Ecotourism Recommendations for USAID ...... 72 6.1 Summary of Key Findings ...... 73

References ...... 79

Annex A. USAID Strategic Objectives and Intermediate Results...... A-1 Annex B. Interview Forms ...... B-1 Annex C. Business Plan Guide for Ecotourism Projects in Bolivia ...... C-1 Annex D. Investment Budget and Source of Funds...... D-1 Annex E. Bolivian Government Reform of Travel and Tourism: The Institutional Scene ...... E-1 Annex F. Chaco Region Detailed Information...... F-1 Annex G. Buena Vista and Samaipata Detailed Information ...... G-1 Annex H. Chapare and Carrasco Detailed Information...... H-1 Annex I. Chapare Tropical Resort Detailed Information...... I-1 Annex J. Site Visit Contact List...... J-1

Acronyms

AD Alternative Development Team AMNI area de manejo natural integrado (natural integrated management area) BOLFOR Bolivia Sustainable Forestry Program, a USAID-funded project CABI Capitanía de Alto y Bajo Izozog (local government body) CAM Amboró-Madidi Corridor CAT Center for Tourism Assistance CI Conservation International CIES Center of Investigation, Education, and Services CODAP Comité de Defensa de Areas Protegidas CONCADE Consolidación de los Esfuerzos del Desarrollo Alternativo (Consolidation of Alternative Development Efforts, a USAID-funded project) CTR Chapare Tropical Resort DAI Development Alternatives Incorporated DDCP Democratic Development and Citizen Participation Project DEMOSOT USAID Democratic Initiatives Strategic Objective EE&C environmental education and communication EG economic growth (A USAID Strategic Objective) ENV Environment Team EO Economic Opportunities Team FAN Fundación Amigos de la Naturaleza (Friends of Nature Foundation, an environmental NGO FAO United Nations Food and Agriculture Organization IR Intermediate result IRG International Resources Group LIDEMA Liga de la Defensa del Medio Ambiente (Environmental Defense League, an environmental NGO/civil society apex group) MAPA Market Access and Poverty Alleviation (an economic growth project) MSDE Ministry of Sustainable Development and the Environment SERNAP Servicio Nacional de Areas Protegidas (National Protected Area Service) SNAP National System of Protected Areas SO strategic objective TCO community land of origin TNC The Nature Conservancy UNEP United Nations Environment Program WTO World Tourism Organization

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Executive Summary

The four Assessment Regions identified by USAID/Bolivia and reviewed by the International Resources Group (IRG) Team are extremely different, as is each of their positions in the tourism development cycle. First, there is the Chaco/Kaa Iya Del Gran Chaco National Park Area with very few tourists and limited, identified ecotourism opportunities within or nearby the protected area (“just thinking about it” phase of tourism development—little or no local citizen capacity to judge likely impacts). Second, there is Amboro National Park Area with an existing domestic and international clientele, some established tourism portal communities and moderate numbers of developed ecotourism products and services. (initial development phase—relatively undiscovered tourism and small-scale ecotourism development).

Third, there is the Chapare/Carrasco National Park Region. The area north of Carrasco National Park presently receives reduced numbers of domestic and international visitors. The once active destination of Villa Tunari now has a moderate diversity of underutilized tourism and ecotourism products due to coca eradication efforts (“re-capitalization and reinvention phase” of tourism and ecotourism development to the north and west of the park). The southern park area is relatively undeveloped and only somewhat discovered in terms of ecotourism (“initial development” phase – want to be discovered phase to the south of the park).

Fourth, there is the Sud Yungas/Cotapata National Park Area where most of the region is in the initial stages of tourism development with the exception of Coroico and a few other specific areas (Phillips and IEST 2001). Soon to be improved ground transportation and proximity to La Paz means this area is positioned for change (“transition tourism development” phase—little local citizen agreement on kinds of tourism or ecotourism products to use to position itself, markets to target, and image to create and promote).

Placing Assessment Regions in Context of Worldwide Ecotourism Development

Although ecotourism throughout the world has been expanding rapidly over the past two decades, continued growth is expected. Besides Bolivia, nearly every developing nation in the world has its eye on using ecotourism to address its conservation and economic problems. The reality is that ecotourism can only create a limited number of jobs and its actual role in conservation is yet to be determined. At the same time, ecotourism presents a rare opportunity for sustainable economic development, particularly in the area of Amboro. In other words, it is neither a cash cow nor a land use devoid of social and biophysical impacts.

In the four regions assessed it is clear that ecotourism can play a role as a supplemental economic activity. It has the potential to create full and part-time jobs and provide work for both men and women at a variety of skill levels. In particular, the part-time positions fit well into a rural lifestyle and if patterns experienced in other countries hold, women will make the largest gains in part time work. Although ecotourism will generate employment opportunities it should not be seen as a widespread replacement for existing economic activity, especially traditional coca production.

Ecotourism Product Positioning and Competition

The four assessment regions have potential ecotourism products and opportunities that could be competitive within Bolivia, in surrounding countries and globally. But creating this competitive edge will require investment in product development, human resources and basic infrastructure. All of the regions assessed presently have access to both international and domestic markets. All have ecological and cultural features that can be used to position them in the global marketplace.

Levels of human settlement and the presence of indigenous peoples are further dimensions that differentiate the four regions from one another. The Chapare/Carrasco and the Chaco Assessment Regions have the potential to include nearby indigenous communities and their cultures as an integral part of ecotourism products. Of course, this assumes the local indigenous groups desire to be a part of sustainable tourism products. The Sud Yungas, Carrasco and Amboro areas have the potential to include archeology as a part of their ecotourism products.

Therefore, within Bolivia each assessment region has the potential to offer ecotourism products that allow it to position itself in a unique manner. The competitiveness and success of these products will hinge on more than this. They will also depend on access to markets, infrastructure and demand.

The present diversity of developed ecotourism products is greatest in the South Yungas Assessment Region, followed by the Amboro Region and then the Chapare/Carrasco. In terms of access to domestic and international markets the Sud Yungas with its proximity to La Paz is best positioned followed by Amboro and then Chapare/Carrasco Regions. Presently, a difference exists between Amboro and Carrasco due to ease of access and social political unrest caused by coca eradication in the Chapare. But for the purposes of this project, we assumed that that these issues would be resolved within the next 1–3 years. Finally, the access to the Chaco Region is much more limited with higher travel costs.

In terms of the international ecotourism market, Bolivia is still undiscovered and underdeveloped. For the most part its products are not known and at quality levels currently below international expectations. This puts Bolivia in the position of being able to create the awareness, image and orientation it desires. Because of this, a well thought out national “ecotourism marketing strategy” is critical to the success of regional and local ecotourism. Presently, the “Bolivian tourism marketing strategy” only minimally features ecotourism.

If the Bolivian ecotourism product is to penetrate the world marketplace it is critical that a quality sustainable product be offered. To successfully do this, mechanisms like product certification, human resource development programs, and investments in basic community infrastructure are required.

Ecotourism and USAID’s Strategic Objectives

It is clear that ecotourism is a cross-cutting theme and has the potential to accomplish multiple USAID strategic objectives—environment, economic opportunity, alternative development, democratization, and health. The diversity of objectives that can be accomplished is directly related to how USAID implements its sustainable tourism and ecotourism related activities and programs.

USAID Bolivia should play an active role in ensuring that any ecotourism projects are well planned, fit within municipal governments development plans, and promote benefits for local communities, nature conservation and the regional economy. We believe that USAID’s role should focus on building capacity within the Bolivian governmental system, specifically local government in the area of tourism systems planning. Second, it should feature integrating the resulting sustainable tourism strategies into sound alternative development projects carried out in the private sector to complement the already ongoing projects in sustainable agriculture and forestry.

Sustainable tourism results from having quality services and products to place in both the domestic and global marketplace. The products must be supported by a professional, trained workforce and a targeted strategic marketing program—product development, testing, evaluation, targeted advertising, and promotion. Community level ownership and support of this alternative development strategy is critical, along with well-thought out public policy that links the various levels of government, the private sector and other nongovernmental actors.

In this type of an effort, the dominant role we see for USAID is one of training and empowerment, sharing of natural resource management and business development expertise, and facilitating a continuing dialogue among the diverse actors involved in the sustainable tourism and related conservation. USAID is in a unique position to leverage sustainable tourism efforts underway through many donors and organizations.

If possible, ecotourism should not be a stand-alone concept. The team thinks it fits better as a cross-cutting program that is integrated into at least the environmental, democratic initiatives, and alternative development strategic objectives. To effectively accomplish this integration we believe tourism expertise is needed in at least each of these three strategic area. This would provide enough of a cross-cutting sub-unit of specialized expertise to begin to give sustainable tourism standing within USAID Bolivia.

Summary of Key Findings

Across all four regions it is clear that common needs include investment in basic infrastructure— potable water, electricity, roads, communications, health services and community amenities including plazas, parks, and urban design. These physical infrastructure investments need to be complemented with investments in human capacity in the area of hospitality including guide training, small business operations, marketing, and attraction management. Investments in any of these areas provide dual benefits to local citizens and travelers alike. In addition to these general investments needed across the assessment regions the IRG Team proposes five demonstration projects.

1. Promote Sustainable Tourism for Amboro-Carrasco-Isiboro-Secure as a Coordinated Whole If we were to remove the problem of illegal coca-leaf cultivation in the Chapare, the Amboro and Carrasco National Parks and their surrounding environs including Isiboro-Secure National Park could be seen as one unit in terms of ecotourism opportunities. This unit could function as a circuit, creating a ring road around Amboro and Carrasco parks to facilitate access to a series of portal communities and ecotourism attractions (natural and cultural). Tourists could fly into or out of either Santa Cruz or Cochabamba,1 and then travel the northern or southern route around the parks. Only the northern route is currently possible, but the physical connection of the Amboro & Carrasco, and the proximity of Isiboro-Secure, provide for unique ecotourism opportunities accessible to international and domestic markets.

This initiative could serve as a demonstration of how to use sustainable tourism, including ecotourism, to stimulate a regional economy. This project has the potential to stimulate job creation, provide a sustainable alternative development strategy and simultaneously promote and enhance the conservation of biodiversity. Furthermore, with a large enough critical mass of sustainable tourism destinations and products, it will be financially sustainable (e.g., collect enough park entrance fees to finance conservation, sufficient tourist flow to support local businesses). Simultaneous investment in the portal communities around the parks (Buena Vista, Villa Tunari, Samaipata, Pocona) would be necessary. This infusion could speed up the Chapare’s transition from its coca dependency to a more diversified economy that would include ecotourism.

This idea is not without difficulties. The three parks have very little interaction, and the communities presently have no links to each other. Perhaps the largest is that there is no shared infrastructure and each park is in a different Department. Furthermore, the Amboro region’s tourism operators may be very concerned about their image being tarnished by the Chapare coca image. Despite these issues, efforts underway by mancomunidades suggest a regional venture could be feasible.

2. Establish an Ecotourism Investment Fund We recommend that an Ecotourism Investment Fund be established that would provide a mechanism for financing investments in ecotourism projects in the four assessment regions. This pilot effort should be tested and evaluated in the four assessment areas prior to expanding it to other areas of the country. The team proposes a US$10 million fund per year for a 7-year period, with support from multiple sources. Loans would be awarded to legal entities (business, NGO, local government) on a competitive basis. The projects supported would be required to fit into the development plans of municipios or mancomunidades.

This proposal addresses one of the key concerns of tourism operators—the lack of private sector financing for ecotourism projects in Bolivia. The banking system in Bolivia is not funding tourism projects because of the risks involved and because most are located in rural areas. The lack of financing was repeatedly cited as a significant limitation to developing and expanding the ecotourism sector. The investment fund would be managed by existing micro credit or financing

1 Santa Cruz in an international airport, while Cochabamba services domestic flights only.

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institutions, such as PRODEM, Pan-American Securities, PRODEM, BancoSol, and FIE, as a result of a competitive bidding process. The goal is to get the money to the ground and have it be invested in projects.

A key element for the operation of the fund would include a success fee mechanism for the management institution. Guidelines for financial and legal due diligence and clearly established terms of reference would be reviewed and approved by a board comprised of donors, business leaders/entrepreneurs and ecotourism experts. Performance criteria for qualifying for a loan would include environmental impact, social impact, economic sustainability criteria and other pertinent issues.

This pilot effort should include ongoing performance monitoring and regular economic viability reviews. The intent is to build a self-sustaining funding institution for sustainable tourism development projects. Projects funded would promote alternative development, create employment opportunities, encourage the enhancement of business development skills and the integration of environmental concerns.

3. Develop an Ecotourism Vision for Bolivia This project proposes to bring together SERNAP and the Vice Ministry of Tourism to jointly sponsor a national forum to develop an ecotourism vision for Bolivia. This vision would be developed over 12–18 months and the cost is estimated to be approximately $200,000–250,000. Hopefully, it could begin in 2002, the “Year of Ecotourism.” This estimate includes the design of the forum, training of SERNAP, Vice Ministry of Tourism and Prefecture tourism professionals as workshop facilitation teams, conducting the regional forums, processing the outcomes and sponsoring three regional events (La Paz, Santa Cruz, Coachabamba) to share the results with the general public, local governmental officials, private sector operators, and interested NGOs.

The approach is to use the trained facilitation teams to simultaneously conduct forums throughout the country that focus on educating participants about ecotourism, its benefits and impacts, defining the kinds of ecotourism local people are interested in promoting in their area, and determining what participants perceive as barriers to developing ecotourism.

Each forum would be associated with either a protected area actively involved in ecotourism as identified by SERNAP or a regional group with demonstrated interest in ecotourism as identified by the Vice Ministry of Tourism. The goal would be to cover all of the geographic areas of Bolivia interested in pursuing ecotourism as an alternative development strategy. The envisioned outputs of the forums would be definitions of ecotourism for a geographic space, the identification of interested parties, a list of existing ecotourism opportunities and identification of barriers to achieving their desired ecotourism vision.

A national-level committee would use this information to develop and finalize a national ecotourism vision statement. It would serve as the policy instrument for coordination of ecotourism efforts. Hopefully, this would unify Bolivia’s efforts and clarify roles and responsibilities for all sectors and organizations involved. Additionally, the team believes that the participants who attend the regional forums can serve as a resource for municipalities to work locally on ecotourism development.

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4. Use the Democratic Initiatives Program to Promote Participatory Tourism Systems Planning Some of the funding to USAID’s Democratic Initiatives Program should be used to train people at the municipalities and mancomunidades on participatory tourism systems planning. USAID should use the knowledge it has acquired in the Democratic Development and Citizen Participation Project (DDPC) to develop a training program for municipalities and mancomunidades. This sector-based activity could build upon program successes in areas of community budgeting, health, etc. These entities have a key role to play in sustainable tourism so it is critical to develop their human resources to understand the tourism industry and its proper planning.

This training facilitates the empowerment of the local stakeholders. It addresses the concern of local leaders that municipalities must play a role since tourism impacts them directly in terms of additional costs for services and potential sources of tax revenue. Using this program demonstrates USAID’s willingness to empower local governments and institutions in the area of sustainable tourism. The training program needs to be designed to promote dialogue across sectors involved in tourism, as well as inter-governmental agency boundaries

This avenue is recommended instead of a local ONG or international conservation organization because of the need to incorporate tourism planning into the newly emerging decentralized local governments. It capitalizes on an existing USAID program and communication networks already developed. Preliminary estimates to develop materials and carry out at least one round of sustainable tourism planning locally are approximately US$350,000.

5. Initiate an Ecotourism Dialogue in the Chaco As part of the effort to decentralize and empower local units of government and indigenous groups of the Chaco Region, a pilot project is proposed to educate and promote open dialogue concerning the likely impacts from protected area-based and off-site ecotourism development. Impacts to culture, social structures, sacred sites, the existing economic situation, and the fragile ecosystems of the park and surrounding environments would be addressed. The target audience should include: (1) settlement/community level indigenous leaders within the greater area, (2) civic leaders and local government officials in the potential tourism gateway and portal municipalities (Santa Cruz, San Jose de Chiquitos) and communities (Camiri, Natividad) surrounding the park, and (3) existing and potential tourism operators.

Threats to the Natural Resource Base That Supports Ecotourism

The key threats to the natural resource base and conservation efforts across the assessment regions are as follows:

· Colonization of national park land (regardless for what purpose);

· Instability in the social, political scene (drugs, inequities, poverty, ethnic relations,);

· Lack of natural resource and tourism management capacity in SERNAP, especially at the local level. Capacity issues significant for zoning, visitor site planning, visitor impact management, income generation management, income generation mechanisms, guide

certification, business skills, conflict resolution, resource inventory, monitoring, marketing, and concessionaire management);

· Limited land use planning being done by municipal governments;

· Illegal activities (hunting, collecting) within park boundaries;

· Limited shared vision of park management and development by local populations living around and within the park (exceptions are La Yunga, La Chonta, etc.); and

· Lack of agreement and understanding concerning the sustainability of alternative development activities such as ecotourism in and nearby the park.

Key Barriers to Ecotourism Development in Bolivia

Across each of the assessment areas, the team identified the following key barriers to ecotourism development:

· Lack of basic infrastructure (water, sewer, roads, health services, communication etc.);

· Lack of investment funds;

· Lack of capacity and practice at the municipal level in carrying out participatory planning for sustainable tourism, including ecotourism;

· Lack of trust and collaboration among the private, public and non-governmental sectors;

· Lack of mechanisms to coordinate and encourage collaboration among stakeholders and institutional structures, especially government units and the private sector, and local communities are most marginalized;

· Lack of a skilled hospitality and tourism workforce;

· Limited business management skills among tourism operators;

· Lack of capacity and experience using strategic alliances, joint ventures, and partnerships in marketing, especially in the product development, testing and implementation areas of marketing; and

· A general unwillingness to empower local people who have not been a part of the traditional power structure with the exception of SERNAP.

The Potential Role of Ecotourism in Biodiversity Conservation

erosion from clearing land and the improper location of tourism infrastructure (roads, trails, buildings), and impacts to wildlife movements from roads and trails and inappropriate human behavior (feeding, harassing).

To mitigate these impacts, as well as social, cultural and economic impacts it is necessary to understand how the ecotourism delivery system functions. Having a tourism impact monitoring program is one way to begin to understand the changes. We believe that USAID should support and encourage efforts that stress planning for and monitoring of impacts from ecotourism development. This would provide the opportunity to introduce biodiversity conservation into the local land use decision-making. This should be done in all four assessment regions. Additionally, in each of the four assessment regions there is potential to enhance biodiversity conservation via the pilot projects we have proposed. Finally, and perhaps most important it is key to continue to build the natural resource and tourism management capacities of SERNAP. Actions targeting this are described in the last chapter of the report.

The Role of Ecotourism in Economic Development

It is clear from our assessments that ecotourism has the potential to create primary (e.g., nature guides, hotel managers, food service employees, mid-level managers) and secondary (e.g., handicraft makers) job opportunities, generate tax revenues locally, and stimulate multiplier effects, especially if leakages are minimized by promoting local ownership and the buying of products locally.

The number and types of positions created will be related to the kind of ecotourism that is ultimately developed. The investment necessary to create jobs is likely to be lowest in the Amboro Region, followed by Sud Yungas and Chaco Assessment Regions and finally the Chapare/Carrasco Region. However, the likely return on the investment in economic development is also important. The highest return is likely in Amboro, then Sud Yungas, Carrasco/Chapare, and finally the Chaco. These differences are based on the ability to build upon the existing tourism supply and on how easy it would be in the short term (3–5 years) to stimulate additional demand for the region and its ecotourism attractions (cultural and natural).

Conclusion

The IRG Team believes that all of the demonstration projects suggested will have the greatest impact if they are carried out in a cooperative manner that includes multiple USAID Program areas. We believe that this type of a unified approach to sustainable tourism will lead to better thought out and integrated activities and programs.

1. Introduction

1.1 Scope of Work

International Resources Group (IRG) was contracted by USAID/Bolivia to conduct the Bolivia Ecotourism Assessment under the aegis of three USAID Strategic Objective (SO) Teams within the mission: Environment Team (ENV), Economic Opportunities Team (EO), and Alternative Development Team (AD). Each of these teams has identified ecotourism as a potential development activity to meet their different objectives. This assessment’s scope of work was to analyze the real potential of ecotourism in this regard, and to analyze and recommend priorities and activities in order to best further these SOs, and to select potential demonstration sites for the most viable ecotourism activities or organizations. The assessment was limited to four areas of Bolivia: the Chaco and Gran Kaa-Iya del Gran Chaco National Park; Amboro National Park region; Chapare and Carrasco National Park region; and, the Southern Yungas region (La Paz, Chulumani, Irupana, Pasto Grande, Palca Circuit).

The assessment team comprised seven members gathered from four different organizations and representing different skills sets and governmental, private sector, and non-governmental entities. The team members were:

· Bill McLaughlin, Team Leader/Regional Tourism Planner, IRG

· Alberto Abastaflor, Tourism and Pasto Grande Specialist, IRG

· Jose Courrau, Protected Area Management/Human Resource Training Specialist, IRG

· Andy Drumm, Director, Ecotourism, The Nature Conservancy

· Steve Edwards, Americas Regional Manager, Ecotourism Department, Conservation International

· Peter McFarren, Private Sector Enterprise Analyst, IRG

· Barbara Rossmiller, Business Management Analyst, IRG

· Ryan Taylor, Community Development Specialist, Peace Corps Bolivia and IRG

The results of this assessment will provide guidance and input for USAID/Bolivia’s ongoing strategic planning effort in addition to identifying specific potential ecotourism opportunities.

1.2 Purpose and Objectives

The purpose of this consultancy was to assess the potential for USAID Bolivia to become involved in ecotourism in Bolivia in the Chaco, Amboro, Chapare/Carrasco and the Yungas assessment regions. The specific objectives of this project are as follows:

· Recommend strategic direction in ecotourism for USAID Bolivia’s next Strategic Planning Cycle;

· Assess and determine if and how ecotourism can play a role in enhancing biodiversity conservation in the four regions studied;

· Assess and determine if and how ecotourism can play a role as a viable alternative development or economic development mechanism in any of the regions studied; and

· Identify ecotourism demonstration projects (sites, products, institutions or processes) that USAID Bolivia should support over the next 2–3 years in and/or across the four regions studied.

The specific objectives of the three USAID SO teams formed the lens through which each area was assessed. The Environment Team’s programs are designed to stimulate sustainable economic growth through improved management of forests, water and biodiversity. The Economic Opportunities and Alternative Development Teams have identified tourism as a potential mechanism for stimulating economic development as an alternative to illicit coca-leaf cultivation and related non-sustainable land uses.

More broadly, all existing activities and potential were analyzed against three widely accepted criteria for ecotourism. USAID’s strategic approach to ecotourism centers on these criteria, listed below.

· Ecotourism creates a positive force for conservation by providing economically viable alternatives to undesirable land uses, through minimum impact design and implementation, and through efforts to strengthen local resource management capability;

· Ecotourism produces economic benefits for host communities and is designed and managed so that the communities endure the impacts of ecotourism are also guaranteed an equitable share of the benefits; and

· Ecotourism is supported by interpretive services aimed at creating local environmental (natural and cultural) awareness both among tourists and area residents.

IRG/EPIQ Team combined these three criteria with the three strategic objectives guiding this assessment so that USAID and the Government of Bolivia can be sure that its ecotourism development activities are consistent with Mission Strategy and that they meet or exceed international and national standards for ecotourism (Ham 2001)

1.3 Ecotourism

This section provides an overview of ecotourism in general as well as related definitions, which form the basis of the Bolivia Ecotourism Assessment. The team and USAID used the criteria listed above to judge whether or not a particular aspect of sustainable tourism is, in fact, ecotourism. For a sustainable tourism destination, circuit, area, enterprise, attraction or activity to be called ecotourism all three criteria must be met. This means that attributes like whether the sustainable tourism takes place in a natural or modified environment, involves nature or culture,

is small or large scale, or whether or not it is locally owned and operated is of little or no significance if the three criteria are adequately addressed.

These criteria are consistent with the World Tourism Organization (WTO) and the United Nations Environment Program (UNEP) characteristics used to describe ecotourism,2 and other internationally accepted definitions and criteria for ecotourism.

Sustainable tourism is often the starting point for ecotourism. When the IRG team used the term sustainable tourism we used the WTO definition.3 Sustainable tourism is “envisaged as leading to the management of all resources in such a way that economic, social and aesthetic needs can be fulfilled while maintaining cultural integrity, essential ecological processes, and biodiversity and life support systems” (International Year of Tourism 2002, World Tourism Organization and United Nations Environment Program Joint Concept Paper, 2001). Ecotourism is a segment of the tourism delivery system or industry where the principles of sustainable tourism should apply to all activities, operations, processes and enterprises involved. Sustainable tourism requires a diverse system of elements to function.

A tourism system is the interaction, cooperation and connection among the following sectors: marketing, carrier and ground transportation, accommodation/lodging, attractions (natural, cultural & human-built), tour operations, food and beverage, complementary retail (e.g., natural products), planning and management, and associated governmental and non-governmental enterprises. As a service industry system, sustainable tourism offers products and services for both domestic and international travelers. When the system, or elements of it are providing tourism products or services in a sustainable fashion, and meet the three criteria for ecotourism described above we define them as ecotourism.

The concept of biodiversity is relevant when sustainable tourism affects the landscape, ecosystem, social and/or cultural processes of an area regardless of who manages or promotes it. As with any viable economic development strategy, ecotourism decisions need to actively address sustainability in terms of economic, social, cultural and natural systems. In doing so,

2 The WTO and UNEP characteristics are: 1. All nature-based forms of tourism in which the main motivation of the tourists is the observation and appreciation of nature as well as traditional cultures prevailing in natural areas 2. It contains educational and interpretation features 3. It is generally, but not exclusively organized for small groups by specialized and small locally owned businesses. However, foreign operators of varying sizes also organize, operate and/or market ecotourism tours, generally for small groups. 4. It minimizes negative impacts upon the natural and socio-cultural environment 5. It supports the protection of natural areas by: · generating economic benefits for host communities, organizations and authorities managing natural areas with conservation purposes; · providing alternative employment and income opportunities for local communities; and · increasing awareness towards the conservation of natural and cultural assets, both among locals and tourists (WTO and UNEP 2001. International Year of Tourism 2002. Joint Concept Paper.) 3 This definition has been in widespread use since 1988.

sustainability must be defined temporally, designate who is to receive the benefits, and determine at what levels the four systems are to be continued. This requires planning and the setting of standards by stakeholders.

Stakeholders are all those who might directly or indirectly benefit from (government agencies, NGOs, business operators) or be negatively affected by (local government, indigenous groups, local businesses, community residents) decisions and activities.

1.3.1 The Potential Role of Ecotourism in Biodiversity Conservation

Bolivia’s strengths for ecotourism rest with its expansive natural landscapes, biodiversity and cultural richness. If these resources are not adequately considered in the planning processes that guide where sustainable tourism, including ecotourism is located biodiversity will be undoubtedly be negatively impacted. Common biophysical impacts from tourism and ecotourism land uses include: fragmentation of the landscape, water quality impacts due to liquid and solid waste disposal, soil erosion from clearing land and the improper location of tourism infrastructure (roads, trails, buildings), and impacts to wildlife movements from roads and trails and inappropriate human behavior (feeding, harassing).

To mitigate these, as well as social, cultural and economic impacts from tourism development it is necessary to understand how the ecotourism delivery system functions, and for a specific context how and what elements of the human and biophysical systems are affected. Having a tourism impact monitoring program is one way to begin to understand the changes.

We believe that USAID should support and encourage efforts that stress planning for and monitoring of impacts from ecotourism development. This would provide the opportunity to introduce biodiversity conservation into the local land use decision-making. This should be done in all four assessment regions.

Additionally, in each of the four assessment regions there is potential to enhance biodiversity conservation via the pilot projects we have proposed. We believe that in the Chaco Assessment Region this would result from dialoguing about ecotourism and tourism development within and adjacent to the Kaa-Iya del Gran Chaco National Park versus developing ecotourism services off-site at gateway community locations. In the Amboro and Surrounding Environs Assessment Region biodiversity would be enhanced through the community-based multi-sector planning effort, the proposed visitor and resident education programs, and guide-training program. Finally, in the Chapare/Carrasco Assessment Region the community-based multi-sector planning effort, the pilot national ecotourism Web site, and the marketing program to re-brand the area would result in promoting awareness of biodiversity conservation among travelers and hosts, and perhaps in some cases, biodiversity itself would be enhanced, or at a minimum, maintained.

Finally, and perhaps most important it is key to continue to build the natural resource and tourism management capacities of SERNAP. Actions targeting this are described in the last chapter of the report.

1.3.2 The Potential Role of Ecotourism in Economic Development

It is clear from our assessments that ecotourism has the potential to create primary (trail guides, hotel managers, food service employees, mid-level managers) and secondary (handicraft makers) job opportunities, generate tax revenues locally, and stimulate multiplier effects, especially if leakages are minimized by promoting local ownership and the buying of products locally. In the table below (Table 1), we depict examples of the kinds of jobs that could be created and the associated wages. These wages are certainly competitive with others within the assessment regions.

Table 1. Tourism jobs and associated wages

Tourism Position Reported Monthly Wage (US$) Trail Guide $60-150 Head Cook $150 Assistant Cook $50-$75 Waiter $50, half-time Park Guard $250 Maintenance Worker $80

Note: Wages represent best estimates based on information provided by employees, tourism operators, and guides interviewed. Therefore, they need to be used with discretion.

The number and types of positions created will be related to the kind of ecotourism that is ultimately developed. Therefore, it is not feasible at this time to estimate number and type of jobs. The number and types of positions created will be related to the kind of ecotourism that is ultimately developed. The investment necessary to create jobs is likely to be lowest in the Amboro Region, followed by Sud Yungas and Chaco Assessment Regions and finally the Chapare/Carrasco Region. However, the likely return on the investment in economic development is also important. The highest return is likely in Amboro, then Sud Yungas, Carrasco/Chapare, and finally the Chaco. These differences are based on the ability to build upon the existing tourism supply and on how easy it would be in the short term (3–5 years) to stimulate additional demand for the region and its ecotourism attractions (cultural and natural).

1.4 Context

1.4.1 The World, Regional, and Bolivian Travel and Tourism Scene in Brief

Tourism is a powerful economic force in the world today. Here are just a few statistics of note:

· Tourism currently accounts for 10.7% of the world’s gross domestic product (GDP).4

· Nearly 700 million people engaged in foreign travel in 2000.5

4 UNEP 2001 (www.unep.org).

· Tourism generated more than $464 billion in 2000.

· The average international tourist arrival is worth $664.6

· Tourism employs 260 million people worldwide.

· Tourism has had an annual growth rate of 7% since 1950 (from 25 million tourists to 700 million).

WTO predicts that by 2020, 1.6 billion people will undertake foreign travel each year (WTO, 2001). In 1999 some areas of the world posted increases of 10% to 16%. An issue for Bolivia, however, is that in the same year the Americas only increased foreign visitors by 2.6% (Ministerio de Comercio Exterior E Inversion, Viceministerio de Turismo 2001).

Due to the vast power of tourism to create jobs and generate revenue for countries, it is becoming an increasingly popular alternative for developing countries. At the same time tourism cannot be thought of as a panacea for poor countries, including Bolivia. Tourism growth has positive and negative impacts that must be carefully considered, planned and monitored.

Bolivia’s tourism market can broadly be delineated into groups: international visitors and domestic travelers. We will discus the international market first.

Bolivia and the International Market International visitors come from the following primary markets (based on hotel registrations): Peru (13%), United States (11.7%), Argentina (11.5%), Brazil (6.4%), Germany (6.2%), Chile (5.9%), and other (45.3%). The median length of stay is 10 days. The average spent per day by these visitors in Bolivia is US$50 (Ministerio de Comercio Exterior E Inversion, Viceministerio de Turismo 2001). These statistics do not differentiate between business or pleasure travelers.

Despite growing numbers of international visitors, Bolivia lags far behind its South American neighbors in terms of volume and growth. The rate of growth of international travelers between 1993–97 in Bolivia was approximately 6.5%.7 The growth in nearby Brazil and Peru during the same period was over 20%, and in Ecuador it was approximately 10% (Inter-American Development Bank, 2001).

These figures support the team’s observations—Bolivian tourism is at a relatively early stage of development. Possible reasons for this could include the lack of competitive sustainable tourism products, lack of adequate marketing, higher transportation costs to get to Bolivia from Europe and the United States relative to the region, images of Bolivia as being remote and having underdeveloped infrastructure, and, in the case of the United States, the image of security problems associated with coca production and the related drug industry. Certainly a factor for today’s “upscale ecotourist market niche” are security and health care access concerns.

5 Tourism Market Trends, WTO 2001. 6 Tourism Market Trends, WTO 2001. 7 To illustrate: international travelers coming to Bolivia via air have increased from 254 million in 1990 to 284 million in 1995 and 306 million in 2000 (Inter-American Development Bank 2001).

Bolivia’s place in the international ecotourism scene is even more marginal with international awareness quite low. This is especially evident when compared to such well-established ecotourism markets such as Costa Rica, Australia, Brazil and the growing markets in Ecuador and Peru. Like any emerging industry, sustainable tourism and ecotourism require investment capital and demand for the products. Lack of capital locally and nationally has limited the growth of Bolivia’s tourism industry, especially in areas outside of the major gateway and commerce communities of La Paz, Santa Cruz and Cochabamba. The global demand for ecotourism exists but has been largely unexplored for Bolivia.

Bolivia and the Domestic Market In 1999, nearly twice as many domestic travelers (708,192) registered at hotels, as did international travelers (409,142).8 In 2000, the majority of lodging establishments (439/691=64%) and beds are concentrated in three principle cities: La Paz (139 establishments) Santa Cruz (185 establishments) and Cochabamba (115 establishments). It is these three cities that are most visited by international and domestic visitors (Ministerio de Comercio Exterior E Inversion, Viceministerio de Turismo 2001). They contain the three international airports in Bolivia and service the greatest number of travelers.

The result is that La Paz, Santa Cruz and Cochabamba are the primary gateways for tourists traveling throughout Bolivia. If demand for domestic tourism is to be increased, then the efforts need to be coordinated through agencies, and public and private entities in these three cities. Bolivians have a reputation for enjoying a weekend holiday. This existing market is probably the best place to tap initially for interest in ecotourism.

1.4.2 Government of Bolivia—The Institutional Scene

The Government of Bolivia developed an official strategy and policy document behind sustainable tourism for 2001–05 (Ministerio de Comercio Exterior e Inversion, Viceministerio de Tourismo 2000). This document was developed by the Ministerio de Comercio Exterior E Inversion, Viceministerio de Turismo (hereafter referred to as the Vice Ministry of Tourism) who is responsible for tourism in Bolivia. Despite the existence of this document, in practice there was little evidence of a clearly articulated, disseminated or integrated vision for tourism development.

The Vice Ministry of Tourism’s strategic effort and plan is commendable and has the best of intentions. It does set in place a national plan, policy and guidelines. However, without this plan being articulated or made pervasive throughout the Ministry, the result is a de facto lack of vision. On the other hand, the document reflects the commitment of the Ministry and Vice Ministry to tourism as a development strategy to increase income levels, employment and GDP for Bolivia, along with an understanding of how important it is to develop tourism sustainably, at least at the highest levels. Unfortunately, there is still a widespread perception that ecotourism is only jungles and trees, and doesn’t have much relevance to Bolivian tourism.

8 This statistic needs to be taken with some caution since smaller rural hotels are known to not keep records as completely as those in larger cities. Also, this statistic does not account for travelers who stay with extended family members or friends.

Ecotourism is a relatively new concept within the Vice Ministry of Tourism. The Vice Minister seems to fully grasp the potential benefits and implications of ecotourism. The Servicio Nacional de Areas Protegidas (SERNAP—National Service for Protected Areas) is actively working to support ecotourism. SERNAP is responsible for management of the national parks and protected areas across Bolivia. In addition, the Director of SERNAP is a non-political position, which has afforded continuity and vision to their strategy and management plans.

There has been a push in recent years to devolve increasing responsibility and funding decisions to municipal governments. In addition, the government has supported the creation of mancomunidades, which allow different municipalities and communities to form together as a legal entity around a strategic purpose or development goal and to receive some federal, bilateral and multilateral funds towards their goals.9 Municipalities and mancomunidades are in a position to work with private and non-governmental organizations to coordinate and guide ecotourism development efforts. The team found that each of the municipal governments and mancomunidades that they met with were enthusiastic about sustainable tourism, and to varying degrees, ecotourism as well. There was a widespread appreciation of the ability of ecotourism to attract high-paying international tourists and Bolivians tourists to a lesser extent.

Interaction between government at all levels and the private sector appears limited. These two groups are often working towards exactly the same goals, and so there is a great opportunity to leverage each other’s resources.

An additional area for consideration is that government representatives at all levels, as well as private sector operators at each region demonstrated a commitment to highlighting the country’s diverse indigenous culture and peoples as a way to distinguish itself from its nearby competitors.

Many people felt that potential could exist for tourism based on the unique cultural heritage of their region, and Bolivia overall. The cultural aspects could be tied into ecotourism to create Ethno-Ecotourism products. Ultimately, for a country with the largest portion of indigenous peoples in the world, the success of Bolivia’s sustainable tourism depends on the active inclusion of native communities and the integration of local need and preferences into the planning process when considering tourism development projects.

1.5 Distribution of Benefits

The distribution of benefits from ecotourism returns will be a critical issue, especially for community projects. The team was not able to reach any broad conclusions as each project was so unique in its structure, organization and management. The following are a list of possible strategies that could be used to promote the distribution of benefits form sustainable tourism, including ecotourism, across residents of a given area.

· Provide communities with adequate information and training about ecotourism prior to asking them to make judgments.

9 One good example of this is the Mancomunidad de Municipios de Sara e Ichilo, which is located in the Amboro region and is united in a regional plan for economic development.

· Inform the entire community at every stage of tourism development not just leaders or the power structure and allow adequate time to facilitate local decision-making processes.

· Determine community objectives and expected benefits through a participatory process that clearly explains likely benefits (material, social, personal) and do this early in the process.

· As community benefits are discussed, encourage formal objectives be developed and included in any plan or agreement that addresses distribution across gender where culturally appropriate.

· Promote collaborative efforts or policies that include communities in the benefit structure.

· Provide information on community models for collecting and distributing benefits equitably

· Increase the capacity for local institutions to manage collective resources.

· Encourage the establishment of community owned facilities that support tourism and at the same time provide a service or opportunity for locals—municipal protected areas; environmental education center, community owned to tourism business managed by young adults from the community who learn entrepreneurial and hospitality skills.

· Educate inbound tour operators on the benefits of working cooperatively with local communities and provide mechanisms to easily form linkages.

· Promote the use of locally produced sustainable products.

· Link local craft development and with tourism—distribution point, using crafts to decorate hotel rooms.

· Promote the use and improvement of local modes of transportation where possible.

· Train and hire local employees (e.g., local guides).

· Train locals to understand how to set prices for goods and services sold to tourists.

· Assure that once community members are trained in tourism-related services there in sufficient tourism traffic to sustain workers.

These ideas were considered in designing potential recommended ecotourism demonstration projects and in our prioritization.

1.6 Assessment Methodology

A rapid assessment method for each of the four regions of interest was used. All recommendations are based upon the results of this assessment, background readings and research, and ongoing discussion and analysis among the seven person consulting team.

The team carried out the following activities:

· Visited the four areas of interest;

· Conducted group or individual interviews with stakeholders concerning the evolution of tourism development in their region or an enterprise analysis (see annex B);

· Met with government officials at all levels associated with tourism planning, development and oversight;

· Used available secondary materials related to tourism and the sites studied; and

· Used its group members previous experience working with ecotourism in similar situations.

Results of the interviews were compiled and team discussions were regularly held to address conflicting information, and to process and make recommendations concerning the findings reported herein. Teams of two or three individuals drafted each section of the report, and the entire document was reviewed and critiqued by each member of the team. In general, decisions were made by consensus (agreement of at least 5 out of 7 team members).

2. Chaco/Kaa-Iya del Gran Chaco National Park Assessment Region

2.1 Regional Perspective

The “Gran Chaco” of Bolivia represents a physiographic unit, a continuation of the Benian Flat parts of which lie in southeastern Bolivia, western Paraguay and northeastern Argentina. The Bolivian portion of this expansive area includes transition forest, dry forest and shrub land vegetation types (CABI/FII and WCS 2001). Figure 2.1 shows the region and protected area complex studied.

The Chaco has a dry climate with few rivers and soils that vary from sandy to clay within short distances. Precipitation can fluctuate from 1,000mm in the mountain range to 300mm at the western end of the flat. Temperatures range from 48°C in the summer to 1°C in the winter (CABI/FII and WCS 2001). These conditions lead to a dry season lasting 4–8 months.

Indigenous groups living on community land of origin (TCO) sparsely populate the area. Twenty-five Izoceño communities with approximately 8,000 inhabitants live near the west side of the protected area, and are the primary actors in the area. About 230 Ayoreos occupy 11 temporary religious settlements alone the railroad. The size of the settlements is in constant flux due to their nomadic nature. Some of the clans live inside of the park but all see the park land as a fundamental part of their cultural identity (CABI, FII, and WCS 2001). A small portion of Chiquitanos (approximately 200) associate themselves with the protected area.10 In addition, to the indigenous peoples, Mennonite communities and colonists engaged in agriculture and ranching are present.

Oil and gas exploration is present in the area. The Bolivia/Brazil 3,100 kilometer gas pipeline transverses the area (see Figure 2.1) and remains a national priority project. Road and rail improvement projects between Santa Cruz and Puerto Suarez are scheduled, and would add increased access to the northern part of the Chaco. Municipalities and communities are beginning to develop local economic development strategies that include tourism components that link to the Jesuit Mission World Heritage Site, and the National Park and Natural Area of Integrated Management (ANMI—Area Naturaleza de Manejo Integrado) (see Figure 2.1 as AMNI’s 1-3).

10 Of the 57,000 Chiquitanos living in eastern Bolivia, two communities (Natividad, San del Norte) of approximately 200 people associate themselves with the Chaco and the protected area.

Figure 2.1 Chaco/Kaa-Iya del Gran Chaco National Park Region

Kaa-Iya is the largest protected area in Bolivia and was established in September 1995 and covers some 3.4 million hectares (Winer 2001). The protected area includes a national park and the ANMI. A series of disparate events influenced the creation of this protected area.11 The result was that Kaa-Iya was created as one of the first protected areas in the Americas at the instigation

11 Among these are the struggle of the Izoceño people to stop extension of the agriculture frontier to assure their survival, the increased awareness of the Chiquitanos about the fragility of the natural system in which they lived, the land use plan that classified the area as an immobilization reserve, and the concern of conservationists to save the best representation of Chaqueño tropical dry forest. There were also national reasons that led to the creation of the protected area: SNAP’s urgency to add the Chaqueña Ecoregion to the protected area system; the Bolivia-Brazil Gasoduct’s EIA documenting the fragility of the resources; and commitments of the governments of Bolivia and Paraguay to consolidate transborder protected areas (CABI/FII and WCS 2001). After establishment, CABI (Capitanía del Alto y Bajo Izozog), under an agreement with the Government of Bolivia, was appointed as co- administrator of the protected area. These conditions make Kaa-Iya one of the first protected areas in the Americas to be created from the initiative of an indigenous group, which was awarded administrative responsibility (Winer 2001).

and initiative of an indigenous group, the Capitania del Alto y Bajo Izozog (CABI). To make the situation further noteworthy, CABI was awarded administrative responsibility.

Adjacent to the Chaco is the Jesuit Mission Circuit, declared a UNESCO World Heritage Site in 1991. The mission circuit is one of the better known tourist destinations in Bolivia.12 There could be potential to use the mission circuit as a tie-in to ecotourism or ethnotourism in the Chaco.

2.2 Existing Tourism Patterns—Points of Entry

There is currently very little if any tourism flow to the Chaco region.13 In 2001, the only regular flows of tourists nearby the Chaco region visit Santa Cruz or the mission circuit. The Santa Cruz Airport is a gateway for international travelers. With a resident population of over 1 million, Santa Cruz also is a potential domestic market.

2.3 Socio-Economic Indicators

The Chaco area is mainly located within the jurisdiction of the Charagua and San Jose de Chiquitos municipalities, with a smaller portion of territory in the Pailon and Robore municipalities. These are within two provinces (Cordillera and Chiquitos) and all of the municipalities are located within the Department of Santa Cruz. This Department is the largest in Bolivia and is home to Santa Cruz, Bolivia’s second largest city. The area is best known for its natural gas and agricultural industry although it is also rich in biodiversity.

Infrastructure in the city of Santa Cruz is well established due to the business boom that occurred there in the past twenty years. However, the rest of the Department is relatively undeveloped. Within the entire department only 34% of homes have potable water and 37% of households have access to sewage services (septic, latrine, etc.). Malnutrition is a serious problem for approximately 11% of children under 5 years of age in the rural areas of Department. Basic socio-economic indicators for the municipalities most associated with the park are shown in Annex F.

2.4 Ethnic and Gender Opportunities

Opportunities for Izozog women who participate in the governing structure are provided via the Central Intercomunal de Mujeres de la Capitanía del Isoso (CIMI). This organization is active in promoting activities for women, especially the development of new products (jevae kui, algarrobo coffee and chocolate and crafts). No data were collected on other ethnic groups.

12 The circuit is through seven towns—San Javier, Concepcion, San Ignacio de Velasco, Santa Ana, San Miguel, San Rafael and San Jose de Chiquitos. There are six wood missions, all of which have been restored. Only the stone mission in San Jose de Chiquitos is yet to be restored (Swaney 2001). 13 The team was unable to document any regular flow of domestic or international tourists, other than researchers, to the Kaa-Iya del Gran Chaco National Park and its ANMI or the TCO Del Isoso.

2.5 Biodiversity and Conservation Concerns

The following issues were identified via secondary sources and through the discussions held during the onsite visit in December 2001. For more in depth discussion see Winer (2001) and CABI/FII and WCS (2001):

· Hydrocarbon development

· Expanding agricultural frontier

· Illegal timber extraction

· Unregulated mining

· Colonization

· Lack of productive endeavors for humans

· Illegal hunting

· Declining cultures that desire to be revitalized.

· Pasture burning

· Grazing in eastern and southwestern of the protected area

· Opening access roads

2.6 Economic Reality—Trends, Investments

Most people inhabiting the area live a subsistence lifestyle that includes raising a few goats, pigs, burros, horses and/or chickens. Individuals or households that engage in extensive cultivation, animal grazing and raising farm animals (chickens, pigs, horses) have higher incomes and a somewhat different lifestyle.

2.7 Existing Tourism at the Portal Level

Santa Cruz serves as the international and domestic gateway to eastern Bolivia. As discussed above, however, tourism, let alone ecotourism, is almost nonexistent in the Chaco. Currently CABI and WCS are the only linkages to the area, aside from settlements. These organizations manage the park and conservation programs in the park and ANMI. There are no tourism outfitters, although these organizations are interested in exploring ecotourism options.

Proposed visitor, heritage or cultural centers in Santa Cruz and/or San Jose de Chiquitos have potential to be off-site portals to introduce tourists to the protected area and associated cultures. Projects presently under discussion have information, environmental and cultural education components that could fulfill this role.

Five sites with ecotourism potential were identified via management planning and the Assessment of the Kaa-Iya del Gran Chaco Project (Winer 2001).14

· Eje Palmar de la Isla Ravelo

· Tucavaca

· Yeyu Laguna Porvenir

· Yandeyari

· La Brecha Community and the Cerro Colorado

The team visited the La Brecha Community and the Cerro Colorado Site.

2.7.1 Cerro Colorado Potential Ecotourism Site

This site is located within the TCO adjacent to the park, and is a former ranch. The ecosystem present there has been affected by the cattle practices of the previous owner. The shell of the ranch house remains. It lacks windows, doors and the roof and walls are in need of work. The property is currently being used by WCS and CABI as a research camp. In general the condition of the structure was poor and would require a great deal of investment if it were to serve as a facility for tourists.

14 The biophysical characteristics of the sites listed are described in the Plan de Manejo Kaa-Iya del Gran Chaco Parque Nacional y Area Natural de Manejo Integrado (CABI/FII and WCS 2001, p. 108)

The natural attractions at this site are opportunities for bird watching, hiking and some mountain climbing, as well as sporadic sightings of game animals. However, the Chaco is dry forest, consisting primarily of scrubland, and is not visually appealing, unlike mountain, forest and jungle areas. Cultural attractions offer perhaps some of the best potential. For the Chaco area, it is impossible to separate nature from the culture of the Izuceño people. This particular site happens to be a sacred site, which makes it largely untenable as a tourist site. There is no direct access to the park, and no desire to create such access.

Finally, access to the site is expensive, lengthy and uncomfortable, even by the most expeditious manner. Access is by a hired small plane to La Brecha15 and from there one can go by foot or truck, if available. The trip requires a river crossing and driving dirt roads for about 2 hours only to arrive at a site that at present has very little to offer a tourist.

While La Brecha offers handicrafts products, and has a small store, there are no facilities or products developed at Cerro Colorado.

Stakeholders and Key Players Cerro Colorado Site The following is a list of the principal stakeholders for both the Cerro Colorado site itself and the great Chaco area that was analyzed.

· Local Izuceño Leaders: Elected men and women from the different communities. Responsibility to look out for the interests of their community.

· CIMI: An Izuceño women’s cooperative concerned about natural products, crafts and women’s issues. Deal with nutrition, health, reproductive rights, empowerment of women, education, and development of a stable household income.

· CABI and CABI Park Administration: Guarani inter-communal government structure that incorporates the upper and lower Izozog areas. Technical person responsible for the general management of the protected area. Responsible for the conservation of biodiversity, law enforcement, protection of cultural sites, and enforcement of international conventions.

· SERNAP Park Administration: Co-administrators of the protected area. Interested in minimizing impacts to the protected area, the level of compliance with the management plan, and insuring that the biodiversity of the Chaco is protected for the long term.

· WCS: Non-governmental organization concerned about the conservation of wildlife around the world. Responsible for managing the USAID’s Kaa-Iya project in the Chaco.

· FII: Foundation that manages resources for the CABI. Some of these resources are related to the USAID’s Kaa-Iya project. This project would generate income for the Foundation.

· Wildlife researchers and para-biologists: Concerned about loss of a temporary research station

15 Any visitors have to contact the pilot directly, and the cost was $640 for up to 4 people.

2.8 Strengths and Weaknesses—Chaco/Kaa-Iya del Gran Chaco National Park

Strengths

· At high government levels within the Guarani there is well-developed support for protecting and conserving patrimony

· CABI and WCS, the principal actors in the park & protected area, want to consider ecotourism as one strategy for developing productive, income-generating activities to pursue at the community level

· Cultural attractions are tied to the natural attractions in the region

· CABI & WCS are experienced NGOs (conflict resolution, empowerment, organizing groups to accomplish tasks) and are actively working in the region directly with park management

· ArteCampo has a facility in La Brecha

· A SERNAP/CABI facility exists in La Brecha that has lodging space

· Some communities want to share and educate people about their culture

· International interest in indigenous rights and culture among citizens in developed nations (especially Scandinavia, the Netherlands and US) is growing and it provides a target market

· Possible connection to Mission Circuit World Heritage Site

· Access should improve with proposed highway through San Jose de Chiquitos

· Local products exist that could be sold to tourists on or off-site

· The Izozog is outside of the actual protected area thus tourist activities would only indirectly impact the protected area

· Gender equity is in practice in governance, is demonstrated in product development activities, and through CIMCI (Central Intercomunal de Mujeres de la Capitania de Isoso)

Weaknesses

· No flow of tourists on site

· Difficult access to TOC and protected area

· Expensive access (private plane) or uncomfortable, time consuming access (poor roads)

· No well thought out sustainable tourism products with local backing exist at this point in time

· Ethnotourism opportunities that could be offered would have to compete with those in Paraguay and others in Bolivia that are perceived to be more attractive

· Communities themselves are not visually attractive (and you can go to other Guarani communities that are visually appealing and are in beautiful settings)

· Unique nature of park is how created and being managed—not clear how to make this a big attraction

· Exposure, capacity and tourism experience level of locals is very low

· Extent and rationale of WCS and CABI’s commitment to ecotourism is unclear

· Basic infrastructure mostly doesn’t exist

· A level of incompatibility between idealism of ethnotourism and ecotourism, and the basic, subsistence lifestyle of many of the residents of the region

2.9 Potential Ecotourism Products and Packages

The ecotourism potential in this region is limited, yet the potential for high quality niche specific and off-site products exist. Although the team did not visit all the proposed ecotourism sites, we were able to use secondary information to determine that all of them have problems with potable water, accessibility and a lack of basic infrastructure. The indigenous people the team interviewed and interacted with expressed deep concern about encouraging visitation to the protected area. The only area where there was some interest in having visitors was the corridor of communities along the Parapeti River, north of La Brecha.

If the communities, CABI and WCS decided to further explore ecotourism development, it would require a much deeper dialogue to determine how best to proceed. There is potential for sustainable ecotourism products whereby the Guarani indigenous groups would educate tourists about their culture and its relationships to the surrounding landscape and the processes of nature. In conclusion, the team feels that there are two ecotourism products that could be viable in the Chaco (Table 2.1).

The first is a wildlife viewing trek. Small groups would pay to accompany the para-biologists working in the park. A minimum investment would be needed, as visitors would provide their own gear. WCS has already proposed taking advantage of potential wildlife viewers, so initial buy-in exists. In addition, it capitalizes on ongoing research projects and the presence of para- biologists on site.

The second is to establish a Heritage Visitor Center in nearby city or community. This reflects the community interests to share who they are, their language, cosmology, history, and their relationship to the protected area. It further supports related tourism planning efforts in Santa Cruz and San José de Chiquitos. Either or both locations are positioned to support a Heritage Visitor Center. A basic admission fee should be charged to pay for the operations and maintenance of the center and some portion could be returned to the indigenous people to support programs related to ecotourism.

Table 2.1 Potential Near-Term Tourism Products for the Chaco/Kaa-Iya del Gran Chaco National Park Assessment Region

Tourism Wildlife Viewing Research Trek Heritage Visitor Center Attributes Brief Accompanying a local para-biologist in Natural and cultural heritage center that includes Description the field to collect flora and fauna environmental interpretation, history of the Izuceños information. Could be done in and the park, Guarani cosmology and culture and association with research stations/camps. community museum. The general history of the Small groups up to 3 people. Focus is on Chaco can also be briefly depicted. Overall theme learning from the local and assisting in concept is a virtual walk through the park. Will the process of biodiversity conservation. include a museum store including native crafts, Drive to La Brecha on the way in and natural products, books and other information. It out of the TOC. Walk across the river, should include an environmental education area with visit craft demonstrations at ArteCampo, wet and dry labs for use by local schools and park and buy crafts, natural products, park. research programs. Information and Communication Technology Center for information, environmental Twenty-five or less each year. education programs, tie into global monitoring The market is wildlife biologists, programs for children and serve as the community researchers, graduate students who are in and municipal government internet center. An entry good physical condition. Their fee would be charged. This structure could include a motivation would be to learn and park management office. Two likely locations for contribute to conservation. the Center are Santa Cruz and San José de Chiquitos, due to their proximity to existing tourist flow. Lodging Stay multi-nights in own tents. Length of N/A stay depends on research program needs, but is envisioned to be less than 1 week. Food Service Eat their own food with researchers at N/A—maybe food, water the research camp. Other Service Para-biologist as interpreter and guide to Provides learn about flora and fauna. Other Basic Public latrines Physical plant, park office (internet communication Infrastructure Communication from research station to use park, visitors, community) Likely Little or no new impacts since the Introduce new culture Impacts to research is already ongoing Biodiversity Community- Buying of crafts and natural food Promote culture based products Promote sustainable use Benefits Fee, income, jobs Community- Mostly positive Mostly positive based Impacts Internet training Potential CABI, WCS, ArteCampo, Hombre y CABI, WCS, ArteCampo, ASUR (South Andean Partners Naturaleza Anthropologists/Sucre), UNESCO (Community Museum Program), American Railroad Company & road reconstruction (IDB Project), Municipality of San Jose de Chiquitos, Hombre y Naturaleza

Tourism Wildlife Viewing Research Trek Heritage Visitor Center Attributes Potential International Domestic, International Markets WCS members Jesuit Mission Heritage Site Users Conservationists Brazilian Pantanal Users Nearby communities and schools Market WCS connections Jesuits, RAMSAR, UNESCO, ARTECAMPO Distribution CABI Web site Approaches Training Guiding, Environmental Interpretation, Hospitality Training, Environmental Interpretation, Needs Sanitation, Basic Operations Sanitation, Basic Operations Management, Management, Emergency Services Emergency Services Funding CIDA Canada, The Dutch Government, International Development Bank, American Railroad Potential Fondo Indigena, Danish Cooperation Company, Municipalities

2.10 Conclusions

While potential products and opportunities exist, time and effort would be needed to develop appropriate ecotourism products, generate demand through marketing, and increase existing human resource capacity in the area of business and hospitality management. Additionally, the Team was concerned that the indigenous groups in the area have not had a full discussion of the benefits and impacts associated with ecotourism.

Because of this the IRG Team felt that the most useful investment at this point in time was not in product development per se, but rather in promoting a dialogue about sustainable tourism and its benefits and impacts. This is critical since it is likely that ecotourism will be considered as an alternative approach to development in this assessment area. Such a dialogue would position the local groups to be involved in the decision process from a position of understanding ecotourism rather than simply having to react to it.

2.10.1 Constraints to Ecotourism in the Chaco/Kaa-Iya del Gran Chaco National Park Region

· Although ecotourism attractions and opportunities for bird watching, wildlife viewing, trekking, and exploring remote areas exist, the indigenous groups of the area are not at present in agreement on opening up these opportunities for ecotourists.

· The transportation to and within the Chaco area is inadequate to develop the ecotourism potential that exists.

· Basic services (electricity, potable water, communications, and human and solid waste disposal) are limited for the entire area.

· Available healthcare is limited and inadequate for tourists.

· Human capacity in the area of ecotourism outside of Santa Cruz and Jesuit Circuit communities is nonexistent.

2.10.2 Potential for Ecotourism in the Chaco/Kaa-Iya del Gran Chaco National Park Region

· Some indigenous groups expressed an interest in sharing their culture (language, cosmology, natural medicines, and political reality) with outsiders and this cultural opportunity could be linked to nature-based activities.

· Ecotourism attractions and opportunities for bird watching, wildlife viewing, trekking, and exploring remote areas exist although the best locations for these relative to potential cultural impacts are unknown at this time.

· Some indigenous groups within the area, especially the women, are already engaged in making handicrafts that could complement ecotourism, and indigenous cooperatives are involved in developing natural products that ecotourists are likely to find appealing.

· Efforts are ongoing to locate SERNAP facilities in Santa Cruz (Information/ Visitor Center) and San Jose de Chiquitos (Guard Station), which could support and inform tourism to the Chaco.

· Communities north of the park along the soon to be completed highways (2003–05) are presently engaged in development planning that includes sustainable tourism as a potential activity.

2.10.3 Cerro Colorado Site

The Cerro Colorado Site is not a viable location for ecotourism due to the areas zoning for research and due to nearby important cultural sites.

2.11 Recommendations

CABI needs to engage the municipalities and communities in and around the park to assess and plan whether or not ecotourism is a desired part of the park and region’s future. The potential exists and in the mid term (3–5 year horizon) investments could be made to encourage or discourage sustainable tourism (cultural or nature-based) as a development strategy. Certainly, a sustainable tourism strategy that includes ecotourism could complement other forms of economic development.

Because CABI is presently considering alternative approaches to economic development we would encourage them to take the lead on promoting a dialogue about what ecotourism is at the community/settlement level (Guarani, Ayoreo, Chiquitanos near, adjacent to, or within the park). This dialogue needs to openly address cultural impacts, impacts on sacred sites, and impacts to the fragile ecosystems and biodiversity of the protected area.

WCS should consider sponsoring, potentially with USAID assistance, a study tour for key community leaders and residents. Travel by these individuals to other sites in Bolivia and the region where ecotourism is occurring within an indigenous settlement and near a protected area, would provide a better understanding of what’s realistic and viable, especially in terms of investment levels and capacity needs.

CABI, WCS, and SERNAP should facilitate a dialogue between municipalities near the park, local indigenous populations, and tourism providers in the greater region to explore the interest and viability of developing a heritage visitor center in Santa Cruz, San Jose de Chiquitos and/or some other location.

If CABI and WCS desire to immediately experiment with an ecotourism product, we suggest a wildlife viewing research trek where impacts can be easily monitored to determine the level of acceptance by resident para-biologists and local community residents. Such ecotourism product testing would be low cost and would provide an opportunity to test the ecotourism marketplace, cultural acceptance, and the ability to deliver an on-site ecotourism product.

2.11.1 Potential Pilot Project

As part of the governments effort to decentralize and empower local units of government and indigenous groups of the Chaco Region, a pilot project is proposed to educate and promote open dialogue concerning the likely impacts from protected area-based and off-site ecotourism development. Impacts to culture, social structures, sacred sites, the existing economic situation, and the fragile ecosystems of the park and surrounding environments would be addressed. The target audience should include: (1) settlement/community level indigenous leaders within the greater area, (2) civic leaders and local government officials in the potential tourism gateway and portal municipalities (Santa Cruz, San Jose de Chiquitos) and communities (Camiri, Natividad) surrounding the park, and (3) existing and potential tourism operators.

We believe this proposal will do the following:

· Facilitate empowerment of indigenous groups

· Address key concerns of local leaders

· Promote strategic thinking about ecotourism instead of incremental decisions on development projects

· Provide the opportunity for the local governments to practice democratization

· Ensure that impacts to biodiversity conservation are given serious consideration along with potential impacts to the cultures

· Capitalize on USAID ongoing Democratic Initiatives Program and all it has created

· Promote environmental education for residents and guests

This environmental education program needs to be designed and implemented to directly address the issue of sustainable ecotourism in and around protected areas where indigenous cultures dominate. Travel by some local leaders and residents to other sites in Bolivia and surrounding countries where ecotourism is already occurring within a similar situation (within an indigenous settlement and nearby a protected area) should be a part of such an educational program. The program should also bring together a diverse group of storytellers—indigenous leader, tourism operators, non-indigenous, women—from an already ecotourism impacted or ecotourism

changed indigenous area to the Chaco to create the opportunity for a realistic appraisal of the tradeoffs associated with this economic alternative. Outputs of this project would be a local capacity to make a judgment about whether or not to pursue ecotourism. The approximated cost of this project is $175,000–250,000 and we believe there is a potential to obtain partial funding from private foundations.

3. Amboro National Park Assessment Region

3.1 Regional Perspective

Amboro National Park (est. 1984) is located in the Department of Santa Cruz and is a large predominately natural area in the eastern Andes. It consists of 637,600 hectares, of which 442,500 are designated as national park and 195,100 as an integrated management area (ANMI) of the park. The ANMI serves as a buffer zone to the park. Settlement and limited land use by residents is permitted. The National Park Service (SERNAP) manages both zones (Figure 3.1). The struggle over the exact park boundary continues, as does the issue of defining the exact authority and management responsibility of the National Park Service in the ANMI. These situations are likely to intensify, especially as another 30,000 coca-growers in the nearby Chapare could lose their livelihood and look for places to engage in agriculture. Efforts to manage and direct colonization of the ANMI are important to retaining the areas potential for ecotourism.

Figure 3.1 Map of Amboro and Carrasco National Parks.

Amboro is located at the confluence of four geographic regions: the Southern rim of the Amazon Basin (tropical rainforest), the Western edge of the Brazilian Shield (sub tropical deciduous forest), the northern limit of the Chaco (temperate woodlands) and the very diverse subtropical and temperate forests of the Andes. The area of the park is characterized by high indices of biodiversity including over 830 bird species. The altitude ranges from 300m to 4,700m above sea level. Rainfall varies between 1,400–5,000mm according to zone. The park is very important for the water supply of surrounding human settlements, irrigation and hydro electricity (TNC 2001). To the south of the protected area in the ANMI is El Fuerte, a pre-Columbian ruin and UNESCO World Cultural Heritage Site.

Nine municipalities border the park and the ANMI is home to approximately 3,759 families in 97 settlements (SERNAP 2001a). Subsistence agriculture is the main activity adjacent to the park and within the ANMI.

Three municipal associations coordinate and provide technical expertise for local government initiatives in the area around the park—Sara Ichilo along the Northern Border, Los Barres in the South and el Eje in the East. The park uses a management committee that includes local representatives from communities, representatives from the provinces, someone from the Santa Cruz Prefecture, a representative from SERNAP, a representative from the Amboro National Park and several other key actors.

3.2 Existing Tourism Patterns—Points of Entry

The Amboro area is accessed primarily through the gateway city of Santa Cruz with a population over one million. Santa Cruz also has Bolivia’s second busiest international airport. Both sides of the park are within a 2–3 hour drive of Santa Cruz. The roads are mostly paved and travel is relatively easy. The park is essentially split into north and south by virtue of the highway access. There is no road through the park connecting the north and the south sides directly. The two principal portal communities are Samaipata (alt. 1,600m) and Buena Vista (alt. 400m).16 The park can also be accessed through the towns of Yapacani, San Carlos, Bermejo/Los Volcanes, El Torno, Comarapa, Pampa Grande, Porongo and Mairana.

Tourism demand exists for visits to the national park from Santa Cruz and Bolivian tour operators in Santa Cruz and La Paz offer itineraries that include stops on the north and south sides of the park for both domestic and international visitors. In 2000, the Amboro National Park received 5,000 registered visitors (60% foreigners) and an estimated 5,000 unregistered visitors. Local tour operators also access the park from the portal towns of Buena Vista and Samaipata. It remains the case, however, that tourism is still small-scale. The Buena Vista operator estimated that he had 700–800 customers a year.

There are no formal controls or limits to access into the park—park guard station, permits, gates. Access is limited by the absence of roads. This is a deliberate strategy to make colonization difficult and to try and limit impact to the ANMI.

16 Portal communities: towns near the park that have tourism services and serve as take-off points for tourists entering the park.

Protected area-based ecotourism sites are principally located near to existing SERNAP guard stations, which have, and still do to a degree, serve as free lodging for overnight visitors. SERNAP has, however, actively encouraged nearby communities/settlements to provide services for visitors. In return, several guard stations have limited or eliminated over night stays in order to promote ecotourism in the nearby communities or at sites operated by members of nearby communities. The National Park Service has facilitated this compatible development alternative as one of its management strategies to reduce threats to the park’s integrity.

As park manager, SERNAP plays an active role in tourism for Amboro. There is a full-time tourism coordinator, based in Santa Cruz, which reflects their level of interest and involvement. While SERNAP has stated that they do not want to be and ecotourism provider, they know that they have to coordinate and manage tourism in the park. Currently SERNAP guard stations usually provide limited free overnight lodging in the ANMI. This practice is being scaled back to promote ecotourism operators in nearby communities or community-run ecotourism projects.

The management and strategic plan for SERNAP in Amboro highlights ecotourism as a compatible development alternative that promotes and protects conservation efforts and generates community support for protection of the park. This kind of continual collaboration and involvement with SERNAP is critical to ecotourism development in Amboro.

Communities presently involved include La Yunga, Mataracu, La Chonta and Villa Amboro.

3.3 Socio-Economic Indicators

The rural area and communities surrounding Amboro are relatively undeveloped with very basic infrastructure. The main sources of income in both north and south Amboro are agriculture and ranching (small to medium-sized ranches). Tourism was seen as third for the portal towns of Buena Vista and Samaipata.

3.4 Ethnic and Gender Opportunities

Communities in the ANMI are primarily Quechua migrants from the high Andean region and have in large part, lost traditional cultural expressions. Inhabitants of portal towns are largely mestizo and some foreigners, particularly south of the park. Tourism jobs at the community level are largely male dominated except for food service. However, some women hold positions in the municipal and private tourism sectors in portal towns, especially in hotel and restaurant ownership.

3.5 Biodiversity and Conservation Concerns

Significant threats to biodiversity in the park originate from colonization and unsustainable—and at times illegal—land use by the community in the ANMI. These occur through slash and burn farming, hunting, fishing, cattle, indiscriminate logging, new settlements, mining and gas exploration, and sand and stone quarrying from the river (SERNAP 2001a, 2001b). Uncontrolled visitation to several sites also is known to result in illegal and unsustainable collection of tree ferns. Overuse of some trails is another source of impact. Finally, unregulated private sector tourism development at Mataracu on the park border has resulted in the introduction of alien species and some deforestation, and is likely to result in additional visitation to park.

The absence of clear land use regulations in the ANMI, and the continued migration by Quechua Indian farmers from the highlands and displaced farmers are major threats to biodiversity and the park concept itself. Due to the lack of adequate impact monitoring the level and rate of these changes are indefinite.

3.6 Economic Reality—Trends, Investments

Amboro, as with all other regions assessed, struggles with benefit-sharing, revenue-sharing, taxes, and user fees on all issues that need to be resolved for successful tourism and ecotourism.

Tourism is growing in and around the Amboro National Park. In Buena Vista $6 million has been invested ($4 million in hotels and $2 million in cabins). Hotel capacity has increased enormously, but occupancy only averages 25–30% (25% in Samaipata) and strategies to increase demand are needed. The municipality estimates its on-site return from sustainable tourism per year is approximately $750,000 and its off-site return per year is $150,000.

Tourism to both portal towns has been primarily recreational in character; however, the growing trend is for tourists to be attracted to a package of sustainable tourism products that includes ecotourism and cultural tourism. In Samaipata, second homes for residents of Santa Cruz continue to increase, and el Fuerte draws Bolivian tourists from Santa Cruz for weekend mini- holidays.

Preliminary discussions have taken place between tour operators and the protected area management staff. There is general acceptance for user fees (Sistema de Cobro—SISCO), which are likely to be introduced within the year. This is a component of SERNAP’s program which is receiving technical support from the Nature Conservancy. Numerous stakeholders (municipalities, private sector operators, etc.) in the region desire to gain access to these fees and SERNAP has yet to decide how the fees will be used and/or allocated. Some colonists living in the ANMI feel they should be able to charge visitors a fee for crossing their land. This could have negative impacts on ecotourism and is likely to become more of an issue if SERNAP charges a user fee and some of it is not returned to communities surrounding the park.

Many tourism operators reported that they do not collect the required government value added tax due to difficulties in the accounting procedures that result in them being unable to get their refund through the retail taxing process. Certainly, if local governments are not getting an influx of tax money from sustainable tourism operations then it becomes difficult for them to get excited about investing public money in the supply-side of tourism or tourism marketing.

Almost all of the existing tour service providers are small-scale, with 2–3 employees, often family members, and maybe 5–10 guides that they may use at any time. None of the operators interviewed had developed business plans or done any concrete long-term strategic thinking. All had gotten started by investing their own money, and all growth was financed through re- investment of profits. This highlights the overall lack of private investment capital in the area for developing new sustainable tourism, including ecotourism products and services. Many private providers commented on the general lack of any kind of tourism planning or coordination for the community, municipality or region. This further translates into no coordinated marketing program for demand creation.

Employees in the tourism sector often lack basic hospitality and business training. Although a labor pool exists in the towns around the park most of the work force is unskilled in tourism. Wages in the various sectors of the tourism industry vary. In general, head cooks earn US$150 per month, assistant cooks US$50 per month, half-time waiters about US$50 per month, gardeners and groundskeepers US$75–$100 per month, and maintenance workers US$80 per month. Guides earn US$10–20 a day.

Most of the guided tours are place oriented, and do not use environmental interpretation to enhance the visitors’ experience. The two exceptions on our trip were the guided walk at La Chonta and the guided walk at El Fuerte, where the service was excellent and the guides were well trained in environmental interpretation and tour group management. In the ANMI, conflicts exist between local guides and guides brought along by tour operators. Based on data collected in Buena Vista and north Amboro, average annual guiding income could range between US$850– 2,500 per year per guide.17 Trained local trail guides charged from US$10–20 for a 1–2 hour, guided walk for a group of up to five tourists and on average received a tip of US$3–5.

Monthly wages from guiding ranged from approximately US$100–250 a month. In many cases these local guides use a rotation system to allocate jobs (groups of customers) among their group or association to distribute benefits. There was a desire by local guides, especially those in the ANMI who have invested in training, to obtain sole rights to customers in their area. In other words, non-local guides should not be allowed to lead walks. The local guides felt this job security would further stimulate them to engage in conservation by reducing their dependence on farming, which most often is slash and burn agriculture.

3.7 Existing Tourism at the Portal Level

There is a major portal town for both the southern (Samaipata) and northern (Buena Vista) parts of Amboro National Park.18 Samaipata received approximately 13,000 visitors in 2000 (40% are estimated to be foreigners). Buena Vista received approximately 4,000 visitors in 2000 (50% are estimated to be foreigners).

Samaipata

Tourism in the region developed in the 1980s and improved throughout the 1990s. Investments in road improvements and El Fuerte, a local UNESCO World Cultural Heritage Site, were the stimulus.

Visitor levels are currently around 13,000 per year. In addition, Samaipata is in a transition zone with a moderate climate and a beautiful location, making it an attractive escape from the Santa Cruz climate.

17 Figures based on estimates by tour operators in Buena Vista and local guides and La Yunga on guiding pay rates estimated customer flow, length of high and low tourist seasons, and number of guides sharing duties at various sites. See Annex G: Amboro Region Detailed Information. 18 Portal town: a community having tourism services that is near the intended or existing attraction and serves as takeoff point for ecotourists

Samaipata offers basic tourist services, but lacks potable water, and adequate sewage and solid waste management. There are a range of hotels and over 500 beds. In addition, many Santa Cruz residents own weekend homes there, which are occasionally rented out.

Samaipata has potential to develop into a pleasant tourism destination. As mentioned above, the area has significant natural attractions, with the climate, beautiful landscape, and proximity to Amboro National Park, and the La Yunga fern forest trail. El Fuerte is a large tourist draw and received 13,000 visitors in 2000. The town itself is also pleasant, although somewhat basic by international standards. However, there is an archaeological museum, handicraft shops, restaurants, cafe and ecotourism outfitters, all of which form a solid foundation for further development of tourism and ecotourism.

View of Amboro National Park in the Samaipata area.

There are some marketing materials for the area. Most of it is on display at providers’ location. The Camara Hotelera19 has a flier, and the ecotourism operator has brochures. The problem is, that unless you were there, and knew where to go, finding the information was difficult. There was no distribution of materials to Santa Cruz, and little cross-marketing among hotels, restaurants and businesses. Demand generation of this sort is a significant issue if ecotourism is to be truly viable and have an impact.

Buena Vista

Buena Vista is the major portal to the north side of Amboro. It is located 100km northeast of Santa Cruz, and is another weekend destination from Santa Cruz.20 The municipal government

19 Chamber of Hotels 20 The drive is roughly 3 hours from Santa Cruz to Buena Vista

Mancomunidad Sara Ichilo, and the Sara Ichilo Foundation have a vision for their role in promoting tourism development in collaboration with the private sector. A promotional video has been developed and the alcalde works closely with the Camara Hotelera and the Mancomunidad. This level of cooperation and the understanding of its importance will be important as Buena Vista works to better develop ecotourism in the area.

There is established tourism infrastructure in Buena Vista. There are approximately 725 beds from hostels to hotels, resorts and condominiums that range from no stars to 4 and 5 star designations (Pineiro 2000).21 There is a range of attractions from the natural beauty of the national park, the Curichi Cuajo Municipal Reserve, many rivers and related activities in the area, a coffee plantation and processing plant, handicrafts, and community-run ecotourism sites.22

An advantage that ecotourism has in Buena Vista is that there are already ecotourism operators, local business owners and government officials who know what ecotourism means and understand its importance. There are community-owned as well as private sector ecotourism products. While it is not actually an ecotourism enterprise, the largest tourism complex is the Amboro Eco-Resort, which draws Bolivian and foreign tourists as well as the conference market. In addition, SERNAP has an office in Buena Vista and Peace Corps has an ecotourism volunteer stationed there. Access from Santa Cruz is very easy along the new paved highway that links Santa Cruz, through the Chapare, to Cochabamba. However, access to communities off the road is almost exclusively via poor dirt roads and/or river crossings that often flood.

3.7.3 Featured Ecotourism Products and Communities Associated with Amboro National Park

Southern Amboro

1. Refugio Los Volcanes Privately owned ecotourism lodge with 6 double bedrooms and communal dining room overlooking river offers hiking, bird watching, a completely isolated location, unpolluted views of the night sky, and a spectacular riverside location, surrounded by red rock cliffs and cloud forest on the park’s southeastern border at its closest point to Santa Cruz (less than 2 hours in 4-wheel drive vehicle). Lodge is not operating at a high occupancy level, but could likely increase visitor flow with improved marketing. Road access also is difficult and during the team visit service was basic. It is exclusively marketed by Neblina Forest, a Santa Cruz– based inbound operator specializing in bird watching tours.

21 The 4 and 5 star designations are subjective, and do not reflect international standards of quality at those levels. 22 There are nature trails managed by local communities at Mataracu, Saguayo, Macunucu, and La Chonta

Los Volcanes Ecolodge. 2. La Yunga Community-run ecotourism project providing guided walks in the frequently visited Tree Fern Forest Trail (1,880m), including a panoramic viewpoint.23 It is easily accessed from Samaipata (30km) and supports half- and full-day hikes, and camping trips up to three nights. March is the best time for wildlife viewing. Currently receives approximately 60 visitors per month. There are two locally owned and operated restaurants and a park guard station in the village at the base of the trail access road. The guide service is community-run and was established with the support of FAN and SERNAP. There is an unplanned campsite on the park border established by Samaipata-based tour operators that competes with the community operations.

3. Comarapa and Tambo The communities are located just over 100 km west of Samaipata. Comarapa and Tambo are characterized by forest patches and dry thorn scrub forest. They are the best place in Bolivia to see the endemic Red-fronted Macaw (Neblina Forest 2000).

4. Siberia The cloud forests of the Serrania de Siberia represent the southernmost limit of humid- temperate cloud forests in South America and provide habitat for several rare and endemic bird species, including the Rufous-faced Antpitta, Black-hooded Sunbeam, and Grey-bellied Flowerpiercer. (Neblina Forest 2000)

23 The trail is located within the ANMI. The community abuts the ANMI, and the viewpoint looks across the ANMI into the park.

5. El Fuerte UNESCO World Cultural Heritage Site This archaeological site in Samaipata presently attracts approximately 13,000 visitors per year, approximately 60% domestic and 40% international. Many people visit on day trips from Santa Cruz or on route to other destinations. Its archaeological interpretation program includes how inhabitants used the site and how they were linked to the land, plants and animals. The site offers panoramic views of Amboro National Park. The entrance fee is 20 Bs for foreign travelers and 10 Bs is charged to Bolivians. Well-trained local guides were on- site to be hired for 30 Bs for approximately 2 hours. Four tour operator companies offer guided trips to the site. El Fuerte is a popular attraction that could be packaged with ecotourism products in the area to create a multi-purpose destination. The site is presently being upgraded with viewing platforms and walkways to reduce impact. New entrance facilities under construction will include improved restrooms, office space, and tourist facilities.

Northern Amboro

1. Mataracu Community ecotourism project located 39 km from Buena Vista near the Mataracu park guard camp. Access is difficult because of poor road conditions and the need to cross the Yapacani river access. Area attractions include unmarked nature trails to cascading natural pools, a waterfall, and dinosaur fossils encrusted in river rock. The community project is designed to provide rustic lodging, kitchen facilities, and latrine. It has been under construction for the past two years and remains unfinished. A nearby private tent/cabin camp is now being built in the same area and plans to open in January 2002. Lack of coordination has resulted in conflicts between the two projects, one community-based and one private- based. At this point even the community is divided on what to do.

2. Villa Amboro Community ecotourism project located 38 km from Buena Vista near the Macuñucu park guard camp. Forty-three of the 45 families living in Santa Rosa de Amboro co-manage and benefit from the community camp facility which includes a dining area, shelters, restrooms, showers, and related nature trails. The area has abundant flora and fauna and beautiful waterfalls along the Macuñucu river trails, one of which is 40 meters high. The river trail offers panoramic views of hills cut by streams, deep pools and wide beaches. From this area you can reach the crest of Mt. Amboro.

3. La Chonta Community ecotourism project located 35 km south of Buena Vista offering camping, nature trails, and basic services for visitors. Access is difficult beyond the Surutu River due to the poorly maintained road. The three year-old micro enterprise project is a community initiative managed by four of La Chonta’s thirteen families. The project has received support from CARE (US$6,000) to complete a community-owned ecolodge by providing water, trail design, and trail construction. The facilities will provide basic accommodations, bathrooms and food service. The project’s excellent trail resulted in local guiding and interpretation services opportunities and 1,200 day and overnight visitors into the Amboro National Park this past year. Attractions include a diversity of flora and fauna, natural springs, pools, and a lookout. You can reach the Saguayo camp by walking along the La Chonta River.

3. Curichi Cuajo The Curichi Cuajo Municipal Wetland Reserve is a municipal area situated 1km from Buena Vista on the road between Buena Vista and the Surutu River. The area, which serves as the community water source, has been used for years as a bird watching site and was declared a municipal protected area by the Buena Vista government in 2000. The Reserve contains transitional forest (humid tropical/sub-tropical), a wetland area (curichi) with year-round water, and pastureland. It offers the opportunity to see monkeys, birds, mammals, and local flora. The management objectives of the reserve are to conserve biodiversity, to protect the local water source, to support local income generation through ecotourism, and to offer programs in environmental education and interpretation. To accomplish these goals the area needs to be made more accessible to the general public.

Stakeholders and Key Players for the Amboro National Park Assessment Region

SERNAP. The National Park Service plays an active role in the management and protection of Amboro and the ANMI. This mandate includes conservation, social justice, ecological sustainability and economic viability. They feel that their primary role is the park’s protection and then promoting compatible economic development projects including ecotourism. SERNAP recognizes the need to establish viable, self-sustaining ecotourism enterprises in communities around the park, and that work be done with communities, NGOs (15 NGOs currently work in the Park) and private sector entities, especially tour operators. SERNAP’s annual budget is $180,000, and it employs 25 park guards (USAID Assessment Team 2001).

Communities. The adjoining and nearby communities are the gateway for park visitors. Residents are often a significant threat to the park through illegal land use (hunting, trapping, harvesting). Communities have the potential to gain tax revenues if they are collected and reported by tourism operators and transferred by the municipality to them, in addition to benefit sharing through direct involvement, with ecotourism operators.

Tour Operators. Stake in the park stems from their value as a resource and attraction for their client operators can be very valuable to help promote, market, use and properly educate visitors about Amboro. Unethical operations can also cause significant damage through over-use or high impact tourism.

Municipalities. Major engines of local regional development. Buena Vista declared themselves a Tourism Municipality in 1996. They host tourists who are potential park visitors and provide a potential market for environmental education opportunities about parks and nature conservation. Residents are sometimes engaged in activities that negatively impact the park (hunting, trapping, harvesting). Municipalities can generate tax revenues if they are collected and reported by tourism operators.

Private sector businesses. Local lodging providers, retail businesses, food and beverage establishments, etc., will benefit from increased tourist flow to the area, which increases overall demand for services.

NGOs. Fifteen NGOs currently work in the park some of which are helping to establish and promote ecotourism enterprises.

FAN. Provides technical assistance to La Yunga community on ecotourism development. Works with Fundacion de Turismo y Desarrollo Sara Ichilo to promote an alliance of nine municipalities to keep oil and natural gas exploration outside of the protected area.

PROBIOMA. Promotes community development through technical assistance and marketing support for Villa Amboro.

Ecological Association of the West (ASEO). Environmental health in urban and rural areas.

Peace Corps. US government volunteer grass-roots development organization supporting communities and municipal governments in the areas of ecotourism, micro enterprises, craft development, environmental education, interpretive guide training, and basic sanitation and water projects. Ecotourism volunteer places in Buena Vista and another assisting with conservation efforts in the region.

3.8 Strengths and Weaknesses—Amboro National Park

North Amboro National Park

Strengths · Quick and easy highway access from Santa Cruz (domestic and international tourist hub)

· Strong municipal support for ecotourism and conservations efforts

· Municipal interest in collaboration across sectors

· Interest in forming an association of municipalities surrounding the park

· Tourism has strong community support

· Communities identify themselves as portal areas linked to the park

· Sara Ichilo Mancomunidad was created to promote and develop tourism

· Active Sara Ichilo Foundation interested in tourism

· Active local private sector that is investing, and additional investment potential from private sector in Santa Cruz

· NGO involvement in ecotourism development (PROBIOMA)

· Tourism is already associated with the park and SERNAP

· Stakeholders view tourism from a regional perspective

· Some capacity building activities and resources already in place—guide training, food preparation, scientists living in the area

· Local artisans produce top-quality handicrafts

· The Buena Vista portal offers a distinctly different experience from that of the Samaipata portal

· Limited security issues

Weaknesses · SERNAP lacks clarity on ANMI occupants’ rights (land tenure and use) and management responsibilities, including lack of an ecotourism strategy in which all stakeholders have ownership

· Lack of planning and technical capacity

· Continued colonization by farmers threatens the ANMI

· Lack of cooperation between the sectors

· Tension between community and privately operated ecotourism projects

· NGO involvement in ecotourism development restricts participation by private enterprise (PROBIOMA)

· Lack of education about environmentally sound tourism practices

· Existing tourism operators do not contribute tax revenues, thus local government does not see tax revenue from tourism

· Access to ecotourism products is poor—river crossings, signage, and road maintenance

· Lack of basic infrastructure and services (for locals and guests) at portal communities and sites

· Little marketing in place for ecotourism products, and it is focused on relatively narrow markets of backpackers and bird watchers

· Lack of interpretative centers to describe the areas rich environmental and cultural heritage

· Lack of a trained tourism workforce (basic hospitality and business training)

· Investors are expecting handouts

· The two sides of park (north and south) are currently competing and not cooperating

· Santa Cruz is not known internationally as a gateway for ecotourism

· Lack of funding to develop or redevelop community ecotourism projects

South Amboro National Park

Strengths · Easy access from Santa Cruz (3–4 hours), a hub for international and domestic market

· Community-based ecotourism is already linked to the park and SERNAP

· Private sector sees park as an asset and tourist draw

· Stakeholders view tourism from a regional perspective

· Nearby World Cultural Heritage archeological site (El Fuerte) that is presently being upgraded in terms of facilities and services

· SERNAP plans to create interpretive center as part of the Samaipata Guard Station

· Existence of complementary tourism products accessible by road and close to Samaipata, as well as nearby sites with ecotourism potential—La Pajcha Falls, Lajas Canyon, Eagle and Condor Trails, Devil’s Tooth Mountain

· Diversity of ecological offerings that could support ecotourism

· Existing hospitality infrastructure in Samaipata

· Knowledgeable local tour operator with strong interest in the park and ecotourism

· SERNAP has tourism officer for Amboro who works closely with communities

· NGO involvement in ecotourism development (e.g., FAN)

· Investment potential from private sector in Santa Cruz

· Samaipata area provides a distinct experience relative to Buena Vista portal

· Limited security issues

Weaknesses · General lack of understanding of ecotourism within local government and general public

· Lack of education about environmentally sound tourism practices

· SERNAP lacks clarity on ANMI occupants’ rights (land tenure and use) and management responsibilities, including lack of an ecotourism strategy in which all stakeholders have ownership

· Lack of planning and technical capacity overall in tourism development applies across all sectors

· Lack of cooperation between the sectors

· Lack of basic infrastructure and services (for locals and guests)

· Little marketing in place for ecotourism products, and it is focused on the relatively narrow markets of backpackers and bird watchers

· Lack of a trained tourism workforce (basic hospitality and business training)

· Santa Cruz is not known internationally as a gateway to ecotourism

· The two sides of park (north and south) are currently competing and not cooperating

3.9 Potential Ecotourism Products and Packages

The IRG team identified two ecotourism product development ideas (Table 3.1) that appear most viable for immediate development in northern Amboro. The team acknowledges that our visit only allowed for brief exposure to the area, and other sites may exist that are equally as viable.

Table 3.1 Highest Potential Ecotourism Products—Northern Amboro

Tourism Curichi Municipal Reserve Project Self-guided, multi-day camping, guided Attributes completion, development and interpretative trail circuit promotion Brief Reserve has been created but needs Link Villa Amboro (Macunucu), Carbones (La Description interpretative signage, programming, Chonta), and Isama (No facilities at present) environmental education materials, and together into a circuit. A rough trail exists but active management that enhances public would need improvement (La Chonta-canyons- access for locals and tourists Isama-hike Cerro Amboro-Macunucu). The community of Isama has expressed interest in providing tourism services and has approached the Alcaldia of Buena Vista for assistance. In doing this it would be necessary to make sure each product offered was unique and different. Lodging Capitalize on existing lodging in Buena Improve lodging on site in Macunucu and La Vista Chonta, and develop it in Isama. Food Service Utilize existing food service Needs to be refined or developed and there is infrastructure in Buena Vista interest and at least some trained people in La Chonta. Could encourage ecotourists to use kitchen facilities themselves on site. Other Can capitalize on existing tourism Local products and handicrafts, locally grown food Services in product and support services in Buena could be sold to tourists Place Vista Other Basic Trash receptacles Signage, improved or new trail Infrastructure Likely Maintain a stopping place for a range of Initial impacts to area disturbed by trail and Impacts on bird species as they move through the campsite development. Minimal amount of Biodiversity area additional fragmentation of landscape patterns.

Tourism Curichi Municipal Reserve Project Self-guided, multi-day camping, guided Attributes completion, development and interpretative trail circuit promotion Community- A fee or donation could be collected and Circuit travelers might be willing to stay in area based used to partially offset operation costs. longer and thus spread benefits to portal Benefits Could serve as a community communities. environmental education center. Could Communities involved would have to improve upon serve as a regional guide training center existing products to capitalize on investments to develop local guides and naturalists to already made. work in the greater Amboro area Could be done in a way to re-infuse new energy into current projects that have lost some of their appeal to locals. Community- Community needs to pay for operations Community will need to develop a mechanism to based and maintenance. Likely success will be share benefits. Community needs to pay for Impacts had if it is a showcase not a community operations and maintenance over time. product that degrades over time. Potential Municipality, community, NGOs, Peace Communities, Buena Vista, Peace Corps, Amboro Partners Corps, tourists, SERNAP, etc. Park, mancomunidad Potential Community residents and visitors to Existing travelers to the area; hiker market niche Markets Buena Vista. The site is within walking that could be attracted from Santa Cruz, La Paz, distance of the community and serves as and Cochabamba an activity that anyone in town can do during the scheduled times of operation. Market Tourism establishments located in Buena Tourism establishments located in Buena Vista, Distribution Vista, national and international travel national and international travel guides, SERNAP Approaches guides, SERNAP Training Environmental education training for Use trained people from SERNAP and La Chonta Needs teachers whose students could collect to train people in Isama in trail design, data, monitor trends and perhaps even interpretation. Provide basic hospitality training serve as guides in training program on servicing customers, packaging products, and marketing. Funding International NGOs or foundations Municipality, SERNAP, CIDA Canada, Dutch Potential interested in birds (e.g., Audubon), Government, Danish Cooperation, USAID USAID

Table 3.2 Highest Potential Ecotourism Products—Southern Amboro

Tourism Completion of the Interpretative Center at Interpretative signage at El Fuerte linking it Attributes SERNAP Headquarters in Samaipata to Amboro National Park Brief A park headquarters complex has been built At the entrance to El Forte near the parking Description and a room for training and a room for an area and new facilities under construction interpretative center are included. All that is develop signage to link the cultural site to the missing are exhibits, programming, and staffing National Park and the additional ecotourism in the area of environmental education. opportunities it has to offer. Certainly Programming could include training; programs landscape level environmental interpretation for tourists and in the off-season environmental would fit this setting, which includes education programs for children. panoramic views of the park. Nature interpretation should also be further integrated with the ongoing cultural interpretation.

Tourism Completion of the Interpretative Center at Interpretative signage at El Fuerte linking it Attributes SERNAP Headquarters in Samaipata to Amboro National Park Lodging There are a minimum number of beds on-site Exiting lodging in Samaipata. and the lodging in the community could be used to host trainees. Tourists coming to the community would have one other place to visit and an additional reason to spend a little more time and money in town. Food Service Could create increased customer flow to New facility is under development. existing establishments. Other Serves as an information center; booking center Service for ecotourism sites and guided walks on the Provides south side of the park. Other Basic Need to develop parking area and perhaps Capitalizes on existing tourism site and Infrastructure picnic area for visitors to use. facilities Likely Potential to educate visitors about area’s Potential to educate visitors about the area’s Impacts to biodiversity and how to protect it as they hike biodiversity and how to protect it as they hike Biodiversity and vacation in the park. Provides forum to and vacation in the park. Provides an explain about impacts of illegal hunting, plant opportunity to talk about landscape level collecting, etc. environmental change over time. Community- Additional ecotourism attraction; potential Additional ecotourism site; potential marketing based marketing point for tourism services offered in point for promoting National Park Service Benefits town. A way to link outlying ecotourism rules and its conservation agenda products to town making it easier for a tourist to do multiple things while staying in Samaipata. Community- Some existing businesses might view it as No obvious ones identified based competition. Negative Impacts Potential Local hotels, El Fuerte, Vice Ministry of El Fuerte, Vice Ministry of Tourism, SERNAP Partners Tourism. Potential Some 10,000–15,000 visitors already visiting Some 10,000–15,000 visitors already visiting Markets the area. the area Market Could sell package with El Fuerte and museum. Encourage cultural site visitors to view. Could Distribution Every hotel in town could contribute some set promote it at the interpretation center at park Approaches amount of money every year and receive so headquarters. many free passes to pass on to their customers. They can become part of the green sustainable tourism system surrounding the park. Training Environmental education, basic hospitality, Designing and developing sign-based Needs booking customers, customer service. environmental interpretation Funding International conservation NGOs, International International conservation NGOs, International Potential Division of US Park Service, CADA Division of US Park Service, CADA

In addition to the “new” products for the northern and southern zones, numerous other projects to improve or reinvent existing tourism products and services were mentioned by locals. Two key issues raised were the lack of funding and the limited access to technical assistance with

expertise in tourism product development. The team recommends funding an existing micro credit program to grant small loans for sustainable ecotourism projects. This approach would also serve as an incentive to get existing tourism businesses to convert to sustainable ecotourism operations. The three criteria for ecotourism outlined in the Introduction would serve as one of the requirements to qualify for a loan. The other requirements would entail at a minimum a sustainable business plan with well-conceived financial, management and marketing analyses. The team concludes that programs in ecotourism product development, testing, and marketing are needed.

Nature guide at Bosque de Helechos in the Amboro ANMI, Buena Vista area.

3.10 Conclusions

Amboro National Park offers a diverse natural environment with complementary cultural attractions adjacent to it. It is nearby an international gateway and major population center, Santa Cruz. The portal communities of Samaipata and Buena Vista are accessed from Santa Cruz by paved roads and these towns provide access to different tourism experiences on the north and south sides of the park some of which are ecotourism.

The park continues to suffer because of the lack of an agreed to boundary (red line) and colonization of the ANMI. Pressure from illegal settlement of areas along the edge of the Park is a serious concern. Periodic conflicts involving landless farmers and highland migrants have shut down access roads. Tourists have also been asked to pay a fee by the ANMI inhabitants. Access points have randomly appeared threatening park integrity. This leads to a de facto decrease in the size of the protected area. In addition, the lack of human resources and training to adequately monitor the changes taking place in the ANMI, and to enforce the requirement that all activities

taking place within it are sustainable, are leading to confusion in terms of the parks management responsibility and the rights and responsibilities of the inhabitants of the ANMI.

Both of the portal communities attract national and international visitors and have been traditionally viewed as a recreational area by Santa Cruz residents, many of whom have invested in second homes within the areas. Of special importance is the UNESCO World Cultural Heritage site “El Fuerte de Samaipata” which serves as a major cultural attraction, and is presently being upgraded.

Portal and other host communities have a strong awareness of the value of the park for their economic development through ecotourism and consequently some community members recognize the need for its conservation. Tour operators in Santa Cruz, Buena Vista and Samaipata already feature the park prominently in their promotional materials.

Portal and other host communities nearby the park most often lack basic infrastructure such as potable water, sewage treatment, waste treatment, adequate medical services and central markets. Making communities attractive to visitors is key to creating successful and sustainable tourism.

The current lack of coordination and cooperation among the Vice Ministry of Tourism, SERNAP, mancomunidades, municipalities, communities and tourism operators threatens the goal of providing an equitable and sustained distribution of tourism benefits among stakeholders. However, a strong collaboration between the public and private sectors on the north side of the park, facilitated by the Sara Ichilo Foundation, is creating a potentially effective dynamic for tourism development. This foundation is positioning itself as a key player in terms of ecotourism development, but seems to lack adequate links with communities and the diversity of stakeholders.

Sustainable tourism strategies, which include ecotourism elements, are developed or being development by some of the communities and mancomunidades having jurisdiction in the area. These are uncoordinated and no mechanism exists to facilitate adequate stakeholder participation in planning and management, joint marketing, complementary ecotourism product development and to involve all elements of the resident population in the sustainable tourism decision process.

However, the surrounding communities are not generally affected by coca-leaf cultivation and therefore the socio-political tension that characterizes the situation in the adjacent Carrasco National Park does not exist. Thus over all visitors, tour operators, and other tourism service providers feel a greater sense of security and stability. In addition, adequate emergency health care facilities exist.

Funding for ecotourism developments is difficult to obtain as is the technical assistance needed to develop, test, and market new products and services.

Several community ecotourism development projects initiated by SERNAP and communities have come on line in recent years. Most of these are close to existing SERNAP guard stations, which had become informal lodging places for Park visitors. SERNAP, conscious of the need to promote compatible economic development in neighboring communities, provided assistance in developing basic accommodations and trail networks. This ecotourism infrastructure has not

been well integrated into the tourism system and many of the products are very similar across communities, thus eliminating the likelihood that a traveler will visit more than one community.

3.11 Recommendations

Overall Tourism Potential

The Amboro region is viable for small-scale sustainable ecotourism that addresses community needs and USAID objectives. The natural attractions surrounding the park are appealing and accessible. Tourism infrastructure exists in both portal towns. Equally important, the human and basic tourism infrastructures are in place, although needs improvement. SERNAP is actively involved and invested in ecotourism. Local and international NGOs currently work in the area. Finally, ecotourism products already exist and these community projects and private operations can be leveraged and improved.

Amboro National Park offers a diverse natural environment with complementary cultural attractions adjacent to it. The region transitions from mountains, through cloud forest, into rainforest. The major domestic and international gateway of Santa Cruz provides relatively easy access to both sides of the park. The portal communities of Samaipata and Buena Vista offer a mix of tourism products and ecotourism resources.

Samaipata is a weekend home to many Santa Cruz residents. There is a strong tourist draw already in El Fuerte. Also, SERNAP has a guard station in Samaipata, and FAN is working with the community at La Yunga.

An important element for Amboro is that local awareness and apparent appreciation of the park are high. Portal and other communities value the park for their economic development options through its ability to attract tourists. Tour operators in Buena Vista and Samaipata already feature the park prominently in their promotional materials, and this marketing effort needs to be extended to Santa Cruz and integrated into tour package options for the region.

Tourism Constraints

Sustainable, integrated ecotourism in Amboro is threatened by land tenure and land use rights. The park and ANMI boundary (red line) remains in dispute between the government and the settlers. Pressure from illegal settlement of areas along the edge of the Park is a serious concern. Tourists have also been asked to pay a fee at times by ANMI inhabitants. Access points and illegal roads periodically appear, threatening park integrity. This leads to a de facto decrease in the size of the protected area. In addition, the lack of human resources and training to adequately monitor the changes taking place in the ANMI, and to enforce the requirement that all activities taking place within it are sustainable, are leading to confusion in terms of the parks management responsibility and the rights and responsibilities of the inhabitants of the ANMI.

Portal and other host communities nearby the park most often lack basic infrastructure such as potable water, sewage treatment, waste treatment, adequate medical services and central markets. Raising community infrastructure and service levels to acceptable international standards will be critical in attracting more visitors and creating successful and sustainable tourism.

The current lack of coordination and cooperation among the Vice Ministry of Tourism, SERNAP, mancomunidades, municipalities, communities and tourism operators threatens the goal of providing an equitable and sustained distribution of tourism benefits among stakeholders. However, collaboration between the public and private sectors on the north side of the park, facilitated by the Sara Ichilo Foundation, is creating a potentially effective dynamic for tourism development. This foundation is positioning itself as a key player in terms of ecotourism development, but currently lacks adequate links with communities and the diversity of stakeholders.

Sustainable tourism strategies, including some ecotourism, are developed or are under development by some of the communities and mancomunidades having jurisdiction in the area. These are uncoordinated and no mechanism exists to facilitate adequate stakeholder participation in planning and management, joint marketing, complementary ecotourism product development and to involve all elements of the resident population in the sustainable tourism decision process.

As in most of Bolivia, private sector funding for ecotourism development is difficult to obtain. IN addition, most operators are small-scale enterprises and cannot afford the technical assistance needed to develop, test, and market new products and services, even assuming that such expertise is available.

Several community ecotourism development initiatives initiated by SERNAP and communities have come on line in recent years. Most of these are close to existing SERNAP guard stations, which had become informal lodging places for Park visitors. SERNAP, conscious of the need to promote compatible economic development in neighboring communities, provided assistance in developing basic accommodations and trail networks. This ecotourism infrastructure has not been well integrated into the tourism system and many of the products are very similar across communities, thus eliminating the likelihood that a traveler will visit more than one community.

Amboro National Park Region Assessment—Regional Level

Mechanisms (integrated planning processes, forums, interagency meetings, etc.) to support an increase in inter-sectoral coordination for the planning and management of sustainable tourism, including ecotourism are needed.

Strengthen SERNAP’s capacity to coordinate and integrate tourism efforts affecting the park, and to plan appropriate levels of park use and access. Training programs in this area are needed to better enable SERNAP to defend conservation strategies connected to sustainable tourism and ecotourism in terms of their broad benefits to the area.

Marketing initiatives at the municipal, regional, national and international level should be supported to increase tourism demand for the area. These could include a national ecotourism web portal, brochures, airport displays or information centers and should include SERNAP, prefectures, municipalities, communities, and tourism operators.

Continue to support SERNAP’s efforts to enhance their conservation management capacity in land tenure, implementation and management of user fees (Sistema de Cobros—SISCO), conservation planning, and environmental interpretation.

Training programs in marketing, hospitality management, tourism systems planning, and impact assessment and monitoring are needed.

Amboro National Park—Site Level

Support all types of ecotourism operation partnerships (community owned and private operated, community owned and operated, totally privately owned and operated, extended family partnerships). La Yunga and La Chonta represent examples of two very different approaches. La Yunga is more communal and La Chonta is more like a family partnership.

Potential Pilot Projects

The La Chonta community ecotourism project is recommended as a possible pilot project to demonstrate best practices in the following areas:

· Community grass-roots organization

· Community project planning and management

· Regional planning and management

· Levels of acceptable change—social, environmental

· Trail development, construction, maintenance, and interpretation

· Ecolodge development

· Tourism related micro enterprise development

· Capacity building and training programs

· Multiple Community/SERNAP interaction

· Community/tour operator cooperation

· Gender equity (guide services, business administration, planning)

· Ecotourism as an alternative to logging, slash and burn farming and hunting

The following recommended interventions would enhance this ongoing effort:

· Project Site and Community: basic services (latrines and potable water), ecolodge design and construction, additional nature trail construction and signage, continued guide training, hospitality training, and business education

· Regional Projects: road construction and maintenance, ecotourism regional planning.

The La Yunga community owned ecotourism project incorporates and showcases the following elements and could also be a potential pilot project:

· Community grass-roots organization,

· Community project planning and management and attraction development, including trail construction and maintenance, potential tourism circuit development and lodging, among others

· Tourism related micro enterprise development

· Capacity building and training programs

· Community/NGO/park interaction

· Community/tour operation cooperation

· Gender opportunities

· Ecotourism as an alternative source of income to logging and hunting

The following investments are recommended to enhance these projects:

· Project Site and Community: basic services (latrines and potable water), trail construction and signage, guide training, hospitality training, business education

· NGO (FAN): ecotourism planning and management training, tourism infrastructure and possible ecolodge/campground construction

Establish Ecotourism Investment Fund operated by micro credit or other financial institutions. Its purpose is to allow existing ecotourism enterprises to redesign and upgrade the products and services they are presently offering. Do this by using an existing micro credit institution, but create a credit line for ecotourism developed within the Department of Santa Cruz and associated with Amboro National Park. This requires the tourism operators to take charge, come forward with business plans and think through their actions. This alternative would be more productive than grants whereby awardees and enterprises take little or no financial risk. Also, such a program could include a special sub-program (up to half of the total money) to provide loans for the creation, testing and implementation of ecotourism services and products whose developers represent joint ventures or collaborative efforts. These could be between local government and the private sector, local extended family groups and the private sector, the private sector and an NGO, a unit of the central government with a unit of local government and the private sector, etc. In all cases, loans are based on business plans that demonstrate the projects ability to pay back the loan.

Tap into USAID’s Democratic Initiatives Program. Use the knowledge gained from the Democratic Development and Citizen Participation Project (DDPC) to develop a training program for municipalities and mancomunidades on participatory tourism systems planning. Since these entities have the key role to play in sustainable tourism, according to Bolivian Law, it seems critical to train human resources within them to understand the tourism industry and how to plan for it. The training program needs to be designed to promote dialogue across sectors, as well as inter-governmental agency boundaries. As with other DDPC programs, it should

promote participation and the inclusion of key stakeholders in the training. It should involve the actual conducting of a tourism planning process whereby the training itself results in a plan, an ongoing forum, new communication channels, and a network of parties interested in sustainable tourism, including ecotourism. This avenue is recommended instead of a local NGO or international conservation organization because of the need to incorporate tourism planning into the newly emerging decentralized local governments. It capitalizes on an existing program, but may require the adding of, or targeting of, municipalities linked to Amboro.

Fund the completion of the Interpretative Center at SERNAP Headquarters in Samaipata and a complementary ongoing guide-training program. The purpose is to firmly establish a center to promote environmental education in the assessment area and to support and expand guiding as an alternative occupation. The project capitalizes on previous investments in infrastructure. It also provides an opportunity to link and coordinate Park Headquarters and its tourism operations with those of the UNESCO Cultural Heritage Site. This connection could include joint marketing— promotion, product differentiation, and pricing. The new operational Interpretative Center also could serve a function to program local community project as well as guided trail opportunities in the area.

The project accomplishes several goals:

· Promotes environmental education about biodiversity and conservation for residents and guests;

· Creates a guide training center in the greater Amboro/Carrasco Region where trainees can learn and practice their newly acquired job skills;

· Completes a project that would enhance SERNAP’s ability to manage Amboro by enhancing employees capacity in natural resource communication and environmental education;

· Places Amboro Park Managers in a position to more effectively and directly cooperate more with El Forte the UNESCO Cultural Heritage Site and local tourism operators;

· Amboro National Park gains more awareness as an active partner in the sustainable tourism system as a public sector information, education, and a product and service provider;

· Amboro National Park gains the opportunity to lease out space for a gift shop in its center to a local private business—handicrafts, products—thus distributing additional benefits to the community; and

· Provides an opportunity to link and coordinate Park Headquarters and its tourism operations with those of the El Fuerte site, especially with joint marketing efforts.

4. Chapare/Carrasco National Park Assessment Region

4.1 Regional Perspective

The region under consideration encompasses Carrasco National Park and the Chapare region. The team also briefly visited Isiboro-Secure National Park to the north of the Chapare (Figure 4.1). The Carrasco National Park is located east of the City of Cochabamba and occupies 622,660 hectares. The park rests abuts and incorporates the Chapare on the north, the Andes on the south and Amboro National Park is its eastern border. At present there is limited trail access into northern Carrasco National Park.

Villa Tunari currently is the main tourism portal for the northern park and the Chapare and the center for ecotourism activities.24 Driving time to Villa Tunari from Cochabamba is 3–4 hours, 5–6 hours from Santa Cruz. There is not currently civilian air access but the military airstrip at Chimore is scheduled to be opened for commercial flights.

Isiboro-Secure National Park has rich environmental and cultural resources. The neighboring Yuracare and the Yuqui TCOs also offer unique cultural traditions. All of these areas are within two hours driving time of Villa Tunari. The Chapare region offers a diversity of bird life ranging from condors to toucans, trout and river fishing, river rafting, canoeing opportunities, and wildlife viewing. The southern side of the park moves travelers into the valleys and foothills of the Andes. Here the key portal community is Pocona and a key cultural attraction is Incallajta. Besides the archeological ruins this site also features some nearby natural attractions. This site can be reached from Cochabamba in approximately two and a half hours.

The Chapare has been one of the country’s principal coca leaf and cocaine producing regions. The area has frequent protests and road blocks which create at times a dangerous situation for visitors. Once this issues is resolved, the opportunities for expanding ecotourism activities in the region are promising. For the purposes of this analysis we have assumed that this issue will be solved within the next one to three years.

As the region attempts to shift away from coca production, tourism, along with other economic development alternatives, will be crucial in creating other income-generating options for communities. Alternative development activities have been and will continue to be supported by international groups such as the UN, the Spanish government, USAID, the Vice Ministry of Alternative Development, and the Vice Ministry of Tourism. Recently there has been a growing interest in examining tourism as one of the strategic economic activities that could consolidate gains achieved so far in the fight against drugs. However, ecotourism has not been seen as an alternative to date. According to Bolivian Vice Minister of Alternative Development Waldo Telleria, “Tourism is one of the most important activities for speeding up regional economic growth. A clear example of this is its potential for generating a large number of related services,

24 Ecotourism sites in the area include Machia Ecotourism Park, Orchid Gardens, some of the lodging establishments and the nearby wildlife sanctuary, Cavernas del Repechon.

whether they are in the production, consumption or service sectors. This immediately brings with it the creation of new jobs and income for families” (Nuevo Gran Angular 2001).

4.2 Existing Tourism Patterns—Points of Entry

Tourist access to the Chapare is via the main highway linking Cochabamba and Santa Cruz. Air access is scheduled in a year or two in Chimore by adding a civilian airstrip to an existing government base. Road access from Santa Cruz is excellent along a well-paved and maintained highway. From Cochabamba, three-quarters of the road is paved, with efforts underway to complete the remaining dirt and gravel sections.

Figure 4.1 Carrasco and Amboro National Parks

In recent years, the roadblocks and protests have disrupted tourism. The Villa Tunari Camara Hotelera estimates that visitor levels are 50–60% of those prior to the protests. Almost all current visitors to the Chapare are weekend Bolivian vacationers. International visitors are mostly backpackers or foreign residents in Bolivia.

Southern Carrasco receives less tourism. Access into the park is via the old Cochabamba–Santa Cruz highway, which dead-ends 100km into the park. The highway traverses the high Andes, with passes up to 4,700m. There is no infrastructure or settlements within this side of the park.

4.3 Socio-Economic Indicators for the Chapare Region

Chapare Area Northern Side of Park Southern Side of Park (CONCADE) Demography 150,000 100,000—150,000 Tourist Flow (1999) 60,000 Approximately 11,000 travelers visit Incallajta per year and more than half are domestic travelers Education All levels of schools in major communities Unknown Health/Clinics Local hospital and natural medicine Unknown Natural Gas Yes Unknown Electricity Yes (some areas) Yes (some areas) Sewage Treatment No No Potable Water Yes (some areas) Yes (some areas) Garbage Treatment No No Communications Phone, mobile phone, fax, limited Internet Unknown

4.4 Ethnic and Gender Opportunities

In the Chapare it is difficult to avoid ethnic issues given the number of different indigenous groups involved. Furthermore, Quechua migrants from the high Andean region have in large part lost traditional cultural expressions. It also is clear that the poor were cultivated to work in the cocaine industry and it will be a challenge to provide workforce training to provide real opportunities for these individuals and families who were often unskilled. If we expect them to turn their back on the drug industry and its high levels of payment then constructive alternatives must be provided.

4.5 Biodiversity and Conservation Concerns

The major threats to biodiversity in the park originate from resident communities. The agricultural frontier is continuously being pushed against the park as new colonists and current residents search for new sites to hunt, fish, raise cattle, extract wood, establish new settlements, and quarry sand and stone from the river.

There is continued migration by Quechua Indian farmers from the highlands and displaced coca- leaf cultivators which are major threats to biodiversity and the park concept itself. SERNAP does

not have the capacity to control access to the park and it is difficult to evict illegal settlers. Due to the lack of adequate impact monitoring the level and rate of these impacts are unknown.

4.6 Economic Reality—Trends, Investments

One of the most significant single investments in tourism for Villa Tunari is the Chapare Tropical Resort (CTR) project. This would be the largest hotel in the area, with 118 rooms and over 400 beds if and when the first phase of the project is completed. It is designed as a luxury hotel complex with a golf course, while existing hotels in the area some 15 are small to moderate operations (18–65 beds) with rooms and/or cabanas. Not unlike the new complex most of the existing hotel operators feature a restaurant and approximately half have swimming pools and meeting facilities. The proposed pricing of the new project suggests it has the potential to be in direct competition with the existing operators who presently are only operating at occupancy levels of 10% (low season) to 20% (high season). Without a tremendous marketing effort to target a completely different market or expand the number of visitors this project could negatively impact the lodging sector of Villa Tunari (see complete analysis in Annex J).

The Chapare. This proposed project along with the terrible social and political reputation of the Chapare, illegal coca trade, militant politics by some leaders, roadblocks, and ultimately security concerns suggest that enhancing the tourism economy of this assessment area will be difficult in the short- term (3–5 years). To change this situation major changes in the drug or political scene, substantial investment in basic infrastructure, and building a tourism workforce must take place. The change and timing issues are critical for the tourism industry. For example, if the hotel sector of the tourism economy were functioning at 70–80% occupancy (as it could be), then the introduction of a project like the Chapare Tropical Resort would be no problem economically for the hotel sector, especially if a proposed project expanded the target markets already attracted to the area, such as golfers. This is not the present situation, and there are other social and

environmental issues that also need to be addressed to insure that this proposed scale of hotel development can be absorbed locally, and not create unacceptable environmental impacts nor strain the limited budget of the local community in terms of waste disposal costs and other impacts to local government.

The most salient tourism issue reported to the team was the inability to obtain funding for tourism projects due to the risk associated with the present unrest and the “negative atmosphere” that surrounds coca eradication. This means that capital for new or reinvented sustainable tourism projects including ecotourism ones is not available from standard financial institutions. The second regularly mentioned issue was the lack of a trained workforce.

Tourism operators also reported that their tourist flows had been substantially impacted. So, besides the few loyal domestic customers that still come, breaking into new markets and capitalizing previous investments based on expected growth in tourists generally has not occurred. Tourist flows are only 20–50% of what they were a few years ago and nearly all operators reported negative financial impacts.

Although the present economic situation is depressed the team was struck by how upbeat about the future many tourism operators were and that they really believe the area is about come out of the “coca era.” This was further verified by the fact that some operators are thinking about how to re-invent their businesses, expand, and attract new markets, etc. This is a perfect time for introducing “green” and “eco” into existing and new tourism operations. The ecotourism market has yet to really discover Bolivia, so these businesses can position themselves in the eco- marketplace by making adjustments and improvements now. Addressing the three criteria for ecotourism articulated in this report is a real possibility for many of these operators. For example, if the Chapare Tropical Resort wants to be seen as a green sustainable tourism operation there are a series of actions it could take. First, it might develop and maintain its golf course using practices that reduce irrigation needs and the use of chemicals. Second, it might develop a sewage disposal system that far exceeds the minimum required by law and complement it with water recycle technologies. Third, it might take on the Machia, the community reserve” as its special community project and reinvest in infrastructure and improve the quality of the environmental education program for locals as well as its guests. In return for its regular yearly contribution, it gets an agreed to number of free passes for its guests. It can use these passes to provide free entrance for its guests and it can talk about its many activities to be “green.” Fourth, the hotel might work on hiring the vast majority of workers locally, providing them with hospitality training and ultimately working to make the hotel a real economic engine of the community. Fifth, the hotel might buy locally grown products, and sell locally made handicrafts returning all revenues to the local maker as another way to help distribute more benefits locally. The hotel takes on a new responsibility toward the environment and at the same time positions itself to operate in a more sustainable way.

Many of the operators did not recognize that ecotourism (nature and/or culture based) although popular, is one of tourism’s most competitive market niches. Competition is fierce and product design, testing, and marketing are critical to success. In general, the level of awareness of this fact and the need for well-developed business skills were not found in the Chapare or the other assessment areas visited. In fact, a “dependent business community” has emerged in the Chapare that thinks international organizations should and will give them money to build their economy.

Although there is room for grants, these must be handled carefully in order that the market system can re-establish itself in the Chapare. The last thing we want to recommend is to replace the drug economy with an internationally supported economy of dependence.

Finally, no matter what quality of a tourism product we develop the associated wages will not be competitive with the coca scene. Ecotourism cannot be a replacement for coca production, but it can serve to be one element of a vital new economy.

There has been significant international investment, especially US, in the anti-coca efforts and subsequent rebuilding in the area. USAID especially is funding road work and other infrastructure projects to improve the Chapare’s ability to compete economically.

A significant investment, and the single biggest in tourism for Villa Tunari, is the Chapare Tropical Resort (CTR) project. This would be the largest hotel in the area, with 118 rooms and over 400 beds if and when the first phase of the project is completed. It is designed as a luxury hotel complex with a golf course, while the existing 15 or so hotels in the area are much more moderate operations (18–65 beds) with rooms and/or cabanas. Not unlike the new complex, most of the existing hotel operators feature a restaurant and approximately half have swimming pools and meeting facilities. The proposed pricing structure for the hotel indicates that it will directly compete with existing operators. Current occupancy levels in Villa Tunari are only at 10% (low season) to 20% (high season).25 Without a tremendous increase in demand for the area or the wholesale creation of a large totally new market, this project is very likely to negatively impact the lodging sector of Villa Tunari which is already suffering. The team’s initial observations and analysis of this project generated a high level of interest. As such this analysis was expanded upon and the CTR is dealt with in its own sub-section below.

This proposed project along with the social and political reputation of the Chapare, illegal coca trade, militant politics by some leaders, roadblocks, and ultimately security concerns suggest that enhancing the tourism economy of this assessment area will be difficult in the short-term (3–5 years). The primary difficulty is creating sufficient demand. For example, if the hotel sector of the tourism economy were functioning at even 50% occupancy levels then the introduction of a project like the Chapare Tropical Resort would be economically feasible, especially if the proposed project created significant new markets to the area, such as golf. However, even at very optimistic demand growth estimates this is not likely. Furthermore, there are social and environmental issues that must also be addressed to insure that this scale of hotel development can be absorbed in the area, and not create unacceptable environmental impacts, strain the limited budget of the community in terms of waste disposal costs, nor create social impacts within the region.

More generally, a critical tourism issue for the private sector was the inability to obtain funding for tourism projects due to the risk associated with the present unrest and the “negative atmosphere” that surrounds coca eradication. This means that capital for new or reinvented

25 The global standard for break-even occupancy rates within the hotel industry is 55%. (Corporate Finance and Strategy brief, Choice Hotels, January 2002)

sustainable tourism projects including ecotourism, is not available from standard financial institutions.

The other most frequently cited problem was the lack of a trained and qualified workforce for the tourism and hospitality industries.

Despite the present economic situation, the team was struck by how upbeat about the future many tourism operators were. They really believe the area is about to come out of the “coca era.” This was reinforced by the fact that some operators are thinking about how to reinvent their businesses, expand, and attract new markets, etc. This is a perfect time for introducing “green” and “eco” into existing and new tourism operations. The ecotourism market has yet to really discover Bolivia, so these businesses can position themselves in the eco-marketplace by making adjustments and improvements now. Addressing the three criteria for ecotourism articulated in this report is a real possibility for many of these operators.

For example, if the Chapare Tropical Resort wants to be seen as a green sustainable tourism operation there are a series of actions it could take. First, it might develop and maintain its golf course using practices that reduce irrigation needs and the use of chemicals. Second, it might develop a sewage disposal system that far exceeds the minimum required by law and complement it with water recycle technologies. Third, it might take on the Machia community reserve as its special community project and invest in infrastructure and improvements in the quality of the environmental education programs. In return for its yearly contribution, it could get a certain number of passes for its guests.

Additionally, the hotel might work on hiring the majority of its workers locally, providing training and ultimately working to make the hotel a real economic engine of the community. The hotel might buy locally grown products, and sell locally made handicrafts thus returning revenues and benefits to the community. The CTR takes on a new responsibility toward the environment and at the same time positions itself to operate in a more sustainable way.

Many of the operators did not understand that ecotourism (nature and/or culture based), although popular, is one of tourism’s most competitive market niches. Competition is fierce and product design, testing, and marketing are critical to success. Furthermore, since ecotourism is a largely international phenomenon, it demands service levels and solid business management skills that were generally not found in the Chapare or the other assessment areas visited. In fact, a “dependent business community” has emerged in the Chapare that seems to think international organizations should and will give them money to build their economy. Although there is room for grants, these must be handled carefully to allow the market system tore-establish itself in the Chapare.

Finally, it is important to note that even a 5-star tourism product, and its associated wages for community workers, will not be competitive with the coca scene. Ecotourism is not a direct replacement to coca, but it can be a viable income-generating alternative.

4.7 Existing Tourism at the Portal Level

The following section provides the highlights of the communities and tourism sites for the Chapare/Carrasco region. Detailed descriptions of each, including recommendations for specific site improvements, can be found in Annex H.

Northern Carrasco

Villa Tunari—Key Northern Community Portal Villa Tunari is the dominate portal entry on the north side of the park and has a population of approximately 50,000. It consists of restaurants and shops, as well as a range of lodging, including large higher end and small-scale resorts, and hotels with swimming pools and other amenities. The community sees itself as a center for “ethno-ecotourism.”

Ecotourism Park Machia Park Machia is an ecotourism option in Villa Tunari. This site is a small municipal park that houses a project to rehabilitate native animals. Park Machia is run by the NGO, Comunidad Inti Wara Yassii under a contract with the Municipality. The park is supported by anywhere from 10 to 30 volunteers (mostly international backpackers). The 36-hectare park has 3.2 km of good trails. Volunteers take rescued, injured or caged wildlife and rehabilitate them, when possible, so that they can be returned to their original habitat. There are around 200 monkeys, as well as pumas, ocelots, turtles, a harpy eagle, toucans, and macaws. The administrators charge a small entrance fee to visit the park and an additional fee for taking photographs. An estimated 200–500 tourists a month, largely Bolivian, visit the park. Marketing brochures do exist, and there are on- site concessions.

Cavernas Del Repechon (Guacheros) Guacheros centers around the cave home to a flock of the rare and unique Guacharos, or oil birds, known for their nocturnal patterns, and scarcity. This is a key ecotourism attraction in the area, located 15 minutes by car from Villa Tunari on a new stone-paved road. It is situated on the northwestern edge of Carrasco National Park. From the entrance to the site, visitors ride in a manually operated suspended cable car that ferries tourists and park officials across the San Mateo River. Visitors reach the caves after an easy 30-minute walk from the river. These caves are home to the rare and unique Guacharos, or oil birds, which only come out at night to feed on area fruits and nuts. During the day they remain in a 30-meter high and 70-meter deep cave that is their breeding ground. Conservation International is working with SERNAP to leverage this site as a regional attraction.

La Jungla This site was built by a Bolivian entrepreneur and is located off the main road from Villa Tunari, and is accessed via a new stone-paved road. It offers rustic climbing towers, swings, cable slides, basic camping facilities, and a river lookout. The facilities although interesting were in need of maintenance.

Orchid Garden/Reserve This orchid reserve is attractive for ecotourists. Run by three German biologists, this park, covering 3.5 hectares, presents more than 100 species of rare and endangered orchids, a trail, and

a river lookout. The owners also have built what is probably the best restaurant in town, as well as a small ethno-eco museum that displays a few examples of native customs, handicrafts, tools and area insects. It costs 5 Bs to visit the site.

Incachaca Roughly 90 minutes from Cochabamba on the way to Villa Tunari, dry valleys give way to the rich tropics of the Chapare. The road breaks off to the east and heads to Incachaca, a pre- Colombian site about a half-hour walk from the road. Incachaca is located in Carrasco National Park, and while the exact nature of the site is not clear, the setting is beautiful. A few minutes off the main road, as visitors break off to Incachaca, is the Conquistador trout farm and restaurant. The farms rents fishing reels to children, who are charged 10 Bs and then 22 Bs per kilo of the fish they catch. The road continues to what is left of an old hydroelectric plant and, farther along, a lagoon and pine forest. A new hydro plant is also under construction just beyond. The area is typified by rolling hills covered in heather, deciduous forest with the sweet smell of pine and, of course, low clouds and drizzle. Incachaca and the related sites are visited largely by dozens of Bolivian tourists on weekends and vacations.

Land ownership needs to be determined to coordinate additional area services and establish a concession if necessary to provide additional and improved services to visitors. Formal picnic areas, camping facilities and eco-lodges could be established to provide additional services for visitors. These developments would also require the establishment of controls and educational mechanisms. An entrance fee would be charged to provide income for local communities and maintain area resources.

Isiboro-Secure National Park This park is located north of the Chapare and occupies 1.2 million hectares in the departments of Beni and Cochabamba. It takes in mountains, rain forest and savanna and its remote area is home to diverse and profuse wildlife. It is home to 714 species of wildlife, including 600 different birds and a huge diversity of flora (3,000 species of larger plants) with an extraordinary abundance of flowers. The park is crossed and bordered by several rivers that are part of the Amazon River Basin. The park is also the northern frontier of Bolivian and US government efforts to eradicate coca cultivation. Over the last decade thousands of highland Quechua farmers have migrated to the park area to cultivate coca. Some have begun leaving the area or are planting alternative crops. The presence of the colonizers has created conflicts with the traditional indigenous residents of the park who have eschewed coca leaf cultivation. The team visited the isolated Moxeno Indian community of Espiritu Santos. The Yuracare and T’simane indigenous communities also inhabit the park.

The Moxenos are culturally and politically linked to the Beni and the area around its capital, Trinidad, that can be reached after a weeklong river trip to the north. The Moxenos were part of the Jesuit missions that administered the areas between the 17th and 18th centuries. The missions established religious, handicraft and musical centers that continue to this day. Community members produce handicrafts, wooden masks, feather headdresses and colorful outfits. Village leaders were very interested in establishing a community-based ecotourism site in the area. The community could also be part of a river excursion program. Fremen Tours has offered visits to nearby communities and riverboat services in the past and is interested in strengthening ecotourism projects in the area.

Traditional indigenous dance performed by the community at Santisima Trinidad in Isiboro-Secure.

The community and SERNAP need to seriously explore the potential for establishing a community-based ecotourism project. Ecotourism could generate much-needed revenue and provide a market for local handicrafts. Potential exists to develop ecotourism products and services on site, but what is wanted and what is appropriate must be carefully determined.

Puerto Villarroel and Puerto San Francisco (Isiboro-Secure National Park) Puerto Villarroel and Puerto San Francisco are tourism portals of sorts on the south side of Isiboro-Secure National Park. These two towns are located on the rivers that originate in the Carrasco National Park and feed into the Amazon. Puerto Villaroell is located on the shores of the Ichilo River and can be reached in an hour and a half from Villa Tunari on a good road. Both river ports provide access to the Mamore River, which leads to the Beni—City of Trinidad, northern Bolivia and eventually Brazil. These ports have in the past been used for entrance points for ecotourists who visit the river corridor and then go on to Trinidad. The ports also provide direct access to indigenous communities where residents live in their traditional lifestyles, and they access Isiboro-Secure National park along the Chipiriri and Isiboro Rivers. The ports currently handle barge traffic that connects with Trinidad, carrying cattle, wood and agricultural products to Cochabamba and La Paz. The team flew over the ports but did not visit them.

Southern Carrasco

Pocona—Key Southern Community Portal There is a Center for Tourism Assistance (CAT) located nearby at Incallajta and an archaeology museum is in Pocona. The community features colonial architecture. This town still features its culture through festivals, religious ceremonies and traditional arts and handicrafts. Limited transportation exits via trucks and buses, especially on market days, but it does not function on a regular schedule. The dirt road access is in poor condition (Pereira-Salamanca-Mostajo 1999). A Peace Corps volunteer is also placed in Pocona, working primarily with Incallajta.

Southern Carrasco National Park.

Sehuencas This site currently appears to be the primary tourism destination on the south side of the park. It sits midway along the edge of the southern border of the park. It is about 12km from Montepunco. Sehuencas is in the transition zone at around 2,000m, with lush foliage, rivers and waterfalls (the team was not able to visit this site). In informal conversations SERNAP estimated that Sehuencas receives roughly 5,000 visitors a year, split between Bolivian weekend/holiday visitors and foreigners. There is currently no cost to stay at Sehuencas; visitors just drive in with their gear.

Incallajta While the team did not visit this site, the fortress of Incallajta is the most important architectural expression of the Tawantinsuyu expansion to the Cochabamba valleys and an important entry point to the southern part of Carrasco National Park. The area was designated a monument in 1929. The Incallajta fort is composed of a series of buildings built on approximately 12 hectares, bordered on the east and west by deep torrential streams. The Machajmarca River to the south and the precipitous hills to the north provided the fort strategic importance and difficult access. The fort is built into terraced levels and walls, using stone held together by mud found in the area. There is a Center for Tourism Assistance (CAT) located at the site, and an archaeology museum in the adjacent community of Pocona. Due to time constraints the IRG team did not visit this site.

Alturas de Tiraque Alturas de Tiraque is located in the southern highland region of the Carrasco National Park, close to the city of Cochabamba. This high Andean region (3,500–4,700m on the roads) undergoes a transition from high mountain passes to the lowland Chapare below. This region is very isolated and receives only scattered tourists, mostly backpackers. The attraction to the area is the almost complete isolation and the high Andean landscape. SERNAP has one park guard, based in Cochabamba, who is responsible for park management only and provides no official tourism-

related services or coordination. No tour operators seem to be working on the south side of the park. There are only two communities located just outside the park area along the old road linking Cochabamba and the Chapare. These communities do have some access and rights to natural resource extraction within the park, for non-commercial, personal use granted by land tenure rules. There is no infrastructure within this part of the park.

The only real potential identified by the team for this area was some bird watching, and some potential trail development so visitors could hike down from the pass to Guacheros (4–5 day trip). Hiking and camping could be developed at an highland ranch, near a lake where there are frequently llamas and condors. A trail is also possible linking the highlands with Inca Chaca.

4.8 Strengths and Weaknesses—Chapare/Carrasco National Park Assessment Region

Chapare/North Carrasco National Park

Strengths · Wide variety of complementary ecotourism products already in existence around Villa Tunari, complemented by other products of interest to tourists (handicrafts, local fruit, local processed food products)

· Guacheros is an important ecotourism site, highly accessible, with already approved funding to strengthen the ecotourism opportunity and support the site.

· Driving access is relatively easy from two major Bolivian cities, Cochabamba and Santa Cruz. Air access is being developed at Chimore

· Hospitality infrastructure in Villa Tunari is established and offers range of options

· Apparent high level of interest from private and public (Prefectura) sector to support and improve tourism

· Wide range of potential new products for development (river tours, rafting, clay lick, agrotourism)

· International NGOs are present, TNC and CI an have money to work with SERNAP

· Large levels of international and Bolivian funding already targeted for the area for alternative development and coca eradication

· Knowledgeable local tour operator (FREMEN Tours) with strong interest in the park and ecotourism

· Major funding source, USAID Alternative Development, has recently come together with national park service in a collaborative process for the first time.

· Barcelo, the proposed manger of the CTR has a strong record of developing sustainable medium to large scale resorts that operate respecting many of the principles of ecotourism defined herein (e.g., Barcelo Playa Tambor in Costa Rica)

Weaknesses · Security issue will keep away high-end international ecotourism market for foreseeable future (which is target market of hotel and stated target market of Camara Hotelera)

· No consciousness of the protected area among local residents let alone an understanding of tourism products currently in the area (except Guacharos)

· There is overcapacity in the hotel sector and this complicates the issue of adding new bed as is the case with the proposed Chapare Tropical Resort

· Lack of training and human capacity in the area of tourism

· Little or no coordination across or even within tourism providers (public, private & non- governmental)

· Land tenure conflicts and colonization pressure on the park

· Tourists remain unsure as to just how soon the coca situation will be resolved and if it will be resolved to an acceptable level

· Domestic Bolivian markets are less worried, but have still dropped

· Lack of bank financing for development in the region

· Basic infrastructure does not exist for residents or development that will house tourists (e.g., garbage, sewage)

· Highway is rough and unpaved for 30 km between Villa Tunari and Cochabamba, which accounts for close to half of driving time. Some indication that US funds are scheduled for these road improvements.

South Carrasco National Park

Strengths · Offers an alternative environment to the humid tropics on the northern side and can be experienced in a short period of time from Cochabamba

· Road was dead-end and crosses different ecological zones, making it more attractive for ecotourism market niches

· Potential ecotourism sites exist (Sehuencas, El Rancho)

· Cultural sites like Incachaca complement natural features—the highlands

· There is the potential to offer multiple-day hiking and camping experiences (e.g., hike from high side to Guacheros crossing the park in low impact way)

· Local university is working to bring stakeholders together to engage in more integrated planning

Weaknesses · Poor road conditions, especially in bad weather

· More remote ecotourism sites seem to offer fewer community benefits

· No existing complementary products at existing sites (e.g., Alturas de Tiraque)

· Uncertain competitiveness to other worldwide ecotourism sites more easily accessible

· No investment capital to develop ecotourism

4.9 Conclusions

Overall Tourism Potential

The Chapare/Carrasco region has a wide range of natural landscapes, biodiversity, cultural richness and existing attractions. The landscape ranges from Andean ecosystems to the Amazon basin and encompasses some of the richest biodiversity in the world. This region has significant potential as an ecotourism destination because of its proximity to the Carrasco National Park, Isiboro-Secure National Park and the Amazon Basin. Three indigenous groups live in this region and there are Incan and pre-Colombian sites. There are already established ecotourism sites, as well as a wide-range of potential ecotourism products. In addition, the region offers many complementary tourism products.

Villa Tunari is the established portal into the Chapare/Carrasco northern region, and has an existing tourism infrastructure. Cochabamba (3 hours) and Santa Cruz (5 hours) provide relatively easy access to the area for domestic and international visitors via the country’s main cross-country highway. The soon to be opened airstrip at Chimore will provide regional air service to the heart of the Chapare.

The Center for Tourism Assistance (CAT) located nearby at Incallajta and an archaeology museum is in Pocona make up the community portal on the southern side of the Park. Driving time to Cochabamba is only about two and a half hours.

The competitive advantages of the Chapare/Carrasco region include relatively easy access to tourism sites and portal communities, high funding levels already allocated to the region for economic and alternative development, ecological and cultural diversity, established tourism infrastructure and a range of existing and potential ecotourism products. These factors all contribute to the attractiveness of the area as an ecotourism destination. Recreational tourism already draws Bolivian tourists, and strengthens Villa Tunari’s market position.

Ecotourism potential exists on the northern side of the park in improvements to Guacheros, Parque Machia, the Orquideria, and river-related tourism, in addition to some opportunities in Isiboro-Secure for community-based ecotourism that integrates culture and nature. On the southern side of the park ecotourism probably needs to be linked with culture at a site like Incallajta, near Pocona, or to a camping-based site like Sehuencas. In general, the southern side of Carrasco National Park offers natural attractions that are less accessible and more isolated from communities.

Overall Tourism Constraints

Tourism development is constrained by the current absence of traditional financial mechanisms, due to the coca related socio-political conflicts and the lack of bankable guarantees for investors. This means that development funds will have to play a larger role in supporting ecotourism, and sustainable tourism more generally.

The security situation has tremendously impacted tourism. However, the team has developed the following conclusions and recommendations based on the assumption that security concerns in the area will be resolved during a 1–3 year time frame, based on conversations with USAID, local residents and politicians.

The major constraint on the south side of the park is access. There is basically no tourism in the park and Sehuences is the only established tourist site in the area. This early stage in the tourism development cycle means that any tourism development can be carefully planned to minimize impact and maximize potential.

Promotion and Marketing

Promotion and marketing for the Chapare and Carrasco does exist and is coordinated to some extent as is demonstrated by the “Villa Tunari, Santuario de Vida Silvestre” brochure. However, while the existence of the brochure is a positive, the extent of its distribution was unclear. There was much less awareness of the Carrasco National Park, by even the tourism operators let alone the general public. In general, this region used to be a tourism destination, especially for domestic travelers and was planned to be for international travelers (Secretaria Nacional de Turismo’s Ruta: Aventura del Valle al Amazonas Destino Villa Tunari 1995) however, since the coca related problems of blockades and security have emerged the Villa Tunari area has dropped off of most tourists’ destination lists.

Quality tourism products and services exist in the Chapare and promotion of these along with Villa Tunari as a destination from Santa Cruz or Cochabamba are realistic goals. However, the environmental and conservation message from this area is weak or nonexistent. Promotional efforts for the park, ecotourism and other sustainable tourism attractions in the region need to explicitly make this link and actively contribute to and promote the conservation of remaining natural systems and Carrasco National Park.

The Prefectura de Cochabamba is promoting Incallajta as a premier tourist attraction through brochures, posters and information guides for tourist agencies. The promotion pieces are high quality and the distribution strategy is reasonable.

Four markets exist for tourism in the Chapare and Carrasco Assessment Area: low-income Bolivians, middle to upper class Bolivians, international backpackers, and high-end international travelers. A significant issue is that it appeared that few of the service providers in the area have clearly defined their target markets, and few have thought about what it takes to reach that market. The Camara Hotelera in Villa Tunari acknowledged that the Bolivian family weekend tourists have been a significant market for them, however, there stated ideal was to reach the mid to high-end international traveler. As a result, there exists some mismatch between existing offerings and the types of products that appeal to their target markets. Presently, the hotels have

an upscale market that consists of business travelers associated with all of the international and bilateral projects in the area, and some weekend Bolivia visitors.

Summary

The team feels that it makes the most sense to begin by improving the existing products, especially in terms of infrastructure, service, and promotion in order to strengthen the area’s tourism reputation overall. The one area of exception is the south side of the park that could support some totally new products. However, potential demand for South Carrasco appears much more limited and scarce resources are probably best spent elsewhere.

The immediate target market for Chapre ecotourism needs to focus on Bolivians and international travelers interested in adventure, culture and nature. The backpackers are already there and a substantial effort will need to be made to expand it to a more upscale ecotourism market niche. This higher end international market will demand security and therefore attracting it is a mid-term objective (5–7 years).

4.10 Recommendations

Carrasco National Park Region Assessment Region Level

· Greatly increase marketing and promotion of ecotourism products in the area. Currently the Park is not viewed as a tourism asset in the region (as Amboro National Park is viewed in Santa Cruz, Buena Vista and Samaipata). In fact, some people were not even aware of the park’s existence. Efforts need to be made to raise awareness of the Park and what it has to offer.

· Establish a forum for integrated ecotourism planning and management. The association should include community members, tour operators, hotel and restaurant owners, government representatives (municipality, Prefectura, SERNAP), and NGOs. The association could serve some or all of the following functions: forum for the exchange of ideas; important lobby group; to develop and influence government policy; to provide capacity building to members and others; to establish and oversee tourism certification; to implement ecotourism-based projects, etc. Some potential models include the Asociación Alianza Verde in Petén, Guatemala and the Ecuadorian Ecotourism Association.

· Training and capacity building for existing and new products. Every person and organization involved identified a need for increased capacity across all levels of tourism activities in the area. Training is essential in order to improve ecotourism, as well as general tourism potential. The following subject areas should be included: guide training, hospitality, marketing, business planning, tourism site planning, conservation of biodiversity, protected areas and environmental legislation, quality control and standards, certification of sustainable tourism, and food service. Because of the other South Americans traveling and the European influence the need for English language training varies and is not as important as the other areas listed.

· Establish micro-credit opportunities to allow existing ecotourism enterprises to redesign and upgrade the products and services they are presently offering. Do this by using an existing micro credit institution, but create a credit line for ecotourism.

· Identify and promote mechanisms that lead to the sharing of the benefits from ecotourism.

· Development of public use plan for Carrasco National Park in which areas for ecotourism development are identified and zoned.

· Assemble the existing inventories of potential ecotourism attractions and products that have been done over the last decade. This could be done for the entire area around the park but also in the region of Isiboro-Secure. We heard about many interesting options (e.g., river- based tourism from Puerto Villarroel and Puerto San Francisco, bird-watching opportunities at clay lick) in terms of ethno-ecotourism.

Gateways

Villa Tunari · Enhance the center of the town around the plaza

· Encourage the establishment of more tourism businesses (restaurants, cafes, internet cafes, souvenir shops) in the downtown area.

· Develop a visitor center and restroom facilities

Chimore · Complete and open the airport terminal for civilian traffic.

· Implement existing plans to build a visitor center for the region

Incallajta · Integrate the area into Carrasco NP

· Encourage links with the north side of the park (e.g., Chapare)

· Explore possibility of expanding trail infrastructure starting from Incallajta.

5. The Yungas Assessment Region

5.1 Regional Perspective

The Yungas consists of three provinces: Caranavi, Nor Yungas and Sud Yungas. It is an area of approximately 11,000 square kilometers and is home to nearly 150,000 people. The Yungas is approximately 2,500 meters below La Paz, has a temperate climate and its undulating topography is primarily covered with semi-tropical vegetation. The Sud Yungas province is a part of the Department of La Paz. The southernmost end of the Sud Yungus was the only area the IRG Team studied. Previous studies by other consultants26 cover other sectors of the Yungas. The team’s assessment region consisted of a circuit that started outside of La Paz and included the Yanacachi, Chulumani, Irupana, Pasto Grande, and Palca areas (Circuito Pasto Grande, Figure 5.1). Colapata National Park is adjacent to the circuit end near La Paz.

Figure 5.1 The Sud Yungus Assessment Curcuit

26 These reports include Robinson, 1998; Phillips, J., Oroza, I., Bustillos, J., Yapu, F., and J. R. Alcoba, 2001.

This road circuit is approximately 320km and the La Paz-Palca-Chunavi-Lambate-Pariguaya- Pasto Grande section is 120km and takes approximately 4 hours to drive. The road circuit is bisected in several places by Pre-Columbian trails, the Takesi and the Yunga Cruz. This part of the Sud Yungas is dominated by agriculture and the major crop is coca. The Sud Yungas is behind the Nor in terms of tourism development. Besides the natural environment, the Sud Yungas has the potential to develop archeological tourism based upon its pre-Columbian trails and archeological sites like Pasto Grande. This type of tourism is one of the fastest growing market niches in South American (Phillips, Oroza, Bustillos, Yapu, and Alcoba 2001) and is very complementary to ecotourism. The markets for these two types of tourism are essentially shared.

5.2 Existing Tourism Patterns—Points of Entry

La Paz is the tourism gateway for this region. The La Paz Airport is the major entrance to the country for international travelers. With a resident population of over 2 million, La Paz also is a potential domestic market. The major portal communities in the assessment area are Chulumani and Palca. These serve as entrance points and presently offer tourists basic services. The difficult road access is a deterrent, and many visitors to the region opt to travel to the Nor Yungas where access is better developed. Whether a resident or visitor, one of the most commonly mentioned problems was quality of the roads.

5.3 Socio-Economic Indicators

The region studied is dominated by agriculture and the key products are coca leaf, coffee and a variety of fruits. Tourism was often mentioned as the third or fourth major employer in the communities visited. Overall there is a lack of jobs in the assessment area and approximately 25% of the people living in the area are illiterate. Services outside of the major municipalities are basic at best and infrastructure investments are needed.

Table 5.2 Socio-economic indicators for the South Yungas Assessment Region (Chulumani, Irupana, Pasto Grande, Palca Circuit)

Chulumani Irupana Demography 17,000 (2001 Census) 19,000 (2001 Census) Tourist Flow Unknown Unknown Education All levels of schools in major communities All levels of schools in major communities Health/Clinics General hospital Three health centers Natural Gas Unknown Unknown Electricity Yes (some areas) Yes (100% of population) Sewage Treatment Collection in downtown area only, but no Collection system, and some treatment treatment and disposal into local river with final effluent into creeks and rivers Potable Water Yes (all areas) Yes (some areas) Garbage Treatment No No Communications Public telephone & some private in home Public telephone & some private in home service service

5.4 Ethnic and Gender Opportunities

The Yungas area includes a small population of Afro-Bolivians who are concentrated in several communities, especially Chicaloma. Some of the Afro-Bolivians feel their communities are discriminated against and receive less money from the Municipalities. However, the municipal officials interviewed felt there was no discrimination and that they were allocating resources in a fair and consistent manner.

5.5 Biodiversity and Conservation Concerns

The major threats to biodiversity in the area originate from community sources. The agricultural frontier is being extended, as well as new coca terraces, hunting, fishing, indiscriminate logging, extension of roads, and development of new settlements/communities.

There was concern expressed by several of the municipalities that water availability is becoming a problem. They felt this was in part due to the deforestation occurring and that the remaining community owned watersheds need to be protected. Groups and individuals interviewed also felt continued migration by displaced coca-leaf cultivators from the Chapare are becoming a major threat to biodiversity in their area. Due to the lack of adequate impact monitoring the level and rate of these changes are unknown.

5.6 Economic Reality—Trends, Investments

Presently in the area visited, major expansion of coca production was evident. Community leaders interviewed stated that agriculture is still perceived as the dominant local economic development strategy. Certainly, tourism is seen as an alternative but there is a feeling that substantial investment is needed in attractions if this is to occur at a level that will really stimulate the economy.

5.7 Existing Tourism at the Portal Level

Chulumani

Chulumani is the capital of the Sud Yungas Province and the municipal area covers 900 km2. The town provides a range of lodging options. There are seven hotels with a total 216 beds. The hotels range from one to four stars. Hostels and residences are another option for lodging with 105 total beds. Lastly, shelters add 90 beds to the existing offer. The town includes around seven different locations for meals.

The Apa Apa Ecological Forest

The forest is considered perhaps the best option for a one day trip in the Chulumani area. The rain and cloud forest is approximately 6 kilometers from Chulumani. This 500 hectare private reserved is owned by Ramiro Portugal and is part of the last remnant of primary forest in the area. The area offers a variety of trails for the visitor and is home to a rich biodiversity. In addition, camping and lodging facilities are also available. The owners are interested in expanding their business but want to retain their ecotourism orientation.

La Paz/Palca

The other major entrance to the circuit begins in La Paz with its entire tourism infrastructure. People can access the circuit as a day or multiple day trip. Palca the final major community along the road serves as a major stopping point for ecotourists.

Pasto Grande

The Pasto Grande archeological site contains pre- Colombian agricultural terraces, irrigation canals, approximately ten citadels and numerous ruins of housing areas. These sites are overgrown with vegetation, yet in many cases walls and foundations are in tact. The area is of potential interest to tourists because of its large scale and the potential to interpret pre-Colombian agricultural living. Seven families and approximately 35 individuals live in the Pasto Grande area proper. However, some 700 families and 3,500–5,000 people live in the greater area (PROINTEC S.A. 2000). Most of the families in this area live from subsistence agriculture. Presently, the nearest lodging and food services are in the town of Irupana located 18 km away. Here there are three hotels and one residence.

Takesi Trail

Various indigenous groups that lived in the area used this 40 km trail. It lies within parts of the Palca and Yanacachi municipios. In Takesi there is a basic Pasto Grande terraces. shelter to stay overnight and eat. In Yanacachi there are 2 basic lodges and a hotel that is currently closed. In addition, there are 3 places to eat. Tours to the trail can be organized through Fundación Pueblo with offices in Yanacachi and a representative in La Paz.

Yunga Cruz Trail

Includes parts of the municipios Irupana, Yanacachi and Chulumani. This is a less traveled route due to its limitations in access, services and trail conditions. The only lodging available along the trail is in Chuñavi and consists of rooms rented by the local people. There are no food services available after Chuñavi.

5.8 Strengths and Weaknesses

Strengths

· High quality, diverse natural and cultural landscapes—Pre-Columbian trail system, Pasto Grande.

· Local communities expressed an interest in becoming more involved in tourism.

· Large undisturbed, biodiversity rich areas such as the Uchumachi en Loroico and the Apa Apa en Chulumani remain.

· Proximity to the city of La Paz.

· Excellent weather (temperate) for most of the year.

· Multiple access roads to the region such as: Charazani-Apolo, Coroico-Laranavi, Palca- Lambate-Irupana, Sorata-Consata-Mapiri, Chulumani-Irupana, Quime-Inquisivi-Irupana

· Projects proposed to pave and improve the roads in the entire region.

Weaknesses

· Increases in coca plantations, which often replace forests.

· Lack of a safe and well-maintained road system.

· Lack of means of communication (telephones, mobile phone, Internet, TV).

· Lack of basic services: health, water, electricity, and sewage treatment.

Forest areas cut to establish coca fields in the Sud Yungas.

· Lack of knowledge about hospitality among the local people, which often leads to poor treatment of tourists.

· Lack of basic health plans to eliminate vectors of malaria, yellow fever, leishmaniasis, tuberculosis, and Chagas disease.

· Lack of interest, knowledge and coordination of national and departmental authorities regarding promotion and marketing of ecotourism.

· Lack of national and international publicity.

· Continuous blockades of the roads.

5.9 Potential Ecotourism Products and Packages

Table 5.3 Potential short-term tourism products for the South Yungas Assessment Region Tourism Attributes Pre-Columbian trails Pasto Grande Brief Description Represented by a small network of trails built by Located 89 km from La Paz at 3,700 meters the original groups that lived in the area in Pre- above sea level, consists of a large series of Columbian periods. The two trails identified are: pre-Columbian terraces and water canals used Takesi and Yunga Cruz. for agriculture. In addition, ruins of small Although the trails presently receive visitation settlements and roads can be found dispersed (hiking) they have not been properly developed along the area. for public access. There is an evident lack of interpretative signage, programming, and environmental education material. There are issues of security and vandalism. Lodging Existing basic lodging and camping areas along Lodging services available in the town of trails are small or nonexistent. There are Irupana located about 20 km from the site. opportunities to improve the existing ones. Lodging services on site can be developed by In Kacapi and Takesi there are shelters to communities located in the site (perhaps overnight. These shelters have solar energy. simulating the living quarters in Pasto Grande?) In the case of the town of Takesi, there are small areas to camp under a roof or outdoors. For Yunga Cruz, lodging in local people’s homes can be found in Chañavi. Rest of the trail lacks any services. Food Service Food services are provided only in the Takesi Available in the town of Irupana trail. In Kacapi and Takesi there are basic food Needs to be developed in communities nearby. services. Along this trail there are places to buy coffee and drinks. Other Services Can capitalize on existing tourism product and Visitor Center featuring visitor services and Provided support services in the Takesi Trail. environmental interpretation. Guided trail walks Other Basic Along the Yakesi trail, in the Chojilla mine there None Infrastructure is a first aid service and small local stores.

Tourism Attributes Pre-Columbian trails Pasto Grande Likely Impacts to Human waste and solid waste is likely to Significant disturbance to artifacts may be Biodiversity accumulate unless practices are implemented to caused by construction of the road, facilities. deal with their disposal. Also, land is steep in some of the site; care will need to be taken to control soil erosion. Increasing coca cultivation in the area could reach Pasto Grande? Community-based Communities need to increase involvement in By including it in a circuit, travelers might be Benefits operations of the trails. willing to stay in the area longer and thus A fee or donation could be collected to use the benefit not only Pasto Grande but portal trails and used to partially offset operation costs. communities or take-off points. Mandatory hiring of local guides could be Community participation in the provision of established. IN the case of Yakesi trail, these tourism services and recuperation of the site policies can be enforced by Fundación Pueblo. must be encouraged. Generation of new information about the trails could contribute to building historical records. Community-based Community needs to pay for operations and Community will need to develop a mechanism Impacts maintenance. Potential increased demand of to share benefits a need that does not presently public services in Yanacachi. exist. In Yunga Cruz, communities can develop basic Community needs to pay for operations and lodging and food services as well as local guide maintenance of services to be developed over services. time. Potential Partners Fundación Pueblo, municipalities, prefecturas, Universidad Católica Boliviana, communities, communities, NGOs, Peace Corps, tourists, Instituto de Arqueología, Prefectura, travel agencies, etc. Mancomunidad, tourists, travel agencies, etc. Potential Markets Youth, students (both Bolivian and foreign); Existing travelers to the area; hikers, foreign and Bolivian hikers archeology professors and students, Market Distribution Via tourism establishments located in Via tourism establishments located in Irupana, Approaches Chulumani and Palca, National and International Chulumani and Palca, National and Travel Guides, Internet portal. International Travel Guides, Internet portal Training Needs History, archaeology and tour guides training for Train local people as nature guides and local guides. Food management and hospitality assistants in archaeology restoration and for providers of lodging and food services. recuperation projects. Provide a basic hospitality training program on servicing customers, packaging products, and marketing. Addressing USAID Provides an opportunity to educate both locals Provides an opportunity to educate both locals SOs and guests about the flora, fauna, history and and guests. archaeology of the area. Potential to create new jobs in all nearby Creation of new jobs related to tourism. communities. Improves the likelihood of maintaining existing jobs via product enhancement. Funding Potential International NGOs or foundations interested in International NGOs or foundations interested in history and archaeology, USAID. history and archaeology, USAID.

5.10 Conclusions

Several ecotourism assessments have been recently conducted for the Yungas area and they are far more comprehensive than this rapid appraisal, which strictly focused on a single circuit

within the Sud Yungas.27 Our focus was to explore the Pasto Grande Area, associated communities and road circuit described earlier (see Figure 5.1). It is clear that the Nor Yungas presently has a better road network and more ecotourism type facilities on-line than the Sud Yungas. However, the Sud Yungas which relies more on coca production than the Nor does have significant ecotourism potential.

The team concluded that the proximity to LaPaz (access to domestic and international markets), the quality of forest areas such as Apa Apa and the pre-Colombian trails in the area all have significant ecotourism potential. The area is presently being used for trekking, mountain biking and white water rafting. Additionally, people interested in archeology also visit the area.

In fact, the team felt that the Pasto Grande Archeological site has the potential to be a world- class attraction. To accomplish this would require a significant investment. It was felt that such an investment, which has support from surrounding communities, could really place the Sud Yungas on the ecotourism map. The site could serve as a focal point of the circuit and other compatible ecotourism activities could be developed especially once the key anchor attraction was on-line.

5.11 Recommendations

The IRG Team recommends that investments are needed for the Apa Apa Forest, Pasto Grande, and the Pre-Columbian Trail Systems. Also sustainable tourism could be developed around the traditional practice of coca growing.

5.11.1 Potential Pilot Project

It is clear that the pilot project of importance to this area is Pasto Grande. A recently completed study by the Ministry of Tourism Pasto Grande was identified as a potential area for developing ecotourism. The team concurs that excavation and protection of the ruins are needed. We believe that the US$400,000 estimate for developing an ongoing archeology program is low and that closer to US$1 million per year is needed for multiple years. In addition, the Team believes that much more effort needs to be targeted at developing the ecotourism potential of the site. This would include substantial investment in environmental interpretation facilities, a guide training program, a marketing program and the enhancement of the road access. To date the ideas suggested by consultants are pretty basic and will not result in a world-class attraction. So one challenge is to get the local interested people to think more clearly about their desired future. Finally, the team felt that potential partners include US and European universities.

This site has a lot of appeal because if provides an opportunity to stimulate the Sud Yungas. This is especially true if a large-scale investment is made. Such an investment is needed if USAID wants to demonstrate that ecotourism can be an alternative to growing coca.

27 See Phillips, Oroza, Bustillos, Yapu, and Alcoba 2001; Phillips and IEST 2001.

6. Strategic Ecotourism Recommendations for USAID

Bolivian ecotourism is currently underdeveloped and USAID Bolivia should play an active role in ensuring that it is well planned and provides benefits for local communities, nature conservation and the regional economy. Successful tourism results from having quality services and products to place in both the domestic and global marketplace, having a professional trained workforce in tourism and protected area management, having a comprehensive marketing program (product development, testing, evaluation, targeted advertising, promotion), having community level ownership and support of this alternative development strategy, and having well-thought out public policy that links the various levels of government and other nongovernmental actors involved. Obviously, to get all of this to function in a mutually supportive, efficient, and effective way takes organization and communication at all of the linkage points.

We believe that USAID’s role should focus on building capacity within the Bolivian governmental system, specifically local government in the area of tourism systems planning. Second, it should feature integrating the resulting sustainable tourism strategies into sound alternative development projects to complement the already established projects in sustainable agriculture and forestry.

To say this is simple, but to do it is much more difficult. Although USAID worldwide has a strong tradition and expertise in agriculture and forestry, its efforts and abilities in promoting the development of sustainable tourism via community-based participatory approaches is nearly nonexistent. It is true that USAID has projects in ecotourism, but most of these are dominated by the ideas of USAID, consultants, or international conservation NGOs. What we are suggesting is that USAID engage in a much more democratization oriented approach, and one that particularly respects the central and local governments of Bolivia and the rights of her indigenous peoples. By law these units are charged with bringing together actors involved in or interested in sustainable tourism and therefore USAID should support them in bring those groups together. Finally, Bolivia’s free trade and recent tourism laws and decrees already protect the rights of the private sector and therefore USAID should always be pushing for their inclusion in any sustainable tourism development project.

In this type of an effort, the dominant role we see for USAID is one of training and empowering democracy, sharing of natural resource management and business development expertise, and facilitating a continuing dialogue among the diverse actors involved in the tourism and conservation arenas. We believe the short-term project-by-project approach often used in cases like this will only further slow down the processes of local empowerment and creating responsible local governments.

Our recommended pilot projects reflect this thinking. As to whether or not sustainable tourism, including ecotourism should be a stand-alone strategic objective, we think it fits better as a cross- cutting program that is integrated into at least the environmental, democratic initiatives, and alternative development strategic objectives. To effectively accomplish this integration we believe new professional tourism positions in each of these three strategic areas mentioned are

required. This would provide enough of a sub-unit of specialized expertise to begin to give sustainable tourism standing within USAID Bolivia. This sub-unit should have two lines of funding, one via projects within strategic objectives and the other an amount directly available to the sub-unit to stimulate integration of sustainable tourism in appropriate USAID, other bilateral, or Bolivian government projects. Finally, whenever possible we would encourage USAID to further develop tourism expertise in Bolivia by engaging in joint endeavors with the Bolivian Universities involved in training tourism professionals.

6.1 Summary of Key Findings

Across all four regions it is clear that common needs include investment in basic infrastructure – potable water, electricity, roads, communications, health services and community amenities including plazas, parks, and urban design. These physical infrastructure investments need to be complemented with investments in human capacity in the area of hospitality including guide training, small business operations, marketing, and attraction management. Investments in any of these areas provide dual benefits to local citizens and travelers alike. In addition, to these general investments needed across the assessment regions the IRG Team proposes five demonstration projects.

1. Promote The Amboro/Carrasco/Isiboro Sustainable Tourism Complex—A Community- National Park Alliance for Success If we were to remove the problem of illegal coca-leaf cultivation in the Chapare, the Amboro and Carrasco National Parks and their surrounding environs including Isiboro-Secure National Park could be seen as one unit in terms of supplying ecotourism opportunities. This unit could function as a circuit having a ring road around Amboro and Carrasco parks, which facilitates access to a series of portal communities and ecotourism attractions (natural and cultural). Tourists could either fly into, or out of, either Cochabamba or Santa Cruz, and then travel the northern or southern route nearby the park and then fly out of the same or the other international airport. This spatial arrangement of ecotourism opportunities is unique in Bolivia and surrounding countries and both international and domestic markets are accessible.

This project’s regional scale serves as a demonstration of how to use sustainable tourism, including ecotourism to stimulate a regional economy. This project has the potential to stimulate job creation, provide a sustainable alternative development strategy and simultaneously promote and enhance the conservation of biodiversity. Furthermore, it is likely to result in a large enough critical mass of sustainable tourism destinations and products to be economically sustainable (e.g., collect enough park entrance fees to have an impact on conservation, have enough of a tourist flow to support associated businesses). Simultaneous investment in the portal communities around the parks (Buena Vista, Villa Tunari, Samaipata, Pocona) would be necessary and would further increase the likelihood of revitalizing the entire region. This infusion could speed up the Chapare’s transition from its dependency on coca to a diversified economy that would include ecotourism along with other alternative forms of development under way.

This proposal would complement the national tourism development strategy for the area set forth in Bolivia’s Strategic Tourism Development Plan (Ministerio de Comercio Exterior E Inversion, Viceministerio de Turismo 2001) and would capitalize on efforts underway by the

Mancomundidad de Municipios Del Cono Sur (Universidad Mayor de San Simon, Mancomunidad de Municipios del Cono Sur y Prefectura del Departmento Servico de Fortalecimiento Municipal 2001) and the Mancomunidad Sara Ichilo (Fundacion Turismo y Desarrollo de la Mancomunidad Sara Ichilo 2001). Encouraging and promoting coordination across these efforts should be a part of this strategy.

Establishing the project’s product uniqueness through spatial planning and packaging of products within the complex is essential to its success because Peru and Ecuador have ecotourism destinations with similar products, but not as functional a spatial arrangement. If the indigenous peoples are interested, as our preliminary work suggests, then Isiboro-Secure National Park’s inclusion would further enhance the project. Therefore, as USAID refines and repositions its programs preference should be given to activities and projects that facilitate the implementation of this concept.

This idea is not without some difficulties of which perhaps the largest is that each park is in a different Department. Secondly, the Amboro Assessment Regions’ tourism operators may be very concerned about their tourism image being tarnished by the Chapare coca image. Although issues we feel the efforts underway by mancomunidades suggest a regional venture is feasible.

2. Establish an Ecotourism Investment Fund We recommend that an Ecotourism Investment Fund be established that would provide a mechanism for funding investments in ecotourism projects in the four assessment regions. This pilot effort should be tested and evaluated in the four assessment areas prior to expanding it to cover other areas of the country. The fund would make available US$10 million per year for a 7- year period. Funds from multiple sources are envisioned. Loans would be awarded to legal entities (business, NGO, local government) on a competitive basis and the projects supported would be required to fit into the development plans of municipios or mancomunidades.

This proposal addresses one of the key concerns of tourism operators the lack of financing mechanisms for ecotourism projects in Bolivia. The banking system in Bolivia is not funding tourism projects because of the risks involved and because most are located in rural areas. This lack of funding is a major limiting factor in developing and expanding the ecotourism sector.

The investment fund would be managed by existing micro credit or financing institutions, such as PRODEM, Pan-American Securities, PRODEM, BancoSol, and FIE, as a result of a competitive bidding process. USAID has invested resources in the past in several of these financing institutions and this would be a continued effort to build their capacity. Another part of the idea is to limit the bureaucracy of such a fund and depend largely on subcontracting services to reduce costs and increase efficiency. The goal is to get the money to the ground and have it be invested in projects.

A key element of the operations of the fund should include a success fee mechanism for the management institution. Recommendations based on financial and legal due diligence procedures and clearly established terms of reference made by the financing institutions would be reviewed and approved by a board involving donors, business leaders/entrepreneurs and ecotourism experts. Performance criteria for qualifying for a loan would include environmental impact, social impact, economic sustainability criteria and other pertinent issues. All awards

would require a business plan thus stimulating an enhanced level of business planning presently absent in the private sector.

Investments could be in the form of preferred or ordinary shares, Sociedades Accidentales, joint ventures and partnerships. These funds could help leverage investments by local and international tourism operators together with municipalities. Building up a portfolio of ecotourism projects would also provide synergies and maximize efforts in promotion, training, purchasing services, etc.

Examples of projects identified throughout the assessments that should qualify:

Amboro: Provide funds to consolidate the community-based ecotourism lodge at the edge of the Amboro National Park. The funds would be channeled to a corporation involving community members and an NGO working in the area.

Chapare: Funds could be invested to expand the Orquidario project, restaurant facilities and interpretation center. Partners would be the current owners of the Orquidario.

Sud Yungas: Funds could be invested in the Complejo Turistico Apa Apa to build five cabins and expand camping facilities. Funds could be invested in preferred shares with a specified buy back period and dividend payment mechanism.

Sud Yungas: Funds could be invested in the building lodges along the Chorro and Taquesi Trails. Community-based companies would be set up with area residents as partners. Fundacion Pueblo could also participate as a partner and provide management and operations support to assure the empowerment of community stakeholders. Finally, funds could be invested in the Castillo site in Sud Yungas to remodel the hotel, invest in trails, etc.

This pilot effort in the four assessment areas should include an ongoing evaluation procedure and a regular determination of its economic viability. The intent is to build a self-sustaining funding institution for sustainable tourism development projects. Strategically, projects funded would promote alternative development, create employment opportunities, encourage the enhancement of business development skills and ensure that environmental elements are actively considered since these are envisioned as part of the requirement for a project to be funded.

3. Develop an Ecotourism Vision for Bolivia This project proposes to bring together SERNAP and the Vice Ministry of Tourism to jointly sponsor a national forum to develop an ecotourism vision for Bolivia. This vision would be developed over a 12–18 months and the cost is estimated to be approximately $200,000– 250,000. Hopefully, it could be started in 2002, the “Year of Ecotourism.” This estimate includes the design of the forum, training of SERNAP, Vice Ministry of Tourism and Prefecture tourism professionals as workshop facilitation teams, conducting the regional forms, processing the outcomes and sponsoring three community based events (La Paz, Santa Cruz, Coachabamba) to share the results with the general public, local governmental officials, private sector operators, and interested NGOs.

The approach is to use the trained facilitation teams to simultaneously conduct forums throughout the country that focus on educating participants about ecotourism, its benefits and

impacts, defining the kinds of ecotourism local people are interested in promoting in their area, and determining what participants perceive as barriers to developing this ecotourism based economy.

Each forum would be associated with a protected area actively involved in ecotourism identified by the Director of SERNAP or another regional group with a demonstrated interest in ecotourism identified by the Vice Ministry of Tourism. The underlying goal would be to cover all of the geographic areas of Bolivia interested in pursuing ecotourism as an alternative development strategy. By using regional geographic areas it would be possible to include representatives from sectors currently involved in the provision of ecotourism and related sustainable tourism. The envisioned outputs of the forums would be definitions of ecotourism for a geographic space, the identification of interested parties, a list of existing ecotourism opportunities and the barriers participants see as keeping them from achieving their desired ecotourism vision for their geographic area.

This information in a common format for each region would then be transmitted to a national level committee that would include members as the Director of SERNAP, the Vice Ministry of Tourism, representatives from appropriate ministries, representatives from tourism groups such as La Camara Bolivians de Hoteleria, La Camera Boliviana de Agencias de Veiajes y Tourismo, and La Camara Nacional de Operadores de Tourismo as well as representatives from the private and the university sectors that are presently engaged in offering tourism services or training tourism professionals.

The National Policy Committee would need to be professionally facilitated to develop a national ecotourism vision statement. It would be based on the ideas collected in the regional forums and would serve as the policy instrument around which to coordinate efforts in ecotourism. Additional policy documents could be prepared to reflect the outcomes of the forums. These might range from amended regulations for SERNAP to policy directives to promote ecotourism within the marketing program of the Vice Ministry of Tourism.

Outputs of this effort would be an agreed upon national vision for ecotourism and the allocation of roles and responsibilities to the various actors involved. Hopefully, this would unify Bolivia’s efforts and clarify roles and responsibilities of all sectors and organizations involved. Additionally, we believe that the participants who attend the regional forums can serve as a group from which municipalities can draw committees to work locally on ecotourism development.

4. Initiate a Decentralized Approach to Infusing Ecotourism Planning and Project Implementation into Ongoing Municipality and Mancomunidad Governing Processes Redirect funding to USAID’s Democratic Initiatives Program to use the knowledge it has acquired in the Democratic Development and Citizen Participation Project (DDPC) to develop a training program for municipalities and mancomunidades on participatory tourism systems planning. This sectorial based activity could build upon program successes in areas of community budgeting, health, etc. Since these entities have the key role to play in sustainable tourism, according to Bolivian Law, it seems critical to train human resources within them to understand the tourism industry and how to plan for it.

This type of a program is proposed because it accomplishes the following:

· Facilitates the empowerment of the stakeholders and citizens in the local area.

· Addresses the concern of the local leaders that local government needs to be directly involved since tourism impacts them in terms of additional costs for services and provides them with a source of tax revenue.

· Promotes strategic judgments about ecotourism instead of incremental decisions about single projects.

· Provides an opportunity to assemble and analyze the many studies that have been done by various tourism and conservation interests, and provides a forum for the community to dialogue about what was found and the kind of sustainable tourism future they desire.

· Provides the opportunity for local governments to practice democratization.

· Results in an ongoing association of individuals interested in tourism who will be encouraged to form a new association.

· Enhances the capacity of local community-based organizations in the area of financial accountability, grant writing and project implementation.

Using this type of program allows USAID to demonstrate its willingness to empower local governments and institutions in the area of sustainable tourism. The training program needs to be designed to promote dialogue across sectors involved in tourism, as well as inter-governmental agency boundaries. Like the other DDPC efforts in areas such as community budgeting it should promote participation and the inclusion of key stakeholders in the training. It should involve the actual conducting of a tourism planning process whereby the training itself results in a plan, an ongoing tourism forum, new communication channels, and a network of parties interested in sustainable tourism, including ecotourism at the local level.

This avenue is recommended instead of a local NGO or international conservation organization because of the need to incorporate tourism planning into the newly emerging decentralized local governments. It capitalizes on an existing USAID program and communication networks already developed. Preliminary estimates to develop materials and carry out at least one round of sustainable tourism planning locally are approximately $350,000. Material development is approximately a 6-month effort and the implementation and facilitation of the training is at least another 18 months. Estimated costs include consultancies to develop materials and placement of tourism expertise at the assessment region level for at least an 18-month period. Accomplishments of this effort will not only include an enhanced sustainable ecotourism system but a continuance of USAID’s efforts to democratize local government and alleviate poverty.

5. Promote the Chaco Ecotourism Dialogue As part of the effort to decentralize and empower local units of government and indigenous groups of the Chaco Region, a pilot project is proposed to educate and promote open dialogue concerning the likely impacts from protected area-based and off-site ecotourism development. Impacts to culture, social structures, sacred sites, the existing economic situation, and the fragile

ecosystems of the park and surrounding environments would be addressed. The target audience should include: (1) settlement/community level indigenous leaders within the greater area, (2) civic leaders and local government officials in the potential tourism gateway and portal municipalities (Santa Cruz, San Jose de Chiquitos) and communities (Camiri, Natividad) surrounding the park, and (3) existing and potential tourism operators.

The outputs of this project would be a local capacity to make judgments about whether or not to pursue ecotourism. Providing indigenous communities with the capacity to engage in the ecotourism debate is essential and demonstrates the active inclusion of cultures in democratic decision-making processes. We believe that Bolivia is the place for this demonstration and that the effort now, will lead to better conservation practices in the future.

References

Bolivian Official Gazette. 2001. Regulations on the Law for the Promotion and Development of the Tourism Activity in Bolivia. Special edition number 0024. 23 February 2001 Supreme Decree No. 26085. La Paz, Bolivia.

Edwards, S., C. Holtz, and O. Hillel. 2000. Integrating Biodiversity Considerations into the Tourism Sector through Public Policy. Discussion paper submitted to UNDP by Conservation International.

Fundacion Turismo y Desarrollo de la Mancomunidad Sara Ichilo. 2001. Plan de Dinamizacion Turistica de La Mancomunidad de Municipios de Las Provincias Sara e Ichilo.

Ham, S. 2001. Recommendations for USAID Involvement in Ecotourism Activities in Bolivia. Prepared for International Resources Group and USAID/Bolivia.

Michael Blendinger Nature Tours. 2000a. Tour Rates and Duration of the Excursions to: Amboro National Park, El Fuerte Archaeological Complex and the Samaipata Area. Low Season Promotional Leaflets.

———. 2000b. Tarifas por Grupo y Duracion de las Excursiones a: Parque Nacional Amboro, Complejo Arqueologico El Fuerte, y Alrededores de Samaipata. Estacion Baja/2001.

Moreno, A., R. Margoluis, and K. Brandon, eds. 1998. “Bolivia: Amboro National Park.” In Brandon, Redford and Sanderson Parks in Peril—People, Politics and Protected Areas. Washington, DC: Island Press.

Neblina Forest. 2001. Birding and Natural History Tour. Promotional Brochure.

Ministerio de Comercio Exterior E Inversion, Viceministerio de Turismo. 2000. Estrategia para el Desarrollo del Turismo Sostenible en Bolivia, 2001–05. La Paz, Bolivia.

Ministerio de Comercio Exterior e Inversion, Viceministerio de Turismo, Unidad de Planificacion. 2001. Principales Indicadores de La Actividad Turistica. La Paz, Bolivia.

Ministerio de Desarrollo Sostenible y Planification, Servicio Nacional de Areas Protegidas. 2001a. Informacion Basica, Area Protegida Amboro. Santa Cruz, Unpublished PowerPoint document.

———. 2001b. Area Protegida Amboro, Plan y Estrategia de Proteccion 2001–02. Santa Cruz.

———. 2001c. Plan de Manejo. Prepared for Proyecto Kaa-Iya, Capitania del Alto y Bajo Izozog Fundacion Ivi IyAmbae and Wildlife Conservation Society. Financed by USAID, Donacion No. 511-0000-G-00-01-00005. Santa Cruz.

Phillips, J., I. Oroza, J. Bustillos, F. Yapu, and J.R. Alcoba. 2001. Master Plan: Tourism Development in the Yungas. USAID/Bolivia, Economic Opportunities Office – Jorge Calvo, CTO, Contract No. PCE-I-00-99-00003-00, Task Order No. 806.

Phillips, J., and IEST. 2001. Yungas Region Tourism Development Strategy. Prepared for Chemonics, Inc.

Pereira, D., R. Salamanca, and B. Mostajo. 1999. Plan de Manejo Incallajta. Proyesto 961 /SF. BO. Available from Banco InterAmericano De Desarrollo.

Pineiro, C.A.Z. 2000. Informe Final de Diagnostico, Circuitos y Producto Turistico de la Mancomunidad de Municipios de las Provincias Sare e Ichilo.

Robinson, A. 1998. Contributions to an Ecotourism Strategy for the Zongo Valley Watershed. Prepared for Asociation Boliviana para la Conservacion TROPICO. Funded by USAID- Bolivia.

The Nature Conservancy. 2001. Unidad de Conservacion Amboiro-Carrasco, Bolivia. Analysis of Pre-Factibilidad. Internal Report.

Universidad Mayor de San Simon, Mancomunidad de Municipios del Cono Sur y Prefectura del Departmento Servico de Fortalecimiento Municipal. 2001. Memoria del Taller Desarrollo Turistico en Los Municipios del Cono Sur. Cochabamba, Bolivia.

Winer, N. 2001. Assessment of the Kaa-Iya del Gran Chaco Project. Prepared for the Wildlife Conservation Society. USAID Cooperative Agreement Number 511-A-00-01-00005.

World Tourism Organization. 2001. Tourism Market Trends: 2001 Edition. Madrid: World Tourism Organization. Online: http://www.world-tourism.org.

80 Annex A. USAID Strategic Objectives and Intermediate Results

The Environmental Strategic Objective is the reduced degradation of forest and water resources and biodiversity conserved through three intermediate results (IRs): 1) Sustainable management of natural forests in the Bolivian lowlands, 2) Adequate management of protected areas, and 3) Improved environmental management of urban and industrial pollution.

1. Sustainable Management of Natural Forests: This IR is implemented through the Bolivia Sustainable Forestry Program (BOLFOR). BOLFOR strengthens private and public sector capacity to manage natural forests sustainably focusing on four areas: 1) Forestry Policy/Institutional Strengthening, 2) Forestry Management, 3) Applied Research, and 4) Product Development and Marketing. By working closely with government, the private sector, universities, and civil society, BOLFOR has catalyzed dramatic changes in the forest sector since 1994. In 1999, the area of forests internationally certified as “well managed” grew by 86% to 834,300 hectares. BOLFOR is now focusing on developing and strengthening local capacity to manage forestry concessions sustainably.

The same type of programmatic approach could be initiated for sustainable, nature-based tourism development that includes ecotourism products. Certainly sustainable tourism policy/institutional strengthening, tourism management, applied research and product development and marketing will be critical to the success of ecotourism in Bolivia.

2. Adequate Management of Protected Areas: This IR has three major thrusts—the Kaa-Iya del Gran Chaco National Park, Conserving the Forest and Biodiversity of the Tropical Andes, and Protected Area Management in Southern Bolivia.

a) The Kaa-Iya del Gran Chaco National Park: Bolivia’s largest national park covers 3.4 million hectares and conserves the largest expanse of protected tropical dry forest in the world. It is also the only protected area in the Americas established as a result of the initiative of local indigenous group, and the only one co-managed by them. The park is managed by the Capitania del Alto y Bajo Izozog (CABI), with support provided by the Wildlife Conservation Society’s (WCS) Indigenous Resource Management Program. This CABI, WCS, USAID partnership included the negotiation of a landmark agreement between indigenous organizations and the sponsors of the Bolivia-Brazil Gas Pipeline that crosses the park. It provided for unprecedented participatory consultation with local people and made available significant resources for land titling, impact mitigation, conservation, and sustainable development. The Kaa-Iya Program supports CABI’s efforts through institutional strengthening, development and implementation of a management plan for the protected area, applied community-based research focusing on the sustainable uses of natural resources, and environmental education.

b) Conserving the Forests and Biodiversity of the Eastern Slopes of the Andes: The eastern slopes of Bolivia are some of the most diverse forests in the world. Conservation International identified Bolivia’s tropical Andes as part of the world’s most important hotspots, “the epicenter of global biodiversity,” with roughly 1,360 bird species and

A-1 17,000 vascular plants. USAID is supporting three programs to conserve a string of protected areas—and the natural areas between them—running from Amboro and Carrasco National Park in Bolivia to Manu National Park in Peru. This bi-national program is known as the Vilcabamba-Amboro Corridor. The Bolivian part is known locally as the Corredor Amboro-Madidi or CAM. USAID CAM partners are Conservation International (CI), Wildlife Conservation Society, World Wildlife Fund (WWF) in coordination with the Fundación Amigos de la Naturaleza (FAN), and the Bolivian Park Service (SERNAP).

c) Protected Area Management in Southern Bolivia: USAID supports The Nature Conservancy (TNC) and their work with the Bolivian NGO Trópico in the management of the Eduardo Avaroa Faunal Reserve and PROMETA (Protection of the Environment in Tarija) in the management of the Tariquía Flora and Fauna Reserve. PROMETA also played a major role in the creation of the Serranía del Aguarague National Park and Natural Integrated Management Area.

3. Ecoregional Planning: The Environment Results Framework Intermediate Result 2.1 is “Ecoregional planning integrates forest and protected area management.” Systematic sustainable tourism planning and program implementation including environmental education for guests, ecotourism providers (protected area managers, private business owners, communities, cooperatives, nongovernmental organizations) and the local population have a great deal of potential to contribute significantly to achieving this IR. 4. Industrial and Environmental Pollution: The goal of this IR is improved environmental management of urban and industrial pollution through increased institutional capacity to sustain cleaner production and increased financial capacity for investments in cleaner production. This IR was initiated in 1995 as the Pollution Prevention Program (EP3) and implemented as an environmental technical unit of the National Chamber of Industries in La Paz. EP3 provided individualized technical assistance, training, and support to priority highly contaminated industries. The program has recently been redesigned and named the Center for the Production of Sustainable Technologies (CPTS). It seeks to identify and respond to technical and financial factors that limit the wider adoption of cleaner production technologies. CPTS also proposes to expand their work into medium and small enterprises and other sectors, such as agriculture and health, which have a relationship with industrial pollution.

CPTS activities include: (1) promote industry adoption of cleaner production; (2) train a cadre of private consultants to carry out environmental audits, (3) improve university’s capabilities to train technical specialists; (4) increase public awareness; and (5) in cooperation with commercial bank, create a mechanism to finance the adoption of cleaner production technologies. These activities are co-financed by USAID, the World Bank, and the governments of Denmark and Sweden; the Inter-American Development Bank may provide other complementary funding in the future.

The achievement of this Strategic Objective and Intermediate Results will require that a wide range of Bolivians—government, private sector, non-governmental organizations, municipalities, local groups, and enterprises—are aware of, advocate for, and take actions to support sustainable tourism, the management of protected areas to enhance ecotourism opportunities through a

A-2 tourism production system that minimizes and mitigates environmental impacts. For ecotourism this means that development related activities (trails, lodges, hotels, restaurants, craft production, etc.) would not increase erosion, pollute rivers and streams, reduce the habitat of key species, open areas to major human disturbance that would endanger ongoing ecosystem processes. Other examples include that tourist patterns should not disturb critical wildlife migration patterns, nor should tourist food consumption patterns lead to loss of a fish species, nor should the desire of tourists to get to a vista point by car instead of walking automatically result in road construction.

The Economic Opportunities and Alternative Development Teams objectives are to use sustainable tourism and ecotourism as a potential mechanism for stimulating alternative economic development to illicit coca growing and other related non-sustainable land uses. In addition, a sustainable nature-based tourism development strategy provides an indirect incentive to not introduce land uses into protected areas that compromise the functioning ecosystem thus reducing the plants, wildlife, birds and other species that today’s ecotourist desires and expects to see.

A-3 Annex B. Interview Forms

B-1 English Version

FIELD QUESTIONS—Group 1: Context

Municipality/Community:

Place and Protected Area: Interviewee:

Date: Position:

Question Answer What activities in your First Second Third community/municipality generate the most jobs, the second and the third most?

What are the major problems in your community/municipality?

What ethnic groups are represented in your community/municipality?

Where do people from your community/municipality go for medical treatment?

What kind of basic public service do you have in your community/municipality? (Power, sewer, potable water, etc.)

Does your community/municipality have a plan?

Who is involved and how are decisions made in your community?

What of kind of transportation do people use to come to your community or transport products?

Can these forms of transportation be used year

B-2 Question Answer round?

Are there any projects to improve transportation to your community/municipality planned in the near future?

Does your community/municipality regularly have any cultural festivals or events? When?

B-3 FIELD QUESTIONS—Group 2: The Evolution of Tourism and Accompanying Impacts

Community:

Place and Protected Area: Interviewee:

Date: Position:

Question Answer How long have visitors been coming to your community? (approx. number of years)

Why do they come? (Town location, natural setting, culture, recommended by somebody or a guidebook)

What do they do? (Activities, visiting sites, buying handicrafts, etc.)

Who started tourism in your community? (Founding business and name of the person)

What kinds of tourism, if any, do you want in your community? (Eating, staying overnight, buying handicrafts, buying supplies, pass through and not stop, etc.)

What things would you like to see changed in your community as a result of developing tourism? (Improved roads, more jobs, electricity, families having more money, etc.)

What things do you want to stay the same and not change as more tourists come? (Traditions, friendly atmosphere in the community, habits of youth)

B-4 Question Answer Are there any aspects about tourism that you are worried about? (A few people will make all the money, people from outside will take over our community, etc.)

What do you see as the Community Businesses Families benefits from tourism for your community, individual businesses and families?

B-5 FIELD QUESTIONS—Group 3: Existing tourism activities and services

Communities:

Place and Protected Area: Interviewee:

Date: Position:

Question Answer Who are the key tourism service providers in your community/municipality?

What type of new tourism activities/business are being talked about or proposed for this area?

What are the barriers to this projects being implemented?

What types of visitors does the area want to attract with these projects?

What are the primary activities these tourists will do?

Where do you want these new tourists to spend money in your community?

How are decisions about tourism made in your community and who makes them?

Are there any tourism projects for your area included in this year’s municipal budget?

B-6 FIELD QUESTIONS—Group 4: Business Description (Lodging, Meals, hands and Crafts, rental, retail, transportation, guides)

Community:

Place and Protected Area: Interviewee:

Date: Position:

Business Name: Owner Name:

Address: Phone:

Owner type—Individual, Community, NGO, Co-op, Other:______

Brief description:

______

Estimated Investment Amount (US$) Property Buildings/Structures

Equipment

Major Tourism Services and Products Rates/Costs (US$) 1. 2. 3. 4. 5.

Employees

Kind/Position Title Number Pay/hour

B-7 Number of tourists/clients serviced (average number per week):

High season: from (month) through (month) (average per week)

Low season: from (month) through (month) (average per week)

Average length of stay:

Quality of Employees/Training Needs

Are there enough qualified people in the area to fill your positions?

Yes ______No ______

If “NO”, what kinds of training are needed to provide you with qualified workers?

Business Expansion / New Products

Do you plan to expand your business?

a. Yes______; How?______

When?______

b. No______

How much money do you think you will invest over the next 3 years?

______

Who will you go to for financing?

______

B-8 Customers

Who are your customers?

Locals______

Other Bolivians______

Foreigners:______Primary countries:______

Marketing

How do you market your business?

______

B-9 Spanish Version

PREGUNTAS DE CAMPO—Grupo 1: Contexto

Comunidad:

Lugar y Área Protegida: Entrevistado:

Fecha: Cargo:

Pregunta Respuesta ¿Qué actividad de su Primera Segunda Tercera comunidad/municipalidad es la primera en generar la mayoría de los trabajos, la segunda y la tercera?

¿Cuáles son los principales problemas de su comunidad/municipalidad?

¿Cuáles grupos étnicos están representados en su comunidad/municipalidad?

¿En dónde recibe atención médica la gente de su comunidad/municipalidad?

¿Cuáles servicios públicos básicos tiene usted disponibles en su comunidad/municipalidad? (Electricidad, manejo de desechos, agua potable, etc.)

¿En su comunidad/municipalidad tienen un plan de desarrollo?

¿Quién está involucrado y cómo se toman las decisiones en su comunidad?

¿Qué tipos de medios de transporte usa la gente para venir a su comunidad o para transportar productos?

B-10 Pregunta Respuesta ¿Se pueden usar esos medios de comunicación todo el año?

¿Hay algún proyecto planeado para el futuro para mejorar el transporte a su comunidad/municipalidad?

¿Tiene su comunidad/municipalidad regularmente algún festival o evento cultural? ¿Cuándo?

B-11 PREGUNTAS DE CAMPO—Grupo 2: La Evolución del Turismo y los Impactos Asociados

Comunidad:

Lugar y Área Protegida: Entrevistado:

Fecha: Cargo:

Pregunta Respuesta ¿Por cuánto tiempo han estado viniendo turistas a su comunidad? (Número aproximado de años)

¿Por que vienen estos turistas? (Ubicación del pueblo, ambiente natural, cultura, recomendación de alguien o de una guía turística, etc.)

¿Qué hacen cuando vienen? (Actividades, visitan sitios, compran artesanías, etc.)

¿Quién empezó el turismo en su comunidad? (Empresa fundadora y nombre de persona)

¿Qué tipos de turismo, si es que hay alguno, usted quiere tener en su comunidad? (Comidas, hospedaje, compra de artesanías, compra de provisiones, ir de pasada sin detenerse, etc.)

¿Qué cosas le gustaría que cambiaran en su comunidad debido al desarrollo del turismo? (Mejores caminos, más trabajos, electricidad, familias con más ingresos, etc.)

B-12 Pregunta Respuesta ¿Qué cosas quiere usted que se mantengan y que no sean cambiadas por la llegada de más turistas? (Tradiciones, atmósfera amigable en la comunidad, hábitos de nuestra juventud, etc.)

¿Le preocupan algunos aspectos del turismo? (Solo cierta gente tendrá mas dinero, gente de afuera se apoderará de la comunidad, etc.)

¿Cuáles son los beneficios del Comunidad Negocios Familias turismo que usted ve para su comunidad, negocio individual y familias?

B-13 PREGUNTAS DE CAMPO—Grupo 3: Actividades y Servicios Turísticos Existentes

Comunidad:

Lugar y Área Protegida: Entrevistado:

Fecha: Cargo:

Preguntas Respuestas ¿Quiénes son los proveedores de servicios turísticos claves en su comunidad o municipalidad?

¿Cuáles nuevas actividades/negocios turísticos se mencionan o proponen para esta área?

¿Cuáles son las barreras para la ejecución de estos proyectos?

¿Qué tipos de visitantes quiere atraer el área con estos proyectos?

¿Cuáles son las principales actividades que desarrollarán estos visitantes?

¿Dónde en su comunidad desea usted que estos visitantes gasten su dinero?

¿Cómo se toman las decisiones relacionadas con turismo en su comunidad y quien las toma?

¿Se han incluido proyectos de turismo para su área en el presupuesto municipal del próximo año?

B-14 PREGUNTAS DE CAMPO—Grupo 4: Descripción del Negocio (Alojamiento, Comidas, Artesanías, alquiler de equipo, transporte, guías)

Comunidad:

Lugar y Área Protegida: Entrevistado:

Fecha:

Nombre del Negocio: Nombre del Propietario:

Dirección: Teléfono:

Tipo de Propietario: Individual, Comunidad, ONG, Cooperativo, Otro:______

Descripción breve:

______

Inversión Estimada Cantidad (US$) Propiedad Edificios/Estructuras Equipo

Principales Servicios y Productos Turísticos Tarifas/Costos (US$) 1. 2. 3. 4. 5.

Empleados Tipos de Puestos Números Pago/hora

B-15 Numero de turistas/clientes atendidos (número promedio por semana):

Temporada alta: de(mes) hasta(mes) (promedio por semana)

Temporada baja: de(mes) hasta(mes) (promedio por semana)

Duración promedio de estadía:

Calidad de los Empleados/Necesidades de Capacitación

¿Hay suficiente gente calificada en la zona para ocupar sus puestos?

Sí ______No ______

Si la respuesta es “NO”, ¿Qué tipos de capacitación se necesitan para proveerlo con empleados calificados?

Expansión del Negocio/ Productos Nuevos

¿Planea usted expandir su negocio?

a. Sí______; ¿Cómo?______

b. No______¿Cómo?______

¿Cuánto dinero piensa usted invertir en los próximos 3 años?

______

¿A quién le pediría financiamiento?

______

B-16 Clientes

¿Quiénes son sus clientes?

Vecino locales______

Otros Bolivianos______

Extranjeros:______Principales países:______

Mercadeo

¿Cómo mercadea usted su negocio?

______

B-17 Annex C. Business Plan Guide for Ecotourism Projects in Bolivia

C-1 English Version

I. Executive Summary

II. Context: Context of a project (regional and national economy, national and regional tourism sector)

III. Description of the entities participating in the Project (name of each participant and the following information)

A. Listing and description of the participating entities: (a) Tourism companies: hotels, restaurants, tourism operators; (b) community: individuals and community associations; (c) municipal governments; (d) promoting organizations: non- governmental organizations, non-for-profit partnerships; and (e) other (commercial companies, industrial or service companies, investment partnerships)

B. Legal structure and year company was formed, (Individual, Sociedad Anónima, Sociedad de Responsabilidad Limitada)

C. Address, telephone, fax and e-mail, contact person

D. Affiliated or related companies.

E. Name, nationality, percentage of ownership of each owner

F. Experience in the sector, industry, experience related to the project, administrative and management experience

G. Relations with the community and local authorities, including environmental

H. Banking and commercial references

I. Curriculum of the principal supporters

IV. Company

A. Brief history of the company. Names and curriculum of the management.

B. Products and services

C. Financial Information (financials audited for the last three years (unless it is a new company), current company debt (including outstanding guarantee)

D. The Market (offerings, demand, prices, market strategy, competition), main clients and distribution channels.

E. Comparative and competitive advantages of the company

F. Name of auditors and legal advisors

C-2 G. Evidence of complying with norms regarding environmental, labor and job security.

V. Description of the Sustainable Tourism Project 1

A. Detailed description of the project (location, infrastructure, access roads, ecological areas)

B. Detailed description of the steps that need to be taken to incorporate the private sector, the community and the municipality in the Project (preservation of native cultures, roll of each of the participants in the Project, importance of the Project for the community)

C. Detailed description of the geographic surroundings where the project is located and the environmental policies in the projects area of influence (national, municipal and local protected areas, plan to develop awareness of ecotourism in Bolivia, importance of the project for the environment.)

D. Feasibility studies related to the project: technical, market, environmental, financial, institutional and economic. Definition of the market (analysis of the sector, including past tendencies, local and international operators, detail of the number of tourists by origin, number of nights and prices, market segment of the Project, opportunities, seasonal variations)2

E. Comparative and competitive advantages of the Project. Evaluation of the tourism potential, closeness to other tourism sites, types and transportation costs, uniqueness and quality of the tourism attraction, availability of packaged tours and other services (restaurants, handicrafts, museums), etc.

F. Competition. Description of the competition (products/services, types of organization, prices, location, promotion, administration, financial aspects)

G. Alliances with similar projects

H. Environmental arrangements for the project: water, sanitary services, solid and liquid wastes, preservation of ecological areas. These environmental arrangements will be part of the Plan of Environmental Managements that should be annexed to this business plan. The Plan will detail the environmental control procedures during the planning, construction, operation and supervision of the project. The Plan will include

1 The Project is understood as the total number of participants and the necessary actions needed to offer a complete chain of tourism services in the geographical region of the Project. For example, the “project” could include a hotel and restaurant in a population close to the tourism attraction, a municipal museum, handicraft stores, eco-lodges and lookouts. 2 To undertake the economic evaluation, the investment, operational, maintenance costs of the hotel infrastructure (including restaurants, etc) should be broken down in: expenses in foreign and local currency with materials, equipment and other supplies other than labor; untrained labor and other labor categories. Also, the estimated income should be estimated in foreign currency (expenses made by foreign tourists) and in local currency (local tourists).

C-3 mainly the following: (i) a environmental management plan in the Project area agreed upon by the participating parties that clearly identifies the provisions in the utilization of area resources, handling of liquids and solids and responsibilities for the control and implementation mechanisms; (ii) an initial evaluation of the capacity of each site vis-à-vis the observed tourism flow and the follow up and observation plan; (iii) the measures to prevent, control and mitigate the basic and hotel infrastructure works; (iv) the projected agreements for the follow up and control of the application of these measures with the local and/or national environmental agency..

I. Local Impact: Current and projected employment, preservation of indigenous cultures, impact on municipal and community income.

J. Generation of foreign currency

K. Other benefits of the Project, environmental protection, value added for the communities or for the protection of the environment.

VI. Investment Costs

A. Costs of the project by category

B. Suppositions on which the costs are based

VII. Financial Projections

A. Demand: Historical statistical demand (five years), demand projection (10 years), suppositions on the demand.

B. Price structure for hotels, lodges, restaurants, tourism guides and other. Suppositions on the income structure (per year, by season, by package, prices, number of guests)

C. Projection of income based on the suppositions utilized. Cash flow: beginning with initial investments and VIDA UTIL (time horizon) by comparable categories with the budget, depreciation of assets, infrastructure, machinery and equipment (total costs, useful life, depreciation factor, residual value), fixed and variable costs (by type of package). Evaluation of the Project: Cash Flow Projection and Analysis of Financial Profitability: Investment cash flow, Operational Cash Flow, total costs, Total benefits, NPV, IRR, suppositions for the projections (inflation, growth of tourism, taxes, sensibility analysis.

VIII. Execution

A. Monthly execution time frame

B. Project administration and the roll of each participant. Type of organization (sociedad anónima, sociedad de responsabilidad limitada, “joint venture”, etc.)

C-4 C. Roll of the strategic alliance. Strategic alliances with communities, municipalities, providers of services related to the project, NGOs, etc.

D. Legal aspects of the Project (including division of shares, agreements, investment commitments. Aspects related to land tenure, including land title and community- owned lands.

E. Operation and maintenance of the infrastructure

F. Implementation risks (in construction, technological, environmental), Project risks (business, supplies, competition, sector growth, market, profit margin, suppliers, clients, personal and area management including economic, legal and environmental aspects.).

IX. Financial Plan

Summary of source of funding per category (see Annex D)

X. Financing Operations and Working Capital

How will the investments and operations of the Project be financed before sales begin (lines of credit, donations, in kina financing, own resources)?

C-5 Spanish Version

Guia para Plan de Negocios—Bolivia: Proyectos de Eco Turismo

I. Resumen Ejecutivo

II. Entorno: Marco de Referencia del Proyecto (economía nacional y regional, sector turismo nacional y regional)

III. Descripción de las Entidades Participantes del Proyecto (nombre de cada participante y la siguiente información)

A. Listado y descripción de entidades participantes: (a) empresas turísticas: hoteles, restaurantes, operadores de turismo; (b) comunidad: individuos y asociaciones comunitarias; (c) gobiernos municipales; (d) organizaciones promotoras: organizaciones no gubernamentales, sociedades sin fines de lucro; y (e) otras (empresas comerciales, industriales o de servicios, sociedades de inversión,)

B. Estructura jurídica y año de constitución, (Individual, Sociedad Anónima, Sociedad de Responsabilidad Limitada)

C. Dirección, teléfonos, fax y e-mail, nombre del contacto

D. Empresas vinculados o afiliadas

E. Nombre, nacionalidad, porcentaje de acciones de cada dueño

F. Experiencia en el sector, industria, experiencia relacionada con el proyecto, experiencia administrativa y gerencial

G. Relación con la comunidad y con autoridades locales, incluyendo autoridades ambientales

H. Referencias comerciales y bancarias

I. Curriculum de los principales patrocinadores

IV. Empresa

A. Breve historia de la empresa. Nombres y curriculum de la gerencia

B. Productos o servicios

C. Información financiera (estados financieros auditados de los últimos tres años (a menos que sea una nueva empresa), endeudamiento actual de la empresa (incluyendo garantías otorgadas)

D. El mercado (oferta, demanda, precios, estrategia de mercadeo, competencia), principales clientes y canales de distribución

C-6 E. Ventajas comparativas y competitivas de la empresa

F. Nombre de auditores y asesores legales

G. Pruebas de cumplimiento con normas de protección del medio ambiente, laborales y de seguridad en el trabajo

V. Descripción del Proyecto de Turismo Sostenible 3

A. Descripción detallada del proyecto (ubicación, infraestructura, vías de acceso, áreas ecológicas)

B. Descripción detallada de la aproximación que van a adoptar para incorporar el sector privado, la comunidad y el Municipio en el proyecto (preservación de culturas nativas, rol de cada uno de los participantes en el proyecto, importancia del proyecto para la comunidad)

C. Descripción detallada del entorno geográfico donde se encuentra el proyecto y de la política ambiental en la zona de influencia del proyecto (áreas protegidas a nivel nacional, local y municipal, plan para desarrollar conciencia del turismo ecológico en Bolivia, importancia del proyecto para el medio ambiente)

D. Estudios de factibilidad del proyecto: técnico, del mercado, ambiental, financiero, institucional y económico. Definición del mercado (análisis del sector, incluyendo tendencias pasadas, operadores locales e internacionales, detalle de número de turistas por procedencia, número de noches y precios, segmento de mercado del proyecto, oportunidades, variaciones estacionales)4

E. Ventajas comparativas y competitivas del proyecto. Evaluación del potencial turístico, cercanía de otros sitios turísticos, tipos y costos de transporte, carácter único y calidad de la atracción turística, disponibilidad de paquetes de tours y otros servicios (restaurantes, artesanías, museos), etc.

F. Competencia. Descripción de la competencia (productos/servicios, tipo de organización, precios, localización, promoción, administración, aspectos financieros)

G. Alianzas con proyectos similares

3 Se entiende por “proyecto” al conjunto de participantes y acciones necesarias para proporcionar una cadena completa de servicios turísticos en la zona geográfica del proyecto. Por ejemplo, el “proyecto” podría incluir un hotel y restaurantes en una población cercana al atractivo turístico, un museo municipal, tiendas de artesanías, eco- albergues y miradores. 4 Para realizar la evaluación económica , los costos de inversión y de operación y mantenimiento de la infraestructura hotelera (incluyendo restaurantes, etc.) deberán ser desglosados en: gastos en divisas y en moneda local con materiales, equipos y otros insumos que no mano de obra; mano de obra no calificada; y otras categorías de mano de obra. También, los ingresos estimados deberán ser estimados en divisas (gastos realizados por turistas extranjeros) y en moneda local (turistas locales).

C-7 H. Arreglos ambientales del proyecto: agua, saneamiento, desechos líquidos y sólidos, topografía, preservación de áreas ecológicas. Estos arreglos ambientales serán parte del Plan de Manejo Ambiental que se deberá anexar a este Plan de Negocios. El PMA detallará los procedimientos de control ambiental de la zona del proyecto durante la etapa de planificación, construcción, operación y supervisión del mismo. El PMA contendrá principalmente: (i) un plan de manejo de la zona del proyecto acordado entre las partes proponentes, que identifique claramente las previsiones en materia de utilización de los recursos de la zona, manejo de efluentes y desechos, y responsabilidades por las operaciones de control y su seguimiento; (ii) la evaluación inicial de la capacidad de carga de cada sitio frente al flujo turístico observado, y el plan de observación y seguimiento; (iii) las medidas de prevención, control y mitigación de impactos de las obras de infraestructura básica y hotelera; (iv) los acuerdos previstos para el seguimiento y control de la aplicación de estas medidas con la agencia ambiental local y/o nacional.

I. Impacto Local: Empleo actual y proyectado, formalización del sector informal, preservación de cultura indígena, impacto sobre ingresos municipales y de la comunidad

J. Generación de divisas

K. Otros beneficios del proyecto, protección del ambiente, valor agregado para la comunidades o para la protección del medio ambiente.

VI. Costos de Inversión

A. Costos del Proyecto por categoría

B. Supuestos en los cuales se basan los costos

VII. Proyecciones Financieras

A. Demanda: Estadísticas históricas de demanda (5 anos), proyección de la demanda (10 anos), supuestos sobre la demanda

B. Estructura de precios para hoteles, albergues, restaurantes, guías de turismo y otros. Supuestos sobre la estructura de los ingresos (por ano, por estación, por paquete, precios, numero de huéspedes)

C. Proyección de ingresos con base en los supuestos utilizadas para las proyecciones. Flujo de caja: comenzando con inversiones iniciales y vida útil (horizonte de tiempo) por categorías comparables al presupuesto, depreciación de activos: infraestructura, maquinaria y equipos (costo total, vida útil, factor de depreciación, valor residual), costos fijos y costos variables (por tipo de paquete). Evaluación del Proyecto: Proyección de Flujo de Caja y Análisis de Rentabilidad Financiera: Flujo de Caja de Inversión, Flujo de Caja de Operación, Costos Totales, Beneficios Totales, VAN, TIR, C/B, supuestos de proyecciones (inflación, crecimiento del volumen de turistas, impuesto a la renta. Análisis de Sensibilidad.

C-8 VIII. Ejecución

A. Cronograma mensual de ejecución

B. Administración del proyecto y rol de cada participante. Tipo de organización (sociedad anónima, sociedad de responsabilidad limitada, “joint venture”, etc.)

C. Rol de alianzas estratégicas Alianzas estratégicas con comunidades, municipios, proveedores de servicios relacionados con el proyecto, organizaciones no gubernamentales, etc.

D. Aspectos legales del proyecto (incluyendo participación accionaría, acuerdos, compromisos de inversión. Aspectos relacionados con tenencia de la tierra, incluyendo modalidad de propiedad--terreno adquirido o terreno en concesión; y servidumbres)

E. Operación y mantenimiento de la infraestructura

F. Riesgos de implementación (de construcción, tecnológicos, ambientales), Riesgos del proyecto (negocios, insumos, competencia y crecimiento del sector, mercado, margen de utilidades, proveedores, clientes, personal y gerencia y del entorno, incluyendo aspectos económicos, legales y ambientales).

IX. Plan Financiero

Resumen de Fuente de recursos por categoría (ver anexo D)

X. Financiamiento de Operaciones y del Capital de Trabajo

Como se van a financiar las inversiones y operaciones del proyecto antes del inicio de ventas (Líneas de crédito, capital propio, donaciones, financiamiento en especie)

C-9 Annex D. Investment Budget and Source of Funds

D-1 English Version

Budget Categories Partners Company Community Municipality Total

A. Consulting and expert expenses Pre-feasibility studies Environmental studies (handling capacity of environmental sites) Scientific studies (flora and fauna) Geologists, biologists, etc. B. Project administration personnel Coordinator Administrator Accountant Marketing manager Administrative assistants C. Training Tour guides Business Training materials Institutional strengthening Handicrafts School environmental education D. Operation and administrative costs Rent Materials Transportation Visual D - 2

Budget Categories Partners Company Community Municipality Total

E. Infrastructure Solar or other alternative energies Potable and sanitation Garbage treatment Constructions Ecological areas Signage F. Equipment and Machinery Vehicles Hotel and restaurant equipment Look-out stations Computers Furniture Scientific equipment Rescue equipment Generators Solar equipment Bed supplies First Aid equipment Communication equipment G. Promotion Web page Posters, flyers and brochures TV programs and spots Tourism Fairs

D - 3

Spanish Version—Presupuesto de Inversiones y Fuentes de Fondos

Categorías Presupuestarias Socios Empresa Comunidad Municipio Total

A. Gastos de Consultoría y Expertos Estudio de pre-factibilidad Estudios ambientales (capacidad de carga de veredas ecológicas) Estudios científicos (flora y fauna) Geólogos, biólogos, etc. B. Personal de Administración del Proyecto Coordinador Administrador Contador Gerente de Mercadeo Asistentes administrativos C. Capacitación Guías de turismo Negocios Materiales de enseñanza Fortalecimiento institucional Artesanía Educación ambiental escolar D. Gastos operativos y administrativos alquileres Materiales Fletes Información visual D - 4

Categorías Presupuestarias Socios Empresa Comunidad Municipio Total

E. Infraestructura Energía solar Saneamiento y agua potable Tratamiento de basura Construcciones Veredas ecológicas Señalización F. Equipos y maquinaria Vehículos Equipos de hotelería y gastronomía Miradores Computadoras Muebles y enseres Equipo científico Equipo de rescate Generadores Energía solar Ropa de cama Equipos de primer auxilio Equipos de comunicación (transceivers) G. Promoción Pagina web Afiches Programas televisión Ferias y brochures

D - 5

Annex E. Bolivian Government Reform of Travel and Tourism: The Institutional Scene

Recently the Government of Bolivia, particularly the Ministerio de Comercio Exterior E Inversion, Viceministerio de Turismo (hereafter in the text Vice Ministry of Tourism) completed a strategy for the development of sustainable tourism in Bolivia 2001–05. The development of this strategy includes a detailed inventory of sustainable tourism potential based upon the natural and cultural characteristics of Bolivia. The analysis process used a regional perspective and took an integrated holistic look at landscape characteristics, natural and cultural attractions, and the spatial organization of potential services and products from the tourists’ perspective. The resulting assessment and development proposal are pragmatic and include well-thought out recommendations and programs for enhancing sustainable tourism (Ministerio de Comercio Exterior e Inversion, Viceministerio de Tourismo, 2000).

This strategic planning effort coupled with the recent decentralization of responsibility and funding to municipalities and the creation of mancomunidades (i.e. La mancomunidad de Municipios de las provincias Sara e Ichilo, Mancomunidad del Cono Sur de Cochabamba) who have a legal responsibility to become more actively involved in directing their futures including economic development and conservation (Castillo, 2000), sets the stage for a more locally controlled and directed approach to sustainable tourism development in Bolivia. Also, some of the local governmental units associated with this project are a part of USAID Bolivia’s Desarrollo Democratico y Participacion Ciudadana Project (DDPC).

The strength of this local government policy reform is somewhat offset by the lack of institutional capacity that presently exists at the mancomunidad (an formal legally recognized association of multiple municipalities/communities), municipal and community levels. It also has resulted in less clear roles for the central and departmental governmental units in the development of sustainable tourism projects, including ecotourism ones. Although there is communication within the central government between Servicio Nacional de Areas Protegidas (hereafter The National Park Service or SERNAP) and the Vice Ministry of Tourism, our interviews with officials from both agencies suggest that their roles are unclear in regards to the development and promotion of protected area based ecotourism (ecotourism services and products associated with protected area core and integrated management zones). For example, SERNAP in the Amboro National Park region was engaged in actively developing ecotourism products and services associated with its management operations, a function that it felt might better fit with a sustainable development or tourism agency. In the absence of either at the local level, SERNAP stepped forward and filled the void. Certainly, the required participatory municipal plan (PPM), the annual operations plan (POA) and the municipal development plan (PDM) required as a part of this reform provides new processes and procedures for the development, approval and support for coordinated sustainable tourism (including ecotourism) efforts.

Finally, Law Number 2074 and its promulgated regulations, adopted in 2000 and entitled, “The Promotion and Development of Tourism Activities in Bolivia” deals directly with sustainable tourism This law clearly defines the Ministry of Foreign Trade and Investment as the

E-1 government authority over tourism matters and delegates to it the role and responsibility to regulate (Bolivian Official Gazette, 2001):

“a. Protection, creation, planning and exploitation of tourism attractions and resources; b. Encouragement, systematization and promotion of tourism activities and services; c. Training of related human resources; d. Bolivia’s image at national and international levels; e. Promotion and protection of activities dealing with the tourism industry; f. Tourist or visitor protection all over the country” (p.3).

Title One, Chapter One, Article two of the law describes the state’s interest in promoting sustainable tourism and not compromising the natural and cultural patrimony of the nation which it goes on to define as ecosystems, scenery and landscape beauties, ecological floors, biological and cultural diversity zones, protected natural areas, archeological, anthropological and paleontologic sites; geological formations, historical facts, monuments, and cultural events; and folkloric events and the nation’s tangible and intangible cultural patrimony (Bolivian Official Gazette, 2001).

Article three further defines tourism products as tourism patrimony, a concept that includes:

“… a set of tangible and intangible goods, along with attractions, resources and expressions of cultural, historic, ecological and natural features, which are able to generate tourist activities” (p.4).

This article goes on to define tourism service providers as:

“ …those properly authorized, civil or legal individuals who, at a habitual, permanent or transitory level, provide or make arrangements for services, or develop activities that are directly or indirectly linked to tourism, either in an onerous or free of charge mode, with or without profit, for tourists and visitors” (p.4).

This definition makes it clear that government entities, private sector businesses (domestic or international) or non-governmental organizations can offer tourism products or services and that in doing so they have a responsibility to respect and care for the “Bolivian Tourism Identity” and follow the policies put forth in the law. As per the law the “BOLIVIAN TOURISM IDENTITY is constituted by those manifestations of historic, cultural and costumbrist expressions, that are of unique characteristics to the country, and that emerge from authentic values of the population, ethnic groups, and meaning and contents each site or area might have, as a tangible or intangible, distinctive feature of each national tourism product.”

Other key policies covered in the decree of particular importance to this project are presented in Title IV. In this part, the Vice Ministry is given the responsibility to formulate and regularly update a National Plan for Tourism Development as well as a national strategy. Secondly, in the case of tourism and protected areas, the Vice Ministry of Tourism and the National Service for Protected Areas are given oversight authority and tourism providers are required to follow

E-2 General Regulations on Protected Areas and Sectorial Regulations on Tourism. Thirdly, the Vice Ministry of Tourism has the responsibility to develop national priorities and facilitate integrated actions between the public and private sectors to implement these. In doing this, it is clear that the ministry is required to use a participatory approach that includes all levels of government and private entities involved.

The law requires priority zones in a Municipal Ordinance, issued by the corresponding municipality or mancomunidad be used to declare tourism development zones. Descriptions of these zones are to address the following items as quoted from the regulation (Bolivian Official Gazette, 2001):

“a. Background and natural, archeological, anthropological, paleontologic, historic, artistic, cultural or social features that define the tourism activity of the zone. b. The zone’s boundaries based on available national cartography. c. The statements objectives. d. The guidelines to plan the tourism development programs as well as incentives and taxation applicable to the zone. e. Mechanisms for coordination and agreement between the national government, department, municipal, and community administrations, and the private sector, in order to attain the statement’s goals” (p.18).

This provides a realistic tool for these governments to use to aid in planning for the location and purpose of sustainable tourism. This provides them with the ability to promote and/or discourage ecotourism.

Key Summary Points

In summary, the government of Bolivia has developed a reasonably well thought out sustainable tourism policy and strategy based on tourism statistics and studies. Bolivia desires to position itself to better capitalize on projected increases in global foreign travel and its tourism potential, particularly as related to culture and nature. It is clear that much of this effort is new and its formal implementation in a decentralized manner is just now being. As in any new policy program, processes and procedures are being refined and methods of implementing it are being experimented with. In any case, the tourism policy process the Bolivian Government has been engaged in, and its outcomes, are directly relevant to ecotourism and should be considered in any proposed USAID alternative development activities that directly include sustainable ecotourism, or indirectly have the potential to affect existing sustainable tourism.

Although, policy development and strategic thinking was identified in the area of sustainable tourism, policy for “ecotourism” was not identified. In the laws alternative words often were used. It seems that “ethno-ecotourism” was a more common view of the alternative tourism. We also heard government officials and tourism operators refer to adventure tourism, community- based tourism, cultural tourism, educational tourism, nature-based tourism, backpacker tourism, tourism in forests, and various others alternative forms of tourism as ecotourism. Because of this confusion, we believe it is critical for USAID to define and consistently use the term

E-3 “ecotourism.” The three ecotourism criteria presented herein are offered as one way for USAID to make judgments concerning ecotourism.

The three cities of La Paz, Santa Cruz and Cochabamba are key gateways (dominate transportation carrier entry points especially for foreign travelers) and have large domestic markets. As a result they serve as take-off points for destinations in other regions of the country for both domestic and international tourists. These cities are therefore a key component of any sustainable tourism system that includes ecotourism services and products.

Municipalities and mancomunidades, as part of the ongoing decentralization process in Bolivia, have legal responsibility and a significant role to play in sustainable tourism. Therefore, every effort should be made to include them, as required by Bolivian Law, in the planning for, and management of sustainable ecotourism. Likewise, it is clear that there are defined and emerging roles for the Vice Minister of Tourism, The National Park Service, and tourism providers (private, nonprofit, public, and joint enterprises) and these too, should be respected in all actions taken by USAID.

Finally, Bolivia’s existing tourism industry and government agencies are committed to highlighting the country’s diverse indigenous culture and peoples as a way to distinguish itself from its nearby competitors in an attempt to favorably position itself in international markets. The “Bolivian Tourism Identity” defined in law also includes this cultural element. As such it is essential to directly include indigenous peoples at the local level and the responsible ministry at the national level. Ultimately, the success of Bolivia’s sustainable tourism depends on the active inclusion of native communities and the integration of local need and preferences into the planning process when considering tourism development projects.

E-4 Annex F. Chaco Region Detailed Information

Charagua San Jose Robore Demography From 1992-97 population As of 1992 the population As of 1992 the population grew 30.4%, as of 1997 was 15,000, 68% are below was 16,000, 65% are below 21,000 residents, 68% 25 years of age, 60% live in 24 years of age, 68% live in Guaranies, 32% migrants the urban area, 87% were the urban area including Mennonites, born outside San Jose Quechuas, Aimaras, & (includes Mennonites) Criollos Education 76% of children of school Illiteracy rate is 12.4%, 91% 87% of the children between age attend school, 11 schools of the youth between 6-15 the ages of 5–14 attend with only 3 having all attend school, 27 schools (16 school, 6 primary and 5 primary and secondary rural & 11 urban) secondary schools in urban grades areas, 3 primary and 1 secondary school in the rural areas, and another 18 basic primary schools exist in rural areas Health 3 hospitals, 12 basic health 1 micro-hospital, 5 basic 3 hospitals in urban areas, 1 centers, 40 midwives and health centers in community hospital and 4 health centers few medicine men and a train-based hospital in the rural areas Basic Services 3 potable water systems, and 84% of the rural do not have No sewer system exists and 2 human waste disposal a potable water system, pollution problems occur systems, (Mennonites collection and treatment of during the rainy season, no generally have at least garbage and the disposal of garbage collection, latrines & water) human waste is the responsibility of each family Transportation Inside the municipality a Railroad connections to Main access is the railroad, a network of dirt roads and Santa Cruz and Puerto dirt road parallels the railroad ways exist which often Suarez exist, a dirt road track but is impassable impassable during the rainy parallels the railroad track during the rainy season, the season. but is impassable during the ways are in extremely poor rainy season condition Communication Telephone and short wave 1 TV and 2 radio stations, radio services, a local radio some diesel generated power and TV station, 3 air strips is available but expensive

Cerro Colorado Site

This site is located within the TCO adjacent to the park, and is a former ranch. The ecosystem present there has been affected by the cattle practices of the previous owner. The shell of the ranch house remains. It lacks windows, doors and the roof and walls are in need of work. The property is currently being used by WCS and CABI as a research camp. Proposed visitor, heritage or cultural centers in Santa Cruz and San Jose de Chiquitos have potential to be off-site portals to introduce tourists to the protected area and associated cultures. Projects presently under discussion have information, environmental and cultural education components that could fulfill this off-site portal role.

F-1 Basic services In the house there is running water. However, no disposal method for human waste was present. There was no electricity but a solar panel was used to generate electricity for a communications radio. In general the condition of the structure was poor and would require a great deal of investment if it were to serve as a facility for tourists.

Lodging The abandoned house is the only lodging alternative at the site. Within it, were pitched the tents of the researchers. A significant investment is needed to make the house inhabitable. Due to the extreme weather conditions at the site, it is not advisable to have an outdoor camping area.

Attractions Natural The site presents opportunities for bird watching, hiking and some mountain climbing. Sporadic sightings of some game animals

Cultural It is impossible to separate nature from the culture of the Izuceño people. This particular site has some importance as a special cultural place. Because of this thinking about using this environ as a tourist site makes little or no sense.

Human-built None

Transportation (to and within area) Access is by small plane to La Brecha and from there one can go by foot or truck, if available. The trip requires a river crossing and driving dirt roads for about 2 hours only to arrive at a site that at present has very little to offer a tourist.

Marketing None

Tourism product sales (on-site, off-site) At present nothing is sold on-site. In La Brecha crafts can be purchased from ArteCampo and a small store offers drinks, cookies and other basic supplies.

Linkages to protected areas The park provides the scenery tourists would observe in a distance. In general, the strategy is not to create physical links to the park.

F-2 Annex G. Buena Vista and Samaipata Detailed Information

Buena Vista Samaipata Demography 10,800 people 13,000 municipal population Education Kindergarten, grade and high schools Kindergarten, grade and high schools Health Hospital, Plan International is currently Hospital and 3 health posts constructing a new hospital, health district office Basic Services Natural Gas Yes Yes Electricity Yes-25% Yes Water Yes-25% Yes Sewage Treatment No (Sanitation 43%) No Solid Waste/Garbage No No Communication Phone, mobile phone, fax, limited Phone, mobile phone, fax, limited Internet Internet

Samaipata

Basic services Tourism started in the 1980s and really changed in the 1990s when road improvements were completed and investments were made to improve services at the El Fuerte, UNESCO World Cultural Heritage Site. Samaipata has basic tourist services, but lacks potable water, and adequate sewage and solid waste management. Samaipata received approximately 13,000 visitors in 2000 (40% foreigners).

Lodging Samaipata received approximately 13,000 visitors in 2000 (40% foreigners). The local Chamber of Hotels has 13 members with a total of 507 beds and size of establishments range from Campo Sol with 6 beds to Achira Resort with 134 beds. Samaipata has a high number of second homes of wealthy residents of Santa Cruz. Many of these are unoccupied for long periods of the year.

Attractions Natural Pleasant climate Landscape Amboro National Park Numerous waterfalls Visits to La Yunga

Cultural El Fuerte Archaeological Site (UNESCO World Cultural Heritage Site), which attracts 10,000 visitors per year

G-1 Archeological Museum in Samaipata (entrance fee 5Bs) Visitor Center at el Fuerte Site (under construction) Traditional market Saturday and Sunday The Che Guevara circuit is nearby

Human-built Pleasant small community with Spanish colonial architecture Handicraft store Swimming pool (entrance fee 10Bs)

Transportation (to and within area) There are good roads, buses, and taxi service to Samaipata. There are generally poor roads to all surrounding communities off the main road.

Marketing Materials Chamber of Hotels has a flyer with map and lists of accommodations and restaurants. Michael Blendinger Tours promotional flyers and signage are of notable quality.

Organizations involved The Chamber of Hotels supports ecotourism and sustainable tourism development in the area. Asociacion para el desarrollo Sustentable (ADESO) FAN

Tourism product sales (on-site, off-site)

Linkages to protected areas Local tour operators operate in the Park and the ANMI Local communities in ANMI provide services to Samaipata based operators. Los Volcanes Lodge is situated in spectacular location on Park border.

Buena Vista

Basic services It is located 100km northeast of Santa Cruz. Local government has a vision for their role in promoting tourism development in collaboration with the private sector.

Lodging The town has approximately 725 beds and its lodging establishments range from 15 to 200 beds at the Amboro Eco Resort. These include hotels, resorts and condominiums that range in quality from no stars to 4 and 5 star designations (Pineiro, 2000). The high season is normally from July- September and on the four national holidays.

Attractions Natural Curichi Cuajo Municipal Reserve a wetland with observation tower.

G-2 Amboro National Park nature trails managed by local communities (Mataracu, Saguayo, Macunucu, and La Chonta) Puerto El Cairo, wildlife and the Surutu River Lake Madrejon

Cultural The museum at the Iglesia de Los Santos

Human-built Colonial architecture Handicraft Store Coffee Plantation and processing plant Agriculture production in area

Transportation (to and within area) There is paved road access, and bus and taxi service available to access Buena Vista, but poor roads to all surrounding communities from the main road.

Marketing Materials Video developed by the Sara Ichilo Foundation Brochures developed by individual tourism providers

Organizations involved The Chamber of Hotels supports ecotourism and sustainable tourism development in the area. FAN

Tourism product sales (on-site, off-site)

Linkages to protected areas Local tour operators operate in the park’s core and the ANMI.

G-3 Annex H. Chapare and Carrasco Detailed Information

Northern Side of Park

Villa Tunari—Key Northern Community Portal

The dominate portal entry on the north side of the park and has a population of approximately 50,000. It consists of a string of restaurants and shops, as well as a range of lodging, including large higher end and small-scale resorts, and hotels with swimming pools and other amenities. The journey to Villa Tunari from Cochabamba is along a partially paved highway and takes more than 3 hours. Recent efforts to pave the remaining sections of the road should shorten the trip from Cochabamba by at least a half an hour. The community sees itself as a center for “eco- ethnotourism.”

Ecotourism Park Machia

Park Machia is an ecotourism option in Villa Tunari. This site is a small municipal park that is the site for a project to rehabilitate native animals. Park Machia is run by the Comunidad Inti Wara Yassii under a contract with the Municipality. The park is supported by anywhere from 10 to 30 volunteers (mostly international backpackers) from Australia, Israel, Europe, etc. Machia was officially declared a park by the Municipality of Villa Tunari in 1994 and has been administered by Inti Wara Yassi since 1996. The municipality of Villa Tunari officially gave Juan Carlos Antezana, head of the organization “Comunidad Inti Wara Yassi” the administration of the park in August of this year, for one year.

The park has 3.2 km of improved trails in the 36 hectare park. Volunteers take rescued, injured or caged wildlife and rehabilitate them, when possible, so that they can be returned to their original habitat. There are around 200 monkeys, as well as pumas, ocelots, turtles, a harpy eagle, toucans, macaws, etc. The administrators charge a small entrance fee to visit the park and an additional fee for taking photographs. An estimated 200–500 tourists a month, largely Bolivian, visit the park. Roadblocks in the last two years have seriously affected the flow of visitors to Machia.

Basic services The Park has basic bathroom facilities, and lodging for volunteers.

Lodging Camping, and hotel facilities are offered in Villa Tunari.

Attractions Forest, monkeys, birds, trails, pumas, etc. associated with the rehabilitation effort.

Transportation Good access road, taxi service

H-1 Marketing Description of the park available in brochures, as well as a small newsprint publication produced by the Community and a color brochure produced by Vice Ministry of Tourism in conjunction with PDAR, Corep, DAI, USAID.

Tourism products sales Tee shirts

Linkages to protected areas Some animals come from protected areas, and some animals are released in protected areas. The park is very close to Carrasco NP.

Stakeholders and key players Comunidad Inti Wara Yassi-manages site. Municipality-owns park, local tourism attraction.

Recommendations · Trails should be improved.

· Formal relationships should be established/strengthened with veterinarian and wildlife organizations in order to improve animal care.

· Guidelines on recovering and treating animals should be established.

· Guidelines for tourist behavior should be established and strictly enforced

· The Interpretation center and signage should be expanded.

Cavernas Del Repechon (Guacheros)

This is a key ecotourism attraction in the area, located 15 minutes by car from Villa Tunari via a new stone-paved road. It is situated on the northwestern edge of Carrasco National Park. To reach the caves, a manually operated suspended cable car system ferries tourists and park officials across the San Mateo River. This is in itself a tourism attraction. The caves are reached after 30-minute easy walk from the river. The caves are home to the rare and unique Guacharos, or oil birds, known for their nocturnal patterns. These birds only come out at night to feed on area fruits and nuts. They remain during the day in a 30-meter high and 70-meter deep cave that is their breeding ground.

Basic services The SERNAP offices and entrance to the park offers no basic services.

Lodging Camping, hotel facilities are offered in Villa Tunari

Attractions Guachero oil bird caves, suspended cable car system, well-maintained trails.

H-2 Transportation Easy access to the site, taxi service

Marketing Brief descriptions available in brochures, featured in Villa Tunari Santuario de vida silvestre color brochure

Tourism products sales None

Linkages to protected areas The Cavernas are an important access point to the Carrasco National Park.

Stakeholders and key players SERNAP-manages access, provides guides, concerned about protection of valuable park resource. CI-in partnership with SERNAP and others will be implementing project to strengthen and support site. USAID-funding CI project, funding for infrastructure improvements like the access road. There is a lack of strong involvement by local communities and no organized mechanism for bringing in tour operators.

Recommendations · Access to the cave has to be improved and the site hardened.

· An interpretation center should be built at the entrance to the area describing the birds, their habitat, conservation efforts, etc.

· Measures to control traffic flow should be implemented and monitored.

· Relationships between the SERNAP and the community should be improved.

· A community guide program should be established.

· Impact monitoring system should be established and managed by SERNAP.

La Junga

This site was built by a Bolivian entrepreneur and is located off the main road from Villa Tunari, near a new stone-paved road. It offers rustic climbing towers, swings, cable slides, basic camping facilities, and a river lookout.

Basic services None

Lodging Camping on site. Lodging available in Villa Tunari.

Attractions Climbing structures and games.

H-3 Transportation Dirt road access, via stone-paved road, 15 minutes off the main highway.

Marketing Brochure developed with financing from DAI & Prefectura which is available on site, in some Cochabamba hotels and hostels, some available in hotels in Villa Tunari. Owner developed small flyer, distribution unknown.

Tourism products sales Selling limited low-quality handicrafts.

Linkages to protected areas None

Stakeholders and key players Local entrepreneur family owns and manages site. Villa Tunari hotels—significant local tourist attraction.

Recommendations The site should be cleaned up. Safety measures should be implemented. Bathrooms need to be built A gift shop including area handicrafts should be built Training on attending tourists, handicraft design should be given. · Separate housing from the site area.

Orchid Garden/Reserve

This very interesting orchid reserve is an important attraction for any ecotourism circuit. Run by three German biologists, this park covering 3.5 hectares presents over 100 species rare and endangered orchids, a nice trail, and a river lookout. The owners have also built was is probably the best restaurant in town as well as a small ethno-eco museum that displays a few examples of native customs, handicrafts, tools and area insects. It costs 5 Bs to visit the site.

Basic services Bathroom facilities, good restaurant.

Lodging Available in Villa Tunari

Attractions Orchids, small museum

Transportation It is located on the main Cochabamba–Santa Cruz highway.

H-4 Marketing Color brochure distributed across some local hotels and Cochabamba tour agencies. Web site. Calendars and postcards.

Tourism products sales The store sells postcards and calendars.

Linkages to protected areas The biologist owners extract orchids from Carrasco National Park, however there is no link to the park made at the site.

Stakeholders and key players Three German biologists own and manage site. SERNAP—resources being extracted from park without acknowledgement or corollary efforts to educate and raise awareness of park conservation. No community participation.

Recommendation Expand and improve the interpretation center and facilities, including developing exhibit on resources of Carrasco National Park and its conservation.

Incachaca

Roughly 90 minutes from Cochabamba, between Cochabamba and Villa Tunari, along the main highway to Santa Cruz, the dry valleys give way to the rich tropics of the Chapare. The road breaks off to the East and heads to Incachaca, a pre-Colombian site you come to after a half hour walk from the road. Incachaca itself is located in Carrasco National Park, and while the exact nature of the site is not clear, it is a beautiful place, where the river descends down through interesting rock formations. A few minutes off the main road, as you break off to Incachaca, is the Conquistador trout farm and restaurant. The farms rents fishing reels to children who are charged 10 Bs and then 22 Bs per kilo of the fish they catch. The road continues to what is left of an old hydroelectric plant and father along a lagoon and pine forest. A new hydro plant is also under construction just beyond. The area is typified by rolling hills covered in heather, deciduous forest with the sweet smell of pine and, of course, low clouds and drizzle. Incachaca and the related sites are visited largely on weekends and vacations by dozens of primarily Bolivian tourists.

Basic services Electricity and water. No sanitary services. Restaurant.

Lodging Camping areas available.

Attractions Hanging bridge, Inca site, beautiful scenery. Trout farm and restaurant with sanitary services.

Transportation Cars, trucks and buses can reach the area, located off main Cochabamba-Santa Cruz highway.

H-5 Marketing Mention in international guide books; new color brochure

Tourism products sales Roadside stand

Linkages to protected areas Located within Carrasco National Park at the northern edge, but there is no SERNAP oversight or monitoring of impact.

Stakeholders and key players ELFEC (owned by Pennsylvania Power and Light) owns site. Some community members benefit from the visits of largely Bolivian tourists.

Recommendations Determine land ownership in order to coordinate additional area services and establish a concession if necessary to provide additional and improved services to visitors. Establish formal camping facilities and eco-lodges to provide additional services for visitors. Establish formal picnic areas Clean up the area in order to make the area more attractive and environmentally sound. Establish controls and educational mechanisms. Establish an entrance fee in order to provide income for local communities and maintain area resources. · Identify new trails and improve existing in order to provide additional and better options for visitors

Isiboro-Secure National Park

This park is located north of the Chapare and occupies 1.2 million hectares in the departments of Beni and Cochabamba. It takes in mountains, rain forest and savanna and its remote area is home to diverse and profuse wildlife. It is home to 714 species of wildlife, including 600 different birds, a huge diversity of flora (3,000 species of larger plants) with an extraordinary abundance of flowers. The park is crossed and bordered by several rivers that are part of the Amazon River Basin. The park is also the northern frontier of Bolivian and US government efforts to eradicate coca cultivation. Over the last decade thousands of highland Quechua farmers have migrated to the park area to cultivate coca. Some have begun leaving the area or are planting alternative crops. The presence of the colonizers has created conflicts with the traditional indigenous residents of the park who have eschewed coca leaf cultivation. The team visited the isolated Moxeno Indian community of Espiritu Santos. The Yuracare and T’simane indigenous communities also inhabit the park.

The Moxenos are culturally and politically linked to the Beni and the area around its capital, Trinidad, that can be reached after a weeklong river trip to the north. The Moxenos were part of the Jesuit Missions that administered the areas between the 17th and 18th centuries. The Missions established religious, handicraft and musical centers that continue to the present. Community members produce handicrafts, wooden masks, feather headdresses and colorful outfits. Village leaders were very interested in establishing a community-based ecotourism site in

H-6 the area. The community could also be part of a river excursion program. Fremen Tours has offered visits to nearby communities and riverboat services in the past and is interested in strengthening ecotourism projects in the area.

Basic services None offered in the community.

Lodging No public lodging is offered.

Attractions Rich cultural expressions including dances and rituals, handicrafts, traditional agricultural methods.

Transport The area and town can be reached by river or road.

Marketing Indirect through tour operators

Tourism products Local handicrafts

Linkages to protected areas The indigenous community is part of the Isiboro-Secure National Park and must be directly involved in all decisions.

Stakeholders and key players Indigenous people; SERNAP

Puerto Villarroel and Puerto San Francisco (Isiboro-Secure National Park)

Puerto Villarroel and Puerto San Francisco are tourism portals of sorts on the south side of Isiboro-Secure National Park. These two towns are located on the rivers that originate in the Carrasco National Park and feed into the Amazon. Puerto Villaroell is located on the shores of the Ichilo River and can be reached in an hour and a half from Villa Tunari on a good road. Both river ports provide access to the Mamore River, which leads to the Beni—City of Trinidad, northern Bolivia and eventually Brazil. These ports have in the past been used for entrance points for ecotourists who visit the river corridor and then go on to Trinidad. The ports also provide direct access to indigenous communities where residents live in their traditional lifestyles, and they access Isiboro-Secure National park along the Chipiriri and Isiboro Rivers. The ports currently handle barge traffic that connects with Trinidad. Barges carry cattle, wood and agricultural products to Cochabamba and La Paz markets. The team flew over the ports but did not visit them.

H-7 Southern Side of Park

Pocona—Key Southern Community Portal

There is a Center for Tourism Assistance (CAT) located nearby at Incallajta and an archaeology museum is in Pocona. The community features colonial architecture. This town still features its culture through festivals, religious ceremonies and traditional arts and handicrafts. Limited transportation exits via trucks and buses, especially on market days, but it does not function on a regular schedule. The dirt road access is in poor condition (Pereira-Salamanca-Mostajo, 1999). A Peace Corps volunteer is also placed in Pocona, working primarily with Incallajta.

Sehuencas

The site is currently the primary tourism destination on the south side of the park, which sits midway along the edge of the southern border of the park. It is about 12 km from Montepunco. Sehuencas is in the transition zone at around 2,000m, with lush foliage, rivers and waterfalls (the team was not able to visit this site). In informal conversations SERNAP estimated that this site receives roughly 5,000 visitors a year, split between Bolivian weekend/holiday visitors and foreigners. There is currently no cost to stay at Sehuencas, you just drive in with your gear.

Basic services Campsite, hiking trails.

Lodging Sehuencas has an established camping site along a river, with trails and fishing at this location.

Attractions Offers a “paradise,” according to one park service staff member of a beautiful river-side setting, with waterfalls, lakes, and forest trails near at hand, as well as trout fishing. All of this at 2,000m, which provides a comfortable climate and minimal altitude issues. Easy weekend trip.

Transportation Two and a half hour drive from Cochabamba.

Marketing Sehuencas was not visited, it is unknown what kinds of materials exist for this site.

Tourism Products Unknown.

Linkages to protected area It is located within Carrasco National Park.

Stakeholders and key players Unknown

Recommendation Add interpretation and education.

H-8 Incallajta

While the team did not visit this site, the fortress of Incallajta is the most important architectural expression of the Tawantinsuyu expansion to the Cochabamba valleys and an important entry point to the southern part of Carrasco National Park. The area was designated a monument in 1929. The Incallajta fort is composed of a series of buildings built on approximately 12 hectares, bordered on the east and west by deep torrential streams. The Machajmarca River to the south and the precipitous hills to the north provided the fort strategic importance and difficult access. The fort is built into terraced levels and walls, using stone held together by mud found in the area. There is a Center for Tourism Assistance (CAT) located at the site, and an archaeology museum in the adjacent community of Pocona. The IRG team due to time constraints did not visit this site.

Basic services CAT that includes bathroom facilities, cafeteria, and gift shop.

Lodging Basic lodging available in Pocona.

Attractions The fortress of Incallajta and the Colonial town of Pocona, nearby natural features

Transportation The road from Cochabamba was recently paved with stones, reducing the time it takes to reach Incallajta from 6 to 2 and ½ hours. There is public transportation to the town of Pocona.

Marketing The Prefectura de Cochabamba is promoting Incallajta as a premier tourist attraction through brochures, posters and information guides for tourist agencies. Also listed in international tourism guides.

Tourism products Gift shop selling local handicrafts and medicinal herbs.

Linkages to protected areas The fortress is located on the southern edge of Carrasco and has paths leading into the park from Incallajta.

Stakeholders and key players The community of Incallajta, the Prefecture of Cochabamba, the Vice Ministry of Tourism, SERNAP, the IDB which has financed CAT through the Vice Ministry of Tourism.

Recommendations None, since site was not visited.

H-9 Alturas De Tiraque

Located in the Southern highlands region of the Carrasco National Park, close to the city of Cochabamba. This high Andean region (3,500–4,700m on the roads) undergoes a transition from high mountain passes to the lowland Chapare below. This region receives only scattered tourists, mostly backpackers, coming through for the isolated wilderness experience. SERNAP has one park guard and provides no official tourism-related services or coordination. No tour operators seem to be working on the south side of the park. There are only two communities located just outside the park area along the old road linking Cochabamba and the Chapare. These communities do have some access and rights to natural resource extraction within the park, for non-commercial, personal use granted by land tenure rules.

Basic services This portion of the park is very remote and isolated. There is no water, telephone, and sanitation or electricity service, with the exception of electricity access to the ENTEL satellite monitoring station. There was mobile telephone coverage due to the ENTEL antennas located on one of the peaks.

Lodging None. SERNAP identified 3 possible sites for camping along the Camino Antigua, but these were sites where it was preferable to set up a tent and not any formal camping site.

Attractions Andean highlands landscape with almost complete isolation and the opportunity to pass from 4700 m at the summit down into the tropical Carrasco. Species include osas, condors, llamas, soros, etc. Bird watching and hiking. Dead end road that enforces isolation on the area, as well as protects the park from colonization pressures.

Transportation Access is via the Camino Antiguo, which is the old highway linking Cochabamba and Palmar/Villa Tunari (and by extension Santa Cruz). This road is no longer maintained and dead- ends about 110 km in from where you leave the main highway. To cross the pass driving you spend 2-3 hours between 3700-4100 m with the highest point at 4700m. It takes 4 hours to reach the roads accessible end (created by landslides). Within the park the only transportation is by foot, auto, or horseback. Some llamas exist and could be used as pack animals for potential tourism products.

Marketing None. SERNAP information on Carrasco focuses on the tropical side of the park.

Tourism Products None developed at this time

Linkages to protected area Within the park boundary

H-10 Stakeholders and key players SERNAP is key stakeholder at the moment. The Prefectura has an interest in re-opening the road, which would be very dangerous for the park, opening up the transition zone to resource extraction and colonization.

Recommendations Bird watching potential—there are condors in the highlands and then species common in the transition area, especially appealing because road has no/little traffic. · Trail development so visitors could hike down from the pass through to Guacheros (4-5 day trip). Provide for hiking and camping at Azul Qocha (laguna azul)/El Rancho. Old rancho exists near a lake where there are frequently llamas and condors. About 3 hour hike in from the Camino Antiguo. Good spot for camping, llamas could carry in gear to make altitude hiking more manageable. Problem is that site still around 4000m, which could be difficult sleeping for some. Promote mountain biking (one day to multi-day trips possible). Develop trails linking highlands with Inca Chaca.

H-11 Annex I. Chapare Tropical Resort Detailed Information

One of the most significant single investments in tourism for Villa Tunari is the Chapare Tropical Resort (CTR) project. This will be the largest hotel in the area, with 118 rooms and over 400 beds when the first phase of the project is completed. It is designed as a luxury hotel complex with a golf course, while existing hotels in the area (around 15) are small to moderate operations (18–65 beds) with rooms or cabanas. Most of these operations feature a restaurant and about half have swimming pools and meeting facilities.

The assessment team examined the CTR because of the size of the investment planned and its potentially significant role in tourism for Villa Tunari and the surrounding area. A major investment and project like the CTR has a wide range of potential impacts on the area. The tourism and hotel industries in Villa Tunari are suffering, primarily because blockades and security concerns have disrupted travel through the area and deterred tourists. Three major issues were considered of most importance in our analysis of the CTR: financial impact and viability, social and community impact, and environmental impact and potential conservation benefit.

Financial Impact and Viability

The financial viability of the project seems questionable. The success of any business venture hinges on demand for the product, which generates revenue. The team’s primary concern is with the existing and potential demand for lodging in the area, and more specifically for the high-end luxury lodging offered by the CTR. Demand in Villa Tunari has two facets that are most relevant:

· Is there significant current and projected demand for the existing capacity?

· Do the CTR’s offerings target the market in Villa Tunari? (i.e., does their target market currently visit or is likely to visit Villa Tunari?) The hotel will apparently be offering a time- share program and an all-inclusive package for visitors on a daily rate of around US$50. The project is based on an initial occupancy rate of 40%, with increases up to 60% over the next few years.

Demand

The team does not see sufficient demand for the current capacity, let alone additional lodging. Current capacity in Villa Tunari is roughly 600 beds.5 Current occupancy numbers that the team was given varied from 10–20% occupancy in the low and high seasons, to 3,000–4,000 visitors a month in the high season. Using these assumptions, current visitor flow estimates ranged from 36,000–65,600 visitors a year (table I.1). This means that average annual occupancy is 8–15%. The current low visitor numbers are in part a product of the security situation. According to the Camara Hotelera of Villa Tunari, occupancy is 50–60% lower than pre-roadblock levels. The

5 According to interviews with the Camara Hotelera of Villa Tunari

I-1 team also analyzed demand assuming an immediate return to these estimated pre-roadblock visitor levels. Annual occupancy rates rose to range from 15–27%. In addition, the high end of these estimates (20% average daily occupancy in a six-month high season) projects annual visitor flow at 119,345. This number seemed unrealistically high based on all of the field data and interviews conducted by the team in the area

The financial impacts of additional hotels diluting an already struggling market that has significant demand issues could be quite large. Building from the analysis above, the CTR project would increase capacity to 1,000 beds in Villa Tunari. Even assuming previous visitor levels, average annual occupancy in Villa Tunari is estimated only to be between 9%-16% although this is much higher during vacation periods and holidays. Extended periods of tranquility in the area have also increased occupancy rates considerably The nearly doubled hotel capacity in the area could easily drive existing operations out of business, even assuming an increase in overall visitor flow. This would spread the financial impact to related businesses, such as the small suppliers that provision many of the Villa Tunari hotels. Another consideration is that smaller hotel and business operations offer greater capacity building for its employees, and much higher future income potential. As an additional level of analysis, for each scenario presented, the team projected a 10% annual increase in visitors to Villa Tunari over the next 5 years.6 Ten percent is a high growth rate, but it was chosen to illustrate how even under the most optimistic estimates, occupancy is still low and jeopardizes business survival.

6 A 10% annual growth rate for any business is usually considered a generous estimate, and difficult to achieve.

I-2 Tables I.1–I.2

Scenario A: Current Occupancy—20% in HIGH SEASON (6 mo.), 10% in LOW SEASON (6 mo.) Scenario B: Current Occupancy—20% in HIGH SEASON (4 mo.), 10% in LOW SEASON (8 mo.) Scenario C: Current Visitors—4,000 a month in HIGH SEASON (4 mo.), 2,500 a month in LOW SEASON (8 mo.)

I.1 Projected Occupancy Levels

Occupancy Levels Scenario A B C Existing With Existing With Existing With Current Levels Capacity CTR Capacity CTR Capacity CTR Monthly—High Season 20% 12% 20% 12% 11% 7% Monthly—Low Season 10% 6% 10% 6% 7% 4% Annual Average 15.0% 9.0% 13.3% 8.0% 8.3% 5.0% Annual Average by 2006 (10% increase in tourism a year) 24.2% 14.5% 21.5% 12.9% 13.3% 8.0% Projected Pre-Roadblock Levels Monthly—High Season 36% 22% 36% 22% 20% 12% Monthly—Low Season 18% 11% 18% 11% 13% 8% Annual Average 27.3% 16.4% 24.2% 14.5% 15.2% 9.1% Annual Average by 2006 (10% increase in tourism a year) 43.9% 26.4% 39.0% 23.4% 24.1% 14.5%

I.2 Visitor Flow Projections

Visitor Flow in Villa Tunari Scenario A B C Current Levels Monthly—High Season 7,280 7,200 4,000 Monthly—Low Season 3,660 3,675 2,500 Annual Average 65,640 58,200 36,000 Annual Average by 2006 (10% increase in tourism a year) 105,714 93,732 57,978 Projected Pre-Roadblock Levels Monthly—High Season 13,236 13,091 7,273 Monthly—Low Season 6,655 6,682 4,545 Annual Average 119,345 105,818 65,455 Annual Average by 2006 (10% increase in tourism a year) 192,207 170,421 105,415

It is likely that the estimates presented here are generous. The calculations assume that occupancy levels are the same every day of the week, when weekend levels are in fact significantly higher than during the week. There are also fluctuations across the high and low seasons, but these numbers assume a constant flow throughout the seasons. As a result the

I-3 estimates based on percentages are most likely to be inflated. However, since no registries are maintained in Villa Tunari, the hotel owners were only able to make educated estimates.

Market

The representative of the CTR in Villa Tunari felt that they could attract 40% international visitors and 60% Bolivians to the resort. The current market split of international-Bolivian visitors is roughly 10–90%. The international market is traditionally the most skittish about returning to a previously insecure area. The daily rates for the all-inclusive plan will be around US$50, a rate that is competitive in this market segment. This is complicated by the fact that Bolivia is still relatively unknown to international tourists, and faces well-established competition around the region. On the other hand, this can be positive for the area since there could be little awareness of any previous problems.

This analysis was done with the understanding that these numbers cannot be exact, as there is no official tourist or visitor flow information maintained. Furthermore, the team has not had the opportunity to examine detailed financial projections for the CTR project and their marketing plan and demand figures. However, based on the evidence gathered in the field, and on the collective experience of the team in business management, financial analysis, and tourism enterprises, the demand simply does not exist in Villa Tunari at levels sufficient to support this kind of project. In addition, even with significant demand creation over the next five years, this market is not able to support the CTR. However, the team would welcome the opportunity to further review detailed financial and market projections for the project, which were not made available.

Social and Community Impact

Financial impacts are only part of the equation. Greater team concern exists for the social and environmental impacts of the project, even though these impacts are more difficult to predict and analyze. Controversy has already been created among current hotel operators. There is expressed concern that such a large investment is targeted at just one enterprise and not a project or initiative with broader and more obvious benefit to Villa Tunari or the area as a whole.

Past experience around the world suggests that when the resort opens it will draw what few international travelers there are, for its first few years of operation at least. This is likely to freeze out the rest of the hotels in this high profit segment. This could force many of the smaller operators out of business, who provide a valuable moderate to medium-range lodging option, in a more personal setting.

In support of the hotel, however, some hotel owners felt that the opening of the hotel could draw more tourists overall to the area and create spill over into the smaller and less-expensive sites. In addition, there is always the potential that some portion of the visitors at the hotel will be potential ecotourism clients. The CTR will also create jobs. The stated plan of the CTR operator is to employ 87 people directly. They estimate that 400–1,000 indirect jobs would result from the project. Furthermore, an enterprise of this size, if managed properly, can set standards for the rest of the industry that raise the overall level of service in the area, thus attracting more tourism.

I-4 The other side of the above arguments for the CTR is that although the project could generate some positive benefits for Villa Tunari and the Chapare, these potential benefits are unpredictable and unsubstantiated, while the negative impacts seem much more apparent and likely. Even if the CTR were able to increase overall tourism levels, as the demand charts show, even with significant increases in visitor flow, the market would be heavily underutilized. While jobs would be created, research has shown that the kinds of jobs generated by operations such as the CTR are more likely to be menial in nature and not provide the kind of social mobility opportunities inherent in smaller operations. The indirect jobs amount predicted lacked substantiation or explanation. Finally, it is very difficult to ensure any kind of accountability to better management and reduced environmental impact operating (see below for more detail). So the possibility of raising standards is subjective.

The town of Villa Tunari promotes itself as an Ethno ecotourism paradise and with USAID support, could build on the opportunity to start fulfilling that promise. However, the CTR as presently planned does not contribute to consolidating that image.

The social impacts of the project are likely to be significant in the town of Villa Tunari and insignificant in the surrounding rural areas close to Carrasco National Park. Though there is an unquantified risk that impoverished campesinos and coca producers would react negatively to such a large scale, highly visible USAID-supported project supporting a single business owned by wealthy urban Bolivians and diverting resources that might otherwise be available to them.

However, if one disaggregates and evaluates the social impact of USAID investment in relation to the hotel, then the social impact would include the opportunity cost of forgone sustainable development activities in the area’s rural communities. We should compare the contribution to sustainable, non-coca producing development activity USAID investment would have if the money was destined to develop projects in rural areas with what contribution to sustainable, non- coca producing development activity is generated by the hotel project. a) Employment. Most if not all supervisory and management jobs would likely go to experienced tourism workers who would be imported from other areas of Bolivia, including Cochabamba, Santa Cruz and La Paz, as well as from existing hotel operations in Villa Tunari, unless the hotel makes a conscious effort to not take this approach. This would likely result in significant leakage out of the region and a reduced income multiplier coefficient. Unskilled jobs would likely be filled by residents of Villa Tunari and nearby towns and not by residents of rural communities currently producing coca or living near the Park. b) Goods and Supplies. Contracts would be likely to go to suppliers in Villa Tunari, Santa Cruz and Cochabamba. c) Health. Possible negative downstream health impacts in communities depending on river for drinking water, fishing and bathing. d) Local Tourism Industry Structure. The introduction of such a large tourism business in the community at this point in time will inevitably have consequences on the diverse, if under- occupied, existing operations. The smaller operations will likely lose good staff to better salaries

I-5 at the CTR, at least some of the existing market for the small hotels will be lost to the CTR, further squeezing the small operations.

The conditions do not exist and are unlikely to exist for at least several years, which would permit the dynamic whereby a successful CTR will create more demand for the town and region, especially in the international market.

e) Opportunity Cost. A similar investment in smaller scale urban and especially rural development initiatives in the region is likely to produce much greater benefits to more people who are currently involved in coca production or whose activities represent a threat to the Park. Such investments might include a sewage system for Villa Tunari to improve its attractiveness to all visitors and to reduce health problems downstream. Investment in development of a small number of community based ecotourism enterprises and training at key sites around the region which would appeal to the more adventurous and overland traveler who is less likely to keep away because of the security situation, and who is increasingly visiting nearby Amboro, marketing of these and existing ecotourism and tourism products in the region, loans for upgrading facilities and conforming to sustainable guidelines.

Social impacts at the community level have the potential to be quite damaging, particularly because current levels of social conflict are already high. The backlash against an investment of this magnitude in a single enterprise, especially for communities outside of Villa Tunari, where there is minimal potential benefit to them, could undermine the goodwill established by the many previous and existing USAID efforts. At the same time, in support of the hotel, one argument is that a well-conceived operation of this size can provide a stable market for local goods and services around the region, such as food products, handicrafts, materials, and human resources. However, the economies of scale of enterprises of this size usually require large-scale purchasing, and strict quality control efforts that are too costly with a multitude of small suppliers. A different argument is that these same benefits would accrue from several smaller operations, which are more likely to utilize small-scale producers. In addition, at a regional scale, smaller operations have been proven to provide more management-level employment opportunities.

Environmental Impact and Conservation Benefit

The environmental impacts of this project are of concern. Current sewage treatment and waste removal in Villa Tunari means dumping into the river. A basic sewage treatment system is planned for the hotel itself. A careful study of this must be made to assure that the treatment plant is efficient and environmentally sound. There is no waste treatment beyond garbage collection by the municipality. Conversation with the partner demonstrated a lack of awareness of environmental best practices. Even if funding is conditional on appropriate treatment of sewage and waste, compliance is often difficult and costly to ensure. The proposed golf course is problematic due to pesticide and fertilizer runoff that will pollute the river.

Internationally recognized definitions of ecotourism (IUCN, TIES) agree that ecotourism is characterized as a minimum-impact activity. CTR certainly doesn’t fit that image, at least as planned.

I-6 The size and design of the hotel, its layout and construction materials, are all such that it precludes contact with nature, rather it seeks to maintain a barrier between client and natural environment.

The clearing of habitat for the site and the golf course has reduced the diversity of flora and fauna in the area, Fertilizer run off and pesticides from the golf course will reinforce the negative impact of the site design and extend its reach into the waterways and aquatic species. The team is unclear as to the efficacy of the sewage treatment system installed, but if it is in keeping with the general concept, it may well also contribute to negative impacts in the river.

Conservation benefits may be generated, in theory, by guests donating to local initiatives or visiting nearby ecotourism programs, but, this is unlikely to happen unless the hotel property actively works at carrying out a strategy to be “green” and support local ecotourism enterprises by providing access the their guests.

Conclusions

The team concludes the following:

· The Chapare Tropical Resort project is controversial with significant potential social and environmental impacts, as well questions about financial viability and impact.

· This project as planned and if implemented at this point in time is very likely to create potential social conflicts in Villa Tunari and the surrounding communities.

· The $2.5 million contribution could have far greater impact in the area if used to promote sustainable tourism opportunities and projects regionally, focusing on ecotourism that stimulate entrepreneurial activity and have a direct link to the communities through some kind of loan program.

I-7 Table I.3 Villa Tunari Visitor Flow & Occupancy Projections

2002 2003 2004 2005 2006 Occupancy Occup. Occup. Occup. Occup. Occup. Visitor Flow Rate Flow Rate Flow Rate Flow Rate Flow Rate Flow Rate Assumption: Current Occupancy at 10% in LOW Season and 20% in HIGH Season with 6-month seasons Projected at 10% growth in visitor flows per year Current Capacity (beds)—600 Monthly—high season 7,280 20% 8,008 22% 8,809 24% 9,690 27% 10,659 29% 11,725 32% Monthly—low season 3,660 10% 4,026 11% 4,429 12% 4,871 13% 5,359 15% 5,894 16% Annually 65,640 15.0% 72,204 16.5% 79,424 18.2% 87,367 20.0% 96,104 22.0% 105,714 24.2% Current Occupancy Levels with Addition of the Chapare Tropical Resort Current Capacity (beds)—1,000 Monthly—high season 12% 13% 15% 16% 18% 19% Monthly—low season 6% 7% 7% 8% 9% 10% Annually 9.0% 9.9% 10.9% 12.0% 13.2% 14.5% Projected Pre-Roadblock Occupancy (current levels above estimated to be 50–60% from pre-roadblock) Current Capacity (beds)—600 Monthly—high season 13,236 36% 14,560 40% 16,016 44% 17,618 48% 19,379 53% 21,317 59% Monthly—low season 6,655 18% 7,320 20% 8,052 22% 8,857 24% 9,743 27% 10,717 29% Annually 119,345 27.3% 131,280 30.0% 144,408 33.0% 158,849 36.3% 174,734 39.9% 192,207 43.9% Projected Pre-Roadblock Occupancy Levels with addition of the Chapare Tropical Resort Capacity (beds)—1000 Monthly—high season 22% 24% 26% 29% 32% 35% Monthly—low season 11% 12% 13% 15% 16% 18% Annually 16.4% 18.0% 19.8% 21.8% 24.0% 26.4%

I-8 2002 2003 2004 2005 2006 Occupancy Occup. Occup. Occup. Occup. Occup. Visitor Flow Rate Flow Rate Flow Rate Flow Rate Flow Rate Flow Rate Assumption: Current Occupancy at 10% in LOW Season and 20% in HIGH Season with 4-Month High & 8-Month Low Season Projected at 10% Growth in Visitor flows per year Current Capacity (beds)—600 Monthly—high season 7,200 20% 7,920 22% 8,712 24% 9,583 27% 10,542 29% 11,596 32% Monthly—low season 3,675 10% 4,043 11% 4,447 12% 4,891 13% 5,381 15% 5,919 16% Annually 58,200 13.3% 64,020 14.7% 70,422 16.1% 77,464 17.7% 85,211 19.5% 93,732 21.5% Current Occupancy Levels with addition of the Chapare Tropical Resort Capacity (beds)—1000 Monthly—high season 12% 13% 15% 16% 18% 19% Monthly—low season 6% 7% 7% 8% 9% 10% Annually 8.0% 8.8% 9.7% 10.6% 11.7% 12.9% Projected Pre-Roadblock Occupancy (current levels above estimated to be 50–60% from pre-roadblock) Current Capacity (beds)—600 Monthly—high season 13,091 36% 14,400 40% 15,840 44% 17,424 48% 19,166 53% 21,083 59% Monthly—low season 6,682 18% 7,350 20% 8,085 22% 8,894 24% 9,783 27% 10,761 29% Annually 105,818 24.2% 116,400 26.7% 128,040 29.3% 140,844 32.3% 154,928 35.5% 170,421 39.0% Projected Pre-Roadblock Occupancy Levels with addition of the Chapare Tropical Resort Capacity (beds)—1000 Monthly—high season 22% 24% 26% 29% 32% 35% Monthly—low season 11% 12% 13% 15% 16% 18% Annually 14.5% 16.0% 17.6% 19.4% 21.3% 23.4%

I-9 2002 2003 2004 2005 2006 Occupancy Occup. Occup. Occup. Occup. Occup. Visitor Flow Rate Flow Rate Flow Rate Flow Rate Flow Rate Flow Rate Assumption: Current Monthly Visitor Flow Averaging 4,000 in HIGH SEASON (4 mo.) and 2,500 in LOW SEASON (8 mo.) Projected at 10% Growth in Visitor Flows per Year Current Capacity (beds)—600 Monthly—high season 4,000 11% 4,400 12% 4,840 13% 5,324 15% 5,856 16% 6,442 18% Monthly—low season 2,500 7% 2,750 7% 3,025 8% 3,328 9% 3,660 10% 4,026 11% Annually 36,000 8.3% 39,600 9.1% 43,560 10.0% 47,916 11.0% 52,708 12.1% 57,978 13.3% Current Occupancy Levels with addition of the Chapare Tropical Resort Capacity (beds)—1000 Monthly—high season 7% 7% 8% 9% 10% 11% Monthly—low season 4% 4% 5% 5% 6% 7% Annually 5.0% 5.4% 6.0% 6.6% 7.2% 8.0% Projected Pre-Roadblock Occupancy (current levels above estimated to be 50-60% from pre-roadblock) Current Capacity (beds)—600 Monthly—high season 7,273 20% 8,000 22% 8,800 24% 9,680 27% 10,648 30% 11,713 33% Monthly—low season 4,545 13% 5,000 14% 5,500 15% 6,050 16% 6,655 18% 7,321 20% Annually 65,455 15.2% 72,000 16.5% 79,200 18.1% 87,120 19.9% 95,832 21.9% 105,415 24.1% Projected Pre-Roadblock Occupancy Levels with addition of the Chapare Tropical Resort Capacity (beds)—1000 Monthly—high season 12% 13% 15% 16% 18% 20% Monthly—low season 8% 8% 9% 10% 11% 12% Annually 9.1% 9.9% 10.9% 12.0% 13.2% 14.5%

I-10 Annex J. Site Visit Contact List

La Paz

USAID/Bolivia

Wayne Nilsestuen, Acting Director (Deputy Director) Calle 9, Nª 104, Obrajes, Tel: (591-02) 278-5548

Alternative Development/Counter Narcotics Office Ken Wiegand, Director Fabian Aguirre, Subdirector Sergio Rivas

Economic Opportunities Office David Delgado, Director [email protected]

Jorge Calvo Carmona, Chief of IR-2 Project Manager, MAPA Project Tel: (591-02) 278-6456 / 278-6358 [email protected]

Denis Castrillo de Fernandez Tel: (591-02) 278-6544 / 278-5720 [email protected]

Environment Barbara Belding, Director Tel: (591-02) 278-5548 Fax: (591-02) 278-6654 [email protected]

Douglas J. Mason, PhD Asesor, Biodiversidad y Manejo Forestal Tel: (591-02) 278-5548 Fax: (591-02) 278-6654 [email protected]

Victor Bullen, Asesor Regional de Medio Ambiente Tel: (591-02) 278-5548 Fax: (591-02) 278-6654 [email protected]

J-1 Government of Bolivia

Viciministerio de Turismo Lic. Benjamim Saucedo Montoya, Director General de Turismo Ministerio de Comercio Exterior y Inversion Edif. Pacio de Communicaciones Piso 16 Tel: (591-02) 236-1138 / 235-8213 Fax: 237-4630 [email protected]

Lic. Jose Hidalgo Quezada, Jefe Unidad Planificacion Tel (591-02) 235-8213 / 236-7463 Fax: 237-4630 [email protected]

Gabriel Zaconeta, Area de Planificación Luciel Ríos, Area de Planificación

Ministerio de Comercio Exterior Humberto Landivar, Asesor del Ministro de Comercio Exterior (Mansilla) Ed. Palacio de Comunicaciones, Piso 17 Cell: 716-21-032 / 706-21-032 Tel: 237-7222 Fax: 237-4630

Ministerio de Desarrollo Sostenible y Planificacion Servicio Nacional de Areas Protegidas (SERNAP) Luis Pabon Zamora, Director Ave. 20 de Octubre No. 2659 Tel: 243-4472 / 243-4420 / 243-0881 / 243-4489 Fax: 243-4540 [email protected]

Sergio Aguino, Director, Unidad de Planificación Juan Rene Alcoba, Encargado de Turismo

Non-governmental Organizations

Conservacion Internacional Juan Pablo Arce S., Director Ejecutivo Programa Bolivia Calle M. Panilla #291, Esq. Av. 6 de Agosto Casilla 13593 Tel/Fax: (591-02) 243-4058 / 243-5225 / 211-4229 / 211-4228 [email protected] [email protected]

J-2 Candido Pastor, Coordinador Proyecto de Recursos Naturales Corredor Vilcabamba-Amboro Conservacion Internacional Tel: (591-03) 892-2495 / (591-02) 243-4058 [email protected] [email protected]

Private Sector

Isabel Oroza, Gerente General IEST—Investigaciones, Estudios y Servicios en Turismo Av. Hernando Siles, Nª 5225 Entre Calles 6 y 7, Obrajes Tel: 278-6784

Alan Robinson, Independent Ecotourism Consultant 33700 Mt. Harvard Circle Buena Vista, CO 81211 [email protected]

Other

Cecilia Pérez Inter-American Development Bank (IDB) Calle 9, Nª 104, Obrajes, Piso 3 Tel: 235-6979

Jorge Cortez, who works on the environment with the Dutch Embassy, may have useful suggestions about where to go in the Chapare. (The team did not meet him.)

Cochabamba and Carrasco/Chapare Region

USAID

Richard Fisher USAID/Counter Narcotics Regional Coordinator Edificio Los Tiempos, 9th Floor Plaza Quintania Tel: (04) 425-0155 (direct line) / (04) 423-3992 (office) [email protected]

J-3 USAID–supported Programs

Steve Huffstutlar, Director, Proyecto CONCADE (Alternative Development) Development Alternatives Incorporated Casilla 1327 Cochabamba Tel: (04) 425-1655 / 425-2096 / 425-7827 / 453-0149 / 453-0278 Fax: (591-04) 423-2773 [email protected]

Greg Minnick, Asesor Técnico Principal UNDCP Financed Forest Resource Project (C-23) Av. América E-155—Casilla 256 Tel: (04) 428-0801 / 424-8124 / 411-4306 (Chimore) Fax: (04) 424-7987 [email protected] [email protected] [email protected]

Bruce Brower Proyecto MAPA Chemonics International Av. Salamanca entre Lanza y Antezana Tel: (04) 255-5160 / 255-5159 / 255-5158

Government of Bolivia

Servicio Nacional de Areas Protegidas (SERNAP) Ing. Ivan Davalos, Director Parque Nacional Carrasco Julian Maria Lopez No. 1194 Cochabamba Tel: (04) 442-1056 / 442-1057 [email protected]

Tec. Agr. Raul Urquieta Paz, Jefe de Proteccion—Tipnis Urbanizacion El Profesional Calle Emiliano Lujan No. 2882 esq. Joaquin Rodrigo Cochabamba Tel/Fax: (04) 442-1056 / 442-1057 [email protected]

J-4 Prefectura del Departamento de Cochabamba Verónica Costas Ledesma, Jefe, Unidad de Turismo Calle Colombia No. E-0340 (25 de Mayo y España) Casilla 6104 Cochabamba Tel/Fax: (04) 422-1793 [email protected]

Non-governmental Organizations

Centro Integrado para la Defensa Ecológica y el Desarrollo Rural (CIDEDER) Miguel Cardozo Uribe Coordinación de Areas Protegidas CIDEDER Cochabamba [email protected]

Wilson Canstañeda, Director, Unidad FIMA Proyecto CONCADE Ed. Los Tiempos, Piso 10 Tel: 453-0278 / 453-0354 [email protected]

Ignacio Molina, Encargado de Promoción de Inversiones CONCADE

Javier Sánchez, Coordinador del Proyecto Agro-forestal C-23, FAO/UNDCP, Chimoré

Private Sector

Fremen Leaders in the Bolivian Amazon Lic. Jorge Rivera R., Presidente Calle Pedro Salazar No. 537 (Plaza Abaroa) Cochabamba Tel: 241-6336 / 241-7062 Fax: 241-7327

Universidad Mayor de San Simón Arq. Brownie Mostajo Medinaceli, Jefe Departamento de Cultura Calle Jordán esq. Oquendo Ed. Multiacadémico, Planta Baja Dirección de Interacción Social Universitaria (DISU) Tel: (04) 425-1878 Fax: (04) 422-8552 [email protected]

J-5 Universidad Mayor de San Simón Prof. Dr. Luis Quiroga Moreno, Director Casilla No. 992 Cochabamba Tel: (04) 425-1878 Fax: (04) 422-8552 [email protected]

Asociacion de Hoteles y Ecoturismo Maria Antonieta Villaroel, Presidenta Tropico Cochabambino—Villa Tunari Tel/Fax: (04) 452-2681 (Participated in CONCADE project, and request more Alt. Development assistance)

Cámara Hotelera—Villa Tunari Arturo Murillo, Gerente General del Hotel Victoria Avenida America Este #435 Edificio Jaque Piso 4, oficina 10 Cochabamba Tel: (591) 429-0886 / 014-98170 Fax: (591) 445-1239 [email protected] www.victoria-resort.com

Ing. Carlos Hinojosa, Director Chapare Tropical Resort Calle Juan Capriles No. 179 (Cala-Cala) Cochabamba Tel: (591-4) 292-609, 292-623 Fax: (591-4) 292-609 [email protected]

Grupo de mujeres artesanas Chimoré AMACH

Santa Cruz

Government of Bolivia

SERNAP Osvaldo Aramayo, Director Parque Nacional y ANMI Amboro Calle Los Limos No. 300 Barrio Fleig Tel: (03) 345-3040 Fax: (03) 345-2865 [email protected]

Jose Luis Isnardes, Responsible de Turismo

J-6 Non-governmental Organizations

O. Edwin Camacho, Jefe de Proyecto FAN BOLIVIA Km. 7 1/2 Carrera Antigua a Cbba. Casilla No. 2241 Tel: (03) 355-6800 Fax: (03) 354-7383 [email protected]

Roger Landivar, Director Fondo Mundial para la Naturaleza—WWF/Bolivia Av. Beni, Calle Los Pitones No. 2070 Tel: 0911-5041 / 0911-5042 / (03) 343-0641 / 342-9714 / 343-0406 / 343-0609 Off: (591-03) 336-5326 Fax: (591-03) 332-5416 [email protected]

Henry Campero, Coordinador Suroeste Amazon WWF/Bolivia [email protected]

Michael Painter, PhD, Coordinador Regional para Perú, Bolivia y Paraguay World Conservation Society (WCS) Avenida Las Americas #428 Tel/Fax: (591-3) 336-5337 / 337-0508 Direct: (03) 311-4189 Cell: 721-00-612 [email protected]

Ing. Moreno, Director Ejecutivo FAN

Saira Duque, Coordinadora de Programas FAN

Sra. Ada de Vaca, Directora Arte Campo

Private Sector

Aldo Sacre, Presidente Cámara Hotelera Mancomunidad Sara e Ichilo Santa Cruz y Buena Vista Tel/Fax: (03) 336-0202 / 336-5051

J-7 Ing. Albert Schwiening, Asesor Federacion de Ganaderos de Santa Cruz Av. Ejercito esq. Soliz de Olguin Tel: (03) 335-1144 / 335-1145 / 335-1146 Fax: (03) 335-2117 (owner of Los Volcanes lodge)

Claudia Durán P., Operation Manager Rosario Baldomar J., General Manager Neblina Forest Birding and Natural History Tours Casilla #5598 Tel: 1 (800) 488-9401 Fax: (591-3) 333-2813 [email protected] [email protected] www.neblinaforest.com

Hermes Justiniano, Fotógrafo Fundador del Proyectop de FAN Calle Tacna # 71 Tel: 352-1922

Capitan Willy Nunez Klinsky, Pilot (to Chaco) Aeropuerto el Trompillo Hangar No. 19 Tel: (591) 523-090 / 353-8616

Ing. Saira S. Duque M., Coordinadora, Programa de Uso Publico Parque Nacional Noel Kempff Mercado Km 7 ½ Carretera Ant a Cbba Casilla 2241 Tel: (591) 355-6800 Fax: (591) 354-7383

South Amboro Area

Government

Dr. Franz Herrera Bassta Honorable Alcalde Municipial Samaipata Tel: 0944-6067 / 0104-6119 / 0944-6147

Private Sector

Gustavo Dayer Cámara Hotelera Samaipata

J-8 North Amboro Area

Government

Grober Adan Justiniano, Alcalde Gobierno Municipal de Buena Vista Santa Cruz Tel/Fax: (03) 0932-2002 Gerardo Paniagua Vidal, Alcalde Municipal Gobierno Municipal “El Torno” El Torno, Santa Cruz Tel: (03) 82-2132, 82-2164 Fax: 82-2061

Prof. Juan Ramírez Z., H. Alcalde Municipal Mancomunidad de Muncipios Provs. Sara-Ichilo Portachuelo, Santa Cruz Tel: (03) 924-2124 / 924-2055 Cell: (0) 716-41173

Private Sector

Robin Clarke Flora y Fauna Lodge Buena Vista Cell: (0) 710-43706

Ari Martinez Peace Corps Area Protegida Amboro

David Stembach, Alcalde Municipal de Buena Vista

Dr. Luis Bloch, Presidente Amboro Eco-Resort Km 103, Buena Vista Casilla 705, Santa Cruz Tel/Fax: (591) 0932-2048 Tel: (591-03) 422-372

J-9 Assessment Team

William McLaughlin Team Leader University of Idaho Department of Resource Recreation and Tourism College of Natural Resources Natural Resource Building, Sixth and Line Streets Moscow, Idaho 83844-1139 Tel: (208) 885-6659 (office), (208) 882-7895 (home) [email protected] [email protected]

Andy Drumm, Ecotourism Director The Nature Conservancy Latin America and Caribbean Region 4245 North Fairfax Drive, Suite 100 Arlington, VA 22203-1606 Tel: (703) 841-8177 Fax: (703) 841-4880 [email protected] www.nature.org/ecotourism

Stephen (Steve) Edwards, Manager, Ecotourism Development Program Conservation International Tel: (202) 912-1207 Fax: (202) 912-1044 [email protected]

Jose Courrau Human Capacity Building Specialist 50 Metros Sur de Auto Villalobos San Miguel, Santa Domingo Heredia, Costa Rica Tel: 506-220-2552 (office), 506-380-2765 (cell) [email protected]

Peter McFarren Business Management Specialist Calle Jauregui 2248 La Paz, Bolivia Tel: 591-2-444-331 [email protected] [email protected]

J-10 Barbara Rossmiller, Senior Associate Business Management Specialist International Resources Group 1211 Connecticut Ave., NW, Suite 700 Washington, DC 20036 Tel: (202) 289-0100 Fax: (202) 289-7601 [email protected]

Ryan Taylor, Associate Director Peace Corps/Bolivia Calle 5, No 458 Obrajes—Casilla #1655 La Paz Tel: (591-02) 278-2666 Fax: (591-02) 278 6731 [email protected]

Patricia Venegas, Logistics Coordinator Avenida 6 de Agosto 2150, Dept. 1302 Edificio Indiana Casilla 1844 La Paz Tel: (591-02) 244-4022 [email protected]

J-11