Quarterly Performance and Financial Report

HONDURAS LOCAL GOVERNANCE ACTIVITY QUARTERLY PERFORMANCE AND FINANCIAL REPORT

April 30, 2018

Honduras Local Governance Activity Quarterly Performance and Financial Report January 1 – March 31, 2017

Activity Title: Honduras Local Governance Activity Sponsoring USAID Office: Democracy and Governance Office IDIQ Number: AID -OAA -1-14 -00061 Task Order Number: AID -522 -TO -17 -00001 Contractor: DAI Global LLC. Date of Submission: April 30, 2018

This report is made possible by the generous support of the American People through the United States Agency for International Development (USAID). The contents are the responsibility of DAI and do not necessarily reflect the views of USAID or the United States Government.

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TABLE OF CONTENTS

ACRONYMS 4 I. SUMMARY 7 II. TECHNICAL PROGRESS TOWARD RESULTS 10 A) Result 1: Civil society influence, through evidence, increased 11 Sub-Result 1.1: Citizen participation in service delivery decision-making strengthened 11 Sub-Result 1.2: Evidence-based oversight of services increased 16 B) Result 2: Local Service Providers’ Performance Improved 18 Sub-Result 2.1 Accountability of service providers increased 18 Sub-Result 2.2: Service providers’ capacity to manage service delivery improved 21 Sub-Result 2.3: Local governments’ administrative management capacity increased 28 C) Crosscutting Activities: The Honduras Local Governance Activity Internship Program 34 Nutrition Activities 35 In-Kind Grants Program: 38 Collaborating, Learning, and Adapting 39 Progress Toward Indicators 39 Collaboration and Coordination with other Implementing Mechanisms 41 III. SUMMARY OF CHALLENGES AND REMEDIAL ACTIONS 43 IV. QUARTERLY FINANCIAL REPORT 45 Annex I – Promoting Citizenship Participant Data 47 Annex 2 – CCT Status Matrix 48 Annex 3 – Technical Assistance in Education 51 Annex 4 – Technical Assistance for Mancomunidades 54 Annex 5 – Status of CAM Service implementation in 31 Municipalities 54 Annex 6 – Baseline Report: Service Providers’ Management Capacity Index 56 Annex 7 – Lessons Learned from Mid-Term Internship Evaluation 64 Annex 8 - Coordination with USAID DO2 IMs, Other Donors and IPs 65 Annex 9 – Contract Deliverables and Reporting 68

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ACRONYMS 1

ACS Alliance for the Dry Corridor AIN -C* Integral Community Attention to Childhood AJAAM* Municipal Water Management Board Association AMHON* Association of Honduran Municipalities ASONOG* Association of Non -Governmental Organizations CAM* law Municipal Administration Career law CCT* Citizen Commissions on Transparency CEB* Basic Education Center CEN* Center for Nutritional Training CM Municipal Commissioner COMAS* Municipal Commissions of Water and Sanitation CONADEH* National Commissioner of Human Rights CONASA* National Council for Potable Water and Sanitation CSO Civil Society Organization DEC Development Experience Clearinghouse DEL* Local Economic Development DDE* Departmental Education Directorate DDL Development Data Library DGTH General Direction of Human Talent DO2 Development Objective 2 ERSAPS* Regulating Entity for the Services of Potable Water and Sanitation FHIS* Honduran Fund for Social Investment FUNDAUNAH* Foundation of the National Autonomous University of Honduras FY 2018 Fiscal Year 2018 GEMA* Building Resilience into Ecosystem and Livelihoods Activity GIS Geographic Information System GIZ German Society for International Development, Ltd. HLG Honduras Local Governance Activity HO Home Office HR Human Resources

1 Acronyms with an asterisk are in Spanish. The meanings of most Spanish acronyms have been translated for the clarity of this report, except in cases where no accurate translation was found. For those cases, the type of organization is listed in parenthesis. 4 | FY 2018 // QPFR 2

IAIP* Institute of Access to Public Information ICT Information and Communications Technology IM Implementing Mechanism IP Implementing Partner ISO International Organization for Standardization IT Information Technology LED Local Economic Development LGBTI Lesbian, Gay, Bisexual, Transgender, and Intersex M&E Monitoring and Evaluation MOU Memorandum of Understanding NA Not Applicable NGO Nongovernmental Organization OCAT Organizational Capacity Assessment Tool OMM* Women’s Municipal Office ONADICI* National Office of Integral Development and Internal Control ONCAE* National Office of Procurement and Acquisitions PER* Network Educational Project PIM* Municipal Investment Plan RENTCAM* National Registry of Municipal Administration Career Technicians RFA Request for Applications SAFT* Integrated System for Municipal Financial Tributary Management SAMI* Integrated Municipal Administration System SANAA* National Autonomous Aqueduct and Sewage Service SE Secretariat of Education SESAL* Secretariat of Public Health SETCAM* Technical Secretariat for the Municipal Administration Career SGJD* Secretariat for Governance, Justice and Decentralization SIARED* Integrated Administration System for Education Networks SIASAR 2.0* Information System of Rural Water and Sanitation SINOVA* Nominal Immunization Registry SOW Scope of Work STTA Short -Term Technical Assistance TOCOR Task Order Contracting Officer’s Representativ e TOR Terms of Reference TRC* Regulation and Control Technicians

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UGD* Unit of Decentralized Management UMA* Environmental Municipal Unit USAID U.S. Agency for International Development USCL* Supervision and Local Control Unit USG United States Government UTI* Intermunicipal Technical Unit WAS Water and Sanitation WMB Water Management Board

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I. SUMMARY

During the second quarter of FY 2018, the Honduras Local Governance Activity has achieved important advances that are detailed in the corresponding pages of this report according the Activity Results Framework.

During January 2018, the Activity supported local governments in the transition and transfer process following the November 2017 elections. The activity concluded having assisted the development and delivery of 89 transition reports prior to the inauguration of new authorities on January 25, 2018. Prior to the inauguration, the Activity was significantly restricted in implementation due a two-month period of strikes and roadblocks that hindered staff travel and the advancement of activities.

Immediately following the inauguration of new municipal councils, the Activity visited each council to present the Integrated Development Activities (IDA), a summary by municipality of the Service Management Index (SMI) results for local governments, mancomunidades, educational networks, Water Management Boards (WMB) and health providers. Additionally, the IDAs include a roadmap that details the activities that the Honduras Local Governance Activity will carry out in each of the target municipalities and target sectors. This meeting was the inaugural moment of Honduras Local Governance technical assistance with local governments and service providers as it secured the buy-in of local authorities.

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Under Result 1, Civil Society Influence, Through Evidence, Increased, the Activity supported the active participation of Citizen Commissions on Transparency (CCT) during the transition and transfer process as oversight mechanisms. This was a launch point of continued technical assistance toward strengthening CCTs in their capacity to participate and oversee local decision-making as civil society actors. Complementing the work on the transition and transfer process, the Activity commenced capacity strengthening modules developed for CCTs, Non- Governmental Organizations (NGOs), and Civil Society Organizations (CSOs). Activities toward increasing civil society’s participation in decision making have resulted in commitments and agreements between service providers, local governments, and civil society. In San Juan de Opoa, for example, CCTs and Water Management Boards (WMBs) influenced a new ordinance related to the use and distribution of water. In La Labor, Ocotepeque during a joint knowledge fair with USAID/GEMA, the municipality, WMBs, and civil society established various commitments including the promotion of opportunities for civil society to participate in decision making related to water management, among others. The grant application revision process concluded and six regional organizations and one mentor organization were identified as apparent winners. Agreements are expected to be signed in April/early May 2018.

Under Result 2, Local Service Providers’ Performance Improved, the Activity has worked to obtain the support of local actors and target sectors so that they can maximize technical assistance provided. In practice, activities included under Sub-Result 2.1 Accountability of service providers increased, Sub-Result 2.2 Service providers’ capacity to manage service delivery improved , and Sub-Result 2.3 Local government’s administrative management capacity increased are complementary and executed together. Therefore, the main highlights under this summary are provided by actor/sector. The detail of the relationship with sub-results, activities and sub-activities can be found in subsequent pages.

A tight-knit relationship has been established with mancomunidades through regional offices and the mancomunidades specialist in Tegucigalpa. Considerable advances were made in supporting mancomunidades to comply with the legal mandate of having board of director elections and general assembly meetings, contributing to more productive, effective operations. Additionally, the Activity worked intensely toward strengthening mancomunidades accountability mechanisms, emphasizing the importance of citizen participation. In particular, the Honduras Local Governance Activity worked with mancomunidades on their Annual Operating Plans and General Budgets for 2018. The presentation and validation of these reports were completed with civil society presence leading to greater levels of citizen participation in establishing the strategic plans of the organizations. Finally, the Activity initiated an analysis regarding the double role of these institutions, as receivers and providers of technical assistance. This analysis is expected to be concluded next quarter.

With the education service , the Activity advanced in the implementation of activities surrounding six process models in close coordination with Secretariat of Education (SE) and authorities from the national, regional and departmental levels. The process models target key capacities of departmental and municipal directors (and later, educational networks), such as: 8 | FY 2018 // QPFR 2

Monitoring of the Network Educational Project (PER), Internal Control, Administrative Supervision, Knowledge Management and Standardization of Human Resource (HR) Administration Tools. Each process model was designed and validated with each Departmental Education Directorate (DDE) of the six target departments. Training on the use of tools, implementation, and replication will follow next quarter in all municipalities and educational networks assisted by the Activity. Education authorities of all levels have expressed support for these actions.

Efforts in the nutrition service sector have been slowed due to a lack of clarity on behalf of the governing entity, the Unit of Decentralized Management (UGD), regarding which health providers will continue in their current functions. For example, the contract of one of the 21 health providers identified as counterparts of Activity was ended ( mancomunidad MANCORSARIC). This uncertainty, accompanied by other issues related to the UGD’s administration, have impeded significant advances in this area. However, through its nutrition and regional office specialists, the Activity has maintained close coordination with the providers and has started planning ad hoc technical assistance for them. The Activity anticipates that next quarter, a meeting will be held at the highest level of the Secretariat of Public Health (SESAL) with the UGD to clarify certain aspects and advance further in the process.

In the service of Water and Sanitation (WAS), the Activity is in the process of completing its team of experts at the central and regional levels, but has laid the foundation for the implementation of its technical assistance strategy by building relationships with key national entities including Regulating Entity for the Service of Potable Water and Sanitation (ERSAPS) and the National Council for Potable Water and Sanitation (CONASA). The entire team is expected to be on board by mid-April 2018. The WAS strategy centers on strengthening the capacities of WAS technicians at the municipal and mancomunidad levels, so that they can, in turn, strengthen water management boards (WMBs) establishing capacity and guaranteeing sustainability. Next quarter, technical assistance and strengthening activities will begin for WMBs with support from ERSAPS and CONASA. The Activity has also coordinated with USAID GEMA and INVEST-ACS to bolster the intervention.

With local governments, the Activity completed the transition and transfer process and began strengthening capacities of new authorities and municipal councils. Continued support was provided for the Technical Secretariat for the Municipal Administration Career (SETCAM) in the implementation of the Municipal Administration Career (CAM) Law. As a product of this support, 41 municipal employees have been registered to date in the National Registry of Municipal Administration Career Technicians (RENTCAM). Likewise, the Activity has maintained close communication and coordination with the Association of Honduran Municipalities (AMHON) and the Secretariat for Governance, Justice and Decentralization (SGJD). Fiscal, cadaster, and own- source income support will be consolidated next quarter and technical assistance will begin in the areas of local economic development, waste management, and tertiary roads. Two certification programs will be offered in collaboration with the National Audit Institution (TSC) and the Institute of Access to Public Information (IAIP) to improve the capacities of municipal 9 | FY 2018 // QPFR 2

auditors and train municipal staff on how to institutionalize transparency mechanisms for each municipality, respectively.

The Activity has also progressed in infrastructure work. Prefeasibility documents were completed for 58 projects and 7 were submitted to USAID for review and approval. At the close of the quarter, five prefeasibility studies were approved, with two pending revisions by the Activity. Next quarter, designs for the first projects approved by USAID will begin and continue into early May 2018. Facilitating this, a purchase order was signed with a Honduran construction company to design the first 14 projects, and a process to sign an IQC for the design of infrastructure projects for the duration of the Activity continued. The Activity has worked closely with the Honduran Fund for Social Investment (FHIS) and USAID to ensure that adequate mechanisms will exist for the construction and supervision of designed projects.

Under gender and inclusion, the Activity’s staff completed a capacity building training program, guaranteeing that knowledge, language and cohesive objectives exist toward this topic. The high school level internship program completed its mid-term evaluation (at the six-month mark), and the internship program began for six (6) university-level interns in Tegucigalpa. The gender and inclusion training program for civil society, service providers and local governments will be launched in May 2018. Finally, four Requests for Application (RFAs) were designed to promote the closing of gaps in the topic of gender and inclusion, and two RFAs were submitted for approval and were pending comments from USAID.

By the end of this reporting period, the Activity has 95 percent of its staff recruited and contracted, and Short-Term Technical Assistance (STTA) continues to be utilized to accomplish Work Plan activities.

During the second half of March 2018, the Activity carried out a Portfolio Review(PR) with the six regional offices and technical specialists to evaluate progress, extract lessons learned and best practices, and identify obstacles; as well as introduce corrective measures to achieve better progress in the development of activities. This PR led to the shaping of a learning and adapting agenda that will be implemented starting April 2018.

II. TECHNICAL PROGRESS TOWARD RESULTS

The following section describes advances made during the second quarter of FY 2018. Each activity is accompanied by a snapshot detailing the progress of all sub-activities established in the annual work plan. The color coding represents the following:

● Green: Activities with advances this quarter and will be discussed in detail in this report. Note: green does not necessarily mean and activity was fully achieved, but that steps were taken that will result in impact towards sub-result. ● Yellow: Significant planning occurred this quarter, but advances are planned for the following quarter. A summary of planning will be described in the snapshot, but not discussed in the text; ● Orange : Planning will begin next quarter no advances to report

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● Red: Activity has been delayed or is intentionally on hold due to internal or external factors and will be reported in the text Nutrition-related activities and the HLG in-kind grants program will be reported on separately at the conclusion of this section as they impact numerous activities across sectors throughout the work plan.

A) Result 1: Civil society influence, through evidence, increased

Sub-Result 1.1: Citizen participation in service delivery decision-making strengthened Underlying all activities implemented during the quarter is the understanding that if civil society is given the opportunities and tools to participate in decision-making, then services will be delivered in a more transparent, accountable, and effective manner. To build towards this goal, the activity conducted a series of trainings, forums, and customized assistance with the goal of not only increasing citizen understanding of their role, but also providing them with the opportunities to interact with local governments and service providers with the goal of forming public agreements and commitments that can be monitored. The Activity completed the first out of four training modules, “Promoting Citizenship,” to assist CSOs in understanding their role as key actors in service delivery, mechanisms to engage citizens and service providers, how to strengthen citizen participation, and establish agreements between civil society and service providers to improve delivery of key services.

Additionally, technical assistance provided following the November 2017 elections aimed to increase transparency and accountability during the transition process by promoting the involvement of civil society in the review of Municipal Management Reports prepared by outgoing municipal authorities. The Activity also worked closely with individual CCTs so that they could improve their internal capacity and provide continued oversight to the elected or re- elected officials to hold them accountable to their campaign promises once they arrive at the 100-day mark from inauguration in April.

A direct effort to promote civil society participation in decision-making was also achieved through coordination with USAID Implementing Mechanism (IM) Building Resilience into Ecosystem and Livelihoods Activity (GEMA) and World Vision, producing a water and sanitation event between the local government of La Labor (Ocotepeque) and civil society. This event lead to service provision agreements between the municipality (service regulator) and civil society represented by the local Municipal Water Management Board Association (AJAAM). Through expanding civil society’s knowledge, providing one-on-one support to CCTs, and opening opportunities for dialogue and agreements between citizens and their local officials, the Activity has progressed towards achieving Sub-Result 1.1.

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Activity 1.1.1: Increase civil society’s capacity to actively participate in service delivery planning, budgeting, and decision-making

Raise civil society awareness through the Completed in Q1 2018 updating of HLG’s Map of Actors at the regional level, to confirm existing 1.1.1. a information and engage CSOs (including vulnerable groups), working with the targeted services. Improve CSOs understanding of their role Preparation w/ CCTs ongoing. Forums to take place in 1.1.1. b as key actors in service delivery at the local April and July. Activity 1.1.1.c sets foundation for this level activity Strengthen organizational and management Promoting Citizenship training module implemented capacity of active CSOs and increase through 12 regional events completed 1.1.1.c knowledge of participation mechanism s including oversight and auditing. Increase number of CSOs formally On hold, emphasis on CCTs for FY 2018 1.1.1. d organized by facilitating applicable registration process Improve capacity of CCTs to participate in CCT status being tracked by each regional office. TA being 1.1.1.e local decision-making and provide them provided where needed to support activation with oversight support in each municipality Implement Local Development Capacity OCAT and NUPAS administered to apparently successful 1.1.1.f Plans for CSOs receiving small grants grant applicants (only).

1.1.1.c During the quarter, the Activity advanced on the first of four training modules titled, “Promoting Citizenship.” This module was delivered through 12 regional events with the goal of encouraging citizens to participate, and remain active in service provision decision-making. During the training, the following was discussed: ✓ Framework for strengthening the role of CCTs and CSOs as agents for the oversight of decisions made by public servants ✓ CCTs, CSOs and municipal commissions ✓ Citizen participation mechanisms ✓ Mechanisms for transparency and accountability exercises ✓ Relevant regulations (Contracting Law, Decentralization Law, Non-Governmental Organization (NGOs) Law, Transparency and Access to Information Law, and the Municipality Law) ✓ Conflict management ✓ Preparation for the Forum "The Role of Civil Society in Local Governance"

Highlights of participation data include: 321 total participants, 51 percent female, 90 percent civil society, 10 percent central and local governments and service providers, 2 and 16.8 percent members of women’s and youth organizations Out of the participants, 2.5 percent identified as members of vulnerable populations, most of which were members of the National Indigenous Chortí Council of Honduras. 3 Participants obtained an average score of 54 on the pre-test and

2 Participants from central and local governments included the National Commissioner of Human Rights (CONADEH) Women’s Municipal Offices (OMM), education centers. Service provider participants included Water Management Boards (WMB), and mancomunidades GUISAYOTE, MANCOSOL and MANVASEN. 3 Vulnerable groups are considered to include: women, youth between ages 18-28, returned migrants, indigenous people, LGBTI people, and people with disabilities. 12 | FY 2018 // QPFR 2

69 on the post-test. Additional information on participant data and performance on the pre- and post-test is included in Annex 1.

Beyond these statistics, the Promoting Citizenship training module allows CCTs and CSOs to prepare for upcoming forums in April and July (Activity 1.1.1.b) with service providers where they will put their improved understanding into practice with the goal of forming agreements and commitments related to targeted services. Resulting from these trainings, CCTs and CSOs agreed upon the specific services they would like to influence during these forums. For example, in Copan, CSOs decided to develop a forum surrounding education service provision. The value of this training and the remaining modules is not to simply instruct or provide access to important information, but to prepare civil society to put their knowledge into practice to achieve results. The remaining three modules are in planning stages and include: Building Local Governance with Citizen Participation (to be carried out in July), Promoting Inclusion of Citizens in Decision- Making Processes (to be carried out before July by the Gender and Inclusion team), and Creating a Culture of Transparency (date to be determined).

1.1.1.d While the Activity is working with CSOs through its small grants program and civil society forums, targeted assistance to increase the number of CSOs that are formally registered is on hold until Year 3. This decision was made to focus efforts on CCTs this year so that they can work with the Activity and other CSOs in subsequent years to achieve 1.1.1.d. While Water Management Boards are considered civil society organizations, technical assistance to legally register the organizations is provided under Sub-Result 2.2 and described in the corresponding section of this report.

1.1.1.e The Activity has been assisting CCTs in their legal registration and in becoming active. According to the Law of Municipalities, CCTs are legally enacted when appointed through a municipal Act of Appointment for a three-year period. An active CCT is one that consistently participates in municipal council meetings or similar events. Each regional office has worked closely with the CCTs in their departments to identify their status and create an agenda for personalized technical assistance. Based on this Agenda, technical assistance will include support in the development of internal procedures, one-on-one support to complete any legal documentation needed to formalize status, guidance on how to expand CCTs to incorporate representatives from service providers and amplify their coverage, and finally provide a resource for CCTs to ask any follow-up questions after participating in the Activity’s trainings and forums. The Activity also developed a matrix to keep track of the status of CCTs and know which ones require assistance and tailor it to their needs (see Annex 2 ).

1.1.1.f The Activity applied an Organizational Capacity Assessment Tool (OCAT) to the apparently successful applicants of the RFA process launched last quarter (see sub-activity 1.2.2.a). The OCAT results will allow the development of the Local Development Capacity Plans for CSOs. Among the results of the OCAT, the Activity found that some of these organizations do not have: data and communication security, monitoring and evaluation (M&E) systems in place, a cultural or gender focus for their work, a documented finance strategy, systematization of 13 | FY 2018 // QPFR 2

developed actions, procurement policies and procedures, strong internal auditing processes, or a practice of use of their existing manuals of organization and functions. If a grant is awarded to these organizations, the Activity will develop capacity plans to improve these areas. A Non-U.S. Organization Pre-Award Survey (NUPAS) was also applied to determine the status of administrative and accounting processes. The NUPAS will also serve as an input to develop the capacity plans next quarter. As the organizations have not been awarded yet, no information on the OCATs is provided in this quarterly report. Information will be released and shared once the grants are dully signed.

Activity 1.1.2 Promote inclusion of women and vulnerable populations in citizen participation The module for gender equality and vulnerable population inclusion has been developed internally and nearly all staff has been trained. A workshop to enhance capabilities for a regional Train representatives from CSOs and Service technical team that will serve as multipliers of for gender and Providers and work to advance outcomes consistent inclusion training has been planned for April 23-27. First group 1.1.2.a with gender equality and vulnerable populations of trainees will include CCTs and service providers, with a focus inclusion. on local government and education authorities. Targeted groups will receive personalized trainings. Municipalities, for example, will receive the module adapted to gender and vulnerable population inclusion in budget allocation. Activities and communications products are screened by Gender and Inclusion team. This ensures that trainings, Promote the active participation of organizations materials, or product are inclusive to woman and vulnerable representing women, youth, LGBTI population, populations. During the next quarter, numerous activities under 1.1.2.b migrants, and individuals with disabilities in all activities sub-results 2.2 and 2.3 will be implemented in coordination with of HLG aimed to increase participation in decision the gender team such as transition and transfer trainings to making, planning and oversight. municipal councils, technical assistance for inclusive financial management, and the protocol for effective meetings in education authorities. Improve CSOs' ability to incorporate women and vulnerable populations issues by providing them first with access to data, and then with the skills to analyze 1.1.2.c Tied to 1.1.2.a, training will be implemented in April 2018 data regarding the barriers existing for women and vulnerable populations to have access to targeted services. Develop and initiate a university diploma on Gender Unsolicited proposal received for a certification d iploma in and Inclusion to CSOs, community health committees, decentralization and good governance with strong gender and parent associations, and other stakeholders to inclusion module. HLG is evaluating opportunity to merge 1.1.2. 1.1.2.d increase their understanding and knowledge of d with 2.2.5.d (decentralization course for education providers) vulnerable groups and their barriers to access to and 2.3.4.a (certification in public policies and vulnerable services as well as mechanisms to advance in the close population inclusion for municipal technicians).Award expected of such gaps. next quarter.

Activity 1.1.3 Increase evidence-based citizen engagement, in service delivery decision making Copán and Ocotepeque regional offices have st arted preparing decision-making training modules for citizen participation in Increase awareness on importance of education and nutrition that will be replicated by other Regional service delivery decision making in forums Offices. These modules provide an overview of the provision of such as town hall meetings, service provider such services and how citizen participation is involved. This sub- 1.1.3. a accountability report presentation activity serves to complement 1.1.1.b and 1.1.1.c. Copán will use meetings, open budget hearings, and open the modules on education and citizen participation during their council meetings offered by either the April forums. Participants include CCTs and other CSOs such as Municipality or other service providers. youth networks, parents’ associations, water management boards, and others. 14 | FY 2018 // QPFR 2

Home Office (HO) Information and Communications Technology (ICT) STTA was approved, planning calls have taken place with Promote informed participation through the STTA, Civil Society Specialist, and Communications team to creation of an innovative IT app to support 1.1.3.b develop work plan for implementation. ICT STTA will be in citizens’ knowledge, understanding and Honduras during April to hold incubator with technical team analysis of evidence-based data. regarding ICT applications. The purpose of the incubator was to assess next steps and develop a strategy for involving beneficiaries.

Activity 1.1.4 Citizens participation in the transition of municipal government (only on electoral year) Prior to elections, CSO and CCTs analyze their role in the transition process and contribute to 1.1.4. a Completed in Q1 2018 the preparation of the transition oversight agenda during the transition period Develop and continue activities in the transition Regional workshops in planning phase in all regional offices. and transfer process of Local Governments Workshops will take place in April and May 2018. Scheduling through: 1) CSO forums will be held where these workshops has been a challenge amid the many other mayor candidates present platform to civil events that will be carried out as part of other sub-activities society in HLG's targeted municipalities as 1.1.4. b under both Results. The consultant to develop a needed and feasible, 2) Six Regional Workshops systematization of citizen participation in the transfer process 100-days after the inauguration of Local has been selected and will be hired next quarter. An event will Governments will be held with additional be held in May to inform civil society about the lessons learned working meetings to review the agenda of local during this process informing the systematization. governments.

Activity 1.1.5 Coordination activities to increase citizen participation in Service Delivery decision making In coordination with GEMA: Increase engagement of students Ocotepeque RO and GEMA co -developed and teachers in service delivery management. Joint pilot the event “Water Day: Knowledge Fair for 1.1.5. a activities involving the school networks and local CSOs will be the Sustainable Management of Water,” held held to promote the sustainable management of water services. on March 22.

1.1.5.a The Ocotepeque regional office carried out an event involving the target educational networks in the department along with Building Resilience into Ecosystem and Livelihoods Activity (GEMA). One hundred and sixty-six individuals participated including representatives from GEMA, World Vision, USAID Mercados, local government, service providers, and over 40 different civil society organizations. The event served to promote sustainable management of water services, sensitize the population on the need to conserve water, contribute to a change in behavior related to water use, and promote a space for dialogue and decision-making between civil society and service providers. This event represents a key coordination effort between IMs in the region. The agreement signed between the mayor of La Labor and the president of the Association of Water Management Boards demonstrates a commitment to numerous shared priorities between IMs including: promotion of citizen engagement in decision-making related to water and sanitation services, supporting efforts to protect micro-watersheds in Guisayote, greater investment of budgetary resources to the improvement of water service management, and more. The IMs will monitor the execution of this agreement through their respective technical assistance activities in this department. This is the same event that is described under sub-activity 2.2.17.b. The other regional offices will carry this out next quarter. Copán met with GEMA this quarter to coordinate an event (more information in Annex 8)

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Sub-Result 1.2: Evidence-based oversight of services increased

To improve civil society capacity to use evidence to influence decision-making, the Activity seeks to both improve the tools used to oversee service provision and increase the frequency of the use of these tools. Essential to the Activity’s efforts to increase evidence-based oversight is the inclusion of gender and vulnerable populations in the process. Through the small grants program, the Activity aims to award up to 11 grants this year addressing these issues. Seven grants will target citizen oversight, and up to four will target gender and inclusion. This quarter, the Activity advanced by creating a series of checklists to conduct social audits, and their implementation will take place next quarter. These checklists were adapted and customized based on tools from past USAID activities. The Activity re-conceptualized the tools to increase their operativity and customized them to the context of specific service providers. Results of the small grants and social audits will be reported next quarter. The Activity also seeks to innovate existing processes and use Information and Communications Technology (ICT) tools to facilitate citizen oversight. As set out in the FY 2018 work plan, digital applications would be created to this end.. A DAI Home Office ICT specialist will travel to Honduras to support an analysis of activities proposed and the needs of the project.

Activity 1.2.1: Improve evidence-based oversight and analysis capacity of CSOs Checklists developed and so cialized between regional offices and CCTs. Application will begin next quarter. The preparation, Improve CCTs and other existing oversight bodies' application, and then review of the checklists 1.2.1. a capabilities and knowledge on the use of innovative tools and represents an integral effort to improve mechanisms to conduct social audits. oversight capacity. The Activity technical specialists are working closely with oversight bodies to provide them with training and feedback throughout the process. Expand the number of CSOs and citizens participating in social Checklists developed and socialized, 1.2.1. b audits of targeted services. Women and vulnerable population implementation has begun, but results will be oriented activities will be encouraged and supported. achieved next quarter . Expose transparency and accountability champions to 1.2.1.c Planning has not begun. international experiences (6 - 8 individuals) . Home Office (HO) Information and Communications Technology (ICT) STTA was approved, planning calls have taken place with STTA, Civil Society Specialist, and Stimulate local innovation through a hackathon to develop an Communications team to develop work plan ICT tool aimed to support citizen's oversight of service 1.2.1.d for implementation. ICT STTA will be in provision. Winners will be awarded with a contract or grant Honduras during April to hold incubator with to develop the app. technical team regarding ICT applications. The purpose of the incubator was to assess next steps and develop a strategy for involving beneficiaries. Validate and train citizens on the use of the ICT tool generated from the Hackathon. Citizens will be also trained 1.2.1. e Pending following 1.2.1. d. on how to analyze the data generated by reports and that will be accessed to the IT tool . Implement Citizen Report Cards with target service providers 1.2.1. f On hold for strategic reasons. to improve feedback collection by citizens .

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1.2.1.f The Activity included two ambitious tools in the FY 2018 work plan that aim to establish evidence-based oversight mechanisms. The first tool, Citizen Service Charters, is under development and was the subject of a staff training trip to Guatemala to visit USAID Nexos Locales and learn about their experience implementing the Charters. As a result of this trip, the Activity plans to implement Citizen Charter process models in the following quarter in three locations: in MANCOSOL, health provider, in Lempira, and in La Paz with a Water Management Board. After the pilot, lessons learned will be drawn to evaluate the viability of the tool. The second tool, Citizen Report Cards, was included in the work plan to establish a constant feedback mechanism between civil society and service providers. After learning from the experience in Guatemala, the Activity concluded that prior to developing the Citizen Report Card tool, service providers must be strengthened enough so that they can first achieve the commitments set out in the Citizen Charters. The Activity has determined the Report Card tool to be more relevant in FY 2019 after a stronger relationship between civil society and service providers is developed.

Activity 1.2.2: Grants that strengthen CSO capacity and enhance citizen efforts to increase evidence-based influence Launch and award comprehensive small grants to local Competition for 6 RFAs concluded, apparent CSOs. Some grants will be issued to specifically benefit awardees were identified. Four RFAs drafted 1.2.2. a women and vulnerable populations organizations in closing targeting women and vulnerable groups that are gaps of service delivery. pending revision following USAID comments. Strengthen CSOs and CCTs capacity to provide oversight 1.2.2. b by providing in-kind grants to not included in HLG’s small See in-kind grants section. grants program .

1.2.2.a The Activity made advances on 11 RFAs this quarter. Seven RFAs were launched during the first quarter of the current fiscal year for local CSOs to apply to assist citizens in carrying out social audits of service providers: six for target departments and one for a mentoring organization. Following Grants Evaluation Committee (GEC) meetings conducted in each regional office to evaluate the proposals received in response to these RFAs, six organizations were pre-selected to receive grants. Those organizations were then assessed with the Non-US Pre-Award Survey (NUPAS) and the Organizational Capacity Assessment Tool (OCAT), as previously mentioned under sub-activity 1.1.1.f. The Activity has identified a pre-selected candidate for the mentoring grant. All seven grants are expected to be signed during April or early May.

Four RFAs were developed to benefit women and vulnerable population organizations and submitted to USAID for review. The Activity is now revising the documents based on USAID’s suggestions and comments for a holistic approach, and aims to publish the RFAs next quarter once they have been approved by USAID. These four RFAs are for the following specific topics: Women’s Leadership in WMBs, Inclusion of Lesbian, Gay, Bisexual, Transgender, and Intersex (LGBTI) Peoples in Basic Education Centers (CEB), Migration Prevention in CEBs, and Inclusion of LGBTI Peoples in Citizen Participation.

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B) Result 2: Local Service Providers’ Performance Improved

Sub-Result 2.1 Accountability of service providers increased

Complementary to Result 1 efforts are activities to improve transparency and accountability measures implemented and institutionalized by service providers. Under Sub-Result 2.1, the Activity is targeting the important dynamic between supply and demand. If service providers and local governments can execute their role transparently, civil society will be better able to understand and interact with local authorities and be informed participants in decision-making. The Activity is working with central and regional institutions in each sector to not only improve knowledge of transparency and accountability mechanisms, but also introduce tools that facilitate service provider’s ability to provide evidence to civil society. With local governments, the Activity is coordinating a certificate with the IAIP to increase local government knowledge of transparent and accountable practices and adherence to the Open Government Plan. In education, a user- centered design approach is being implemented at the department and municipal levels of education to design ICT tools that improve department, municipal, and education network capacities to collect, report, and analyze data in accordance the regulatory framework. To institutionalize accountability mechanisms in mancomunidades , a transparency plan template has been created, which paves the way for the personalized plans which will be developed and deployed during the next quarter. In water and sanitation, advances have been made in the development of transparency and accountability training plans for WMB directives and Regulation and Control Technicians (TRCs). Regarding the citizen charter as an accountability mechanism for education and water and sanitation, the Activity further investigated the viability of this exercise by meeting with USAID Nexos Locales in Guatemala to learn from their experience. The activity will begin pilots of the tool during the next quarter. The Activity has recognized the need to improve synergy between Sub-result 1.2 and Sub-result 2.1. As a result, a consultant will be contracted to support technical teams in this area.

Activity 2.1.1 Improve local government and National Level NGOs capacity to implement and institutionalize accountability practices

The Activity has been coordinating the development of a Improve understanding of transparent and certification with the Institute of Access to Public Information accountable practices within municipal (IAIP). The two-month certification, imparted by the IAIP at the 2.1.1. a governments and implement mechanisms in José Cecilio del Valle University and validated by this academic accordance with tailored needs that strengthen institution, will result in 89 municipal transparency plans that adherence to the Open Government Plan. diploma participants will then implement. The certification will be developed next quarter . HO ICT STTA was approved, planning calls have taken place with 2.1.1. Improve communication and action regarding STTA, Civil Society Specialist, and Communications team to complaints related to service delivery in response develop work plan for implementation. ICT STTA will be in b to citizen oversight. Honduras during April to hold incubator with R1 and R2 technical teams regarding ICT applications . Replicate activity 2.1.2 with Municipalities who 2.1.1. c See Nutrition Section. act as nutrition service providers .

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Activity 2.1.3 Through several sub-activities, the Activity seeks to improve the following processes in the service of education: supervision, monitoring, human resources (HR), internal control, and knowledge management (which focuses on the Code of Ethics and the Protocol for Effective Meetings). Currently, the Departmental Education Directorate (DDE) are not following the regulatory framework or standardized formats for any of these processes. The activities detailed address these issues via technical assistance, which includes the development of standardized tools. Activities will use a replication approach, where one process is addressed per target department and then used as a model for others. While presenting the planned technical assistance, directors have expressed commitment to carry out replications. For a visual representation of these Process Models for replication, please refer to Annex 3 (please also refer to this annex for summary tables on the technical assistance provided to date at the departmental and municipal levels of the education service).

Code of Ethics updated. Standard Code of Ethics Improve adherence to Public Servant's Code of 2.1.3. a presentation developed, trainings delivered in Lempira, Ethics. Ocotepeque, and Santa Barbara . PER analysis completed, meetings help with DDE in Santa Facilitate more transparent and accountable PER Barbara to identify tools that could be developed to 2.1.3. b execution by municipal directors and network improve PER execution. Tool development will begin next directors. quarter. Increase access to informat ion and accurate data collection in real time, and show the progress An ICT tool was developed this quarter. Further Progress 2.1.3.c made by the Secretariat of Education's initiatives is temporarily on hold while the Secretariat of Education at the local level and publish local initiatives at the changes server management. central level. Staff members traveled to Guatemala to learn about the successful experience carried out by USAID’s Nexos Locales. A key lesson learned was to begin with a small subset of pilot charters to adapt the materials to local Establish Citizen Service Charters in coordination context. These pilots will begin next quarter in each 2.1.3.d with CSOs under Result 1 as a mechanism to service: water and sanitation, education, and nutrition. The promote transparency in education. pilots will take place with a DDE and education networks in Santa Barbara, in MANCOSOL, health provider, in Lempira, and in La Paz with a Water Management Board. After the pilot, lessons learned will be drawn to evaluate the viability of the tool.

2.1.3.a During the period, a standard presentation methodology of the Code of Ethics was developed for replication. This methodology includes key information, videos, cases and exercises. Presentations to department, municipal, and education network directors were carried out in Lempira, Ocotepeque and Santa Bárbara during the week of March 19-23. Network directors committed to providing this same training to the directors and teachers in education centers within their networks. A pre- and post-test was applied at these events to measure the knowledge gained by attendees. Authorities showed willingness and interest to participate throughout the event. Moreover, the Minister of Education considers this methodology valuable to improving the SE, and has therefore authorized that it be used at the decentralized level in the six DDEs.

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The Activity, in coordination with departmental education authorities, also updated the Code of Ethics into a more didactic and approachable version for service providers. The document was submitted to the Secretariat of Education (SE) for review and approval. Their response is pending. Once the SE approves the document, the Activity will provide 8-hour ethics trainings to education providers in targeted department and municipalities to provide them with the tools they need to adhere to the Code of Ethics. This finalization of the code of ethics and subsequent trainings represent a key step towards improving adherence to the code of ethics. During these trainings, officials will sign agreements demonstrating their commitment to the use of the document. Once the “user-friendly” code of ethics is in use, the Activity Regional Education Specialists will monitor the adherence to the code according to the agreements documented. At the close of the year, the Activity will host a “best practices” event to review implementation of the code and provide space for department, municipal, and network personnel to share experiences and lessons learned.

2.1.3.c The Activity worked on the development of a tool, designed by the Activity’s education and ICT specialists. Additionally, the Activity produced the access to information code and protocol documents that will be made available via the Integrated Administration System for Education Networks (SIARED). Advancement beyond this point is temporarily on hold, given that the positions that manage the SE’s server are undergoing changes and they have been unavailable for meetings to further develop the module.

Activity 2.1.4 Institutionalize accountability mechanisms in mancomunidad performance Replicate activity 2.1.3 with Mancomunidades who act as 2.1.4. a See Nutrition Section. nutrition service providers . Improve understanding of transparent and accountable Transparency plan template created. Personalized 2.1.4. b practices within mancomunidades . transparency plans under development .

2.1.4.b The Activity began participatory exercises with three mancomunidades, MAMCEPAZ, MAMLESIP and MANCOSOL to create personalized transparency plans. The template for the plan was reviewed and approved by the boards of directors and Intermunicipal Technical Units (UTIs) of each mancomunidad . The plans include the following elements: developing a transparency portal, promoting civil society’s right to access public information, improving procurement and hiring processes, designing and implementing a code of ethics and good governance principles, providing service to citizens, and frequent updates of financial information. Implementation of such plans are ongoing with the Activity technical assistance. The remaining 15 mancomunidades will complete this exercise by June 2018.

Activity 2.1.5 Institutionalize accountability mechanisms in water board performance Staff members traveled to Guatemala to learn about the Establish Citizen Service Charters in successful experience carried out by USAID’s Nexos Locales. A coordination with CSOs under Result 1 as a key lesson learned was to begin with a small subset of pilot 2.1.5. a mechanism to promote transparency in water charters to adapt the materials to local context. These pilots will management begin next quarter in each service: water and sanitation, education, and nutrition. The pilots will take place with a DDE 20 | FY 2018 // QPFR 2

and education networks in Santa Barbara, in MANCOSOL, health provider, in Lempira, and in La Paz with a Water Management Board. After the pilot, lessons learned will be drawn to evaluate the viability of the tool. Training plans developed in transparency and accountability. This training will be provided by ERSAPS in July to three WMB Promote good practices for transparency and directives per department and TRCs. This will then be replicated 2.1.5. b accountability in the provision of services of by TRCs to the rest of the target WMBs. Training will include: water and sanitation. accounting manuals and reporting, service rates, transparency, and accountability.

Sub-Result 2.2: Service providers’ capacity to manage service delivery improved

To achieve sub-result 2.2, the Activity has developed tailored technical assistance packages in water and sanitation, nutrition, and education sectors that are each in different stages of implementation. In each sector, the Activity is working with stakeholders at central and local levels to improve the processes and systems related to service delivery management. While the activities and technical assistance provided in each sector is tailored and unique to the needs of the specific service, the strategy behind each approach is similar. First, the Activity looks to facilitate and improve the role of central level institutions where possible in the training of trainers and replication of activities to promote sustainability. For example, the National Office of Integral Development for Internal Control (ONADICI) has been engaged to provide training to education authorities so that they can then monitor progress based on results and public accountability. Additionally, the Regulating Entity for the Service of Potable Water and Sanitation (ERSAPS) has committed to training municipal Regulatory and Control Technicians (TRCs in Spanish) to then provide technical assistance to Water Management Boards.

Second, the Activity is conducting pilots or process models in smaller sub-sets of municipalities to create economies of scale, draw lessons learned, and adapt accordingly. Demonstrating this, a systematization of Yamaranguila’s successful water quality program was completed this quarter so that it can be replicated by other municipalities next quarter.

Third, coordination between other Implementing Mechanisms (IMs) is pursued wherever possible to avoid duplication of efforts and maximize impact. In the areas of nutrition and WAS, the Activity has prepared joint events with USAID GEMA and USAID MERCADOS and ACS. Infrastructure activities are closely coordinated with the Honduran Social Investment Fund (FHIS).

The goal of activities under this sub-result aim to ensure that administrative and management systems, procedures, and protocols are created, functional, and utilized in a way that is compliant with regulation and meets the demands of each municipality and its populous. Whether it is through trainings, personalized technical assistance, or diploma programs, each activity under this sub-result works toward achieving this goal.

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Activity 2.2.1-2.2.4 * See Nutrition Section

Activity 2.2.5 Improve management and administrative capacity of education providers at three levels Strengthen supervision and management capacities of Departmental, Municipal, and Network Protocol for Effective meetings authorized for use by 2.2.5. a Directors to manage and administer the local the six DDEs, FORTA, and Minister of Education. education system . Improve the administrative procedures in human Process model for HR Management developed and 2.2.5. b resources management within Educational implemented in Copan. Departmental Directions . Activity has developed a draft of the methodological guide to provide HR training to 36 of their HR officers. Develop within Educational Departmental Following this, the SE’s staff has requested more time 2.2.5.c Directions the capacity to correctly manage human to understand the process given that they have new resources based on the law. personnel following the national general elections of November 2017 . Develop competencies for the decentralization of A grant is under development for a diploma focused on 2.2.5. d Educational Departmental Direction officials. decentralization. Disseminate policies and laws on servicing 2.2.5. e vulnerable groups through specific trainings for Trainings to be delivered next quarter. municipal directors and network directors .

2.2.5.a Supervision tools were developed have been validated internally with the Ocotepeque regional office (where the first event of this sub-activity will take place), and externally with the SE and Canadian-government-funded education project FORTA. Among those tools is the Protocol for Effective Meetings, which was completed and authorized to be used in the six DDEs by the Minister of Education, who considers it a valuable input to improve the SE. A consultant was also hired to provide directors with training on the topics over the course of 60 days, starting next quarter. The methodology designed under this sub-activity is part of the Process Model for the topic of Knowledge Management (please refer to Annex 3 for a summary of the technical assistance provided).

2.2.5.b The Activity has been developing the technical assistance for this sub-activity through a joint exercise with Copán’s DDE this quarter. The Human Resources Process Model will first be applied in Copan. This activity works to first standardize the HR management process according to law and then ensure that the processes are implemented properly at the department, municipal, and education network levels. Through a workshop with Copan Department Directors, an HR process flowchart was developed for talent management according to the law, and the regulatory framework was discussed. A second exercise will take place in April to standardize formats for permits, vacations, severance, retirement, and transfers. The goal is to develop materials that standardize and streamline HR management. Once the formats are finalized and uploaded into a digital tool, education personnel across departments will be trained, evaluated, and managed according to the legal framework established by the Secretariat leading to improved service delivery.

2.2.5.c In coordination with the SE’s General Direction of Human Talent (DGTH), the Activity has developed a draft of the methodological guide to provide HR training to 36 of their HR

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officers. Following this, the SE’s staff has requested more time to understand the process given that they have new personnel following the national general elections of November 2017. The training provided on this topic is meant to improve HR management at the central level so that it can match improvements at the local level, as sought under sub-activity 2.2.5.b.

Activity 2.2.6 Support internal institutional controls as all three education management levels Provide trainings on internal controls The Process Model for this topic has been developed and scheduled an establish preventative control for Ocotepeque’s DDE on April 17-18. This model will focus on measures in financial and 2.2.6. a analyzing the design of internal controls based upon the regulatory administrative areas at the three framework and the Service Management Index (SMI) that the Activity levels: Municipal, Departmental and applied to the six DDEs. Educational Networks . This sub -activity depends on the development of sub -activity 2.1.3.b Strengthen educational authorities' (see above), under which the tool for monitoring the PER is being ability to monitor progress based on 2.2.6. b developed. The Activity has also coordinated with the National Office results and public accountability at the of Integral Development for Internal Control (ONADICI) to provide three levels. training in May 2018 .

Activity 2.2.7 Strengthen inter-institutional collaboration between Educational providers Develop a protocol for the Educational Network 2.2.7. a Protocol developed. Boards to carry out meetings and assemblies . Establish synergies and coordination mechanisms Mayors and other authorities participated in meetings 2.2.7. b between mayors and local education authorities to to discuss key points such as infrastructure. seek complementarity in the execution of the PER . Organize between Educational Networks in each 2.2.7.c municipality exchanges of best practices focused on To be planned next quarter. innovation which can be scaled .

2.2.7.a The Activity revised the content and graphic design of the existing protocol for effective meetings to ensure it is an adequate tool that serves its purpose. The result is a more didactic document. Events to present the protocol to educational network boards have been scheduled for May 2018.

2.2.7.b This quarter, regional offices held meetings to discuss investments in education, particularly regarding infrastructure. Mayors and other authorities have participated, and the Activity will continue these initiatives to encourage synergies. In Ocotepeque, several mayors, the DDE and EUROSAN coordinated to provide meals in education centers, which include some that are located within the Activity’s target municipalities (please refer to Annex 2 for a summary of the technical assistance provided). While the meetings do not have an immediate impact on the execution of the PER, they have sparked a conversation between municipalities and education authorities with the goal of producing commitments to improve PER execution.

Activity 2.2.8 Provide in-kind grants to support improved service delivery * See in-kind grants section

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Activity 2.2.9 The Activity has provided this IM with its database of TBD Coordinate activities with Honduras Reading target educational networks, along with the work 2.2.9. a Activity to improve integral services in educational strategy that has been developed to assist these service networks. providers.

Activity 2.2.10 ( Mancomunidades ): Strengthen institutional governance in mancomunidades to improve their capacity as both technical assistance and services providers Foundational work was carried out to explain the importance of this technical assistance to 17 out of the 18 Provide personalized technical assistance that target mancomunidades, defining the dates on which the includes joint working sessions (HLG and assistance will be provided. Assistance will include creation 2.2.10. a mancomunidad management) to consolidate the of work sessions to consolidate strategic vision and legal strategic vision of the participating mancomunidades. framework, organization of internal roles and responsibilities, improve budgeting and operations procedures. Joint work sessions with mancomunidades CRA, Improve decision making and institutional 2.2.10. CODEMUSSBA, HIGUITO, MUNASBAR and PUCA to sustainability by analyzing and improving emphasize the importance of this analysis and for the b organizational structure. organization of strategic committees . Preliminary discussions held to develop a personalized Consolidate planning and budget process in 2.2.10. c operational planning and budgeting tool for eight mancomunidades. mancomunidades . Improve the operative and strategic management in 2.2.10. d the mancomunidad , by designing and implementing a Efforts will begin next quarter. processes manual. Institutionalize internal controls and audit 2.2.10. e Efforts will begin next quarter. standards . Improve the institutional development in mancomunidades through follow-up and evaluation 2.2.10. f Efforts will begin next quarter. mechanisms that measure the management's effectiveness. Develop a pilot experience in the Intermunicipal Publication of an Expression of Interest (EOI) request for a Council Higuito, that includes an improvement consulting firm that can support HIGUITO in implementing proposal of: Reorganization of the operative quality management system ISO 9001:2015. Two local firms 2.2.10. g structure, design, and implementation of processes, have presented offers, and the Activity will open the good governance practice institutionalization, competition once more in April so that more local firms can planning, management, follow-up, evaluation, and apply. accountability; among others.

During the period, six work plan agreements were signed in February with AMFI, CAFEG, CODEMUSSMA, CRA, MAMUNI and MANCORSARIC. As a result, technical assistance planning commenced this quarter in all 18 mancomunidades . These organizations represent a unique partner for the Activity as they are both receptors and providers of technical assistance. As the technical support branch to municipalities, mancomunidades work to support areas such as financial management, accountability, and infrastructure management . To provide this support sufficiently, the mancomunidades themselves must lead by example. This requires assistance from the Activity in improving their strategic vision, internal control, transparency, and financial management. For example, the Activity plans to involve the mancomunidad inter-municipal financial units in trainings and technical assistance provided to municipalities related to procurement, tax collection, and budgeting so that the mancomunidades benefit from the training, but are also seen as useful resources to the municipalities in this area. The Activity is also assisting mancomunidades to advocate for their services so they can increase funding received from the

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municipalities. By strengthening the mancomunidades and promoting their role as technical support unites to municipalities , they will be able to sustain results achieved beyond the Activity’s period of performance. It is important to strengthen the internal capacity of the mancomunidades during FY 2018, so that in years 3 and beyond the activity can rely more heavily on mancomunidade s as technical assistance providers . An overview of the steps toward technical assistance is provided in Annex 4 by mancomunidad .

2.2.10.a Foundational steps to begin technical assistance were taken with 17 out of the 18 target mancomunidades this quarter (MAVAQUI) has been unable to establish its Board of Directors due to a statute issue they are addressing therefore assistance will be provided to them next quarter). These initial steps involved developing a personalized work plan for each mancomunidad , which outlines the joint work sessions that will be carried out to consolidate strategic visions. Additionally, meetings were held with 10 mancomunidades to consolidate the legal framework and strategic vision so that their general assemblies and board of directors can assume organizational roles and attributions according to their statutes, norms, and procedures. An immediate result of these meetings has been the reorganization of tasks within the organizations. For example, the board of directors acknowledged that it had been erroneously assuming the responsibilities of approving accountability reports, general budgets, and the operational plan. According to the legal framework, these tasks belong to the general assembly.

2.2.10.b During March, regional offices carried out joint work sessions with mancomunidades CRA, CODEMUSSBA, HIGUITO, MUNASBAR and PUCA to emphasize the importance of the analysis of strategic plans and for the organization of strategic committees. Members of these committees will include mayors, municipal council members, and municipal technical staff of all member municipalities that make up each mancomunidad (five members in total). The goal of these committees is to effectively guide the mancomunidad according to the institutional vision and pass on knowledge to the rest of the organization’s members, creating a multiplier effect.

2.2.10.c The Activity has provided technical assistance to develop a personalized operational planning and budgeting tool for eight mancomunidades . These eight organizations are adapting their existing planning according to this tool.

Activity 2.2.11 Technical support to improve mancomunidad capacity as health managers * See Nutrition Section

Activity 2.2.13 Design and supervise infrastructure activities to improve service delivery Promote communication among Decentralized Health Providers, the Health Secretariat, and the 2.2.13. a See Nutrition Section. Health Sanitary Regions to develop National Early Childhood Registration practices . Establish coordination round tables with The Activity met with ACS and ACCESO a MERCADOS this Decentralized Health Providers in conjunction 2.2.13. b quarter to discuss the coordination of these roundtables (see with USAID ACCESO a MERCADOS and ACS Annex 8 for details on the outcomes of these meetings). Activities.

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Provide kits to Nutritional Care Centers within 2.2.13. c the coordination framework with USAID See Nutrition Section. ACCESO a MERCADOS and ACS Projects . Provide kits for the implementation of the AIN - C strategy in identified communities with the 2.2.13. d UGD within the coordination framework with See Nutrition Section. USAID ACCESO a MERCADOS and ACS Projects .

Activity 2.2.14 Improve quality of water service provision Improve the performance of AJAAM, COMAS, USCL and water management boards through development Coordination meetings held and proposal for 2.2.14. a and implementation of a local policy and strategy in technical assistance was submitted by CONASA, water and sanitation that articulates the service in an SANAA, and ERSAPS. efficient manner. In the next quarter HLG will train UMA/TRC technical specialists so they can replicate the trainings Improve the management capacity from waterboards 2.2.14. b for WMBs. The TRC certification provides validation for them to provide better service. at the national level so the WAS service can be regulated .

2.2.14.a The Activity held coordination meetings with the technical teams of CONASA, the National Autonomous Aqueduct and Sewage Service (SANAA), and the Regulating Entity for the Services of Potable Water and Sanitation (ERSAPS) to launch this activity. They have submitted a technical assistance and financial proposal to develop local policies. The Activity also sought information on the status of public policies in municipalities that have COMASs and USCLs. By promoting the role of CONASA, SANAA, and ERSAPS in the development of local policies and the management of water and sanitation services at the municipal level, the Activity is working to create a sustained relationship between the central and local institutions involved in water service management. CONASA is ultimately responsible for ensuring that municipalities have a public water policy according to law, but lacks funds to support mobilization to each municipality to develop these policies. The Activity found that there are 20 draft local policies completed by CONASA, but that require updates, presentation and validation with civil society, and approval by municipalities. The remaining 69 municipalities do not have public policies. As a result, the Activity will provide logistics support to permit the finalization of these policies. The local water and sanitation policies provide a roadmap for efficient, compliant, and transparent service delivery. Following the completion of the policies, the Activity, along with the three national institutions, will work to ensure that the policies are followed and monitored by civil society and municipal actors.

Activity 2.2.15 Improve quality of water service provision

Systematization developed and shared with regional offices. Each RO will nominate one municipality next quarter for an exchange Strengthen Yamaranguila’s program of water tour to Yamaranguila. Through the 2.2.15. a quality and systematize the experience to replicate systematization, the Activity identified areas in other target municipalities. for improvement that will be addressed through a sustainability plan implemented in subsequent quarters.

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Improve the quality of water for human consumption through the implementation of a 2.2.15. b Planning to begin next quarter pilot experience about the operation of chlorine banks in target municipalities .

Activity 2.2.16 Establish an agreement between HLG, ERSAPS, and SANAA, to develop complementary activities of technical assistance at the local level Negotiations regarding coordination Establish an agreement between HLG, ERSAPS, and SANAA, to 2.2.16. have begun. In the next quarter, the develop complementary activities of technical assistance at the local Activity hopes to confirm the a level. mechanism of agreement.

Activity 2.2.17 Coordination activities to improve water service providers management capacity Support water management boards for the Coordination activities took place with regularization of their legal status, through a 2.2.17. a CONASA, ERSAPS, SANAA, and GEMA. The paperwork process that allows the granting of legalization process will start next quarter. legal status. Coordinate with USAID/GEMA in municipalities Joint GEMA/HLG activity: “Water Day: where both are present to develop actions with Knowledge Fair for the Sustainable 2.2.17 b an integral focus for the strengthening of water Management of Water,” was held in management boards. Ocotepeque on March 22 .

2.2.17.b Three meetings were held with GEMA in Tegucigalpa, and an initial overlap has been done to define where the activities can collaborate to strengthen WMBs. Technical roundtables have been established in Ocotepeque, and roundtables for Copán and Lempira are being developed. It is expected that each target department will have a roundtable.

The Ocotepeque roundtable has already produced results, developing the event “Water Day: Knowledge Fair for the Sustainable Management of Water,” held on March 22. One hundred and sixty-six individuals participated including representatives from GEMA, World Vision, USAID Mercados, local government, service providers, and over 40 different civil society organizations. The event served to promote sustainable management of water services, sensitize the population on the need to conserve water, contribute to a change in behavior related to water use, and promote a space for dialogue and decision-making between civil society and service providers. This is the same event that is described under sub-activity 1.1.5.a. The other regional offices will carry this out next quarter. Copán met with GEMA this quarter to coordinate an event (more information in Annex 8). The Activity was able to draw lessons learned from this first event to apply to the remaining departments.

Activity 2.2.18 Provide in-kind grants to support improved service delivery * See in- kind grants section

Activity 2.2.19 Design and supervise infrastructure activities to improve service delivery

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5 of 7 submitted pre -feasibility studies approved, 58 Complete and deliver the final designs of a 2.2.19. a pre-feasibility studies completed and under final minimum of 20 infrastructure projects. review by the Activity before submission to USAID. Conduct direct and indirect supervision of 2.2.19. b Pending based on 2.2.19 a. construction of infrastructure projects .

2.2.19.a This quarter, seven pre-feasibility studies were submitted to USAID. Five studies were approved for design and the remaining two will be re-submitted promptly. Seven additional pre- feasibility studies are in final stages of preparation prior to submission to USAID. The Activity has also completed 58 pre-feasibility studies of potential infrastructure projects, out of which six additional projects will be pre-selected and submitted to USAID for approval; the goal being completion of 20 designs during Year 2. The Activity aims to select the remaining six proposed infrastructure projects based on performance-based criteria applied to municipalities, rewarding those that demonstrate commitment to their work and actively improve their performance. To select the infrastructure projects for FY 2019, the Activity is developing a holistic approach to reach an entire education network, instead of only one center within the network. This approach will be implemented during the remaining quarters of FY 2018 as the Activity begins preparations for the next year’s designs.

Also during this quarter, a purchase order for a firm to design 14 of the first 20 projects was finalized, and an IQC to hire a firm to design and provide complementary supervision to the remaining six projects entered the final stages of negotiation. The Activity has also continued to meet with the Honduran Fund for Social Investment (FHIS), which may be constructing the first designs (see Annex 8 for details). Given the many actors involved in the selection, design, and supervision of these projects, the Activity also designed a flowchart that outlines the coordination and communication to follow to maintain a quality control plan.

Sub-Result 2.3: Local governments’ administrative management capacity increased

The activities under this sub-result work to strengthen key capacities that will permit local governments to improve their ability to manage services. Initiatives target human resource management; financial management including budgeting, tax collection, and procurement; and inclusion of women and vulnerable populations in decision-making. Additionally, since 2017 was an election year, the Activity is also supporting local authorities during and following the transition of municipal leadership.

In human resource management, the Activity is supporting the Secretariat of the Municipal Career Law (SETCAM) to implement the Municipal Career Law and strengthen the municipal civil service. The Activity is promoting adherence to the law through technical assistance with the goal of reducing municipal turnover, mass dismissals following elections, and transparency in personnel management. The Activity has seen important changes in political will throughout this process as mayors show their willingness to comply with the law. For example, in San Pedro de Copan, the mayor funded costs associated with hiring external lawyers to register his staff in the

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RENTCAM system. This demonstrates commitment to supporting the municipal civil service and managing personnel according to regulation.

During the transition and transfer of local authorities, the Activity assisted the preparation of 89 Municipal Management Reports and the presentation of these reports to civil society. This support allowed management and financial data from the previous four years of administration to be documented according to legal requirements and passed on to the next administration. The Activity will build on this effort to train and monitor re-elected and newly elected officials as they begin their terms.

Progress has also been made toward increasing financial, budgetary and tax collection capacities of municipalities. The Activity has worked to create synergies with central level institutions such as the TSC, the National Office of Procurement and Acquisitions (ONCAE), ONADICI, and AMHON to strengthen several financial management capacities. Implementation will build upon these synergies through intensive implementation during the next quarter.

This quarter, the Activity prepared to send elected female mayors to an event on gender inclusion in local policies in Cuenca, Ecuador and is developing a university certification program. 4 The Activity is also preparing tools and a technical assistance plan for Municipal Women’s Offices (OMM) to strengthen their internal capacity and ability to advocate on behalf of women and vulnerable populations.

Activity 2.3.1 (Local Governments) Improve municipal human resources (HR) systems affecting service delivery 45 out of 48 municipalities had approved manuals at Finalize the design and delivery of CAM manuals in the beginning of the quarter. During the quarter, two 2.3.1. a municipalities that do not have the manual and additional municipalities approved their manuals, where activities started in FY 1. leaving one remaining municipality pending approval- Copan Ruinas . Review and update and print CAM manuals in specific areas: a) organizational structure and job 60% of CAM manuals (125 out of 205 across 25 2.3.1. b functions; b) posts & salaries; c) recruitment and municipalities) are updated. selection; d) Support municipalities in implementation of the Municipal Administration Career manuals, with Implementation of CAM manuals achieved in 28 2.3.1.c special emphasis on the establishment of the CAM municipalities. service. 1) Five generic manuals covering the implementation of the CAM Law, serving the 298 municipalities of Honduras, were updated. 2) 2500 copies of the Law and Regulation of the Municipal Administration Career were printed for distribution to municipal councils. 3) Strengthen SETCAM capacity to better carry out the Consultant completed updates to the career’s 2.3.1. d mandate to fully implement CAM in the targeted technical norms for registration. 4) 16 events were municipalities. held in February and March in all six target departments providing overview of the role of the municipal council. 5) HR system installed in five more municipalities this quarter, as mentioned in sub-activity 2.3.1.c. 6) SETCAM’s website has also been given maintenance and updating this quarter.

4 This event is set to take place in May 2018. 29 | FY 2018 // QPFR 2

Support the SETCAM to strengthen the Municipal 2.3.1. e In-kind grant to support SETCAM was approved. Development Institute .

2.3.1.a As reported the previous quarter, three municipalities did not approve the Municipal Administration Career (CAM) manuals that were designed and delivered by the Activity –Lepaera and San Rafael in Lempira, and Copán Ruinas in Copán. During this quarter, both Lepaera and San Rafael reviewed and approved the pending manuals, however Copan Ruinas did not.

2.3.1.b In 25 municipalities this quarter, the Activity updated 60 percent (125 of 205) of customized 2010-2013 CAM manuals according to regulations. The majority of manuals required updating in the sections pertaining to Organizational Structure and Job Functions, and Recruitment and Selection. These revised manuals are now pending approval by municipal councils.

2.3.1.c The implementation of CAM manuals was achieved in 28 out of the 89 target municipalities this quarter. Updates made to existing manuals (as mentioned under sub-activity 2.3.1.b) were approved in nearly all municipalities (Lempira municipalities are still in process). The local monitoring commissions were also organized in each municipality so that they can provide follow-up to the implementation of the manuals. The Committee of Technical Support for the implementation of the Municipal Administration Career was also organized. Municipal employee resumes and other documentation was also reviewed to ensure they meet the requirements to register in the National Registry of Municipal Administration Career Technicians (RENTCAM), and the Technical Secretariat for the Municipal Administration Career SETCAM is reviewing which of these employees are subject to the CAM Law so they can be registered. This quarter, employees were registered in five new municipalities, making a total of 10 municipalities with registered employees thus far.

2.3.1.d Several actions to strengthen SETCAM occurred this quarter. First, five generic manuals covering the implementation of the CAM Law, serving the 298 municipalities of Honduras, were updated this quarter. Second, 2500 copies of the Law and Regulation of the Municipal Administration Career were printed for distribution supporting SETCAM’s efforts to diffuse the law and improve its implementation. Third, the consultant provided to the SETCAM by the Activity has completed updates to the career’s technical norms for registration. Fourth, 16 events were held in February and March in all six target departments titled “Induction to Authorities on the CAM Law,” which provided authorities with an overview of the role of the municipal council. The events were well attended by 473 members of municipal councils. Fifth, the HR system was installed in five more municipalities this quarter, as mentioned in sub-activity 2.3.1.c. Sixth, the SETCAM’s website has also been given maintenance and updating this quarter. Finally, the Activity is preparing to carry out the salary scale study. Annex 5 shows advancements in the different factors that contribute to the establishment of the CAM service

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2.3.1.e This quarter, equipment was purchased to improve SETCAM functions, particularly the Virtual Classroom. This includes items such as chairs, desks, copy machines, desktop computers, a scanner, and equipment to record tutorials. The equipment will be provided as soon as all items purchased have been received by the Activity.

Activity 2.3.2 Support Honduran governments in the successful transition of municipal authorities Support the implementation of the transition process and the 2.3.2. a transfer of municipal governments by providing municipalities with Completed this quarter. technical assistance to prepare management reports. Improve capacity of incoming municipal authorities and engage Two of 14 events held with 65 2.3.2. b them on HLG key issues through a series of regional workshops participants. aimed at technicians and municipal councils. Conduct a study tour for targeted elected mayors to expose them 2.3.2.c to best practices in local government services delivery in other Planning will begin next quarter. countries . Strengthen decision -making capacities o elected female mayors and Participant trainin g trip approved for 10 women elected to municipal councils to advance outcomes female mayors and 2 additional members 2.3.2. d consistent with gender equality and female empowerment and from AHMON and SGDJ to travel to inclusion of vulnerable populations . Cuenca, Ecuador next quarter.

2.3.2.a Transition and transfer activities concluded on February 9 of this quarter. Technical assistance to develop the Municipal Administration Reports was provided to each of the 89 target municipalities through a joint effort by the Activity’s 27 specialized consultants, central, and regional office staff. The Activity also coordinated with the Secretariat for Governance, Justice and Decentralization (SGJD) and the Association of Honduran Municipalities (AMHON). In particular, the SGJD assigned three technicians from the Direction of Municipal Strengthening to supervise the transition and transfer process. The Activity attempted to coordinate with the Interinstitutional Commission for the Decentralization of the State of Honduras (CIDEH), but this organization is undergoing internal change thus inhibiting joint efforts during the transition and transfer months.

At the municipal level, the Activity first guided municipal authorities in issuing the agreements that allow the start of the transition and transfer process. Following this, joint efforts assisted outgoing and incoming authorities in drafting the report required by law, which details managerial, technical, and financial performance during the 2014-2018 term of government. This process led to the completion of 89 reports that were presented during open council meetings, allowing the transition and transfer process to be conducted according to law, despite the nation-wide difficulties that resulted from the November 2017 general elections. As reports were presented and the timeline and methodology of the transition and transfer manual was applied, the Activity’s staff noticed areas of improvement for this manual, which will be provided as recommendations to AMHON for future revisions. This activity, which targets the “supply” of local governance, complements sub-activity 1.1.4.b, targeting the “demand” from civil society.

2.3.2.b This activity consists of two modules: The Legal and Institutional Framework for Municipal Councils and Transparency Module and the Citizen Participation and Association in

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Municipal Administration Module. The first module is divided in two blocks: the first provides an overview of institutionalism in the municipal sector, and the roles of the SGJD, AMHON and the National Audit Institution (TSC), while the second block reviews the main aspects of the Contracting Law, Municipal Law, and the Decentralization Law. While the Decentralization Law has not yet been sanctioned by the President, it was included in this training so that the municipalities understood its importance and could also request that the law be finally approved. The second module reviews transparency, citizen participation, parliamentary norms, municipal associations, and gender and social inclusion. Two events were held this quarter for the first module in Marcala and La Paz (La Paz) and two in Intibucá (Intibucá), out of 14 planned events. In La Paz, an average of 65 participants attended, including mayors, vice mayors, and municipal council members. In Intibucá, an average of 43 participants attended. Inter-institutional participation at this event included AMHON, SGJD and TSC. Plans have been developed so that 11 events can take place in April and May for the first module in the remaining departments. It is expected that four workshops on transparency, citizen participation and municipal associationism can take place in June, and the 30 workshops will be completed by July. Following these trainings, the Activity’s Regional Local Governance Specialists will conduct follow-up evaluations and provide direct technical assistance to municipal councils to ensure they are using the knowledge acquired during these trainings.

Activity 2.3.3 Increase Financial, Budgetary and Tax collection capacities of municipalities Contribute to the modernization of the A consultant was hired this quarter for this process, and was sent to management of urban and rural land registers 2.3.3. a the field during the last week of March to begin work. The remaining (cadaster) based on the progress of the consultants have been identified and will be hired next quarter. selected municipalities. Strengthen technical capacities to improve tax management to achieve a sustained A consultant was hired this quarter, and the remaining consultants will 2.3.3. b increase in local revenues and promote be hired next quarter. increased investment in service delivery . Improve municipal administrative - financial The process to hire consultants is underway. Four consultants have 2.3.3 c management. been identified and are undergoing the evaluation process to be hired. This diploma program will be conducted in coordination with the Improve the capacity of municipal internal Supreme Audit Institution (TSC). Pending the signing of an MOU 2.3.3. d auditors. between USAID and the TSC, the Activity will launch the diploma program during the next quarter. The Activity has coordinated with ONCAE for this sub-activity. The idea is that this entity will provide training on the National Support municipalities to better implement Procurement Law, and details will be further developed next quarter. 2.3.3. e the National Procurement Law. As a product of this training, Municipal Procurement Committees will be created and receive training and direct technical assistance from the Activity . The decision was made to focus efforts on the SAMI system instead of Strengthen capacities to implement the SAFT based on Mayor preference. The Activity is considering working 2.3.3.f financial information system modules with an AMHON-developed link to connect SAMI to other systems, currently implemented in the municipalities. as this may be a solution to provide integral assistance under this sub- activity. Conversations were held with the National Office of Integral Strengthening of the local government's Development and Internal Control (ONADICI) this quarter to 2.3.3g service delivery maintenance and revenue coordinate assistance for municipal internal auditors. It was found that collection plans. not all municipalities have auditors, so this sub-activity will only be possible in 40 target municipalities.

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*The Inter-Municipal Finance Units located within the mancomunidades will take part in trainings and technical assistance provided under this activity as they are the unit that provides direct support to municipalities in the area of financial management.

Activity 2.3.4 Improve municipalities' technical capacity to understand and streamline gender and inclusion activities University certification program under development for at Strengthen municipalities capacities to incorporate least 45 municipalities. Mayors will provide approval for 2.3.4. a gender and vulnerable populations in the decision- OMM staff to attend program. Additionally, the study tour making process in municipal public policies. mentioned in 2.3.2d will support this activity.

Activity 2.3.5 Technical support to improve municipality capacity as health managers (Nutrition) Strengthen management and operational capacity related 2.3.5. a to planning, administration, monitoring and evaluation to Efforts will begin next quarter. improve service management . Create nutrition -related HR -profiles in manuals to 2.3.5. b strengthen nutrition services in Decentralized Health Efforts will begin next quarter. Providers . Strengthen the agenda of Decentralized Health Providers An initial presentation on nutrition as a service was 2.3.5.c through monthly meetings with the Food and Nutrition provided to the municipality of Belén Gualcho, which is Security Boards . a decentralized health provider.

Activity 2.3.6 Coordination activities to improve local government administrative management capacity *For 2.3.6.a-d, see nutrition section This activity continues, but not in Strengthen technical capacities of municipal OMM, UTM and/or Unit of coordination with GEMA. GEMA has 2.3.6. e Community Development to advance outcomes consistent with gender provided a tool to assess OMMs and equity or female empowerment and inclusion of vulnerable groups. the Activity will provide subsequent technical assistance.

2.3.6.e The Activity met with the GEMA to further develop a tool to inspect the status of OMMs, which will be applied in April. During this meeting, GEMA announced that they will no longer be working with OMMs given that they will focus on WAS and municipal governments. They will continue to contribute to gender equity and adopt the Activity’s efforts toward gender in their implementation. As a result, the 35 OMMs that were considered for assistance will now only be receiving direct assistance from the Activity. Once the tool is applied and evaluated, technical assistance will focus on promoting gender equality throughout municipal planning, budgeting, and management via one-on-one assistance from Regional Office Specialists and the Gender and Inclusion team in Tegucigalpa. In the next quarter, the Activity will begin this assistance by conducting a training with 89 OMMs on gender equality in municipal development. At this point, the Activity is waiting for the new OMM directors to take office, given that incoming mayors designated new personnel for these positions, and they have yet to begin working.

Activity 2.3.7 *See in-kind grants section and 2.3.1.e

2.3.7.a *See in-kind grants section

Activity 2.3.8 Efforts toward strengthening road maintenance organizations in places where the national road fund does not work will begin next quarter.

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Activity 2.3.9 Improve service provider and local government capacity to stimulate local economic development Coordination began with SGJD this quarter to develop Local Economic Development (DEL) activities in the selected municipalities. The Activity and SGDJ agreed to hire consultants to provide follow-up to these activities in the field. All other efforts will begin next quarter.

Activity 2.3.10 Improve service provider and local government capacity to strengthen waste management Regional offices approached the educational networks they have selected for this activity. Six education networks were selected for the pilot activity, one per department. The networks were selected based on those that have demonstrated the implementation of best practices. At the close of the quarter, the technical approach for the implementation of these sub-activities is still under development. During the next quarter, the approach will be finalized and implementation will begin.

C) Crosscutting Activities: The Honduras Local Governance Activity Internship Program

Completed this C.1 Conduct a mid-term evaluation of the HLG Internship Program. quarter Completed this C2 Start the first cohort of Interns in Tegucigalpa (total of 6). quarter Completed this C.3 Develop a sustainability strategy in support of the first cohort of interns (36 in total). quarter Based on the lessons learned drawn from the first year of the Internship Program, design Efforts to begin next C.4 and launch the second cohort of interns. quarter Conduct a final evaluation for the HLG first cohort of Interns and initiate the two -week Efforts to begin next C.5 training process (Incubator) for the second cohort. quarter Efforts to begin next C.6 Second Cohort of Interns initiate the Internship. quarter

Activity C.1 The Activity carried out workshops between February 21-23 in the Tegucigalpa office with the first cohort of interns and mentors. Upon completion, the Gender and Inclusion team provided evaluation feedback to regional office managers and mentors so that the next six months of the internship program could be modified according to best practices, achievements and limitations. 5 More information is provided related to the learning and adaptation following this evaluation in Annex 7 . Special attention was given to modifying learning plans of some interns whose evaluations did not evidence as much progress.

Interns have continued growing professionally and personally; some are enrolled in university studies and some have started their own businesses. Four are enrolled in private universities, and 14 have taken the National Autonomous University admission test. Before the internship, only

5 The La Paz office could not be visited to provide feedback due to time constraints, and it will be visited next quarter. 34 | FY 2018 // QPFR 2

3.3 percent of interns had taken a university admission exam, whereas now 50 percent are aspiring to obtain a university degree.

While the interns were in Tegucigalpa for their evaluations, USAID requested that a representative group of interns meet the Mission Director to share the impact the program has had on their lives. During this meeting, interns proposed that the program be replicated in other USAID initiatives so that more youth in situations of social exclusion can get an opportunity to increase their knowledge, abilities, and opportunities to join the workforce.

To continue to encourage interns in their daily performance, the Activity announced the winners of the Intern Challenge in January, which was a competition to reward the 12 best-performing interns with an opportunity to spend a week in another office to enhance their learning experience. The selection process was based upon a performance review done by regional office managers and mentors, as well as an essay where interns analyzed growth in the following competencies: technical, behavioral, academic, reading, professional, and community commitment. Six interns were rewarded with a week in the Tegucigalpa office, and the other six participated in a regional office exchange.

Activity C.2 The Tegucigalpa office internship was successfully inaugurated this quarter with six interns. These interns were selected from a pool of 2,000 applicants. Of the cohort, one intern could not gain access to work or education, women, a young mother, a person with disabilities, a returned migrant, and a person who identifies as LGBTI. Each intern serves one of the following areas of the Activity: nutrition, other services, civil society, grants, M&E, and regional office management. These interns began with a week-long incubator program where they received an introduction on the internship program, all areas of the Activity, and customized introductions from mentors. Interns are now successfully integrated into the Tegucigalpa office.

Activity C.3 Aside from providing a professional work opportunity for interns, the Activity seeks to assist interns in developing personal and professional plans. A personalized strategy was developed for 30 interns this quarter during the evaluation process described under Activity C.1. This strategy was discussed with mentors as well, so they can consider these goals during the remainder of the internship. The plans aim to assist the interns in entering the labor market, pursuing academic goals, or entrepreneurship upon the completion of the internship. The remaining six interns from the Tegucigalpa office develop these plans once they reach the mid- year evaluation in June 2018.

Nutrition Activities Since many nutrition activities are replicated across service providers, this section serves to discuss the progress of activities related to mancomunidades, municipalities, and NGO nutrition services providers. It is important to note that nutrition-related activities have progressed slower than other sectors due to the following reasons: uncertainty in the continuity of all health

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managers targeted, little coordination and guidance on the part of the UGD, and the need to achieve coordination at the SESAL higher level.

Sub-Result 2.1 Accountability of service providers increased

Activity 2.1.1.c, 2.1.2, 2.1.4.a Institutionalize accountability mechanisms in nutrition provider performance

Staff members traveled to Guatemala to learn about the successful experience carried out by USAID’s Nexos Locales. A key lesson learned was to begin with a small subset of pilot charters to adapt the materials to local context. These pilots will begin next Establish Citizen Service Charters in coordination with quarter in each service: water and sanitation, 2.1.2. a CSOs under Result 1 as a mechanism to promote education, and nutrition. The pilots will take place transparency in nutrition. with a DDE and education networks in Santa Barbara, in MANCOSOL, health provider, in Lempira, and in La Paz with a Water Management Board. After the pilot, lessons learned will be drawn to evaluate the viability of the tool. The Activity is searching for a consultant to develop Improve transparency in the purchase of supplies, a Manual of Processes and Procedures and a Manual 2.1.2. b equipment, and medications. of Procurement for decentralized health providers. Efforts will continue next quarter. This sub -activity cannot begin until the Manual of Processes and Procedures is updated. Therefore, this has been delayed while the Activity works to identify Strengthen Decentralized Health Providers in the use of a consultant to address 2.1.2.b (above). Efforts will 2.1.2.c the Purchase and Supply Manual to improve transparency begin next quarter, given that the updating of the in their procurement processes. Manual of Processes and Procedures is what will enable the updating of the Purchase and Supply Manual .

Sub-Result 2.2: Service providers’ capacity to manage service delivery improved

Improve the management and operational capacity of Decentralized Health Providers 2.2.1. a Strengthen management and operational capacity related to planning, Efforts will begin 2.2.11.a administration, monitoring and evaluation to improve service management. next quarter. 2.3.5. a 2.2.11.b Create nutrition-related HR-profiles in manuals to strengthen nutrition services Efforts will begin 2.3.5.b in Decentralized Health Providers. next quarter. Establish an effective relationship with the Health Secretary to design and Coordination 2.2.11. d implement the protocol to certify mancomunidades who are managers in primary meetings were held health services and nutrition. with SESAL.

Activity 2.2.11.d. Coordination meetings were held with SESAL. At this meeting, the Activity proposed the development of a Manual of Processes and Procedures for Health Providers, which will ultimately also assist in preparing mancomunidades for certification by the Secretariat

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according to ISO 9001 quality standards. The Secretariat has formalized the requirements for certification as a health provider, however the process remains unclear to health providers. The Activity is waiting for a response from the UGD to move forward in the development of a protocol for mancomunidades.

Strengthen inter-institutional communication and coordination of Decentralized Health Providers Strengthen the agenda of Decentralized Health Providers Presentations delivered to three health providers 2.2.2. a through monthly meetings with the Food and Nutrition to introduce nutrition in food security 2.3.5.c Security Boards . roundtables .

In the previous quarter, the Activity determined that it was more effective to work with Municipal Health Roundtables instead of regional food and nutrition security boards. The municipal roundtables present an opportunity to have decentralized health providers work more closely with their municipality on nutrition-related issues. These roundtables are required by the Secretariat of Health as a responsibility of decentralized health providers, however in many cases the roundtables are not held, and when they are they rarely discuss nutrition services. This quarter, the Activity developed the strategy to introduce the topic of nutrition in agendas of municipal health roundtables. As part of the strategy, pilot presentations on nutrition were carried out at the roundtables whose members include health providers MANCOSOL, and the municipality of Belén Gualcho, Ocotepeque. Following this meeting, the health providers agreed to hold a subsequent meeting to establish a nutrition agenda. This agenda will solidify the strategy of the health providers and identify commitments between the health providers and the municipality. The same will be done with other providers next quarter. The roundtables provide a space for municipalities, decentralized health providers, and civil society to share information and contribute to participative decision making.

Coordination Activities to improve management and operational capacity of Decentralized Health Providers HLG nutrition and ICT specialists began coordinating to develop a data collection Promote communication between Decentralized 2.2.3.a application on early childhood registration in Health Providers, the Health Secretariat, and the 2.2.13.a coordination with SESAL. The National Early Health Sanitary Regions to develop National Early Childhood Registration Practice format 2.3.6. a Childhood Registration practices. (SINOVA) will be used. Development of this application will be coordinated with the UGD. 2.2.3.b Establish coordination round tables with Coordination with both IMs occurred in Decentralized Health Providers in conjunction Ocotepeque and Copán, resulting in joint 2.2.13.b with USAID ACCESO a MERCADOS and ACS presentations to beneficiaries and determining 2.3.6. b Projects . areas of joint work (see Annex 8 for details) . The Activity and ACS worked together to identify those CENs that are not receiving ACS assistance. It was found that some decentralized health providers have capability of creating new CENs 2.2.3.c Provide kits to Nutritional Care Centers within that the Activity could then assist. The two USAID 2.2.13.c the coordination framework with USAID IMs carried out field visits between February 26 ACCESO a MERCADOS and ACS Projects (In- 2.3.6.c and March 2 to better understand the experience Kind Grants). of CENs. The Activity determined that the creation of new CENs was not in its scope of as it would not directly impact the nutrition service delivery systems.

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Coordination with UGD in 26 communities that are within the Activity’s zone of implementation occurred. A cost analysis of these kits was Provide kits for the implementation of the AIN-C completed. Information to replicate the AIN-C 2.2.3. d strategy in identified communities with the UGD strategy was also obtained from USAID ACS and 2.2.13.d within the coordination framework with USAID MERCADOS, which focused on the amount of ACCESO a MERCADOS and ACS Projects (In- 2.3.6. d decentralized health providers that have Kind Grants). facilitators. The Activity coordinated with the USAID IMs to avoid potential duplication of effort s.

Activity 2.2.3.b, Coordination took place with both IMs in Ocotepeque and Copán, where decentralized health providers MANCORSARIC and the Municipality of Belén Gualcho were included in roundtables. A nutritional health fair has been planned in these roundtables with the assistance of ACCESS to MARKETS, and it will take place in Belén Gualcho on May 16, 2018. Beyond simply exposing the participants to healthy habits or the importance of monitoring child nutrition, this fair will promote the role of the municipality as a custodian of nutrition service provision and encourage civil society to utilize the nutrition services available to them locally. Tentative dates for the three nutrition fairs are: Fair # Health Provider Place Date 1 Belén Gualcho Municipality Belén Gualcho, Ocotepeque May 2 COLOSUCA San Manuel de Colohete, Lempira June 3 MANCURISJ Yamaranguila, Intibucá August

In-Kind Grants Program: Under each sub-result, in-kind grants will play a key component in improving service provider, local government, and civil society capacity to deliver, manage, and monitor service provision at the local level. Specifically, the following activities in the work plan pertain to in-kind grants:

1.2.2. b , 2.2.4. a, 2.2.8.a , 2.2.12.a , 2.2.18.a and 2.3.7.a During this quarter, the Activity ICT/GIS team and technical teams began the initial preparations to determine which in-kind goods would have the biggest impact on Activity results. The ICT/GIS team conducted exhaustive staff interviews and equipment inspections with target municipalities, education providers, mancomunidades , and WMBs. Additionally, Regional Office civil society specialists reviewed the needs of CCTs in each municipality. Decentralized Health Providers were not included in these efforts due to uncertainty in their continuation. The main ICT difficulties these providers are facing are as follows:

✓ Municipalities : non-operational workstations, cadaster software that is not connected to other office processes (e.g. taxation), and lack of standardization of software. ✓ Education Providers : difficulties in digitalizing data collected on paper (the government mandates that data is collected and kept in hard copy). ✓ Mancomunidades : technology training/knowledge is not transmitted between groups of outgoing and incoming staff (employees work by contract and leave once it finishes). ✓ WMBs : difficulty presented by not having a facility to keep equipment, lack of equipment, outdated equipment, no software standardization. ✓ CCTs : lack of IT hardware and training/knowledge

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The Activity is developing customized IT kits by beneficiary to address common barriers in a cost-effective, high-impact manner. The specifications of each kit will be similar to create continuity and synergies across service providers and local governments, but tailored to the specific needs of each beneficiary. The kit will be accompanied by comprehensive training program including application-specific training for users (analytical dashboards), data collection, document management (including back-ups). The Activity plans to launch an expedited in-kind process next quarter.

Collaborating, Learning, and Adapting Progress Toward Indicators Through the technical implementation discussed above, the Activity was also able to advance on established indicators. Highlights during this quarter include providing technical assistance to 48 CSOs, reaching 60 percent of the annual target set for Indicator 1.1.2 and 30 percent of the Life of Project (LOP) target (160 different CSOs). 6 Also during the period, 25 employees of five municipalities 7 were registered in RENTCAM, accumulating 40 employees in total and a 25 percent achievement rate for Indicator 2.3.2.

To ensure that the Activity continues making progress toward indicators, an annual planning meeting will be held in July to assess progress and adapt accordingly. At this meeting, staff will identify what is and is not working in terms of results and indicator achievement and adapt to recommendations. These learning and adapting sessions will not only consider progress attained and to be made, but also the differences in context in each target department and regional office. This learning stage will provide the inputs for the planning of the FY 2019 Work Plan. While improvement against indicators was slow during Q2, the Learning and Adapting team has worked closely with Regional Offices and Technical Specialists to accelerate achievement in Q3 and Q4 and expects to see significant progress next quarter.

Finally, the Activity finished the baseline for this indicator, "Change in the Service Providers’ Management Capacity Index," which shows a value of 42.6 percent, this means that the gap between the current state of all service provider and the industry gold standards is 57.4% (on average). Annex 6 provides further explanation on the baseline process and results. The table below details progress towards indicators this quarter.

The ICT/GIS and M&E teams continue to work closely in the construction of the HLG Data Management Portal. Once the Portal is finalized, it will serve as a tool for collaborating, learning, and adapting internally and externally with beneficiaries, other IMs, and USAID.

6 The target CSO amounts for the next years are as follows: 160 (Y3), 160 (Y4) and 120 (Y5). 7 (6) Santa Elena, (4) Opatoro and (5) Yarula from the department of La Paz, (6) Jesús de Otoro from the department of Intibucá y (4) Nuevo Celilac from the department of Santa Bárbara (the resolution is pending publication on the SETCAM’s website, which shows 19 employees out of the 25 registered). 39 | FY 2018 // QPFR 2

Progress toward Indicators Q2 FY2018

Progress toward Target Target Progress # Indicator Baseline Previous Actual Accumulated (annual) Toward Goal

Result 1. Civil Society influence, through evidence, increased Number of public polices introduced, adopted, repealed, 1.2 0 0 1 1 90 1% changed, or implemented consistent with citizen input. Sub -Result 1.1 Citizen participation in service delivery decision -making strengthened Citizen’s participation rate for 1.1.1 decision making related to the 10% 0.60% 0.04% 0.64% 11% 5.86% provision of services. Number of CSOs receiving 1.1.2 USG assistance engaged in 0 43 58 48 80 60% advocacy interventions. Result 2. Local service providers’ performance improved Change in the Service 2.1 Providers’ Management 42.6% N/A N/A N/A N/A N/A Capacity Index. Sub -Result 2.2: Service provider’s capacity to manage service delivery improved Number of service providers 2.2.1 receiving assistance to improve 0 64 141 9 205 720 28.4% their performance. Sub -Result 2.3: Local government’s administrative management capacity increased Percentage of municipal career servant positions that are

2.3.2 included in the national system 0 1.6% 2.33% 2.3% 9% 25% of registration of municipal employees (CAM). Number of sub -national government entities receiving 2.3.3 0 89 89 89 80 111% assistance to improve their performance.

Throughout the quarter, the Activity constantly assessed internal and external activity execution to draw lessons learned and adapt operations as needed. Key lessons learned from the quarter include:

✓ Coordination among IMs and other donors to assist local governments results in the legitimization of their actions in the eyes of citizens, which in turn encourages their participation and a sense of shared responsibility.

8 Four CCTs: Corquín, Cucuyagua and San Pedro (Copán), one CCT from La Labor, Ocotepeque (these CCTs are not reported in the previous quarter because they did not participate in the development of forums, but they are actively participating in the checklist process for the Transition and Transfer process, and these actions add to indicator 1.2.2 that will be reported next quarter). The fifth CSO is the AJAAM of La Labor, who was provided with technical assistance to obtain approval and signing of agreements from the local government. 9 1 mancomunidad ,1 mancomunidad as a health service provider (MANCOSOL)3 DDE, 38 DME, 82 redes educativas. 40 | FY 2018 // QPFR 2

✓ Mancomunidades are at various stages in their development as organizations. It is important to identify the specific differences/needs according to these stages prior to developing the overall technical assistance that is written in the Activity’s Work Plan. This will reduce obstacles encountered while providing assistance, such as what occurred this quarter with MAVAQUI. ✓ It is important to include citizen participation in the transition and transfer process of local governments, given that it has influence in preventing the massive dismissal of employees that worked for outgoing administrations. ✓ Maintaining weekly communication between central and regional office specialists has proved as an excellent strategy to ensure work is adequately coordinated and in line with the Activity’s Work Plan and indicators. ✓ The Activity participated in a quarterly learning workshop held by MESCLA where DevResults, a system to measure progress toward all of USAID’s indicator, was presented. The Activity’s COP will have access to this system, and it can be used to adapt as needed to ensure indicator targets will be reached. ✓ MESCLA will be developing the baseline for indicator PG1: Percentage of citizens satisfied with the local services, sub-contracting the developer of the LAPOP survey Vanderbilt University.

Learning Agenda: Internship Program for Inclusion The Internship Program for Inclusion was designed to provide learning opportunities and improvement of labor skills to at least 108 youth during the duration of the Activity, ages 18 to 30. This year-long paid internship will guide these young men and women in a meaningful learning process for them to achieve economic independence through employment or entrepreneurship. Within this context, the Activity identified several learning opportunities that served to reflect, learn and adapt the program accordingly throughout what has elapsed of the first year. These specific learning opportunities are included in Annex 7.

Collaboration and Coordination with other Implementing Mechanisms This section is a summary of the coordination achieved during this quarter with USAID Development Objective 2 (DO2) Implementing Mechanisms (IMs), other donors, and Implementing Partners (IPs), which is explained in more detail in Annex 8 .

● ACCESS to MARKETS: Areas in common were discussed and joint assistance plans started being developed for nutrition and WAS in Copán and Ocotepeque. GEMA was also involved in these coordination meetings. In some cases, joint presentations were done to inform beneficiaries of planned assistance. Coordination to make donations to 40 Centers for Nutritional Training (CEN) will take place next quarter. ● Alliance for the Dry Corridor (ACS): An overlap study was done for 95 percent of WMBs, and coordination for WAS and nutrition was reviewed. In Ocotepeque, joint presentations were held to inform beneficiaries of planned assistance. Next quarter, the Activity will coordinate with ACS and the UGD to donate kits for the AIN-C strategy.

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● Association of Non-Governmental Organizations (ASONOG): The participative methodology for nutrition policy Hambre O was developed in Ocotepeque. ● Honduran Fund for Social Investment (FHIS): The tools for design and supervision were further developed this quarter and a draft was completed for a coordination agreement. Coordination will continue next quarter. ● Honduras Reading Improvement Activity: The Activity will coordinate with this IM next quarter to gather PER data in education centers. ● GEMA: Coordination toward legalizing WMBs was explored in La Paz, Ocotepeque and Tegucigalpa, seeking to avoid effort duplication. Joint presentations were also done in Ocotepeque to inform beneficiaries of planned assistance. Additionally, the Activity was informed that GEMA will no longer be directly working with OMMs, but is still open to collaborating in this area. Next quarter, the Activity will work with GEMA to coordinate technical assistance to WMBs in all target departments except Santa Bárbara, where target municipalities do not coincide. This technical assistance will focus on the Regulatory Framework, the Law of Processes and Procedures, and community assemblies. ● GIZ : Coordination will take place next quarter to provide joint technical assistance to DDEs. Areas of technical assistance may include strengthening for the Decentralized Supervision Manual, the PER Monitoring Protocol, ICT solutions for monitoring the PER and SIARED, standardizing HR formats, internal controls at the municipal and education network level, and knowledge management. A meeting is scheduled for June 6 to define the assistance. ● Municipal Technical Coordination Roundtable for Macuelizo: The Municipal Investment Plan (PIM) was presented, which helped IMs and other donors identify needs. It was decided that this roundtable needs to be institutionalized and IMs and other donors should attend. ● World Vision : Joint work in Ocotepeque was discussed, and a joint plan will be developed. This plan will lead to joint coordination to provide technical assistance to JAAs of this department next quarter. The technical assistance topics will be the same as those that will be provided with GEMA in other departments (the Regulatory Framework, the Law of Processes and Procedures, and community assemblies).

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III. SUMMARY OF CHALLENGES AND REMEDIAL ACTIONS

Through careful analysis, the Activity found remedial actions to address or resolve challenges. The impact to the Activity’s work is summarized in the following table:

Challenge Description Remedial Action Copán regional office staff approached The 13 Copán CCTs and CMs were municipalities, HIGUITO and CONADEH to raise CCTs and CMs either inactive or were continuing their awareness on the importance of assisting CCTs Unable to roles beyond the authorized terms. and CMs in maintaining their status. The result is Receive Technical Aside from these same problems in that the 13 local governments are now carrying Assistance in Lempira (La Unión, Piraera, San Andrés, out townhall meetings to appoint CCTs and CMs, Copán and San Francisco, San Sebastián, Santa enabling the Activity to work with them. Lempira Lempira Cruz), many municipalities also do not regional office staff has focused on individualized have a CCT. visits to municipalities. Lack of Civil The regional office’s Specialist in Civil Society is Society Participation is weak in Mercedes de providing customized assistance and guidance to Participation in Oriente, San Antonio del Norte and San incentivize participation in these municipalities, Southern Juan, given that locals do not seek to and to ensure CCT commitment as Municipalities of commit unless prompted. representatives of civil society. La Paz Mancomunidades are to receive technical assistance in numerous areas The Activity’s specialists in mancomunidades and Timing for under management improvement and as nutrition will work closely in the planning of all Numerous nutrition service providers. As remaining activities to ensure mancomunidades Technical explained above, sub-activities in both will not be overwhelmed and will be available to Assistance Plans areas have faced delays, leading them to receive assistance. Coordination will also take for accumulate. The challenge is to place so mancomunidades can participate as Mancomunidades adequately plan to avoid losing the strategic partners for the Activity’s other efforts willingness and availability these such as the gender and inclusion modules. organizations. Timing for As above, the specialists in all three topics will Municipalities are to receive technical Numerous coordinate efforts more closely with each other, assistance to improve local governance Technical and also with regional offices. In general, regional (i.e. CAM Law), transition and transfer, Assistance Plans offices and central office specialists will and finances. This issue is the same as for Local coordinate more closely with the goal of the above. Governments reducing -over saturation or duplication of efforts. All regional office staff met with mayors and After new authorities took office in Personnel municipal council staff to discuss the importance Santa Elena, six employees registered in Registered in of maintaining technical staff that performs well RENTCAM were dismissed. This RENTCAM and is registered in RENTCAM. No other happened in some Lempira and Dismissed in La RENTCAM-registered employees have been Ocotepeque municipalities as well, and Paz, Lempira and dismissed since in La Paz. In Lempira, regional it negatively impacts processes within Ocotepeque office staff has also requested visits from the the municipality. SETCAM to these municipalities.

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The manual lacks a methodology guide The Activity followed the manual as closely as for the implementer, which made it possible to avoid misinterpretations of the difficult for the Activity’s consultants to process. Despite efforts, and also due to delays in Impracticality of guide mayors and civil society in their contracting Activity personnel for this process, the Transition roles. Additionally, there is no open council meeting report presentations were and Transfer enforcement for municipalities to hold held beyond the latest date the manual indicates Manual the open council meetings to present (January 10), but they were successfully the outgoing administration reports completed. To help prevent these delays in the prior to inauguration day, which allows future, the Activity is providing recommendations delays. for AMHON to revise the manual accordingly.

The Activity was not able to work with this institution during the transition and transfer process, which would have Given that USAID has promoted this been beneficial to further CIDEH’s organization, and given the importance of decentralization in the country. CIDEH Difficulties for decentralization to improving local governance, was unavailable due to internal Coordination the Activity is submitting this concern to USAID’s challenges, including the deterioration consideration. of one of its central pillars (civil society), caused by the November 2017 elections. The Activity’s central office engineers and regional office staff are coordinating more closely Municipalities have provided incomplete to revise or request missing information and documentation for the pre-feasibility quickly return documents to municipalities for Incomplete studies the Activity has been revision. Regional offices are also constantly Municipal completing. The time required for them monitoring the progress of obtaining these Documentation to obtain the documentation is long. documents to speed up the process as much as for Infrastructure This has led to delays under sub-activity possible. The key lessons learned is that while 2.2.19. a. municipalities may not reply quickly, the Activity can accelerate reviews and follow up consistently to facilitate the completion of documentatio n.

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QUARTERLY FINANCIAL REPORT

Quarterl

Fringe B Travel, T Allowan Other Dir Procure Subcont

Indirect excludes Total Est Total Fix TOTAL ES

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46 | FY 2018 // QPFR 2

ANNEX I – PROMOTING CITIZENSHIP PARTICIPANT DATA

Participation in Module 1 (February-March) Participation Regional Office Men Women Grand Total Copán 28 51 79 Intibucá 19 19 38 La Paz 31 27 58 Lempira 34 42 76 Ocotepeque 14 13 27 Santa Bárbara 31 12 43 Grand Total 157 164 321

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Knowledge Gained by Participants regarding Citizen Participation

Participants were asked to take a pre -and post -test to identify the change in knowledge of citizen participation after the module. The percentages show the average number of correct answers per question. The increase in correct answers in the post-test reflects the effectiveness of this module at increasing knowledge. Although the tests also gathered participant data and event feedback, the questions shown on this graph measured knowledge on topics such as citizen participation mechanisms, parliamentary norms, conflict management, and transparency.

ANNEX 2 – CCT STATUS MATRIX

Matrix of Means of Verification for CCT and Municipal Council Registration across 6 Regional Offices

Fecha de Fecha de # Municipios Nombramiento Activa Inactiva Nombramiento Observaciones CCT CM

1. Copán

CM venció su periodo, 1 Concepción 1 junio 2015 x 1 junio 2015 por reelegir

2 Veracruz 4 marzo 2017 x 4 marzo 2017 3 Dolores 9 julio 2016 x 6 mayo 2017 CM venció su periodo, 4 Santa Rita 12 junio 2015 x 12 junio 2015 por reelegir

5 San Agustín 25 febrero 2018 x 25 febrero 2018 El 2 abril, cabildo para 6 Cabañas 01 noviembre 2013 x 1 noviembre 2013 elección ( CCT y CM Funcional ) 7 San Pedro 27 mayo 2017 x 25 agosto 2017 8 Cucuyagua 17 agosto 2017 x 17 agosto 2017

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Planificada elección 9 Corquin 6 junio 2014 x 16 octubre 2016 para el mes de abril, (CCT Funcional)

*Pendiente acta actual, 10 San Juan de Opoa 23 marzo 2018 x 23 marzo 2018 se adjunta el acta anterior del 2013

Planificado Cabildo de 11 Trinidad 19 agosto 2012 x 19 agosto 2012 elección para el 15 de abril Pendiente fecha de 12 Copán Ruinas 3 mayo 2013 12 febrero 2012 x reelección 13 El Paraíso 15 marzo 2018 x 15 marzo 2018 2. Intibucá

1 Camasca 16 julio 2016 x 16 julio 2016 Vigente 2 Concepción 13 julio 2016 x 13 julio 2016 Vigente 3 Dolores 24 julio 2010 x 24 julio 2010 No Vigente 4 Intibucá 28 enero 2017 x 28 enero 2017 Vigente 5 Jesus de Otoro 26 mayo 2017 x 26 mayo 2017 Vigente 6 San Isidro 12 agosto 2014 x 12 agosto 2014 No vigente 7 San Juan 29 agosto 2014 x 29 agosto 2014 No Vigente San Marcos de la 12 septiembre 2016 12 septiembre 2016 Vigente 8 Sierra x 9 San Miguelito 29 abril 2014 x 29 abril 2014 No Vigente 10 Yamaranguila 4 diciembre 2014 x 4 diciembre 2014 No vigente San Francisco de 26 julio 2014 26 julio 2014 Vigente 11 Opalaca x 3. Santa Bárbara San Vicente 1 18 septiembre 2015 18 septiembre 2015 Centenario x 2 Las Vegas 17 junio 2016 x 17 junio 2016 3 Ceguaca 22 noviembre 2016 x 25 marzo 2017 4 San José de Colinas 13 diciembre 2015 x 13 diciembre 2015 5 Atima 7 junio 2014 x 7 junio 2014 6 Arada 6 mayo 2017 x 6 mayo 2017 Concepción del Sur x 7 5 febrero 2016 5 febrero 2016

8 Santa Rita 16 agosto 2015 x 16 agosto 2015 9 Níspero 10 diciembre 2017 x 10 diciembre 2017 10 Chinda 4 noviembre 2014 x 4 noviembre 2014 11 Concepción Norte 21 septiembre 2014 x 21 septiembre 2014 12 Petoa 27 enero 2017 x 27 enero 2017 13 San Marcos 12 abril 2014 x 12 abril 2014 14 San Luis 23 noviembre 2015 x 23 noviembre 2015 15 Azacualpa 30 junio 2017 x 12 junio 2017 16 Macuelizo 24 febrero 2017 x 24 febrero 2017 17 Protección 17 septiembre 2016 x 17 septiembre 2016 18 Trinidad 8 julio 2016 x 8 julio 2016

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19 Nuevo Celilac 11 octubre 2015 x 15 noviembre 2017 20 San Nicolás 14 junio 2017 x 14 junio 2017 4. Ocotepeque

1 Belén 01 abril 2014 x 15 julio 2014 2 Cololaca 19 enero 2014 x Pendiente Acta del CM 3 Guarita 15 diciembre 2013 x 15 diciembre 2013 4 La Labor 24 junio 2016 x 24 junio 2016 5 Lucerna 23 noviembre 2016 x 23 noviembre 2016 6 Mercedes 20 agosto 2017 x 20 agosto 2017 San Francisco del 7 mayo 2017 17 abril 2016 7 Valle x 8 Tambla 23 marzo 2014 x 23 marzo 2014 9 Tomalá 1 julio 2015 x Pendiente Acta del CM 10 Valladolid 17 marzo 2014 x 17 marzo 2014 Pendiente acta de CCT, 11 Virginia x 31 mayo 2013 La elección se realizará en mayo 12 Dolores Merendón 01 julio 2014 x 01 julio 2014 13 Fraternidad 01 julio 2016 x 01 julio 2016 14 Sensenti 29 octubre 2017 x 29 octubre 2017 15 San Marcos 16 mayo 2014 x 01 abril 2016 5. La Paz

1 Santa Elena 17 mayo 2015 x 3 marzo 2017 2 Santa María 5 mayo 2015 x 15 abril 2016 3 Cabañas 30 octubre 2017 x 20 julio 2016 4 Marcala 5 diciembre 2016 x febrero 2016 San Antonio del 2 noviembre 2016 noviembre 2017 5 Norte x 6 San José 24 febrero 2018 x 23 junio 2017 7 Mercedes de Oriente 24 febrero 2018 x 24 febrero 2018 8 Santa Ana julio 2016 x 18 febrero 2016 9 Chinacla 13 febrero 2016 x 25 abril 2016 10 Yarula 12 septiembre 2016 x 20 diciembre 2018 Pendiente acta de CCT 11 Opatoro 26 septiembre 2017 x 20 octubre 2016 Pendiente acta de CCT 12 Guajiquiro 10 abril 2017 x 01 septiembre 2017 13 San Pedro de Tutule 20 mayo 2017 x 15 agosto 2016 14 San Juan 17 octubre 2017 x 17 octubre 2017

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ANNEX 3 – TECHNICAL ASSISTANCE IN EDUCATION

Technical Assistance Model in the Education Sector

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Technical Assistance Provided Local Human Government PER Supervision Talent and Education Accountability DDE Code of Monitoring Process Total Process Authorities Events (sub- Ethics (sub- Tool (sub- Model (sub- activity 2.1.3.a) Model (sub- Coordination activity 2.2.6.b) activity 2.1.3.b) activity 2.2.5.a) activity 2.2.5.b) (sub-activity 2.2.7.b) Copán x x x La Paz x Lempira x Ocotepeque x x Santa Bárbara x x x TOTAL 5 3 1 2 1 2 1 10

Technical Assistance Provided Local Government Law of and Education Transparency and Department Regional Office Municipal Directorate Code of Ethics (sub- Total Authority [open Transparency activity 2.1.3.a) council meetings] Murals (sub-activity (sub -activity 2.2.7) 2.1.3.b) Copán Copán Cucuyagua x 1 Copán Copán San Juan de Opoa x 1 Lempira Lempira Gracias x 1 Lempira Lempira Belén x 1 Lempira Ocotepeque Cololaca* x 1 Lempira Ocotepeque Guarita* x 1 Lempira Lempira La Iguala x 1 Lempira Lempira Las Flores x 1

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Lempira Lempira La Unión x 1 Lempira Lempira Lepaera x 1 Lempira Lempira Piraera x 1 Lempira Lempira San Andrés x 1 Lempira Lempira San Francisco x 1 Lempira Lempira San Manuel Colohete x 1 Lempira Lempira San Rafael x 1 Lempira Lempira Santa Cruz x 1 Lempira Lempira Talgua x 1 Lempira Ocotepeque Tambla* x 1 Lempira Ocotepeque Valladolid* x 1 Lempira Ocotepeque Virginia* x 1 Lempira Lempira San Marcos de Caiquín x 1 Ocotepeque Ocotepeque Belén Gualcho x 1 Ocotepeque Ocotepeque La Labor x x 2 Ocotepeque Ocotepeque Lucerna x 1 Ocotepeque Ocotepeque San Francisco del Valle x 1 Ocotepeque Ocotepeque San Marcos x 1 Ocotepeque Ocotepeque Sensenti x 1 6 6 27 4 19 5 28

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ANNEX 4 – TECHNICAL ASSISTANCE FOR MANCOMUNIDADES

Technical Assistance by content delivered to 18 mancomunidades Technical Assistance Provided Mancomunidad Legal Framework/ Operational Plan and Total Organizational Roles Budgeting (sub -activity 2.2.10.a) (sub -activity 2.2.10.c) 1 AMFI X 1 2 CAFEG X 1 3 CODEMUSSBA X X 2 4 COLOSUCA X 1 5 CRA X X 2 6 GUISAYOTE X 1 7 HIGUITO X 1 8 MAMCEPAZ X X 2 9 MAMLESIP X X 2 10 MAMSURPAZ X 1 11 MAMUNI X 1 12 MANCORSARIC X 1 13 MANCOSOL X X 2 14 MANCURISJ X 1 15 MANVASEN X X 2 16 MAVAQUI 0 17 MUNASBAR X X 2 18 PUCA X X 2 Total technical assistance instances provided under Activity 2.2.10 25

ANNEX 5 – STATUS OF CAM SERVICE IMPLEMENTATION IN 31 MUNICIPALITIES

Status of CAM manual implementation and RENTCAM registration by Department RENTCAM Employee Departme Manuals Registrations HR System # Municipality nt Implemented Registere Subject to % Installed d CAM Law Registered

1 Copán Cabañas X 2 Concepción X 3 Copán Ruinas X 4 San Juan de Opoa X 5 San Pedro de Copán X 6 Intibucá Camasca X 7 Jesús de Otoro X 6 20 30% X10 8 San Marcos de la Sierra X 9 San Miguelito X 1 0 Yamaranguila X

10 The municipality of Jesús de Otoro has an HR system installed, but it is not being used. 54 | FY 2018 // QPFR 2

1 1 La Paz Cabañas X 6 10 60% X 1 2 Marcala X 1 3 Opatoro X 4 7 57% 1 4 San Pedro de Tutule X 1 5 Santa Elena X 6 10 60% 1 6 Yarula X 5 11 45% 1 7 Lempira Belén X 1 8 Gracias X X 1 9 Lepaera X 2 0 San Manuel Colohete X 2 1 San Marcos de Caiquín X 2 2 Ocotepeque Dolores Merendón X 2 3 La Labor X 2 4 Mercedes X 2 5 San Francisco del Valle X 2 San Marcos de 6 Ocotepeque X X 2 Santa 7 Bárbara El Níspero X 4 10 40% X 2 8 Nuevo Celilac X 4 9 44% X 2 9 San Nicolás X 2 12 17% 3 0 San Vicente Centenario X 3 9 33% X 3 1 Santa Rita X Total 31 28 40 98 41% 11 10

11 This percentage is representative of the number of employees registered to the RENTCAM in relation to the total that are subject to registration under the CAM Law only in the municipalities where work has been done toward this goal (9 municipalities). This percentage contributes to indicator 2.3.2, which measures the total of employees registered in all 89 target municipalities out of those that are subject to registration. To see how this 41 percent contributes to the total of employees to be registered in all target municipalities, please refer to the indicator table in CLA section. 55 | FY 2018 // QPFR 2

ANNEX 6 – Baseline Report: Service Providers’ Management Capacity Index

The Activity designed a series of Service Management Indexes (SMI) that provide a comprehensive understanding of the status of each targeted service provider in terms of their organizational structure, management systems and processes. Based on the legal mandates and real needs of each group of service providers, the indexes allow the Activity to measure the gap between the current state of each service provider and the ideal profile. The indexes were developed through interviews with service providers, and the results were validated by mayors and other stakeholders.

This effort was very important to establish the base line for the indicator: “Service Providers’ Management Capacity Index”. This indicator, which focuses on management, is comprised of a series of nested SMI, covering several service providers, namely 89 municipalities, 18 mancomunidades, 739 WMBs, 21 health providers (for nutrition), six Departmental Education Directorates (DDEs), 89 municipal education directions, and 222 education networks. More than 1300 service providers were assessed, but only 1,184 were considered for this baseline estimate because they are the only ones that fell within the buffer once the zone of implementation was defined.

The indexes are derived from a set of diagnostic tools and were organized under two pillars— organizational structure, management system and processes. Each tool is used to evaluate a specific skill area. Examples of these areas for a municipality might be organizational structure, human resources, accounting, or community development. The tool for organizational structure includes variables such as “there is a manual on organization and functions” and “the Council reviews and approves the organization structure on an annual basis.” The variables are rated according to the degree to which the entity complies with the standard. A full description of the methodology used for those indexes is provided in the Integrated Development Municipal Activities (IDMAs) designed for each target municipality. A brief note on some of the limitations of the methodology is provided at the end of this section.

While the average of the SMI is the main indicator, it is valuable to look at its components and sub-components to further understand the Activity’s progress (see following table).

Service Providers’ Management Capacity Index

Actor Organization Processes SMI

Local Governments 37.5% 43.0% 40.2% Mancomunidad 63.6% 51.6% 57.6% Health providers / Nutrition 36.4% 53.4% 44.9% WMB 42.5% 32.9% 37.7% Education Networks 37.7% 28.3% 33.0% Municipal educational direction 44.9% 33.4% 39.1%

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DDE 54.6% 36.6% 45.6% Average Scores 45.2% 39.9% 42.6%

In this case we can see that the overall Index is 42.6 percent, but the scores for each of the five sectors are quite different, with the mancomunidad scoring highest and the education networks lowest, at less than 38 percent.

More differences emerge when separating out organizational capacity from process capacity. While the average aggregate organization and process capacity scores only differ by approximately 6 percentage points, the difference between capacity and process scores is much wider within each respective institution individually. In all but two cases (local governments and health providers) the organizational capacity is higher than process capacity. Mancomunidades score highest on the “organization” scale, which may be at least partly attributable to the fact that their organizational structure is relatively simple and their roles are well-defined.

Although the aggregate level data across all service providers provides a useful general “snapshot” of the capacity of service providers that the Activity supports, each of these different types of institutions has different features and characteristics as well as different levels of performance. For that reason, in this section we have disaggregated the analysis to review performance by service provider. We conclude with a brief section describing limitations and lessons learned.

Management Performance by Service Providers

1. Local Government (Municipality) Service Management Index

To explore possible regional trends, the following table provides the value of the index by department. In all cases municipalities score higher in processes than in organizations, but the averages are similar (this table only for illustrative purposes and does not intend to compare results among departments, given that departments vary in terms of number of target municipalities, populations and other factors that make them non-comparable).

DEPARTMENT ORGANIZATION PROCESSES SMI Copán 32.3% 40.4% 36.3% Intibucá 40.5% 44.7% 42.6% La Paz 41.8% 45.2% 43.5% Lempira 36.0% 42.2% 39.1% Ocotepeque 40.8% 45.2% 43.0% Santa Bárbara 36.2% 42.3% 39.3% Average 37.5% 43.0% 40.2% (all 89 targeted municipalities)

On average, the municipalities score higher on processes than on organization, but in general the trends move together. For example, the department with the highest score on organization also 57 | FY 2018 // QPFR 2

has the highest score in processes. For municipalities, the organization component has three tools: strategic thinking, organizational structure, and the municipal council. Of these, the Activity only plans to work on organizational structure. On the other hand, the processes component is measured through 18 tools, and there is considerable variation.

Table. Local Government Skill Areas and Subsets with Index Scores

Tools/Skill Areas Average Organization Pillar 37.5% Strategic Thinking 29.9% Organizational Structure 45.0% Process Pillar 43.0% Planning 36.1% Human Resources 37.6% Citizen Participation 34.7% Treasury 60.2% Auditing 34.8% Budget 58.8% Accounting 53.2% Local revenue 61.2% Cadastre 56.8% Supplies & Purchasing 33.6% Community Development 46.0% Environment 45.1% Public Work Investment 47.8% Solid Waste 28.8% Markets & Transport 28.1% Water & Sewage 31.9%

An important subset of these tools refers to the local governments’ finances. Those four tools, treasury, auditing, budget, and accounting, are relatively high compared to the other areas. But also notable is that auditing is an outlier, and the other three are much higher. This suggests that success in the Activity efforts to strengthen auditing would lead to a significant improvement in municipal functioning. Interestingly, the municipalities generally score well in revenue.

2. Mancomunidades Service Management Index

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As noted earlier, mancomunidades in general have the highest ratings for management capacity, but there is considerable variation among them, with the scores covering a range from just 33 percent to 80 percent.

Mancomunidades Organization Processes SMI AMFI 44% 39% 41% CAFEG 47% 41% 44% CODEMUSSBA 44% 40% 42% COLOSUCA 73% 60% 67% CRA 47% 38% 42% GUISAYOTE 84% 62% 73% HIGUITO 93% 66% 80% MAMCEPAZ 75% 66% 70% MAMUNI 33% 33% 33% MANCORSARIC 47% 38% 42% MANCOSOL 71% 52% 61% MANCURISJ 79% 59% 69% MANLESIP 59% 53% 56% MANSURPAZ 63% 59% 61% MANVASEN 81% 53% 67% MAVAQUI 73% 53% 63% MUNASBAR 88% 63% 76% PUCA 45% 55% 50% Average 63.6% 51.6% 57.6%

Weak areas are in planning, human resources, processes (with a low score of only 30%), and products and services, and environment, and M&E, as highlighted in the table in the shaded rows. Mancomunidades do not have structured and established processes, they need systematized institutional performance evaluations with indicators and approved work plans, and environmental efforts depend on being included in their strategic institutional plans.

Table. Mancomunidad Skill Areas

Tools/Skill Areas Score Organization 63.6 Strategic Thinking 53.5% Organizational structure 70.4% Processes 51.6 Institutional governance 62.6% Planning / Budgeting 46.6% Teamwork and Communication 53.3% 59 | FY 2018 // QPFR 2

Proposals and Negotiation 64.4% Management 64.0% Human Resources 43.5% Administration and Finances 64.8% Processes 30.0% Interinstitutional relations 50.1% Institutional products and services 42.4% Information systems 56.8% Internal Controls / Auditing 41.3% Accountability 60.6% Monitoring and Evaluation 36.5% Environmental Knowledge and Management 48.2% Strengthening municipalities for local development 51.6%

3. Water Service Management Index

As seen earlier, WMBs, along with education networks, have the lowest scores on management capacity, at just 37.7 percent, with processes at just 32.9 percent, indicating that many of the processes being measured may not exist at all among many of the WMBs. There appears to be slight variation across departments (as mentioned above, departments are not comparable and this table is only for illustrative purposes).

Table. Water Service Management Index by Department

DEPARTAMENT ORGANIZATION PROCESSES AVERAGE

Copán 44.2% 36.6% 40.4% Intibucá 45.3% 34.4% 39.8% La Paz 47.2% 38.3% 42.8% Lempira 42.3% 30.6% 36.4% Ocotepeque 37.5% 29.8% 33.6% Santa Bárbara 39.1% 30.1% 34.6% Average 42.5% 32.9% 37.7%

As mentioned above, the scores suggest that many of the processes may not exist at all, and indeed a review of variables shows that a vast majority of the variables score in the 20s range. It is important to note that “high scores” are in most cases still well below 60 percent and thus very much in need of improvement.

Table. Scores by Skill Area with Most relevant variables

Tool Score Highest Scoring Variables

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Organizational Structure 42.5% Organizational structure is defined (58.8%) Users are involved in the identification and prioritization Planning and M&E 26.5% of needs (45.7%) Management Water of Adequate supply of water is produced and monitored 31.7% Production according to the population (38.3%) Management of Distribution 36.9% All users have access to the service (49.9%) Maintenance and Expansion of Maintenance of the system carried out according to plan 30.1% the System (39.2%) Administration 34.7% A record of connected users is kept (54.5%)

It is important to note that there are three variables with low scores that are important for adequate service provision:

 Adequate treatment of water for human consumption (29.6%)  Users trained on preventive maintenance (27.7%)  Surveys conducted on user satisfaction (23.8%)

Low scores suggest that WMBs may need help in those areas or that those activities should be carried out a higher level.

4. Nutrition Service Management Index

The nutrition service management index is made up of a total of nine tools including one for organization and eight for processes, each including several performance variables against which health service providers are measured. When comparing the average of process and organization scores, the process score is approximately 17.4 percentage points higher than the organization score. There is also a significant difference among tools, with some scoring as low as 32 percent and others as high as 78 percent.

Table. Nutrition Service Management Index Baseline Values Process Organization Average 53.4% 36.4% 44.9%

Within the community-based health management tool there are a total of six variables. Across all health service providers, the average score for community-based health management is 78 percent. All 21 decentralized health providers scored 100 percent on three of the six variables. However, none of the decentralized health providers had formed a sub-committee on community health as of the first application of the index, reducing the average score for the tool considerably.

Table: Variables related to community-based health management

Variables Score

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There is a profile for community -based integrated child care monitoring volunteers (AIN -C in 100% Spanish) There is a defined structure to organize AIN -C monitoring volunteers 100% There are defined structures and profiles of community -based health committees that have 20% included the AIN-C volunteers as a sub-committee There is a clear training manual for the AIN -C volunteers 100% Health promoters receive training to help them strengthen abilities of AIN -C volunteers 45% The decentralized health provider receives and registers information in AIN -C 89%

At the same time, the communication tool shows a comparatively low average of 32 percent because there are few official nutrition campaigns or communication plans. This is an area where the Activity will be supporting.

5. Education Service Management Capacity Index

The education index is made up of a total of 12 tools, four for organization and eight for processes. 12 Each tool is comprised of several variables that are used to evaluate the capacity of each level of the Ministry of Education: DDEs (6 departments measured), municipal educational directorate (89 municipalities), and education network (222 networks). Table. Education Service Management Capacity Index Level Organization Process Average

DDE 54.6% 36.6% 45.6% Municipal educational direction 44.9% 33.4% 39.1% Education network 37.7% 28.3% 33.0%

Analyzing the scores of Municipal Education Directorates for all 89 target municipalities, it can be seen that there are 15 directorates with low scores (below 30 percent), which shows great need.

Table: Municipal Education Directorates with Most Room for Improvement Department Municipality Score

Copan Cabañas 20.2% Lempira Cololaca 20.5% Lempira Valladolid 21.0% Santa Barbara San Marcos 21.4% Lempira San Manuel de Colohete 22.1% Lempira San Rafael 24.5% Santa Barbara Concepción del Sur 25.8% Lempira Lepaera 27.1% Ocotepeque Lucerna 27.5%

12 There are five other measurement tools that are collected but not graded in the index. 62 | FY 2018 // QPFR 2

Santa Barbara Chinda 28.2% Santa Barbara Santa Rita, SB 28.2% Santa Barbara Petoa 28.4% Lempira San Sebastián 28.7% Lempira Piraera 28.9% Copan El Paraíso 29.9%

One interesting variable, “Addressing key service problems and making decisions” (9.8 ), underlines the differences among the levels. Question level data shows that department and municipal directorates are much stronger than education networks at solving daily problems and using decision making to address issues that arise. Table Addressing Problems and Making Decisions (9.8) Level Score Department 60% Municipality 55% Network 36%

Limitations and Learning

In undertaking such an ambitious multi-faceted task as summarizing management capacity across so many diverse service providers, the Activity encountered some methodological pitfalls and difficult decisions. We note in this section challenges and opportunities for learning.

1. The use of a general criterion to assess each variable used in the SMIs could affect the precision of data, given that each variable has a different nature. To minimize this risk, the Activity carried out several intensive training processes for the application of indexes in the five sectors. 2. Analyzing the Indicator 2.1 Change in the Service Providers’ Management Capacity Index as an aggregation of all service provider results does not show the specific needs for each service provider. Therefore, we analyze results disaggregated by service and by variable, to be able to clearly see the gaps and areas of improvement. The FY 2019 target for this indicator is 15 percentage points. The lesson learned is that aggregate indicators need to be disaggregated to be analyzed, as this allows the identification of areas of improvement. 3. The use of a weighted average to assess each pillar assigns more weight to some tools than others. Prior to the mid-term evaluation, the Activity will analyze several possibilities to improve this, among which are the use of a simple average or revising the weighting to use. 4. Overall, it is evident that the information afforded by the diagnostic provides a very rich source of data that can benefit from extensive analysis. Going forward, this analysis will continue, providing insights that will strengthen implementation of the Activity as well as shed light on progress made, including both accomplishments and challenges.

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ANNEX 7 – LESSONS LEARNED FROM MID -TERM INTERNSHIP EVALUATION

Activities that Served for Learning and Adaptation under the Internship Program Activity Observations Learning and Adaptation A Mentor's Guide was created to Although the Mentor's Guide The Second Edition of the Mentor's orient each staff member who covered several topics to provide Guide now includes the sections: would be working most closely with general parameters to be covered - Your intern's habits and health each Intern. with each intern, other topics have - Connecting with your intern's risen. family - Giving back to the community Distributing the Document to each A one -day workshop will be office did not ensure that each provided to all previous and new Mentor read and understood the mentors to share experiences and objectives of the internship and the ensure the objectives and nature of role of the mentor. relationship are understood. A two -week Intern Boarding Psychological needs were identified A list of local institutions that process was held to welcome and among the interns. support both psychologically and evaluate interns' soft and hard skills, Single mothers with no support legally are now included in the and a couple of psychological tests from children's parents were Second Edition of the Mentor's were applied. identifie d. Guide. Mentors held continuous Some mentor -intern relationships Staff will be asked beforehand if they communication with their interns. were difficult. are willing to be part of the Conversations were held with mentorship program. mentors and interns separately; one Staff may be included in the intern mentor concluded she was not selection process to ensure higher prepared to continue being a compatibility. mentor.

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Annex 8 - Coordination with USAID DO2 IMs, Other Donors and IPs

As previously described in the Collaborating, Learning, and Adapting section, the Activity has sought opportunities to leverage resources among USAID D02 IMs, other donors and IPs, to avoid effort duplication in the field and harmonize actions. The following dates reflect meetings held to plan joint work. These meetings resulted in defining plans, and holding presentations and events for beneficiaries, such as the Water Fair in La Labor (Ocotepeque) to raise awareness of the sustainable management of this resource. While coordination meetings represent a necessary step, the Activity looks forward to planning more joint activities in the coming quarter to magnify the efforts of each IM.

Coordination activities by IM, IP, or Other during the Quarter HLG Event Purpose of Meeting Organization Type Office Dates Accomplishment or Event Involved (2017) The communities this IM assists were identified, and the status and needs of this Obtain information health provider were discussed. During this about work being meeting, ACS shared their experience done with the working with Belen Gualcho, their CEN Municipality of Belén strategy, and the administrative and political Ocotepeque 31-Jan Gualcho, the only particularities that they have experienced. decentralized health This meeting, and similar meetings in the provider in common future, allow the Activity to build on the in this department. successes and lessons learned of other activities and provide opportunities to plan joint activities. Provide beneficiaries of La Labor with an Joint presentations were successfully carried Ocotepeque 7-Feb understanding of out by ACCESS to MARKETS, GEMA and objectives and the Activity. upcoming assistance. ACCESS to MARKETS, GEMA and the Activity presented their strategies, areas of implementation, and complementary ACCESS to IM activities for Copán municipalities in WAS, MARKETS nutrition, education, mancomunidades, and Presentation of municipalities. Mancomunidad HIGUITO Copán 12-Feb objectives of these roundtable members were also present. IMs. This kind of meeting will also take place with other regional offices next quarter and on a continuous basis throughout the life of the Activity. These meetings are critical so that the IMs can plan joint activities that mutually benefit e ach mechanism. Presentation of Areas of coordination in assistance planned technical assistance for this mancomunidad were identified, Copán 14-Feb package to including the line of work where this IM has Mancomunidad significant advances that the Activity will MANCORSARIC. Provide beneficiaries of Belén Gualcho, San Joint presentations were successfully carried Marcos and Sensenti Ocotepeque 15-Feb out by ACCESS to MARKETS, GEMA and with an understanding the Activity. of objectives and upcoming assistance.

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Definition of priority themed and geographic areas for coordination aspects Copán 16-Feb Planning joint actions. between the Activity and GEMA, seeking complementary work and synergies in activities developed. It was agreed that a joint plan of intervention Determining specific Ocotepeque 23-Feb would be developed, outlining areas where areas for joint work. both IMs coincide in this department. It was agreed that ACS would share Presenting the Work information of the database that is being Tegucigalpa 1-Feb Plan for FY 2018. implemented, and regarding the communities and CENs that they have. Provide beneficiaries of Tambla and Tomalá Joint presentations were successfully carried Ocotepeque 7-Feb with an understanding out by ACS and the Activity. of objectives and upcoming assistance. Provide beneficiaries of Valladolid with an Joint presentations were successfully carried Ocotepeque 15-Feb understanding of out by ACS and the Activity. objectives and upcoming assistance. It was agreed that a joint plan of intervention Determining specific Ocotepeque 23-Feb would be developed, outlining areas where areas for joint work. both IMs coincide in this department. Alliance for the Identify overlap The overlap will be done to identify where Dry Corridor IM Tegucigalpa 5-Mar between WAS and work in these two services coincides. The (ACS) nutrition. next meeting was scheduled for March 12. The overlap was done for 95 percent of WMBs. The focus was on legalization status of 128 WMBs assisted by the Production, Present the overlap Health and Nutrition Component. It was Tegucigalpa 12-Mar results. agreed that a suggestion will be made at the next USAID IM meeting for roundtables to be created by department and by service, and for them to also include other donors. It was agreed that areas of joint work will include the strengthening of Decentralized Health Providers in community strategies Determining specific and nutritional supervision, sharing Tegucigalpa 12-Mar areas for joint work. information about CENs to be created or expanded, negotiating kits to be provided as in-kind grants, and carry out the nutritional fairs. Association of Define participative Non- methodology to revise The methodological processes that need to Governmental NGO Ocotepeque 6-Mar municipal policy be followed to revise this policy were Organizations Hambre O , specifically identified. (ASONOG) regarding nutrition.

Discuss the Activity's The respective roles were clarified, Tegucigalpa 8-Jan scope in specifying that the Activity's tasks are in infrastructure. design and supervision of projects.

Determine the FHIS IP personnel that will be involved in coordination, as well The necessary tools for design and 2-Feb as the communication supervision were identified. channels and a potential coordination agreement document.

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Develop a draft of the The draft was developed with contributions 8-Feb coordination from both parties. It was set to be reviewed agreement document. and finalized at the next meeting. Define the process of design revision, certification, and The process was revised and clarified, and a environmental review 22-Feb list of possible communication channels was by the FHIS and developed. specific channels of communication with the Activity. Provide beneficiaries of La Labor with an Joint presentations were successfully carried Ocotepeque 7-Feb understanding of out by GEMA and the Activity. objectives and upcoming assistance. Provide beneficiaries of Lucerna with an Joint presentations were successfully carried Ocotepeque 13-Feb understanding of out by GEMA and the Activity. objectives and upcoming assistance. Provide beneficiaries of San Marcos and Sensenti with an Joint presentations were successfully carried Ocotepeque 15-Feb understanding of out by GEMA and the Activity. objectives and upcoming assistance. The Activity was informed that GEMA will no longer be working directly with OMMs, Coordinate assistance but they can still collaborate in the Activity's Tegucigalpa 16-Feb to OMMs. efforts. It was decided that the Activity will work with the 35 OMMs identified and GEMA will collaborate whenever possible. It was agreed that a joint plan of intervention Building Determining specific Ocotepeque 23-Feb would be developed, outlining areas where Resilience into areas for joint work. both IMs coincide in this department. Ecosystem and IM All WMBs found in the overlap are already Livelihoods legalized. Therefore, the Activity will Activity provide assistance to other WMBs in the (GEMA) following areas: accountability (reward best performing WMBs), technical assistance to Identify specific La Paz 26-Feb COMAS and USCL in Marcala and Chinacla coordination in La Paz. with ASOMAINCUPACO, water sustainability awareness workshops for teachers and students from educational networks with ASOMAINCUPACO, and accountability of WMB finances. Coordinating to raise awareness about sustainable water Ocotepeque 26-Feb Activities and the event were jointly defined. management, potable water, ecosystems and the Water Fair. It was agreed that a coordination effort will be made toward WAS in the municipalities Define areas of work Tegucigalpa 1-Mar both IMs have in common. GEMA also considering overlap. shared the protocol to legalize WMBs and the regulation of statutes. Coordination of a water fair to raise A specific list of next steps was developed Ocotepeque 12-Mar awareness about the to prepare for this event. sustainable

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management of WAS and ecosystems. Coordination of activities between GEMA and the Dates were set to coordinate activities with Lempira 16-Mar Activity's Copán, municipal technical staff. Lempira and Ocotepeque regional offices. The following topics were discussed: joint work guidelines, specifying commitment Ocotepeque 16-Mar Defining joint work. regarding methodology, WMBs, and presenting objectives and assistance to beneficiaries. Carrying out the This event was successful. Awareness was Water Fair Event in raised among young students, parent Ocotepeque 22-Mar the municipality of La associations, school directors, municipal Labor. authorities, and WMBs. Presenting the It was agreed that roundtables in this Municipal Investment Municipal municipality and in should be Plan (PIM) to IMs and Technical institutionalized to coordinate activities in Santa other donors who Coordination Roundtable 14-Mar this municipality, with the next meeting Bárbara work in this Roundtable for scheduled for the first week of June. municipality to identify Macuelizo ACCESS to MARKETS was also present and potential assistance will continue to participate to. and coordination. Defining joint work It was agreed that a joint plan would be Other among IMs and other World Vision Ocotepeque 23-Feb developed, outlining areas where Donor donors working in the cooperation can be established. same areas.

ANNEX 9 – CONTRACT DELIVERABLES AND REPORTING

The contract deliverables submitted during the second quarter of FY 2018 are listed below. All deliverables were considered for submission to USAID’s Development Experience Clearinghouse (DEC) and Development Data Library (DDL), as necessary.

Approved/Agreed Uploaded to Document Submitted (2018) Upon DEC/DDL January 5 January 19 February 2 Bi-weekly Updates Not applicable February 16 All agreed upon to TOCOR (N/A) March 2 March 16 March 30 Quarterly Performance and January 30 March 5 Upload Pending Financial Report 1 Other Reporting January 8 January 29 All agreed upon N/A Bi-weekly Meeting February 5 Notes February 12

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February 26 March 12 March 26

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