Central America Regional Trilateral Cooperation (Rtc) Aid-596-To-16-00006

CENTRAL AMERICA REGIONAL TRILATERAL COOPERATION (RTC) AID-596-TO-16-00006

Final Assessment Report

Submitted April 11, 2017

International Business & Technical Consultants, Inc.

8618 Westwood Center Drive, #400

Vienna, VA 22182

DISCLAIMER

This assessment was prepared by International Business & Technical Consultants, Inc. (IBTCI) for review by the United States Agency for International Development. The views expressed in this report do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

Contents

Acronyms/Abbreviations...... 3 Executive Summary ...... 5 The Regional Trilateral Cooperation Project Assessment ...... 7 The Consultative Process...... 9 The Advanced State of South-South Cooperation in Latin America...... 9 The Potential for Expanding USAID Trilateral Assistance...... 13 USAID Mission Assessment of Past Trilateral Activities ...... 16 SSC Provider Motives for Development Cooperation ...... 18 Selecting, Managing and Financing Candidate Trilateral Activities...... 21 Matching Specific Development Problems and Potential Solutions ...... 25 Preparing the Local Partner to Manage Trilateral Cooperation ...... 27 Findings and Recommendations ...... 27 Annex A: Task Order Questions ...... 34 Annex B: South-South Provider Profiles...... 39 Annex C: Current RTC Activity Planner ...... 54 Annex D: Current Trilateral Activities and Concepts ...... 56 Annex E: Proposed Forms ...... 75 Annex F: Websites for South South Cooperation ...... 80

Acronyms/Abbreviations

ABC Brazilian Agency of Cooperation AGCID Chilean Agency of International Cooperation AMEXCID Mexican Agency of Cooperation and Development APC Presidential Agency of International Cooperation of Colombia APCI Peruvian Agency of International Cooperation AUCI Uruguayan Agency of International Cooperation CAM Central America and Mexico CARICOM Caribbean Community CARSI Central American Regional Security Initiative CDCS Country Development Cooperation Strategy CEN Strategy U.S. Strategy for Engagement in Central America CENTA National Center of Agriculture and Forest Technology COL-COL Colombia-Colombia COR Contracting Officer’s Representative DAC Development Assistance Committee DAI Development Alternatives Inc. DG Democracy and Governance DGCIN General Directorate of International Cooperation EC European Commission EG Economic Growth E3 Environment, Education, Economic Growth Practice area. FAO United Nations Organization of Food and Agriculture FPEMP Fiscal Policy and Expenditure Management Project FUSADES Fundación Salvadoreña para el Desarrollo Económico y Social GIS Geographic Information System HICD Human and Institutional Capacity Development IBTCI International Business & Technical Consultants, Inc. IDB Inter-American Development Bank ILEA International Law Enforcement Academies INIFAP National Institute of Forest, Agriculture and Livestock Investigations INSAFORP Salvadoran Institute of Professional Formation JICA Japan International Cooperation Agency LAC Latin America and the Caribbean 3MINED Ministry of Education MOF Ministry of Finance MOU Memorandum of Understanding 3M&E Monitoring and Evaluation NGO Non-Governmental Organization PIFCSS Iberoamerican Program to Strengthen South-South Cooperation PPL Policy, Planning and Learning Bureau OAS Organization of American States

OCA Organizational Capacity Assessment RDCS Regional Development Cooperation Strategy RTC Regional Trilateral Cooperation SIECA Central American Secretariat for Economic Integration TAP Trilateral Assistance Program? UN United Nations UNAC Unidad Especializada Anticorrupción UNICEF United Nations Fund for Infancy USAID United States Agency for International Development USDA US Department of Agriculture USG United States Government USPSC US Personnel Service Contractor VTC Video Teleconference WFP World Food Programme

Regional Trilateral Cooperation Project Contractor’s Assessment

Executive Summary Regional Trilateral Cooperation (RTC) is a 3-4 year, $5.6 million USAID Central America-Mexico regional project designed to centralize management of regional and bilateral trilateral cooperation activities through a single contractor, International Business & Technical Consultants, Inc. (IBTCI), working in partnership with a local partner, Salvadoran Foundation for Economic and Social Development (FUSADES). RTC is intended to strengthen USAID program results through the technical contributions of South-South cooperation (SSC) provider countries in Latin America. This assessment is intended to determine the USAID program demand and prospects for successful engagement with SSC partners based on a series of interviews, surveys and research. Central American countries have increasingly benefitted from a vast amount of South-South financial and technical assistance from SSC providers in many sectors. USAID missions in Central America have engaged in trilateral cooperation as part of this process, including through formal agreements with Mexico, Colombia, Brazil and Chile. SSC assumes that provider and receiver countries are equal partners, both benefiting from the shared experience, exchange of technical information and closer ties. While USAID mission staff view trilateral cooperation, notably through observation tours and technical assistance, as a benefit to their programs, experience shows that there are substantial time and energy demands in initiating and managing this form of assistance that can be more efficiently addressed through the RTC mechanism. Other Central American and Mexico (CAM) missions expressed an interest in RTC, though no concrete requests for support emerged in those discussions. Early trilateral activities showed the value of clear planning and expectation management, to have streamlined administration of the cooperation, to engage a trained facilitator in observation visits, to limit observation tours to key change makers, and to respect SSC provider protocol requirements. The assessment identified 29 potential trilateral activities that USAID activity managers, in conjunction with their implementing partners, have either initiated, planned or are considering. Some of these activities may later result in multiple observation tours or visits from SSC provider technical experts. Because about half of these activities are intended for Fiscal Year 17, this implies an immediate large workload for RTC that will be sustained through years two and three. Trilateral assistance may also involve regional meetings, workshops or longer-term SSC technical assistance. The assessment consulted with six of the potential SSC provider external development agencies, as well as some of their San Salvador-based embassy cooperation specialists. There was unanimous interest in cooperating with USAID on behalf of Central American development, and Central America is in general a strategic target for these SSC providers who in most cases have ongoing South-South cooperation in the sub-region.

The assessment recommends that trilateral activities be:

• managed as government-to-government assistance even when Non-Government Organization (NGO) or private sector models or expertise is engaged; • align with approved USAID strategic plans and approved projects/activities, which in turn support the Alliance for Prosperity and the U.S, Strategy for Engagement in Central America (CEN Strategy); • broadly share the SSC database of provider profiles and catalogs of models and expertise with other CAM missions; • understand the possibility of shifts in SSC provider priorities based on evolving South- South political and economic relationships; • make accommodations given the differences between USAID’s results-oriented donor assistance model and South-South forms of cooperation; and • make discrete contributions to SSC partner capacity by sharing USAID strategic, project design and M&E methodologies.

The Contractor has also initiated steps to fully engage FUSADES, its local partner, in RTC management and to continue to strengthen FUSADES according to a recent Organizational Capacity Assessment set of findings and recommendations so that FUSADES can be considered for a follow-on award should USAID decide on that course of action prior to the end of the current task order.

The Regional Trilateral Cooperation Project Assessment Regional Trilateral Cooperation (RTC) is a $5.6 million project financed by USAID as part of its Central America/Mexico Regional Program. The RTC Task Order was signed on August 1, 2016, and has a three-year base period and an option for a fourth year. RTC is intended to strengthen USAID program results in Central America through trilateral collaboration with emerging South- South Cooperation (SSC) providers of technical assistance from elsewhere in Latin America. RTC is implemented by a U.S. contractor, IBTCI, in partnership with El Salvador´s leading socioeconomic think-tank, FUSADES. FUSADES will play an important analytical role, will manage trilateral technical exchanges, and will support trilateral activity development. RTC is a Task Order (AID-596-TO-16-00006) under the HICDpro Indefinite Delivery/Indefinite Quantity contract mechanism, designed to strengthen the abilities of USAID’s host country partner organizations and the systems in which they work. Under the RTC Task Order, the requirement for a Contractor Assessment is outlined in section C.3.1.1: “The Contractor will examine factors, including historical expertise, applicability and replicability in the receiver countries, and capacity of the selected offering countries (Brazil, Mexico, Colombia, Peru and Chile), to assess their ability to participate in trilateral cooperation activities and provide the results and associated analysis to USAID. The assessment will highlight potential opportunities for trilateral cooperation, detailing the themes and subject areas, in alignment with the U.S. Strategy for Engagement in Central America (CEN Strategy) and relevant regional and Central American countries strategies. Additionally, the assessment will identify best practices and successful models from potential donor countries that are ripe for replication. Based on an analysis of the findings, the Contractor will propose targeted and appropriate opportunities for trilateral cooperation over the lifetime of the activity. The assessment will address the following individual performance factors: information, resources, incentives, knowledge/skills, capacity, and motives. In conducting the assessment, the Contractor shall collect information to respond to the following key questions:

• Which (if any) trilateral cooperation activities with each country have met their objectives as planned and why, and which have not met their objectives as planned and why?

• To what extent has the participation of the offering country in the activities contributed to achieve the Development Objectives of the Strategy (C/RDCS) and CEN Strategy?

• For each selected offering country, what are the comparative advantages, as related to the CEN Strategy, which might be replicable to the receiving countries’ current economic, political and social issues and applicable to a trilateral cooperation context?

• What other donors/agencies in the selected countries are doing in the receiving countries to address sectors and challenges identified in the CEN Strategy, in order to avoid duplication of effort and recognize synergies and to identify best practices and lessons learned.

• How can potential trilateral opportunities under the three pillars of CEN Strategy be shared across the region? The analysis will be informed by a review of the following documents: • CEN Strategy • Country Development Cooperation Strategies - CDCS and/or Regional Development Cooperation Strategy - RDCS • Strategies used by other donors who facilitate trilateral cooperation activities • The Plan of the Alliance for Prosperity in the Northern Triangle.

Information collection will include a desk review of relevant documents, interviews with stakeholder and relevant parties. The assessment will be submitted to USAID for review and approval. The assessment methodology will consider, at a minimum, the following main steps. The Contractor can propose additional, as relevant:

• Develop the assessment guidelines. Define the purpose of the assessment with USAID. Determine what is important to be assessed within the economic, political and social context of the receiving country as defined in USAID’s strategies. Determine the capacity of the offering country. Determine what should be reported and how.

• Design the approach to be used for the assessment. Develop a list of the criteria to be used to give interim feedback and how the evidence and performance factors mentioned above will be collected. Set up a plan to collect the evidence in a timely manner.

• Collect and analyze the evidence/performance factors. Collect the evidence agreed upon with USAID, and analyze the areas to improve the evidence and performance factors collected.

• Report the findings. Prepare a draft report, and discuss how it relates to the criteria and performance factors defined with USAID and propose recommendations and targeted/relevant opportunities for trilateral cooperation over the lifetime of the activity. Prepare a final report based on USAID comments.” Additionally, in the Assessment Plan submitted to USAID on October 24, 2016, IBTCI proposed the following: “Expanding on these questions from the Task Order, the assessment team will consider questions like the following:

• What is the worldwide (with an emphasis on Latin America) experience with trilateral cooperation and are there any applicable lessons learned and/or best practices? • What official policies govern trilateral cooperation provision by offering countries? Is there legislation or other frameworks that could be improved to enhance such cooperation? • Within offering countries, what are the possible sources of trilateral cooperation? National agencies and state-level institutions? • What is the current capacity of the provider country’s international cooperation agency to coordinate international development work of relevancy to USAID and the CEN Strategy? • Are there particular pairings of offering and recipient countries (e.g., Mexico and Guatemala) that are a more natural fit for trilateral cooperation?”

The Consultative Process As part of the assessment, and with USAID/El Salvador facilitation, the Contractor carried out meetings and Video-Teleconference (VTC) consultations with USAID bilateral and regional mission program and technical staff in El Salvador, other Central America and Mexico missions, and with cooperation specialists in embassies of the potential South-South provider countries of Chile and Brazil based in San Salvador. USAID did not authorize visits to the provider countries. Conference calls or VTCs were also held with the Colombian external cooperation agency, Presidential Agency of International Cooperation of Colombia (APC), with Argentina’s General Directorate of International Cooperation (DGCIN), Peruvian Agency of International Cooperation (APCI), Costa Rican Bilateral Cooperation Unit, and Mexico’s Agency of International Cooperation for Development (AMEXCID). Due to scheduling difficulties, the assessment team was unable to interview the Agencia Uruguaya de Cooperación Internacional (AUCI). The Contractor also had interviews with USAID staff from the potential provider countries of Peru and Colombia. As well, the assessment reflects written feedback that was solicited from these sources via surveys sent out by USAID. A meeting was also held with staff of the Ibero-American Program to Strengthen South-South Cooperation (PIFCSS) program in San Salvador. Extensive on-line research was carried also out on South-South and trilateral cooperation (see Annex E, Websites Related to South-South Cooperation).

The Advanced State of South-South Cooperation in Latin America Based on the Assessment Team’s discussions with USAID missions in Central America, USAID staff understand the basic facts regarding South-South and trilateral cooperation. However, the extent of South-South and trilateral cooperation in Latin America is more extensive than is widely recognized within the USAID missions. As well, South-South cooperation in Latin America and elsewhere, has been the subject of academic and professional research that has addressed issues such as guiding principles for South-South and trilateral cooperation and the appropriate associated terminology related to these types of cooperation. While there is not an agreed- upon set of terms within the development community for South-South and trilateral

cooperation, for purposes of the RTC activity, the Contractor will use vocabulary that follows that which is most often used within the South-South community. As part of South-South cooperation, certain predominately middle-income countries with successful development experience have been sharing their technical expertise, replicable development models and sometimes financial support with recipient countries – most often lower-middle income or low-income countries - to accelerate their national development. Over the last decade, this has been done in support of United Nations (UN) Millennial Development Goals (with 2015 targets) and more recently, UN Sustainable Development Goals (with 2030 targets). Latin America and the Caribbean have an impressively rich history of South-South cooperation that has been growing in actions, projects and program value each year. The RTC activity will engage countries, which will be referred to as “South-South cooperation providers,” or “SSC providers,” such as Mexico, Brazil, Chile, Peru, and Colombia (identified in the Task Order as the provider countries by USAID), but as well Uruguay, Argentina, and Costa Rica (other prominent SSC provider countries that might play a role under RTC). These countries’ passion and commitment to SSC is clear and well-articulated. This is from the Government of Uruguay’s website: SSC (is) an expression of solidarity among developing countries based on horizontal and long- term partnerships, driven by the needs of the beneficiaries. Their SSC aims at generating and strengthening human and institutional capacities through the exchange of experiences, knowledge and technologies for sustainable development, seeking the best solutions adapted to the local and national context where they are applied. SSC constitutes an elementary pillar of the Uruguayan cooperation policy. The country has realized that, although it has significant remaining challenges to consolidate the benefits of economic growth achieved in recent years, it can contribute to regional and global development, to the extent of its capabilities, through SSC. The focus is mainly technical cooperation for the capacity building and the institutional strengthening based on the experiences and policies that the country has consolidated in the matter of sustainable development. Uruguay accompanies the partner country in the search for solutions for sustainable development by sharing its experience with the public actors responsible for the development and the implementation of policies. Just as certain terminology enjoys political correctness within the South-South community, other terms are disfavored – an example is “emerging donor,” which is not favored given that it implies that these providers seek to emulate or ascribe to the status of traditional Organization for Economic Cooperation and Development (OECD)/Development Assistance Committee (DAC) “donors,” (a term that in itself is disfavored) which they clearly do not accept. Previous RTC documentation has also used the terms “sending” or “offering” countries – though “sending” does not appear to be in use, and “offering” is occasionally used, but less so than “providing” or “provider.” RTC will facilitate cooperation between these SSC providers to bring collaborative technical assistance to USAID programs in Central American “receiving” or “recipient” countries (the “Northern Triangle” countries of Guatemala, Honduras, El Salvador, Mexico and

Nicaragua), terms that will be used by RTC. Within the South-South community, there is wide use of “horizontal cooperation” between South-South partners, a term that recognizes that both sides share as they “accompany” each other in the cooperation process, given that there is less recognition of one partner as provider and the other as recipient. The model of cooperation between “SSC partners” – SSC providers and an SSC recipients – facilitated by a traditional donor, such as USAID, is known as “trilateral cooperation” (also frequently known as triangular, or to a lesser extent, tripartite cooperation). These trilateral efforts will directly support USAID projects that are targeting regional results defined in USAID’s Regional Development Cooperation Strategy (RDCS) and, to the extent that bilateral results are targeted, in USAID’s Country Development Cooperation Strategies (CDCS) for participating bilateral programs. USAID’s projects support the SSC recipient country’s (for example, El Salvador’s) own development objectives, and the SSC provider assistance (for example, Chile) will satisfy the political, economic and South-South developmental objectives of that provider country. In general, countries that have higher levels of development, as reflected in higher per capita income levels and with lower levels of Official Development Assistance (ODA) from traditional (OECD/DAC) donors, are the providers of South-South assistance to countries that are lesser developed, with lower per capita incomes, and more aid dependent. SSC provider countries are most often classified by the World Bank as Upper-Middle Income countries (Chile, Argentina, Brazil, Colombia, Peru, Mexico, Costa Rica and Uruguay), while recipient countries such as Guatemala, Honduras, El Salvador and Nicaragua are most often Lower-Middle Income countries. (Haiti and Bolivia are the two Lower Income countries in this hemisphere.) However, this is a generalization, and the lines between providing countries and recipient countries are often blurred. Oftentimes, SSC providers themselves are still recipients of North-South assistance from traditional donors, such as U.S. ODA from USAID to SSC providers such as Mexico, Peru and Brazil. Clearly, SSCs demonstrate a willingness, commitment and concrete actions to provide South-South assistance to recipient partner nations in their region or elsewhere (for instance, Brazil supports Lusophone country development in Africa, and is an active provider of assistance to all developing regions of the world.

low GNI/Capita high

temala Haiti Chile Bolivia Jamaica Panama Uruguay Paraguay Honduras Colombia Nicaragua Argentina CostaRica El Salvador Salvador El Gua Brazil Brazil Mexico

Peru Rep Dom

RECEIVER MIXED PROVIDER

Low Lower Middle Upper Middle High Income Income Income Income

Provider countries are characterized by higher GNI/capita rates, while countries with lower incomes are predominately recipient countries. Countries such as Peru and Colombia are mixed, being both significant providers and receivers of cooperation assistance. South-South and trilateral cooperation lessons are not just from Latin America. Thailand – through its Thailand International Cooperation Agency - has disbursed over $500 million in official development assistance to 58 partner countries in the past few years, mostly in South and East Asia, but as well in Africa1. Thailand’s assistance also extends to $434 million in recent loans through its export-import bank, including for infrastructure, and trade and investment promotion. USAID’s earliest and most advanced cooperative relationship with a non-DAC donor has been with South Africa. Through the Trilateral Assistance Program (TAP), USAID provided nearly $7 million since 2009 to help build South Africa’s capacity to provide economic and social assistance to other African Countries2. Fifteen projects, including for food security, constitutional development, adjudication of gender-based violence, global climate change capacity, health and conservation agriculture, have been supported through TAP across the African continent. USAID has also worked with China since 2013 on food security and nutrition in East Timor, and with India on agriculture in Kenya, Malawi and Liberia, in Bangladesh and Nepal. USAID has partnered with Turkey, Kazakhstan, Indonesia, Eastern European countries and with Arab donors to provide trilateral assistance. Trilateral Cooperation Central American countries already benefit from South-South financial and technical assistance from SSC providers. Countries like Chile and Brazil regularly provided direct support, but the levels of assistance are more limited than those of OECD/Development Assistance Committee (DAC) donors. Trilateral assistance, where DAC donors (typically) finance the added costs of South- South technical exchanges, such as travel, per diem and logistics, helps to expand the impacts

1 South-South Cooperation at Work: Inside Thailand’s Aid. Santos, Lean Alfred. Inside Development. Devex, September 2016. 2 USAID Engagement with Non-DAC Donors: An Overview. USAID/PPL, undated.

of technical support to lesser developed countries. Trilateral assistance does not necessarily change the character of South-South cooperation, but rather facilitates it. USAID`s Bureau for Latin America and the Caribbean signed its first trilateral assistance agreements with Brazil in

The Emergence of the Southern Donors

Following World War I, the League of nations advocated for assistance for former colonial territories. Through the Organization for European Cooperation – which evolved into the Organization for Economic Cooperation and Development (OECD) – the colonial powers divided development responsibility for their former overseas possessions, leaving out wealthy countries that were not colonizers. The Third World movement, which accelerated in the 1950s, advocated for self-determination as a condition for development. The UN brought voice to its underdeveloped members, and the need for development financing shifted to the collective responsibility of the rich nations of the North to help the South. Under U.S. leadership, the Development Assistance Group, the forerunner of the OECD/Development Assistance Committee, defined, scaled up and shared the burden of aid among Western powers. The emergence of this “donor club,” intended to bypass the UN, inadvertently shaped the North-South aid paradigm that still exists today. However, the aid landscape has been transformed from the 1960s when 60% of all financial flows to developing countries was DAC Official Development Assistance, to today when ODA represents only a small fraction of flows. The DAC paradigm has been eclipsed by much greater flows from emerging donors like China, private sector investment, foundations, local governments, multilateral windows, new development banks and civil society organizations, joined by increasing programs of South-South cooperation. Today, all developing nations, no matter their economic status, are South-South partners, while those that transfer substantial experience and technical expertise, tailored to their own history and circumstances, are considered South-South providers.

Adapted from: In Search of a Narrative for Southern Providers: The Challenge of the Emerging Economies to the Development Cooperation Agenda; Gerardo Bracho; German Development Institute, 2015.

2010, and Chile and Colombia in 2011. Since that time, USAID missions in El Salvador, Guatemala and Honduras have all carried out trilateral assistance activities in support of USAID projects involving the technical expertise and development experience of these and other Latin America SSC providers. Overall, this is part of an expanding number of trilateral cooperation efforts undertaken by DAC donors (the U.S., Japan, Germany, Spain and other traditional donors) that expands South-South cooperation in Latin America, Africa, Asia and elsewhere.

The Potential for Expanding USAID Trilateral Assistance Based on USAID-facilitated discussions between RTC staff and USAID missions in Central America, there is broad agreement regarding the potential for and value of expanded trilateral cooperation. However, experience shows that there is a significant USAID staff workload required for initiating a dialogue with SSC providers, to identifying successful models in those countries, to pairing potential technical expertise to USAID projects, and in managing the administrative, programmatic and protocol requirements of technical exchanges between Central American recipients and SSC providers. This creates an imbalance between the relative value of South-South technical cooperation and what it brings to the USAID project vis a vis more traditional sources of technical assistance, considering the time/energy investment that needs to be made to enlist South-South cooperation. In some cases, it may prevent SSC exchanges from ever happening. For the most part, trilateral assistance exchanges were not

foreseen in the design of USAID projects, and so both the financing and the administrative workload are not included in scopes of work, program descriptions and budgets. RTC is intended to centralize responsibility and financing for trilateral assistance management under a dedicated services contract to alleviate USAID staff and contractor/grantee workload, as well as to expeditiously and strategically expand trilateral interventions. The following is a summary of Contractor discussions with USAID mission personnel, and from their feedback to mission surveys: USAID/El Salvador: Bilateral and regional staff on the Economic Growth (EG) team mentioned the positive and ongoing work that Chile has done in with Central American countries in improving horticultural crop sanitary/phytosanitary standards for exports, including through public-private managed preclearance facilities. This particular cooperation dates back to the 1990s, and trilateral cooperation with USAID, which started a decade ago, is the latest iteration of that assistance. EG staff noted the formality of the Chile cooperation that utilizes letters of intent and other documentation. The Mission noted the positive contributions of Brazil on technical exchanges on municipal fiscal transparency that fit with the Mission’s municipal competitiveness objectives. The EG team also anticipates a trilateral assistance activity with Mexico in support of USAID’s cacao initiative, a commitment that was made in 2014 by Vice President Biden during his visit to Mexico. The Mexico South-South cooperation agency, AMEXCID, is supporting this proposed technical exchange, and an agronomist from the National Institute of Forest, Agriculture and Livestock Investigations – the National Institute of Forest, Agriculture and Livestock Investigations (INIFAP) has been identified to assist with cacao genetics. USAID is also working with the Central American Secretariat for Economic Integration (SIECA) on trade capacity building trainings, and is partnering with SIECA and Mexico on customs training (a second event is being held in Guatemala in March 2017). USAID’s Fiscal Policy and Expenditure Management project has also financed study tours to Colombia, Peru and Argentina – visits that have led focused on specific models that are being adopted in El Salvador. The EG team has been contact with the Government of Colombia about models and expertise on workforce development, technology and innovation. Medellin is known as the City of Innovation, and is a likely target for technical exchanges. There has also been successful management of customs at the Argentina-Chile border, which may provide important models. Global climate change, clean energy and the environment are areas of possible South-South collaboration, and a Central America group also visited Mexican municipalities that have had success in clean energy technologies. The Democracy and Governance (DG) team mentioned observational visits of Salvadoran municipal officials to Medellin, Colombia, related to community security (presumably the same as were mentioned by USAID/Guatemala, below, organized by the Latin American and the Caribbean Bureau (LAC) Central America Regional Security Initiative (CARSI) Coordinator). The Colombia Ambassador to El Salvador was described as a great supporter of trilateral

The Mesoamerican Regional Integration and Development Project

The Mesoamerican Project grew out of the 2001 Plan Puebla-Panama, launched by Mexican President Vicente Fox. PPP engaged all Central American countries in a joint development plan with Mexico. Under President Felipe Calderon, PPP was recast in 2008 as the Mesoamerican Project, and Colombia and the Dominican Republic were added as participants. The Project is a regional mechanism, supported by the IDB (similar to the IDB’s coordinating role under the Alliance for Prosperity), utilizing South-South and triangular cooperation projects to deliver regional public goods for inclusive development and integration within the 10 participating countries. The Project focuses on health and food security; energy and telecommunications; disaster risk management and climate change; trade and competitiveness; transport; and water and sanitation. The Mesoamerica Project, which has enjoyed significant regional political support, has utilized Aid-for-Trade to advance the region’s position in the global marketplace.

cooperation with his country. As well, Brazil’s State of Rio de Janeiro hosted exchanges involving El Salvador officials to see crime reduction efforts In Rio’s favelas, and the Mission expects that the Government of El Salvador will adopt some of those best practices. It is important to note that while the Rio community security model is worthwhile, this trilateral cooperation component has taken place during a time of significant economic downturn in Brazil and a national increase in crime and violence, which may have diluted somewhat the potential demonstration impacts. Japan International Cooperation Agency (JICA) and USAID have also collaborated on El Salvador observation visits to Sao Paolo, Brazil, that has led to development of a community policing manual. With a new regional human rights project, and an El Salvador bilateral human rights project just started, the DG team is looking for human rights early warning systems to observe, such as in Colombia, as well as internal displacement warning systems, and to visit countries that have dealt with extra-judicial killings. Uruguay is a possible site for models on reparations related to human rights abuses, whereas Argentina might possible share expertise on forensics and on its registry of the missing. As well, Paraguay has had successes with civil service reform, another DG area of interest. Colombia is of interest, given its experience in reducing homicide rates. USAID/Guatemala: The staff believes there is potential for more exchanges to see successful crime and violence prevention models, including community policing. They noted an initiative of the USAID/LAC CARSI Coordinator who is setting up an exchange on security with government officials in Medellin, Colombia. The mission also notes the ongoing, positive contributions of the USAID-U.S. Department of Agriculture (USDA)-Government of Chile trilateral activity on sanitary/phytosanitary standards for horticultural exports, which has benefitted the Central America region for many years. USAID/Honduras: This mission is currently involved in two trilateral programs, including the sanitary/phytosanitary work being done by the CAM regional program and Chile in Honduras, and the second, a program with Brazil aiming to increase agricultural productivity and nutrition

as well as improve access to renewable energy in rural areas. Under the latter, there have been several small implementing mechanisms co-funded by the governments of Honduras and Brazil, and one by USAID/Honduras. The mission notes several positive results from this second program, despite challenges to the large number of stakeholders involved at the political, strategic and technical levels from the three countries. The mission states that cumulative administrative processes have been one of the most important challenges. Some of this was remedied by establishing improved coordination and communication arrangements (the mission shared a matrix that summarizes the agreed-upon institutional responsibilities, and the mission contact recommends a regional gathering to discuss trilateral cooperation). Under the Brazil program, the current mechanisms are coming to an end, but the deliverables are expected to benefit USAID’s current program. The Mission is interested in pursuing a follow on. Priority areas for the mission, based on the CDCS, are poverty alleviation, improved nutrition, natural resource management and community resilience. USAID/Honduras is open to possibilities of accessing RTC services. USAID/Nicaragua: The mission has a relatively limited strategy (municipal governance, civil society, media, fiscal transparency/anti-corruption, human rights, primary education, at-risk youth training, Zika health). It has not been involved in any trilateral activities, and other donor activity in Nicaragua is general limited. While the mission is not anticipating any trilateral activities, it is open to cooperation activities that fit with its strategy. The mission is particularly interested in partnerships with those experienced in network building in working in closed political spaces. USAID/Mexico: The RTC and USAID/El Salvador VTC with USAID/Mexico mostly focused on AMEXCID, the Government of Mexico’s external cooperation agency. USAID and AMEXCID have a signed MOU related to cooperation. The mission supported AMEXCID capacity building through the assignment of a U.S. Personnel Service Contractor (USPSC) for one year at AMEXCID. USAID describes AMEXCID as preferring regional rather than bilateral South-South cooperation. Proyecto Mesoamerica (http://www.proyectomesoamerica.org/) lays out the Government of Mexico’s engagement strategy, covering all Central American countries, Colombia and the Dominican Republic, and AMEXCID uses this strategy for Mexico’s engagement in that region. The mission was not involved in any trilateral activities under which USAID programs in Mexico benefitted from South-South assistance.

USAID Mission Assessment of Past Trilateral Activities The USAID mission representatives expressed, in general, enthusiasm for trilateral cooperation as a new development tool to help achieve planned program results. This was the prevailing reaction, even with a mission such as Nicaragua that has had minimal exposure to trilateral cooperation. This perhaps reflects broad acceptance to the theory that South-South cooperation puts together partners that can relate to each other’s recent development experiences and challenges, the fact that these partners speak Spanish and share common

cultural, social and economic values, and that they have shared ties through heritage, trade, business, governance and communications – oftentimes connections of which U.S. citizens are minimally aware. Because trilateral activities tend to be “one-off” actions to support ongoing USAID programs, there does not seem to have been any systematic analysis of the effectiveness of these exchanges (most often observation tours or provider country technical assistance). The most sustained trilateral effort, by far, has been Chile’s work in support of horticultural sanitary/phytosanitary pre-clearance in Central America, which receives positive marks by all mission representatives contacted, as well as the Fiscal Policy and Expenditure Management Project. Both are good examples of how a country with tremendous success in a sector – in this case high-value horticultural exports or fiscal policy management – can share its experience and expertise with other developing nations. In the case of Chile, which has assisted El Salvador and Guatemala with improved sanitary/phytosanitary systems, the motives for assisting are not apparently diluted by Chilean producers’ fears of competition, as potential exports from Central America do not conflict seasonally with Chile’s southern hemisphere market advantage in the northern hemisphere (the U.S., Europe and Japan). According to Development Alternatives, Inc. (DAI), the implementer of the Fiscal Policy and Expenditure Management project (FPEMP), "Study tours have been important in promoting political will for reform…and providing important input in the design and implementation of such reforms in El Salvador… Substantial Ministry Of Finance (MOF) cost-shares, limiting involvement to small groups of principal actors, clear expectations regarding a full work schedule for participants and post-trip deliverables, and a knowledgeable facilitator with in- country knowledge, experience and professional networks, are all necessary. A study tour to Chile inspired the creation of Central America’s first Public Procurement Ombudsman’s office, replicating an internal transparency and accountability mechanism used by the Government of Chile. The objective was to meet with and learn about Chile’s Public Procurement Ombudsman, and consider options for El Salvador’s own modes of ensuring transparency and accountability for following its procedures defined in statute. After a week of meetings, discussions and strategic planning, the UNAC (Unidad Especializada Anticorrupción - Specialized Anti-Corruption Unit) officers committed—and upon their return secured internal MOF agreement—to replicate Chile’s Ombudsman model. This is one of several cases of a study tour leading directly to the establishment of a productivity or accountability enhancing operational reform." USAID’s FPEMP activity manager gives credit to “the attitude of the technical personnel of the MOF to implement changes in systems or procedures once they had experienced first-hand the practicality and effectiveness of what they witnessed. The creation of the procurement ombudsman's office was a striking example where the technical personnel were so impressed that they practically forced the MOF to adopt this model in El Salvador. Technical personnel said, ‘I had read about this, but now it makes sense.’”

Based on assessment team interviews, there is agreement about how trilateral cooperation should be undertaken:

• It is critical that there is an efficient way to organize and administer observation tours and visits of technical experts. The complex administrative, logistical and protocol challenges can overwhelm already busy USAID activity managers and implementing partners. • Observation visits should involve small groups of key stakeholders, whether technicians or policy makers. Each participant’s specific interests in the visit should be identified prior to the visit to better ensure that the visit is designed to answer the most strategic and tactical questions. • It is critical to identify in advance the specific steps that provider countries have taken to achieve impacts, and to ensure there is broad acceptance of the fact that the provider country experience is considered a success, and that there are clear metrics for determining that success. • Provider country experts should be those that understand the context of how reforms or improvements were made, with an understanding of the historical evolution in the sectors they work. • As well, a knowledgeable facilitator is required at the planning and implementation stages of any observation tours, to ensure the trip is well-planned, to understand the USAID project and the anticipated value of the trilateral exchange, to ensure there is adequate documentation of the visit, recording of key findings, and preparation of a final report that identifies next steps. Based on this, it appears that the RTC activity should train at least two facilitators that build these skills as the project proceeds.

SSC Provider Motives for Development Cooperation Each of the SSC provider countries, to varying extents, has its own political, economic and social engagement strategy in this hemisphere. The Northern Triangle countries and Nicaragua lag behind Mexico, Costa Rica, Panama and most South American countries in their development based on most indicators. As such, there are clear motives as South-South community members, regional neighbors, and trading partners, to promote sustainable growth, improved social standards, and citizen security in Central America. These, in fact, are motives that these countries have in common with the U.S. Government in the desire to focus resources in the region where most needed. Clearly neighboring countries, such as Mexico and Costa Rica, are even more motivated given problems that can and do spill over their borders with Central America, including illegal migration and transnational crime and violence, as well as the desire to see growth in stable markets for their own exports. In USAID-facilitated discussions with embassies of SSC provider countries based on San Salvador and with cooperation agencies by VTC and conference calls, the Team was impressed with the

commitment to and in-depth understanding of South-South cooperation on the part of interviewed personnel. For example, with Chile and Brazil, both countries have provided support to El Salvador over recent years in social, economic and sometimes cultural lines of cooperation. And like with U.S. cooperation, there are foreign policy motives for cooperation tied into considerations of political alliances, trade agreements, historical ties, and other factors. This can work in favor of enhanced cooperation, but as well, can sometimes put a damper on assistance relationships. One SSC provider noted that assistance with El Salvador has been put on the back burner for the foreseeable future after El Salvador’s public criticism of political events in that country. On the other hand, another SSC provider country just ended a long period of difficult relations with the U.S. With a new administration, it has now reversed its stance and is now open to cooperation with the U.S. Government. However, in general, there are important bilateral, regional, cultural and historical ties that bind these countries, in some ways that differ or even supersede U.S. ties to Latin America. South- South cooperation in Latin America is of such importance, for example, that it is supported by a special program of the Iberoamerican Secretariat General’s Office in Spain, managed by a regional program office in El Salvador. The Iberoamerican Program to Strengthen South-South Cooperation (PIFCSS) project has carried out impressive research on South-South cooperation in the region (see text box, page 23). In a recent sample year, 2014, PIFCSS tracked 885 SSC projects and actions, showing the scale of cooperation in the Americas. Based on discussions with embassy representatives, the SSC provider countries indicate that they hold annual consultations with recipient countries, and it may be that USAID trilateral cooperation opportunities could be advanced in these discussions. South-South cooperation differs from USAID donor assistance, which is targeted and results-oriented. SSC occurs in as many sectors as governments operate, whereas USAID focuses on economic development, democracy/governance and health/education. In discussions with SSC provider and PIFCSS staff, there is little mention of metrics and results. While unquestionably South-South cooperation has yielded great results, the cooperation seems to be the most valued product.

The following two graphs illustrate the complex flows of assistance from a South-South provider, in this case Chile, that involves many cooperation partners and multiple sectors. Report on South-South Cooperation in Ibero-America 2016. PIFCSS and the Secretary General Iberoamerica.

Selecting, Managing and Financing Candidate Trilateral Activities As a result of historical and growing commitment to South-South cooperation, many of these provider countries have established dedicated external cooperation agencies or offices within their governments. In some cases, these are distinguished from ministries, agencies or offices traditionally tasked with coordination of externally-financed donor activities in their own countries, though there is overlap given the fact that South-South and traditional forms of assistance are being blended under South-South cooperation. Examples of these new entities include:

Argentina Dirección General de Cooperación Internacional (DGCIN) Brazil Agência Brasileira de Cooperação (ABC) Chile Agencia Chilena de Cooperación Internacional para el Desarrollo (AGCID)

Colombia Agencia Presidencial de Cooperación Internacional de Colombia (APC) Costa Rica Unidad de Cooperación Bilateral (UCB) Mexico Agencia Mexicana de Cooperación Internacional para el Desarrollo (AMEXCID)

Peru Agencia Peruana de Cooperación Internacional (APCI) Uruguay Agencia Uruguaya de Cooperación Internacional (AUCI) With USAID/El Salvador technical office support, candidate activities in support of the CAM regional and El Salvador bilateral program have been identified (see Annex C for bilateral and regional trilateral concepts). Other Central America bilateral missions were interviewed and surveyed – while other missions expressed commitment to trilateral cooperation and varying levels of interest in RTC support, no specific requests were identified. As shown, some USAID technical staff or project contractor/grantees already are aware of effective technical models or expertise from other countries in the region. The genesis of trilateral initiatives can also come from USAID staff in provider countries who have seen first- hand the capacity of these governments. One example was the initiative of USAID/Brazil to build awareness of a model of community security after the State of Rio de Janeiro was able to reduce violence in certain crime-ridden favelas. Through USAID/Brazil´s outreach with USAID/El Salvador, the concept was presented and led to a two-way exchange of Salvadorans and Brazilians. Pending the resolution of some issues, the Government of El Salvador is preparing to adopt the Brazilian community policing toolkit for its own use in communities affected by gang violence. USAID and RTC project staff met with some embassies of SSC provider countries based in San Salvador to gauge interest, to determine the best contacts within their government, and to establish protocols for RTC engagement. To the extent that USAID missions are in SSCs, those missions will be advised prior to the completion of this assessment and their perspectives will be sought on areas of technical expertise and positive sectoral models within those countries. On behalf of RTC, USAID circulated a survey form to USAID missions in SSCs (or where USAID is

The EU’s Regional Mechanism for South-South Cooperation

In January 2016, the European Commission launched its new 10 million EUR Latin America and Caribbean financing mechanism to reduce poverty through multilateral and South-South cooperation. The specific focus is on human rights, democracy (including elections, freedom of the press and internet freedom, rule of law, gender equality, civil society development) , and good governance (improved service delivery, institutionalization), consolidation of peace and conflict prevention, as well as sustainable and integrated growth (social, health, education, professional development, employment, migration, business development, regional integration, global market development, private sector development, small/medium enterprise and cooperative development, infrastructure development, sustainable agriculture, energy and clean energy, global climate change mitigation). Proposals must support the South-South replication of experience and expertise from country to country. Proposals can range from 150,000 EUR to 2 million EUR. National, regional and local public organizations are eligible as proposers or co-proposers, and must participate in project execution.

Guia para los solicitantes: Mecanismo Regional para la Cooperacion: Comision Europea. January 2016

not present, to the U.S. Embassies` foreign assistance coordinators) to document their perspectives on questions regarding past, current and future trilateral cooperation. The USAID/El Salvador mission intends RTC to be a regional services mechanism. Bilateral missions desiring to access RTC will need to complete a short concept paper, and the bilateral mission will need to transfer funds to USAID/El Salvador. Based on mission guidance to the Contractor, the bilateral mission will be required to pay for RTC administrative services and indirect costs, as well as the direct costs of technical exchanges (typically travel and per diem, but potentially other costs associated with the exchanges). Salary costs for civil servants providing trilateral technical assistance from SSC provider countries are considered under RTC as the contribution of that country to the trilateral assistance activity, consistent with prevailing South-South cooperation norms. Should a longer- term secondment of an emerging country official to a Central American country as part of USAID trilateral assistance be contemplated, as an example, and USAID payment or reimbursement of salary is proposed, guidance on such USAID payments can be found in an Automated Directives System (ADS) 302 mandatory reference, State cable (88) 119780, which distinguishes this as a recurrent cost rather than a salary supplement as long as the salary does not exceed the official´s existing salary rate in the emerging donor country. State 119780 clearly states that invitational travel and per diem are not considered salary supplements.

The Ibero-American Program to Strengthen South-South Cooperation (PIFCSS)

PIFCSS, which falls under the Ibero-America General Secretariat in Spain and which is managed from a program headquarters in El Salvador, has worked since 2006 to ensure that South-South and Triangular Cooperation as part of Ibero-America Cooperation supported the actions of countries towards the 2015 Millennium Development Goals (MDGs) and now towards the 2030 Sustainable Development Goals.

In the most recent survey year, 2014, participating countries exchanged 552 projects and 333 actions under Bilateral South-South Cooperation. Fifteen countries were providers, of which seven (Argentina, Brazil, Mexico, Colombia, Uruguay, Chile and Cuba) accounted for 92% of the 552 projects. The relative share of each country varied, with Argentina (24.5%) and Brazil (23.6%) as the top providers, and Cuba (5.4%), the smallest. Though all countries acted as recipients, El Salvador and Bolivia stood out with 16% and 12%, respectively, of the 552 projects. Costa Rica, Peru, Uruguay and Ecuador came next, with an individual share of 6-7% of the total. The bulk (70%) of the 552 projects driven by Ibero-American countries was geared towards the Economic (40%) and Social sectors (30%). This was influenced by the support of 15.3% of countries for Agriculture and the Processing industry (7.0%) and, for Health (14.3%), Education (5.6%) and Other Services and Social Policies (5.2%). Slightly more than half of the remaining 30% of projects focused on Institutional Strengthening of Governments.

The 2016 report notes the sustained increase, from 21 to 183, in Triangular Cooperation initiatives since the first report in 2006. Twelve of the 19 Ibero-American countries were active in Triangular SSC as first providers. Chile led almost 40% of projects, followed by Brazil (16.7%); Argentina (11.1%); and Mexico and Colombia (together 15%). Twenty-three countries and/or organizations were active as second providers. Spain and Germany were active in a larger number of projects (17 each), followed by Japan (15), the three countries accounting for 55% of the 90 final projects. Notable also, in descending order, were the U.S., Canada, Korea, Italy, Mexico, Norway and Uruguay, as well as a number of international organizations, some with links to or part of the UN system (FAO, PAHO, WFP and UNICEF) and a few regional organizations (IICA, IDB or CAF). The most active recipients were El Salvador (15.6% of 90 projects), Peru and Paraguay (8.9% each) and Bolivia (7.8%). In more than 34.4% of projects, multiple countries received Triangular South-South Cooperation simultaneously.

Brazil was the most active country in Regional Horizontal South-South Cooperation programs and projects (61), followed by Mexico (58), Argentina (56), Peru (52), Colombia (51) and Chile (49). Uruguay, Paraguay, Ecuador, Bolivia, Costa Rica and Panama were active in 30-40 programs and projects. Four Central American countries (Guatemala, El Salvador, Honduras and Nicaragua), together with the Dominican Republic (Caribbean) and Spain (Iberian Peninsula), formed a bloc that participated in 21-25 Regional HSSC programs and projects. Of these regional initiatives, 27.6% focused on capacity building in the Social sector, Infrastructure and Economic Services (24%), Other Multisectoral (20%), Institutional strengthening (15.3%), the Environment (8.2%), and the Productive sectors (5.1%).

South-South Cooperation also extends between Ibero-America and other developing regions, in particular, the non-Ibero-American Caribbean, Africa and Asia. A partial survey identified 229 initiatives between Ibero- America and 48 other countries, especially in the non-Ibero-American Caribbean.

From the Report on South-South Cooperation in Ibero-America 2016

PIFCSS and the Secretary General Iberoamerica

Matching Specific Development Problems and Potential Solutions It is not adequate to select a possible SSC provider country simply based on experience working in a sub-sector that corresponds with a USAID project or activity in Central America. For example, an attempted match between a USAID/El Salvador basic education program and a model basic education program in Chile will likely not, in itself, result in any specific replicable solutions. There needs to be a more specificity regarding the specific challenges facing the El Salvador basic education program, with a focus at the sub-activity level. The critical challenges may more accurately relate to services required for school leavers who are reengaging with public education, or to sustainable public education financing, or to issues with school security. A potential SSC provider country may be considered as a model for its advances in basic education, and part of that success may relate to innovative services for school leavers, or to a competent public education financing model, or to the ability to create safe schools for youth. But even that may not be adequate information to invest in observational tours or technical exchanges. What is required is technical analysis that sets out exactly what were the best practices that enabled success in the SSC provider country. As such, for the recipient country, in this case El Salvador, what is required is the articulation of the exact development problem at the sub-activity level. For instance: “can public schools effectively provide after-hours remedial classes for school leavers?” Or, “how can ministries of education more effectively present the case for increased investment in basic education?” Or, “what role can parents and communities play in helping ensure safe public schools?” With increased specificity regarding the development challenges that USAID and Government of El Salvador are seeking to address, the chances of RTC success increase significantly. In some cases, USAID/El Salvador technical staff, implementing partners or host government officials may already be aware of models they would like to be shared or replicated in El

The EU’s Regional Mechanism for South-South Cooperation

Guia para los solicitantes: Mecanismo Regional para la Cooperacion: Comision Europea. January 2016

Salvador. But in cases where there are specific development challenges and interest in potential models in SSC provider countries, the RTC Contractor, IBTCI, working with its sub-contractor, FUSADES, will play a direct role in searching for these models and expertise. For the Contractor, having a very precise statement of development challenge will more likely result in success. This development challenge should be articulated in the concept form that is developed by the USAID technical team and passed through the COR. If the RTC Contractor believes that more information is needed, a quick discussion with the technical team requestor may be required. The Contractor, working with FUSADES, will then be responsible for sharing the concept with SSC country providers through the issuance of a standard cooperation request (see annex) to relevant SSC partners that have positive experience in the sector (such as basic education) to see if any models respond to the development problem. If so, the Contractor will provide the USAID technical team with information about the models so that the USAID technical team, working with their implementing partner and local counterparts, can make a determination

The Role of the RTC Facilitator

An important first step to trilateral cooperation will be the observation tour, typically involving USAID counterparts from Central America who will visit the potential SSC provider country. This has already been the feature of trilateral cooperation activities carried out by USAID missions in Central America that have sponsored visits to Brazil, Chile and Colombia, and was anticipated in the design of RTC. In some instances, it may make sense to arrange the visits of SSC provider country technical specialists’ visits directly to Central America without a preliminary observation visit to the SSC provider country, but that is expected to happen less frequently. In the observation visits under the Fiscal Policy and Expenditure Management Project to South America, the implementing partner gave credit to the Facilitator for much of the success.

The Contractor recognizes the potential value of observation visits to SSC provider countries, but these visits – often by a group of several Central American counterparts – must be managed correctly to ensure that the investment of USAID and South-South participants meets the expectations of all trilateral partners. This requires a responsible schedule with clear objectives, a familiarity with the participants and the development challenge, clear roles for participants and provider specialists, smooth administration of the visit, consensus and documentation of technical models and experience that will be adapted within the USAID project, as well as feedback at the end of the visit as to whether project metrics were achieved.

The discipline to efficiently and strategically manage the observational visits and to determine how the experience can best benefit the Central American country will depend on capable RTC staff who will develop and implement a facilitation methodology. FUSADES will assist with developing the observational tour methodology, and will train and assign a Facilitator to each visit. The role of the Facilitator is to ensure that the observational visits are fully focused on the trilateral activity, and to actively help South-South partners work through relevant and replicable solutions to the development problem identified before the visit. Prior to the observational tour, the Facilitator will meet with the Central American participants, USAID project staff and relevant host country officials to evolve the approved trilateral concept into a concrete set of tour objectives. Under supervision of the RTC COP, the Facilitator will liaise with SSC provider country officials to identify the relevant models and experts, and to develop a final schedule. At the completion of the visit, the Facilitator will produce a draft report for review by participants and SSC provider officials. After achieving consensus, the report will set out agreed-upon actions to be taken under the USAID project, and surveying participants to determine impacts of the visit.

about the potential value of a technical exchange. That exchange might be observational visits of key project counterparts to the SSC provider country, supported by a FUSADES Facilitator (see text box), or a technical visit of an SSC expert to the recipient country, or even later on, lead to the short-term assignment of an SSC provider specialist to the recipient country or other technical interventions. As the RTC activity precedes, some modifications of these processes may be necessary, and the Contractor will work with the Contracting Officer’s Representative (COR) to determine any adjustments. The objective will be the establishment of replicable South-South matchmaking processes supported by the trilateral partner, USAID.

Preparing the Local Partner to Manage Trilateral Cooperation The RTC activity tasks the Contractor with preparing the sub-contractor, FUSADES, to take on a significant technical and managerial role during implementation, but as well to potentially take over trilateral responsibilities should USAID decide to give FUSADES, as a local organization, a follow-on award. At the outset, the Contractor has set out an ambitious set of tasks that FUSADES will manage including technical analysis of provider models and technical expertise, responsibility for providing capable facilitators to design and accompany observational visits, a clear role in monitoring and evaluating the activity, and tracking follow-on actions required for replication of South-South models and technical input. In September 2016, Chemonics completed a second annual Organizational Capacity Assessment (OCA) of FUSADES that will guide the Contractor as it ensures that any institutional weaknesses are addressed prior to the end of the contract. The 2016 OCA showed steady, impressive improvements in scores from the 2015 OCA, from 3.97/5 to 4.34/5, and with component scores (governance, administrative practices, human resources, financial controls, service delivery, external relations, sustainability) that indicate no significant deviation from the average. This corresponds to growth from a well-developed organization (the range of 3-4/5) to a mature organization (the range of 4-5/5) over the 2015-2016 period. The OCA provides specific measures that FUSADES can continue to take to consolidate its maturity as an effective organization, and an outstanding legacy investment of USAID. Its organizational performance and the commitment of FUSADES’ leadership bodes well for a longer-term role in managing trilateral cooperation on behalf of USAID, and for FUSADES to otherwise lead national development efforts effectively.

Findings and Recommendations Based on consultations and further research, the Contractor has identified a set of findings regarding the potential for increased trilateral cooperation, and recommendations for actions that can best ensure that RTC meets USAID/El Salvador’s expectations and is successful.

Finding: South-South cooperation activity is abundant and increasingly important to the region. The assessment has identified hundreds of South-South actions and projects in this hemisphere over the last ten years, and SSC providers prioritize assistance to Central America. There is also significant experience with trilateral cooperation, notably involving DAC bilateral donors such as Japan, Germany, Spain and of course the U.S., but as well through multilateral (Interamerican Development Bank – IDB) or regional organizations (the European Commission, the Mesoamerican Project and the Ibero-American Secretariat, as prime examples.) Growth in South-South cooperation indicates that this form of development assistance will surpass traditional DAC donor aid, which has reduced its own footprint in the region over the last ten years. Likewise, USAID missions indicate a solid interest in trilateral cooperation and a growing understanding of the value of South-South cooperation. As such, prospects for RTC success are solid, given that as a mechanism, it promises to facilitate South-South cooperation in support of USAID regional and bilateral strategic objectives. Recommendation: That RTC, with USAID coordination, engage with key donors and programs, notably Japan, Germany, Spain, the European Commission (EC), IDB, the Ibero-American regional program office, and the Mesoamerica Project, with the goal of better coordination and potential identification of joint trilateral cooperation programming. Such coordination and harmonization of efforts will also increase the prospects of success for the Alliance for Prosperity and the CEN Strategy.

Finding: RTC’s strategic scope is overly broad. The Task Order specifies that RTC activities should support the CEN Strategy, USAID regional or bilateral strategies, or host government strategies. However, in discussions with USAID, it was agreed that trilateral activities should focus solely on USAID regional or bilateral strategies, depending on the source of funding. The CEN Strategy is an interagency strategy, and as such some of the strategic targets are outside USAID authorized program areas (such as law enforcement objectives). Trilateral activities that link to USAID strategies do support the CEN Strategy. Likewise, trilateral support for USAID strategies does support host government strategies, whereas host government direct requests could likely fall outside the authorized strategic areas of USAID assistance. Direct support of USAID authorized projects also eliminates risk that trilateral assistance deviates from any statutory limitations that applies to U.S. foreign assistance. While typically this implies that RTC trilateral activities will support approved activities or projects, there may be circumstances where a trilateral activity may not be linked to a specific project, but would still fall within the approved USAID strategy. Recommendation: That RTC trilateral activities focus on USAID bilateral or regional strategic targets, which in turn do support the CEN Strategy and host government objectives.

Finding: Inconsistent terminology impedes clear communications about South-South cooperation. As mentioned in the narrative, there is some inconsistency in the terminology used in RTC documentation and prevailing vocabulary used with the South-South community.

Recommendation: That for purposes of clarity, that the following terms be used in RTC:

- South-South Cooperation (SSC) - SSC providing countries or SSC providers (or “offerers,” but not “senders”) - SSC receiving or SSC recipient countries - SSC partners or SSC partnerships - Trilateral cooperation (or triangular cooperation, used by some SSC partners) - Horizontal cooperation, when partners share costs and benefits, and both are to some extent both recipients and providers.

Finding: Political and economic factors can alter SSC commitments. Contractor discussions with SSC provider embassies indicated that, just like U.S. foreign assistance, SSC provider country levels for recipient country programs go up and down for political and economic reasons. South-South cooperation, like U.S. and other DAC country foreign assistance, is often held up as a humanitarian, altruistic model of countries helping each other based on development need. But, like DAC ODA, SSC provider assistance is apportioned through each country’s foreign policy lens and can be altered as events modify bilateral relationships. As such, shifts in resource levels potentially complicate trilateral activities under RTC. Recommendation: That RTC, with USAID facilitation, maintain a dialog with SSC embassies to ensure that trilateral commitments stay on track, and that when there are adjustments to be made, that USAID and the Contractor know accordingly. Finding: South-South and trilateral cooperation are managed as government-to-government assistance. South-South and trilateral cooperation is inherently government-to-government. As such, RTC anticipates that SSC country experts will be identified from that country’s civil service by the emerging SSC donor agency. This has been the practice under prior trilateral activities in the region, and is consistent with the commitment that SSC governments will make by covering salary costs for their technical experts during trilateral activities. However, given that some of the greatest expertise in local and national development comes from the private or non- governmental sectors, it is quite possible that such contributions might be proposed under RTC. An example is the private sector engagement by the Chilean Fruit Exporters Association on Chile’s pre-clearance facility work in Central America, based on the role that private producers play in Chile. This can be considered on a case-by-case basis, including issues related to salary

costs. In either case, the assistance will be coordinated by the emerging country donor agency, and will be considered government-to-government cooperation. Recommendation: That RTC coordinate trilateral activities as government-to- government assistance, and through provision of SSC governmental sources of technical assistance and replicable development models. That said, RTC should be prepared to engage non-public entities in SSC provider countries – through the SSC provider government - when there are compelling models that can contribute significantly to USAID program success. But all SSC technical assistance sources, public or non- governmental, should be coordinated through the SSC provider agency as government- to-government assistance. Finding: Mission AORs/CORs and implementing partners are identifying trilateral concepts and best providers of SSC expertise, though sometimes without adequate information about SSC opportunities and mechanisms. At the outset of the RTC activity, the Contractor believes that the best source of trilateral assistance concepts, including identification of the best source of SSC provider expertise or development models, are the USAID technical teams, their implementing contractors and grantees, and host government officials involved in USAID projects. During the assessment process, 31 different trilateral activities or concepts were identified by USAID/El Salvador regional and bilateral staff. In either case, the USAID technical teams are the best judges of the value that proposed (by implementers or host government counterparts) development models or sources of expertise might bring to the USAID project. For this reason, it should be assumed that concepts that originate from USAID technical offices and forwarded by the COR have been fully vetted and are technically sound. Recommendation: At the outset of RTC, USAID technical teams should be the primary identifiers of trilateral assistance concepts, and should review concepts originating from implementing partners or host government counterparts. The Contractor team should backstop the technical teams by carrying out any required research, by establishing contacts with SSC provider agencies, and through administrative support of the observation tours, technical exchanges or related field-based activities. Recommendation: That when technical teams are not aware of specific SSC providers models for potential technical exchanges, the USAID COR should work with technical teams to ensure that the concept papers reflect clearly articulated development challenges, typically at the sub-activity level, that will allow the Contractor to communicate clearly with SSC providers the specific USAID project challenges that need to be addressed and the types of technical expertise and models that are being sought. Recommendation: As demonstrated in the case of the State of Rio citizen security model that was recommended by USAID/Brazil staff to USAID/El Salvador, there is a clear role for USAID staff (in USAID presence provider countries) and possibly designated

foreign assistance coordinators in U.S. embassies (where there is no mission, in Chile, Argentina and Uruguay) to recommend successful public sector models that might be replicated in Central America. Some of these could likely have been supported under, or associated with, USAID programs in those countries. Recommendation: As the RTC activity unfolds, the Contract team should increasingly focus on new modes of support. The first is to identify SSC providers for specific USAID technical needs in cases where USAID technical teams are not able to identify SSC sources of technical support. The second will be to expand preliminary observations or exchanges into more systematized projects of technical support from SSC providers. In these cases, the Contractor will need to work hand-in-hand with the USAID COR to comply with the mission’s internal design requirements. Finding: There is no established method to channel preliminary analytical requests for support to the Contractor. USAID/El Salvador has developed a concept form that USAID technical offices – including in other missions – can use to document a proposed trilateral activity when the SSC provider source of expertise or development model is already known. That form also identifies funding sources to cover direct and indirect RTC costs. However, there is also a need for a form to document requests to the Contractor, prior to a concept being finalized, for support in identifying sources of SSC provider technical support, analytical requests and potentially other types of support. Recommendation: That USAID/El Salvador develop a request form that will allow technical offices to generate requests to be channeled through the COR to the Contractor for support, including to research SSC provider sources of technical expertise, successful development models, or other information. The request should clearly articulate the development problem and the link to an approved USAID project. Finding: USAID’s current trilateral cooperation efforts in the region rely solely on observation tours and short-term technical assistance. USAID trilateral assistance, in the past and as envisioned under RTC, largely related to observation tours and technical exchanges. Consultations with USAID indicates an interest in expanding formal cooperation. There was agreement on workshops and conferences, as an example, both for exchanges in technical information and development experience, but as well events to further the effectiveness of trilateral cooperation. Another possibility is longer-term assignments (secondments) of public specialists from SSC provider countries to recipient governments, or USAID projects, or vice versa, longer-term assignments of recipient government officials to SSC provider governments. As well, provider countries carry out civil service training programs that can be platforms for learning, and each country maintains lists of training opportunities that they consider offerings for SSC. But there are likely other, innovative ways to maximize trilateral cooperation.

Recommendation: That the Contractor work with USAID to identify catalytic new forms of trilateral cooperation, including through discussions with other donors and South- South partners who may already be using different modes of cooperation, and annual consultations with USAID missions and stakeholders regarding trilateral innovation. Finding: Direct capacity building of provider countries cooperation agencies or technical providers is not an appropriate use of USAID Central America bilateral and regional funding. USAID’s Task Order anticipated possible capacity building support for SSC external cooperation agencies, though in initial discussions between USAID and the Contractor, USAID ruled out for the time being any direct capacity building of SSC agencies. While it is in U.S. interests for these providers to contribute to regional development, RTC will focus on trilateral technical exchanges and potentially other modes of cooperation. While reinforcing the performance of USAID activities in Central America, the expanded demand and financing for trilateral cooperation will indirectly support growth in South-South cooperation. As well, USAID/El Salvador, through RTC, can organize low-cost events to share USAID’s practices related to strategic management, project design and M&E, to both SSC embassy cooperation officials based in Central America, and potentially from their development agencies from their capitols. However, RTC – as currently envisioned - will not invest in direct capacity building, such as training of civil servants or purchases of equipment for provider countries. Such capacity building, if desired by USAID, is best left to the USAID missions in those countries (Brazil, Peru, Colombia, and Mexico, such as the support provided by USAID/Mexico to AMEXCID by embedding a U.S. Personal Services Contractor for one year in that agency.) However, USAID, as an agency, does not yet have clear institutional development objectives for trilateral assistance nor a dedicated program funding source for such support (though USAID/PPL is actively tracking trilateral activities in the field, and is advancing the agency’s thinking about trilateral assistance objectives). Recommendation: That RTC not undertake any direct capacity building of SSC ministries or departments outside of Central America that are engaged in trilateral cooperation, but rather carry out discrete training workshops in Central America to share USAID’s best practices in development assistance. Finding: There is broad USAID mission interest in the trilateral partnering information that RTC will generate. RTC will prepare a database of SSC development expertise and successful models and expertise that can be replicated in Central America. LAC missions indicated interest in this information, as well as RTC experience in the administrative and protocol best practices even though they may not engage in RTC through buy-ins. USAID/El Salvador, as a regional service provider, should consider these recommendations to advance the agency’s commitment to trilateral cooperation.

Recommendation: USAID/El Salvador, through RTC, should make available database information on trilateral cooperation opportunities to other USAID missions in Central America, regardless of those missions’ decisions to buy into RTC. Recommendation: RTC staff should serve as a resource to LAC missions on questions involving trilateral cooperation and potential SSC partnering opportunities. Recommendation: RTC should identify the best methods of making information readily available, including through a web-based platform. This will have the added benefit of benefitting USAID missions in other regions and other donors regarding South-South partnering opportunities in Latin America. Policy, Planning, and Learning Bureau (PPL) and LAC will also benefit as the agency formulates trilateral assistance policies and initiatives.

Annex A: Task Order Questions

Summary of Contractor Responses to Task Order Questions USAID’s Task Order asked the Contractor to collect information to respond to the following key questions. During the Assessment Plan process, the Contractor proposed a few additional questions, included below. The assessment reflects the analysis and response to these questions. Below is a summary of the Contractor’s responses, with page references that can be found in the main body of the assessment: Which (if any) trilateral cooperation activities with each country have met their objectives as planned and why, and which have not met their objectives as planned and why? A distillation of USAID Mission Assessment of Past Trilateral Activities can be found on page 16, as well as other comments about those activities by USAID bilateral and regional staff from Central American countries on pages 13-16. As noted on page 13, “because trilateral activities tend to be “one-off” actions to support ongoing USAID programs, there does not seem to have been any systematic analysis of the effectiveness of these exchanges.” As well, the Contractor was not able in many cases to identify formal, written objectives to previous trilateral exchanges. The Contractor did gain invaluable perspective from Mission staff assessments, a formal statement from the FPEM COR, and a DAI assessment, all of which is summarized on page 16-17. These assessments provided the Contractor with background useful for identifying best practices and recommendations that can be found on pages 17-18. As noted in the report, all mission staff contacted expressed enthusiasm for trilateral cooperation and the models and expertise that can be gained by provider countries – some of which seemed to be based on perceptions of potential rather than concrete results emerging from prior trilateral activities. The Contractor has also recommended (page 29) that in the future, that technical teams define specific development challenges which, when addressed, can more easily assessed as to the effectiveness of the trilateral intervention. To what extent has the participation of the offering country in the activities contributed to achieve the Development Objectives of the Strategy (C/RDCS) and CEN Strategy? As described above, prior trilateral exchanges have often been one-off activities that have not had clear evaluative indicators and measurements. A longer-term activity has been the sanitary/phytosanitary work financed by USAID and coordinated by USDA, which according to the USAID activity manager and other mission staff (pages 13 and 16), has facilitated Chile’s important support for the sustainable development of pre-clearance facilities and processes in Central America. Evaluative documentation regarding the success of this program was requested by the Contractor but was not received. In response to the question, the Contractor was not provided with any examples of how trilateral exchanges or technical assistance, no matter how well-regarded, had directly impacted strategic development objectives at the

highest level. However, according to the FPEM COR (page 17.) the study tours and information exchanges supports in a direct way the achievement of critical lower level objectives, and as such, will contribute programmatically to the achievement of the EG development objective. Likewise, the sanitary/phytosanitary pre-clearance support is without question beneficial to exports, in support of EG planned results. For each selected offering country, what are the comparative advantages, as related to the CEN Strategy, which might be replicable to the receiving countries’ current economic, political and social issues and applicable to a trilateral cooperation context? The assessment summarizes the results of discussions with provider countries, materials they provided to the Contractor, discussions with cooperation officials in embassies in San Salvador about political, economic and social motives for cooperation, and results of web searches (Annex A; pages 18-20). The Contractor identified provider country contact information, catalogs and websites (Annex E) that can be used to provide technical teams with models and expertise for their review and decisions. Annex A also includes summaries of sectors and subsectors of SSC cooperation for each provider country that correspond with USAID program interests in Central America. More detailed analysis will require the formalization of concept notes that articulate clear development challenges (pages 24-26, 29) from technical teams to ensure that the concepts are mission approved and that funding, as necessary, is available, so that appropriate matchmaking can be carried out with provider countries. As noted in the assessment (page 19), each country has myriad political, economic and developmental motives for assisting Central American countries, and like with USG assistance, these can change over time. The assessment recommends (page 28) an ongoing dialogue with these countries to ensure that these motives do not change to the detriment of trilateral commitments, and that when they do, that USAID knows in a timely way. What other donors/agencies in the selected countries are doing in the receiving countries to address sectors and challenges identified in the CEN Strategy, in order to avoid duplication of effort and recognize synergies and to identify best practices and lessons learned. Avoiding duplication with other donor programs in receiving countries is important, however, it is best done at the USAID strategic and implementation planning levels, when expected objectives, results and programs are anticipated. The assessment provides details on trilateral donor-funded activities tracked by PIFCSS (Spain, Japan, Germany and other donors, page 23), Mesoamerica (Mexico with IDB, page 15) and the EU (page 21). USAID strategic plans include analysis of other donor activities in the proposed sectors of engagement. As well, because RTC trilateral activities will support authorized projects/activities, as agreed to by the USAID/El Salvador Program Office, other donor engagement should be known by USAID activity managers and implementing partners. It is also important to know whether the proposed provider country is already engaged in the receiver country and in the proposed sector of engagement. That can only be done once concept papers are approved, and when RTC engages

with potential provider countries about expertise and models. Identifying ongoing or planned provider country engagement will help avoid duplication and increase chances for synergy. (See also the following question and response.) How can potential trilateral opportunities under the three pillars of CEN Strategy be shared across the region? Early in the assessment process, the USAID/El Salvador Program Office concurred with the assessment team that all proposed activities should support approved USAID bilateral and regional strategies. The task order had proposed to other alternatives - supporting the CEN Strategy or supporting host country initiatives. As detailed in the assessment, the CEN Strategy is wider than USAID strategies, and likewise many host country objectives might be outside the scope of USAID strategies. As such, it was agreed that RTC will solely focus on supporting approved CDCS and RDCS objectives and planned results, which in turn do support a set of host country objectives and the CEN strategy. Beyond that, and in response to the question, the Contractor has already prepared a database and as RTC identifies trilateral opportunities, the assessment has recommended (page 31) that they be shared among other USAID missions in Central America and more broadly in LAC. This can be done through a web-based platform or more directly, as USAID desires. Additionally, in the Assessment Plan submitted to USAID on October 24, 2016, IBTCI proposed the following questions: What is the worldwide (with an emphasis on Latin America) experience with trilateral cooperation and are there any applicable lessons learned and/or best practices? The assessment describes in detail (pages 9-13) USAID’s experience in trilateral cooperation globally and in Latin America specifically, and LAC and PPL staff were included in assessment planning sessions. As well, the provider country profiles annex summarizes their SSC experience. As noted in the assessment, the provider SSC tends not to be driven by strategic planning, and is more “demand driven,” depending on the broad needs of recipient countries that can fall in many different sectors. Because the RTC assessment team was not authorized travel to potential provider countries (page 9), the exchanges with cooperation offices were limited. However, the assessment team did review extensive documentation provided by the cooperation agencies and available on their own and other websites (see websites annex). What stood out was that each country has its own systems of managing cooperation and contacts, and their own protocol requirements that RTC will adapt as the project continues. For RTC, the completeness of information provided by each country about its cooperation system, the lists of sectors, models and expertise, qualify as useful tools that facilitate cooperation. In two of the countries, Peru and Costa Rica, their cooperation catalogs that are updated every two years or so, are by far a best practice in advancing SSC. The assessment recommends that USAID technical staff have these catalogs at their disposal (see website annex for links for these agencies and the two catalogs).

What official policies govern trilateral cooperation provision by offering countries? Is there legislation or other frameworks that could be improved to enhance such cooperation? As set out in the narrative, each provider country is forward leaning in promoting SSC, and these countries have more than a decade of experience in cooperation – often as providers and receivers. By far, their SSC and trilateral experience far outweighs that of USAID. Through the creation of dedicated cooperation agencies and their hundreds of cooperation actions with partner countries, it is clear that each of the countries has both the policy and legislative framework in place for SSC. In either case, because capacity building of non-Central American provider countries would not be considered an authorized activity for Central America bilateral or regional funds (e.g. expending funds authorized for El Salvador programs for capacity building of Peru’s cooperation agency), it would unlikely that RTC could undertake an activity supporting improved legislation or frameworks in those countries (pages 30-31). However, USAID as an agency could potentially support such work, but it would be through funds authorized for those countries carried out by USAID missions in those countries. Within offering countries, what are the possible sources of trilateral cooperation? National agencies and state-level institutions? As described in the narrative (page 28), trilateral and South-South cooperation is government- to-government assistance, and is typically technical assistance provided by civil servants from the provider country. Without exception, the provider country cooperation specialists focus on this. However, countries like Colombia do encourage internal technical exchanges (such as Col- Col, donor profile annex, Colombia) between national specialists and regional and local specialists. However, the best source of information about other government providers (regional and local) is the national-level cooperation agency, which in many cases may have detailed information about successful models and expertise from within other government bodies. Likewise, and as mentioned in the narrative (page 28), USAID should also pursue private and other non-governmental models and expertise through the cooperation agency, but in either case, any such assistance should be considered government-to-government cooperation. What is the current capacity of the provider country’s international cooperation agency to coordinate international development work of relevancy to USAID and the CEN Strategy? As set out in the assessment narrative (pages 9-13), these provider countries have years of SSC experience, and the PIFCSS program identified (page 23) over 885 projects and actions in the Americas in 2015 alone, the most recent survey year, and the level of cooperation is growing rapidly each year. The provider annex describes these agencies, their capacity and sectors of engagement. A reflection of their capacity is the content of their websites, which reflects high levels of sophistication, significant political will to cooperate with their neighbors, and an advanced degree of organizational support. As well, country catalogs (Peru and Costa Rica, provider annex) reflect the technical understanding of the cooperation agency and the technical line ministries. These catalogs and websites also include civil service technical training

programs that are offered to receiver countries as part of SSC, and reflect positively on country capacity. As mentioned in the narrative (page 18), however, the offerings of these countries are as broad as government’s mandate itself, and include areas that are not within USAID program interests. As such, the assessment team found that the cooperation agencies are in many cases clearing houses for cooperation, rather than a source in themselves of sectoral technical expertise, which lies more with the line ministries. Are there particular pairings of offering and recipient countries (e.g., Mexico and Guatemala) that are a more natural fit for trilateral cooperation? The assessment team concurs that there are strategic reasons for Mexico’s engagement not only with Mexico, but with other Central American countries. This is due to the shared border with Guatemala and Belize, issues related to illegal immigration and transnational crime, but also because of the markets that Central America offers to Mexican trade (see page 28). This motive is similar to the one shared by Argentina, Brazil and Chile with the countries of Paraguay and Bolivia (provider profiles), where the provider countries have invested in border facilities and other projects of political, commercial and social value. Costa Rica (page 28 and provider annex), as well, is keenly interested in the improved welfare of other Central American countries due to its shared border with Nicaragua and the Northern Triangle beyond. However, all provider countries contacted confirmed that Central America is a strategic target of their SSC (see provider annex), due to the fact that Central America is the poorest sub-region in the Americas, and due to concerns about illegal immigration, citizen security and narcotics trafficking that impact their own countries to some extent. For the most part, the team concludes that any such considerations do not outweigh the proposed approach of pursuing provider cooperation support from any of the proposed provider countries – given that they all prioritize Central American cooperation - and that ultimately each provider country prioritizes its support based on its own political, economic and development priorities – which can shift from time to time (pages 28).

Annex B: South-South Provider Profiles

Argentina

External Cooperation Agency/Office: Dirección General de Cooperación Internacional Acronym: DGCIN Mission: The General Directorate of International Cooperation coordinates the Technical and Scientific-Technological Cooperation of Argentina with the different countries of the world. To advance this work, Argentina created the Argentine Fund for South-South and Triangular Cooperation (FOAR) 20 years ago. The Fund has enabled the development and implementation of international technical cooperation projects through which Argentina’s government experts and those of our partners work together to exchange, adapt and implement public policies that favor inclusive development, democratic governance, scientific and technical progress, and respect for human rights. Strategic Focus of South-South Cooperation: After 25 years of South-South cooperation, and a decade of actions through FOAR, Argentina has expanded and enhanced its international cooperation policy. Starting in 2003, Argentina implements longer-term cooperation projects that ensure greater continuity for bilateral cooperation relations and achieve sustainable outcomes. Projects encompass topics of high impact on development – framed within two-year bilateral cooperation programs – to allow follow-up and evaluation, allowing participating States to improve the results quantitatively and qualitatively. Argentina has finished new plan for El Salvador, and shortly will finish with Honduras, Guatemala and Mexico in the first half of 2017. Within this framework, each bilateral program has made a point of respecting the needs and interests of each country. The strategy prioritizes the Latin American region, and has successfully sought to strengthen technical cooperation, contributing to integration (including through integrated border management per its Chile border model) and to a reduction of regional imbalances. Argentina currently highlights two umbrella strategic areas: agroindustry; and Innovation, scientific/technology, biodiversity. Geographic Focus: While focusing on Latin America, Argentina carries out South-South cooperation projects throughout the developing world. Trilateral Cooperation: Argentina has partnered with Germany, Chile, Mexico and other countries. Argentina has expressed an interest in partnering with USAID through trilateral assistance.

Cooperation Agreement with USAID: none

Potential Strategic Areas of RTC Cooperation: As an indication of technical range of Argentina’s public sector experts, these are the projects carried out in the CAM region: El Salvador Forensics Recording accounting and auditing Public sector planning Potable water testing Media support Water supply Municipal personnel strengthening Education virtual learning Honduras Court of Accounts strengthening Research and handling of cetaceans Penal systems assistance International human rights litigation Soccer for social integration Guatemala Hydropower management Public administration Drug safety Public information systems Market gardening/nutrition Mexico Reducing desertification Tourism Market gardening/nutrition Healthcare incentive schemes Silva culture Protected areas management Soil management Trade statistics Food quality Paper recycling Peptide pest bio controls Sustainable development and environmental indicators Brucellosis control Nicaragua Sustainable fishing Dryland cattle breeding

Water management Alternative lobster fishing Dairy products chain

Brazil External Cooperation Agency/Office: Agência Brasileira de Cooperação Acronym: ABC Mission: The Agência Brasileira de Cooperação (ABC), part of the Ministry of Foreign Relations, negotiates, coordinates, implements and participates in programs and projects of Brazilian technical cooperation, executed according to agreements signed by Brazil with other countries or international organizations. To perform its mission, ABC is oriented towards the external policies of the Minister of Foreign Affairs and through the national development priorities, defined in the plans and sectoral programs of the government. Strategic Focus of South-South Cooperation: Brazil has been working in partnership with friendly countries or international organizations for almost six decades. The programs or projects of technical cooperation bring important sectoral benefits and enable the building of stronger institutions. In 2008, ABC approved and executed 236 projects and activities under South-South technical cooperation, benefitting 58 development countries. Brazil’s South-South technical cooperation is concentrated in the areas of agriculture (including agricultural production and food security), professional development, education, justice, sports, health, the environment, information technology, workplace safety, urban development, biofuels, air transport and tourism. Other areas such as culture, international commerce and human rights are being proposed. ABC utilizes a Project Management Information System (SIGAP) that enables follow-up on international technical cooperation projects to support strategic decision making. Geographic Focus: Brazil supports South-South cooperation projects in the Lusophone countries of Africa and Asia, and works in virtually all countries in South America, Central America and the Caribbean. It also works with several international organizations to support South-South objectives. Trilateral Cooperation: Brazil has carried out 144 trilateral assistance projects in Africa, Asia, the Middle East, Oceania, Latin America and the Caribbean. Their partners for these activities have been Japan, Germany, Israel, the U.S., France, Italy, Australia, the UK, Korea, Canada, Norway, Egypt and Spain. Memorandum Of Understanding (MOU) with USAID: Although the ABC website does not mention it (though does mention agreements with other countries), Secretary of State Clinton signed an MOU with Brazil’s Ministry of Foreign Relations in March 2010 in support of trilateral

cooperation for social and economic advances of third countries. The agreement calls for shared funding, for which Brazil will pay up to 30 percent through cash or in-kind contributions. The agreement calls for studies to support project development; technical cooperation including training, education, monitoring and results assessment; training of technical specialists in the U.S. or Brazil; and other forms of cooperation, to be determined. USAID and ABC are designated as the implementing agencies. Potential Strategic Areas of RTC Cooperation: Potential Strategic Areas for RTC Cooperation: Brazil has very broad capacity given its large population and rich development experience. Agricultural production and food security are areas under which it provides South-South cooperation, including with African countries. The Brazilian Agricultural Research Corporation (Embrapa) – affiliated to the Ministry of Agriculture, Livestock and Food Supply – has been its key player. Brazilian technology transfer has allowed for significant yield enhancement with no need for hefty investment in technology and infrastructure that often makes small-scale farming economically impracticable. Brazil has shared expertise in food production (genetic improvement; enhanced planting, irrigation and harvest methods; use of agricultural machinery; animal husbandry; and animal product processing) and marketing, a field in which Brazil has been particularly successful in establishing farmer cooperatives in order to add value to produce and increase family income. It also has a wealth of experience in environmental management, fisheries and aquaculture, energy and biofuels. It is also considered a regional leader in human rights, social programs and gender policy. Brazil is also an emerging leader in Africa in promoting democracy, human rights, electoral reform, judicial cooperation and acting against trafficking in persons. The implementation of the Bolsa Família Program and Brasil Sem Miséria Plan have generated a wealth of lessons and knowledge on social assistance and poverty reduction, including conditional cash transfer programs. Brazil is a leader in health and health care financing, including its own publicly funded health care system, the Sistema Único de Saúde. Brazil is a leader in the hemisphere in trade and commerce, including customs and border management. Its trade and investment strategy and policies that have enabled tremendous growth in its trading relationship with Asia is a useful model: https://www.wilsoncenter.org/sites/default/files/UNCORRECTED%20PROOF-%20Abdenur.pdf Brazil’s cooperation is monitored through a Project Management Information System, which supports strategic management, implying it shares a strategic focus more in line with USAID than perhaps most SSC providers. fisheries and aquaculture, food safety, rural development, food safety policy and gender policy. As part of its South-South cooperation, Brazil offers technical courses open to participation from partnering countries. A course catalog can be found at: http://www.abc.gov.br/Training/cursos.aspx

The following are English language overviews of Brazil’s international cooperation story: https://brazil.elliott.gwu.edu/leading-example-brazil%E2%80%99s-international-development- cooperation http://www.conectas.org/en/actions/sur-journal/issue/19/1000452-brazil%E2%80%99s- development-cooperation-with-africa-what-role-for-democracy-and-human-rights

Chile External Cooperation Agency/Office: Agencia Chilena de Cooperación Internacional para el Desarrollo Acronym: AGCID Mission: AGCID is a Chilean public service agency created in 1990 that is functionally decentralized. Its function is to administer international cooperation resources, through the process of offers and requests, such as formation and improvement of human resources in other countries. Its mission is to contribute to the achievement of its foreign policy through horizontal and triangular cooperation for institutions and countries of the region, and perfection of human resources for Latin American professionals, assist and complement the prioritized national policies, plans and programs that promote governmental orientation to development through multilateral cooperation actions.

Strategic Focus of South-South Cooperation: Chilean cooperation identifies five objectives: 1. Promote the dignity of all persons, and within inclusive and sustainable development from a focus on human rights; 2. Strengthen democracy and its institutions; 3. Promote peace, mutual coexistence and human security; 4. Strengthen the role of Latin America and the Caribbean in global governance; 5. Commit to regional integration and convergence of Latin America and the Caribbean.

Geographic Focus: Chile supports a wide range of development cooperation in: - Mozambique, Angola; - the Pacific Islands; - Bolivia, Argentina, Colombia, Paraguay, Uruguay - Central America (regional), Guatemala, El Salvador, Honduras, Panama - Caribbean Community CARICOM, Costa Rica, Cuba, Haiti, Dominican Republic

Trilateral Cooperation: Chile has 13 bilateral partners and two multilateral partners in various triangular cooperation actions and projects. The bilateral partners include Germany, Japan,

Spain, Mexico and the U.S., and eight others. The multilateral partners are United Nations Organization of Food and Agriculture - FAO and World Food Programme - WFP. MOU with USAID: The U.S. and Chile are working closely on development programs in Latin America and the Caribbean under a joint trilateral development cooperation initiative intended to reduce poverty, improve social conditions, and build institutions for stability and prosperity in the region. An MOU was signed in January 2010 between USAID and AGCID. Several U.S. and Chilean agencies are contributing, including USAID and AGCID. In Paraguay, El Salvador and Guatemala programs focus on social protection, health, customs reform, and improvements in agricultural phytosanitary controls. Expertise is predominately provided by Chilean agencies. On the U.S. side, the Department of State, Treasury and the Department of Agriculture, alongside USAID, are engaged to support law enforcement, promote infrastructure projects and to share agricultural regulatory practices. (The United States and Chile: Trilateral Development Cooperation, Fact Sheet. U.S. Department of State, March 2011) Potential Strategic Areas of RTC Cooperation: AGCI has orchestrated South-South and trilateral cooperation in many sectors, and in general has broad capacity. Improved food safety, pest risk assessment, livestock epidemiology, agricultural credit programs, agricultural regulations, and agricultural market surveillance will continue to be areas in which Chile can assist. Police training related to violent crime is a strength, and Honduras has benefited from Chile assistance in investigating homicides. Good governance, reduction of gender-based violence, job creation and training, public policy development, at-risk youth prevention programs, public safety and security, social justice, transparency, fiscal management, customs management, export promotion, environmental management, and conditional cash transfer social protection programs. Chile sends instructors to International Law Enforcement Academies (ILEA) in both El Salvador and Peru, given their law enforcement capacity.

Colombia External Cooperation Agency/Office: Agencia Presidencial de Cooperación Internacional de Colombia

Acronym: APC Mission: APC is a mixed, internal coordination and external cooperation agency. Its objectives are to manage, orientate and technically coordinate public, private, technical and financial grants that Colombia either receives or provides to other countries. As such it executes, administers and helps channel and execute the resources, programs and projects of international cooperation, addressing Colombia’s foreign policy objectives and the National Development Plan. By 2018, APC-Colombia will have increased the benefits that Colombian and international society obtains as a result of Colombia’s international cooperation, according to internal priorities and knowledge sharing with 40 partner countries. Strategic Focus of South-South Cooperation: APC is the organization that guides international cooperation from Colombia and internal cooperation towards national priorities (construction

of peace, rural sustainable development, conservation and a sustainable environment. It also shares knowledge and best practices that add value with other countries through South-South and triangular cooperation, searching to contribute to sustainable development and improving Colombia’s position in the world. APC connects change leaders from Colombia and the world with public and private partners that through international cooperation can share knowledge and strengthen and/or finance projects. Geographic Focus: During 2015, Colombia carried out 229 South-South actions that benefited 74 countries in the Caribbean, Central America, South America, Africa, Asia and the Middle East. Its principal partners were Costa Rica, El Salvador, Chile and the Dominican Republic. Trilateral Cooperation: Colombia lists 15 bilateral and multilateral trilateral cooperation partners, including USAID, that carried out 35 projects between 2011-2015. Trilateral Agreement with USAID: USAID signed an MOU with Colombia in 2011. That agreement is broad and without geographic restrictions. It prioritizes security, public health, poverty reduction, business development, food security, climate change and renewable energy. According to USAID/Colombia, because their country strategy is limited to peace/reconciliation and rural development, there have been only limited opportunities for leveraging South-South assistance in support of the USAID program. As well, mission staff agree that because USAID does not provide dedicated funding for capacity building of host government donor agencies engaged in trilateral or South-South cooperation, it is difficult to substantially assist APC in that regard. Potential Strategic Areas of RTC Cooperation: According to USAID/Colombia, there are a number of candidate activities that might serve as models for USAID missions in Central America:

- A priority for the mission has been to support COL-COL (Columbia – Columbia), an APC effort to ensure that successful models at the regional or local level are shared internally within Colombia. COL-COL has a strong Monitoring and Evaluation (M&E) system and documentation on models and technical expertise that has been shared. - Construction of peace, rural sustainable development, conservation and a sustainable environment as national priorities are relevant to Central America. - On the DG side, victim centers have been viewed as successful. - While USAID itself does not support law enforcement or military activities per se, there are great examples of how police and military can work with civil authorities to achieve important security and other develop objectives. - Colombia is also the source of expertise on entrepreneurship and innovation (Medellin being known as a center for innovation and technology and has a business incubation center, led by a forward-looking mayor who is also trying to integrate poor communities into the city’s development plans. There are also public-private

structures to promote reinvestment in the department. USAID/El Salvador exchanges with Medellin have already begun). - USAID has also encouraged APC to pursue public-private partnership agreements with the private sector. - Reintegration of ex-combatants is a key priority, and USAID believes there might be something to be gained by showcasing Guatemala and El Salvador’s experience during the 1990s. - USAID/Colombia was supporting a Colombia comprehensive (technical, policy, etc.) coffee partnership with Honduras, though this seems to not yet be active. - RTC Contractors mentioned USAID/El Salvador’s interest in cacao. - USAID/El Salvador is also exploring the business investment district model in Medellin. In May-June, USAID/El Salvador will send a multi-disciplinary team to Medellin to look at opportunities for cooperation.

Costa Rica External Cooperation Agency/Office: Unidad de Cooperación Bilateral (Ministerio de Planificación Nacional y Politica Económica)

Acronym: Institutions Offering Technical Assistance: Ministry of Public Education, Ministry of Health, Institute of Tourism, National Institute for Women, Social Security Unit, Ministry of Housing, Ministry of Environment, among others. Mission: Responsibility for the integration, legal framework and strategic direction for international cooperation, and to strengthen the institutional capacity for development and organization through the use of international cooperation resources, oriented to the transfer of knowledge, tools and experience. Strategic Focus of South-South Cooperation: The Government of Costa Rica has an International Cooperation Policy for 2014-2022, which covers South-South and triangular cooperation. The government also uses a Sistema de Gestión de la Cooperación Internacional (SEGECI). Costa Rica is both a SSC provider (since about 2013) while continuing to be a recipient of SSC assistance. As a provider, Costa Rica sees challenges, including effectiveness and impact, sharing of best practices, improved coordination, cost effectiveness, matching assistance to demand, and engaging non-governmental partners. Between 2009-2014, Costa Rica was engaged in 330 SSC and triangular cooperation projects, of which two-thirds were SSC and one- third were triangular. Geographic Focus: As an SSC recipient, the largest providers were (in order): Colombia, Mexico, Chile, Brazil, Argentina, Uruguay, Peru, Panama, and El Salvador. As a triangular assistance

recipient, Argentina/Colombia, Chile/Japan, Morroco/Germany, Nicaragua/Germany, Colombia/Germany, and Bolivia/Germany each accounted for one triangular project. As a provider, Costa Rica provided SSC assistance to Mexico, Paraguay, El Salvador, Peru and Argentina. As a triangular assistance provider, Costa Rica partnered in 78 projects with Spain (in El Salvador, Guatemala, Honduras, Panama, Mexico, the Dominican Republic, Nicaragua and Colombia), with Germany (in Nicaragua), and with Spain for assistance to SICA. Sectoral Focus: Under the program of triangular assistance with Spain, there were two phases. The first involved: social cohesion, competitiveness/production, and democratic participation. The second phase involved: Global Climate Change (mitigation, adaptation), promoting green economies, integrated rural development, promoting social cohesion, inclusive/productive public policies, and democratic security and human rights. Under the program of triangular assistance with Germany, the partners built on Germany’s bilateral environmental assistance in Costa Rica to support green entrepreneurialism and ecotourism in Colombia. GIZ worked with Costa Rica on environmental projects in Morocco and Bolivia. UNICEF has worked with Costa Rica on a catalog that highlights 50 initiatives and 15 sets of institutional models in Costa Rica in support of youth and adolescents, including education, health, justice and protection (http://www.mideplan.go.cr/component/content/article?id=1431).

Trilateral Cooperation Agreement with USAID: none Potential Strategic Areas of RTC Cooperation: The Unit for South-South and Triangular Cooperation maintains a 91-page Catalog of Technical Cooperation Offers of Costa Rica (Catalogo-oferta-cooperac-tec-CR-978-9977-73-042-4.pdf) with models and expertise organized by ministry and public autonomous institutions. Sectors include environment and energy, social and family well-being, science, technology and innovation; external trade; culture; education; territorial laws; production; health; citizen security; justice; labor; and tourism.

Some of the specific topics of expertise that the catalog offers that may be of interest to USAID/El Salvador are as follows:

Brown environmental mgt Inclusive education

Protected area mgt Technical and science educ.

Biodiversity Education reforms

Payment for env services Organic agriculture

Mapping Sustainable agri. Production

Marine ecosystem mgt Family agriculture

Sustainable tourism Citizen security

Forest mgt National plan for crime/violence

Renewable energy ADR/Mediation

Policies on gender violence Citizen particip. In legislature

Public budgeting and gender Victims centers

Certification of equal opp. businesses Gender based violence

Women’s business dev. Human rights

Micro/small/med enterprise Value chains

Mexico External Cooperation Agency: Agencia Mexicana de Cooperación Internacional para el Desarrollo Acronym: AMEXCID Mission: The Mexican Agency for International Development Cooperation (AMEXCID) is an agency of the Ministry of Foreign Affairs. Created in 2011, it has specific powers to address issues related to international development cooperation, both related to internal coordination of cooperation assistance to Mexico as well as Mexico’s provision of South-South assistance. Strategic Focus of South-South Cooperation: Cooperation provided by Mexico was estimated to be $288 million in 2014. This amount includes technical cooperation offered through the exchange of experts, scholarships to foreign students for studies in Mexico, contributions to international organizations (78% of the total financing), humanitarian assistance, operation

costs for AMEXCID and reimbursable and non-reimbursable financial assistance. Participation in 2014 included 45 institutions and two autonomous organizations. Mexico, in the last years, has promoted the agenda of aid effectiveness. While USAID has a bilateral program in Mexico, the country has never been a major recipient country and has always had a low Official Development Aid (NDA) reliance as a percentage of gross national income (ODA /GNI), which is one of the lowest in the world today. Mexico is a key participant in the Mesoamerican Regional Integration and Development Project, which provides a strategic template for its cooperation with Central American countries, Colombia and the Dominican Republic (see text box in narrative). The Project focuses on health and food security; energy and telecommunications; disaster risk management and climate change; trade and competitiveness; transport; and water and sanitation. Geographic Focus: In Central America, Mexico has seven programs and 137 projects. In the Caribbean region, there are four programs (Jamaica, Haiti, Dominican Republic and Cuba) and 51 projects. In South America, it has 8 bilateral programs (Argentina, Bolivia, Brazil, Colombia, Chile, Ecuador, Peru and Uruguay) and 42 projects, and in the Asia-Pacific region it has 3 programs (India, Indonesia and Australia) with 26 projects. The Mesoamerica Project is its most active regional cooperation platform. Trilateral Cooperation: in conjunction with Germany and for Latin American and Caribbean benefits, there are nine projects underway (Bolivia, Colombia, Ecuador, Guatemala, Paraguay, Peru and Dominican Republic) in environmental management, energy, environment and biodiversity. It has multiple projects with Spain, including rendering of accounts with Honduras and national security, the latter regional. Mexico works in Guatemala in the areas of environment and perinatal health and with the Dominican Republic in accountability and electoral. AMEXCID has a triangular cooperation mechanism with Japan in Latin America in four sectors: environment, rural development, agriculture and vocational education. Mexico is supporting the U.S.-Central America Alliance for Prosperity. It is working together with USAID on the Cocoa Initiative in El Salvador and a letter of intent was signed to promote triangular cooperation in Central America in pilot projects with the private sector, CSOs and academia. With the United Kingdom, there is an exchange of information on cooperation in Belize. Trilateral Cooperation Agreement with USAID: USAID and AMEXCID signed an MOU in April 2013 that aims to pursue actions to transfer knowledge, experiences, assets and resources to develop projects in development and economic growth, poverty reduction, capacity building, environment and climate change, disaster assistance, governance, rule of law, science, technology, innovation, and other areas in order to strengthen the institutional capacities of third countries. Modalities mentioned include events, exhibitions, seminars, congresses, joint studies, research, exchange of technicians, specialists and professionals, training, short visits to public and private institutions, exchange of information, documents and materials, and other modalities as agreed. Both parties agree to carry out periodic consultations to analyze joint projects, areas of cooperation and elaboration of cooperation objectives. In the case of

triangular cooperation, the third country should participate in all document preparation. The parties also agree to create public-private partnerships. Annual or otherwise agreed upon meetings should be held between parties to ensure monitoring and evaluation. The USAID/Mexico mission is designated to represent USAID. Potential Strategic Areas of RTC Cooperation: Mexico is already cooperating with USAID in support of Central American countries, and through support for the Alliance for Prosperity. Mexico is a significant partner to the U.S. in securing its southern border with Guatemala and in overall programs for prevention of illegal migration. Mexico is a potential source of technical support and models related to environmental protection and management, as well as clean and renewable energy. Given Mexico’s population and its relative advanced development (it is an upper-middle income country), there is potential for technical exchanges in many different sectors. As well, Mexico has a stake in the security and prosperity of Central America, given its proximity, its shared border with Guatemala and Belize, and as a partner with Central America for trade and commerce.

Peru External Cooperation Agency/Office: Agencia Peruana de Cooperación Internacional Acronym: APCI Mission: Governing public institution that guides and articulates the supply and demand of the non-reimbursable international cooperation of the different levels of government and civil society with a decentralized approach, providing quality services based on the principles of efficiency and transparency, thus contributing to national efforts for the country's sustainable development. Strategic Focus of South-South Cooperation: The Peruvian International Cooperation Agency (APCI) was created in April 2002. It is the governing body of international technical cooperation and has the responsibility to conduct, program, organize, prioritize and supervise international non-reimbursable cooperation, which is managed through the State and which comes from sources of External of a public and / or private nature, depending on the national development policy. Strategic focus:

• Tropical health, agribusiness with local native products, exploitation and mining technology, fisheries, statistics and censuses, artisanal fisheries, customs, pest control, and Andean and Amazonian intercultural education.

• Optimize the use of non-reimbursable international cooperation resources, ensuring their alignment with the country's development objectives; as well as its appropriation and transparency.

• APCI is recognized in the region as a cooperating agency with the capacity to coordinate the delivery of technical assistance.

• Decentralized National System of Non-Reimbursable International Cooperation (SINDCINR) consolidated and functioning effectively.

• APCI strengthens its institutional management capabilities, achieving greater efficiency and effectiveness in the services it provides.

• APCI strengthens its leadership and strengthens its leadership in Non-Reimbursable International Cooperation. Geographic Focus: Colombia, Chile, Ecuador, Bolivia, Uruguay, Paraguay, El Salvador, Guatemala, Honduras, Costa Rica, Cuba, Haiti and Thailand Trilateral Cooperation:

Trilateral Cooperation Agreement with USAID?: No. Potential Strategic Areas of RTC Cooperation: In 2015, APCI created a Peruvian Catalog of Technical Cooperation Proposals, a 219 page compendium of models and technical expertise organized by ministry and sector. Some of the models are mentioned by names, though others have 1-3 page descriptions, and include photos. The catalog, in Spanish and English, is an excellent tool for potential donors or cooperants to search for opportunities for collaboration. APCI plans to update the catalog every 2-3 years. (http://www.apci.gob.pe/images/CATALOGO) Based on discussions between the governments of Peru and El Salvador, Peru has prepared a proposal to support the Ministry of Agriculture and CENTA in the technical training of CENTA staff in cacao production as part of the cacao alliance. The Ministry of Agriculture, USAID/El Salvador and CRS are engaging on next steps to bring this proposal to fruition. APCI mentions several possible sectors of cooperation, including water management, agricultural innovation, tax and customs administration, production innovation, transparency in government procurement, employment promotion, education and health, among others.

Uruguay External Cooperation Agency/Office: La Agencia Uruguaya de Cooperación Internacional

Acronym: AUCI The Uruguayan International Cooperation Agency (AUCI) was created by law in December 2010. It operates under the Presidency of the Republic and has a Board of Directors composed of the chancellor, the director of the Office of Planning and Budget and a Member appointed by the President of the Republic, who presides over the Council. In 2014, 483 international cooperation initiatives were active, of which 266 are bilateral and multilateral cooperation, 68 are bilateral cooperation South-south bilateral, five triangular and 144 regional and multi- country. In particular, 185 actually started in 2014.

Mission: Among the AUCI's tasks are the planning, design, supervision, administration, coordination, implementation, evaluation, monitoring and dissemination of international cooperation activities, projects and programs, received and granted by Uruguay, in order to comply with national development priorities from the country. Strategic Focus of South-South Cooperation: Uruguay defines SSC as an expression of solidarity among developing countries based on horizontal and long-term partnerships, driven by the needs of the beneficiaries. Their SSC aims at generating and strengthening human and institutional capacities through the exchange of experiences, knowledge and technologies for sustainable development, seeking the best solutions adapted to the local and national context where they are applied. SSC constitutes an elementary pillar of the Uruguayan cooperation policy. The country has realized that, although it has significant remaining challenges to consolidate the benefits of economic growth achieved in recent years, it can contribute to regional and global development, to the extent of its capabilities, through SSC. The focus is mainly technical cooperation for the capacity building and the institutional strengthening based on the experiences and policies that the country has consolidated in the matter of sustainable development. Uruguay accompanies the partner country in the search for solutions for sustainable development by sharing its experience with the public actors responsible for the development and the implementation of policies. Given the progress Uruguay has made in recent years in terms of human development, it has become a dual partner in international cooperation. Uruguay has focused its cooperation on the social sphere (practically one out of two of the 41 registered projects). Their main strengths are in Health in the areas of Health - especially in the fight against misuse of tobacco products and the administration and management of pharmaceutical drugs). They also on other social services and social policies among those working with children and the disabled. One in four projects focused on the economic particularly the strengthening of productive sectors - the most important sector was the agriculture and livestock (14.6% of the total with a strong focus on livestock). The rest of the portfolio focused on Institutional strengthening (12.2%) and the Environment (a remarkable 7.3%), - mostly on the Uruguayan experience in protected area management and the response to climate change.

Geographic Focus: Cuba, Dominican Republic, El Salvador, Costa Rica, Bolivia, Ecuador, Colombia, Chile

Trilateral Cooperation: In order to strengthen its SSC strategy, in recent years, Uruguay is partnering with other countries or international organizations to develop triangular cooperation strategies. Initially developed through the partnership between two middle-developed countries with the support of a relatively more developed third country or multilateral organization, triangular cooperation

has different modalities today.

Uruguay is also committed to triangular cooperation that promotes horizontal partnerships based on reciprocity and geared towards overcoming the traditional donor-recipient relationship, recognizing the ability of developing countries to contribute to the exchange of knowledge, not only South-South, but also North-south and south-north. This modality favors the establishment of bridges with North-South cooperation, based on the leadership of the requesting partner countries. In triangular cooperation, Uruguay is committed to developing a proactive role in the region by establishing strategic partnerships with its traditional partners in development cooperation. In the four-triangular cooperation projects active in 2014, Uruguay was the main provider. The recipients were Paraguay and Bolivia, priority countries for Uruguayan cooperation. Three of the projects were carried out under the program of triangular cooperation between Spain and Uruguay, signed in 2011 with the aim of strengthening technical cooperation between the two countries and the development of joint actions for the benefit of third countries Latin America and the Caribbean of equal or lesser relative development as Uruguay. Potential Strategic Areas of RTC Cooperation: Environment, social protection, poverty and social cohesion, energy, health, human rights and access to justice, governance, water, local development and decentralization, gender, agriculture, labor and employment, education, industry and SMES, culture and sport, transport and communications, housing and ordering territorial and science, technology and innovation.

Annex C: Current RTC Activity Planner Based on USAID/El Salvador requests for RTC support, the following is the requested list of trilateral activities, firm, proposed and early conceptual. Anticipated FY 17 activities are highlighted in light gray:

Office Project/Activity Bi/Reg Activity Event Type Location

1 EG USDA PAPA Reg Phytosanitary certification TA-Chile experts Honduras 2 EG RTMA Reg 1. SIECA/AMEXCID one stop customs window workshop Guatemala 3 EG RTMA Reg 2. SIECA/AMEXCID certified economic operators workshop Guatemala 4 EG RTMA Reg 3. SIECA/AMEXCID trade Standards/practices workshop other CA 5 EG FPEM Reg Tax arrears collection observation tour Colombia 6 EG FPEM Reg reverse auction and framework agreements Technical assistance El Salvador 7 EG FPEM Reg transfer pricing control systems implementation observation tour Argentina 8 DG GIP Bi PNC development centers observation tour Mexico 9 EG FPEM Bi Fiscal policy customs Borders Technical assistance El Salvador 10 EG Hed/Competitiveness Bi Innovation eco system Colombia observation tour Colombia workshops 4 through 11 EG RTMA Reg SIECA/AMEXCID trade Standards/practices 5 CA 12 EG USDA PAPA Reg Blueberry certification USDA TA-Chile experts Guatemala 13 EG Cacao Alliance Bi Cacao training for CENTA TA-Peru experts El Salvador 14 EG RCEI Reg Clean energy observation tour Mexico, Col 15 EG Cacao Alliance Bi Irrigation, water balance analysis delegation of experts El Salvador 16 EG USDA PAPA Reg Animal health surveillance TA-Chile experts Nicaragua 17 EG CAFTA/DR REP Reg Showcasing Costa Rica`s water reference lab observation tour Costa Rica Col,CR,Mex,El 18 EG Bridges for Employ. Bi Tech/Voc.Educ Teacher training/curriculum observation tour/TA Sal 19 DG Ed for Child and Youth Bi USAID Educ Assessment delegation of experts El Salvador 20 DG JSSP Bi Victims assist centers observation tour Col 21 DG CVP Bi Renovation of public spaces-Mayors observation tour/trng Colombia 22 DG CVP Bi Crime prev centers, reintegration observation tour Colombia 23 EG USDA PAPA Reg Upgrade SPS certificate. TA-Chile experts El Salvador 24 DG Ed for Child and Youth Bi Full time, inclusive models observation tour Arg,Urug, Mexico 25 DG CVP Bi Crime/violence prev models observation tour Brazil, Mexico 26 DG Govt Integr Proj Bi Transparency models as part of civ service reform observation tour Peru,Mexico,Col 27 DG Govt Integr Proj Bi Model for natl public school for civ servants observation tour Paraguay

28 DG El Sal Human Rights Bi Potential HR lessons observation tour Arg,Brz, Chile 29 EG Better Coffee Harvest. Bi Cross border tech sharing observation tour Honduras 30 DG Reg.Human Rights Reg Potential HR lessons observation tour Arg,Brz, Chile, Col 31 EG unmatrixed Reg Rìo Acelhuate clean up observation tour

Annex D: Current Trilateral Activities and Concepts

El Salvador Bilateral Program

3.1. PROSPERITY

Bridges for Employment Activity This activity supports the Ministry of Education, Ministry of Labor, vocational centers, civil society organizations, and the private sector to increase and improve employment of at-risk youth living in high-crime municipalities prioritized by the Government of El Salvador. Activities will fill labor market gaps to spur private sector competitiveness and reduce the economic incentives for youth to engage in illicit activities. This activity is co-funded by the Democracy and Governance portfolio with a $14.1 million contribution.

Implementer: DAI Global Duration: October 2015 – September 2020 Total Estimated Cost: $42,207,013 Mechanism: Contract USAID Activity Manager Christopher Moore

Current/Past Trilateral Support: none

Proposed Trilateral Activities: USAID proposes potential study tours to Colombia, Costa Rica and/or Mexico to learn about successful programs to improve quality of technical/vocational instruction and instructors. As well, technical experts could be brought to El Salvador. The objective would be to replicate best practices in teacher training and curriculum development into the Salvadoran TVET system. Salvadoran Institute of Professional Formation INSAFORP and Ministry of Education MINED would be involved. Potential FY 17 activity.

Education for Children and Youth Activity This activity supports the Ministry of Education in the implementation of the Full-Time Inclusive School model to improve quality and access to education and extend the school day providing safe learning environments for students. It also provides educational opportunities for out-of- school youth.

Implementer: Fundación para la Educación Integral Salvadoreña (FEDISAL)

Duration: January 2013 – December 2018 Total Estimated Cost: $25,000,000 Mechanism: Cooperative Agreement USAID Activity Manager Timothy Curtin

Current/Past Trilateral Support: none Proposed Trilateral Activities: USAID is planning to carry out an education sector assessment in FY 17. The results of the assessment could lead to new ideas for trilateral support for basic education. There is the potential to add one or two experts from a provider country to the assessment team. Renzo Valencia, one of the national directors for MINED related to education management, noted the following countries as sources of either technical support or models related to the Full-time Inclusive School approach being pursued in El Salvador. Apparently the IDB has been providing specific support for this approach in certain countries:

Argentina (Cordoba, specifically) Uruguay (BID specific program) Monterrey, Mexico

Mr. Valencia noted that Dom Rep has a program implemented as part of a broad public policy (possibly related to a vote where this was a component part).

Another trilateral option would be observation visit to Colombia or Mexico to learn about successful programs to improve the quality of programs focused on peace education (convivencia and citizen competencies).

Supérate Supérate is a Salvadoran education program established in 2003 by the Sagrera Palomo Foundation to provide underprivileged youth with English, computer training and life skills. Socially and economically disadvantage students between the ages of 13-18, who have demonstrated high academic performance and a desire for self-improvement, are selected from public schools nearby the Supérate centers to complete the three-year program, parallel to their public-school curriculum.

Implementer: Education Systems Strengthening: Fundación Sagrera Palomo Duration: July 2010 – March 2018 Total Estimated Cost: $3,000,000 Mechanism: Cooperative Agreement USAID Activity Manager Margarita de Lobo

Current/Past Trilateral Support: none Proposed Trilateral Activities: none

Adopt a School Activity This Global Development Alliance supports the efforts of the private sector, individuals, or institutions who wish to adopt a school to improve the education received by Salvadoran boys and girls.

Implementer: Fundación Empresarial para el Desarrollo Educativo (FEPADE) Duration: October 2010 – June 30, 2017 Total Estimated Cost: $6,100,000 (check this) Mechanism: Global Development Alliance USAID Activity Manager Jimena Bondanza

Current/Past Trilateral Support: none Proposed Trilateral Activities: none

El Salvador Cacao Alliance This Global Development Alliance in partnership with the Howard Buffett Foundation and other partners, provides assistance to small farmers to help reactivate cacao production and exports in El Salvador, and strengthens the productive value chain for the crop.

Implementer: Catholic Relief Services Duration: September 2014 – September 2019 Total Estimated Cost: $10,000,000 Mechanism: Global Development Alliance USAID Activity Manager Rafael Cuellar

Past/Current Trilateral Support: USAID/El Salvador sponsored a group visit to Peru regarding value chain support – participants included Greg Howell, the Alliance COP, two technical staff, a staff member from CENTA, and number of producer/processor reps. The Government of Peru (APCI and Ministry of Agriculture subsequently submitted a proposal to the El Salvador’s Ministry of Agriculture that would build value chain technical capacity at CENTA. The proposal, which would train 40 technicians, apparently counts GOP technical assistance as its contribution, but requires 28,000 Euros in external support for air fares and other costs. Lito Cuellar describes the proposal as positive for establishing a national level value chain approach.

Chris Moore noted the positive experience with cooperative development in Peru that could be replicable to the cacao alliance or other USAID activities in Central America.

As well, the Government of Mexico has committed via AMEXCID to support the cacao alliance. At this point, the planned assistance would be from Mexico’s (research institution). However, AMEXCID has asked CRS (instead of contacting the GOES, as would be expected under government-to-government cooperation) for cost share. An MOU has been drafted and concurred by the RLA, but it has been with AMEXCID for quite some time without a response.

Proposed Trilateral Activities: n the RTC discussion with APC (Colombia), support for cacao was mentioned as a potential area of trilateral cooperation. Given the need to irrigate cacao during the six-month dry season, there is some need for support for hydrological balance analysis in areas proposed for cacao development, and related water basis management and irrigation scheduling.

Higher Education for Economic Growth This activity will build the institutional capacity of Higher Education Institutions and strengthen their human capital resources to enhance the quality and effective delivery of higher education programs, including applied research.

Implementer: RTI International Duration: June 2014 – June 2019 Total Estimated Cost: $22,000,000 Mechanism: Contract Activity Manager Sandra Duarte

Current Trilateral Activities: none

Proposed Trilateral Activities: USAID has prepared a concept paper for a potential study tour to Medellin, Colombia, along with representatives of USAID’s new Competitiveness activity. The HEEG purpose would be to visit RUTA N’s successful Center of Innovation and Business and a telecommunications company, to learn how innovation can transform cities and countries. The objective would be to allow ICT cluster members to see how best to promote innovative technology-based businesses. The development of science, technology and innovation requires an ecosystem of ideal capabilities and conditions, led by strong players with the correct knowledge and tools. Such an ecosystem would be the best ally for existing institutions, networking and skills development the region needs for innovation and competitiveness. Supporting technology and innovation, applied research, improved curriculum and a

strengthened academic-private sector-government cluster system is a main objective of USAID’s project. Ruta N, the City of Medellin, MINEC, MINED, and ICT and other cluster (deans and faculty members, private sector and business association) members would be included. An FY 17 trilateral activity is a possibility.

Fiscal Policy and Expenditure Management Program This activity helps the GOES improve tax policy and administration systems and fiscal transparency with an emphasis in strengthening tax collections and public expenditures management systems.

Implementer: DAI Global Duration: June 2011 – June 2017 Total Estimated Cost: $10,989,218 Mechanism: Contract USAID Activity Manager Martin Schultz

Current/Past Trilateral Support: FPEM has been an early user of trilateral assistance, with 2016 visits to Colombia, Peru and Argentina. The Colombia visit brought Salvadoran Ministry of Finance staff to visit counterparts to study the Colombian experience in tax control strategies that meet international standards. This included regulations on tax focalization, IT systems for control, tax control techniques, customs and tax focalization systems, IT for focalization, cooperation and international and research, practical analysis of transfer pricing methods in tax assessment.

The Peru visit focused on MOF experience in E-procurement, including the establishment of a framework for E-procurement that can be applied in El Salvador.

The Argentina visit allowed MOF officials to learn about the development and implementation of transfer pricing control systems, including information systems for analytical purposes, methods for analysis and selection of transfer pricing studies, analysis and evaluation, and analysis for assets, risks and functions in transfer pricing investigation.

Proposed Trilateral Activities: The activity manager said the project will support the visit of a MOF official from Colombia to El Salvador in March 2017, as well as a possible Argentina MOF official visit in May 2017 regarding transfer pricing models.

El Salvador Competitiveness Project This activity will be awarded in FY 2017.

Implementer: Duration: Total Estimated Cost: Mechanism: USAID Activity Manager: Carlos Arce

Proposed Trilateral Activities: At which time the activity is underway, USAID proposes (see concept paper) a potential study tour to Medellin, Colombia, and potentially to Mexico. The Colombia visit would be along with representatives of USAID’s Higher Education for Economic Growth project. The project will be interested in exploring successful experiences in the areas of science, innovation, technological development, entrepreneurship (high-tech start-ups), and other knowledge-based business efforts including “Medellin’s Route N” initiative. Another interesting experience could be to learn how the Centro de Desarrollo Tecnológico de Medellin serves as an incubator for high-tech start-ups. These two USAID projects share the same vision of innovation, technology and productivity and are expected to coordinate and work with institutions and industrial subsectors in common. Both Colombia and Mexico are well advanced in developing eco-systems for entrepreneurships which can be replicated in El Salvador. CONAMYPE, private sector associations, along with HEEG universities with incubators, will participate.

BAC Loan Guarantee This activity helps expand the availability of credit to micro, small and medium firms (MSMEs).

Implementer: BAC Community Bank Duration: September 2011 – September 2021 Total Estimated Cost: $204,736 Mechanism: Development Credit Authority (DCA) USAID Activity Manager Christopher Moore

Current/Past Trilateral Support: none Proposed Trilateral Activities: none

Davivienda Loan Guarantee This activity helps expand the availability of credit to micro, small and medium firms (MSMEs).

Implementer: Banco Davivienda Duration: September 2013 – September 2021

Total Estimated Cost: $155,000 Mechanism: Development Credit Authority (DCA) USAID Activity Manager Christopher Moore

Current/Past Trilateral Support: none Proposed Trilateral Activities: none

3.2. SECURITY

Citizen Safety for El Salvador – Crime and Violence Prevention This activity helps increase safety for citizens by supporting the Government of El Salvador’s national level crime prevention strategy and expanding municipal-led, community-based crime and violence prevention efforts.

Implementer: Creative Associates Duration: March 2013 – March 2018 Total Estimated Cost: $24,800,000 Mechanism: Contract USAID Activity Manager Robert McKenny

Current/Past Trilateral Support: none

Proposed Trilateral Activities: USAID has proposed possible exchanges with cities in Colombia and possible Brazil, based on a similar USAID/Guatemala project that included exchanges with Colombia (Medellin, Cartagena and Bogota) and USAID/El Salvador’s prior trilateral activity with the State of Rio de Janeiro under an activity implemented by the International City/County Management Association (ICMA). CVP is scheduled to end in March 2018, but an extension is contemplated. Based on this, it is possible that trilateral exchanges could begin over the next year to be continued during the extension. The Minister of Public Security has requested work with Brazil based on the earlier State of Rio exchange. The current alternate AOR, Carlos Rosales, was AOR for the Guatemala project, and also had exchanges with Mexico and Chile. He notes that models like Ciudad Juarez are relevant for El Salvador. A focus on tertiary activities on reintegration/rehabilitation is possible under the CVP extension, and so models for these interventions could come from Colombia or elsewhere.

SolucionES/Prevention Alliance This Global Development Alliance brings together five of El Salvador's leading foundations to help prevent crime and violence in El Salvador. This GDA will leverage an additional $22 million for crime and violence prevention activities in key municipalities. Implementer: Fundación Empresarial para el Desarrollo Educativo (FEPADE) Duration: July 2012 – January 2018 Total Estimated Cost: $20,000,000 Mechanism: Global Development Alliance / Cooperative Agreement USAID Activity Manager Margarita de Lobo

Current/Past Trilateral Support: none Proposed Trilateral Activities: none

3.3. GOVERNANCE

Justice Sector Strengthening Project (JSSP) The activity provides support to the Government of El Salvador to reduce impunity and improve citizen trust in government institutions, through a more cohesive, effective, and transparent justice system. Activities raise professional standards of justice sector institutions, improve current criminal justice procedures and practices, and expand the community policing model for a more cooperative and productive relationship between police and citizens.

Implementer: Checchi Duration: March 2013 – March 2018 Total Estimated Cost: $21,400,000 Mechanism: Contract USAID Activity Manager Elisa Zogbi

Current/Past Trilateral Support: none

Proposed Trilateral Activities: USAID has prepared a trilateral concept paper defining a possible activity with the PNC to help with the creation of an Integrity Evaluation and Control Center. T/he activity would be an observation tour to three similar centers in Mexico under the Treasury Department. The visit would comprise nine PNC officials who are civilian attorneys and three PNC members. The tour would lead to a detailed proposal and operation plan for the new center. INL will provide an expert to accompany the group. The visit would take place March

27-30, 2017. It is possible that follow up visits would be made to Mexico by officials who will eventually lead the center, and by Mexican evaluation centers to El Salvador.

USAID is also proposing a visit to Colombia in FY 17 to observe victims assistance efforts.

Government Integrity Project The activity works in partnership with key Government of El Salvador's institutions, at the central and municipal level, to promote compliance with regulations that enhance transparency and accountability, thus reducing opportunities for corruption. The activity also works to improve civil society organizations' monitoring of public resources, expand transparency rights to vulnerable populations, and advocate for reforms to enhance transparency and combat corruption.

Implementer: Tetra Tech - DPK Duration: March 2016 – March 2021 Total Estimated Cost: $20,300,000 Mechanism: Contract USAID Activity Manager Maria Antonieta Zelaya

Current/Past Trilateral Support: none Proposed Trilateral Activities: This activity is still in its first year. The USAID activity manager is interested in models of civil service reform that focus on transparency. One possible partner is Peru, given its experience with civil service reform and open government. Mexico also has some positive experience with public integrity, while Colombia has an accountability mechanism called “veeduria.” The activity manager also expressed interest in work in Paraguay supported by Chile that might support El Salvador’s national public school for civil servants.

Strengthening Human Rights System in El Salvador The main goal of the program is to help strengthen governmental and non-governmental human rights protection systems resulting in an increasingly tolerant, just, and equitable El Salvador. This goal is supported by three objectives: (1) to promote democratic space; (2) to strengthen human rights advocacy and monitoring of the security sector; and (3) to prevent discrimination and exclusion of vulnerable groups and improve their access to services.

Implementer: Counterpart International Duration: January 9, 2017-January 8, 2022 Total Estimated Cost: $15,000,000 Mechanism: Cooperative Agreement

USAID Activity Manager: Cyntia Cárdenas

Proposed Trilateral Activities: SHRS’s activity description mentions that the activity will link domestic advocacy to international advocacy initiatives to increase the likelihood of creating positive change in El Salvador.

3.4. CROSS-CUTTING Bridges for Employment Impact Evaluation This evaluation will measure the impact of several workforce development approaches upon employment and protective factors of youth at-risk. The impact evaluation is co-funded by the Democracy and Governance portfolio with $1.7 million.

Implementer: Mathematica Policy Research Duration: September 2016 – September 2020 Total Estimated Cost: $3,000,000 Mechanism: Task Order under an indefinite delivery/indefinite quantity contract USAID Activity Manager Orlando Hidalgo

Current/Past Trilateral Support: none Proposed Trilateral Activities: none

CAM Regional Program

2.1. PROSPERITY

2.1.1 Trade Facilitation

Promoting Food Security and Trade in Central America The activity aims to improve trade and food security in the region through sanitary and phytosanitary measures and market information systems.

Implementer: U.S. Department of Agriculture Duration: May 2011 – Jul. 2019 Total Estimated Cost: $10,233,171 Mechanism: Participating Agency Program Agreement Countries: Costa Rica, Dominican Republic, El Salvador, Guatemala, Honduras,Nicaragua, Panama

USAID Activity Manager: Rafael Cuellar

Current/Past Trilateral Support: USAID, through a current PAPA with USDA, has supported trilateral technical support for sanitary/phytosanitary controls from Chile since 2011 (though prior work with Chile began before that). The PAPA has supported a number of observational tours from El Salvador and Guatemala to Chile and the visits of Chilean experts to Central America.

Proposed Trilateral Concepts: USAID is proposing a continuation of these technical exchanges, including on blueberry certification in Guatemala, upgrading of SPS certification for produce in El Salvador, possible support to Guatemalan potato producers on seed production, assistance to El Salvador on the Food Safety and Inspection Service equivalence forms, and to Nicaragua on animal health surveillance systems.

Regional Trade and Market Alliances Project (RTMA) This activity promotes inclusive economic growth in the region through improved markets for food and agriculture value chains and reduces the time and costs of trading goods across borders.

Implementer: Nathan Associates Duration: Apr. 2013 – Apr. 2018 Total Estimated Cost: $18,954,951 Mechanism: Cooperative Agreement Countries: Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua, Panama USAID Activity Manager: Greg Howell/Lorena Aceto

Current/Past/Proposed Trilateral Support: none

Central America Regional Trade Facilitation Expansion (RTFE) RTFE technical assistance will include institutional support to the Secretaría de Integración Económica Centroamericana (SIECA), and focusing on regional trade facilitation and short term border management measures to promote transport efficiency and border integration specifically at Pedro de Alvarado (Guatemala) and El Amatillo (Honduras) in support of the Regional Trade Facilitation and Competiveness’ Strategy for Central America.

Implementer: Nathan Associates Duration: Sep. 2016 – Jan. 2018 Total Estimated Cost: $2,000,000 Mechanism: Task Order under Indefinite Delivery, Indefinite Quantity contract Countries: Belize, Costa Rica, Dominican Republic, El Salvador, Guatemala, Honduras, Nicaragua, Panama USAID Activity Manager: Greg Howell/Lorena Aceto

Current/Past/Proposed Trilateral Support: USAID is financing a total of 4-6 regional meetings during FY 17 with AMEXCID with COMIECO intended to build regional capacity to implement standards, improve trade procedures, reduce technical barriers to trade, and to build awareness of the WTO Trade Facilitation Agreement. RTC is already engaged in supporting these workshops including one in March 2017 in Guatemala.

2.1.2. Food Security Better Coffee Harvest Project This Global Development Alliance will work with 6,000 small farmers to increase coffee productivity by 25% and address coffee leaf rust. Private enterprise will match USAID’s contribution.

Implementer: TechnoServe Duration: May 2014 – Apr. 2018 Total Estimated Cost: $1,950,000 Mechanism: Cooperative Agreement / Global Development Alliance Countries: El Salvador, Guatemala, Honduras, Nicaragua USAID Activity Manager: Rafael Cuellar

Current/Past Trilateral Support: none

Proposed Trilateral Concepts: The activity manager mentioned the rapid growth of coffee production in Honduras, which is now Central America’s largest producer. There is some possibility of cross-border exchanges to share some of the Honduran experience.

Sustainable Agro-Alimentary Sector Program This activity supports “Feed the Future” in the priority countries, Guatemala and Honduras, as well as specific activities related to food security in Costa Rica, El Salvador and Nicaragua. It seeks to increase effectiveness of regional food security policies, promote new sustainable agriculture technologies, and support coordination of the Regional Integrated Plan to Combat Coffee Rust.

Implementer: United Nations Office for Project Services - Regional Unit for Technical Assistance (UNOPS – RUTA) Duration: Sep. 2012 – March 2017 Total Estimated Cost: $5,000,000 Mechanism: Public International Organization Grant Countries: El Salvador, Guatemala, Honduras, Nicaragua, Panama USAID Activity Manager: Mary Rodriguez Current/Past Trilateral Support: none Proposed Trilateral Concepts: none (activity is ending)

2.1.3. Environment Regional Clean Energy Initiative (RCEI) Improves the enabling environment for investment in renewable energy in Central America and reduces energy consumption by promoting energy efficiency practices.

Implementer: Tetra Tech Duration: Oct. 2011 – Jun. 2017 Total Estimated Cost: $13,730,421 Mechanism: Contract Countries: Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua, Panama USAID Activity Manager: Manuel Cerrato

Current/Past Trilateral Support: none

Proposed Trilateral Concepts: Clean energy is an ideal sector in which to share experiences through trilateral cooperation. Costa Rica, Brazil and Mexico are only three examples of countries with successes in clean energy technology, financing, regulations and policies. With the project ending in four months, any trilateral activities would have to be pursued in a follow- on activity.

Central America Regional Climate Change Project (RCCP) RCCP implements carbon-based incentives to reduce emissions from deforestation, forest degradation, and other land uses (REDD+); and provides demand-driven climate change information and technologies to improve resilience to climate change.

Implementer: Centro Agronómico Tropical de Investigación y Enseñanza (CATIE) Duration: Apr. 2013 – Apr. 2018 Total Estimated Cost: $21,466,937 Mechanism: Cooperative Agreement Countries: Costa Rica, Dominican Republic, El Salvador, Guatemala, Honduras, Nicaragua, Panama USAID Activity Manager: Ruben Aleman

Current/Past Trilateral Support: none

Proposed Trilateral Concepts: none

CAFTA-DR Regional Environmental Program The activity supports countries in complying with environmental commitments under the Central American - Dominican Republic Free Trade Agreement (CAFTA-DR). The work areas include residual water treatment, evaluation of environmental impact, compliance with

environmental legislation, solid waste disposal, and strengthening CCAD (Comisión Centro Americana de Ambiente y Desarrollo) in order to improve administrative, financial, and monitoring procedures.

Implementer: Environmental Protection Agency Duration: Jul. 2013 – Jul. 2017 Total Estimated Cost: $3,250,000 Mechanism: Participating Agency Service Agreement Countries: Costa Rica, Dominican Republic, El Salvador, Guatemala, Honduras, Nicaragua, Panama USAID Activity Manager Ruben Aleman

Current/Past Trilateral Support: none Proposed Trilateral Concepts: Ends in July 2017, but possible showcasing of Costa Rica’s regional water reference lab and lessons learned.

Climate Economic Analysis for Development, Investment, and Resilience (CEADIR) Facilitates private and public investment in clean energy to reduce greenhouse gas emissions in the region.

Implementer: Crown Agents / Abt Associates Duration: Jul. 2015 – Jul. 2017 Total Estimated Cost: $2,643,440 Mechanism: Task Order under Indefinite Delivery, Indefinite Quantity contract Countries: El Salvador, Guatemala, Honduras USAID Activity Manager Manuel Cerrato

Current/Past Trilateral Support: none Proposed Trilateral Concepts: none

Low Emissions Cattle Farming Project The activity will promote a cattle sector that produces less green-house gas emissions while increasing productivity, helping Costa Rica reach its carbon neutral development goals and Bonn challenge commitments.

Implementer: U.S. Department of Agriculture Duration: Jun. 2015 – Jun. 2017 Total Estimated Cost: $1,152,269 Mechanism: Participating Agency Program Agreement Countries: Costa Rica USAID Activity Manager Luis Ramos

Current/Past Trilateral Support: none

Proposed Trilateral Concepts: Possible dissemination of results that are relevant to other Central American countries.

Partnership for Climate-Smart Agriculture Supports the Inter-American Development Bank’s Climate-Smart Agriculture Fund. The fund provides loans to businesses implementing climate-smart agriculture projects in the region which lead to enhanced agriculture productivity, increased resilience, and/or reduced emissions.

Implementer: Inter-American Development Bank Duration: Sep. 2016 – Sep. 2019 Total Estimated Cost: $4,500,000 Mechanism: Program Contribution Agreement Countries: Potentially: Belize, Costa Rica, Dominican Republic, El Salvador, Guatemala, Honduras, Nicaragua, Panama USAID Activity Manager Jason Seuc

Current/Past Trilateral Support: none. Funds were transferred to IDB and are considered obligated. Proposed Trilateral Concepts:

Improved Coastal Watersheds and Livelihoods The activity strives to address the threats to the Goascoran watershed and Gulf of Fonseca – including unsustainable and exploitative practice in agriculture, ranching, fisheries, shrimp farming, firewood collection in sensitive mangrove habitat, and charcoal and salt production.

Implementer: International Union for Conservation of Nature Duration: Jul. 2016 – Jun. 2019 Total Estimated Cost: $3,734,826 Mechanism: Public International Organization Grant Countries: El Salvador, Honduras USAID Activity Manager Luis Ramos

Current/Past Trilateral Support: none

Proposed Trilateral Concepts: There is some consideration of observation tours or TA from SSC countries on mangrove protection and regeneration. Mangrove protection is a global concern, and so there are many countries with substantial experience.

2.2. SECURITY InfoSegura InfoSegura aims to strengthen evidence-based policy making, and increase regional coordination and collaboration on effective citizen security strategies. InfoSegura supports

crime prevention initiatives through two components: 1) data management and 2) increasing regional collaboration and networking.

Implementer: United Nations Development Programme (UNDP) Duration: May 2014 – May 2017 Total Estimated Cost: $12,000,000 Mechanism: Public International Organization Grant Countries: Belize, Costa Rica, Dominican Republic, El Salvador, Guatemala, Honduras, and Panama USAID Activity Manager Carlos Rosales

Current/Past Trilateral Support: There has been some technical exchange with the Dominican Republic, and from March 8-10 there will be an observatory on crime with the DR.

Proposed Trilateral Concepts: Two DG team members will travel to Belize in May 2017 to observe security issues related to migration. About 30 percent of illegal migrants in Belize are Salvadorans. No RTC support will be required.

Youth and Community Development Program This activity focuses on developing life skills, establishing support networks among youth, creating safe and stimulating learning environments, and providing access to extra-curricular educational and recreational activities. These opportunities provide youth with tools to make better choices in their lives, and discover their full potential, promoting positive alternatives to crime and violence.

Implementer: Glasswing International Duration: Oct. 2012 – Sep. 2019 Total Estimated Cost: $7,400,000 Mechanism: Global Development Alliance Countries: El Salvador, Guatemala, and Honduras USAID Activity Manager Maria Antonieta Zelaya

Current/Past Trilateral Support: none Proposed Trilateral Concepts: none

Violence Against Children Survey (VACS) The Violence Against Children Survey (VACS) measures physical, emotional, and sexual violence against girls and boys, and identifies risk and protective factors and health consequences, as well as use of services and barriers to seeking help. Children who experience violence are at greater risk for common and destructive yet preventable consequences, including HIV, chronic diseases, crime and drug abuse, as well as serious mental health problems.

Implementer: Centers for Disease Control and Prevention (CDC)

Duration: Mar. 2016 – Mar. 2019 Total Estimated Cost: $1,800,000 Mechanism: Interagency Agreement Countries: El Salvador, Guatemala, and Honduras USAID Activity Manager Sonia Silva

Current/Past Trilateral Support: none Proposed Trilateral Concepts: none

Regional Violence Interruption Training Academy The central goal of this activity is to respond to the needs of the governments of Guatemala, Honduras and El Salvador, and the efforts of USAID, in promoting evidence-based approaches to address citizen security challenges.

Implementer: Research Foundation of the City University of New York Duration: Sep. 2016 – Jul. 2020 Total Estimated Cost: $1,986,534 Mechanism: Cooperative Agreement Countries: El Salvador, Guatemala, and Honduras USAID Activity Manager Rosamaria de Colorado

Current/Past Trilateral Support: none Proposed Trilateral Concepts: none

2.3. GOVERNANCE Regional Human Rights and Democracy The activity supports children, women, and the LGTBI community by facilitating strategic alliances among organizations which are involved in strengthening human rights. It also facilitates regional forums within Central American parliaments to design national laws to address the deterioration of the social and economic conditions which force locals to migrate within the country.

Implementer: Pan American Development Foundation Duration: Jul. 2016 – Jul. 2021 Total Estimated Cost: $28,000,000 Mechanism: Cooperative Agreement Countries: El Salvador, Guatemala, Honduras, Mexico, Nicaragua USAID Activity Manager Rosamaria de Colorado

Current/Past Trilateral Support: none

Proposed Trilateral Concepts: There are potential models for human rights reforms and programs in South America. Argentina, Brazil, Chile and Colombia all have made human rights advances and have potential models conducive to observation tours.

Northern Triangle Migration Management Information Initiative (NTMI) NTMI aims to strengthen the capacity to manage, collect, analyze and share migration information in order to support humanitarian action and the protection of vulnerable populations in El Salvador, Guatemala, and Honduras.

Implementer: International Organization for Migration (IOM) Duration: Sep. 2015 – Mar. 2017 Total Estimated Cost: $2,500,000 Mechanism: Public International Organization Grant Countries: El Salvador, Guatemala, Honduras USAID Activity Manager Sonia Silva

Current/Past Trilateral Support: none Proposed Trilateral Concepts: none

Promoting Journalism and Freedom of Expression This activity provides tools that empower journalists to develop safe investigative reporting skills that will spark public dialogue. It provides training and workshops to enhance journalists’ abilities to use innovative digital tools to diminish security vulnerabilities, increase collaboration and to conduct data driven national and cross-border investigative reporting. The activity also seeks to overcome the specific challenges faced by women journalists.

Implementer: Internews Duration: Sep. 2015 – Sep. 2018 Total Estimated Cost: $3,000,000 Mechanism: Cooperative Agreement Countries: El Salvador, Guatemala, Honduras USAID Activity Manager Sonia Silva

Current/Past Trilateral Support: none Proposed Trilateral Concepts: none

Return and Reintegration in the Northern Triangle Program This activity assists in providing services to help returning migrants reintegrate into local communities, and to alert the public on the risks of irregular migration. Services include psychosocial support, school reintegration for children, and humanitarian aid.

Implementer: International Organization for Migration (IOM) Duration: Apr. 2016 – Mar. 2019

Total Estimated Cost: $16,800,000 Mechanism: Public International Organization Grant Countries: El Salvador, Guatemala, Honduras USAID Activity Manager Sonia Silva

Current/Past Trilateral Support: none Proposed Trilateral Concepts:none

2.4. CROSS-CUTTING Central America Regional Trilateral Cooperation Support The activity will provide support to build trilateral cooperation between the United States, Central American countries, and selected emerging donor countries primarily from Latin America.

Implementer: International Business and Technical Consultants (IBTCI) Duration: Jul. 2016 – Jul. 2019 Total Estimated Cost: $5,600,000 Mechanism: Contract Countries: El Salvador, Guatemala, Honduras, Mexico, Nicaragua USAID Activity Manager Annie de Valencia

Current/Past Trilateral Support: NA Proposed Trilateral Concepts: NA

Monitoring, Evaluation, and Learning The Monitoring, Evaluation and Learning award will provide USAID/El Salvador, and potentially other Missions in the region, with continued performance monitoring, verification, geographic information system services and evaluation support to measure program impact, results and achievements. In addition, the mechanism can be used to contract individual or longitudinal studies, assessments, surveys or other related services relevant to bilateral and regional activities.

Implementer: Mendez England Duration: Jul. 2016 – Jul. 2021 Total Estimated Cost: $21,200,000 Mechanism: Contract Countries: El Salvador, Guatemala, Honduras, Mexico, Nicaragua USAID Activity Manager Orlando Hidalgo

Current/Past Trilateral Support: none Proposed Trilateral Concepts: none

Annex E: Proposed Forms

USAID/Central America-Mexico Regional Program Regional Trilateral Cooperation Technical Information Request Form

(This form is to be utilized by USAID technical team members who are seeking the assistance of the Regional Trilateral Cooperation (RTC) Support Project in researching information related to potential trilateral cooperation with a provider country. The provider country will provide either technical expertise or development models that will be shared during observation visits or through TDYs to USAID project sites in Central America. Use of this form assumes that there is not a formalized concept for trilateral cooperation, but that the RTC office is being requested to research information, such as provider country capability, experience or technical proficiency, to potentially be used in formulating a trilateral concept paper.) To: RTC Project Office, San Salvador Thru: Annie de Valencia, COR Date of Request: USAID Office: Name of Requesting Team Member:

Phone Number/Extension: Email Address: USAID Project or Activity to be Supported: Specific Request:

Any Preference on Which Countries Research Would Focus? Why?:

Other Information:

CENTRAL AMERICA REGIONAL TRILATERAL COOPERATION SUPPORT (RTCS) PROJECT

(English version)

To: Date:

The U.S. Agency for International Development’s Central America Regional Program, based in San Salvador, El Salvador, presents its compliments…

In August 2016, USAID initiated a three-year, $5.6 million Regional Trilateral Cooperation (RTC) project intended to support trilateral cooperation with South-South provider countries in the Latin America and Caribbean region, and receiving countries (Guatemala, El Salvador, Honduras, Mexico and Nicaragua). The purpose of the RTC project is to engage provider country technical cooperation in addressing development challenges in Central America that are being addressed through USAID’s regional and bilateral projects. The RTC project includes funding for support costs, such as air fares, per diem and related costs. The project assumes that provider country technical assistance, notably salary costs, is the contribution of the provider country. USAID, through the RTC project, is reaching out to countries that are active South- South providers of technical cooperation. This request is to ask your agency’s assistance in determining whether your government or, in some cases, national non- governmental actors, may have replicable technical expertise, positive development experience, or relevant models that might be shared with Central America host government or governments that are identified in the attached trilateral concept summary. If your agency is interested in cooperating with USAID and the Central American government or governments identified in the concept paper, we would appreciate it if you would provide some basic information that would help us follow through on your participation:

Contact Name/Title Within Your Agency:

Email Address: Phone Number: Potential Agency That Would Provide the Assistance:

We would appreciate it if you could transmit by email the abovementioned information, and any relevant information regarding the proposed technical expertise/model and any assessment that the development experience in your country has been successful, to the following USAID official:

Annie de Valencia RTC Activity Manager USAID/El Salvador [email protected] phone: 2501-3475

The RTC project maintains a project office in San Salvador, and we would appreciate it if you would copy any response and correspondence with the RTC Chief of Party:

Richard Clark RTC COP [email protected]

Upon which time the information is reviewed and evaluated by USAID’s technical staff and host government counterparts, we will be in contact about any further information requests or next steps. This request for information should not imply any commitment on the part of USAID for funding. Please accept, in advance, our appreciation for your assistance in this regard, and assurances of our highest consideration. Sincerely,

USAID USDH Officer

PROYECTO REGIONAL DE USAID PARA LA COOPERACIÒN TRILATERAL

(Versión en español)

Para: Fecha: El Programa Regional Centroamericano de la Agencia de los Estados Unidos para el Desarrollo Internacional, con sede en San Salvador, El Salvador, presenta sus saludos... En agosto de 2016, USAID inició un proyecto regional de tres años para la cooperación trilateral de $5.6 millones de dólares destinado a apoyar la cooperación trilateral con los países proveedores Sur-Sur de la región de América Latina y el Caribe, y los países receptores de asistencia (Guatemala, El Salvador, Honduras, Nicaragua y México). El propósito del proyecto RTC es involucrar a la cooperación técnica del país proveedor en abordar los desafíos del desarrollo en Centroamérica que se están abordando a través de los proyectos regionales y bilaterales de USAID en la región. El proyecto incluye financiamiento para costos de apoyo, tales como tarifas aéreas, viáticos y costos relacionados. El proyecto supone que la asistencia técnica del país proveedor, en particular los costos salariales, es la contribución del país proveedor. USAID, a través del proyecto RTC, está llegando a países que son proveedores activos de cooperación técnica Sur-Sur. Esta solicitud es para pedir ayuda a su agencia para determinar si su gobierno o, en algunos casos, los actores no gubernamentales nacionales, pueden tener experiencia técnica exitosa, experiencia de desarrollo positiva o modelos relevantes que podrían ser compartidos con el gobierno anfitrión de América Central o gobiernos que se identifican en el resumen del concepto trilateral adjunto. Si su agencia está interesada en cooperar con USAID y el gobierno o los gobiernos centroamericanos identificados en el documento conceptual, le agradeceríamos que proporcionara alguna información básica que nos ayudará a seguir adelante con su participación:

Nombre de Contacto/Título Dentro de su Agencia:

Dirección de correo electrónico: Teléfono: Agencia potencial que proporcionaría la asistencia:

Le agradeceríamos que transmitiera por correo electrónico a la siguiente funcionaria de la USAID, la información mencionada anteriormente, así como cualquier información pertinente sobre la propuesta de experiencia técnica / modelo y cualquier evaluación en la cual la experiencia de desarrollo en su país haya tenido éxito:

Annie de Valencia Gerente de Proyecto Regional para la Cooperación Trilateral USAID / El Salvador [email protected] teléfono: 2501-3475

El proyecto RTC mantiene una oficina de proyectos en San Salvador y le agradeceríamos que copiara cualquier respuesta y correspondencia con el Jefe de RTC:

Richard Clark RTC COP [email protected]

Después de que la información sea revisada y evaluada por el personal técnico de USAID y las contrapartes del gobierno anfitrión, estaremos en contacto con cualquier solicitud de información adicional o los próximos pasos. Esta solicitud de información no debe implicar ningún compromiso por parte de USAID para la financiación.

Le ruego acepte, con antelación, nuestro agradecimiento por su asistencia a este respecto y la afirmación de nuestra más alta consideración y estima.

Sinceramente,

Oficial USDH USAID

Annex F: Websites for South South Cooperation Argentina

Fondo argentino de Cooperación Horizontal (Fo.ar) http://cooperacionarg.gob.ar/ main website of Argentina cooperating agency http://cooperacionarg.gob.ar/es/america-del-sur/el- Lists ALL of Argentina's projects by country and salvador sector http://cooperacionarg.gob.ar/userfiles/catalogo-espanol- A listing of Argentina's SS projects 2_1377715514_0.pdf http://cooperacionarg.gob.ar/userfiles/foar-revista- Detail on all current projects 10_1357660737_0.pdf http://cooperacionarg.gob.ar/userfiles/revista-foar- Argentina detailed explanation of CSS projects 2008b.pdf http://cooperacionarg.gob.ar/userfiles/2_d.t._documentos Working documents on South South cooperation _de_trabajo_sobre_cooperacion_sur_sur.pdf Brazil

ABC (Agência Brasileira de Cooperação) http://www.abc.gov.br/# Main agency website - only in Portuguese http://www.abc.gov.br/Training/cursos.aspx schedule of training courses http://www.abc.gov.br/training/informacoes/ABC_en.aspx Training courses (in English) Chile

AGCID ( Agencia Chilean de Cooperación Internacional para el Desarrollo) http://www.agci.cl/attachments/article/532/tendencias1.p Triangular cooperation in Latin America and Chile df 2006 - 2010 - tendencies, actors and priorities http://www.agci.cl/index.php Main agency website: a listing of all past current south south; trilateral projects http://www.agci.cl/index.php/acerca-de-agci/centro-de- bibliography of trilateral agreements documentacion/bibliografia-recomendada

https://www.agci.cl/attachments/article/692/111110_Busa Good practices in South South n_GoodPractices_ESP_WEB.pdf projects/agreements https://www.agci.cl/images/centro_documentacion/1_RES Resumen Ejecutivo De La Política Y Estrategia De UMEN_EJEC_POLITICA_Y_ESTRATEGIA_COOP_VersionFinal. Cooperación Internacional Chilena Para El pdf Desarrollo. https://www.agci.cl/images/centro_documentacion/3_EST Estrategia Chilena De Cooperación Internacional RATEGIA_DE_COOPERACION_VersionFinal.pdf Para El Desarrollo 2015-2018 https://www.agci.cl/index.php/acerca-de-agci/centro-de- bibliography of trilateral agreements documentacion/documentos-agcid https://www.giz.de/de/downloads/giz2015-de-bericht- Regional Conference on Triangular Cooperation regionalkonferenz3-perspektivend-dreieckskooperation.pdf 2015 http://www.agci.cl/index.php/acerca-de-agci/centro-de- documents on trilateral cooperation in Spanish documentacion/bibliografia-recomendada http://www.agci.cl/attachments/article/692/111110_Busa document on triangular projects n_GoodPractices_ESP_WEB.pdf http://www.agci.cl/attachments/article/700/97898713548 background ideas on South south cooperation 49_issuu.pdf https://www.agci.cl/attachments/article/532/tendencias1. PNUD La Cooperación Triangular En América pdf Latina Y Chile; 2006-2010. Tendencias, Actores Y Prioridades Corfo | Corporación de Fomento de la Producción http://www.corfo.cl/sobre-corfo Funding institution for Chile SSC projects

Colombia

APC Colombia https://www.apccolombia.gov.co/index.php?idcategoria=1 Main site 14 https://www.apccolombia.gov.co/sites/default/files/archiv Strategic framework for triangular cooperation os_usuario/publicaciones/marco_estrategico_de_cooperac ion_triangular_de_apc-colombia.pdf Costa Rica

Ministry of Planning http://www.mideplan.go.cr/component/content/article?id catalogue of assistance areas =1431 https://documentos.mideplan.go.cr/alfresco/d/d/workspac list all government assistance areas e/SpacesStore/d413032b-30b5-4ce4-a5eb- ad101c140516/Catalogo-oferta-cooperac-tec-CR-978-9977- 73-042-4.pdf?guest=true Mexico

AMEXCID (Agencia Mexicana de Cooperación Internacional para el Desarrollo) http://www.gob.mx/amexcid#acciones Main agency web site https://www.gob.mx/cms/uploads/attachment/file/77489/ very good but long document of beginnings of the_challenge_of_the_emerging_economies_to_the_devel North - South; south south development opment_cooperation_agenda.pdf http://www.gob.mx/cms/uploads/attachment/file/108888 Excellent document with statistics and graphs /INFORME-COOPERACION-SUR-SUR-2015-ESPAN_OL- NUEVO.pdf http://www.gob.mx/amexcid/acciones-y- the Mesoamerican project from Mexican insight programas/proyecto-de-integracion-y-desarrollo-de- mesoamerica-29336?idiom=es http://www.gob.mx/cms/uploads/attachment/file/109699 different formats for presenting triangle projects /Instructivo-Formato-Presentac-proyectos-AMEXCID.pdf Paraguay

Ministry of Foreign Affairs http://www2.mre.gov.py/ main site

Peru

APCI (Agencia Peruana de Cooperación Internacional) http://www.apci.gob.pe/index.php/en/ main page

http://www.apci.gob.pe/index.php/cooperacion- limited information internacional/conceptos Uruguay

AUCI (Agencia Uruguaya de Cooperación Internacional) http://www.auci.gub.uy/auci/acerca-de-auci.html Main page http://www.auci.gub.uy/images/Glosario-web_subido.pdf Glossary of terms definitions relating to SUR SUR tri lateral in SPANISH http://www.auci.gub.uy/images/pdf/capacidadesingles_ult short fact sheet imo.pdf http://www.auci.gub.uy/images/pdf/Estado%20de%20situ Situation of international cooperation in Uruguay acin%202015_web.pdf http://www.auci.gub.uy/pdfs/originalpapermarzo.pdf Los Países Latinoamericanos En El Escenario De La Cooperación Internacional http://www.auci.gub.uy/pdfs/originalpapermarzo.pdf Los Paises Latinoamericano En El Escenario De La Cooperación Internacional http://www.auci.gub.uy/publicaciones/boletines/875- Glossary of terms definitions relating to South glosario-y-tipologias-de-la-cooperacion-internacional.html South tri lateral in SPANISH International

Fundacion CIDEAL http://www.cideal.org/docs/COOP%20_TRIANGULAR_OnLi document on triangular projects ne.pdf http://www.cideal.org/docs/COOP%20_TRIANGULAR_OnLi reflections Practices on cooperation triangular ne.pdf http://www.cideal.org/docs/COOP%20_TRIANGULAR_OnLi Analysis of methodology and experiences in ne.pdf triangular cooperation http://www.cideal.org/portada Training courses and technical assistance

El Programa Iberoamericano para el Fortalecimiento de la Cooperación Sur‐Sur (PIFCSS)

http://www.cooperacionsursur.org/es/conozcanos/acerca- Home site for PIFCSS the Iberoamerican office del-pifcss.html# located in El Salvador http://www.cooperacionsursur.org/images/DT11.pdf Document of South South cooperation

Iberoamerica Sur Sur http://cooperacionsursur.org/images/Memoria_2015_PIFC 2015 Memoria SS.pdf http://segib.org/wp- Technical working group analysis of South South content/uploads/CTT01PremioIberoamericano.pdf cooperation 2016 http://segib.org/wp-content/uploads/Report-SSC-2016- 2016 report on South South activities in ENGLISH EN.pdf http://www.cooperacionsursur.org/images/descargas/201 Developing Indicators for South South 4/marzo/Generando_indicadores_2014.pdf cooperation http://www.cooperacionsursur.org/images/docs/Doc_Siste Means to learn new experiences in South South matizar_para_aprender.pdf cooperation http://www.cooperacionsursur.org/images/docs- A guide to setting gup Triangular Cooperation in programa/doc-8-PIFCSS-guia-ct-2015.pdf Iberoamerica http://www.cooperacionsursur.org/images/docs- Iberoamerica Medium term strategy 2015 - 2018 programa/Estrategia_de_Mediano_Plazo_2015- from technical committee Cartagena 2015 2018_V._Web.pdf http://www.cooperacionsursur.org/images/Folleto- PIFCSS brochure on South South cooperation espanol.pdf http://www.gob.mx/cms/uploads/attachment/file/108888 2015 report on South South activities /INFORME-COOPERACION-SUR-SUR-2015-ESPAN_OL- NUEVO.pdf Mesoamerica http://www.proyectomesoamerica.org/joomla/index.php? main site option=com_content&view=article&id=229&Itemid=57 OECD Development Co-operation Directorate http://www.oecd.org/dac/effectiveness/46080702.pdf 110 case studies on South South cooperation

https://www.oecd.org/dac/dac-global- Triangular Cooperation - what does the literature relations/OECD%20Triangluar%20Co- tell us? operation%20Literature%20Review%20June%202013.pdf UNDP http://www.undp.org/content/dam/undp/library/develop Fast facts on Trilateral cooperation 2015 ment- impact/Fast%20Fact%20&%20Results/FAST%20FACTS%20 March%202016%20updated.pdf http://www.undp.org/content/dam/undp/library/develop fact sheet on UN south south development ment- impact/Fast%20Fact%20&%20Results/FAST%20FACTS%20 March%202016%20updated.pdf http://www.undp.org/ssc general info

University of Madrid https://www.ucm.es/data/cont/docs/599-2013-11-16- explores a modality of cooperation still in phase Alice_Bancet_final.pdf of experimentation, the South-South-North Triangular Cooperation University of George Washington https://brazil.elliott.gwu.edu/leading-example-brazil’s- Brazil experience in International cooperation international-development-cooperation