HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT
USAID/HONDURAS Honduras Local Governance Activity Quarterly Performance and Financial Report April 1, 2018 – June 30, 2018
Activity Title: Honduras Local Governance Activity Sponsoring USAID Office: Democracy and Governance Office IDIQ Number: AID-OAA-1-14-00061 Task Order Number: AID-522-TO-17-00001 Contractor: DAI Global LLC. Date of Submission: July 30, 2018
This report is made possible by the generous support of the American People through the United States Agency for International Development (USAID). The contents are the responsibility of DAI and do not necessarily reflect the views of USAID or the United States Government.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT
TABLE OF CONTENTS
Executive summary 1 Result 1 - Civil Society Influence, Through Evidence Increased 2 Sub-Result 1.1 Citizen participation in service delivery decision-making strengthened 2 Sub Result 1.2 Evidence-based citizen oversight of service delivery increased 3 Result 2 Local Service Provider Performance Improved 4 Sub Result 2.1 Accountability of Service Providers Increased 4 Sub Result 2.2 Service Provider’s Capacity to Manage Service Delivery Improved 6 Sub Result 2.3 Local Government administrative management capacity increased 9 Coordination with USAID IMs, IPs and Other Donors 12 Crosscutting Initiatives 13 Progress Toward Indicators 14 Collaborating, Learning and Adapting (CLA) Agenda 15 Financial Report 19 Annex 1: Technical Assistance Summary by Sector (FY 2018) 21 Annex 2: Transparence Plan MANCURISJ 22 Annex 3: Memorandum sent by Secretariat of Education 28 Annex 4: Coordination with USAID IMs, Implementing Partners (IPs) and Other Donors 29 Annex 5: Progress by Sub-Activity, divided by Sector 31
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ACRONYMS
ACS Alliance for the Dry Corridor AIN -C* Integral Community Attention to Childhood AMHON* Association of Honduran Municipalities ASJ* Asociación para una Sociedad más Justa CAM* law Municipal Administration Career law CEN Nutritional Training Centers CCT* Citizen Commissions on Transparency CLA Collaborating, Learning and Adapting CM Municipal Commissioner COMAS* Municipal Commissions of Water and Sanitation COMIPRONIL* Mixed Co -op of North Intibucá Producers CONEANFO* National Commission for Non -Formal Education in Honduras CSO Civil Society Organization DDE* Educational Departmental Directions DIRRSAC* Direction of Registration and Monitoring of Civil Associations DO2 Development Objective 2 EROC* Espacio Regional de Occidente Honduras ERSAPS* Regulating Entity for Potable Water and Sanitation Services FHIS* Honduran Fund for Soc ial Investment FUNDAUNAH* Foundation of the National Autonomous University of Honduras FY 2018 Fiscal Year 2018 GEMA* Building Resilience into Ecosystem and Livelihoods Activity HR Human Resources IAIP* Institute of Access to Public Information ICF* Forest Conservation Institute ICT Information and Communications Technology IM Implementing Mechanism INAM* National Women’s Institute IP Implementing Partner ISO International Organization for Standardization LGBTI Lesbian, Gay, Bisexual, Transgender and Intersex
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M&E Monitoring and Evaluation MOU Memorandum of Understanding OAIP* Officers of Access to Public Information OCAT Organizational Capacity Assessment Tool OMM* Women’s Municipal Office ONADICI* National Office of Integral Development and Internal Control PER* Education Network Plan PNAE* National School Nutrition Program Red ITC Community Technical Institute Network RENTCAM* National Registry of Municipal Administration Career Technicians RFA Request for Applications SAFT* Integrated System for Municipal Financial Tributary Management SAMI* Municipal Administration System SANAA* National Autonomous Aqueduct and Sewage Service SEFIN* Secretariat of Finances SETCAM* Technical Secretariat for the Municipal Administration Career SIARED* Educational Networks Administrative System SIARH* Integrated System of Administration of Human Resources SGJD* Secretariat of Governance, Justice and Decentralization TRC* Regulation and Control Technician TSC* National Audit Institution UDEL* Unit of Local Economic Development UGD* Unit of Decentralized Management USAID U.S. Agency for International Development USCL* Supervision and Local Control Unit USG United States Government UTSAN* Technical Unit for Food and Nutritional Security WMB Water Management Board
*Acronyms with an asterisk are in Spanish. The meaning of most Spanish acronyms has been translated for the clarity of this report.
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Executive summary This quarterly report covers activities from April 1 to June 30, 2018. During the quarter, the Activity achieved important qualitative and quantitative advances that are described under each of the Results and Sub-results throughout this document. The Activity carried out a series of formative actions with civil society to achieve greater citizen participation and evidence- based oversight of service delivery in nutrition, water and sanitation, and education. In numbers, 1,277 people participated in trainings; 12,066 people participated in service delivery decision-making events; 118 CSOs carried out advocacy actions; 4 public policies were approved with citizen input; 72 external oversight mechanisms were conducted ( 38 of which have resulted in documents with recommendations to service providers and local governments); and 7 grants were signed with CSOs in a collective effort called PARTICIPA-Occidente. While the numbers demonstrate the broad reach of the Activity, the impact of this participation and influence goes beyond numbers. The diverse inclusion of civil society actors -from parents’ associations to water users to vulnerable groups- in the Honduras Local Governance Activity’s programming is working to build a culture of transparency and citizen involvement in western Honduras that will continue to be deepened and strengthened. With mancomunidades and service providers in education, nutrition, water and sanitation, the Activity has worked to strengthen internal processes thereby improving their Service Management Index (IGS). As of June 30, a total of 635 service providers have received training, technical assistance, and customized support in the provision of services; 2,013 service providers’ members/employees have received training; 18 mancomunidades have developed Transparency Plans ( 11 of which are approved); 17 of 19 nutrition service providers have improved skills and are participating in local debates on nutrition; 283 water management boards have received training on their legal framework; 84 municipal water regulation and control technicians have been certified by the central regulating entity, and 2 education management tools have been created to improve implementation of the Code of Conduct and monitoring the Education Network Project (PER) respectively; both tools being approved by the Secretariat of Education . In all sectors, trainings have targeted critical skills for service delivery tailored to the needs of each actor. Processes were streamlined and tools were developed from the bottom-up, with maximum input from stakeholders to facilitate their appropriation. The capacities and tools acquired this past quarter are the basis for improved service provider performance that will be evaluated and supported during the next quarter, and subsequent years of the Activity. As local governments returned to their normal rhythm following the transition of authorities at the start of the year, the Activity worked to provide training and technical assistance related to core functions of municipal governments. This included trainings to 1,389 municipal employees including councilmembers, auditors, and cadaster officials in over 89 municipalities, continued support to the Technical Secretariat of the Municipal Administrative Career Law (SETCAM) to implement the CAM law resulting in 107 municipal employees registered as civil servants; 8 municipalities formally agreeing to strengthen local economic development (LED) efforts; and 14 preliminary infrastructure designs approved to support access to and delivery of key services. These advances will have a sustained impact on local governance and municipal administration as civil servants improve their understanding of their role and responsibilities, and become registered in a database that promotes professionalization and protection of the field. Infrastructure activities and local economic development aim to bring lasting benefits to the citizens in each community. Underlying the activities during the quarter was an emphasis on cross-cutting themes such as gender and inclusion, inter- institutional coordination, and Collaboration, Learning and Adapting (CLA). In gender and inclusion, 8 female mayors have transformed into leading advocates across municipalities for more inclusive municipal agendas following a study tour to Ecuador, and 1,017 people were trained to promote women's empowerment and gender equity. The Activity also coordinated with 15 Honduran institutions and 5 USAID implementers to enhance its impact in western Honduras. Finally, the team worked on a CLA agenda to assesses results to inform decision-making for future activities. The following report provides greater detail on the advances mentioned above through data and testimonies of key actors.
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HONDURAS LOCAL GOVERNANCE ACTIVITY: QUARTERLY PERFORMANCE AND FINANCIAL REPORT
Result 1 - Civil Society Influence, Through Evidence Increased
Sub-Result 1.1 Citizen participation in service delivery decision-making strengthened The Activity advanced with several efforts to strengthen citizen participation this quarter, including citizen training modules, forums to practice the knowledge obtained, and assisting Citizen Transparency Commissions (CCTs) in obtaining lawful status. As described in the following section, the results of these efforts are already evident in Western Honduras, where citizens are taking action (for Sub-Activity progress by sector, refer to Annex 5). Training modules succeed at persuading citizens to seek participation in service delivery decision-making. To increase citizen participation, the Activity developed a training package last quarter consisting of three training modules and a tool kit module. The intent is to promote and guide citizen participation in decision-making for services and keeping local governments accountable, with special consideration to the Activity’s crosscutting goal of including vulnerable populations. The modules seek to encourage a culture of transparency and empower citizens to make their voices heard. The impact in the field has been significant. As treasurer of San José’s CCT explains, “These training spaces have helped me lose my fear of presenting in front of authorities, other leaders and even my fellow citizens, and they motivate me to go further to actively participate in building citizenship and representing civil society.” and 329 other citizens (171 women and 158 men) in the six target departments participated in the first ule, “Promoting Citizenship” which was successfully implemented last quarter and focused on why citizen participation is key to improving services and local governments. The second module, “Building Local Governance with Citizenship” focuses on the role of citizens in keeping local governments accountable and was implemented in 52 target municipalities this quarter in the departments of Copán (28), Lempira (21) and Santa Bárbara (3). For many attendees, including patronato President from Santa Rita (Copán), the information was new and intriguing. As he stated, “It is my first experience in these trainings and I would like to continue participating in them to acquire more knowledge on social audits and oversight.” Participants had similar reactions to the third module “Promoting Inclusion in Citizen Processes,” which was implemented simultaneously in 19 municipalities this quarter (13 in La Paz and 6 in Santa Bárbara), and highlighted the importance of including women, youth, people with disabilities, Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) populations, indigenous peoples, and returned migrants. CCT member found this module valuable, explaining the content is “Very important to our roles and functi at we learned into practice.” Additionally, the Activity developed tools for the fourth and final module, which consist of a series of checklists to perform oversight of service providers and local governments. Civil Society Organizations (CSOs) are already using them under Sub-Result 1.2 “Evidence based citizen oversight of service delivery increased” (see next section for details). Forum drives citizens to demand their opinion be considered by local service providers. The Activity’s first training module, “Promoting Citizenship,” was followed by the forum “Civil Society’s Role in Local Public Service Delivery,” where citizens practiced the knowledge they acquired in the first module. This forum was implemented in each target department to encourage citizens to seek opportunities to impact decisions made by service providers and local governments. Thus far, the impact of the forum can be seen in the 19 service forums citizens and service providers have held for education (4), water and sanitation (8), health and nutrition (6), and multiple services (1), in which 3,133 people participated. Going a step beyond discussions between citizens and service providers, 782 agreements1 have been reached at these events, clearly achieving the goal of strengthening citizen participation. One example is from a forum in Cucuyagua (Copán), where service providers and citizens held discussions and jointly reached an agreement
1 These agreements include those that led to the three public policies/ordinances achieved toward Indicator 1.2. The disaggregation of these decisions by service is as follows: water and sanitation (332), education (206), nutrition (91), multiple services (153).
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT to establish an ordinance for the management and proper use of water resources and approaches to solid waste and polluting liquids (for more details, refer to water and sanitation section under Sub-Result 2.2).
Forums follow-up on the first 100 days of new local governments and incentivize citizen oversight exercises. The Activity’s second training module on participating in local governance created great interest from CCTs and citizens to participate in the Activity-supported forums titled “Follow-Up to Municipal Government Plan Agreements: First 100 Days in Office.” Affected by political will, only 59 newly-elected municipal authorities have agreed to these events that were held as town hall meetings in 2017. Fifty-nine forums successfully took place this quarter in Copán (7), Intibucá (7), La Paz (12), Lempira (10), Ocotepeque (13), and Santa Bárbara (10), with 3,867 participants. Based on these events, CCTs and citizens are determined to carry out oversight exercises with each municipal administration, which are described under Sub-Result 1.2). Together, these forums and oversight exercises are enabling citizens to hold authorities accountable, thereby actively participating in decision-making.
Citizen Transparency Commissions in 79 municipalities are revitalized and actively supporting citizen participation. As evidenced by their constant involvement in citizen efforts, CCTs are a key CSO to strengthen citizen participation, as well as oversight (see Sub-Result 1.2). Since not all CCTs from the target municipalities are active or appointed by their local government (the two requirements for lawful status), only a limited number have been able to support citizens in the Activity’s participation efforts. To address this issue, the Activity has supported CCTs to become active and appointed, achieving this with 28 thus far, which raises the total number of active and appointed CCTs to 79. This is a significant accomplishment, as some municipalities like Trinidad (Copán) had not had this citizen participation structure in five years. The reinstatement of these organizations is vital to strengthen citizen participation, as evident in Trinidad, where it has led to the creation of mechanisms for citizen participation, gender inclusion, accountability, and access to public information.
Sub Result 1.2 Evidence-based citizen oversight of service delivery increased Citizen oversight has been increased and strengthened this quarter through efforts such as CCT-led mechanisms, citizen charters, and grants awarded to local CSOs for work with citizens. The numerous oversight activities accomplished reflect a shift in citizen behavior from a passive stance to becoming proactive shapers of their local services and governments. While looking for evidence-based action is a goal, the Activity has focused more on promoting and enhancing participation during the past quarters, given that participation needs to become a part of the local citizen culture before it can be refined. Next quarter, the Activity will focus more on promoting evidence- based action and will report accordingly. Citizen Transparency Commissions and Citizens have initiated 178 oversight mechanisms for local services and governments and began to produce recommendations. CCTs collaborated with citizens to start developing this impressive number of external oversight mechanisms. Of these 178 mechanisms, 72 were completed this quarter using checklists designed under the Activity’s Module 4 (refer to Sub-Result 1.1). Of these 72 completed mechanisms, 60 were implemented with local governments,2 and 12 were implemented with local services (six in water and sanitation, three in education, and three in health and nutrition). Going a step beyond the oversight mechanisms, CCTs and citizens have jointly produced one document per oversight exercise to capture their findings. So far, 38 documents have been finalized and include citizen recommendations to improve services, which is clear evidence of their increased involvement in service delivery decision-making and oversight. Citizens and service providers negotiate three citizen charters to improve service provision in water and sanitation, education and health. Citizen charters, which serve to improve services according to citizen demands and oversight, involve significant work and coordination between citizens and service providers to reach an agreement. Efforts toward developing three of these charters began this quarter as models for further intervention. Regarding water and sanitation services, a draft charter was started between citizens and the Water Management Board (WMB) of
2 Of these 60 mechanisms, 56 were carried out for the transition and transfer process, which started since March of last quarter, and four to local government infrastructure projects for different services.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT the El Llanón community in San Juan, La Paz. A draft was also started for education services between citizens and the basic education center of San Vicente Centenario in Santa Bárbara. The third charter has been drafted in Tomalá, Lempira for nutrition services between citizens and four health establishments of health provider mancomunidad MANCOSOL. This draft will be presented during an upcoming town hall meeting and focuses on preventing adolescent pregnancies and sexually transmitted diseases, which are known causes of long-term health problems in mothers and children. To achieve this, the charter agrees that citizens and service providers will promote the organization of youth groups, medical home visits, individual counseling for teenagers who require medical services, training to raise awareness, accessibility to information, and the dissemination of information on birth control methods via pamphlets, posters, and murals. Upon being presented next quarter at the town hall meeting, the charter will be fully established. Grants awarded to 7 CSOs to boost citizen oversight in 89 municipalities. To further increase citizen oversight, the Activity will award grants to local CSOs so that they can encourage and guide citizens to implement social audits. Six organizations (one per target department) were awarded grants in early May during a conference in Gracias, Lempira. They also received guidance in standardizing social auditing processes and identifying essential tools. These organizations are tasked with performing 89 social audits to different service providers in 14 months, in alliance with CCTs, other CSOs, women and youth networks, and service providers in the sectors of health, nutrition, education, and water and sanitation. Aside from these six organizations, a coalition formed by CSOs Asociación para una Sociedad más Justa (ASJ) and Espacio Regional de Occidente Honduras (EROC) was also awarded a grant to provide collaborating, learning and adapting (CLA) support to the six CSOs through technical assistance and by creating a community of practice. To date, these organizations have advanced in three ways: 1) developed a training plan that fuses with the one proposed by the respective regional office, 2) signed letters and agreements with other CSOs to carry-out auditing exercises (including CCTs, Women’s Networks, Youth Networks, Indigenous Councils, and others), and 3) the services to carry out audits have been selected by municipality. In addition to these grants, a Request for Application (RFA) was issued this quarter for an eight grant to promote the inclusion of women in WMB decision-making, and it will be awarded next quarter.
Result 2 Local Service Provider Performance Improved Four hundred and thirty-one (431) service providers3 and 89 local governments received technical assistance, training and support from the Activity this quarter. To date, the Activity has provided assistance to 635 service providers and 89 local governments in target municipalities. The type of assistance given varies from sector to sector and in some cases, from actor to actor. Highlights of this assistance are included in the following sections (refer to Annex 1 for tables by sector).
Sub Result 2.1 Accountability of Service Providers Increased In the nutrition sector, the Activity piloted a citizen charter in the municipality of Tomalá, Lempira, allowing the community to voice its needs and hold service providers accountable (refer to Sub-Result 1.2 for details). Technical assistance has also been provided to 18 mancomunidades to increase accountability mechanisms that will allow for better service provision through the creation of transparency. In coordination with the Secretariat of Education, the Activity has also provided technical assistance to increase accountability in local Education service managers, where two key technical actions stand out this quarter: 1) the strengthening of capacities for the application of the Public Servant Ethics Code and, 2) the digital application created to monitor the Education Network Plan (PER-PEC). The following sections present this work in more detail.
3 This includes: WMBs, education networks, health service providers, mancomunidades, Municipal Education Directorate (DME), and Departmental Education Directorate (DDE).
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MANCOMUNIDADES Mancomunidades institutionalize best practices through Transparency Plans to improve accountability mechanisms. During the quarter, the Activity has worked closely with the 18 mancomunidades to finalize their customized transparency plans. Historically, mancomunidades have not worked effectively toward the creation of tangible plans that include accountability policies and best practices that guarantee the implementation of internal control standards and improvement of management capacities at a local government level. Therefore, thanks to the technical assistance provided by the Activity, the plans are innovative in including elements such as the institutionalization of transparency, greater visibility, and recognition of citizens and local governments, thus achieving greater coordination with the different actors that intervene in service provision. The plans include: developing a transparency portal, promoting civil society's right to access public information, improving procurement and hiring processes, designing and implementing a code of ethics and good governance principles, providing service to citizens, and frequent updates of financial information. Out of 18 completed plans, 7 of them, pertaining to: (MUNASBAR, GUISAYOTE, MANCURISJ, MANVASEN, MANCOSOL, MAMUNI and AMFI), are pending approval from the official act transcripts, were through joint conferences between the mancomunidades’ general assemblies and civil society actors, who also contributed to the content of the plans and have been key actors in adapting them to the local context. During the next quarter, the Activity will focus on promoting the approval of the reminding 11 and starting technical assistance for implementation of those that are approved. For an example of a plan and its approval, refer to Annex 2. The plans also show a close link with the Institute of Access to Public Information (IAIP), since one of its key elements is the creation of a transparency portal. This portal, in addition to contributing to institutional visibility by strengthening the connection between mancomunidades, communities and municipalities in financial accountability, purchasing and hiring process, it will also improve the management skills to achieve a process-based management. EDUCATION Secretariat of Education authorities commit to implement Code of Conduct and Ethics. Conceived as a tool for internal control of expected conduct and duties of public officials, units and institutions of the State, understanding and applying the Code of Conduct and Ethics is paramount. Despite its existence, the Activity’s education management index evidenced that few education officials were aware of it, and this resulted in the lack of its application. Tackling this challenge, the Activity has strengthened the capacities of these officials by facilitating awareness-building and training sessions on the Code, using a didactic and friendly version to promote its use and understanding. The positive effects of this effort to increase transparency are apparent, as stated by the Secretary of Education at the central level, "Each Monday at staff meeting we chose an ethical value from the friendly version facilitated by HLG Activity and we dedicate a week to work on that value, then we see how our daily tasks improve and that is how we take the Code of Ethics from a tool to an action." In July of this year, the municipal directors and school networks will lead replicas with the directors of school centers, whose participation is key to ensure the empowerment of the Code. In Intibucá, Departmental Director of Education has ordered the use and application of the Code, which demonstrates that local authority appr for this initiative (see Annex 3 for a copy of the memorandum). A new era for monitoring education system through an innovative digital tool. On June 28, 18 coordinators of school networks from each departmental directorate, and the national director of school networks were trained by the Activity’s technical team on using a mobile application (app) developed to monitor the Education Network Project (PER). The Secretariat of Education has already expressed interest to expand the use of this application. Vice minister of Sub-secretariat of technical and pedagogical matters stated, “For the future, it will be important that we consider the remaining departments of the country, for now we only work in the Western region but in the future, we as the Secretariat of Education would like for it to be used by all the 18 departments of our country.” Education officials have expressed that the application contributes to more orderly and transparent processes. Luciano, a teacher from Santa Barbara, stated “We have achieved this innovative tool so far through teamwork, first we made the concepts and definitions, then the variables and indicators, finally we validated in the field and soon education
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT authorities will be able to make decisions based on evidence.” This innovative data management tool modernizes the monitoring process and encourages government staff to become active users of digital tools to improve education management in Western Honduras. By providing the education sector in Western Honduras with an improved digital management system, education authorities at the department, municipal, and school network levels will be better able to carry out the mandate of decentralization in a transparent, and innovative manner.
Sub Result 2.2 Service Provider’s Capacity to Manage Service Delivery Improved To date, the Activity has provided technical assistance and training to 635 service providers and intends to cover 86 more during the next quarter, reaching an expected total of 720 by the end of the fiscal year. This quarter, progress was made to improve management capacities with mancomunidades through organizational improvement initiatives , with decentralized health providers by furthering their integration into local contexts; with water and sanitation employees through training in processes, planning and the legal and organizational framework; and with education authorities through the standardization of tools for supervision, management and Human Resources (HR). MANCOMUNIDADES Transforming traditional institutional governance: approaching a new management model within mancomunidades. The Activity is contributing significantly to consolidate the sustainability of mancomunidades , increase their institutional leadership in the region and improve the technical services they provide to the municipalities. This quarter, the Activity provided customized technical assistance via joint work sessions with Technical Units and Boards of Directors of Mancomunidades for the consolidation of strategic visions and the improvement of institutional decision- making through structural and organizational strengthening. This involved addressing the composition of the general assembly in 15 of the 18 target mancomunidades, in accordance to attributions and by-laws. Additionally, the Technical Units and Boards of Directors in ten of 18 mancomunidades have a more structured strategic thinking resulting from the Activity’s support, which will allow service provision to municipalities in a sustainable manner. This improves accountability to member municipalities and key partners, which include the Secretariat of Governance, Justice and Decentralization (SGJD), the National Audit Institution (TSC), and the Direction of Registration and Monitoring of Civil Associations (DIRRSAC). The management model of mancomunidades was also strengthened this quarter with workshops on the legal framework (4 mancomunidades )4 and training on the Code of Ethics and Principles of Good Governance (6 mancomunidades )5. Furthering the sustainability of these efforts, a councilmember of mancomunidad AMFI mentioned that he was inspired by this training and wants to replicate the sessions to train his team in the decentralized health promoter Hombro a Hombro . Although this health promoter is not among the Activity’s beneficiaries, the replica will be supported by the Activity at the end of FY 2018. In support of the management model, 3 of the 18 mancomunidades have approved the annual work plan-budget tool ( POA-presupuesto ) to guide effective process-based management and allow for better fiscal management. Additionally, the first draft of 18 customized process manuals have been finalized, which will improve the operative capacity of mancomunidades in service provision. In the past, none of the target mancomunidades had worked on these key areas with a strong participation of civil society members. Mancomunidad PUCA stands out in this respect, as for the first time in 3 years, it held a general assembly for members through the procedures established in its bylaws. MAMUNI has also shown results, as during a general assembly, it unanimously approved a 2.5 percent contribution to the mancomunidad, which will come from the municipal transfer sent by the central government. Next quarter, the Activity will implement a pilot to assist HIGUITO to achieve certification according to the international standard ISO 9001:2015. NUTRITION Strengthening agendas of decentralized health providers through monthly meetings with the Food and Nutrition Security Boards. During this quarter, the Activity carried out the first phase of the nutrition awareness strategy for
4 The four mancomunidades are: GUISAYOTE, MANCOSOL, MAMUNI and MANVASEN. 5 The six mancomunidades are: AMFI, HIGUITO, GUISAYOTE, MANCORSARIC, MANCOSOL and MANVASEN.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT members of the Intersectoral Board of Health and Nutrition. These boards seek to strengthen the agenda of the decentralized sectors through meetings between health managers, improve health management in the municipalities and integrate the topic of nutrition into the agenda of the health boards in each of the 45 municipalities served by the decentralized health promoters. A series of workshops provided to 17 of 19 health promoters, contributed to raising awareness on nutrition and the importance of including the nutrition as an essential subject on the boards’ agendas. During the next quarter, the health promoters will continue to hold meetings with different organizations in the health sector, to improve and increase agendas that integrate nutrition within the sectoral health boards. The Activity will continue to monitor the Intersectoral Board of Health, and will also work on the preparation of agendas, profiles and regulations that promote the strengthening of health managers. Nutrition and health fairs held in key municipalities with high malnutrition rates. To promote better health practices, two nutritional fairs were carried out in coordination with USAID implementers in Ocotepeque and Lempira in the municipalities of Belen Gualcho and San Manuel de Colohete, respectively. Both show a high rate of chronic malnutrition. The fairs strove to promote the importance of adequate intake of high-nutrient foods already being produced locally by farmers. Participants included health monitors and individuals from vulnerable groups, such as pregnant and nursing women, and children. The fair was planned and executed in coordination with municipal health managers, the Board of Health and Nutrition, and two USAID initiatives in the region, Access to Markets and Alliance for the Dry-Corridor. The collaboration with these two initiatives demonstrates the Activity’s efforts to promote coordination and integration activities among USAID’s Implementing Mechanisms (IMs). The municipality drafted a municipal ordinance shared with participants during the fair, which highlights the importance of nutrition counseling and guidance on vitamin intake, parasite prevention, and vaccination sessions, and encourages every parent to keep track of their child’s weight and measurements. Beyond simply exposing the participants to healthy habits and the importance of monitoring child nutrition, this fair promoted the role of the municipality as a custodian of nutrition service provision and encouraged civil society to utilize the nutrition services available to them locally. WATER AND SANITATION Municipal staff members are trained to improve their support of the Water and Sanitation service. From April to June, the Activity’s technical assistance focused on Water and Sanitation services, including trainings and meetings with municipal staff, local authorities and central level institutions. The Activity also prepared field work, connected municipal authorities with local service providers and standardized knowledge among municipal and central staff. In line with Sub-Result 2.1, the technical coordination for the water and sanitation sector held between April and June facilitated the scenarios for users to participate in decision-making regarding the organizational structure of WMBs and internal regulations. Strengthening the capacities of municipal staff was essential at this phase, given that the Activity is implementing a waterfall training model where trained staff will pass on the knowledge to staff of other levels. Regulation and Control Technician (TRC) training was provided in 84 municipalities, where replicas took place for 283 WMBs (43 in Copán, 41 in Intibucá, 53 in La Paz, 49 in Lempira, 35 in Ocotepeque, and 62 in Santa Bárbara). Giovanni Espinal, Technical Director of Regulating Entity for Potable Water and Sanitation Services (ERSAPS) stated that “With the support of the Honduras Local Governance Activity, we are providing new skills to municipal officials with a direct impact on water management boards that will improve water quality. Members of the communities are the main beneficiaries through this great effort.” The training was held in technical coordination with the Building Resilience into Ecosystem and Livelihoods Activity (GEMA), another USAID IM. Additionally, the technicians in Regulation and Control will collaborate with WMBs in the process of obtaining their legal status to develop statutes and regulations that will be approved in user assemblies and will subsequently define their legal framework. To complement this technical assistance, ERSAPS has appointed a legal representative to carry out all the necessary paperwork according to SGJD legal procedure. “As technician and as a municipality staff member, we have achieved to create a USCL and COMAS, to work in a more transparent manner, at
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT the same time we are training the WMB with the Activity’s technical support” stated a staff member trained as technician, from El Níspero, Santa Bárbara. These actions are led by the ERSAPS with the Activity’s technical support, which aims to strengthen ERSAPS’ role to manage water services effectively and to encourage a more accountable water service provision among Water Management Boards and civil society. The Activity is encouraging the linkage of the technicians to the Municipal Administrative Career (CAM), so can they become high performing municipal staff and provide direct technical assistance in the long-term to WMBs in the six target departments in Western Honduras. The Activity expects to complete this technical process before September 2018. EDUCATION Aligned to sub-result 2.2, the capacity of administration and performance of education service providers is increasing by a) constructing and standardizing the tools for education supervision, b) strengthening supervision and management capacities of the local education system to Departmental, Municipal, and School Networks Directors, and c) improving the administrative procedures in HR management within Education Departmental Directions. The technical assistance in education provided by the Activity is carried out directly with the education authorities to jointly identify their needs, discuss solutions and design instruments to be applied. Local education authorities unveil a model ready to be replicated at national level. After analyzing the regulatory framework for supervision, the members of the education sector led by Departmental Direction of La Paz, defined the supervisory approach and the appropriate tools for the process. It is the first time a model was developed by local staff and presented to central authorities for replication and will facilitate local supervision in a systemic manner. “A noteworthy example of technical assistance given by the Honduras Local Governance Activity to the education sector is the capacity building of staff. It is valuable to be able to know other departments’ experiences and analyze them in terms of achievements and challenges. Many pedagogical and administrative reflections are settled to build new scenarios with the Activity’s logistic and technical support,” explained Departmental Director of La Paz. Next steps include adapting the supervision instruments in a digital format design, applying the instruments experimentally as a training practice, and submitting an official and final version of the model to the Secretariat so it can continue the application and implementation at the local level in the six target departments of Western Honduras with the Activity’s technical support. Using the internal control tools. The National Office in Integral Development of Internal Control (ONADICI) established in its institutional control guide rules that every Secretariat must follow Both the ONADICI and the Fundamental Law of Education stipulate that every public official is obliged to account the performance of its functions. It was mandatory that the Secretariat of Education find a path to align itself with this mandate. To achieve this, the Departmental Direction of Ocotepeque, in collaboration with the Activity provided technical assistance in standardizing and validating the internal control tools for the six departmental education directorates to improve the administrative and management capacity of the local education service providers. The control guide of ONADICI includes 133 decentralized practices that should be implemented, of which 38 apply to the departmental directorates. Keeping this in mind, internal control formats were defined to assure a last review of the compendium of control instruments. , Departmental Director of Ocotepeque commented "It is worth recognizing the very efficient and timely technical assistance to our staff given by the Activity. This assistance is focused on strengthening some areas and competencies to have a better administration in the department of Ocotepeque. The support of the Honduras Local Governance Activity is mainly to improve the internal control and find alternatives that come to strengthen all the processes aimed at the improvement of the management in our departmental direction." Supporting the development of HR. Led by the Departmental Directorate of Copán, the Activity provided technical assistance in improving administrative processes in human resources management to the Departmental Education Directorates in the six departments. First, the regulatory framework was analyzed, information was collected from the six departments, and then two technical products were identified 1) a process flowchart of human resource management and 2) five key forms at the request of the Human talent management: employee severances/separations, transfers, vacations, permits and licenses. The next step is to design the digital form and train public officials so they can access and use the Integrated System of Administration of Human Resources (SIARH), a platform that hosts all the procedures of administration of human resources demanded by the operational levels, middle management and
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT senior management of all State Secretariats and Decentralized Institutions. This transition from paper to a digital platform will be done through a specialized consultancy facilitated by the Honduras Local Governance Activity in the next month, and will be similar to the one done with the PER. “For us it’s important to understand how to manage the human resources processes. With the flowcharts, we have built it is clear for us to know how we must manage the human s system to make it efficient and avoid mistakes that can easily be seen as a risk of corruption” expressed ransparency officer at Departmental Direction in Copán.
Sub Result 2.3 Local Government administrative management capacity increased The Activity made progress to improve local government management this quarter, including launching a training on several municipal topics, assisting the Technical Secretariat for the Municipal Administration Career (SETCAM) in professionalizing municipal careers, promoting local economic development, and improving municipal finances. Mayors, municipal staff and others involved in these efforts have been receptive, and have voiced great appreciation for the Activity’s assistance. The Honduras Local Governance Activity partners with the TSC and IAIP to incorporate internal controls and transparency practices in local governments. Based on the Memorandum of Understanding (MOU) signed in April by USAID, the TSC and the IAIP, the Activity has established collaboration with these two central government entities to further promote transparency in local governments as part of increasing their administrative management capacity. A certification course has been developed with the TSC on the evaluation of internal controls and municipal oversight, which serves to strengthen the technical capacities of municipal auditors and finance technicians from both municipalities and mancomunidades. The objective of this certification is for municipal auditors to be capable of preparing internal audit reports. The course is being offered to employ municipal auditors who comply with the TSC’s requirements and mancomunidad technicians. Launched on May 14 in Santa Rosa de Copán, the first cohort taking the course includes 14 municipal auditors from Copán (5), Lempira (3) and Ocotepeque (6) and one mancomunidad technician from HIGUITO. This first cohort will finish in mid-August, when the second cohort is planned to start in Intibucá, subject to ongoing discussion with the TSC, and is expected to have approximately 28 municipal auditors, resulting in an estimated total of 42 municipal auditors and one mancomunidad technician that will benefit from this course during FY 2018. This course is certified by the National Commission for Non-Formal Education in Honduras (CONEANFO). The IAIP and the Activity have also partnered to provide a training on transparency and the right to access public information from a municipal government perspective. Training started this quarter, and employees6 from 41 municipalities,7 nominated by their respective mayors, are benefitting to become Officers of Access to Public Information (OAIP). Aside from providing municipal technicians with the necessary knowledge, the objective of this training is for employees to develop official municipal transparency plans as a graduation requirement to obtain a university certificate awarded by the José Cecilio del Valle University. To ensure this objective is reached, the Activity assisted in establishing coordination between the IAIP and the SGJD, so that these plans can be developed. New municipal administrations strengthened with practical knowledge on the Legal and Institutional Framework, transparency and citizen participation. Aside from supporting the creation of 89 municipal administration reports for the transition and transfer process, the Activity has also provided newly elected administrations with fundamental knowledge on the municipal legal framework since last quarter. This training is key for municipalities to make administrative decisions that abide by the established law. This quarter, 10 more events were held to present the “Module on the Legal and Institutional Framework for Municipal Administrations,” resulting in 14 training events held to date and 410 staff members trained with an increased administrative management capacity. Pre- and Post-tests have been applied at these modules to measure their effectiveness in conveying knowledge to participants. The second training to support the transition and transfer process is titled “Module for Transparency, Citizen Participation with Gender Inclusion, and Civic Duty in Municipal Administration.” Female mayors are serving as keynote presenters for gender inclusion (see below for the Activity-sponsored opportunity that prepared them), and
6 Nominated staff includes: technicians in community development, treasurers, secretaries, Municipal Women’s Office (OMM) technicians, and youth office technicians, among others. 7 These include 8 from Copán, 6 from Intibucá, 6 from La Paz, 7 from Lempira, 6 from Ocotepeque, and 8 from Santa Bárbara.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT they are having a profound and encouraging effect on municipal staff. As explained by a municipal technician from the Municipality of San Marcos (Ocotepeque), this knowledge has positively impacted his life and his main takeaways are the importance of respecting others regardless of sexual preference and valuing the work of women. In La Paz, Santa appreciated the presentation given by , as he believes ed through an Activity-sponsored learning opportunity in Ecuador can be replicated locally. added that seeking more inclusion is important, stating “It is great that these trainings are being given so the diversity we have in our municipalities can participate more.” Inspired by these modules, explained that his municipality will now be organizing more efforts, including forums, for wom disabilities and youth groups, to obtain citizen input on service provision. Honduran Female Mayors gain indispensable knowledge to further gender equality in local governments by participating in the IV Ibero-American Summit for Local Gender Agendas in Ecuador. Sponsored by the Activity, eight female mayors from target municipalities8, and two officials from the SGJD and the Association of Honduran Municipalities (AMHON) participated in this event in Cuenca, Ecuador on May 14-20, to gain practical knowledge on how to strengthen the democratic decentralization processes and incorporate gender equality practices in municipal government work. The goal was for participants to commit to promoting inclusive municipal agendas, which encourage female empowerment and gender equality. During the event, mayors were inspired to start making changes within their own administrations. As Mayor of Las Vegas, Santa Bárbara, explains “Other participants enriched and inspired me to implement a considerable increase in the percentage of municipal transfers directed toward gender subjects from 5 percent to 15 percent.” Upon returning to Honduras, mayors demonstrated their commitment by holding a meeting in Santa Bárbara to develop their municipal gender agendas, involving the AMHON, SGJD, and the National Women’s Institute (INAM). Although two female mayors could not attend the trip, all participated in this meeting and 10 gender agendas are under development. Additionally, these mayors are already replicating the knowledge they obtained in Cuenca by participating in the Activity’s second transition and transfer module, serving as presenters on the importance of gender inclusion in municipal processes. The SETCAM and Honduras Local Governance Activity make strides in establishing the CAM Law to increase the administrative management capacity of local governments. The SETCAM is seeking to professionalize civil service in local governments by implementing the Municipal Administration Career (CAM) Law, and the Activity made valuable contributions to this objective this quarter. To consider the CAM Law fully implemented, the SETCAM requires four actions: municipal approval of law manuals, employee performance evaluations and personnel selection, establishment of local follow-up committees, and registration of certain employees in the National Registry of Municipal Administration Career Technicians (RENTCAM). In accordance with these requirements and in partnership with the SETCAM, the Activity has accomplished full CAM Law implementation in 18 target municipalities9 thus far. In addition to this, actions were started in those 18 municipalities to organize and train local supervisory committees, and to train on the tools used for carrying out oversight of employee performance evaluations. To encourage more municipalities to fully implement the law, the Activity has accelerated efforts to support progress in the different requirements. Continuing efforts to ensure all target municipalities possess the manuals necessary to apply the law, the Activity is reviewing and updating manuals in 40 municipalities that already have them. Manuals were completed for 21 municipalities this quarter, increasing the total to 35 municipalities10 to date. In addition to this, 65 new RENTCAM employee registrations were achieved this quarter (20 in Copán, 25 in Intibucá, 5 in La Paz, and 15 in Ocotepeque), totaling 107 employees registered to date out of approximately 1,100 required to register in the six target departments. To further support the RENTCAM, the Activity assisted in the development of norms and protocol for registration, receiving approval from the SETCAM’s board of directors. This set of norms and protocol includes definitions of the municipal structure, disciplinary norms, positions that must follow the CAM Law,
8 Out of the 89 target municipalities, 10 have female mayors, which represents 11 percent (two female mayors from target municipalities could not attend the Cuenca trip due to personal obstacles, but they took the initiative to participate in the agenda development meeting in Santa Bárbara with the mayors who did attend). In the entire country, there are 23 female mayors out of 298 mayors, which represents nearly 8 percent. 9 The 18 municipalities include: 3 of Copán, 4 of Intibucá, 5 of La Paz, 2 of Ocotepeque, and 4 of Santa Bárbara. 10 Manuals have been developed in 48 municipalities in total, but only 35 are considered complete because only those have been adjusted according to the regulations. These 35 municipalities include the 18 where the CAM Law has been fully implemented.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT and other key considerations. They provide guidance and legal validity to RENTCAM registration, thereby strengthening the CAM Law. In-kind donation and specialized assistance from the Honduras Local Governance Activity launches the SETCAM’s virtual classroom, a key resource to strengthen local governments. In-kind donations that include items like computers, cameras, software, licenses, and furniture have enabled the SETCAM’s virtual classroom to function, and an access link can now be found on the SETCAM’s website. SETCAM believes these donations are key to strengthening both the SETCAM and local governments, adding that “It has enormous meaning for our Secretariat, given that this equipment contributes to improving our functionality and our work, and this reflects on the products and services we provide to municipalities.” The virtual classroom is an easy-access resource for municipal technicians, mancomunidades and other staff to receive training through courses on topics like procurement and hiring, municipal planning, using municipal finance systems like the Administrative Financial Taxation System (SAFT), and CAM Law related topics. Its availability directly contributes to increase the administrative management capacity of local governments. The Activity is also providing the SETCAM with assistance through a systems specialist, whom explains has been fundamental to establishing the virtual classroom, the RENTCAM and human resources systems, online and equipment support, and the Secretariat’s website that now includes innovative functionalities like an online chat for instant visitor support. Nine municipalities, a mancomunidad and SGJD promote local economic growth by agreeing to establish Units for Local Economic Development. Agreements were signed among these entities to establish Units of Local Economic Development (UDELs), which will focus on seeking local opportunities for economic growth. The Activity partnered with the SGJD to promote this activity, and officials from the SGJD, along with Activity’s staff, traveled to the municipalities of Corquín, Cucuyagua (Copán), Jesús de Otoro, Marcala, Opatoro (La Paz), Lepaera (Lempira), La Labor, San Marcos (Ocotepeque), Trinidad, and Las Vegas (Santa Bárbara), and mancomunidad MAMLESIP to define the next steps. These steps include a systematic technical training program to prepare UDEL technicians and a review of the existing municipal economic competitiveness agendas11 to identify public-private alliances that can further opportunities. The Activity will continue supporting these entities in their local economic development efforts which also contribute to increasing their administrative management capacity. Local government finance management capacities strengthened through knowledge in cadaster, taxation, and administration procedures and systems. In collaboration with local governments, the Activity has kicked-off several efforts to improve municipal finance management capacities with some of the 89 target municipalities. Proposals to modernize cadaster practices were developed this quarter in six of the eight target municipalities12. Modernization focuses on equipment, data collection procedures, technology, strategic billing, and review of cadaster values. Trainings in municipal taxation legislation have also begun, with the participation of 30 target municipalities in Intibucá (11) and Santa Bárbara (19). The Activity selected 6 municipalities in Intibucá to receive more in-depth technical assistance focused on debt recovery, fiscal auditing and the updating of tax-payer databases. These six were selected from the 30 target municipalities using the Activity’s performance indexes to identify underperforming municipalities and based on the recommendations of the Activity’s regional offices. Similarly, trainings were also carried out on municipal financial legislation with 13 municipalities in Lempira, covering aspects such as budget management according to law and having accounting controls in place. Specialized technical assistance on improving municipal financial administration was also initiated in 24 municipalities in Copán, La Paz, Lempira and Ocotepeque. The six municipalities in each department13 were selected for specialized technical assistance using the same method mentioned above, and the topics of assistance include implementing accounting
11 Only Jesús de Otoro and Marcala (La Paz) currently have agendas out of this first group of target municipalities that the Activity will work with for Local Economic Development (LED). The Activity will work with the rest of municipalities to develop them as part of the technical assistance provided. 12 The six municipalities are: Veracruz and Trinidad (Copán), Jesús de Otoro (Intibucá), Opatoro (La Paz), Belén (Lempira), and La Labor (Ocotepeque). 13 The municipalities selected are: Cabañas, Copán Ruinas, San Juan de Opoa, San Pedro, Santa Rita, and Trinidad (Copán), Guajiquiro, Mercedes de Oriente, Opatoro, San José, San Antonio del Norte, and Santa María (La Paz), Belén, Erandique, Lepaera, Piraera, San Andrés and Santa Cruz (Lempira), and Dolores Merendón, La Labor Lucerna, Fraternidad, Tambla, and Valladolid (Ocotepeque).
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT controls and adequately preparing financial reports for national entities. Although the assistance was started in 24 municipalities, it was completed in 7 this quarter: six of La Paz and one of Copán. Trainings will continue next quarter in the remaining 17 and begin in other target municipalities. Additionally, agreements were reached among the Activity, AMHON and the Secretariat of Finances (SEFIN) to provide assistance in implementing the municipal financial systems SAFT and the Integrated Municipal Administration System (SAMI). Based on the MOU the Activity signed with AMHON, this institution agreed to provide experts on the SAFT who can give technical assistance to municipalities. Discussions are ongoing with the SEFIN so they can provide experts to assist municipalities with the SAMI.
Coordination with USAID IMs, IPs and Other Donors Strategic coordination occurs in Tegucigalpa, but it is in the Regional Offices where the Activity identifies day-to- day synergies and plans and executes joint activities. Guiding the coordination efforts are matrices by sector, which show where and how each IM is working toward targets, and highlight areas of overlap. These matrices are the products of IM meetings. To structure and encourage coordination, USAID hosted the first regional IM meeting in Intibucá in June, and replicated it in Copán (including Ocotepeque IMs), La Paz, Lempira, and Santa Bárbara. During the meeting, USAID provided an introduction into integration, and then attendees were divided into sectors to develop the previously mentioned matrices. These matrices list the areas where IMs can seek to cooperate in a given service to avoid effort duplication and maximize resources. The purpose of these matrices is to serve as references to guide coordination, follow-up and monitoring. To ensure action continues beyond this foundation, the Activity will seek to hold monthly or quarterly follow-up meetings with IMs, which will serve to plan specific actions and monitor the progress made according to the matrices. Aside from these IM meetings, the Activity also worked directly with IMs, IPs and other donors this quarter to further work in target areas. Regarding work with civil society, the Activity participated in a roundtable where CSO grantee FUNIDE presented the social audits that will be applied to service providers, which it will carry out alongside citizens. In nutrition, the Activity has coordinated health and nutrition fairs with ACCESS to MARKETS and Alliance for the Dry Corridor (ACS) as an effort to further the inclusion of this key component within public health in target municipalities. Additionally, the Activity has been participating in food security roundtables to seek more coordination opportunities. In water and sanitation, the Activity worked with GEMA to learn from its WMB legalization experience, develop joint strategies for the management of micro-watersheds, and assist citizens in advocating ordinances for responsible water use. In education, the Activity coordinated with GIZ to develop human resources manuals for the Secretariat of Education, to contribute to the improvement this service provider’s management capacity. To advance work in infrastructure, the Activity and CONASH (a company hired for project design) received training from the Honduran Fund for Social Investment (FHIS) to develop design formats that meet requirements, paving the way to transform selected projects into plans for construction. In addition to these sectoral efforts, the Activity also participated in several roundtables to further work toward several services in specific municipalities and regions. The following paragraphs in this section are specific examples of the successful coordination mentioned (for a complete list of all coordination activities, refer to Annex 4). USAID’s Implementing Mechanisms coordinate the participation of local service providers in promoting the sustainable use of water resources. To improve water providers performance in western Honduras, the Activity coordinates its field work with GEMA and ACCESS to MARKETS. In June, the Activity coordinated with USAID IMs GEMA and ACCESS to MARKETS to facilitate the Forum on the Use of Water, in Cucuyagua, Copán. The forum, which provided training to promote the sustainable management of water services and raise awareness for CSOs, education networks, water management boards, and local governments, was attended by 295 adults and 99 students of which 236 were women and 158 men. At the end of the forum, members of CSOs submitted a formal request to the municipality of Cucuyagua to issue a municipal ordinance for the management and proper use of water resources and solid waste. made the commitment to present this request to the municipal council and issue the ordinance in line with the commitments already made during an open council meeting. The ordinance will establish legal measures to control agriculture chemical waste disposal and institute restrictions of use near water
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT sources, reuse of chemical containers, and leakage of toxic substances, solid waste or other liquids that may pollute natural water resources or create ponds in public roads. As part of the coordination between IMs, it was agreed that there will be a planning meeting during the second week of July 2018 to distribute responsibilities to support the implementation of the ordinance, which will contribute to the management of water supply through a positive use of this vital resource in western Honduras. The Honduras Local Governance Activity working with Different USAID Implementers to improve nutrition services. The Activity provided technical assistance during the last quarter to mancomunidad MAMUNI and to COMIPRONIL, a private organization, to start preliminary activities to train monitors equipped with kits for the AIN-C strategy. To date, a list of 40 establishments has been developed, which includes education centers and maternity homes that can be used and equipped as Nutritional Training Centers (CENs). One-hundred and nineteen (119) kits will be delivered to 26 communities, coordinated by 9 decentralized health providers, whose support is provided as a result of the joint coordination among the Activity, the Decentralized Management Unit (UGD), Alliance for the Dry Corridor (ACS), and ACCESS to MARKETS. The UGD and ACS assisted in defining the centers, the Activity is financing this in-kind grant, and ACCESS to MARKETS is preparing the staff who will in turn provide training on the use of the kits. The donations will be carried out at the beginning of the next school year, in January. 14 Certain difficulties in coordination were encountered at the central level with the Health Secretariat when the Activity initiated work in this sector, specifically in the UGD, which has caused a delay in the progress of certain activities. Despite this, the Activity and the Secretariat have jointly reviewed a protocol guide that will serve to certify health managers, thus improving the service provision and ensuring that work activities are under the standard required by the Health Secretariat. This certification process for health providers will begin next quarter.
Crosscutting Initiatives Infrastructure The Activity received infrastructure project submissions from mayors, which included classrooms to construct or repair, hydro sanitary systems, school furniture, kitchens and pantries. Thus far 14 pre-feasibility studies of infrastructure project proposals have been submitted to USAID, 13 have been approved and seven are being designed for construction. The designs should be ready next quarter. The Activity hired Honduran company CONASH to design these infrastructure projects, of which 12 are schools, one is a health center and one is a latrine system. USAID will determine the mechanism to proceed with the construction of the designs in collaboration with the Activity. Six more pre-feasibilities will be submitted to USAID next quarter.
Gender and Inclusion This quarter, three main processes were conducted to support gender and inclusion: Training local stakeholders in Inclusion and Gender: 1,017 people (578 women and 439 men) in the Activity’s six target departments were trained in gender equality and inclusion during this quarter. Prior to training beneficiaries, the Activity trained a team of staff members from each department to become the leaders in replicating the training to beneficiaries using the methodological tools shared by Plan International, “Planting Equality” and “Champions of Change.” This training is directed at municipal employees from various offices, among them the Municipal Office for Women. Members of Civil Society, CCTs and the Education sector also participated in the trainings. After attending the trainings, several participants replicated them with education networks and civil society members, including the Activity’s interns who replicated the training in their previous high schools, reaching more than 100 students and teachers in total. In late June, the same training began with mayors and councilors. Through these trainings, Mayors and Councilors have been trained to identify gender inequality gaps in their communities to create gender inclusive municipal policies.
14 The school year of some education centers in Honduras runs from January to November.
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Learning from leading practices abroad in Cuenca, Ecuador: As previously mentioned in the Local Governments section of this report, this trip is advancing gender and inclusion by developing municipal gender agendas and disseminating the knowledge obtained to other mayors (refer to section above for details). Preparation for New Cohort of Interns: Further steps were taken in the alliances with the organizations who oversee the Activity’s Internship Program for Social Inclusion, the Community Technical Institute Network (Red ITC) and the National Autonomous University of Honduras Foundation (FUNDAUNAH). The Activity evaluated the Red ITC, responsible of executing the regional office internships, with an Organizational Capacity Assessment Tool (OCAT). This evaluation was meant to identify areas to improve so they can better execute the regional internship program. In the case of FUNDAUNAH, discussions were held to develop the process for launching the Tegucigalpa internship with the second cohort of interns in FY 2019, and their purchase order started being developed. Call for Grant for Women and WMBs Launched: As mentioned under Sub-Result 1.2, an RFA has been published for this grant, which seeks to train women in the technical aspects of community water management and leadership skills for participation in WMB decision-making, as well as train men in new masculinities to ensure they can acknowledge that women can hold leadership positions.
Progress Toward Indicators This quarter, the efforts made by the Activity resulted in progress made toward all indicators, as shown by the table below. Starting by work with civil society under Result 1, Indicator 1.2 registers three ordinances approved by municipal administrations: two oriented toward supervising adequate water use in San Pedro and Cucuyagua (Copán), and one for nutrition in Belén Gualcho (Ocotepeque). Progress toward Indicator 1.1.1 was made with approximately160 events for decision-making including community assemblies, town hall meetings and service decision-making forums held among service providers, local governments and citizens. Overall, participation by gender was almost evenly distributed at 50 percent each. Disaggregated by service, more women participated in education and nutrition events, whereas more men participated in water and sanitation events. The target for Indicator 1.1.2 was accomplished beyond 100 percent, with 70 CSOs 15 that were assisted by the Activity this quarter to carry out advocacy actions in decision-making events, and this has been attained with 118 CSOs to date. Finally, Indicator 1.2.1 registers 38 documents with recommendations to improve target services, and these documents are product of 72 external oversight mechanisms on public resources that are reported under Indicator 1.2.2, carried out by CCTs and Municipal Commissioners of 64 municipalities. Toward work with service providers and local governments under Result 2, indicator 2.2.1 reached an 88 percent of progress due to the training and technical assistance provided to 431 service providers 16 this quarter (for a summary of technical assistance provided, refer to Annex 1). The target for Indicator 2.3.2 was also reached beyond 100 percent, with the registration of 67 employees of 12 municipalities 17 in the RENTCAM, attaining 107 total employees registered. The target for Indicator 2.3.3 had already been surpassed by the first quarter of FY 2018, but technical assistance continued this quarter for the 89 target municipalities in several topics.
15 33 municipal commissioners (includes 3 CM who carried out advocacy in Q2, however, they are reported this quarter because they now have complete supporting documentation), 18 CCT, 6 Women’s Networks, 5 Youth Networks, 8 different CSOs including WMB Associations, civil society networks, health monitor network. 16 3 DDE, 45 DME, 133 education networks, 246 WMBs, 3 health providers, 1 mancomunidad. 17 (4) Concepción, (8) San Pedro y (8) Cabañas (Copán), (5) Camasca, (8) Jesús de Otoro, (8) San Marcos de la Sierra, (4) Yamaranguila (Intibucá), (1) Cabañas, (1) Opatoro y (5) San Pedro de Tutule, en La Paz, (4) Mercedes y (11) San Francisco del Valle (Ocotepeque).
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Advance to target Baselin Performance # Indicator Accum Target e Previous Actua Accumulated ulated l Result 1. Civil Society influence, through evidence, increased Number of public polices introduced, adopted, 1.2 repealed, changed, or implemented consistent with 0 1 3 4 90 4% citizen input . Sub -Result 1.1 Citizen participation in service delivery decision -making strengthened Citizen’s participation rate for decision making 1.1.1 10% 0.6% 1.7% 2.3%18 11% 21% related to the provision of services. Number of CSOs receiving USG assistance 1.1.2 0 48 70 118 80 148% engaged in advocacy interventions. Sub -Result 1.2: Evidence based citizen oversight of service delivery increased Number of documents with recommendations to 1.2.1 improve service delivery presented by CSOs that 0 0 38 38 160 24% comply with a quality checklist. (Cumulative) Number of mechanisms for external oversight of 1.2.2 public resources use supported by USG assistance. 0 0 72 72 160 45% (F) cumulative. Result 2. Local service providers’ performance improved Sub -Result 2.2: Service provider’s capacity to manage service delivery improved Number of service providers receiving assistance 2.2.1 0 204 431 635 720 88% to improve their performance. Sub -Result 2.3: Local government’s administrative management capacity increased Percentage of municipal career servant positions
2.3.2 that are included in the national system of 0 3.9% 5.8% 9.7% 9% 108% registration of municipal employees (CAM). Number of sub -national government entities 2.3.3 0 89 89 89 80 111% receiving assistance to improve their performance. Number of persons trained with USG assistance to advance outcomes consistent with gender 439M 439M 600M CC1 equality or female empowerment through their 0 0 68% 578F 578F 900F roles in public or private sector institutions or organizations.
Collaborating, Learning and Adapting (CLA) Agenda Under the CLA agenda framework, the Activity planned an Annual Planning Technical Meeting to take place at the start of next quarter. The purpose of the meeting is to review progress made during FY 2018 and set the foundation for the FY 2019 Work Plan. This planning involved a review of accumulated data, which uncovered the following lessons learned: In general, participation rates are higher for women in the services of education and nutrition (11 vs. 9 percent, and 6 vs 3 percent, respectively). Similarly, more men are in leadership positions in certain CSOs like CCTs, where 70 percent of presidents are men. This will be taken into account for FY 2019 with new trainings on new masculinities for men, and gender equality and family co-responsibility as related to the services of education, nutrition and water and sanitation.
18 Dividing participation by the number of services as instructed by the PIRS is not being done, given that this would not result in a coherent calculation.
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Data shows that participation spaces are often used to make decisions on more than one service. Out of all participants, 49 percent participated in events for more than one service, 22 percent in water and sanitation, 20 percent in education, and 9 percent in nutrition. However, despite having one of the lowest percentages of participation compared to the other services, 43 percent of decisions were attained in water and sanitation, making this the service with most concerted plans for improvement. Half of the CSOs that carried out advocacy actions to improve services are CCTs. For FY 2019, the Activity will amplify efforts to reach other types of CSOs to ensure the sustainability of work with civil society (e.g. parent associations, network and health committees, Women’s Networks, and user community assemblies). Additionally, the Activity found a need for CCTs to develop sustainability plans that guarantee the continuation of processes between appointed CCTs, and this is may be a future area of work for the FY 2019 Work Plan. Close collaboration with the SETCAM was key to avoid the common practice of changing all municipal personnel between administrations. This was apparent in RENTCAM data that shows continuity of registered employees, including cases like Santa Elena where the laying-off of the entire staff was prevented, and Jesús de Otoro, where the treasurer, secretary and municipal auditor are still employed. Some regional office strategies for achieving targets proved more successful than others. The La Paz regional office was the most effective, achieving four of its 10 goals by June 2018, and implementing the most successful strategy for citizen participation in service delivery decision-making, achieving a 4.5 percent participation rate. Success factors include a clear understanding of the Activity, planning directed toward achieving goals and indicators, beneficiary awareness of the regional office in the field, an effective external communication strategy, strategic design of a civil society approach, consideration of the local context to work in areas of interest to citizens according to the Activity’s goals, promotion of forums between citizens and service providers, and obtaining the consent of locals for Activity efforts. The La Paz office also focused on executing local actions as opposed to taking a regional approach, carrying out efforts like analyzing seven regulations and legal statuses of WMBs during assemblies in communities with the most users, collaborating with GEMA for a town hall meeting in Marcala for decision-making regarding the protection of natural resources, approving six transparency plans in town hall meetings and community assemblies for the water and sanitation citizen charter, developing infrastructure project designs in Santa Ana, Opatoro and San José, and presenting and approving reports or recommendations of 24 social auditing processes. Gender equality is challenged in the service of water and sanitation. Currently, the Activity is working with the WMB of Lepaguare of San Pedro de Tutule in La Paz. This WMB stands out because it is the only one with a female plumber in the entire department, a position normally reserved for men. However, five years ago, this same WMB adopted measures to nullify the participation of women in community assemblies and strengthen the participation of men. The only women who can hold a leadership role in the WMB are those that are single mothers with a home and who are not in a relationship with a man. The Activity has been working with this WMB on updating its internal regulations to promote gender inclusion, and with the community and the municipality to provide training on gender equality and human rights. Lessons Learned in the Field # Lessons Mancomunidad HIGUITO is a highly developed organization, but there are specific areas in need of improvement, so it is 1 important for the Activity’s consultants to be directed in training and providing technical assistance not only to municipalities, but also to HIGUITO technicians to ensure the sustainability and standardization of efforts. Integration with other IMs facilitates local actor partici pation, given that this prevents saturating them with similar 2 activities. It also requires attention to coordination, especially in departments like Intibucá where there is a great number of IMs and other donors. Executing participatory events like forums and assemblies in alliance with the institutions in charge of the services allows for precise information to be disseminated, which guarantees success and sustainability. These events have also proven 3 excellent at encouraging citizen participation, making them effective mechanisms for increasing citizen participation in decision-making. Additionally, holding the events in coordination with the local government is important, as it makes the events official and adds to their sustainability.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT
# Lessons Meeting with WMB is subject to their availability, and it is important to note that assemblies are usually held Saturday 4 and Sunday evenings. Factors that drive and effectively encourage CSO participation include: access to information from municipalities and service providers; responding to their demands through mechanisms like forums, townhall meetings, and community 5 assemblies; when plans are achieved in the short- and medium-term; and when municipalities and service providers demonstrate political will to c itizen participation. All actions taken to improve service delivery must arise from citizen needs so that their participation is attained and 6 service providers and local governments are persuaded to meet demands.
Challenges and Remedial Actions in the Field # Challenge Remedial Action While presenting WMB statutes, it was found that A commission integrated by users was created to resolve the there were antagonist groups among users, which conflict, with the purpose of incorporating conflict mediation 1 prevented reaching a consensus and a subsequent tools in the community, aside from advancing the Activity’s approval. work. This effort is ongoing. The mayor of Copán Ruinas was only willing to The regional office offered a persuasive presentation to the work with the Activity if he was given the mayor and vice-mayor, leading them to accept the technical opportunity to determine the topics and locations assistance planned by the Activity. Following re-election of the where technical assistance should be provided. authorities, the mayor was made aware of the organizational 2 weaknesses faced by the municipality, and he demonstrated even more commitment to work with the Activity. Despite the delay in starting, all technical assistance is now being successfully carried out. At the start of the quarter, meeting with the WMBs Meetings were held with the mayor to establish coordination of El Níspero was impossible due to the numerous mechanisms for water and sanitation through an assistance 3 activities of other IMs. plan. This led to the reactivation of the municipal technical coordination roundtable and meetings with IMs, allowing for improved collaboration. Capturing the interest of citizens to participate in Alliances were established with local actors including SANAA, decision-making forums for local services in certain ICF, UTSAN and PNAE for them to provide background 4 regions. information and take leading roles toward decision-making. Thus far, participation has been evidenced by the UTSAN with their participation in the nutritional fairs. Efforts are ongoing. Three municipalities without CCTs and few CSOs Local governments were persuaded to create CCTs, resulting 5 working toward citizen participation in Lempira. in their creation in La Unión and San Sebastián. Lack of knowledge on how to implement oversight Teams were created among civil society and regional office 6 mechanisms. specialists to provide orientation on developing these mechanisms. The municipality of Tomalá required further The regional office met with the municipality to identify coordination to work with the Activity and other coordination needs, which resulted in a monthly planning 7 donors. document that is provided to the municipality so that work can be carried out and participation is ensured. UMA technicians that participated in the Specialized technical assistance and systematic training will be certification to become technicians in regulation and provided to ensure the technicians obtain the knowledge control (TRCs) showed technical deficiencies that needed. However, they will not re-take the exam. Instead, the 8 resulted in 7 out of 14 failing the ERSAPS ERSAPS recommended that the technicians be required to earn certification exam, which are obstacles to their points for the practical application of the knowledge required training of WMBs. to pass the test. This will be earned through their participation in related activities, such as the leg alization process of WMBS.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT
# Challenge Remedial Action There is a 50 percent overlap of WMB beneficiaries An agreement was made with GEMA, where WMBs that do among the Activity, GEMA and ACS, making it not coincide were identified, and a set of generic regulations 9 difficult to avoid effort duplication. on environmental topics were established to guide technical assistance for both Activities. Municipalities of Guajiquiro and Mercedes are not Technical assistance in finance was prioritized and welcomed 10 presenting their quarterly financial report due to in these two municipalities. Technical assistance is ongoing. new personnel with no experience on the topic. Achieving the approval of the central level of the An advocacy strategy was initiated among the central level and Secretariat of Education for the decentralized PER other donors to support this departmental level effort. The 11 monitoring tool that was developed at the strategy has yielded a positive response, and the Secretariat has departmental level. not only agreed to implement the tool in the target departments, but is seeking to apply it nation -wide.
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HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT
Financial Report Quarterly Performance vs. Annual Projections:
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19 | FY 2018 // QPFR HONDURAS LOCAL GOVERNANCE ACTIVITY /// QUARTERLY PERFORMANCE AND FINANCIAL REPORT
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Annex 1: Technical Assistance Summary by Sector (FY 2018)
Technical Assistance Su mmary by Sector (FY 2018) Civil Society Mancomunidades
TA_Civil Society.xlsx TA_Mancomunidad es.xlsx
Education Water and Sanitation
TA_Education.xlsx TA_Water and Sanitation.DOCX
Nutrition Local Governments
TA_Nutrition.xlsx TA_Local Government.xlsx
Please click on each icon to see files by sector
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Annex 2: Transparence Plan MANCURISJ
MANCOMUNIDAD CUENCA DEL RÍO SAN JUAN “MANCURISJ”
PLAN DE TRANSPARENCIA
PARA
PERIODO: MAYO 2018- DICIEMBRE DE 2019
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INTRODUCCIÓN La mancomunidad MANCURISJ, consiente de la necesidad de consolidar un sistema de gestión mancomunado con altos estándares de participación, eficiencia y transparencia, ha tomado la decisión de incorporar como norma institucional, un plan de transparencia, mismo que debe ser implementado por los empleados y responsables de los órganos de decisión de la mancomunidad; su importancia se basa en la aplicación de buenas prácticas de transparencia que democraticen las decisiones, se fomente la ética y se mejoren los niveles de eficiencia y calidad principalmente en la prestación de servicios técnicos entre otros. El plan de transparencia se constituye en la hoja de ruta para institucionalizar procesos transparentes que favorezcan la eficiencia, y su liderazgo institucional; es importante destacar que MACURISJ como brazo técnico de sus municipios miembros, desarrolla una labor puntual en proveer servicios de asistencia técnica y su gestión se debe enmarcar en procedimientos legales y normas establecidas por la institución, principalmente en el manejo de la información, la compra de bienes, servicios, y el relacionamiento con los diferentes actores sociales e institucionales con presencia en la región, entre otros. El plan se ha formulado de manera participativa con apoyo técnico de la Actividad Gobernabilidad Local Honduras, financiado con fondos de la USAID, cuya implementación no es opcional, por el contrario, es de estricto cumplimiento, conscientes de la obligación que tenemos en brindar a nuestros municipios y ciudadanos en particular, información veraz, exacta y actualizada de todos los presupuestos, gastos, estados financieros, actos administrativos, actas, protocolos, informes, o cualquier otra información que haya sido considerada en alguna toma de decisión por parte de los órganos técnicos y de decisión de la mancomunidad. El plan de transparencia incluye líneas de actuación que MANCURISJ ha priorizado, mismas que serán implementadas durante el periodo mayo 2017 -diciembre 2018.
2. MARCO LEGAL QUE SUSTENTA EL PLAN DE TRANSPARENCIA 2.1 Ley de Municipalidades ARTÍCULO 20-E.- (Adicionado por Decreto No. 143-2009) hace referencia que toda mancomunidad o asociación contará con una Junta Directiva como órgano de dirección superior, integrada por los alcaldes miembros y presidida por el alcalde que designen estos por mayoría simple, todos con derecho a voz y voto. Asimismo, dispondrá de una Unidad Técnica Intermunicipal, responsable de atender las tareas de planificación, coordinación, control y evaluación de actividades , programas y proyectos y estará conformada por un grupo de trabajo específico, dirigida por una coordinación general.
2.2. Ley de Transparencia y Acceso a la Información Pública. El articulo 3 numeral 4 de la ley, contempla que las siguientes instituciones están obligadas a cumplir con dicha ley: a) El Poder Legislativo, el Poder Judicial, el Poder Ejecutivo, las instituciones autónomas, las municipalidades y los demás órganos e instituciones del Estado; b) Las Organizaciones No Gubernamentales (ONG), las Organizaciones Privadas de Desarrollo (OPD) y en general todas aquellas personas naturales o jurídicas que a cualquier título reciban o administren fondos públicos. En ambos casos, es ineludible la responsabilidad de la mancomunidad en generar su propio mecanismo de transparencia que mejoren la confianza de los municipios miembros, de la cooperación al desarrollo con quien MANCURISJ tiene relaciones de trabajo y de la ciudadanía en general; además, el plan incorpora un componente fuerte de acceso a la información pública a través de un portal de transparencia donde se hará pública su información.
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3. OBJETIVOS DEL PLAN DE TRANSPARENCIA Objetivo General Generar una cultura de integridad, ética y probidad en la gestión de MANCURISJ. que contribuya a consolidar su liderazgo institucional. Objetivos específicos 1. Fortalecer los mecanismos de transparencia y rendición de cuentas de la mancomunidad. 2. Promover el derecho que tiene la sociedad civil en acceder a la información pública e involucrarla en las acciones de auditoria social, mediante la creación de espacios de diálogo y fiscalización.
4. ALCANCE DEL PLAN El plan incluye actividades inherentes al ámbito de competencia de la mancomunidad y tendrá un horizonte de 18 meses; además, como elemento clave del plan, se diseñará una página Web y portal de transparencia, para dar cumplimiento a los requisitos establecidos en la ley sobre transparencia y acceso a la información pública. El plan entrará en vigor, una vez sea aprobado por la Junta Directiva, mediante acuerdo especial, siendo imperativo impulsar acciones que potencien una gestión mucho más eficiente y veraz.
5.LÍNEAS ESTRATÉGICAS DEL PLAN 5.1. Comunicación y divulgación Para reafirmar el liderazgo de la mancomunidad, se pretende hacer del conocimiento público, los acuerdos, las gestiones, el estatus de los proyectos, y toda la información relevante que genera la mancomunidad. La puesta en marcha de una página web y portal de transparencia facilitará el acceso de información a personas interesadas en conocer más de nuestra institución. Para el mantenimiento de la página web y portal de transparencia, se asignará un responsable técnico quien tendrá funciones de administrador de la misma, el cual recibirá lineamientos precisos por parte del Gerente y la Junta Directiva de la mancomunidad. Con la puesta a disposición de la información al público en general, la mancomunidad no solo pretende cumplir con un requerimiento legal, también pretende generar mayor confianza en la ciudadanía, en la cooperación al desarrollo y del gobierno central, sobre nuestras actuaciones con el propósito de generar mayores vínculos de coordinación y colaboración en tareas específicas que se puedan emprender de manera conjunta, o fortalecer las que ya existen. 5.2. Rendición de Cuentas La mancomunidad continuará con un proceso sistemático de rendir cuentas a la ciudadanía, gobierno central e instituciones de cooperación al desarrollo, como mecanismo para aceptar la responsabilidad de nuestras actuaciones y para abrir ante el escrutinio público, la información derivada de nuestra gestión para que la misma sea revisada, analizada, y en todo caso, utilizarla como mecanismo para la toma de decisiones. Existe una decisión clara de MANCURISJ en masificar la información que se genera desde la mancomunidad para que los diferentes actores conozcan cómo se toman las decisiones, como se manejan los recursos y bajo qué criterios y estructura organizativa trabaja la mancomunidad. Las jornadas de rendición de cuentas serán coordinadas con cada municipio miembro, mismas que se desarrollarán en los diferentes espacios de participación en el ámbito local (Cabildos abiertos, sesiones públicas de corporación municipal, asambleas comunitarias entre otros). Por otra parte, la rendición de cuentas de manera permanente nos conducirá a la construcción de una mancomunidad mucho más abierta al escrutinio público, capaz de fomentar una participación creciente de la sociedad, con un involucramiento más efectivo para el diseño y evaluación de las políticas de desarrollo a nivel local y regional. 5.3. Evaluación de la gestión de la mancomunidad
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En 2017, MANCURISJ fue evaluada mediante la aplicación de un Índice de Gestión Institucional con base a procesos, actividad que fue apoyada por la Actividad Gobernabilidad Local Honduras; los resultados del mismo se convierten en una línea base y como un mecanismo real para medir el nivel de efectividad de nuestras actuaciones. El plan de transparencia incorpora una serie de actividades donde los diferentes órganos de gestión de la mancomunidad (asamblea general, junta directiva, unidad técnica intermunicipal) desarrollarán acciones conjuntas y diferenciadas para evaluar su desempeño y en el caso particular del servicio de salud descentralizado, identificar aquellos elementos restrictivos para los ajustes que correspondan y potenciar las buenas prácticas que aseguren el cumplimiento de las metas establecidas en el convenio suscrito con la Secretaria de salud. 5.4. Veeduría y auditoria social Desde se creación, MANCURISJ no ha sido sujeto de auditoria social, por lo tanto, con la implementación del presente plan de transparencia, se abre una posibilidad real de fortalecer los mecanismos de coordinación para que los Comisionados Municipales y Comisiones Ciudadanas de Transparencia, puedan ejercer acciones concretas de fiscalización de la mancomunidad. La mancomunidad está consiente que los ciudadanos al participar en los procesos de fiscalización influyen en nuestras decisiones principalmente en el uso de los recursos financieros, humanos, técnicos y de los acuerdos que la junta directiva y asamblea general adopta sobre temas de interés que tienen relación directa con los municipios miembros. Bajo estos conceptos la implementación del plan ayudará a abrir espacios de participación para que la ciudadanía tenga acceso a la información de su interés, brindándoles la colaboración respectiva para que puedan desarrollar su trabajo sin restricciones mayores. 5.5. Código de Ética Un elemento a destacar lo constituye la formulación participativa de un código de conducta ética y principios de buen gobierno para la mancomunidad, mismo que se convierte en una norma institucional de obligatorio cumplimiento; en el código de ética se establecerán los principios morales acerca de lo que es bueno y malo, correcto e incorrecto, y sin duda alguna será una herramienta que ayudará a prevenir y combatir cualquier forma de corrupción; el mismo tiene como centro de atención las acciones humanas relacionan con el bien, la virtud, y el deber de hacer un buen trabajo. 5.6. Control Interno y Rendición de Cuentas Para consolidar de manera progresiva la buena gestión de la mancomunidad, y con el apoyo de La Actividad Gobernabilidad Local Honduras, se diseñará y pondrá en práctica, un manual de normas de control interno que identifique los factores de riesgo de la institución y posibilite lograr un objetivo de control efectivo de su gestión. Dentro del control interno se pueden determinar acciones de tipo estratégico, de información financiera, de operaciones y de cumplimiento de las disposiciones legales y reglamentos que se deben adoptar y cumplir. La importancia del control interno consiste en verificar y medir el desempeño individual y organizacional para asegurar que las actividades se ajusten a los planes y mitiguen adecuadamente los riesgos; es un proceso que involucra a todos los integrantes de la organización sin excepción, diseñado para dar un grado razonable de apoyo en aspectos como: eficiencia y eficacia de la gestión, fiabilidad de la información financiera y de gestión para la toma de decisiones (informes completos y oportunos - protección del patrimonio), y el cumplimiento de las normas que son aplicables (respeto por las leyes). 5.7. Compras y Contrataciones Aún y cuando este aspecto de compras y contrataciones está íntimamente ligado con las normas de control interno y auditoria, la mancomunidad quiere darle mayor visibilidad para que este aspecto se gestione de acuerdo con procedimientos establecidos por la ley de contratación del Estado y la reglamentación propia aprobada por la mancomunidad. Se pretende que, con base a los lineamientos establecidos en la Ley de Contratación del Estado, la mancomunidad pueda elaborar una reglamentación puntual que posibilite una mayor transparencia y racionalidad al momento de la adquisición de bienes, servicios y contratos de obra; el plan de transparencia incluye actividades puntuales no solo de publicación de la información en el portal respectivo, también establece la creación de una comisión de compras 25 | FY 2018 // QPFR III integrada por alcaldes, regidores, técnicos y como veedores de los procesos, se debe integrar al Comisionado Municipal y la Comisión Ciudadana de Transparencia. Las compras y contrataciones forman parte de las prioridades de la mancomunidad ya que es necesario incorporar las mejores prácticas internacionales y nacionales en materia de adquisiciones las cuales se rigen por principios de eficiencia, igualdad, libre competencia, transparencia, economía y flexibilidad, equidad, responsabilidad, moralidad, buena fe, reciprocidad, participación y razonabilidad. La información relacionada con compras y contrataciones será alojada en nuestro página web y portal de transparencia. 5.8. Manual de procesos A fin de ordenar y mejorar el desempeño de cada área operativa de la mancomunidad y con el apoyo de la Actividad Gobernabilidad Local Honduras, se diseñará y pondrá en práctica un manual de procesos y procedimientos que recoja minuciosa y detalladamente las instrucciones que se deben seguir para realizar una determinada actividad; lo que se pretende es el aseguramiento de la calidad en los servicios o productos que brinda la mancomunidad; se destaca que para el área administrativa y de finanzas, el manual será muy útil por cuanto se dispondrá de los procedimientos a seguir para realizar las conciliaciones bancarias, la preparación de informes financieros, rendición de cuentas y otros. El diseño de los procesos y el apego estricto en su aplicación por parte de los responsables de cada área de la mancomunidad. es fundamental para obtener resultados de calidad, en costo y tiempo adecuado. Al final, los procesos diseñados representan la ruta correcta para la ejecución de las actividades necesarias para alcanzar los objetivos de la entidad.
6. MECANISMOS DE IMPLEMENTACIÓN Y EVALUACIÓN DEL PLAN El presidente y gerente de MANCURISJ, son los actores principales para que dicho plan se implemente en tiempo y forma; aprovechará los diferentes espacios (Reuniones, diálogos interpersonales, talleres internos, otros), para impulsar con su equipo técnico y grupo de alcaldes y regidores, el conjunto de actividades establecidas en dicho plan. En cada área operativa de la mancomunidad y según organigrama, el responsable de la misma debe hacer hincapié en su equipo sobre la obligatoriedad de observar y cumplir las actividades ahí contempladas. La Junta Directiva y Gerencia de MANCURISJ, harán jornadas de trabajo para evaluar la evolución el plan, el impacto de su cumplimiento, las limitaciones y ajustes que se deberán hacer al mismo. Al interior de la junta directiva y como norma, se hará mención de la obligatoriedad de cumplir dicho plan, evaluando el progreso del mismo. La Junta Directiva de MANCURISJ hará evaluaciones trimestrales y anual sobre los avances, obstáculos y proyecciones futuras para potenciar el cumplimiento del plan.
7. CRONOGRAMA DE ACTIVIDADES
CRONOGRAMA_Anne x2.docx Please click on the icon to see file
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8. GLOSARIO DE TÉRMINOS SOBRE TRANSPARENCIA
Transparencia: Conjunto de disposiciones y actos mediante los cuales los sujetos obligados tienen el deber de poner a disposición de cualquier persona la información pública que poseen y dan a conocer, en su caso, el proceso y la toma de decisiones de acuerdo con su competencia, así como las acciones en el ejercicio de sus funciones.
Comité de Transparencia: Es el encargado de clasificar la información protegida o de libre acceso, y está integrado por el titular del sujeto obligado, el titular de la unidad de transparencia, y el contralor del sujeto obligado (o el Director Jurídico o Administrativo en caso de no contar con contralor).
Recurso de Transparencia: Es el medio por el cual se puede denunciar cuando el sujeto obligado no tiene publicada, o la tiene incompleta, la información fundamental a que está obligado.
Unidades de Transparencia: Es la instancia (oficina) del sujeto obligado, encargada de publicar la información fundamental, así responder, en tiempo y forma, a las solicitudes de información.
Consejo Consultivo: órgano colegiado y plural, integrado por varios sectores de la sociedad civil que tiene como propósito proponer, analizar y opinar en materia de transparencia y acceso a la información.
Información Reservada: Es la información protegida, relativa a la función pública, que por disposición legal temporalmente queda prohibido su manejo, distribución, publicación y difusión generales, con excepción de las autoridades competentes que, de conformidad con la ley, tengan acceso a ella.
Información confidencial: Toda información protegida que se encuentra en poder de los sujetos obligados, la cual es intransferible e indelegable, relativa a los particulares, que por disposición legal queda prohibido su acceso, distribución, comercialización, publicación y difusión generales de forma permanente, con excepción de las autoridades competentes que, conforme a la ley, tengan acceso a ella, y de los particulares titulares de dicha información.
Recurso de Inconformidad: Es un medio del que disponen los particulares para oponerse a las resoluciones de las Unidades de acceso a la información, o bien cuando ésta no haya sido proporcionada dentro de los plazos correspondientes o de manera correcta.
Derecho a la información: Es el derecho que tiene toda persona de buscar, recibir y difundir información. Supone que las dependencias pongan a disposición de los ciudadanos los medios idóneos para buscar y encontrar la información que desean saber.
Información proactiva: Es la información específica relativa a casos de especial interés público, en los términos de los lineamientos generales definidos para ello por el Sistema Nacional, diseñadas para incentivar a los sujetos obligados a publicar información adicional a la que establece como mínimo esta Ley.
Gestión Transparente: La gestión pública debe procesar, generar y presentar información adecuada demostrando trasparencia sobre las acciones desarrolladas y sobre manejo de los recursos públicos, favoreciendo el proceso de rendición de cuentas ante las instancias internas y externas de control institucional y la sociedad en general.
Derecho de Acceso a la Información Pública : El derecho que tiene todo ciudadano para acceder a la información generada, administrada o en poder de las instituciones obligadas previstas en la presente Ley, en los términos y condiciones de la misma
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Annex 3: Memorandum sent by Secretariat of Education on Code of Conduct and Ethics Application in Intibucá
28 | FY 2018 // QPFR III
Annex 4: Coordination with USAID IMs, Implementing Partners (IPs) and Other Donors 2018 Regional IM/IP/Other # Date Purpose Achievement Other Participants Office Donor (d/m ) Municipality, Women’s Network, Intersectoral ACCESS to Follow-up for the health and nutrition fair Ocotepeque 26/04 Details developed Roundtable, Global 1 MARKETS in Belén Gualcho Village, Catholic and Evangelic churches Fair inserted as a topic in health townhall San Manuel de Alliance for the Dry meeting with agreement to offer laboratory Colohete Municipality, Lempira 25/05 Planning the nutritional health fair 2 Corridor (ACS) services in Decentralized Health San Manuel de Colohete Network Colosuca Developing formats for design and Technical personnel of CONASH and the Tegucigalpa FHIS 10&11/05 formulation of infrastructure projects CONASH 3 Activity trained. with IDECOAS -FHIS. Develop HR manuals for Secretariat of Copán GIZ 21/06 Manuals developed jointly with APRODE 4 Education Obtaining information on GEMA’s experience with the WMB legalization A joint strategy will be developed for Copán GEMA 19/05 5 process and defining complementary micro-watershed Cocoyagua actions in micro -watershed C ocoyagua Provide a space for civil society and A forum was organized, stemming from civil municipal authorities to make joint Copán GEMA 20/06 society’s interest in creating specific 6 decisions for the creation of ordinances in ordinances in this topic. responsible water management. Joint activities defined for 14 WMBs (11 in 7 Santa Bárbara GEMA 26/06 Follow-up to IM meeting agreements El Níspero, 1 in Las Vegas, 2 in Concepción del Sur) Discuss responsible water use forum Create joint strategy Corquin, Veracruz, Copán GEMA 27/06 replicas for micro-watersheds El Suctal 8 Trinidad, Concepcion and Dolores and Cocoyagua Joint work with WMBs identified, work strategy coordinated, agreement to Identify activities in common and La Paz GEMA 28/06 support environmental townhall meeting in 10 coordinate work in 14 WMBs Marcala, work plan developed, and agreement on WMB regulations
29 | FY 2018 // QPFR III
2018 Regional IM/IP/Other # Date Purpose Achievement Other Participants Office Donor (d/m ) El Níspero Technical Review coordination matrix for fourth Process consolidation and internal Santa Bárbara 08/06 11 Coordination quarter of FY 2018 communication advanced. Roundtable Food Security Present the Western region SAN Connections established with table Copán 11/04 12 Roundtable roundtable statutes members Yamaranguila Work being done through grantee CSO Intibucá Technical 25/06 Present the Activity’s current work 13 FUNIDE was presented Roundtable Identify challenges for DO2 List of approaches and lessons learned Copán USAID IMs 06/06 14 implementation created Inputs to develop programmatic activity Presentation on findings about gender- USAID Social recommendations by sector to include Copán 06/06 based violence in Western Honduras 15 Inclusion gender-based violence prevention and (presentation in Intibucá) response. Practical inputs to define coordination and Copán BRIDGE 22/06 Interview with BRIDGE COP 16 joint approaches among USAID IMs DO2 IM Partners Understand the different IM integration Integrated work opportunities identified Santa Bárbara 20/06 17 for Santa Bárbara levels and commitments made for next steps USAID DO2 IM Follow -up agreements to coordinate Lempira 07/06 Coordinate field actions among DO2 IMS 18 Roundtable activities Quarterly meetings for progress follow -up ACCESS to Markets, Work Plan presentations to identify joint agreed upon, and a matrix will be sent to all ACS, CODECOS, Tomalá Ocotepeque 04/05 work and avoid effort duplication; institutions involved so it can be completed CASM, CESAL, and 19 Coordination Space meeting convocated by Tomalá mayor with information on the beneficiary health and education communities and families secretariats USAID IM Establish coordination for an integrated Agreement on common work areas. La Paz 21/06 20 workshop IM strategy Specific technical assistance extent Quarterly coordination meeting Intibucá USAID IMs 18/06 identified by IM in joint intervention areas, 21 promoted by USAID’s Program Office especially related to WMBs Donors Supporting Define joint intervention proposal to Improvement work and its estimated Pro-Lenca, CRS, micro- Intibucá San Marcos de la 21/06 direct resources for the investment in the construction budget was presented, 22 watersheds, ACS Sierra potable water system of 17 communities priority investments defined.
30 | FY 2018 // QPFR III
Annex 5: Progress by Sub-Activity, divided by Sector
Please click on each icon to see files by sector
Progress by Sub-Activity divided by Sector
Civil Society Mancomunidades Education
CIVIL MANCOMUNIDADES EDUCATION_Annex5. SOCIETY_Annex5.docx _Annex5.docx docx
Water and Sanitation Nutrition Local Governments
WATER AND NUTRITION_Annex5.d LOCAL SANITATION_Annex5.docx ocx GOVERNMENTS_Annex5.docx
Crosscutting Initiatives New Services
CROSSCUTTING NEW INITIATIVES_Annex5.docx SERVICES_Annex5.docx
31 | FY 2018 // QPFR III