Municipal Governance Program QUARTERLY REPORT

MUNICIPAL GOVERNANCE PROGRAM AID 524 -10 - 00006

Municipal Governance Program

QUARTERLY REPORT

January 01 – March 31, 2019

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TABLE OF CONTENTS

ACRONYMS 3

I. EXECUTIVE SUMMARY 4

II. PROGRAM ACCOMPLISHMENTS 8

III. SIGNIFICANT CONSTRAINTS/LESSONS LEARNED

AND BEST PRACTICES 15

IV. PLANNED ACCOMPLISHMENTS 16 V. ANNEXES 18

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ACRONYMS

ADIFIM Association of Individuals with a Disability in Motor Skills ADM Municipal Development Association ANSNIC National Nicaraguan Association for the Deaf APPDJ Association of Pensioners with Disability and Retirees APRODER Association for Promotion and Rural Development ARC Appreciative Review of Capacity BICU Bluefields, Indian and Caribbean University CANTERA Center for Communication and Popular Education CSO Civil Society Organization DO Organizational Development DRC Dialogue and Conflict Resolution FADCANIC Foundation for Autonomy and Development of the Atlantic Coast of Nicaragua FECONORI Federation of Organizations of Persons with Disabilities, FUMSAMI San Miguelito Women’s Foundation FUNDECOM Foundation for Community Development GTI Indigenous Territorial Governments IREMADES Institute for Natural Resources, Environment and Sustainable Development Los Pipitos Los Pipitos Association for Parents of Children with Disabilities MGP Municipal Governance Program NGO Non-Governmental Organization OCD Organizational Capacity Development OB Grassroots Organization OC Community Organizations ODHA-BICU BICU Observatory for Human and Autonomic Rights OSC Civil Society Organizations PRODESSA Center for Advancement and Counseling in Research and Development in the Agricultural Sector PwD Person with Disabilities RACCS Southern Caribbean Coast Autonomous Region RACCN Northern Caribbean Coast Autonomous Region Red Afro Network of Afro-Latin-American and Afro-Caribbean Women and Women of the Diaspora SARPF Rapid Alert System for the Prevention of Femicide URACCAN University of the Autonomous Regions of the Nicaraguan Caribbean Coast

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I. EXECUTIVE SUMMARY

Component 1: Local Governance

Subcomponent 1.1 Citizen Participation

List the major activities List Key Achievements by Activity Indicate the status of undertaken during the these activities in review period that relation to approved contributed to the activity action/work plan and objective/results. schedule. If different from work plan, why?

Activities focused on · 30 youth (66% female) trained youth cascaded Ongoing youth techniques for conflict resolution and violence prevention to 279 youth (54% women) in 4 vulnerable neighborhoods of Managua.

Activities focused on · 2 Indigenous Territorial Governments (GTIs), Amasau, Ongoing indigenous and and Tawira, have completed, approved, and are Afrodescendant implementing regulations governing the populations administration of indigenous communal property and mechanism for resolution of conflict over communal property. 2 additional GTIs have their regulations completed and are pending approval (Wangki Twi Tasba Raya, Twi Yahbra). 1 additional GTI (Matumbak) is in the process of developing their regulations. · Study underway (80% complete) on “Communal Property Ownership, Conflicts, and Governance Mechanisms in the RACCN”, the results of which will be used to design and implement a diploma course in conjunction with local partner FADCANIC and URRACAN University for 70 indigenous leaders (60% women). · 117 indigenous community leaders and indigenous territorial government technical staff (52% women) with increased capacities for implementation of communal indigenous property governance regulations and resolution of conflict over communal indigenous property. · 74 cases of conflict over communal property rights have been processed by indigenous territorial government technical staff with support from local partner FADCANIC. · 17 cases of illegal land trafficking have been identified and documented by Twi Yahbra technical staff and have been reported to the national police. · 151 Afrodescendant community members (40% women) contributed to proposed reforms to electoral laws on the Caribbean Coast, in order to protect indigenous and Afrodescendant representation and rights. · 28 radio programs entitled “Conexion Caribe” aired on the Caribbean Coast, promoting discussion around themes including regional autonomy, citizen rights,

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economy, and strengthening of Afrodescendant identity. · Creation and broadcast of 3 video spots (once per day for one month) and 2 radio spots (46 times per week for two months) on the Caribbean Coast, promoting respect for human rights and the importance of regional autonomy of the Caribbean Coast Autonomous Zones. · 85 youth (79% women) with increased knowledge of Afrodescendant identity, history, and self-esteem, after training by local partner Network of Afrodescendant Women.

Activities in support of · Following up on a priority in the DPO agenda Complete disabled persons previously produced with MGP support, local DPOs in organizations (DPOs) Bluefields successfully advocated for a reduction in municipal taxi fare to the Mayor of Bluefields, with a special tariff being granted to students and disabled persons. · With MGP technical support, local DPO “Association of Disabled Retirees and Pensioners” submitted an application to the Government of Nicaragua and received legal recognition as a CSO.

Civic participation · 217 community members (73% women) of Yasica Sur Complete activities and San Dionisio (Matagalpa) have increased capacities for problem analysis, non-conflictive communication, positive communication, and civic participation. 115 community members (78% women) received at least 16 hours of training. · 39 activists (62% women) from 6 municipalities of Boaco with increased capacities for social media activism and digital security in activism.

Activities focused on · Delegates from local partner Network of Complete women Afrodescendant Women participated in the international forum “Four years after the Declaration of the International Decade: Achievements and Challenges of the Observatory of the Political Platform of Afro-Descendant Women”, in Cali, Colombia, in which 20 Afrodescendant women from around the world promote female Afrodescendant leadership. · 25 women from Bluefields, Laguna de Perlas, Corn Island, and El Bluff with increased awareness of regional and international priorities for Afrodescendant women in themes of education and access to land.

Subcomponent 1.2 Organizational Development

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Youth-focused · In collaboration with local partner BICU, MGP Complete produced a comic targeted at female youth, highlighting relevant results from the study “Multi- ethnic young women, Southern Caribbean Coast, Citizen Participation and Gender-Based Violence,” which will be used by BICU to train youth on youth inclusion and violence prevention.

Journalists · 13 journalists from five independent media outlets Complete and one human rights organization (Radio Camoapa, Radio Caribe de Bilwi, Radio Humedales, Radio Universidad, Canal 23, and CENDIH) have increased capacities for digital and physical security.

Civil Society · Finalization of validation of the Appreciative Review Complete of Capacity Lite (ARC) tool, which was adapted for three different types of organizations: CSOs, CBOs, and informal community groups. This tool will be applied to at least 11 CBOs and 5 CSOs in the next quarter in order to develop capacity building plans and monitor their progress against these plans. · Finalization of the “Guide to Gender and Citizenship”, part of the series of guides for citizen participation produced by MGP, which will enable CSO technical staff to promote gender equality in citizen participation activities. · Finalization of “Guide to Strategic Communication” for CSOs, which will increase their capacities to implement communication campaigns for social change.

Subcomponent 1.3 Conflict Resolution and Dialogues

List the major activities List Key Achievements by Activity Indicate the status of these undertaken during the review activities in relation to period that contributed to the approved action/work plan activity objective/results. and schedule. If different from work plan, why? Design of Conflict Resolution · Call for proposals launched and 11 proposals Ongoing and Dialogues Subcomponent developed with local partners to implement activities promoting conflict resolution and dialogues (implementation to begin next quarter) · Completion of design and planning for a series of 6 workshops to strengthen the capacities of Nicaraguan CSOs to promote conflict resolution, prevention of violence, and dialogue (first workshop in April of Q3).

Component 2: Fiscal Transparency

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Increase local capacity for · 19 journalists from 17 local media Complete municipal budget analysis organizations have increased capacity to use program-developed online budget observatories to analyze and report on municipal budgets.

Component 3: Elections and Political Processes (EPP)

List the major activities List Key Achievements by Activity Indicate the status of undertaken during the these activities in relation review period that to approved action/work contributed to the activity plan and schedule. If objective/results. different from work plan, why?

Partner exchange · 17 representatives from 5 EPP local partners Complete participated in an exchange to discuss best practices and lessons learned from the agenda creation process, and agreed on priorities and next steps for future activities involving promotion of youth and women’s agendas.

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II. PROGRAM ACCOMPLISHMENTS Citizen Participation

2.1 Increased capacities of indigenous territorial governments (GTI) in the governance of community property

This quarter, FADCANIC worked on the development of the biocultural strategic framework (a document that will help other GTIs to develop property governance guidelines), advanced in the design of the curriculum for the diploma program on governance of communal property and territorial development (in collaboration with the Institute for Natural Resources, Environment and Sustainability (IREMADES) of URACCAN University) and provided technical support to GTIs to implement regulations for the governance of communal property and land conflict resolution processes in the territories of the five target GTIs (Amasau, Twi Yahbra, Tawira, Matumbak, and Wangki Twi Tasba Raya, see table below).

Table #1 Progress in Support of GTI of the RACCN

Objective Achievements • 80% completion of the regional study on possession of community property, conflicts, and mechanisms of governance. The validation phase was delayed by the regional To build institutional mechanism and elections held in March. strengthen capacities for • Definition of the key elements of the biocultural strategic administration of communal property framework, pertaining to management of communal and to establish a biocultural territorial property, taking into account ecosystems, framework for communal property autonomy, indigenous economy, social equity, and gender management for the RACCN. inclusion.

• Completion of the design of the curriculum for the diploma

program on communal property and territorial development. • Initiation of an open call, on local radio and TV1, for the selection of 35 participants for the diploma program. • The GTI of Amasau completed work plan for 200 families of third party land claimants. The plan establishes the route for conflict resolution of the occupied lands, in accordance with territorial laws. To strengthen the institutional • Established technical teams to carry out monitoring visits in mechanisms of the five GTI prioritized the territories. in the RACCN, to enable them to • Continued implementation of the plan agreed to between the establish and implement rules for the communal authorities and the National Police, for completion governance of communal property of the investigative processes into 11 land traffickers. and the processes of resolution of • In Twi Yahbra, completion of the rules for governance of land conflict. communal property, which is still pending approval by the Territorial Assembly. • Completion of the planning for 100 additional surveys in areas not yet reached by previous surveys.

1 Selection criteria promote gender and ethnic diversity, and emerging youth leadership of the communities.

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• GTI filed 17 complaints with the National Police, for illegal land trafficking, which are being investigated. • A system for territorial surveillance was developed, to monitor illegal occupation of lands. • Tawira Territorial Assembly approved their regulations for the governance of communal property, as well as a basic agenda for community governance. • GTI of Wangki Twi Tasba Raya completed regulations for the governance of communal property, which are pending approval during the Territorial Assembly to be held next quarter. • GTI of Matumbak (which became part of the project in November 2018) has a work plan for the preparation of regulations for the governance of communal property. • GTI of Matumbak began work on classifying the types of third- party land claimants that have settled in this territory. • Curriculum for training workshops in communication and outreach for GTI teams has been developed and includes: 1. Identification of social communication strategy, promote To strengthen the capacities of five accountability of communal and territorial governments. 2. GTIs in the RACCN, to enable them to Use of audiovisual materials, radio and the press for implement a communication strategy communication and outreach. 3. Programs for editing videos on managing the governance of and photographs. 4. Use of social networks to create and communal property and institutional publish updates on the property governance situation in the mechanisms, using traditional and territories. 5. Development of alliances for communication. nontraditional media. • An initial session, on the importance of using social networks to publicize the matter of illegal land occupation, was held with 15 members (34% women) of the GTIs.

2.2 Indigenous women measure their capacities to face the challenges of life

MGP and FADCANIC facilitated a gathering of 37 Miskita and Mayagna women from the five GTIs Amasau, Twi Yahbra, Matumbak, and Wangki Twi Tasba Raya. Its objective was to measure a baseline of the women’s perceptions, ideas and beliefs regarding their potential for facing life challenges, in personal, family, and community realms. The measurement of this “self-efficacy” will be administered again in January 2020, once the participants have participated in FADCANIC project workshops and sessions to evaluate their impact. The MGP is measuring this indicator as a means of promoting women’s empowerment and gender equity.

2.3 Videos highlight the achievements of citizen innovation projects

During the quarter, MGP finalized the edition of four short videos that highlight some of the main achievements by the Teatro Justo Rufino Garay and FUNDECOM, local partners who implemented projects under MGP’s Citizen Innovation Fund during the previous fiscal year.

FUNDECOM’s video explains the Rapid Alert System for the Prevention of Femicides (SARPF), which was a result of collaboration between activists from 30 rural communities of the

9 MUNICIPAL GOVERNANCE PROGRAM AID 524 -10 - 00006 municipality of Villa El Carmen, Managua, and activists from FUNDECOM. The SARPF combines the use of WhatsApp/smartphones, a digital recordkeeping system, training of activists, and measures to provide support to victims of attempted femicides.

Three short videos show the achievements of the Teatro Justo Rufino Garay: a) the use of theater as a tool for citizen advocacy; b) the use of invisible theater to promote discussion of social issues; and c) reflection through the involvement of the public as actors during plays which ended in discussion sessions.

Videos that show the impact of the MGP projects by partner organizations: use of theater as a tool for citizen advocacy and use of technology for prevention of femicide.

Dialogue and Conflict Resolution

2.4 Work strategy for conflict resolution and dialogue subcomponent is designed

This quarter began with the appointment of the Conflict Resolution and Dialogues Manager, and the definition of the implementation strategy for the new subcomponent. Global Communities believes that given the current national context, in order to implement conflict resolution activities, CSOs must foster two elements that are fundamental to the restoration of trust and of the social fabric: a) the establishment or restitution of basic norms of support of confidence and coexistence; and b) the establishment or restitution of opportunities for dialogue. To this end, the strategy promotes a three-pronged approach:

Table # 2 Work Strategy for Dialogue and Conflict Resolution

Approach Description To increase CSO capacity and knowledge of local context in terms of conflict MGP will conduct a study in seven municipalities which saw high levels of conflict in the past Investigation year to understand factors that favor social cohesion and polarization. Additionally, a series of assessments and surveys of social networks will identify the topics that cause the greatest degree of polarization, or the most unity, in Nicaraguan public opinion. MGP will promote a series of dialogue between youth, business leaders, key community leaders, and civil society organizations to analyze the current situation and Dialogue to define strategies to identify ways to peacefully resolve conflicts and foster communication.

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MGP will implement a series of capacity building workshops on dialogue, conflict resolution and a culture of peace, for the technical staff of the partner organizations. Capacity In conjunction with this series of workshops, MGP will develop a locally-adapted Building contextually-based conflict resolution toolkit that will be made available for Nicaraguan CSOs implementing conflict resolution activities.

2.5 First two conflict resolution and dialogue projects are submitted for approval

This quarter, the MGP submitted the first two conflict resolution subcomponent projects for approval, presented by local partners CANTERA and ADM. CANTERA’s project will contribute to community cohesion by promoting a culture of peace and inclusion in youth, in the Managua neighborhoods of Mateare, Ciudad Sandino, Barrio San Judas and Jorge Dimitrov. Through a process of training and community awareness activities, CANTERA will foster opportunities for reflection, exchange, healing and self-care, and will build the capacities of a network of male and female communicators, to promote a culture of peace and social cohesion. Approximately 300 persons (60% women) will participate in the project, including adolescents, youths, mothers, and fathers, from the four prioritized communities.

ADM’s project will strengthen the social fabric and foster a culture of peace in 18 rural communities in the municipalities of Boaco, Camoapa and Teustepe. ADM will form community groups that will organize and implement community fairs that will highlight local community assets, local knowledge and traditions, and regional foodstuffs. It is expected that 270 community stakeholders will participate directly in the organization and implementation of these activities, and that a total of 1,500 persons will attend the community fairs.

Organizational Development

2.6 Organizational development strategy is defined for MGP extension

This quarter, Mariela Hernández Avilés was hired as Organizational Development (OD) Coordinator. Her role will be to oversee the sustainable development of the local partner organizations. Four primary OD priorities were defined for the MGP extension period:

• Application of the ARC Lite (Appreciative Review of Capacity) to 11 local CBOs and 5 local CSOs. The ARC Lite is a tool developed to enable organizations to self-evaluate their organizational capacities and design an improvement plan. The tool not only measures an organization’s present performance, but also promotes a systematic practice of self- evaluation, to institutionalize continuous quality improvement in the organization. • Providing OD funds in subawards: MGP has decided to add a small percentage of each subaward as a self-managed OD fund for partners, to allow them to implement priority actions in their improvement plans. • Capacity building of the partner organizations’ technical teams, through a cycle of training workshops in relevant topics, which can be replicated at the community level, and which

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promote the exchange of experiences, collaboration, and the establishment of alliances between partner organizations. • The production of educational OD material on key topics for the achievement of the OD objectives of the MGP and our partner organizations.

2.7 The ARC Lite tool is completed, validate, and adapted for three types of organizations

MGP finalized the update of the ARC Lite tool, after four validation sessions were held to update the tool, two in Managua and two in Bluefields, with representatives of nine organizations: FECONORI, Los Pipitos, ADIFIM, blueEnergy, and ODHA-BICU in Bluefields; and ADM, PRODESSA, FUMSAMI, and APRODER in Managua.

Through these sessions it was determined that different versions of the ARC Lite were needed for different types of organizations, and tools were finalized for the following types of organizations:

• Established CSOs and NGOs with legal status, boards of directors, and technical teams that administer programs and projects. • Established grassroots organizations that do not have legal status but do have internal regulations and regular contact with authorities and other organizations. • Nascent community organizations that do not have legal status and for the most part lack internal regulations, and are located in rural communities and thus have less access to authorities and fewer opportunities to coordinate with other organizations.

The ARC Lite for CSOs includes multiple organizational dimensions that are divided into skills/variables, which are then divided into questions/indicators. The ARC Lite is designed to be adapted to the level of complexity of the partner organizations. As a part of the adaptation process, a pilot application of the ARC Lite was conducted with PRODESSA, showing that the instrument can be applied easily to groups of up to 25 people, over a period of no more than three or four hours.

Table # 3 Dimensions of the three versions of the ARC

Version of ARC Lite Civil Society Dimensions Grassroots Community Organizations Organizations (GO) Organizations (CO) (CSO) Permanent 1. Good government • 3 skills • 13 questions • 9 questions Starting point to decide to organize, define and • 20 questions assign roles, and to establish a work plan. 2. Planning and monitoring • 2 skills • 11 questions • 8 questions Plan for what to do, how, when, and with • 11 questions whom. 3. Human talent • 3 skills • 18 questions • 13 questions Staff are interested, skillful and happy to be • 22 questions working.

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Version of ARC Lite Civil Society Dimensions Grassroots Community Organizations Organizations (GO) Organizations (CO) (CSO) 4. External relations and alliances • 4 skills • 9 questions • 4 questions How the organization relates to other actors; • 17 questions civil society and public sector. 5. Management of projects and resources for • 4 skills • 13 questions • 8 questions sustainability • 20 questions Availability of resources to cover the costs of activities, and strategies for acquisition of resources. 6. Transparency, and institutional efficiency • 2 skills • 9 questions • 7 questions Transparent administration of resources, and • 16 questions information to donors, target groups and society. Optional 7. Optional, Safety of personnel, • 2 skills • 6 questions • 4 questions communication and equipment • 10 questions Correctly manage risks, protect the team, communications, and equipment. 8. Optional, Culture of peace and • 3 skills • 10 questions • 8 questions management of conflicts • 24 questions Promote a culture of peace and the management of conflicts within the organization. • 8 dimensions • 8 dimensions • 8 dimensions Totals • 23 skills • 89 questions • 61 questions • 140 questions

2.8 Strategic Communication manual for partner organizations is finalized

This quarter, MGP completed the drafting, revision, designing, and validation (with six communication specialists) of the document “Paths for Strategic Communication, and for the Design and Implementation of Communication Campaigns for Civil Society Organizations.”

This document contributes to the success of local partners’ activities by helping their communication better respond to the conditions in their cultural, social, and political environment. It allows them to more effectively develop communications materials and campaigns to increase the impact of their project activities

It is organized into four chapters; the first covers basic elements of communication; the second provides conceptual and instrumental information on organizational communication; the third develops conceptual elements about strategic communication; and the fourth and last chapter deals with the process of planning,

13 MUNICIPAL GOVERNANCE PROGRAM AID 524 -10 - 00006 implementation, and monitoring/evaluation required in strategic communication. It will be printed and distributed next quarter.

Fiscal Transparency

2.9 Journalists from 17 local media organizations learn to monitor municipal budgets and produce investigative pieces.

Nineteen local journalists (9 women) from 8 municipalities of Nicaragua, and who work for 17 different media organizations, participated in a workshop on the analysis and monitoring of municipal budgets. They were trained on the use of the online national and municipal budget observatories and tools for journalism on data and investigation.

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III. SIGNIFICANT CONSTRAINTS/LESSONS LEARNED AND BEST PRACTICES

3.1 CONSTRAINT: Regional elections delay project activities with the GTIs

Before and after the regional elections held on Nicaragua’s Caribbean Coast (March 3), it was difficult to organize work sessions with community and public authorities, due to the tensions that doing so entailed. This delayed FADCANIC’s regional study on communal property, conflicts, and mechanisms of governance.

Corrective measure: FADCANIC reprogrammed its activities until after the elections. To move ahead with the study, FADCANIC conducted semi-structured personal interviews, with opinion leaders and key actors, on the dynamics of communal property governance.

3.2 CONSTRAINT: Dependency relationship by community leaders with national government entities

The territorial presidents have developed a dependency on the financial resources of the “institutional strengthening fund” of the Ministry of Finance and Public Credit (part of the General Budget of the Republic). This has led to interference by the Regional Government in the internal matters of the territories, considerably eroding the autonomy of territorial and communal authorities.

3.3 LESSONS LEARNED

• Reflection on and discussion of the problems of communal property governance with historically marginalized social sectors leads to a greater defense of rights and to more efficient participation. Noteworthy is the defense of property from the perspective of women, who have a greater investment in the protection of collective property as a means of living as they are responsible for most income-generating family plots. • Based on the experience in Amasau, and more recently in Twi Yahbra, the development and implementation of regulations for the governance of communal property have exposed the violations of property rights faced by communal and territorial authorities. This has allowed the GTI to raise awareness of the illegal sale of land by current and previous authorities, resulting in more denunciations of abuses of power by community authorities.

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IV. PLANNED ACCOMPLISHMENTS

Fiscal Transparency / Citizen Local Governance (Component 1 - Subcomponents Institutional strengthening (Component 1 - Sub Participation in Electoral Q 1.1 and 1.3) component 1.2) Process (Components 2 and 3) Q3 • Starts training processes - Cultura de Paz Workshops 1 • GC shares the document “Tips on citizen innovation”. • GC identifies and selects Partner FY19 and 2- with the participation of 28 people from 15 • Publish the "Gender and Citizenship Guide". Tool to Organizations for Component 3: partner organizations. strengthen CSO’s gender approach. Citizen Participation component • FADCANIC completes study on communal property, • Publish digital version of "Guide for strategic in Electoral Processes. Apr- conflicts and governance mechanisms in the RACCN. communication and the design and execution of June • FADCANIC and the URACCAN University begin the 1st communication campaigns for civil society 2019 edition of the diploma course on governance of organizations". Tool for organizations to improve communal property and territorial development. their performance in the design and execution of • FADCANIC publishes the first information bulletin on campaigns and use of social networks. governance of communal property. • Publish digital version of "Security guide for civil • FADCANIC facilitates the approval of the regulations of society organizations and social movements" to the GTI Wangki Twi Tasba Raya and Twi Yahbra in promote safer ways to use information and Territorial Assemblies communication technologies. • APRODER facilitates 4 reflection sessions with leaders • Publish “ Self-assessment and Capacity Recognition of the CDM of Muelle de los Bueyes and Santo Domingo. ARC NI-2019”, an updated version to measure the • APRODER supports participation of members of the institutional development of civil society CDM in sessions of the Municipal Council. organizations and grassroots organizations. • CANTERA facilitates six reflection groups with • 5 CSOs have an improvement plan to strengthen their adolescents. capacities after applying the ARC light NI-2019. • CANTERA’s first workshop for youth on promoting • 11 grassroots and community organizations have dialogue, resolving conflicts peacefully, with a gender applied the ARC guide for OB and OC and generated an and generational perspective. improvement plan. • GC publishes the first booklet of the Toolbox on • 24 representatives of organizations participate in a "Dialogue and Conflict Resolution, conceptual training meeting: "Monitoring and Evaluation". framework and intervention strategies". Q4 • FADCANIC supports preparation of the Matumbak FY201 property governance regulations. 9 • FADCANIC continues to support the strengthening of the community property offices of the 5 prioritized Jul GTIs.

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Fiscal Transparency / Citizen Local Governance (Component 1 - Subcomponents Institutional strengthening (Component 1 - Sub Participation in Electoral Q 1.1 and 1.3) component 1.2) Process (Components 2 and 3) Sept. • FADCANIC starts work with 2 additional GTIs. 2019 • APRODER facilitates seminar on psychosocial techniques and approaches aimed at members of the CDM. • APRODER facilitates 12 self-care sessions with women youth from the community, facilitated by the members of the CDM who participated in the seminar on techniques and psychosocial approach. • APRODER holds first cultural and sports activities in Muelle de los Bueyes and Santo Domingo executed by the CDM to spread messages of culture of peace. • CANTERA facilitates community awareness actions promoted by young people on culture of peace and respect for differences. • Workshop on "Negotiation, Mediation and Arbitration", - Conflict Resolution and Dialogue Workshop 3 - with the participation of 28 representatives of 15 partner organizations. • GC publishes the third booklet of the conflict resolution toolbox on "Negotiation, Mediation and Arbitration". • ADM begins training men and women from 18 communities on Culture of Peace with a gender and generational approach.

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ANNEXES

The following annexes are attached:

1. MGP Project List 2. MGP Logical Framework Indicator Report 3. MGP Training Report 4. MGP Cost Share Report 5. MGP Accruals