Year 3 Report

GOBERNANZA EN ECOSISTEMAS, MEDIOS DE VIDA Y AGUA

YEAR 3 REPORT

October 2019 This report is made possible by the support of the American people through the United States Agency for International Development USAID. The contents of this report are the sole responsibility of DAI and do not necessarily reflect the views of USAID or the government of the United States.

YEAR 3 REPORT. OCTOBER 2019

CONTRACTOR:

GOBERNANZA EN ECOSISTEMAS, MEDIOS DE VIDA Y AGUA: YEAR 3 REPORT

Activity Title: Gobernanza en Ecosistemas, Medios de Vida y Agua

Sponsorship of the USAID Office: U.S. Agency for International Development (USAID)

Contract Number: AID-522-TO-16-00006

Contractor: DAI GLOBAL LLC

Publication date: October, 2019

YEAR 3 REPORT. OCTOBER 2019 ACRONYMS AND ABBREVIATIONS

AAPP Áreas Protegidas Protected Areas ACC Adaptación al Cambio Climático Adaptation to Climate Change ACCESO Acceso a Mercados, FINTRAC Access to Markets, FINTRAC ACS Alianza para el Corredor Seco Alliance for the Dry Corridor ADEC Agua y Desarrollo Comunitario Community Water and Development Agencia de Desarrollo Estratégico Local Strategic Local Development agency of ADELSAR de Santa Rosa de Copan. Santa Rosa de Copan Agencia de Desarrollo Estratégico Local Strategic Local Development Agency of ADEVAS del Valle de Sensenti the Sensenti Valley La Agencia Española de Cooperación Spanish Agency for International AECID Internacional para el Desarrollo Development and Cooperation Asociacion Ecológica San Marcos de San Marcos de Ocotepeque Ecological AESMO Ocotepeque Association AHAC Agencia Hondureña de Aeronáutica Civil Civil Aeronautics Agency of Honduras Asociación de Juntas Administradoras de Association of Water and Sanitation AJAA Agua y Saneamiento Management Boards Asociación de Juntas Administradoras de Association of Water Management AJAAM Agua Boards Asociación de Juntas Administradoras de Association of Water Management Boards AJAAMEN Agua del Municipio de El Níspero of the El Nispero Municipality Asociación de Juntas de Agua del Association of Water Boards of the AJAMCHI Municipio de Chinacla Chinacla Municipality Asociación de Mujeres Cacaoteras del Association of Female Chocolate AMUCALAY Lago de Yojoa Producers of Lago Yojoa Asociación de Municipios para la Association of Municipalities for the AMUPROLAGO Protección del Lago de Yojoa Protection of Lago de Yojoa

APA Asociación de Productores Agrícolas Association of Agricultural Producers

ASHO Asociación Hondureña de Ornitología Honduran Ornithology Association Asociación de Investigación para el Association for Ecological and ASIDE Desarrollo Ecológico y Socioeconómico Socioeconomic Development Research Asociación de Comités de Investigación Association of Agricultural Investigation ASOCIALAYO Agrícola Local del Lago de Yojoa Committees of Lago Yojoa Asociación para el Manejo Integrado de Association for the Integral Management ASOMAINCUPACO Cuencas de La Paz y Comayagua of Watersheds in La Paz and Comayagua

AVC Adaptación a la Variabilidad Climática Adaptation to Climate Variability

BECAMO Beneficio de Café Montecristo Montecristo Coffee Farm BPA Mejores Prácticas Agrícolas Best Agricultural Practices BPM Mejores Prácticas de Producción Best Manufacturing Practices CAFFEX Café Fino de Exportación Quality Exportation Coffee

YEAR 3 REPORT. OCTOBER 2019 I Cámara Nacional de Turismo de National Chamber of Tourism of CANATURH Honduras Honduras CDE Centro de Desarrollo Empresarial Enterprise Development Center CC Cambio Climático Climate Change Centro de Enseñanza y Aprendizaje de Teaching and Learning Center for CEASO Agricultura Sostenible Sustainable Agriculture CEB Centro de Educación Básico Basic Education Center Centro Nacional de Estudios National Center of Atmospheric, CENAOS Atmosféricos, Oceanográficos y Sísmicos Oceanographic and Seismic Studies Centro Internacional de Agricultura International Center of Tropical CIAT Tropical Agriculture Centro Información Climática en el Climate Information Center of the CICOH Occidente de Honduras Western Region of Honduras

CIH Consejo Intermunicipal Higuito Higuito Intermunicipal Council

CLER Centro Local de Energía Renovable Local Renewable Energy Center

Program of Adaptation to Climate Change Programa Adaptación al Cambio CLIFOR-GIZ in the Forestry Sector Climático en el Sector Forestal

Cooperativa Agrícola Cafetalera San San Antonio Agricultural Coffee COAGRICSAL Antonio Limitada Cooperative Limited Capucas Coffee Producers Cooperative COCAFCAL Cooperativa Cafetalera Capucas Limitada Limited Cooperativa Cafetalera Ecológica La La Labor Ocotepeque Ecological Coffee COCAFELOL Labor Ocotepeque Limitada Producers Cooperative Limited Comité Central Pro Agua y Desarrollo Central Water and Holistic Development COCEPRADII Integral de Intibucá Committee of Intibucá

CODEL Comité de Emergencia Local Local Emergency Committee CODEM Comité de Emergencia Municipal Municipal Emergency Committee COHONDUCAFE Cooperativa Hondureña del Café Honduran Coffee Cooperative Cooperativa Cafetalera Siguatepeque COHORSIL Siguatepeque Coffee Cooperative Limited Limitada Mancomunidad de los Municipios Lencas Municipal Association of the Lenca COLOSUCA del Centro de Lempira Municipalities of the Center of Lempira

Comisiones Municipales de Agua y Water and Sanitation Municipal COMAS Saneamiento Commission Consejo de Cuencas de El Chiflador y El Chiflador and Guaralape Watershed COMCHIGUA Guaralape Board Asociación Coordinadora de Mujeres Coordinating Association of Peasant COMUCAP Campesinas de la Paz Women of La Paz Comisión Nacional para el Desarrollo de National Commission for Alternative CONEANFO la Educación Alternativa no Formal en Non-Formal Education Development Honduras COPECO Comisión Permanente de Contingencias Permanent Emergency Commission Cooperativa Regional Agroforestal Limited Regional Agroforestry COPRAUL Agricultores Unidos Limitada Cooperative United Farmers

YEAR 3 REPORT. OCTOBER 2019 II Regional Committee for the Protection of COREPROFOR Comité Regional de Protección Forestal Forests CP Producción Mas Limpia Cleaner Production Cooperativa Regional Agropecuaria y de Vision 2000 Regional Agricultural and CRADVISMIL Servicios Visión 2000 Limitada Service Cooperative LTDA Centro Universitario Regional del CURC Central Region University Center Centro Centro Universitario Regional de CUROC Western Region University Center Occidente DAP-ICF Departamento de Áreas Protegidas- ICF Department of Protected Areas- ICF Departamento de Cuencas Hidrográficas Department of Watersheds and DCHA-ICF y Ambiente- ICF Environment- ICF DGRH Dirección General de Recursos Hídricos General Directorate of Water Resources Dirección Nacional de Cambio Climático Climate Change National Directorate DNCC (MIAMBIENTE) (MIAMBIENTE) DQA Evaluación de la Calidad de los Datos Data Quality Assessment Estándares Abiertos para la Práctica de la Open Standards for the Practice of EAPC Conservación Conservation EAPO Escuela Agrícola Pompilio Ortega Pompilio Ortega Agricultural School

EM Estufas Mejoradas Improved Stoves Planes de Monitoreo y Mitigación Environmental Monitoring and Mitigation EMMP Ambiental Plans ENEE Empresa Nacional de Energía Eléctrica National Electric Energy Company Ente Regulador y Control de los Regulator and Control of Drinking water ERSAP Servicios de Agua Potable y Saneamiento and Sanitation Services EU Unión Europea European Union Federación Hondureña de Deportes de Honduran Federation of Climbing and FEHDME Montaña y Escalada Hiking Sports Federación Hondureña de Indígenas Honduran Federation of Lenca Indigenous FHONDIL Lencas People FUNDAUNAH Fundación UNAH UNAH Foundation

FUNDER Fundación para el Desarrollo Rural Foundation for Rural Development Gobernanza en Ecosistemas, Medios de Ecosystem, Livelihoods and Water GEMA Vida y Agua Management GIS Sistema de Información Geográfica Geographic Information System GLH Gobernabilidad Local en Honduras Local Governance Activity in Honduras HDH Asociación Hermandad de Honduras Hermandad de Honduras Association HQC Café de Calidad de Honduras Honduran Quality Coffee

HUPA Honduras un País de Aventuras Honduras - Country of Adventures Instituto Nacional de Conservación y National Institute for Conservation, ICF Desarrollo Forestal, Áreas Protegidas y Forestry Development, Protected Areas, Vida Silvestre and Wildlife Innovaciones para el Desarrollo Innovations for Environmental and Social IDEAS Empresarial Ambiental y Social Business Development

YEAR 3 REPORT. OCTOBER 2019 III IFB Invitación a Licitar Invitation for Bids IHCAFE Instituto Hondureño del Café Honduran Coffee Institute IHT Instituto Hondureño de Turismo Honduran Tourism Institute Instituto Interamericano de Cooperación Interamerican Institute for Cooperation IICA para la Agricultura on Agriculture IIE Índice de Integridad Ecológica Ecological Integrity Index Instrumento de Medición de Gobernanza IMEGH Water Governance Measurement Tool Hídrica Instrumento de Medición de la IMGH Water Governance Measurement Tool Gobernanza Hídrica Fundación de Ciencias para el Estudio y Science Foundation for Studies and INCEBIO la Conservación de la Biodiversidad Conservation of Biodiversity ITRR Instituto Técnico Dr. Ramón Rosa Ramon Rosa Technical Institute JAA Junta Administradora de Agua Water Management Board Junta de Agua Potable y Excretas de Water Management Board for Potable and JAPOE Jesús de Otoro Waste Water in Jesus de Otoro Jóvenes para la Conservación de JPCH Youth for the Conservation of Honduras Honduras LOP Vida del Proyecto Life of Project LTTA Asistencia Técnica de Largo Plazo Long Term Technical Assistance

M&E Monitoreo y Evaluación Monitoring and Evaluation Mancomunidad de Municipios del Centro Municipal Association of the Municipalities MAMCEPAZ de La Paz of the Central Area of La Paz Mancomunidad de Municipos Lencas de Municipal Association of Lenca MAMLESIP la Sierra de La Paz Municipalities in Sierra de La Paz Municipal Association of Northern MAMUNI Mancomunidad del Norte de Intibucá Intibucá Mancomunidad de Municipios del Valle Municipal Association of the Municipalities MANVASEN de Sensenti of the Valle de Sensenti

Mancomunidad de Municipios del Parque Municipal Association of the Municipalities MAPANCE Nacional Montaña de Celaque of the Montaña de Celaque National Park

MC Microcuenca Micro watershed Sistema de Información Meteorológica, Meteorological Climatology and Hydrolic MCH Climatológica e Hidrológica Information Systems Mecanismo de Compensación por Ecosystem Services Compensation MCSE Servicios Ecosistémicos Mechanism MdH Molinos de Honduras Mills of Honduras Plan de Monitoreo, Evaluación y MELP Monitoring, Evaluation and Learning Plan Aprendizaje

Apoyo de Monitoreo y Evaluación para el M&E Support for Collaborative Learning MESCLA Aprendizaje y la Adaptación and Adapting Secretaria de Estado en los Despachos Secretary of State for the Departments of MIAMBIENTE de Energía, Recursos Naturales, Energy, Natural Resources, Environment, Ambiente y Minas and Mines

YEAR 3 REPORT. OCTOBER 2019 IV MILPAH Movimiento Indígena Lenca de La Paz Lenca Indigenous Movement of La Paz

Mesa de Organizaciones Comanejadoras Roundtable of Co-managers of Protected MOCAPH de Áreas Protegidas de Honduras Areas in Honduras MOU Memorandum de Entendimiento Memorandum of Understanding MSME Micro, Pequeña y Mediana Empresas Micro, Small, Medium Enterprises Mancomunidad de Municipios del Sur de Municipal Association of South Santa MUNASBAR Santa Bárbara Bárbara Organismo Cristiano de Desarrollo Christian Organization for Integral OCDIH Integral de Honduras. Development in Honduras Organización para el Desarrollo de ODECO Organization for Corquin Development. Corquín. OL Oficina Local Local Office OMM Organización Meteorológica Mundial World Meteorological Organization PAG Proyecto Aldea Global Global Village Project Plataforma Administradora de Módulos Administration Platform for Exoneration PAMEH de Exoneración en Honduras Modules in Honduras Programa de Apoyo Presupuestario para Budget Support Program for the Forestry PAPSFOR el Sector Forestal Sector Plan de Uso Seguro y Reporte de Pesticide Evaluation Report and Safer Use PERSUAP Plaguicidas Action Plan PCA Plan de Conservación de Área Area Conservation Plan Plan de Entrenamiento y Asistencia PCAT Training and Technical Assistance Plan Técnica Proyectos e Iniciativas Locales Para el Projects and local Initiatives for The PILARH Auto Desarrollo Regional de Honduras Regional Self-Development for Honduras. Hoja de Referencia de Rendimiento de PIRS Performance Indicator Reference Sheet Indicadores Plan de Monitoreo y Mitigación Environmental Mitigation and Monitoring PMMA Ambiental Plans PNMC Parque Nacional Montana Celaque Celaque Mountain National Park Proyecto de Productividad y Productivity and Opportunities for PODER Oportunidades para el Desarrollo a Development through Renewable Energy través de Energía Renovable Project PPP Alianza Público Privada Public Private Partnership Programa Centroamericano de Gestión Central American Coffee Rust Integrated PROCAGICA Integral de la Roya del Café Management Program Manejo sostenible de recursos con Sustainable management of resources in PROCAMBIO-GIZ enfoque de cambio climático the focus of climate change Programas Municipales de Seguridad PROMUSAN Municipal Food Security Programs Alimentaria PRR Programa de Reconstrucción Rural Rural Reconstruction Program

QGIS Sistema de Información Global Quantum Quantum Global Information Systems Analisis de la Resiliencia de los Sistemas Analysis of the Resilience for Social R4S Approach Sociales Systems RA Rainforest Alliance Rainforest Alliance Cooperativa Regional de Agricultores Regional Cooperative of Organic RAOS Orgánicos de la Sierra Producers of the Sierra

YEAR 3 REPORT. OCTOBER 2019 V RAPIPO Instituto Polivalente Rafael Pineda Ponce Rafael Pineda Ponce Institute RB Reserva Biológica Biological Reserve RBG Reserva Biológica Güisayote Güisayote Biological Reserve RBM Reserva Biológica Montecillos Montecillos Biological Reserve RE Energía Renovable Renewable Energy Red Nacional de Áreas Protegidas National Private Protected Areas REHNAP Privadas Network RFA Solicitud de Aplicación Request for Application RFP Solicitud de Propuesta Request for Proposal RNHM Red Nacional Hidrometeorológica National Meteorological Network RNP Reservas Naturales Privadas Private Natural Reserves RRD Reducción de Riesgos a Desastres Disaster Risk Reduction Refugio de Vida Silvestre Montaña de RVSMP Wildlife Refuge Montaña de Puca Puca RZV RZV Soluciones y Diseños RZV Solutions and Designs SAG Secretaria de Agricultura y Ganadería Secretary of Agriculture and Livestock SAR Servicio de Administración de Rentas Tax Administration Office Sistemas de Cocción Comerciales para SCCAL Commercial Firewood Saving Systems Hornos Ahorradores de Leña Secretería de Recursos Naturales y Secretary of Environment and Natural SERNA Ambiente Resources SFV Sistemas Fotovoltaicos Photovoltaic Systems ICF’s Information System for Forest SIGMOF Sistema de Gestión y Monitoreo Forestal Management and Monitoring Sistema Nacional de Información SINIF National Forest Information System Forestal SOW Alcance de Trabajo Scope of Work STTA Asistencia Técnica de Corto Plazo Short Term Technical Assistant Sistema Interna de Manejo Technical and Administrative Management TAMIS Administrativo y Técnico Internal System TDS Sólidos Totales Disueltos Total Dissolved Solids TRC Técnico en Regulación y Control Regulation and Control Technician UMA Unidad Municipal Ambiental Municipal Environmental Unit UN Naciones Unidas United Nations Universidad Nacional Autónoma de National Autonomous University of UNAH Honduras Honduras Universidad Nacional Autónoma de Honduras National Autonomous UNAH VS Honduras del Valle de Sula University of the Sula Valley Programa de las Naciones Unidas para el UNDP United Nations Development Programme Desarrollo Universidad Tecnológica UNITEC Centroamerican Technological University Centroamericana

YEAR 3 REPORT. OCTOBER 2019 VI Oficina de Organizaciones Civiles, Honduran Ministry of Human Rights, Registro y Seguimiento del Ministerio de Justice, Governance and Decentralization URSAC Derechos Humanos, Justicia, Office on Civil Organization Registration Gobernación y Descentralización and Follow Up USCL Unidades de Supervisión y Control Local Supervision and Control Local Units Servicio Forestal de los Estados Unidos USFS United States Forest Service de Norteamérica UTM Unidad Técnica Municipal Municipal Technical Unit VC Variabilidad Climática Climate Variability WMO Organización Meteorológica Mundial World Meteorological Organization

YEAR 3 REPORT. OCTOBER 2019 VII INDEX I. EXECUTIVE SUMMARY...... 12 ABOUT THIS REPORT ...... 12 RESULTS OF THE ACTIVITY IMPLEMENTATION STRATEGY ...... 13 II. PROGRESS TOWARDS INDICATOR TARGETS ...... 20 INDICATOR 1.1 NUMBER OF HECTARES OF BIOLOGICAL SIGNIFICANCE AREAS SHOWING IMPROVED BIOPHYSICAL CONDITIONS AS A RESULT OF USG ASSISTANCE ...... 20 INDICATOR 1.2 NUMBER OF HECTARES OF BIOLOGICALLY SIGNIFICANT AREAS UNDER IMPROVED NATURAL RESOURCE MANAGEMENT AS A RESULT OF USG ASSISTANCE ...... 21 INDICATOR 1.1.1 NUMBER OF PEOPLE TRAINED IN SUSTAINABLE NATURAL RESOURCES MANAGEMENT AND/OR BIODIVERSITY CONSERVATION AS A RESULT OF USG ASSISTANCE .... 22 INDICATOR 1.1.2 NUMBER OF INSTITUTIONS WITH IMPROVED CAPACITY TO ASSESS OR ADDRESS CLIMATE CHANGE RISKS SUPPORTED BY USG ASSISTANCE ...... 23 INDICATOR 1.2.1 NUMBER OF MICRO-WATERSHEDS IN PROCESS OF DECLARATION ...... 24 INDICATOR 1.2.2 NUMBER OF ECOSYSTEM SERVICES COMPENSATION MECHANISMS (ESCM) OPERATIONAL AS A RESULT OF USG ASSISTANCE ...... 25 INDICATOR 1.3.1 NUMBER OF HOUSEHOLDS WITH IMPROVED ACCESS TO RENEWABLE OR CLEAN ENERGY DUE TO USG ASSISTANCE ...... 26 INDICATOR 1.3.2 NUMBER OF CONSERVATION ENTERPRISES ADOPTING CLEAN/RENEWABLE ENERGY TECHNOLOGIES AND/OR BEST PRACTICES...... 27 INDICATOR 2.1 NEW NET SALES OF PARTICIPATING CONSERVATION ENTERPRISES AS A RESULT OF USG ASSISTANCE ...... 28 INDICATOR 2.2 NEW EMPLOYMENT CREATED IN PARTICIPATING RURAL CONSERVATION ENTERPRISES (FULL TIME EQUIVALENTS - FTES) AS A RESULT OF USG ASSISTANCE ...... 29 INDICATOR 2.3 PERCENTAGE OF FEMALE PARTICIPANTS IN USG- ASSISTED PROGRAMS DESIGNED TO INCREASE ACCESS TO PRODUCTIVE ECONOMIC RESOURCES (ASSETS, CREDIT, INCOME OR EMPLOYMENT) ...... 30 INDICATOR 2.4 NUMBER OF HOUSEHOLDS WITH NEW INCOME FROM NON-TRADITIONAL, NON-AGRICULTURAL OR NICHE LIVELIHOODS ...... 31 INDICATOR 2.5 NUMBER OF PEOPLE WITH IMPROVED ECONOMIC BENEFITS DERIVED FROM SUSTAINABLE NATURAL RESOURCE MANAGEMENT AND/OR BIODIVERSITY CONSERVATION AS A RESULT OF USG ASSISTANCE ...... 32 INDICATOR 2.1.1 NUMBER OF PUBLIC-PRIVATE PARTNERSHIPS FORMED AS A RESULT OF USG ASSISTANCE ...... 33 INDICATOR 2.1.2 VALUE PRIVATE SECTOR INVESTMENT LEVERAGED FOR CONSERVATION ..... 34 INDICATOR 3.1 NUMBER OF COMMUNITIES WITH ADEQUATE DISASTER CAPACITY ...... 35 INDICATOR 3.2 NUMBER OF PEOPLE SUPPORTED BY THE USG TO ADAPT TO THE EFFECTS OF CLIMATE CHANGE...... 36 INDICATOR 3.1.1 NUMBER OF PEOPLE USING CLIMATE INFORMATION OR IMPLEMENTING RISK- REDUCING ACTIONS TO IMPROVE RESILIENCE TO CLIMATE CHANGE AS SUPPORTED BY USG ASSISTANCE ...... 37 INDICATOR 3.1.2 NUMBER OF PEOPLE TRAINED IN CLIMATE CHANGE ADAPTATION SUPPORTED BY USG ASSISTANCE ...... 38 INDICATOR C.C.1 NUMBER OF PERSONS TRAINED WITH USG ASSISTANCE TO ADVANCE OUTCOMES CONSISTENT WITH GENDER EQUALITY OR FEMALE EMPOWERMENT THROUGH THEIR ROLES IN PUBLIC OR PRIVATE SECTOR ...... 39 III. TECHNICAL IMPLEMENTATION...... 44 RESULT I: REDUCE THREATS IN AREAS OF BIOLOGICAL SIGNIFICANCE AND/OR NATURAL RESOURCES TO CONSERVE BIODIVERSITY AND PROTECT WATER QUALITY...... 44 RESULT 2: INCREASE CONSERVATION-RELATED AND INCOME-GENERATING ACTIVITIES ...... 64 RESULT 3: INCREASE CAPACITY OF THE VULNERABLE POPULATION TO ADAPT TO CLIMATE

YEAR 3 REPORT. OCTOBER 2019 VIII VARIABLITY AND CHANGE ...... 77 CROSS CUTTING ISSUES ...... 78 IV. ACTIVITY MANAGEMENT ...... 86 STAFFING ...... 86 PROCUREMENT ...... 89 MAIN RESULTS OBTAINED DURING LOP ...... 90 V. FINANCIAL REPORT ...... 91 VI. ANNEXES ...... 92 ANNEX 1. GOH CONTRIBUTIONS Q11 ...... 92 ANNEX 2. PUBLICATIONS AND KNOWLEDGE MANAGEMENT PRODUCTS ...... 96 ANNEX 3. PERFORMANCE INDICATOR DASHBOARD – USER MANUAL ...... 100 INDEX OF TABLES TABLE 1. PERFORMANCE INDICATOR SUMMARY ...... 40 TABLE 2. NETWORK OF LOCAL ACTORS IDENTIFIED REGARDING WATER QUALITY BY WORK AREA 50 TABLE 3. DISTRIBUTION OF WATER QUALITY MONITORING EQUIPMENT TO LOCAL ACTORS IN EL JILGUERO, MONTECILLOS AND ANILLO VERDE...... 50 TABLE 4. DESCRIPTION OF GAUGING EQUIPMENT PROVIDED TO PARTNER INSTITUTIONS ...... 52 TABLE 5. PROGRESS IN RNP CERTIFICATION PROCESSES ...... 54 TABLE 6. LEVEL 2 MCSES ...... 60 TABLE 7. SCALABILITY OF MSMES ...... 65 TABLE 8. SCALABILITY OF MSMES IN SANTA BARBARA ...... 66 TABLE 9. COMMERCIAL ACTIVITIES OF ENTERPRISES SUPPORTED BY CDES ...... 66 TABLE 10. AVERAGE ANNUAL NET PROFIT BY ENTERPRISE AND JOBS CREATED BY NON-TRADITIONAL, NON-AGRICULTURAL AND NICHE LIVELIHOODS ...... 67 TABLE 11. PEOPLE TRANED BY NON-TRADITIONAL, NON-AGRICULTURAL, AND NICHE LIVELIHOODS ...... 67 TABLE 12. SUCCESS STORY 1 IN INSPIRATE MAGAZINE ...... 69 TABLE 13. SUCCESS STORY 2 IN INSPIRATE MAGAZINE ...... 70 TABLE 14. SUCCESS STORY 3 IN INSPIRATE MAGAZINE ...... 71 TABLE 15. ENTERPRISES THAT PARTICIPATED IN THE VALIDATION OF SCCAL...... 72 TABLE 16. LENCA WOMEN MICRO ENTERPRISES ...... 76 TABLE 17. NON-TRADITIONAL, NON-AGRICULTURAL OR NICHE-LIVELIHOODS MAIN INCONCLUSIVE ACTIVITIES ...... 76 TABLE 18. LIST OF INCONCLUSIVE VIDEOS PLANNED FOR YEAR 3 ...... 84 TABLE 19. NON-EXPENDABLE PROCUREMENT INVOICED ...... 89 TABLE 20. REQUESTS ANSWERED DURING LOP ...... 90 TABLE 21. INVOICED TO DATE: Y3 ...... 91 TABLE 22. GOH CONTRIBUTIONS Q11 ...... 92 TABLE 23. PUBLICATIONS AND KNOWLEDGE MANAGEMENT PRODUCTS ...... 96 INDEX OF FIGURES FIGURE 1. GEMA’S AREAS OF INFLUENCE, WORK AREAS AND PRIORITIZED MICRO-WATERSHEDS ...... 13 FIGURE 2. MAP OF INTEGRAL ACTIVITIES BY RESULTS 1, 2 AND 3 ...... 19 FIGURE 3. LOCATION OF WATER GOVERNANCE GRANTS ...... 45 FIGURE 4. COVER PAGE OF THE WATER GOVERNANCE MEASUREMENT INSTRUMENT (IMGH) ...... 47

YEAR 3 REPORT. OCTOBER 2019 IX FIGURE 5. COVER PAGE OF THE WATER GOVERNANCE MEASUREMENT INSTRUMENT (IMGH) ...... 47 FIGURE 6. EXAMPLE OF RESULTS OUTPUT TABLE AND GRAPH BY ACTOR PROVIDED BY THE WATER GOVERNANCE MEASUREMENT INSTRUMENT ...... 48 FIGURE 7. EXAMPLE OF RESULTS OUTPUT TABLE AND GRAPH BY COMPONENT PROVIDED BY THE WATER GOVERNANCE MEASUREMENT INSTRUMENT ...... 49 FIGURE 8. WATER QUALITY SAMPLE POINTS...... 51 FIGURE 9. WATER QUALITY SAMPLE POINTS AND GAUGING POINTS FOR STREAM FLOW MEASUREMENTS UP TO Q12 ...... 52 FIGURE 10. GAUGING POINTS ...... 53 FIGURE 11. PRIVATE NATURAL RESERVES ...... 56 FIGURE 12. MICRO WATERSHEDS IN PROCESS OF DECLARATION...... 57 FIGURE 13. STATUS OF MCSES IN GEMA AREAS OF INFLUENCE UP TO Q12...... 59 FIGURE 14. GEMA YEAR 3 ORGANIZATIONAL CHART, 2019...... 86 INDEX OF GRAPHS GRAPH 1. NUMBER OF MSMES BY VALUE CHAIN ...... 17 GRAPH 2. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.1- NUMBER OF HECTARES OF BIOLOGICAL SIGNIFICANCE AREAS SHOWING IMPROVED BIOPHYSICAL CONDITIONS AS A RESULT OF USG ASSISTANCE...... 20 GRAPH 3. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.2- NUMBER OF HECTARES OF BIOLOGICALLY SIGNIFICANT AREAS UNDER IMPROVED NATURAL RESOURCE MANAGEMENT AS A RESULT OF USG ASSISTANCE...... 21 GRAPH 4. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.1.1 - NUMBER OF PEOPLE TRAINED IN SUSTAINABLE NATURAL RESOURCES MANAGEMENT AND/OR BIODIVERSITY CONSERVATION AS A RESULT OF USG ASSISTANCE ...... 22 GRAPH 5. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.1.2- NUMBER OF INSTITUTIONS WITH IMPROVED CAPACITY TO ASSESS OR ADDRESS CLIMATE CHANGE RISKS SUPPORTED BY USG ASSISTANCE...... 23 GRAPH 6. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.2.1- NUMBER OF MICRO-WATERSHEDS IN PROCESS OF DECLARATION...... 24 GRAPH 7. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.2.2- NUMBER OF ECOSYSTEM SERVICES COMPENSATION MECHANISMS (ESCM) OPERATIONAL BECAUSE OF USG ASSISTANCE...... 25 GRAPH 8. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.3.1- NUMBER OF HOUSEHOLDS WITH IMPROVED ACCESS TO RENEWABLE OR CLEAN ENERGY DUE TO USG ASSISTANCE...... 26 GRAPH 9. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 1.3.2- NUMBER OF CONSERVATION ENTERPRISES (CE) ADOPTING CLEAN/RENEWABLE ENERGY TECHNOLOGIES AND/OR BEST PRACTICES...... 27 GRAPH 10. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 2.1- NEW NET SALES OF PARTICIPATING CONSERVATION ENTERPRISES AS A RESULT OF USG ASSISTANCE. . 28 GRAPH 11. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 2.2- NEW EMPLOYMENT CREATED IN PARTICIPATING RURAL CONSERVATION ENTERPRISES (FULL TIME EQUIVALENTS - FTES) AS A RESULT OF USG ASSISTANCE...... 29 GRAPH 12. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 2.3- PERCENTAGE OF FEMALE PARTICIPANTS IN USG- ASSISTED PROGRAMS DESIGNED TO INCREASE

YEAR 3 REPORT. OCTOBER 2019 X ACCESS TO PRODUCTIVE ECONOMIC RESOURCES (ASSETS, CREDIT, INCOME OR EMPLOYMENT). 30 GRAPH 13. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 2.4- NUMBER OF HOUSEHOLDS WITH NEW INCOME FROM NON-TRADITIONAL, NON-AGRICULTURAL OR NICHE LIVELIHOODS...... 31 GRAPH 14. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 2.5- NUMBER OF PEOPLE WITH IMPROVED ECONOMIC BENEFITS DERIVED FROM SUSTAINABLE NATURAL RESOURCE MANAGEMENT AND/OR BIODIVERSITY CONSERVATION AS A RESULT OF USG ASSISTANCE...... 32 GRAPH 15. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 2.1.1- NUMBER OF PUBLIC-PRIVATE PARTNERSHIPS (PPP) FORMED AS A RESULT OF USG ASSISTANCE...... 33 GRAPH 16. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 2.1.2- VALUE PRIVATE SECTOR INVESTMENT LEVERAGED FOR CONSERVATION...... 34 GRAPH 17. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 3.1.- NUMBER OF COMMUNITIES WITH ADEQUATE DISASTER CAPACITY...... 35 GRAPH 18. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 3.2.- NUMBER OF PEOPLE SUPPORTED BY THE USG TO ADAPT TO THE EFFECTS OF CLIMATE CHANGE...... 36 GRAPH 19. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 3.1.1- NUMBER OF PEOPLE USING CLIMATE INFORMATION OR IMPLEMENTING RISK-REDUCING ACTIONS TO IMPROVE RESILIENCE TO CLIMATE CHANGE AS SUPPORTED BY USG ASSISTANCE...... 37 GRAPH 20. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR 3.1.2- NUMBER OF PEOPLE TRAINED IN CLIMATE CHANGE ADAPTATION SUPPORTED BY USG ASSISTANCE...... 38 GRAPH 21. PIE AND BAR CHARTS REPRESENTING TARGETS VERSUS PERFORMANCE INDICATOR C.C.1- NUMBER OF PERSONS TRAINED WITH USG ASSISTANCE TO ADVANCE OUTCOMES CONSISTENT WITH GENDER EQUALITY OR FEMALE EMPOWERMENT THROUGH THEIR ROLES IN PUBLIC OR PRIVATE SECTOR ...... 39 CHART 22. SCALABILITY OF MSMES ...... 65 GRAPH 23. MAPS CREATED QUARTERLY BY GIS ...... 83

INDEX OF INFOGRAPHICS INFOGRAPH 1. INCLUSIVE COMMERCIAL RELATIONS – PUBLIC PRIVATE PARTNERSHIPS MODEL ...... 16 INFOGRAPH 2. TERRA-I HONDURAS WORK STRUCTURE ...... 44 INFOGRAPH 3. WATER GOVERNANCE WHEEL ...... 46 INFOGRAPH 4. FLOWCHART OF THE PHASES AND STEPS OF THE SIMPLIFIED PROPOSAL FOR THE MICRO WATERSHED DECLARATION PROCESS...... 58 INFOGRAPH 5. SUPPORT GIVEN BY GIS TO GEMA’S ACTIVITIES ...... 83

YEAR 3 REPORT. OCTOBER 2019 XI I. EXECUTIVE SUMMARY

ABOUT THIS REPORT Gobernanza en Ecosistemas, Medios de Vida y Agua (GEMA) is a USAID Mission activity in Honduras to foster sustainable poverty alleviation. The activity uses sound management of natural resources including governance, biodiversity and climate change adaptation to increase livelihood resilience in western Honduras. The Activity focuses on several components like: threat reduction in areas of biological importance for biodiversity conservation and water supply, increasing income-generating activities related to conservation and building climate change adaptation capacity with vulnerable populations. GEMA’s interventions include improvement in natural resource management, promotion of “green business” growth, risk reduction, clean energy and governance to strengthen democracy. The Activity will improve the Honduran response to external factors and aspects of climate variability. Through interventions, GEMA will also create jobs, promote gender equality and empower women. The accomplishments reached so far demonstrate the gradual and sustainable progress made on GEMA’s implementation. The systematic approach done to actors and sectors linked to natural resource use, conservation and management in western Honduras has had a large impact on communities. Key partners and beneficiaries have already started seeing positive impacts on local livelihoods through the Activity. Although there will continue to be challenges, it is an opportunity to promote the defense of the most important remaining forested areas in the region. These forests provide ecosystem goods and services that are critical to the livelihoods of vulnerable populations and serve as the main habitat for multiple species of unique flora and fauna. Beneficiary participation in technical and financial support and the integrated approach is supported and practiced based on the following principles: (i) The programming is geographically concentrated and targeted at achieving the maximum effect; (ii) The execution of interconnected and integrated actions at the field level; (iii) Effective coordination with other USAID activities and international cooperation programs and projects; and (iv) Empowerment of women, youth and vulnerable groups. The collaboration with beneficiaries will contribute significantly to sustainably reducing extreme poverty in the western part of Honduras (USAID DO2). To achieve GEMA's goal of promoting "resilience of livelihoods as a way to reduce poverty in the western part of Honduras," the focus has been based on the following objectives: "(i) reduce threats in areas of biological importance and / or critical ecosystems in order to preserve biodiversity and protect water supplies, (ii) increase income- generating actions related to conservation, and (iii) increase the capacity of vulnerable populations to adapt to climate change and variability." In March 2019 GEMA was verbally advised that all Northern Triangle American aid were at risk. GEMA having used and reported November 2018 to be at 75% spent of the funds received up to date, came to a verbal agreement with its COR on April 2019, to slow down all actions. At that time a concesus was build among USAID's COR to initiate slow down process focus on three main lines; i) activities that could be finalized on three to four months beginning in July 2019; ii) activities related to income and employment generation and sustainable employment creation; iii) choosing activities that had been initiated and that produce less damage to the done investment and to people and their organization due to the closing. On July 9, DAI Global, LLC (DAI), implementer of the GEMA activity, received formal notification from USAID that no additional FY 2017 nor FY 2018 funds would be obligated to the Activity. The notification requested that GEMA submit an Action Plan, specifying how GEMA will proceed to implement activities with current funding levels and if any contract modifications were necessary. GEMA submitted the work plan for the final months based on the slowdown plan subited in may 2019. Due to closing GEMA 15 months ahead of time, this report includes the 3 years achievements obtained during the life of the activity. The remaining four month will be dedicated to finish those activities from each result that could no be closed abruptly and to wrap up all adminsitratives aspects. The report has been prepared in accordance with Section F.5 (Quarterly and Annual Performance/Financial Information) of task order No AID-522-TO-16-00006. It presents a detailed report of the actions carried out and their immediate effects during life of project (September 2016 – September 2019). The report consists of six main sections: I. Executive summary; II. Technical Implementation; III. Cross Cutting Issues, IV. Activity Management; V. Financial Report; VI. Annexes.

RESULTS OF THE ACTIVITY IMPLEMENTATION STRATEGY This report describes the development of the implementation strategy of GEMA, referring to some relevant activities and results obtained from September 2016 to September 2019. Regarding Result 1 (Resilient Ecosystems), whose main objective is to reduce threats to areas of biological importance and natural resources to conserve biodiversity and ensure water supply, in order to maintain or improve the biophysical conditions of said areas, progress made according to the work plan in each of the thematic areas identified. During years, one and two, efforts were concentrated on creating the baseline of the threat analysis and ecological integrity index in the 11 areas of influence of the Activity. These results set the tone to guide the actions of other GEMA Results in aspects of threat reduction and improvement of biophysical conditions and management of the areas of influence. Based on these results, in year 2 and 3 actions were initiated with key partners to create and strengthen capacities in key actors and reverse the threats and improve the management and biophysical conditions in GEMA’s areas of intervention.

Figure 1. GEMA’s areas of influence, work areas and prioritized micro-watersheds

As reported before, GEMA subcontracted the International Center for Tropical Agriculture (CIAT) to develop Terra-i Honduras platform, to spot and provide alerts where a forest cover changes are taking place utilizing satellite imagery analysis, working in close collaboration with GEMA and ICF. Since then, ICF has started operating the Terra-i Honduras platform within GEMA’s territory as agreed and, expanded the use of the platform to areas of ICF’s needs outside of GEMA’s territories, at eastern and southern Honduras. An additional benefit is the agreement signed between CIAT and ICF for a long-term technical collaboration to operate and properly manage the Terra-i Honduras platform. This technical coordination reinforces GEMA’s water governance and MCSE implementation approach by local organizations.

To warrantee the proper and intense use of Terra-i Platform, 320 technicians and community stakeholders trained in the use of data provided by the platform. Forty-seven (65) different institution and local organization also were educated specifically for monitoring and supervising alerts in forest cover change on protected areas and water recharge micro watersheds. Since January 2017 to Abril 2019 Up to date, Terra-i Honduras has spotted 2164 areas where forest is changing in GEMA’s influence areas (1966 alerts in 2017, 129 in 2018 and 69 in 2019). In September 2018, a technical team integrated by GEMA, CIAT, ICF and local organization visited 113 alert sites; findings indicate that land cover change alerts detected were 83.3% precise, which is consider a very good prediction rate for this type of analysis. During the 3 years of GEMA placed 10 subcontracts and 14 Grants with different local organizations at its 11 areas of influence, some of these financial aids concluded and other cancelled by the anticipated GEMA’s implementation closing out. However, evidence indicates that the local organization are adapting their technical proposal to new ones to obtain financial support as well as local alliances among local organizations and cooperation agencies to continue implementation of MCSE and water governance activities to benefit community’s welfare. GEMA has worked with strategic associates on mutually identified key issues to develop and implement tools and best natural resource management practices. Relevants are: (i) Water Governance Measurement Tool. Developed by GEMA and GOAL and applied in four (4) sites to validate its functionality, At Montaña de Celaque, Montaña de Puca, La Mirona El Suptal, El Jilguero and Lago de Yojoa’s micro watersheds). The tool allows establishing a prioritized stakeholder’s qualitative analysis to assess 12 key elements interconnected to value actual water governance level and determine the Action Plan to enhance water governance to a better status at the territory. (ii) Water Quality-monitoring strategy developed by GEMA and Zamorano. Implementation of the strategy resulted on strengthening 4 networks with 20 local institutions and several water boards to produce and use data to generate information for decision making and improve water quality and water governance. GEMA distributed among key stakeholders approx. US in quality monitoring equipment and US$ in flow measurement equipment. Consequently, GEMA produced 161 water quality sample analysis, 163 water flow measurements at system water tanks and microwatershed points in different areas of influence and train 484 locals on water monitoring. Most of this information applied to implement the strategy on El Jilguero and Montecillos areas. (iii) Protocol for Conflicts Resolution in Protected Areas. Developed by GEAMA and MOCAPH. The methodology validated through the development of three (3) case studies in micro watershed El Caral - Montaña de Puca; micro watershed Río Arcagual - Montaña de Celaque; and micro watershed El Manzanal – El Jilguero. During the process 67 participants from 3 protected areas trained on applying the protocol. (iv) Simplified Regulation for Certification and Registration of Private Natural Reserves (RNP); the abbreviated procedure was supported on GEMA’s 3-year experience gained on the 16 RNP certification applications prepared and submitted to ICF, 8 of them corresponds to private ownership sites and 8 to ejidal (municipality) ownership for a total of 1,712.77 hectares under this process; (v) Guide for Making RNP Management Plans. On elaborating the guide GEMA, MOCAPH and DAP/ICF were strategic partners. The tool contains guidelines and defines the procedure for RNP certification that could be applied at national level. In close coordination with ICF, important advances made on declaring 58 micro watersheds under the special category named forestry management (4,584.7 hectares), to guarantee water quantity and quality to the water users in GEMA’s areas of influence. Furthermore, GEMA during the last 3-years underwent a regionwide consultation process to support the elaboration of a simplified procedure to declare microwatersheds under this especial status. The Propose regulation submitted to ICF Minister (virtually and physically) expecting an official approve and implementation of the simplified procedure that could be applied at a national level. GEMA provided 157 training events focused on natural resource managements and water governance with the participation of 453 local organization and institutional representatives (water boards, Comanagers, irrigators, municipalities units, among others) reaching out to 5,116 participants (3,452 men – 67% and 1,662 women - 33%). GEMA completed 413 Ecosystem Services Compensation Mechanisms (ESCM), streamlining in water boards management bylaw on regulations, best practices for protection and conservation of micro watersheds, annual work planning and accountability. Overall water governance enhanced with those practices and instruments benefiting 114,870 inhabitants from communities enrolled with GEMA’s MCSE actions at the wester Honduras.In order to provide access of renewable energy in households, local entrepreneurs trained so that they can install photovoltaic

14 systems (SFV) and improved stoves (EM). This process initiated by creating four Local Renewable Energy Centers (CLERs) in local technical high schools later utilized to train entreprenurs. The CLERs were later able to reproduce the course to groups of students that will improve their labor opportunities with these knowledges. The entrepreneurs trained, and others formerly trained by other USAID Activities, were hired to install the RE systems provided by GEMA. Systems were installed in communities that: (i) were prioritized as a threat to the micro- watersheds of the region, (ii) the municipality was willing to support the installations in some way, and (iii) the beneficiaries were willing to produce their counterpart. Enterprises selected for adopting clean/renewable energy technologies and/or best practices will depend on the burden they place on the micro-watershed / ecosystem, and their importance as a livelihood for the locals. With the sectors defined, the best RE technologies and / or best practices to mitigate the menace were determined. In some cases, the appropriate technology was not available and work carried out with the CLERs to design, validate and install appropriate technology in their educational enterprises. This is the case of the firewood saving commercial cooking systems and biodigesting systems, pilots for these also installed in normal enterprises that could serve as an example. Once these determined, project descriptions written, the associations and other organizations that could be benefited with grants were approached, and applications received. Work oriented toward best practices, including renewable energy implementation in agricultural activities and non – agricultural activities to reduce deforestation, ensure livelihoods, and improve wastewater management, solid waste management, and water efficiency practices. Projects to be carried out included: (i) Installation of photovoltaic systems; (ii) Solar dryers and energy efficiency measures; (iii) Firewood saving commercial cooking systems; (iv) Bio-digesting systems for effluents treatment; (v) Composting systems for solid residues processing and organic control of plagues and diseases; preparation of organic fertilizer, organic fungicide, organic insecticide and / or foliar agroecological alternatives; (vi) Adequate discard of chemical containers, phytosanitary management; (vii) Soil and water management, adequate pulp and shell management; and, (viii) Implementation of cleaner production practices. Furthermore, to support the transition of enterprises to cleaner production practices, specifically to renewable energies, a video on renewable energy basic concepts was design. The video presented to teachers so they could show it to their students to teach them the advantages, disadvantages and requirements of the different forms of renewable energies connected to the grid, and demystify them. In GEMA’s Result 2, several agro-forestry projects implemented with the objective of conserving biodiversity and natural resources, especially water, in the identified areas of biological importance, as well as favoring the economic growth of conservation enterprises whose livelihoods are present in these areas. The strategy consisted on technical support to conservation enterprises composed of families whose livelihoods are based on the value chains of coffee, cocoa, livestock, sugar cane and avocado, under the concept of Inclusive Commercial Relations (RCI), and the Public Private Partnerships (PPP) model, with the participation of private companies, civil society actors and local grassroots organizations.

Infograph 1. Inclusive Commercial Relations – Public Private Partnerships Model

As a result, the following figure shows that 83% of the families that participated in the agroforestry projects were coffee producers, most of whom are in the middle and upper part of the prioritized micro watersheds. This validates the actions of prioritization executed, as well as the studies of threats to GEMA’s areas of biological importance, developed to follow-up stated in the Area Conservation Plans (PAC), for coffee represents the main threat to these areas because of its traditional management. The remaining 17% represented by families whose livelihoods are cocoa, livestock, sugar cane and avocado.

Graph 1. Number of MSMEs by value chain

NUMBER OF MSME BY VALUE CHAIN

In addition, in Result 2, the traditional, non-agricultural or niche-livelihoods component signed grants with three CDE MIPYME in Santa Bárbara, La Esperanza and Santa Rosa de Copan to provide business development advice to 176 non-agricultural micro enterprises. The three grants helped the CDE improve their technical and administrative capacities in project execution, harmonized their internal monitoring and follow-up systems, and incorporated environmental and gender practices into their business training programs.

60% of the enterprises adviced by the CDE are in the food processing industry, and needed to improve their transformation processes. Through these grants, the three CDE hired food-processing specialists to help those enterpries and the food processing specialist position became permanent in the institution.

Within the 176 non-agricultural micro enterprises adviced by the CDE, 374 households with non-agricultural economic activity were registered. The micro enterprises were in the following industries: food processing (105), pottery (24), and tourism (16). Only 24 people work in other industries.

Gross sales for all 176 micro enterprises were $ . Net sales were $ per year. The analysis of net earnings by sector indicates that the most profitable enterprises are the 16 dedicated to tourism with net sales

17 of $1234.35 total in 1 year, average $27 per enterprise. Followed by purified water, natural medicine and food processing.

According to the base line, the 176 enterprises employed 453 people. Additional full-time jobs were 204, equivalent to an average of 1.15 new jobs per micro enterprise.

The classification of micro enterprises according to their proprietor or director’s gender was: 89% female and 11% male. The ages of people trained in micro enterprises were: 16-29 (31%), 30-59 (61%), 60+ (8%). Trainees were 77% female and 23% male.

GEMA’s goal was to transform micro enterprises into conservation enterprises. This goal achieved by incorporating advice on cleaner production and training CDEs and enterprises on methods to include environmental practices in their operations. 150 microenterprises have environmental plans with a focus on conservation and protection of the micro watersheds from which they benefit in their productive units and households. 105 of these enterprises have incorporated conservation practices and the others will do so in the next quarter. CDE Western Region and CDE Lempa Region now have a techcnical team trained and strengthened to work on and implement cleaner production in new micro enterprises.

Three value chain studies made for important economic activities in western Honduras are natural fiber crafts in Santa Barbara, bricks and tiles, and pottery. The results of these studies will allow future consultancies to focused on necessary actions so that they become profitable and environmentally sustainable economic activities.

Four prototypes of wood-saving ovens and stoves designed to reduce the consumption of firewood and to make brick and tile, bakery and fried goods micro enterprises more efficient. In order to validate this technology, 31 cooking systemswere built in technical schools and micro enterprises. All systems reduce an average of 75% of firewood consumption and save cooking time. Technical guides were made for these 4 cooking systems (brick and tile, pottery, bakery and fried foods). The guides will facilitate the dissemination and adoption of these technlogies for micro enterprises and other cooperators.

In the tourism value chain, Result 2 Non-Ag obtained three important achievements. The Tour Guide Training program, given by UNAH-CUROC, concluded. 26 young locals graduated from the program, which was developed by USAID’s Activity ProParque and implemented by GEMA. This was the first time a university offered this program in Honduras. A milestone will contrbute to raising the quality of education in the country.

The research for the Interpretive Scripts for the Coffee Tourism Route concluded. The document edited and distributed to institutions interested in promoting coffee tourism. This is a great contribution to improvement of the quality of coffee and coffee tourism.

The Nature and Adventure Tourism Program in Western Honduras also concluded. 52 young locals graduated, certified as nature and adventure guides in different sports. With the support of AECID-COLOSUCA, 18 of these guides were equipped in Lempira, and GEMA Will provde equipment for 33 more guides in Santa Bárbara, Lago de Yojoa, Taulabé and Santa Rosa de Copán during the next quarter. The equipment will allow them to offer their services commercially.

Result 3 invested during the two and a half year of GEMA’s implementation an important amount of effort to achieve that national organization like COPECO, MiAmbiente, AHAC and UNAH, accepted and adopted the standardized database system Meteorological-Climatic-Hydrological (MCH). Based on that data system the Climatic Information Center of Western Honduras CICOH in Spanish, was developed and stablish on the WEB at www.cicoh.org. Once stablished, 2,922 persons among them coffee producers through grants, members of CODEL, CODEM, institutional technicians, teachers and students of technical careers were trained to access climate information. The platform created in order to: (i) Standardize and implement the Meteorological - Climatic - Hydrological (MCH) system; (ii) Establish the Climate Information Center in Western Honduras (CICOH) linked to the national MCH system;

(iii) Strengthen CODEMs and CODELs to reduce vulnerability to the impacts of extreme adverse events in communities and train members of grassroots community organizations and institutional technicians who assist agricultural producers on climate variability. Likewise, the capacities of 32 organizations (28 CODEL and 4 CODEM) strengthened to reduce vulnerability from extreme adverse impact events in the communities. Strengthening meaning completing the requided training, as well as elaborating and implementing the communities work plans. The necessary equipment for disaster prevention provided. Participation of women (51%) as members of the boards of directors was unsually high in the 199 participating organizations. 5,128 persons participated in trainings for a better sustainable management of natural resources and biodiversity conservation, by identifying and analyzing the main threats, which according to their perception affect or may affect natural resources and main livelihoods in the community.

Figure 2. Map of integral activities by Results 1, 2 and 3

II. PROGRESS TOWARDS INDICATOR TARGETS

INDICATOR 1.1 NUMBER OF HECTARES OF BIOLOGICAL SIGNIFICANCE AREAS SHOWING IMPROVED BIOPHYSICAL CONDITIONS AS A RESULT OF USG ASSISTANCE Graph 2. Pie and bar charts representing targets versus performance indicator 1.1- Number of hectares of biological significance areas showing improved biophysical conditions as a result of USG assistance.

Graph 2 shows the performance of the indicator 1.1 concerning the target set. Pie chart 1.1.A reflects the performance accrued to Y2, in medium blue (53,264 hectares), compared to the target set at the end of Y2 in light blue (50,000 hectares). The percentage in the central circle (100%) reflects the relationship between performances versus target in Y2. It should be noted that the performance of the indicator 1.1, at the end of Y2 exceeded the target by a value of 3,264 hectares, equivalent to 6% beyond the target. Pie chart 1.1.B represents the performance of indicator 1.1 in Y3 in medium medium blue (160,940 hectares), compared to the target set for that year in light blue (100,000 hectares). The percentage in the central circle (100%) reflects the relationship between performances versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 60,940 hectares, equivalent to 61% beyond the target. The pie chart 1.1.C shows the performance accrued to Y3 in medium medium blue (160,940 hectares), compared to the life-of- project (LOP) target (150,000 hectares). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 1.1, at the end of Y3 exceeded the target by a value of 10,940 hectares, equivalent to 7.3% beyond the target. The 1.1.D bar chart compares the targets versus the performance of indicator 1.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

For this indicator, the MEL Plan set the following targets in hectares by fiscal year: Y2: 50,000, Y3: 100,000, Y4: 150,000 LOP 150,000. Since the value accrued to Y3 is 160,940 hectares, the Y3, Y4, and LOP targets achieved.

INDICATOR 1.2 NUMBER OF HECTARES OF BIOLOGICALLY SIGNIFICANT AREAS UNDER IMPROVED NATURAL RESOURCE MANAGEMENT AS A RESULT OF USG ASSISTANCE Graph 3. Pie and bar charts representing targets versus performance indicator 1.2- Number of hectares of biologically significant areas under improved natural resource management because of USG assistance.

Graph 3 shows the performance of the indicator 1.2 concerning the target set. Pie chart 1.2.A reflects the performance accrued to Y2 in medium blue (112,182 hectares), compared to the target set at the end of Y2 in light blue (100,000 hectares). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y2. It should be noted that the performance of the indicator 1.2, at the end of Y2 exceeded the target by a value of 12,182 hectares, equivalent to 12% beyond the target. Pie chart 1.2.B represents the performance of indicator 1.2 in Y3 in medium blue (240,341 hectares), compared to the target set for that year in light blue (100,000 hectares). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the goal by a value of 140,341 hectares, equivalent to 140.3% beyond the target. Pie chart 1.2.C shows the performance accrued to Y3, in medium blue (352,523 hectares), compared to the life-of-project (LOP) target (240,000 hectares). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 1.2, at the end of Y3 exceeded the goal by a value of 112,523 hectares, equivalent to an additional 47% to the target. The 1.2.D bar chart compares the targets versus the performance of indicator 1.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

For the indicator 1.2, the MEL Plan set the following targets in hectares by fiscal year: Y1: 25,000, Y2: 75,000, Y3: 100,000, Y4: 40,000 with a LOP target of 240,000. Since the value reports accrued to Y3 was 352,523 hectares, the Y3, Y4, and LOP targets achieved.

INDICATOR 1.1.1 NUMBER OF PEOPLE TRAINED IN SUSTAINABLE NATURAL RESOURCES MANAGEMENT AND/OR BIODIVERSITY CONSERVATION AS A RESULT OF USG ASSISTANCE Graph 4. Pie and bar charts representing targets versus performance indicator 1.1.1 - Number of people trained in sustainable natural resources management and/or biodiversity conservation as a result of USG assistance

Graph 4 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 1.1.1.A reflects the performance accrued to Y2 in medium blue (2,375 beneficiaries), compared to the target set at the end of Y2 in light blue (3,750 beneficiaries). The percentage in the central circle (63%) reflects the relationship between performance versus target in Y2. Pie chart 1.1.1.B represents the performance of indicator 1.1.1 in Y3, in medium blue (16,867 beneficiaries), compared to the target set for Y3 in light blue (3,250 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 13,617 beneficiaries, equivalent to 419 % beyond the target. The pie chart 1.1.1.C shows the performance accrued to Y3, in medium blue (19,242 beneficiaries), compared to the life-of-project (LOP) target (8,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 1.1.1, at the end of Y3 exceeded the goal by a value of 11,242 beneficiaries, equivalent to 141% beyond the target. The 1.1.1.D bar chart compares the targets versus the performance of indicator 1.1.1 in three stages: • Accrued to Y2 • In Y3 • Accrued to Y3

This indicator reflects the spike of the scope of the beneficiaries of the Activity, intensifying in the third year as a key period for the implementation of training program. For the indicator 1.1.1, the MEL Plan set the following targets (beneficiaries) by fiscal year: Y1: 500, Y2: 3,250, Y3: 3,250, Y4: 1,000 with a LOP target of 8,000. Since the value reported accrued to Y3 was 19,242 beneficiaries, the Y3, Y4 and LOP targets were achieved.

INDICATOR 1.1.2 NUMBER OF INSTITUTIONS WITH IMPROVED CAPACITY TO ASSESS OR ADDRESS CLIMATE CHANGE RISKS SUPPORTED BY USG ASSISTANCE Graph 5. Pie and bar charts representing targets versus performance indicator 1.1.2- Number of institutions with improved capacity to assess or address climate change risks supported by USG assistance.

Graph 5 shows the performance of the indicator 1.1.2 concerning the target set. Pie chart 1.1.2.A reflects the performance accrued to Y2 in medium blue (313 institutions), compared to the target set at the end of Y2 in light blue (325 institutions). The percentage in the central circle (96%) reflects the relationship between performance versus target in Y2. Pie chart 1.1.2.B represents the performance of indicator 1.1.2 in Y3 in medium blue (748 institutions), compared to the target set for that year in light blue (250 institutions). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 498 institutions, equivalent to 199% beyond the target (surpassed by two thirds). The pie chart 1.1.2.C shows the performance accrued to Y3, in medium blue (1,061 institutions), compared to the life-of-project (LOP) target (700 institutions). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 1.1.2, at the end of Y3 exceeded the target by a value of 361 institutions, equivalent to 52% beyond the target. The 1.1.2.D bar chart compares the targets versus the performance of indicator 1.1.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

For the indicator 1.1.2, the MEL Plan set the following targets (institutions) by fiscal year: Y1: 75, Y2: 250, Y3: 250, Y4: 125 with a LOP target of 700. Since the value reported accrued to Y3 was 1,061 institutions, the Y3, Y4 and LOP targets achieved.

INDICATOR 1.2.1 NUMBER OF MICRO-WATERSHEDS IN PROCESS OF DECLARATION Graph 6. Pie and bar charts representing targets versus performance indicator 1.2.1- Number of micro-watersheds in process of declaration.

Graph 6 shows the performance of the indicator 1.2.1 concerning the target set. Pie chart 1.2.1.A reflects the performance accrued to Y2 in medium blue (22 Micro watersheds), compared to the target set at the end of Y2 in light blue (25 watersheds). The percentage in the central circle (88%) reflects the relationship between performance versus target in Y2. Pie chart 1.2.1.B represents the performance of indicator 1.2.1 in Y3 in medium blue (36 Micro watersheds), compared to the target set for that year in light blue (50 Micro watersheds). The percentage in the central circle (72%) reflects the relationship between performance versus target in Y3. The pie chart 1.2.1.C shows the performance accrued to Y3 in medium blue (58) Micro watersheds, compared to the life-of-project (LOP) target (100 Micro watersheds). The percentage in the central circle (58%) reflects the relationship between performance versus LOP target. The 1.2.1.D bar chart compares the targets versus the performance of indicator 1.2.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

For the indicator 1.2.1, the MEL Plan set the following targets (micro watersheds) by fiscal year: Y2: 25, Y3: 50, Y4: 25 with a LOP target of 100. The value reported accrued to Y3 was 58 micro watersheds, this result represents a progress of 72% to reach the target.

INDICATOR 1.2.2 NUMBER OF ECOSYSTEM SERVICES COMPENSATION MECHANISMS (ESCM) OPERATIONAL AS A RESULT OF USG ASSISTANCE Graph 7. Pie and bar charts representing targets versus performance indicator 1.2.2- Number of ecosystem services compensation mechanisms (ESCM) operational because of USG assistance.

Graph 7 shows the performance of the indicator 1.2.2 concerning the target set. Pie graph 1.2.2.A reflects the performance accrued to Y2 in medium blue (102 ESCM), compared to the target set at the end of Y2 in light blue (250 ESCM). The percentage in the central circle (41%) reflects the relationship between performance versus target in Y2. Pie chart 1.2.2.B represents the performance of indicator 1.2.2 in Y3 in medium blue (311 ESCM), compared to the target set for that year in light blue (150 ESCM). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 161 ESCM, equivalent to 107% beyond the target. The pie chart 1.2.2.C shows the performance accrued to Y3 in medium blue (413 ESCM), compared to the life-of-project (LOP) target (450 ESCM). The percentage in the central circle (92%) reflects the relationship between performance versus LOP target. The 1.2.2.D bar chart compares the targets versus the performance of indicator 1.2.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

Graph 7 highlights an important advance for this indicator, surpassing the target set in the third year and getting closer to reaching the LOP target. For the indicator 1.2.2, the MEL Plan set the following targets (ESCM) by fiscal

25 year: Y1: 100, Y2: 150, Y3: 150, Y4: 50 with a LOP target of 450. Since the value reported accrued to Y3 was 413 ecosystems services compensation, the Y3 target achieved.

INDICATOR 1.3.1 NUMBER OF HOUSEHOLDS WITH IMPROVED ACCESS TO RENEWABLE OR CLEAN ENERGY DUE TO USG ASSISTANCE Graph 8. Pie and bar charts representing targets versus performance indicator 1.3.1- Number of households with improved access to renewable or clean energy due to USG assistance.

Graph 8 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 1.3.1.A reflects the performance accrued to Y2, in medium blue (1.931 households), compared to the target set at the end of Y2 in light blue (3,000 households). The percentage in the central circle (64%) reflects the relationship between performance versus target in Y2. Pie chart 1.3.1.B represents the performance of indicator 1.3.1 in Y3 in medium blue (4,100 households), compared to the target set for that year in light blue (2,000 households). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 2,100 households, equivalent to 105% beyond the target. The pie chart 1.3.1.C shows the performance accrued to Y3 in medium blue (6,031 households), compared to the life-of-project (LOP) target (6,000 hectares). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 1.3.1, at the end of Y3 exceeded the target by a value of 31 households. The 1.3.1.D bar chart compares the targets versus the performance of indicator 1.3.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

From the beginning of the Activity, important efforts dedicated to establishing public-private partnerships, which are not evident graphically in the performance of this indicator. However, as can be seen in the Graph 8, this indicator doubled the expected goal in the third year and exceeded the LOP target. For the indicator 1.3.1, the MEL Plan set

26 the following targets (households) by fiscal year: Y1: 1,000, Y2: 2,000, Y3: 2,000, Y4: 1,000 with a LOP target of 6,000. Since the value reported accrued to Y3 was 6,031 households, the Y3, Y4 and LOP targets achieved.

INDICATOR 1.3.2 NUMBER OF CONSERVATION ENTERPRISES ADOPTING CLEAN/RENEWABLE ENERGY TECHNOLOGIES AND/OR BEST PRACTICES Graph 9. Pie and bar charts representing targets versus performance indicator 1.3.2- Number of Conservation Enterprises (CE) adopting clean/renewable energy technologies and/or best practices.

Graph 9 shows the performance of the indicator 1.3.2 concerning the target set. Pie chart 1.3.2.A reflects the performance accrued to Y2 in medium blue (333 CE), compared to the target set at the end of Y2 in light blue (500 CE). The percentage in the central circle (67%) reflects the relationship between performance versus target in Y2. Pie chart 1.3.2.B represents the performance of indicator 1.3.2 in Y3 in medium blue (417 CE), compared to the target set for that year in light blue (300 CE). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 117 CE, equivalent to 39% beyond the target. The pie chart 1.3.2.C shows the performance accrued to Y3 in medium blue (750 CE), compared to the life-of- project (LOP) target (1000 CE). The percentage in the central circle (75%) reflects the relationship between performance versus LOP target. The 1.3.2.D bar chart compares the targets versus the performance of indicator 1.3.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

The performance of this indicator exceeded the targets set in the third years of the Activity. As is illustrated, the performance behavior of this indicator is slow and needs a broader implementation base over time to measure the increase in the number of CE adopting clean/renewable energy technologies and/or best practices. For the indicator

1.3.2, the MEL Plan set the following targets (CE) by fiscal year: Y1: 200, Y2: 300, Y3: 300, Y4: 200 with a LOP target of 1,000. Since the value reported accrued to Y3 was 750 (417 in Y3) conservation enterprises, the Y3 target was achieved.

INDICATOR 2.1 NEW NET SALES OF PARTICIPATING CONSERVATION ENTERPRISES AS A RESULT OF USG ASSISTANCE Graph 10. Pie and bar charts representing targets versus performance indicator 2.1- New net sales of participating conservation enterprises as a result of USG assistance.

Graph 10 shows the performance of the indicator 2.1 concerning the target set. Pie chart 2.1.A reflects that performance accrued to Y2 was not reported. Pie chart 1.1.B represents the performance of indicator 1.2 in Y3 in medium blue ($850,465), compared to the target set for that year in light blue ($3 MM). The percentage in the central circle (28%) reflects the relationship between performance versus target in Y3. The pie chart 1.1.C shows the performance accrued to Y3 in medium blue ($850,465), compared to the life-of-project (LOP) target ($10MM). The percentage in the central circle (9%) reflects the relationship between performance versus LOP target. The 1.1.D bar chart compares the targets versus the performance of indicator 1.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

This indicator has an annual measurement base. Graph 10 shows measurement data corresponds to year two. Year 3 not measured, because the scheduled date did not reach the closing period of the Activity. For the indicator 2.1, the MEL Plan set the following targets ($MM) by fiscal year: Y2: 3, Y3: 3, Y4: 4 with a LOP target of 10. The value reported accrued to Y3 was $ , this result represents a progress of 28% to reach the target in Y3.

INDICATOR 2.2 NEW EMPLOYMENT CREATED IN PARTICIPATING RURAL CONSERVATION ENTERPRISES (FULL TIME EQUIVALENTS - FTES) BECAUSE OF USG ASSISTANCE Graph 11. Pie and bar charts representing targets versus performance indicator 2.2- New employment created in participating rural conservation enterprises (full time equivalents - FTEs) because of USG assistance.

Graph 11 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 2.2.A reflects that performance accrued to Y2 not reported. Pie chart 2.2.B represents the performance of indicator 2.2 in Y3 in medium blue (1,352 FTEs), compared to the target set for that year in light blue (1,250). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 102 FTEs, equivalent to 8% beyond the target. The pie chart 2.2.C shows the performance accrued to Y3 in medium blue (1,352 FTEs), compared to the life-of-project (LOP) target (3,000 FTEs). The percentage in the central circle (45%) reflects the relationship between performance versus LOP target. The 1.1.D bar chart compares the targets versus the performance of indicator 2.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

As described in the indicator 2.1, the indicator 2.2 has an annual measurement base. The graph shows measurement data corresponds to year two. Year 3 not measured, because the scheduled date did not reach the closing period of the Activity. However, in year two the expected goal reached. For the indicator 2.2, the MEL Plan set the following targets (FTEs) by fiscal year: Y2: 1,250, Y3: 1,250, Y4: 500 with a LOP target of 3,000. Since the value reported accrued to Y3 was 1,352 (all in Y3) FTEs, the Y3 target achieved.

INDICATOR 2.3 PERCENTAGE OF FEMALE PARTICIPANTS IN USG- ASSISTED PROGRAMS DESIGNED TO INCREASE ACCESS TO PRODUCTIVE ECONOMIC RESOURCES (ASSETS, CREDIT, INCOME OR EMPLOYMENT) Graph 12. Pie and bar charts representing targets versus performance indicator 2.3- Percentage of female participants in USG- assisted programs designed to increase access to productive economic resources (assets, credit, income or employment).

Graph 12 shows the performance of the indicator 2.3 concerning the target set. Pie chart 2.3.A reflects the performance accrued to Y2, in medium blue (44%), compared to the target set at the end of Y2 in light blue (25%). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y2. It should be noted that the performance of the indicator 2.3, at the end of Y2 exceeded the target by 19%. Pie chart 2.3.B represents the performance of indicator 2.3 in Y3 in medium blue (46%), compared to the target set in light blue (30%). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by 16%. The pie chart 1.1.C shows the current performance Y3 in medium blue (46%), compared to the LOP target (35%). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 2.3, at the end of Y3 exceeded the target by 11%. The 2.3.D bar chart compares the targets versus the performance of indicator 2.3 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

Graph 12 highlights the focus of the activity aimed at generating more access to productive economic resources to achieve gender equality and the empowerment of women. The significant effort of this approach has an ascending behavior, achieving and surpassing the target since the first fiscal year. For the indicator 2.3, the MEL Plan set the following targets (percentage of female) by fiscal year: Y1: 20, Y2: 25, Y3: 30, Y4: 35 with a LOP target of 35. Since the value reported inY3 was 46 %, the Y3 target achieved.

INDICATOR 2.4 NUMBER OF HOUSEHOLDS WITH NEW INCOME FROM NON- TRADITIONAL, NON-AGRICULTURAL OR NICHE LIVELIHOODS Graph 13. Pie and bar charts representing targets versus performance indicator 2.4- Number of households with new income from non-traditional, non-agricultural or niche livelihoods.

Graph 13 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 2.4.A reflects the performance accrued to Y2, in medium blue (782 households), compared to the target set at the end of Y2 in light blue (1,600 households). The percentage in the central circle (49%) reflects the relationship between performance versus target in Y2. Pie chart 2.4.B represents the performance of indicator 2.4 in Y3 in medium blue (1,295 households), compared to the target set for that year in light blue (1,500 households). The percentage in the central circle (86%) reflects the relationship between performance versus target in Y3. The pie chart 2.4.C shows the performance accrued to Y3 in medium blue (2,077 households), compared to the life-of- project (LOP) target (3,850 households). The percentage in the central circle (54%) reflects the relationship between performance versus LOP target. The 2.4.D bar chart summarizes and compares the targets versus the performance of indicator 2.4 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

As illustrated in the Graph 13, the behavior of the performance of this indicator is slow and needs a broader implementation base, in time to measure the increase in household income. For the indicator 2.4, the MEL Plan set the following targets (households) by fiscal year: Y1: 600, Y2: 1,000, Y3: 1,500, Y4: 750 with a LOP target of 3,850. The value reported accrued to Y3 was 2,077 households (1,295 in Y3), this result represents a progress of 86% to reach the target in Y3.

INDICATOR 2.5 NUMBER OF PEOPLE WITH IMPROVED ECONOMIC BENEFITS DERIVED FROM SUSTAINABLE NATURAL RESOURCE MANAGEMENT AND/OR BIODIVERSITY CONSERVATION AS A RESULT OF USG ASSISTANCE Graph 14. Pie and bar charts representing targets versus performance indicator 2.5- Number of people with improved economic benefits derived from sustainable natural resource management and/or biodiversity conservation because of USG assistance.

Graph 14 shows the performance of the indicator 2.5 concerning the target set. Pie chart 2.5.A reflects the performance accrued to Y2, in medium blue (65,825 beneficiaries), compared to the target set at the end of Y2 in light blue (55,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y2. It should be noted that the performance of the indicator 2.5, at the end of Y2 exceeded the target by a value of 10,825 beneficiaries equivalent to 20% beyond the target. Pie chart 2.5.B represents the performance of indicator 2.5 in Y3 in medium blue (69,358 beneficiaries), compared to the target set for that year in light blue (40,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 29,358 beneficiaries, equivalent to 73% beyond the target. The pie chart 2.5.C shows the performance accrued to Y3 in medium blue (135,183 beneficiaries), compared to the life- of-project (LOP) target (120,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 2.5, at the end of Y3 exceeded the target by a value of 15,183 beneficiaries, equivalent to 13% beyond the target. The 1.1.D bar chart compares the targets versus the performance of indicator 2.5 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

The Graph 14 displays that targets are in line with the performance of the indicator. It implies that setting performance targets were realistically, according with the situation of the western context of Honduras and was according to the challenge of this indicator. Targets achieved in the first second and third years. The cumulative value of the LOP target was reached in the third year. For the indicator 2.5, the MEL Plan set the following targets (beneficiaries) by fiscal year: Y1: 20,000, Y2: 35,000, Y3: 40,000, Y4: 25,000 with a LOP target of 120,000. Since the value reported accrued to Y3 was 146,617 beneficiaries, the Y3, Y4 and LOP targets achieved.

INDICATOR 2.1.1 NUMBER OF PUBLIC-PRIVATE PARTNERSHIPS FORMED AS A RESULT OF USG ASSISTANCE Graph 15. Pie and bar charts representing targets versus performance indicator 2.1.1- Number of public-private partnerships (PPP) formed as a result of USG assistance.

Graph 15 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 2.1.1.A reflects the performance accrued to Y2, in medium blue (44 PPP), compared to the target set at the end of Y2 in light blue (15 PPP). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y2. It should be noted that the performance of the indicator 2.1.1, at the end of Y2 exceeded the target by a value of 29 PPP, equivalent to 193% beyond the target. Pie chart 2.1.1.B represents the performance of indicator 2.1.1 in Y3 in medium blue (51 PPP), compared to the target set for that year in light blue (10 PPP). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 41 PPP, equivalent to 410% beyond the target. The pie chart 2.1.1.C shows the performance accrued to Y3 in medium blue (95 PPP), compared to the life-of-project (LOP) target (35 PPP). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 2.1.1, at the end of Y3 exceeded the target by a value of 60 PPP, equivalent to 171% beyond the target. The 1.1.D bar chart compares the targets versus the performance of indicator 2.1.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

As illustrated in the Graph 15, the Activity sought to collaborate with the private sector to jointly design, fund and implement alliances aimed at achieving the expected results. Performance indicator exceeded widely the target set from the first year of implementation and almost tripled the LOP target value. For the indicator 2.1.1, the MEL Plan set the following targets (PPP) by fiscal year: Y1: 5, Y2: 10, Y3: 10, Y4: 10 with a LOP target of 35. Since the value reported accrued to Y3 was 95 beneficiaries, the Y3, Y4 and LOP targets achieved.

INDICATOR 2.1.2 VALUE PRIVATE SECTOR INVESTMENT LEVERAGED FOR CONSERVATION Graph 16. Pie and bar charts representing targets versus performance indicator 2.1.2- Value private sector investment leveraged for conservation.

Graph 16 shows the performance of the indicator 2.1.2 concerning the target set. Pie chart 2.1.2.A reflects the performance accrued to Y2, in medium blue ( ), compared to the target set at the end of Y2 in light blue ( ). The percentage in the central circle (67%) reflects the relationship between performance versus target in Y2. Pie chart 2.1.2.B represents the performance of indicator 2.1.2 in Y3 in medium blue ( ), compared to the target set for that year in light blue ( ). The percentage in the central circle (62%) reflects the relationship between performance versus target in Y3. The pie chart 2.1.2.C shows the performance accrued to Y3 in medium blue ( ), compared to the life-of-project (LOP) target ( ). The percentage in the central circle (48%) reflects the relationship between performance versus LOP target. The 2.1.2.D bar chart compares the targets versus the performance of indicator 2.1.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

Important advances displayed; however, progress is gradual based on the Activity's dynamics. As can be seen, the progress of the indicator increases as time progresses. The number in parentheses represents in percentage the relation of the status indicator and the target.

INDICATOR 3.1 NUMBER OF COMMUNITIES WITH ADEQUATE DISASTER CAPACITY Graph 17. Pie and bar charts representing targets versus performance indicator 3.1.- Number of communities with adequate disaster capacity.

Graph 17 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 3.1.A reflects the performance accrued to Y2, in medium blue (25 communities), compared to the target set at the end of Y2 in light blue (25 communities). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y2. Pie chart 1.1.B represents the performance of indicator 3.1 in Y3 in medium blue (7 communities), compared to the target set for that year in light blue (50 communities). The percentage in the central circle (14%) reflects the relationship between performance versus target in Y3. The pie chart 3.1.C shows the performance accrued to Y3 in medium blue (32 communities), compared to the life-of-project (LOP) target (150 communities). The percentage in the central circle (21%) reflects the relationship between performance versus LOP target. The 3.1.D bar chart compares the targets versus the performance of indicator 3.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

This indicator reflects that the first year dedicated to planning, organization and local coordination with base local organizations, that is not plausible because of this indicator. The second year shows the scope of target in the performance of the indicator. As shown in the Graph 17, in order to achieve the targets expected after the third year, there was not enough time to intensify the strengthening and achieve the capacity development of the rest of the communities of the target population.

INDICATOR 3.2 NUMBER OF PEOPLE SUPPORTED BY THE USG TO ADAPT TO THE EFFECTS OF CLIMATE CHANGE Graph 18. Pie and bar charts representing targets versus performance indicator 3.2.- Number of people supported by the USG to adapt to the effects of climate change.

Graph 18 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 3.2.A reflects the performance accrued to Y2, in medium blue (15,389 beneficiaries), compared to the target set at the end of Y2 in light blue (6,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y2. It should be noted that the performance of the indicator 3.2, at the end of Y2 exceeded the target by a value of 9,389 beneficiaries, equivalent to 156% beyond the target. Pie chart 3.2.B represents the performance of indicator 3.2 in Y3 in medium blue (30,441 beneficiaries), compared to the target set for that year in light blue (4,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 26,441 beneficiaries, equivalent to 661% beyond the target. The pie chart 3.2.C shows the performance accrued to Y3 in medium blue (45,830 beneficiaries), compared to the life-of- project (LOP) target (15,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 3.2, at the end of Y3 exceeded the target by a value of 30,830 beneficiaries, equivalent to 205% beyond the target. The 3.2.D bar chart compares the targets versus the performance of indicator 3.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

In line with the targets set, the performance of this indicator broadly shows the focus of the Activity to mitigate the effects of Climate Change in all programmed activities. The number in parentheses represents in percentage the relation of the status indicator and the target. For the indicator 3.2, the MEL Plan set the following targets (beneficiaries) by fiscal year: Y1: 3,000, Y2: 3,000, Y3: 4,000, Y4: 5,000 with a LOP target of 15,000. Since the value reported accrued to Y3 was 45,830 beneficiaries, the Y3, Y4, and LOP targets achieved.

INDICATOR 3.1.1 NUMBER OF PEOPLE USING CLIMATE INFORMATION OR IMPLEMENTING RISK-REDUCING ACTIONS TO IMPROVE RESILIENCE TO CLIMATE CHANGE AS SUPPORTED BY USG ASSISTANCE Graph 19. Pie and bar charts representing targets versus performance indicator 3.1.1- Number of people using climate information or implementing risk-reducing actions to improve resilience to climate change as supported by USG assistance.

Graph 19 shows the performance of the indicator 3.1.1 concerning the target set. Pie chart 3.1.1.A reflects that performance accrued to Y2 not reported. Pie chart 3.1.1.B represents the performance of indicator 3.1.1 in Y3 in medium blue (3,178 beneficiaries), compared to the target set for that year in light blue (15,000 beneficiaries). The percentage in the central circle (21%) shows the relationship between performance versus target in Y3. The pie chart 3.1.1.C represents the performance accrued to Y3 in medium blue (3,178 beneficiaries), compared to the life-of-project (LOP) target (25,000 beneficiaries). The percentage in the central circle (13%) reflects the relationship between performance versus LOP target. The 3.1.1.D bar chart compares the targets versus the performance of indicator 3.1.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

In partnership with the National Autonomous University of Honduras, the CICOH platform is now available, which was completed in Q13, so that users of the target population have climate information and implement mitigation and resilience actions to climate change.

INDICATOR 3.1.2 NUMBER OF PEOPLE TRAINED IN CLIMATE CHANGE ADAPTATION SUPPORTED BY USG ASSISTANCE Graph 20. Pie and bar charts representing targets versus performance indicator 3.1.2- Number of people trained in climate change adaptation supported by USG assistance.

Graph 20 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart 3.1.2.A reflects the performance accrued to Y2, in medium blue (1,885 beneficiaries), compared to the target set at the end of Y2 in light blue (2,250 beneficiaries). The percentage in the central circle (84%) reflects the relationship between performance versus target in Y2. Pie chart 3.1.2.B represents the performance of indicator 3.1.2 in Y3 in medium blue (3,240 beneficiaries), compared to the target set for that year in light blue (1,500 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y3. It should be noted that the performance of the indicator, at the end of Y3 exceeded the target by a value of 1,740 beneficiaries, equivalent to 116% beyond the target. The pie chart 3.1.2.C shows the performance accrued to Y3 in medium blue (5,125 beneficiaries), compared to the life-of-project (LOP) target (5,000 beneficiaries). The percentage in the central circle (100%) reflects the relationship between performance versus LOP target. It should be noted that the performance of indicator 3.1.2, at the end of Y3 exceeded the target by a value of 125 beneficiaries, equivalent to 2.5% beyond the target. The 3.1.2.D bar chart compares the targets versus the performance of indicator 3.1.2 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

The Graph 20 shows the upward behavior of the indicator performance, in line with the LOP target set, which was achieved in the third year.

INDICATOR C.C.1 NUMBER OF PERSONS TRAINED WITH USG ASSISTANCE TO ADVANCE OUTCOMES CONSISTENT WITH GENDER EQUALITY OR FEMALE EMPOWERMENT THROUGH THEIR ROLES IN PUBLIC OR PRIVATE SECTOR Graph 21. Pie and bar charts representing targets versus performance indicator C.C.1- Number of persons trained with USG assistance to advance outcomes consistent with gender equality or female empowerment through their roles in public or private sector

Graph 21 shows the performance of the indicator 1.1.1 concerning the target set. Pie chart C.C.1.A reflects the performance accrued to Y2, in medium blue (3,263 persons), compared to the target set at the end of Y2 in light blue (2,250 persons). The percentage in the central circle (100%) reflects the relationship between performance versus target in Y2. It should be noted that the performance of the indicator C.C.1, at the end of Y2 exceeded the target by a value of 1,013 persons, equivalent to 45% beyond the target. Pie chart C.C.1.B represents the performance of indicator C.C.1 in Y3 in medium blue (905 persons), compared to the target set for that year in light blue (1,500 persons). The percentage in the central circle (60%) reflects the relationship between performance versus target in Y3. The pie chart C.C.1.C shows the performance accrued to Y3 in medium blue (4,168 persons), compared to the life-of-project (LOP) target (5,000 persons). The percentage in the central circle (83%) reflects the relationship between performance versus LOP target. The C.C.1.D bar chart compares the targets versus the performance of indicator C.C.1 in three stages: • Accrued to Y2 • Performance in Y3 • Accrued to Y3

Graph 21 highlights the focus of the activity aimed to achieve gender equality and the empowerment of women. The significant effort of this approach had a rebound in the second year.

Table 1. Performance indicator summary

PERFORMANCE INDICATOR SUMMARY

Y4 LOP ACCRUED ACCRUED ACCRUED UNITS COMMENTS N° INDICATOR (Y1+Y2) Y3 TO Y3 Q14 TO DATE

Result 1 – Reduced Threats in Areas of Biological Significance and/or Natural Resources to Conserve Biodiversity and Protect Water Delivery

Number of hectares of Target 50,000 100,000 100,000 150,000 150,000 biological significance Frequency and timing of data areas showing Progress 53,264 160,940 160,940 160,940 acquisition is annually, at end of each 1.1 Number of has improved biophysical FY. conditions because of % Achieved 100% 100% 100% 100% The LOP target (150,000) achieved. USG assistance. Number of hectares of Target 100,000 100,000 200,000 40,000 240,000 biologically significant Frequency and timing of data areas under improved Progress 112,182 240,341 352,523 352,523 acquisition is annually, at end of each 1.2 Number of has natural resource FY. management because % Achieved 100% 100% 100% 100% The LOP target (240,000) achieved. of USG assistance. Sub Result 1.1 – Strengthened Local Institutions to Manage Natural Resources Number of people Target 3,750 3,250 7,000 1,000 8,000 trained in sustainable natural resources Progress 2,375 16,867 19,242 19,242 Q11 was a key period to implement management and/or trainings and technical assistance in 1.1.1 Number of people biodiversity GEMA’s 41 grants. conservation as a % Achieved 63% 100% 100% 100% The LOP target (8,000) achieved. result of USG assistance Number of institutions Target 325 250 575 125 700 with improved capacity to assess or Progress 313 748 1,061 1,061 Number of The Y3, Y4 and LOP targets 1.1.2 address climate change institutions achieved. risks supported by % Achieved 96% 100% 100% 100% USG assistance

Sub Result 1.2 – Ecosystem Services Compensation Mechanism Implemented Target 25 50 75 25 100 Number of micro- Number of Micro 1.2.1 watersheds in process Progress 22 36 58 58 Watersheds of declaration. % Achieved 88% 72% 77% 58% Number of ecosystem Target 250 150 400 50 450 Number of 1.2.2 services compensation The target for Y3 (311) achieved. mechanisms Progress 102 311 413 413 Agreements

PERFORMANCE INDICATOR SUMMARY

Y4 LOP ACCRUED ACCRUED ACCRUED UNITS COMMENTS N° INDICATOR (Y1+Y2) Y3 TO Y3 Q14 TO DATE operational because of % Achieved 41% 100% 100% 92% USG assistance. Sub Result 1.3 – Renewable and Clean Energy adopted Number of households Target 3,000 2,000 5,000 1,000 6,000 with improved access Number of 1.3.1 to renewable or clean Progress 1,931 4,100 6,031 6,031 The LOP target (6,000) achieved. Households energy due to USG assistance % Achieved 64% 100% 100% 100% Number of Target 500 300 800 200 1,000 conservation enterprises adopting Progress 333 417 750 750 1.3.2 Number of CE The target for Y3 (300) achieved. clean/renewable energy technologies % Achieved 67% 100% 94% 75% and/or best practices Result 2 – Increased Conservation-Related Income-Generating Activities

New net sales of Target 3,000,000 3,000,000 6,000,000 4,000,000 10,000,000 participating The cumulative results for both 2.1 conservation Progress 850,465 850,465 850,465 $ MM indicators updated through Q10 enterprises because of (850,465 and 1,352 respectively). USG assistance. % Achieved 28% 14% 9% No information reported in Q11 and in Q12 as these indicators have New employment Target 1,250 1,250 2,500 500 3,000 created in participating an annual measurement base. The rural conservation Progress 1,352 1,352 1,352 measurement data correspond to 2.2 enterprises (Full time FTEs Y2. Y3 not measured, because the scheduled date did not reach the equivalents - FTEs) as a result of USG % Achieved 100% 54% 45% closing period of the Activity. assistance Percentage of female The percentage for Q11 represents participants in USG- Target 25 30 30 35 35 the percentage of women assisted programs participating in relation to the total designed to increase 2.3 Progress 44 46 46 46 % of Women number of participants in activities access to productive designed to increase access to economic resources productive economic resources. (assets, credit, income % Achieved 100% 100% 100% 100% The LOP target (35) was achieved. or employment) Number of households Target 1,600 1,500 3,100 750 3,850 with new income from Number 2.4 non-traditional, non- Progress 782 1,295 2,077 2,077 Households agricultural or niche livelihoods % Achieved 49% 86% 67% 54%

PERFORMANCE INDICATOR SUMMARY

Y4 LOP ACCRUED ACCRUED ACCRUED UNITS COMMENTS N° INDICATOR (Y1+Y2) Y3 TO Y3 Q14 TO DATE In previous quarters of Y1 and Y2, Number of people GEMA multiplied the number of with improved households reported by five to economic benefits Target 55,000 40,000 95,000 25,000 120,000 obtain the number of people. derived from However, since GEMA has detailed sustainable natural data for each person with improved 2.5 Number of people resource management economic benefits, the team will no and/or biodiversity Progress 65,825 69,358 135,183 135,183 longer use this methodology. The conservation as a cumulative results reported through result of USG Y3 (134,882) has been updated in assistance % Achieved 100% 100% 100% 100% this report. The LOP target (120,000) achieved. Sub Result 2.1 - Business Alliances and Partnerships Created /PPPs

Number of public- Target 15 10 25 10 35 private partnerships 2.1.1 Progress 44 51 95 95 Number of PPPs The LOP target (35) achieved. formed as a result of USG assistance % Achieved 100% 100% 100% 100%

Target As part of the verification and 1,250,000 1,000,000 2,250,000 750,000 3,000,000 review process described above, the Value private sector cumulative results reported through 2.1.2 investment leveraged Progress 833,600 615,014 1,448,614 1,448,614 $MM Y3 (1,448,640) for this indicator for conservation have been updated. The data % Achieved 67% 62% 64% 48% reported includes private sector investments only. Result 3 – Increased Vulnerable Population's Capacity to Adapt to Climate Variability and Change

Number of Target 25 50 75 75 150 communities with Number of 3.1 Progress 25 7 32 32 adequate disaster Communities capacity. % Achieved 100% 14% 43% 21%

Number of people Target 6,000 4,000 10,000 5,000 15,000 supported by the USG Number of 3.2 Progress 15,389 30,441 45,830 45,830 The LOP target (15,000) achieved. to adapt to the effects Beneficiaries of climate change % Achieved 100% 761% 100% 100% Sub Result 3.1- Climate Information System for Western Honduras Established Number of people Target 6,000 15,000 15,000 25,000 25,000 Number of 3.1.1 using climate Beneficiaries information or Progress 3,178 3,178 3,178

PERFORMANCE INDICATOR SUMMARY

Y4 LOP ACCRUED ACCRUED ACCRUED UNITS COMMENTS N° INDICATOR (Y1+Y2) Y3 TO Y3 Q14 TO DATE implementing risk- reducing actions to improve resilience to % Achieved 21% 21% 13% climate change as supported by USG assistance Number of people Target 2,250 1,500 3,750 1,250 5,000 trained in climate 3.1.2 change adaptation Progress 1,885 3,240 5,125 5,125 Number of people The LOP target (5,000) achieved. supported by USG assistance % Achieved 84% 100% 100% 100% Cross-cutting Indicators Number of persons trained with USG Target 2,250 1,500 3,750 1,250 5,000 assistance to advance outcomes consistent with gender equality Progress 3,263 905 4,168 4,168 CC1 or female Number of people empowerment through their roles in public or private % Achieved 100% 60% 100% 83% sector institutions or organizations Percentage of interventions implemented in The PIRS of this indicator submitted CC2 TBD % of Interventions coordination with to USAID for approval. other USAID- Honduras activities

III. TECHNICAL IMPLEMENTATION

RESULT I: REDUCE THREATS IN AREAS OF BIOLOGICAL SIGNIFICANCE AND/OR NATURAL RESOURCES TO CONSERVE BIODIVERSITY AND PROTECT WATER QUALITY

Main Results Obtained During LOP

Resilient Ecosystems

• Area Conservation Plans (PCA): Finished PCAs for 11 areas of influence. • Ecological Integrity Index (IIE): Finished the IIE for 11 areas of influence. • Training: Trained local leaders in areas of influence on best practices for natural resource management. • Improvement of Capacities: Improved natural resource management capacities of 403 local organizations and institutions.

Water Governance • Terra-i Honduras Platform: Financed grant with CIAT for the development of the virtual platform (http://www.terra-i.org/es/terra-i/data/data-terra-i_honduras.html) in coordination with ICF, CIAT and GEMA. Terra-i Honduras institutionalized on ICF as part of the national forest monitoring system, managed by them. The platform has been integrated to their institutional platform, SIGMOF.

Infograph 2. Terra-i Honduras work structure

• Technical and Financial Assistance: Signed 14 grants, focused on local water governance in GEMA areas of influence, with the following counterparts: o Lenca Eramaní Municipal Association (Anillo Verde) o Proyecto Aldea Global (Varsovia micro watershed) o Montaña de Vida (Río Blanco and area of influence) o Centro Cultural Hibueras (Cerro Guatemalilla) o Municipal Association of South Santa Bárbara (Aguaga micro watershed) o COCEPRADII (Opalaca – Mixcure) o Güisayote Municipal Association (Güisayote) o Güisayote Municipal Association (Erapuca) o Higuito Intermunicipal Council (Cerro Cocoyagua) o ADELSAR (La Hondura micro watershed- Santa Rosa de Copán) o MAPANCE (InKind in Celaque) o Puca Foundation (InKind in Montaña de Puca) o JAA Montaña La Virgen (Celaque) o ASOMAINCUPACO (El Jilguero) Most of these institutions have advanced in the execution of grants signed with GEMA. It is noticeable that most of the financial contribution given by GEMA to grantees during the validity of the agreements, has worked as leverage capital to focus on water governance in their territories, generating complementary alliances with other technical and financial cooperation agencies in western Honduras.

Figure 3. Location of water governance grants

• Methodology for Water Governance Measurement: Water Governance constitutes "the range of political, institutional and administrative rules, practices and processes (formal and informal), through which decisions are made and implemented, actors can articulate their interests and their concerns are taken into consideration, and decision makers are accountable for their water management "(OECD, 2015). The Wheel of Water Governance shows the 12 components, adapted according to the experience developed in the field by GEMA. The components provide the framework to evaluate if the water governance system is functioning optimally and take the necessary corrective measures.

Infograph 3. Water Governance Wheel

These studies are very useful to inform local key actors about their own performance based on their roles, responsibilities, and influence, among other aspects, in relation to water governance in their territory. In addition, the studies provide elements to guide and improve their participation in individual governance and in general governance of the territory.

Figure 4. Cover page of the Water Governance Measurement Instrument (IMGH) in Excel (original)

Figure 5. Cover page of the Water Governance Measurement Instrument (IMGH) in Excel (translation)

The screenshot of the IMGH cover page shows all the steps of the evaluation. Part 1 is for information of the area of the study. Part 2 includes evaluation sheets by key actor and provides the assessment of water governance of each actor, as well as its performance in each of the components. Part 3 is were all the values of the evaluation of all actors are consolidated to provide the state of water governance of the area.

Figure 6. Example of Results Output Table and Graph by Actor provided by the Water Governance Measurement Instrument

IMGH Results Output Table and Graph by actor: Figure 6 shows the level of governance of each stakeholder evaluated with the IMGH, using a numerical scale and colors (traffic light type). The percentage values of the Water Governance (GH) by Actor column presented in the web-like graph to facilitate the comparison of the state of water governance among the actors evaluated in the micro watershed. The contribution of each Actor to the water governance of the micro watershed is the result of the application of criteria such as the type, function and influence of each actor in the water governance scheme in the micro watershed. The benefit of the Contribution of the Actor to the GH of the territory column (56.10%) represents the regular level of water governance in the study area.

Figure 7. Example of Results Output Table and Graph by Component provided by the Water Governance Measurement Instrument

IMGH Results Output Table and Graph by component: Figure 7 shows the level of governance achieved in each water governance component according to the evaluation made to the key actors with the IMGH, using the numerical and color scale shown above. The percentage values of the Contribution by Component to the GH of the Territory column used in the web-like graph to facilitate the comparison of the state of water governance among the 12 components evaluated. Since the IMGH values the components with the same weight, the average value (56.10%) represents the status of water governance in the micro watershed. • Water Quality and Quantity Monitoring: Created the Water Quality Analysis Strategy by monitoring the quality and quantity of water in micro watersheds prioritized with Zamorano. The guidelines of this strategy define a water quality-monitoring program through training processes and field recognition of different water outlets, consultations with local actors and with JAAs, Health Offices, UMAs, local NGOs, ICF, among other entities, of a certain number of communities. The execution of this pilot project focused on areas of the Anillo Verde micro watersheds (in La Esperanza and Intibucá). Allthough its application was also validated in the El Jilguero and Montecillos work areas (in Chinacla, San José, Santa María and Puringla), Puca and Celaque, where progress made in field activities related to the measurement of water quality and gauging in the water systems of the beneficiary communities (161 water quality analyzes). • Strengthening of the Network of Local Actors regarding water quality: Facilitated coordination meetings, spaces for exchange of information, training and advice on field methods with the purpose of generating coordinating and follow-up capacities on the topic to support JAAs and involve key actors in water monitoring, so that with the generated information they can make decisions towards water governance.

Table 2. Network of local actors identified regarding water quality by work area

Objective: Achieve the sustainability and implementation of the Water Quality and Quantity Strategy in coordination with key actors throughout participative spaces for decision making and field activities coordination, to improve water quality in communities and conserve water producing micro watersheds.

Santiago de Puringla Marcala, Chinacla, Jesús de Otoro Anillo Verde San José • MAMCEPAZ • MAMUNI Health Office (Jesús • UMA • Coffee Producers • Marcala Regional Health Office de Otoro) • COMIPRONIL • UMA • UMA • ADEC • Regional Health Office • • Nueva Vida Health Office • UMA JAPOE • AJAAM • ADEC • ASOMAINCUPACO • TRC • Aguas de La Esperanza • • ADEC • ASOMAINCUPACO ICF Regional Office • Lenca Eramaní

• JAA (Urungo) • ICF Local Office • ICF Regional Office • ICF Local Office

With Zamorano’s Support, GEMA provided several local institutions equipment for water quality analysis. Due to their role and willingness to support the communities, these institutions will continue with the work of water sample collection for the analysis of quality and results of the data in the water quality laboratory. These institutions participated in the integrated environmental management course held at Zamorano, in which they trained in the use of the equipment. Below a table of the equipment given to institutions that comprise the Network of Local Actors in the EL Jilguero, Montecillos and Anillo Verde work areas.

Table 3. Distribution of water quality monitoring equipment to local actors in El Jilguero, Montecillos and Anillo Verde. Equipment and Measurement Unit Price Total Price Organization / Institution Quantity materials description Unit US$ US$ Community Water and Development Turbidimeter Each 1 969.00 969.00 Non-Governmental Association Multiparameter Each 1 219.70 219.70 (ADEC) Spectrophotometer Each 1 4,242.60 4,242.60

Equipment and Measurement Unit Price Total Price Organization / Institution Quantity materials description Unit US$ US$ Health Office of the Municipal HACH Chlorine Analyzer Each 3 88.00 264.00 Association of Northern Intibuca (MAMUNI) Intibucá Municipality Oakton Multiparameter Each 1 219.70 219.70 Turbidimeter Each 1 403.44 403.44 HACH Chlorine Analyzer Each 1 88.00 88.00 Marcala, La Paz Regional Health Office Incubator Each 1 439.17 439.17 Oakton Multiparameter Each 2 219.70 439.40 Turbidimeter Each 1 403.44 403.44 Comparador de Cloro Each 5 88.00 440.00 HACH San José Regional Health Office Incubator Each 1 439.17 439.17 Oakton Multiparameter Each 1 219.70 219.70 Nueva Vida - Santiago Puringla Health Incubator Each 1 439.17 439.17 Office Oakton Multiparameter Each 3 219.70 659.10 Turbidimeter Each 1 969.00 969.00 HACH Chlorine Analyzer Each 3 88.00 264.00 TOTAL 11,118.59

Figure 8. Water quality sample points

Another important task was the measurement of gauging in tanks of community water distribution systems, so that JAAs could carry out their surveys to know the availability of water from micro watersheds to supply the community. Practical methods used with JAAs and technical methods with local institutions, completing 163 surveys in different areas of influence. In order to continue with the monitoring of important water sources in GEMA’s areas of influence, gauging equipment such as digital current metres provided to several institutions, to facilitate stablishment a continuous flow database in large and small flows. Table 4. Description of gauging equipment provided to partner institutions Beneficiary Description Quantity Current meter (Bar): Aldea Global Project 1 Bar, Rotor and Monitor Association of Municipalities for the Current meter (Bar): 1 Protection of Lago de Yojoa Bar, Rotor and Monitor (AMUPROLAGO) Global Water Digital Current meter 1 Community Water and Development Current meter (Bar): Non-Governmental Association 1 Bar, Rotor and Monitor (ADEC) Association for the Integral Management of Watersheds in La Paz Global Water Digital Current meter 1 and Comayagua (ASOMAINCUPACO) Municipal Association for Parque Current meter (Bar): Nacional Montaña de Celaque 1 Bar, Rotor and Monitor Municipalities (MAPANCE) Current meter (Bar): Higuito Intermunicipal Council 1 Bar, Rotor and Monitor Current meter (Bar): Güisayote Municipal Association 1 Bar, Rotor and Monitor PUCA Global Water Digital Current meter 1 TOTAL 9

Figure 9. Water quality sample points and gauging points for stream flow measurements up to Q12

• Water analysis in coffee crops areas in coordination with Result 2 Non-Ag component and CO.HONDUCAFE. 18 water quality analyzes done in Quebrada de Balas micro watershed (Lago de Yojoa area), Cepodora and Aruco micro watershed (Celaque) for decision regarding location of micro-centers to capture organic matter in farms demostrating the positive impacts of the technology implemented and improve water quality and coffee processing. As a result, identified the implementation of such technic was not necsary in this area; coffee producers do not generate pollution to water sources in these micro watersheds. The producers turn their coffe to a beneficiary center, and on the other hand, the other producers are distant from the water sources. • Inventory of water demand in priority micro watersheds: Performed gauging in different priority water sources, with the purpose of developing the water supply inventory in the selected micro watersheds. Co-managing institutions such as ASOMAINCUPACO, MAPANCE, Puca Foundation, Higuito Intermunicipal Council and their communities supported this activity under the "learning by doing" system. In addition, technical and logistical support was provided to AMUPROLAGO to collect the flow measurement from sources that supply water to Lago de Yojoa, carrying out the first day of flow measurement in 5 rivers: Yure, Varsovia, Quebrada de Balas, Río Cianuro, and Río Helado. Colorado State University (CSU), Zamorano and GEMA, support this action that generates data to follow-up on monitoring and research.

Figure 10. Gauging points

• Resolution of conflicts related to water in Protected Areas: Developed the protocol for resolution of conflicts in protected areas. GEMA, MOCAPH, MAPANCE, Puca Foundation and ASOMAINCUPACO, worked together to develop meetings and workshops, led by specialists in the topic hired by MOCAPH to facilitate the process. This allowed the involved technical personnel working with co-managers to be trained in the topic of conflict

management and its application in the field. The Protocol for the Management and Soluction of Conflicts in Protected Areas in Western Honduras was applied in the following 3 micro watersheds in different protected areas through the documentation of “Case Studies”: El Caral micro watershed (Montaña de Puca); Río Arcagual micro watershed (Montaña de Celaque); and, El Manzanal micro watershed (El Jilguero). • Certification of RNPs: Identified 42 sites with potential to be certified as RNPs, and submitted 15 of them to ICF for processing. A legal and technical revision process has followed. 6 of them have been categorized as ejido RNPs and only 3 RNP certificates have been obtained. • Regulatory review of RNP certification: Formulated a proposal of regulations for the simplification of the RNP certification process before ICF. After following up on certification processes in the field, identifying “bottlenecks”, discussing proposals and developing technical meetings with ICF, an improved proposal was developed and submitted, with the objective of guiding and facilitating private certification processes. In addition, at least 60 owners were educated on the RNPs certification process, which involves protection, incentives, and business opportunities for private conservation. As a result, REHNAP got involved continuously and the technical assistance and advice have allowed it to develop management skills in the search for technical and financial support to enhance conservation in the Anillo Verde areas in La Esperanza and Intibucá. The following table shows the progress made in RNP certification processes.

Table 5. Progress in RNP certification processes

Status Description 1 Approach to Private Owner 2 Site recognition 3 Fact sheet elaboration 4 Legal documentation review 5 Georeferenciation 6 File confirmation 7 File submitted to ICF 8 Certified RNP Regional Q12 No. RNP Area (ha) Municipality Department Office Status

1 Rancho San Isidro 100 Santa Rosa de Copán Copán 2 2 Sitio Cacao 80 La Unión Copán 2 3 Los Castaños 80 Santa Rosa de Copán Copán 1 4 Hacienda Montecristo 540 Veracruz Copán 7 5 Aqua Park y Club Campestre El Yate 50 San Juan Opoa Copán 4 6 Finca Los Naranjos 150 Santa Rosa de Copán Copán 2 7 Juan Ángel Guerra 120 Santa Rosa de Copán Copán 2 8 Finca Integral Camapara (Valentín López) 30 San Marcos de Caiquín Lempira 2 9 Cerro Quesuca Ejidal Site 200 San Manuel Colohete Lempira 2 10 El Jícaro 92.04 Gracias Lempira 8 11 El Censo 92.1 Gracias Lempira 8 La Calera 100 Talgua Lempira 2 Santa Rosa de Copán de Rosa Santa 12

Planes de Matarral and Llanos de TBD La Iguala Lempira 7 Chanchusquin Ejidal Site 13 14 El Picacho Ejidal Site 39.54 La Iguala Lempira 7 15 El Astillero Ejidal Site 49.35 La Iguala Lempira 7 16 La Guilisca Ejidal Site 105.62 La Iguala Lempira 7 17 Nueve Pozas 63.27 San Marcos Ocotepeque Ocotepeque 7

Regional Q12 No. RNP Area (ha) Municipality Department Office Status

18 Sitio Cueva del Coyote (Ejidal Site) 134 San Francisco del Valle Ocotepeque 7 Presidente Roberto Gonzáles TBD Belén Lempira 3 Community Area 19 20 Rancho Vaquero 445.93 Las Vegas Santa Bárbara 7 21 San Fernando 21.3 Intibucá Intibucá 7 22 Renan Marquez 28 Jesús de Otoro Intibucá 3 23 El Consejero 49.34 La Esperanza Intibucá 8 24 10 chorritos 5.6 La Esperanza Intibucá 4 25 Osmín del Cid 42 La Esperanza Intibucá 3 26 José Ernesto Mejía 50 Intibucá Intibucá 3 27 Liquidambar 14 Santa Ana La Paz 7 28 Evangelina Matute 9 Santa María La Paz 4

29 Colectivo José del Cid 25.2 San José La Paz 3

30 Los Catadores 15 San José La Paz 7 31 Lidia Ramos/Saturnino del Cid 8 Santa Cruz de Yojoa Cortés 3 32 Alexis Lobo 7 Santa Cruz de Yojoa Cortés 3

La Esperanza La 33 Cecilia Rodríguez 10 Santa Cruz de Yojoa Cortés 3 34 Carlos Alberto Ulloa 35 Santa Cruz de Yojoa Cortés 3 35 David Fernandez Murillo 3.77 Santa Cruz de Yojoa Cortés 3 Ramona Suyapa Cruz/Manuel de Jesús 10 Santa Cruz de Yojoa Cortés 3 Mejía 36 37 Leonel Alfonso Hernández 16.8 Santa Cruz de Yojoa Cortés 3 38 EcoFinca Luna del Puente 41.34 Santa Cruz de Yojoa Cortés 7 39 Sociedad Buena Vista Agroindustrial 435.1 Santa Cruz de Yojoa Cortés 3

Private Natural Reserve-Thermal Water Reserve Ejidal zone Rio Jaitique, San José 9.95 San José de Comayagua Comayagua 7 de Comayagua 40 41 Casa del Águila Refuge 4.3 San Isidro Intibucá 6 42 El Tejar 94.34 El Tejar, Opatoro La Paz 3

• Guide for RNP Management Plans elaboration: Proposed a guide for RNP’s management plans elaboration to ICF, in coordination with MOCAPH. ICF is responsible for approving internal regulations, manuals and instructions to carry out the management and conservation of natural conservation spaces such as RNPs, according to article 18 of the Forestry, Protected Areas and Wildlife Law.

Figure 11. Private Natural Reserves

• Training on management of natural resources and/or biodiversity conservation: Developed workshops on the topic as a part of the strengthening of local organizations for the sustainable management of natural resources and/or the conservation of biodiversity.

Topics taught during the workshop: o Basic MCSE Concepts: The importance of establishing a mechanism for protection and conservation of water producing micro watersheds and the role of each community member to ensure its functionality. o Legal and Institutional Framework to JAA: Introduction to legal and institutional framework in which their actions must take place. Their importance, benefits and responsibilities once obtaining legal personality and to preserve it. o Accounting Records and Reports: Support JAA’s directors on organizing their accounting récords using simple formats customized for easy comprehension and application. Elaboration of financial reports and annual activities plan required by ERSAPS. o Quality and Quantity of Water: Encourage community leaders to stablish an ongoing monitoring water quality and quantity in the Community and taught housewives on safe use of water for human consumption. o Micro Watershed Declaration Process: Shared information with a significant number of communities members where micro watershed declarations were undertaken. Advantages of obtaining the certification.

Consequently, with the execution of these actions, the strengthening of the organizations achieved, among which there are co-managers of protected areas, JAAs, groups of irrigators, and AJAAMs. As a result, they obtained their legal personalities, training, office equipment, technical assessment for the elaboration and execution of their work plans and accountability processes to maintain their legal status. • Identification and request for micro watershed declaration processes: Identified micro watersheds for declaration processes, which provide water for communities supported by GEMA.

Figure 12. Micro watersheds in process of declaration

• Micro watersheds in process of declaration: Prepared a proposal of regulations for a simplified micro watershed declaration process. GEMA and MOCAPH analyzed bottlenecks in the micro watershed declaration process in terms of time, procedure and requested documentation, in order to generate a simplified proposal that will optimize the process. NGOs, co-managers of protected areas, local office representatives, UMAs and several USAID activities related to the micro watershed declaration process, participated in this initiative.

Infograph 4. Flowchart of the phases and steps of the simplified proposal for the micro watershed declaration process.

• Ecosystem Services Compensation Mechanism (MCSE): 337 MCSEs are operational in the areas of influence involved in the process of implementation of MCSEs. All MCSEs follow the requirements established by the PIR for indicator 1.2.2, which states that an MCSE must comply with the following: o The JAA assembly must approve the statute in which the concept of the MCSE has been incorporated, as well as the protection of the micro watershed that supplies water to the Community. o The local organization (JAA) keeps its legal statys by reporting back to comptrollers; this includes the financial report, statement of results and balance sheet signed by the accountant, as well as the descriptive report of activities, which includes Annex I of ERSAPS and a complementary narrative report with an approach on MCSE for the conservation of the micro watershed. o Annual Work Plans of JAAs elaborated and in progress of execution, incorporating activities to protect the micro watershed.

Figure 13. Status of MCSEs in GEMA areas of influence up to Q12.

• Office equipment for JAAs: Provided equipment (4 accounting and administrative record books, 1 small file cabinet and office supplies) to beneficiary JAAs, along with MAPANCE, Puca Foundation and ASOMAINCUPACO. • Level two MCSE: GEMA initiated the technical and financial assistance for the legalization processes of the associations or committees of actor related to the management and protection of water and forests in their zones. The mechanisms that have been identified and are in progress are generally being applied in intermediate cities in different areas of influence, as indicated in the table below:

Table 6. Level 2 MCSEs No. MCSE Location Progress Description 1 MCSE – Ciudad de Gracias – Lempira, GEMA has worked with MAPANCE to obtain approval from the municipality of Gracias, Lempira for the green fund. The creation of the AJAA for Arcagual watershed is in Rio Arcagual micro watershed. progress.

2 MCSE – 4 municipalities Signed agreement between municipalities that benefit from La Mirona and El Suptal (Cucuyagua and San Pedro de Copán in Copán, and Las Flores and Talgua in Lempira), La Mirona y El Suptal region. supporting the elaboration of an intermunicipal policy in coordination with GLH. The AJAA in the area in process to legalized. 3 MCSE – Santa Rosa de Copan Carried out actions that contribute to the MCSE in Santa Rosa de Copán for the protection of the micro watershed. The process for Environmental Fund regulations Rio La Hondura micro watershed. with key actors like the Municipality, Aguas de Santa Rosa and some NGOs is in its initial stage. 4 Intermunicipal MCSE (municipios Established agreements with JAA to hold conservation activities in the water producing Veracruz, San José, Trinidad, Dolores and zone. GEMA has held meetings with municipalities to manage the approval of Dulce Nombre) conservation related funds. The creation of the Protection Committee of Cerro Cerro Cocoyagua region. Cocoyagua is being documented. 5 MCSE in Chinacla. Reached agreement between Chinacla JAAs to increase the fee related to sustainability and implementation of the Environmental Fund. AJAAMCHI is in the process of being legalizaed, community assemblies are being held by the 22 communities that will comprise it. 6 MCSE Anillo Verde Casco Urbano region, Lenca Eramani Municipal Association is promoting the design and implementation of the Intibucá – La Esperanza. MCSE. Also, 12 JAAs that will comprise the JAA Association in this area are in the process of being legalized. 7 Intermunicipal MCSE (Arada, San Nicolas and As a follow-up to the Environmental Fund, MUNASBAR opened a bank account where San Vicente Centenario) the funds that municipalities contribute will be deposited. Arada and San Nicolas Microcuenca El Volcán. deposited L 62,000 each; San Vicente Centenario munipalities are still pending.

8 MCSE of Guerguerence micro watershed, The legalization of the management committee for Guerguerence micro watershed is Las Flores – Intibucá. being documented. MCSE proposal is being designed.

Renewable Energy • Training: o 117 women trained in SFV and EM installations. o 4 technical Institutions trained and equipped as CLERs. o 1 technical Institution trained and equipped as CLER by ProParque strengthen with firewood saving commercial cooking systems. o 154 people trained in SFV and / or EM installations by the CLERs. • Income: L1,452,718.00 income increase for 41 women, and 10 men. • RE systems: o 6,031 systems installed 461 SFV and 5,570 EM. • Commercial cooking systems: 5 firewood saving commercial cooking systems designed and validated at three CLERs (Instituto Técnico Dr. Ramón Rosa at Gracias, Instituto Polivalente 21 de Octubre at Marcala, and Instituto Polivalente Rafael Pineda Ponce at San Nicolás). Commercial cooking systems designed were: o A commercial fryer, “Estufa Escolar ECO’PAN – Mejorada”, that resulted in average in 72% less firewood and 4 times more capacity than the traditional model. o A bread oven, “Barril Alargado – Fijo”, for cookie and pizza production; and the “Eco Horno – Mediano”, for bread production; that resulted in average in 72% / 52% less firewood and 5 and 3.2 times more capacity than the respective traditional models. o A pottery oven, “Sistema Tradicional de Ojojona Mejorado”, that resulted in average in 57% less firewood, 60% more capacity than the traditional model and 12% less cooking time. o A brick and tile oven, “Sistema Tradicional Mejorado”, that resulted in average in 30% less firewood, 25% more capacity than the traditional model and 35% less cooking time.

• Best practices: o One (1) commercial cooking system for tortillas and pupusas designed, validated and installed Instituto Técnico Dr. Ramón Rosa at Gracias in an educational enterprise o Nineteen (19) traditional commercial cooking systems changed to a firewood saving commercial cooking system in educational enterprises at Instituto Técnico Dr. Ramón Rosa at Gracias, Instituto Polivalente 21 de Octubre at Marcala, and Instituto Polivalente Rafael Pineda Ponce at San Nicolás. o Fifteen (15) conservations non – agricultural enterprises changed a traditional commercial cooking system to a firewood saving commercial cooking systems o Two (2) biodigesting systems for effluents treatment installed, one at Miko’s Hill as a pilot for a decentralized system and one at Instituto Polivalente Marcos Efraín Aguirre Lara in an educational enterprise. o One hundred fifty (150) conservations non – agricultural enterprises with a socialized cleaner production environmental plan o One hundred five (105) conservations non – agricultural enterprises implementing at least 1 cleaner production / best practice o Six hundred eight (608) conservations agricultural enterprises implementing at least 1 cleaner production / best practice such as: adequate discard of chemical containers, phytosanitary management, soil and water management, and organic production (490 coffee producers, 90 cacao producers and 28 avocado producers). • Educational tools: o The script for a video on renewable energies basic concepts was completed. o A simplified version of the script produced and delivered to GLH and the teachers of the CLERs.

Main Inconclusive Activities

Resilient Ecosystems • Consolidate agreements to implement water funds in the following areas: o Cocoyagua o La Mirona El Suptal o Santa Rosa de Copán • Complete the regulations of the environmental fund for Aguas de Siguatepeque for the protection of micro watersheds in the Montecillos area of influence. • Continue the biological monitoring of: o Felines and their prey in the Montaña Verde area. o Birds as indicators of the health status of ecosystems in 4 areas of influence o Conservation objects nested in the Güisayote- Pital, Biosfera Cacique Lempira Señor de Las Montañas, Lago de Yojoa and El Jilguero areas of influence. • Determine the health index of Las Balas and Rio Blanco micro watersheds in Lago de Yojoa. • Implement a fire prevention plan in the Santa Rosa de Copan area of influence. • Share Area Conservation Plans (PCA) in Mixcure, Anillo Verde, Güisayote- Pital, Opalaca and promote agreements with key stakeholders to reduce the main threats to conservation objects and ecosystems to protect water supply. • Based on PCA and IIE, promote agreements with key stakeholders to reduce the main threats to conservation objects and ecosystms to protect water supply in the Cocoyagua, Santa Rosa de Copan, Cacique Lempira Señor de Las Montañas (La Mirona El Suptal zone) areas of influence.

Water Governance • Dissemination of the Terra-I Honduras platform among local actors in western Honduras. • Training in the use of Terra-I Honduras for technicians from local organizations to support communities in their efforts to protect and monitor their water producing zones, especially in GEMA areas of influence. • Implementation of 14 grants and 4 subcontracts (Purchase Orders with MAPANCE, Puca Foundation, ASOMAINCUPACO and MOCAPH). Several organizations have adopted the technical proposal of the grant to continue working independently, with aid from other institutions, on some of the activities and include them in their plans or link them to new initiatives in the work areas. Some of the most notable unfinished activities are:

o Consolidation of accountability processes in work areas o Consolidation of MCSEs in intermediate cities. o Consolidation of grassroots organizations and second-level organizations (Watershed Councils, JAA Associations and Micro Watershed Protection Committees). o Development of protection actions in micro watersheds (fence, direct seeding, reforestation, etc.). o Integration of irrigation groups to MCSE. o Consolidation of the water quality and quantity monitoring process in Santiago Puringla and the El Jilguero zone. o Consolidation of the conflict management process. • Execution of environmental awareness activities (related to compensation) in Basic Education Centers (CEB) and JAAs to protect critical ecological and water producing zones. These actions have been limited to the efforts of the institutions. • Training of co-managers to strengthen the application of the IMGH through the local technicians assigned to grants in their areas of influence. • Gauging of tanks of all water systems in Marcala and Chinacla that have been working wih GEMA to complete the inventory of water demand and supply. • Strengthening of the network of actors in different work zones by supporting actors that have been given equipment to monitor water quality and share them in thematic roundtables. • Support health office technicians who monitor the Santiago de Puringla work area, and provide technical assistance during the first meetings held to share results. • Follow-up on work plans of stakeholders that participated in workshops so they carry out the activities proposed for the work zone. • Continue monitoring rivers to complete a series that used to study the behavior of rivers that empty into Lago de Yojoa. • Train key actors on the use and application of the protocol for conflict resolution in different micro watersheds in GEMA’s work areas. • Prepare and follow up on an interinstitutional work proposal (ICF, MOCAPH, RENAPH, GEMA), to promote incentives for private conservation, hence, integrating proprietors into the RNP certification process. • Coordinate actions so REHNAP and ICF can generate shared work agendas with private proprietors who are interested in RNP certification processes, to induce available incentives for private conservation through them. • Promote, validate and formalize the Regulation for Certification and Registration of Natural Reserves with ICF. • Only three out of fifteen RNPs submitted to ICF certified. Twelve are left pending. • Some information gathered to create a Guide for the Elaboration of and RNP Management Plan for La Esperanza region. Only one drill was completed in RNP San Fernando (Anillo Verde) and 3 technical visits were made to three other RNPs, two (2) in El Jilguero and one (1) in Mixcure. Hence, completing the drills for these three RNPs is pending, as well as gathering all the information to create the Management Plan for the ejidal RNP San José de Comayagua (Lago de Yojoa). • Train JAAs that started benefitting from MCSE by the end of GEMA’s year 3, in several areas of influence. • Follow up on at least 18 requests for declaration of micro watersheds started by GEMA, which have incomplete files and cannot be submitted to ICF. • Follow up on the formalization of the proposal to simplify the micro watershed declaration process, its guide and repective regulation, to begin their implementation, in order to improve and expedite the declaration process so that it is accessible to civil society and particularly to communities and actors that will lead the conservation and protection micro watersheds. • Train ICF’s technical staff involved in the approval of micro watershed declarations so they can understand the difference between the process of approval of forestry use plans and protection plans for water producing micro watersheds. • Follow up o seven training workshops on water governance and MCSE, with JAA directors and agricultural producers from Celaque, Güisayote and El Pital. Links for the development of MCSE defined for JAAs from Rio Marchala, Pomola, Quebrada Honda and El Jutal micro watersheds. Meetings held with 25 JAAs to start MCSE and legalization processes in 2019, as well as several forms of strengthening support. • Execute actions in some micro watersheds in Montaña de Puca, where an adaptation made for the management plan of Wildlife Refuge Montaña de Puca.

• Establish an MCSE with regulatory instruments in La Mirona El Suptal, where there is already a plan to improve water governance, applying GEMA’s methodology. One very important step would be to conclude the legalization process for AJAAM Talgua. GEMA helped this AJAAM to complete the documentation they needed to request their legal personality as a second-level entity. The file includes documents of constitution, statutes, municipal certifications, adhesion certificates, and designation of delegates and registers of legal personalities in the property institute. • Continue the legalization process of the Güergüerence micro watershed (Montaña de Puca) JAA, as a second- level organization. Actions require to be continued for the investment to have an impact, formalizing the establishment of a strong MCSE and consolidating water governance. • Evaluate the AOP of JAAs for 2019 and prepare the AOP for 2020. • Train directors of JAAs constituted in late 2018 and 2019 on accountability matters, and reinforce new directors of JAAs constituted in previous dates. • Systematize accountability processes, changes in JAA directives and operational plans so that these first and second grade organizations have a methodological guide to keep operating in compliance with the regulations of the country's water sector. • Complete the legalization process of 30 JAAs that are still pending to obtain their legal personality in several areas of influence. • Consolidate MCSE in Anillo Verde and El Jilguero-Montecillos, where grantees and purchase order beneficiaries have expressed their interest in prioritizing actions and generating/strengthening the capacities they started working on with GEMA. • Strengthen accountability processes at both a technical and administrative level. • Strenghen relations with Local Supervision and Control Units (USCL) in municipalities that have them, so they can support JAAs in accountability processes, water quality and quantity monitoring, etc.

Renewable Energy • Implementation of Cleaner Production Environmental Plans wasn’t completed, particularly in Santa Bárbara, since these were the last Plans to be finished and socialized, and the enterprises needed more time and follow-up to comply. The enterprises declared their will to implement the measures on their own, but since the Cleaner Production Program was just being initiated in this group it is not likely they will be able to continue by themselves. Enterprises that could have implemented the Plans with more time were 44. • Several Program Descriptions for implementing best practices and renewable energy technologies were produced, applications were presented and approved or were in the process of being approved, none of these could be executed. It is estimated that a total of 790 enterprises couldn’t be benefit, desegregated as follows: o SFV for the Artesanal Market in La Esperanza to benefit 200 enterprises, that were to be benefit through an in-kind grant to Lenca Eramani Municipal Association. o Solar dryers for 80 coffee producers in Ocotepeque and nearby areas, that were to be benefit through an in-kind grant to Cooperativa Cafetalera La Labor (COCAFELOL). o Solar dryers for 240 native seeds’ producers in the Lago de yojoa area, that were to be benefit through an in-kind grant to Programa de Reconstrucción Rural (PRR). o Upgrading the water treatment plant receiving waste waters of 55 restaurants in Lago de Yojoa, through an in-kind grant to the Asociación de Venta de Pescado Lago de Yojoa. o A composting system to reduce synthetic fertilizers in vegetable plantations of 146 producers in Tepezcuintle micro watershed, through an in-kind grant with Cooperativa Regional Agroforestal “Agricultores Unidos” Limitada (COPRAUL). o 69 conservations non – agricultural enterprises were to be benefitted with firewood saving commercial cooking systems, through Local Development Centers (CDEs) and Asociación de Proyectos e Iniciativas Locales para el Autodesarrollo Regional de Honduras (Asociación PILARH). On this technology, several other enterprises were to be benefitted with Productivity and Opportunities for Development through Renewable Energy (PODER) funds, and this could not be done either. • The script for a video on renewable energies basic concepts was completed, but the video could not be produced. The Communications Unit developed a simpler version of it, and it given to GLH and the teachers of the CLERs. The video was just presented and discussed via phone, a workshop with these and more educational centers, couldn’t be executed as planned. Follow up on the presentation of the video to the students, could not be done either.

RESULT 2: INCREASE CONSERVATION-RELATED AND INCOME-GENERATING ACTIVITIES

Main Results Obtained During LOP

Agroforestry Livelihoods • Agroforestry projects: Implemented 14 agroforestry projects in 12 sub watersheds and micro watersheds prioritized for their biological importance in western Honduras. The main objective of these projects was to contribute to the conservation of biodiversity and the management and conservation of natural resources, balancing economic growth of conservational MSMEs by identifying main threats. • Technical assistance: Offered technical assistance to 3,471 conservational MSMEs in five value chains: coffee, cocoa, livestock, sugar cane and avocado. • Strategic alliances: Established 13 PPPs as a strategy for sustanibility and to obtain funds from the private sector (5), municipal associations (2) and grassroots organizations (2), to manage and conserve natural resources, and to support the economic growth of communities. • Water governance: Improved water governance in communities within prioritized micro watersheds in western Honduras, through the creation of a water governance measurement tool, which seeks to increase the participation of producers in different value chains in the management and use of water in the area. • Adaptation to climate change: Improved the level of adaptation to climate change of producers, especially coffee producers, through the application of climate-smart agricultural practices like BPA and BPM, and through the validation of the manual and vulnerability map of coffee farms as a tool to identify adaptation measures.

Non-traditional, Non-Agricultural or Niche-livelihoods Business Development Program executed by CDE: GEMA contributed to reduce poverty in western Honduras through its business advisory program for rural micro enterprises located in micro watersheds of interest and intermediate cities in western Honduras The Business Development Program was executed through three grants with three Business Development Centers: CDE-Western Region, CDE-Lempa Region and CDE-Santa Bárbara Region. It had a duration of 24 months and obtained results in two levels. First, it strengthened the three CDE and second, it had an impact in micro enterprises. Regarding institutional strengthening, the three grants contributed to the improvement of the technical and administrative capacities of the CDE in the execution of projects, harmonization of their internal monitoring and follow-up systems, and the incorporation of gender and environmental practices to their business formation programs; hey also developed greater skills in the management and accountability of projects. 60% of the enterprises advised by the CDE process food and needed to improve their transformation processes. GEMA grants allowed CDE to hire food processing experts to support enterprises, and make this position permanent within the institution. With GEMA’s technical support, CDE Western Region prepared its 2019-2023 strategic plan, began its implementation and created mechanisms for its Board of Directos to participate in deepening the CDE’s relations with other organizations and effectively satisfy the needs of partner organizations. As to relations with local actors, CDE Western Region signed 4 municipal agreements for the integration of formation and support actions for micro enterprises in municipalities of the Colosuca región and Las Flores in Lempira. Municipal technicians from Local Economic Development Units and/or Wome Offices trained on matters like marketing and sales, legislation, accounting and administration. CDE Lempa Region also made alliances with local actors during the grant; some of these new relations involved the municipalities of Marcala, Intibucá, La Esperanza and Yamaranguila. The main objective was to support enterprises and young entrepreneurs by legalizing their businesses and executing affirmative gender actions to support women’s enterprises. MAMCEPAZ and MAMLESIP (both are municipal associations in La Paz) trained their personnel on the Framework Law for Enterprises of the Commercial Sector, the Framework Law for Enterprises in the Social Sector of the Economy, ARSA procedures, SAR (Income Administration Service of Honduras), Property Institute, and Law

64 for the Promotion of MSMEs. The trained personnel will share this knowledge with other officials directly involved with microenterprises CDE Santa Barbara Region connected with UNITEC, especially in the Fashion Design program. Through the Fashion Tend Analysis class, designs were made for new junco, tule and palma (natural fiber) crafts like purses, hats, earrings, caps, etc. Professor José Vargas supported the CDE by taking photos of the fiber crafts to promote them in their website and wrote an article about natural fibers to advertise them in his blog - José Vargas Studio (available in http://www.jose-vargas.com/blog/2019/5/12/el-valor-de-las-fibras-naturales). The following paragraphs summarize some of the results of the business advice given to 176 micro enterprises through CDE. CDE applied a methodology to evaluate changes in the internal organization of enterprises. This methodology allows the scaling of enterprises from one level to another. This escalation occurs when the enterprises adopt more business and management practices in their internal processes. For example, the following table shows how CDE Western Region started with 49 enterprises. According to the initial diagnosis, 20 micro enterprises were on level D and none in level A. In the final measurement, there are 0 enterprises in level D, 7 are in level A and the rest are in intermediate levela, showing that they all scaled up.

Table 7. Scalability of MSMEs Level Initial Final Enterprise D 20 0 Enterpise C 12 15 Enterprise B 17 29 Enterprise A 0 8

Total 49 52

Chart 22. Scalability of MSMEs

Scalability of micro enterprises in Santa Bárbara is slower than in Copán and Lempira. According to the baseline, 55 enterprises started at level D. During the development of the grant, only 14 climbed to another level; 9 from level D to C and 5 from level D to B, highlighting that no enterprise escalated to level A. This difference was due, in part, to greater technical weakness, less continuity of the advice from CDE Santa Bárbara and, the local more depressed economy.

Table 8. Scalability of MSMEs in Santa Barbara Level Initial Final Enterprise D 55 41 Enterpise C 0 9 Enterprise B 0 5 Enterprise A 0 0

Total 55 55

In Intibucá and La Paz, served by CDE Lempa Region, the classification of 54 enterprises changed as follows:

• 14 enterprises climbed categories by ONE LEVEL • 4 enterprises climbed categories by TWO LEVELS • 36 enterprises remained in their base line categories. However, it is important to mention tan 24 of these enterprises show a significant increase in the percentage results of the diagnosis, but it was not enough to climb a level. Factors that influenced the level of escalation of micro enterprises: • The clear majority of selected micro enterprises were located in micro watersheds distant from intermediate cities, they were classified as subsistence enterprises, and had little economic availability to invest in their businesses. • The economy of the country is in crisis, the purchasing power of customers is decreasing, influencing the decrease in sales in businesses. • Most companies are not fully legalized, which prevents them from expanding to new markets.

176 micro enterprises were supported by CDE. In these enterprises, 374 households with non-argicultural activities were registered.

The commercial activities of the micro enterprises were: food processing (105, 60%), followed by pottery (24, 14%) and tourism (16, 9%). Only 24 enterprises are engaged in other activities. Most of the food processing micro enterprises (58, 55%) dedicated to baking, followed by plaintain chips (20, 19%).

Table 9. Commercial activities of enterprises supported by CDEs No. of micro- No. of micro- Commercial Activity Description enterprises enterprises Food processing 105 Wheat bread, corn and corn tortillas 58 Plantain chips 20 Cereal, pine trees, pork rind, chocolate bar, pickle, bagged 10 beans, dehydrated fruit, hot sauce. Honey 8 Dairy 9 Pottery 24 Pottery 4 Jewellery 2 Natural and fiber crafts 18 Tourism 16 Hotel 1 Restaurant 1 Tourist guides 13 Family recreation 1

No. of micro- No. of micro- Commercial Activity Description enterprises enterprises Purified water 6 Natural soap 3 Tile and brick 12 Natural medicine 7 Event planning and beauty and 2 care services Organic fertilizer 1 TOTAL 176

Gross sales of the 176 micro enterprises were . Net sales were per year. The analysis of net profit by industry indicates that the most profitable enterprises are the 16 tourism businesses with net sales of in 1 year, meaning an average of per enterprise. This is followed by purified water with per enterprise, natural medicine with per enterprise, and food processing with net sales per year of ; meaning an average of per enterprise. In general, these are all family subsistence businesses that earn income by labor.

Table 10. Average annual net profit by enterprise and jobs created by non-traditional, non-agricultural and niche livelihoods Average profit per Area Annual net sales FTE jobs per area enterprise Tourism Purified water Natural medicine Food processing Other areas

In the base line, the 176 enterprises employed 453 people. Additional full time jobs created were 204, equivalent to an average of 1.15 new jobs per micro enterprise.

The classification of micro enterprises according to their proprietor or director’s gender was: 89% female (157) and 11% male (19).

A total of 522 peple were trained, with the following demographic profile. Their educational level was elementary for 376 people, high school for 95, undergraduate for 51. The ages of people trained were: 16-29 (31%, 160), 30-59 (61%, 320), 60+ (8%, 42). Trainees were 77% female (403) and 23% male. (119)

Table 11. People traned by non-traditional, non-agricultural, and niche livelihoods Training topics No. of people that received training Pottery products design 57 Hive plagues and diseases 22 Painting over clay 1 Bakery 89 Snacks 17 Differentiated food 3 Food safety 7 Business model 90 Good financial practices 57 Accounting and administration 32 Associativity 7 Marketing and sales 1 Collective marks 27 Job organization 9 Business legalization 30 Tax obligations 40 Customer support 45

In addition to the training, the microenterprises received personalized attention in business advice.

Cleaner production and Environmental Plans for Micro Enterprises GEMA’s goal was to convert micro enterprises in conservation enterprises. An environmental plan was developed for each enterprise, containing the implementation of 3 new practices that strengthen their production processes with emphasis on environmental awareness and reduction of costs, and one practice to compensate for ecosystem services, which generally involves the protection of the micro watershed that supplies water for the business. This done with the support of two cleaner production specialists assigned by GEMA and technicians from CDE. All the environmental plans shared with the enterprises, they all signed letters of commitment to apply the measures established in their plans.

As a result, two CDE (Western and Lempa región) now have technical staff no trained and strengthened to work and implement technical assistance on cleaner production for new MSMEs in their work zones.

150 non-agricultural conservation micro enterprises have an environmental plan and a cleaner production diagnosis. 105 of these micro enterprises are already implementing their environmental plan, and 45 will start implementing it.

Some of the new environmental practices implemented are:

• Changing energy saving light bulbs to LED bulbs • Reducing waste in stamps • Reducing waste in labels • Using personal safety equipment • Pest control • Installing traps for rodents • Garbage cans • Fire extinguishers to control fires • Signaling and signage in processing plants • Weighing inputs • Reducing the use of plastic bags • Reducing firewood consumption • Wood saving ovens • Fertilzer pens • Direct participation in activities with water administration boards in their communities, such as reforestation of prioritized zones, micro watershed cleaning rounds, conservation of water sources.

43 enterprises participated in reforestation activities in 9 municipalities in La Paz and La Esperanza with the support of CDE Lempa Region and GEMA’s technical teams. The enterprises participated in 11 reforestation rounds, during which 4,420 trees (cedars, mahoganies and pines) planted.

Systematization of Experiences and Documented Success Stories CDE Western Region completed the document for the systematization of the business development program for 50 MSMEs in Western Honduras. This document contains images, testimonies and interviews of beneficiaries and technicians of CDE Western Region, as they are the direct executors of the program. CDE Lempa Region is working on the “Inspirate” magazine. 6 success stories of granted enterprises were identified for the magazine, which will be financed with USAID funds through GEMA, and UN Women funds. Success stories of both programs will be shared in the magazine. These are some of the success stories documented for “Inspirate” magazine:

Table 12. Success story 1 in Inspirate Magazine Enterprise name and Multiple Services Enterprise La Amistad, located in Las Mesas community, 2km away from the urban center of location Yamaranguila Municipality in Intibucá Department. Industry The micro-enterprise produces traditional bakery, such as: rice semitas, wheat semitas, cilcayote pie, cheese pie, pudding and bread cake) Short history and current It began operations on January 30th, 2015 with two partners situation raw material acquired via credit in the community corner shop (pulpería). Cooking process made in a very traditional oven that only had capacity for 4 “cazulejas” (molds). In 2016 four more partners summed up, same number for 2017, adding to a total of 10: 8 women and 2 men. They built a bigger ground oven with a 15 pounds flour capacity; they also built a small woodshed to cover the oven from rain and to store the few utensils that they had. Nowadays, this is an enterprise that processes every week, with a work schedule that involves each partner, they have their own production equipment, administrative processes up to date, production costs awareness, marketing abilities, customer support and team work. The secret formula for the enterprise to work within successful timelines is its partner’s organization, passion and dedication in their work, time availability and security in decision-making, responsibility in learning processes and making the multiplying effect inside the enterprise.

Faced challenges and Raw material purchase in small proportions. Nowadays is in bulk and in much bigger quantities to save during the overcome situations year and to minimize plastic waste. A consolidated organization was kept, this allowed to work in a close way and achieve proposed goals. They are now an enterprise with a legal status. Cost analysis for each product allowed to make changes in sales prices. Production processes standardization.

Current challenges and One of the main challenges is to increase production and commercialization for products entering new markets how they are expected to with new clients with a fair price. be overcome Improve micro-enterprise locale to avoid plagues and rodents damage Identify their products with labels to differentiate themselves from other enterprises in the market. Better promotion of their products throughout the different written, tv and radio media.

Table 13. Success story 2 in Inspirate Magazine Entrepreneur name Rosalba Castellanos Enterprise name and location Chocolate San Carlo, Barrio Concepción, Marcala

Industry Craft chocolate bars and other craft chocolate related products elaboration. Short history and current Chocolate San Carlo begins its business idea in October 2016 as an alternative of income generation for her situation family and as a mean to serve a social cause (a sales percentage is destined to Fundación Hondureña para el Niño con Cáncer). The entrepreneur started a training process to get to know the origins, the properties and the added value of cocoa throughout primary and secondary information sources, and in most cases through YouTube in which she learned the basic skills for cocoa handcrafting process. She acquired the necessary equipment and that’s how she got her first chocolate bar samples (her first product) making small samplings for family and friends. Once identified an imminent market opportunity with chocolate bars, the entrepreneur is attended by CDE Región Lempa where she made improvements in her production systems, marketing plans, commercial ties, legalization processes, access to seed capital, technical training, ties with the academy among other services. Nowadays Chocolate San Carlo has its own facilities, two jobs created, market expansion on a regional level (its products exhibited in most important supermarkets), diversification with two new products and a fine example of a female entrepreneur.

Faced challenges and Challenges: overcome situations Product commercialization. Selling fear. Messy and expensive legalization processes.

Overcome situations: Currently it has 20 sale points nationwide (Tegucigalpa, Comayagua, Siguatepeque, La Esperanza, Marcala, Taulabé, San Pedro Sula, among others). The chocolate elaboration process became more technical with machinery and industrial equipment acquisition.

Current challenges and how Challenges: they are expected to be Skilled labor shortage in the area. overcome Main raw material (cocoa) instability when it comes to prices. There are no incentives that contribute to the enterprise growth (payment of higher taxes, high public services bills, high percentages on interest rates for work capital or investments, among others). Introduce new products. Reach the international market.

Table 14. Success story 3 in Inspirate Magazine Entrepreneur name Carmen Elizabeth Rivera Enterprise name and location Pan y Delicias Carmencitas Industry Bread Short history and current situation Pan y Delicias Carmencitas begins in 2013 searching for income for her daughter’s education. At the beginning, she made her donuts simple, selling them after to her neighbors. Because of her limited experience she had difficulties on giving the donuts the right shape, she faced moments of weakness because she could not find the balance point between family and business; the sales weren’t good enough for her to sustain her daughter’s expenses because they grew as her daughters grew, this wasn’t generating enough profit which was reasonable because there was no major production. In 2016 she convinced her brother Héctor for him to be the more suitable complementary piece for the bakery, he had the ability to sell and he knew a lot of people, and she had the experience on bread making. Nowadays she makes stuffed donuts, rosquetes, pies and other products; throughout her brother, she learned about the services that CDE Región Lempa provided and got training, the first change was to come up with a name for the enterprise, now they are a well-known brand around Marcala. Currently they have 3 employees, they have diversified their products adding pizza and plantain chip bags, and they have two sale points, which they are intermediaries (cafeterias) around Marcala.

Received support by CDE Lempa Cost analysis assessment Region Accountability and administration Tics (label design, logo, presentation cards, social networks) Business plan

Faced challenges and overcome Challenges: situations Commercialization Machinery and work equipment acquisition

Overcome situations: She has acquired work machines for production and for product distribution.

Current challenges and how they Legalization are expected to be overcome Health license and registration New markets Billing

Wood-Saving Commercial Cooking Systems (SCCAL) Program and Enterprise Technification

Four wood-saving ovens and stoves were design to reduce the consumption of firewood and to improve the efficiency of micro enterprises dedicated to producing bricks and tiles, pottery, bakery and fried food. Technical guides were created for the 4 cooking systems: bricks and tiles, pottery, bakery and fried food. These guides will facilitate the dissemination and adoptions of the technology by micro enterprises and other cooperators.

In order to validate this technology, 31 cooking systems installed in technical schools and micro enterprises. All the systems reduce firewood consumption by an average of 75% and save cooking time. 16 systems were installed in 3 technical institutes to test their functionalty and to share knowledge to students in related programs. This done with support from AECID-COLOSUCA in the Lempira zone. The selected institutes were: • ITRR- Instituto Técnico Ramón Rosa- Gracias, Lempira. • Instituto Rafael Pineda Ponce – San Nicolás, Santa Bárbara • Instituto 21 de Octubre – Marcala, La Paz 15 systems were built in 15 municipalities in western Honduras (5 in La Paz, 5 in Lempira and 5 in Santa Barbara to continue validating the ovens and contribute to the reduction of firewood consumption in productive processes of micro enterprises that dedicate to producing baked goods, pottery, bricks and tiles and fried food. The micro entrepreurs participated actively in the validation process, and in general, there is a very high acceptance of this technology.

The following table shows the entrepreneurs that participated in the validation of SCCAL: Table 15. Enterprises that participated in the validation of SCCAL.

# Enterprise Community Municipality Department Cooking System

“Eco Horno Mediano Panadería” 1 Grupo de Mujeres Minas de Colosuca San Sebastián San Sebastián Lempira (bakery) Restaurante Los Asados, propietaria “Horno ECO'PAN – Mediano 2 Gracias Gracias Lempira Alicia Trigueros Móvil” (frying) Grupo de Mujeres, Campesinas En “Horno de Barril Alargado – 3 Catatao Gracias Lempira Acción Fijo” (bakery) Ladrillera Mateo, propietario Arturo San Manuel de Traditional improved oven (tile 4 Rancho Obispo Lempira Mateo Colohete and brick) Traditional improved oven 5 Alfarería Desideria La Campa La Campa Lempira (pottery) 6 Alfarería Lenca San José San José Guajiquiro La Paz Pottery oven 7 Delicias de Musula Musula Marcala La Paz Frying stove 8 Panadería María El Cerrón Marcala La Paz “Horno Pan Mediano” (bakery) 9 Medicina Natural Rosario El Pastal Marcala La Paz “Horno Pan Barril” (bakery) Empresa de Ladrillo y Teja “Unidos 10 Santa Rosita Marcala La Paz Brick and Tile oven para Progresar 11 Delitajadas El Zapote Santa Bárbara Santa Bárbara Frying stove “Eco Pan Barril” Bakery oven “Eco Horno 12 Panadería Doña Suyapa Mogote Zacapa Santa Bárbara Mediano” Santa Bárbara Santa Bárbara Bakery oven “Eco Horno 13 Panadería Sandra Paz Santa Bárbara Mediano” San Vicente San Vicente 14 Artesanías San Vicente Santa Bárbara Pottery oven Centenario Centenario Asociación de Ladrilleros de San 15 Santa Bárbara Santa Bárbara Santa Bárbara Improved traditional brick oven Gaspar

Experiences related to the use of SCCAL This is the testimony of the directors and members of Alfarería Lenca San José, located in San José, Guajiquiro, La Paz, after installing and testing the potery oven:

“After using the oven, we have verified that firewood consumption for the cooking process of our crafts was reduced by more than 50%. Also, the quality in the cooking of the crafts is better, for they are not smoked and they don’t break. We do not end up smoked either! We are less exposed to all that heat, because now the entire system is closed, so we do not have to be near the flames. In general, now we use less wood, and that is great because we conserve trees in our community, which help the

micro watershed produce more water, so animals can live there and we can have better climate conditions. We have developed activities to take care of our micro watershed. We have done cleaning rounds, fire prevention rounds and we have planted 3,500 trees.”

This is the testimony of a brick and tile oven user in Rancho Obispo, Lempira:

“We are very happy. Now, to produce 1,000 bricks we save wood and time. We used to burn 46 loads of wood, and now we just burn 8. It took us 23 hours to cook 23 bricks, and now it just takes 9. The product is better too,

fewer bricks are smoked.”

Centro Cultural Hibueras (CCH)

The “Resilience and innovation of the natural fiber crafts value chain in 12 municipalities of Santa Bárbara” grant approved in March 2019; and its implementation began during the second quarter of the same year. However, because of GEMA’s early closure, the grant canceled before it ended. The activities executed in this grant, described below: • Preparation of the grant’s budget for 2019 and 2020 • Work plan for 2019 • Support in technical staff selection and hiring process • Tour to prepare the work plan with Zamorano • Preparation of the sheet to collect information that will serve as the foundation for the natural fiber crop guide. With this grant, 690 direct beneficiaries were going to be supported, as follows: 240 raw material and dye producers, 30 agro-ecological facilitators, 300 natural fibers female artisans and 120 young entrepreneurs associated to the chain. The area covered 6 micro watersheds of Santa Bárbara (Río Jalapa, Rio Agalteca and Río Saldo, Río Cancique and Río Ulua, Río Jicatuyo, Río Aguagua, Río Zezecapa)

Development of Nature and Adventure Tourism Activities

Finished the program for nature and adventure tourism activities development. The achievements at the end of the process were: • 52 young locals were graduated and certified as Nature and Adventure Tourism Activities guides in different disciplines such as: mountaineering, hiking, mountain biking, kayaking, river tubing, rappel, climbing and spelunking. • 13 women were included in this process, graduating as certified guides in mountaineering and rappel, activities that have been normally developed only by men. • The closing event for this training process was between the 19th and 20th of February in Lago de Yojoa. On this day, there was also training regarding legal and tax requirements for micro-enterprises and business conferences with tour operators. • With support and technical assessment from HUPA and FEHDME the first tourist map of nature and adventure tourism activities that can be done in Joya de Los Lagos district, Lago de Yojoa and Lenca-Maya district was created. The map designed by GEMA and printed with AECID-COLOSUCA funds. 5,000 copies were published. • 30 routes were prioritized and signalized for the development of nature and adventure tourism activities with their respective data sheets that include observations and improvement suggestions. • 11 contingency plans designed for national parks and private natural reserves tourism activities providers. These documents developed in meetings with local key actors, firefighters, Red Cross, guides that were in the process of being certified, HUPA and FEHDME. • In Parque Nacional Montaña de Celaque there were 5 prioritized routes for bird observation. This activity developed with support of MAPANCE and ASHO from February 6 to February 8. In addition, La Mina trail signalized from March 22 to March 25. • March 2nd was the inauguration of the rock-climbing wall in the Visitor Center. This activity funded by our partner Colosuca municipal association, with resources from the Cooperación Española. The President of the Republic, Juan Orlando Hernández attended the event; there was also participation from guides trained by GEMA, which are the ones who manage the rock-climbing wall. • Selected equipment that will be donated to 33 certified guides of the process, in the areas of Santa Rosa de Copán, Santa Bárbara, Taulabé, Lago de Yojoa and San Juan de Opoa. • GEMA encouraged participation in national tourism fairs for Santa Rosa de Copán and San Juan de Opoa destinations with the purpose of promoting the new nature and adventure products in western Honduras. The participation in these fairs contribute directly in new sales and new job generation with the certified guides.

• Produced and promoted in YouTube two promotional videos of natural and adventure activities offered around Lago de Yojoa and Montaña de Santa Bárbara. The videos serve to promote the certified guides of the region. In the videos, the certified guides shared their experiences during their training and their plans to create business initiatives focused on the protection and conservation of the areas in which they carry out the nature and adventure activities. • The entrepreneur Olman Martínez, from Kayak Rental which is a kayaking service provider in Peña Blanca, Lago de Yojoa; gave his testimony on how his business allowed him not to illegally migrate to the United States. Kayak Rental provides enough economical resources for his family. They offer their services to tour operators, tourists and visitors focused on protecting and preserving the water resource. • Finally, a document showing all the process systematization was created, this will serve to tourism businessman and supporting organizations get to know the product and invest in the future.

Local Tour Guide Formation The Tourism Guidance program upheld by UNAH through its campus in Santa Rosa de Copán (UNAH-CUROC), ended in June. 26 young locals graduated on June 22nd, 2019. The syllabus for training tour guides developed by USAID activity ProParque and implemented by GEMA. It is the first time in Honduras that a university offers this program. An important milestone will contribute on improving the quality of education in the country. UNAH is interested in replicating this training in all its campus.

The training modules executed until June 30 are: 1) Tourism Culture. 2) Geography and History of Honduras with emphasis on Zone 2. 3) Tourism Legislation. 4) Tourism Offer. 5) Guidance Services. 6) Tourism Handling. 7) Contingency management in tourism activities and an English module (module 8).

Finished research to develop the “Interpretive Scripts for the Coffee Tourism Route”. The final document was completed and distributed among the institutions that had an interest on promoting coffee tourism. This document is a major contribution by GEMA to enhance the quality of coffee tourism and coffee.

Lenca Culture, Traditional Medicine and Biodiversity Program Concluded the grant with FUNDAUNAH, and executed by UNAH-CURC campus, with an effective execution time of 12 months (from June 2018 to May 2019). Conducted one (1) investigation and presented results about common deseases that affect people in several communities located in the municipalities of La Paz (Santa Elena, San José and Opatoro) and Intibucá (Yamarnguila, San Miguelito and La Esperanza). Data was collected for research purposes by informants located in the communities of El Tablón, Las Arenas, Nueva Unión, Yashe, Zacate Blanco, Santa Cruz del Rosario in Intibucá department, and the communities of Florida, Jardines, Valle de Ángeles in La Paz. Made taxonomic sheets for the 65 plants most commonly used by traditional healers to treat the most common deceases in the different communities from municipalities of La Paz and Intibucá. Made draft of didactic technical manual for health gardens establishment and usage, which will be utilized by community leaders to strengthen capacities of families, and by school teachers in Basic Education Centers, all this with pedagogical means. Initiated the establishment of 6 health gardens with native plants utilized in communities in the Lenca region, the gardens will be installed in Guajiquiro, Santa Ana, Yarula, Florida in Marcala, Marcala and Yamaranguila educational centers. Developed two (2) workshops about environmental education with the participation of 20 women and 15 men, one of the workshops was held in the municipality of Guajiquiro (6 women and 6 men); and the other one in the municipality of Santa Ana (9 women and 6 men), both in La Paz. In both places, the workshop participants were community leaders, local authorities, teachers, parents and students.

Finished the base line of 60 lenca women’s micro-enterprises. The data was tabulated and analyzed, this revealed that 85% of the enterprises are led by women. Among the registered enterprises there were 386 partners identified (66 men and 220 women).

Table 16. Lenca women micro enterprises

Proprietor’s Gender Enterprise by industry Total enterprises per area Women Men Traditional healers 13 0 13 Pottery 12 3 15 Textile 21 4 25 Food and beverages (Gastronomy) 5 2 7 Total 51 9 60

The University Festival of Lenca Women took place on April 5 and 6, 2019 in Comayagua. 64 MIPYMES from La Paz, Intibucá, Santa Bárbara and Comayagua participated in the event. The daily average sale per enterprise was of L. 9,000.00. The festival executed in collaboration with different local actors such as Comayagua Municipal Office, enterprises from Comayagua, among others. All of this contributed to the creation of a general fund of more than L.300,000.00 that will support fair development.

The Festival Universitario de la Mujer Lenca created with the support of teachers and students and a directory of participating enterprises in in order to keep record of MSMEs that are strongly associated to the program’s UNAH CURC activities. The objective is to do a follow up and give them punctual advice on business improvement, participation in other venues and commercial events.

Main Inconclusive Activities

Agroforestry Livelihoods • Technical Support in value chains, especially coffee, with emphasis on socio-environmental certification. The measurement of indicators for most grants could not be obtained, so no real data for New Net Sales and New Employment could be delivered. • Implementation of water governance plans with the participation of producers in value chains. • Completion of the vulnerability map of coffee farms to climate change in western Honduras. • Business development plans for producer associations. • Continuity in the establishment of business relationships with importers and exporters of products. • Establishment of meteorological stations in agroforestry farms, as well as the link from farms to the Climate Information Center of Western Honduras (CICOH). • Establishment of 150 centers to process coffee by-products for organic fertilizers (micro-centers and collective centers). • Infrastructure for dry coffee processing.

Non-traditional, Non-Agricultural or Niche-livelihoods The non-agricultural economic development subcomponent executed its actions through grants. As already explained, the early closure of GEMA forced the closure of all grants. The activities that remained unfinished are the following:

Table 17. Non-traditional, Non-Agricultural or Niche-livelihoods main inconclusive activities Activity Projected actions Lenca Culture, Traditional Medicine and Biodiversity UNAH-CURC intends to continue with the program throughout its university linkage Program actions.

Natural Fibers Value Chain in Santa Bárbara support During GEMA closure stage, two specific activities will take place. A fiber planting

Activity Projected actions program experience will begin as well as a specialized consultancy related to tools for working with fibers. 200 wood saving ovens installation 24 enterprises will be equipped by AECID funding COLOSUCA municipal association with wood saving ovens. This agreement was part of the Understanding Letter between both organizations. Equipment to 90 micro-enterprises, which received -63 enterprises will be equipped by GEMA during its closure stage. technical assistance throughout the CDE. -26 enterprises will be equipped by AECID funding COLOSUCA municipal association. This agreement was part of the Understanding Letter between both organizations. Nature and adventure tourism products offering During GEMA closure stage, certified guides will be equipped; there will also be program support for commercial relationships.

RESULT 3: INCREASE CAPACITY OF THE VULNERABLE POPULATION TO ADAPT TO CLIMATE VARIABLITY AND CHANGE

Main Results Obtained During LOP

• Training: o Trained 134 (77 men and 57 women) members of 16 CODEM of the following municipalities: Chinacla, Cucuyagua, Gracias, Intibucá, La Campa, La Esperanza, La Paz, Las Flores, Las Vegas, San Isidro, San José, San Sebastián, Santa María, Santiago Puringla, Talgua and Taulabé. o Trained 2,297 (904 women and 1,393 men) members of 174 CODEL in 63 municipalities (8 in Intibucá, 3 in Comayagua, 10 in Copán, 1 in Cortés, 10 in La Paz, 18 in Lempira, 8 in Ocotepeque and 5 in Santa Bárbara. These trainees identified and analyzed the main threats, which according to their perception, affect or could affect their communities’ natural resources and main livelihoods. o Trained 5,125 (2,793 men and 2,332 women) members of CODEL, CODEM, JAA, municipal boards and other grassroots organizations in climate variability. • Organization: o Organized 16 new CODEM in: Intibucá, La Esperanza, San Isidro (Intibucá); Marcala, Chinacla, San Jose, Santa María, Santiago Puringla, La Paz and Opatoro (La Paz); San Vicente Centenario (Santa Bárbara); San Sebastián, Belén, La Iguala and Talgua (Lempira) and Veracruz (Copán). o Organized 112 new CODEL in Intibucá (12), La Paz (33), Santa Bárbara (10), Comayagua (3), Lempira (34), Copán (14) and Ocotepeque (6). • Strengthening of capacities: 32 CODEL and CODEM were strengthened in 75% or more of their capacities through workshops, elaboration and implementation of plans, and equipment to implement disaster prevention actions and to protect natural resources in Intibucá (13 CODEL and 1 CODEM) Santa Bárbara (2 CODEM) and Lempira (15 CODEL and 1 CODEM). • CICOH: The Climate Information Center of Western Honduras (CICOH) platform is now available.

Main Inconclusive Activities • 6 CODEL did not get past module I in the creation of their AVC and preparation for response to extreme events plans (3 in Santa Bárbara and 3 in Lempira). • 94 CODEL did not complete their training (34 in Lempira, 14 in Copán, 6 in Ocotepeque, 10 in Santa Bárbara, 3 in Comayagua, 9 in Intibucá and 18 in La Paz). • 6 CODEL did not finish their planning process (3 in Lempira and 3 in Santa Bárbara). • 81 CODEL are unequipped to implement actions stated in their work plans (34 in Lempira, 14 in Copán, 6 in Ocotepeque, 10 in Santa Bárbara, 3 in Comayagua, 8 in Intibucá and 6 in La Paz). • The promotion of the functions and use of information generated by CICOH is pending with 109 CODEL (31 in Lempira, 14 in Copán, 6 in Ocotepeque, 10 in Santa Bárbara, 3 in Comayagua, 12 in Intibucá and 33 in La Paz). • Formalization of agreements for the implementation of the information exchange protocol between members of the National Hydro-Meterological Network. All the documentarion of this process given to

CENAOS/COPECO, missing only the signature of the Ministers/Directors of MiAmbiente, COPECO, AHAC, and UNAH. • Restoration of the existing meteorological station network in western Honduras administered by MiAmbiente and COPECO, which planned to be implemented through grants. • Establishment of servers (physical) in COPECO and UNAH-CUROC to host the database of the National MCH and the CICOH. This planned to be acquired through grants with both institutions. • Validation and adjustment of the CicohAlert tool to generate alerts for the coffee industry.

CROSS CUTTING ISSUES Main Results Obtained During LOP

Gender • Mainstream of a gender approach: Process developed using 3 survey tools: (i) GOAL resilience instrument, (ii) Survey of information needs for CICOH, and, (iii) Survey of business skills in CDEs. • OMM management: 1 quick survey of the management of Women Municipal Offices (OMMs) and their relation to actions executed by GEMA (21 municipalities in La Paz, Intibucá, Lempira, Copán, and Santa Bárbara). • Applied research: Partnership with Zamorano to research the role of women in conservation of biodiversity and management of water. 22 consultation meetings were held with focus groups and key actors in 22 communities: 10 in La Esperanza region and 12 in Santa Rosa de Copán region. This community consultation was done with 477 people, mainly women. • Training with the following approaches: o Gender and masculinity, for technical teams of CDE MIPYME (53 people). With CDE Western Region 15 people (8 women and 7 men) were trained in Santa Rosa de Copán. With CDE Lempa, 5 people were trained (1 woman and 4 men). 21 members of CDEs participated (9 women and 12 men), as well as 12 technicians from PILARH. o Gender tools for biodiversity and water governance technical teams. A workshop held on tools to mainstream the gender equity and equality approach in GEMA’s work on biodiversity and water governance. This done with technicians from partner organizations whose work related to conservation and water, with the participation of 29 people: 10 women and 19 men. • Gender awareness with: o CODEM and CODEL. In La Esperanza and Santa Rosa de Copán región, awareness efforts have been made with representatives of CODEM and CODEL in Gracias, San Sebastián, Las Flores, La Campa, Belén, San Manuel de Colohete, Talgua and La Iguala (Lempira); Cucuyagua, Corquín and San Pedro Copán (Copán); Azacualpa and Silimania (Intibucá); San Marcos and Santo Domingo de Jesús de Otoro, Las Vegas, Siguatepeque and Santa Bárbara. o JAA Representatives. Several awareness meetings held with male and female representatices of JAA boards of directos (presidents, secretaries, treasurers) from La Esperanza, Santa Rosa de Copan and Santa Barbara zones to discuss equal opportunities. • Business leadership and gender with non-agricultural enterprises: Taught three (3) modules on leadership strengthening for female entrepreneurs in non-agriculturl enterprises, with support from CDE Western Region in Copan, CDE Lempa in Lempira and La Paz, and CDE Santa Barbara. • Gender and masculinity training for agricultural value chains: o Coffee and cocoa (Lago de Yojoa and Santa Bárbara). 3 modules were taught. o Coffee and avocado. 3 modules were taught to coffee producers in Rio Mejocote, in coordination with CO.HONDUCAFE, and to avocado producers in Erapuca, in coordination with FUNDER. o Coffee (Aruco and Higuito). Trained coffee producers in Rio Higuito and Aruco. • Masculinity and business leadership videos and manuals: Created 4 training manuals (water, risk management, leadership and masculinity). Also produced 4 videos and distributed them to GEMA’s partners. (3 videos on masculinity and 1 video on business leadership)

Environmental Compliance • Institutional strengthening: Developed the tasks to support the achievement of the objectives of the activity, particularly institutional strengthening actions for the management and conservation of natural resources and biodiversity, as well as actions for the implementation of mechanisms for the compensation of ecosystem services. • Environmental Educational Plans: Coordinated and planned activities to prepare the Environmental Education Plan. • Municipal Environmental Units: Prepared the Training and Organizational Strengthening Plan of the Municipal Environmental Units and Municipal Associations. • Environmental variable: Reviewed RFA and RFP documents and Program Description drafts in different results to incorporate the environmental variable. • Technical support: Reviewed (54) proposals submitted by the technical team of the different results through the GEMA Grant Evaluation Committee. • USAID Regulation 216: Implemented activities to ensure compliance with USAID Regulation 216. In this regard, the following actions were carried out: o Provided training on environmental monitoring and compliance, particularly on the scope and application of USAID Regulation 216 to the technical staff, as well as to each of the implementing partners of the grants that executed. o Trainings provided as well on the scope and applicability of the PERSUAP for those projects that was pertinent. • EMMPs: Elaborated and managed the approval from USAID for the EMMP according to the demand of the Results. The following EMMP were prepared: o EMMP – 2017 -001: GEMA Mitigation and Environmental Monitoring Plan. o EMMP – 2017 -002: Sustainable Coffee Management in the Rio Gualcarque and Lago de Yojoa sub watersheds. o EMMP – 2017 - 003: Sustainable Coffee Management in the Rio Mejocote sub-watershed. o EMMP – 2017 -004: Sustainable Management of Cocoa in the Rio Gualcarque and Lago de Yojoa Sub- watersheds. o EMMP – 2017 -005: Specialized Technical Advisory Services in Business Development for Micro and Small Enterprises in Three Regions of Western Honduras. o EMMP – 2017 – 006: for the Construction of Improved Stoves. o EMMP – 2017 -007: Field schools in the production and marketing of milk and beef in the Rio Higuito and Mejocote sub-watersheds. o EMMP – 2017 -008: “Ecological production of sugarcane panela in the Rio Mejocote sub-watershed”. o EMMP – 2017 -009: “Sustainable management of avocado farms in the Rio Higuito sub-watershed” to be implemented by FUNDER. o EMMP – 2017 -010: “Sustainable management of coffee farms in the Rio Zazagua and Puringla sub- watersheds” to be implemented by MAMCEPAZ. o EMMP – 2017 -011: “Sustainable management of coffee farms in the Río Zazagua sub-watershed”. o EMMP – 2017 -012: “Sustainable management of coffee farms in the Rio Grande de Otoro sub-watershed”. o EMMP – 2017 – 013: for the Development of Photovoltaic Systems o EMMP – 2017 - 014: “Lenca Culture, Traditional Medicine and Biodiversity ", to be implemented by CURC – UNAH. o EMMP – 2017 - 015: Installation of 10 Automatic Agrometeorological stations in Western Honduras. o EMMP – 2017 -017: “Development of Nature and Adventure Tourism Products." RFP document o EMMP – 2018 – 018: “Reducing threats to biodiversity, forests and water in prioritized micro watersheds in the Celaque-Puca work area (PNMC and RV Volcan Pacayita)”. o EMMP – 2018 – 019: “Reducing threats to biodiversity, forests and water in prioritized micro watersheds in the Celaque-Puca work area (Wildlife Refuge Montaña de Puca)”. o EMMP – 2018 – 022: “Improvement of Cooking Systems of Micro Entrepreneurs in Western Honduras”. o EMMP – 2018 – 023: “Improvement of the Pilot Biodigestor in Lago de Yojoa”. o EMMP – 2018 – 024: “Sustainable Production of Coffee in Prioritized Micro Watersheds in El Güisayote Biological Reserve, in Western Honduras”. Proposal presented by Rainforest Alliance. o EMMP – 2018 – 025: “Participatory Management for the Reduction of Threats to Conservation Objects in El Jilguero and Montecillos Protected Areas”.

o EMMP – 2018 – 026: “No. RFA-0008: Projects for the Protection of Micro Watersheds and Areas of Biological Importance for the Conservation of Western Honduras”. o EMMP – 2018 – 027: “No. RFA-0009 Projects for the Protection of Micro Watersheds and Areas of Biological Importance for the Conservation of Western Honduras”. o EMMP – 2018 – 028: “Entrepreneurship Program for Natural Fiber Crafts in Santa Barbara”. o EMMP – 2019 – 029: Conservation of Biodiversity and Improvement of the Quality of Water through the Production of Organic Fertilizers from Coffee Pulp and Waste Water. o EMMP – 2019– 030: Entrepreneurship Program for Natural Fiber Crafts in Santa Barbara. o EMMP – 2019 – 031: Solar Dryers for Producers in Prioritized Micro Watersheds in Copán, Lempira, Ocotepeque, and in the Lago de Yojoa Watershed. o EMMP – 2018 – 032: Repowering of Weather Stations in Western Honduras. o EMMP – 2018 – 033: Reduction of Threats to Biodiversity, Forests and Water in Prioritized Micro Watersheds in the Mixcure and Opalaca Work Areas. o EMMP – 2019 – 034: Resilience Innovation in the Crafts Value Chain in 12 municipalities in Santa Bárbara. o EMMP – 2019 – 035: Support on the management of forest fires and implemetation of the conservation program (JPCH) in western Honduras. o EMMP – 2019 – 036: Photovoltaic System for tentants of the artisan market in Intibucá. o EMMP – 2019 – 037: Technification in micro enterprises in western Honduras. o EMMP – 2019 – 038: Treatment of gray water from restaurants near Lago de Yojoa. • USAID DO2 IPs Coordination: Coordination and collaborations with other Activities USAID DO2 IPs were carried out, particularly in the following aspects: o Developed joint activities particularly the induction and training on the scope and compliance of USAID Regulation 216. o Collaborated with other USAID activities such as the activities of SBVPA School-Based Violence Prevention activity, LGAH and United for Justice in preparing four EMMPs respectively, and providing training and collaboration on the scope and compliance of USAID Regulation 216.

Monitoring and Evaluation • Revised support documentation of results achieved, with special emphasis on baseline studies and intermediate evaluations for indicators of each Result, according to MELP requirements, including gender variables. • Implemented the M&E module and work plan to TAMIS for each year of the Activity. All screens are ready to generate information for each Result and Cross Cutting Issue. • Implemented in the field all tools to capture and analyze data, for each of the indicators of the Results, following quality criteria established in the Data Quality Assement (DQA). • Adopted USAID’s unique report platform as a tool to follow up on GEMA indicators, with their corresponding tables of updated data, availbale through the DevResults platform. • Evaluated the Monitoring, Evaluation and Learning (MEL) component at the beginning of year 3 to identify strengths and weaknesses, and recommend efficient processes to develop high quality results and data for the Activity’s final years. Using USAID’s DQA methodology, the existent data revised, as well as data collecting tools, input, storage, aggregation and analysis processes, in-field verifications made. Some aspects GEMA considers as relevant after doing all of this are: o As to its validity, the data that must be estimated by beneficiaries, such as employment, sales or in-kind contributions have the risk of being biased. However, GEMA has implemented tools, like manuals and verification lists, to help identify and correct the data that is not within the expected ranges. o As to the reliability of indicators of number of people, GEMA decided not to continue multiplying the number of homes times 5 or 3, depending on the indicator, even though it is a common and acceptable method in MEL systems. By the beginning of year 3, GEMA’s M&E unit had enough information to report the number of people and use disaggregation, so the real number of people counted for these indicators. o Most of GEMA’s indicators are result indicators. By definition, result indicators require more time and resources to produce results. The fact that many of GEMA’s indicators do not show progress until after year 2 is proof of this. Up to date, all GEMA indicators have enough information to allow its Director to make decisions. Indicators Dissagregated based on PIRs criteria allowing data analysis by location, gender, steps in a process, new or existing fata, according to the indicator. o A single Excel database is available for each indicator and each column complies with the PIRS reporting criteria, including the required disaggregations. All progress data is in each database for each indicator.

Created the dashboard for each indicator, which allows easy visualization of the achievements per quarter (the values with complete means of verification), and the values to be achieved in the case of process indicators and disaggregations. This dashboard shared with system users (link https://bit.ly/2DGvhmt) • Created online folders for training activities of each grant, with access to individual folders so they can provide input filtering necessary to maintain the integrity of the database. • Completed all the templates to collect data from grants, as well as to creat output tables for analysis. • Follow up on grant closure evaluations, regarding data collection, entry and processing, on-site Support, in all the stages of the closure process, up to the preparation of reports. • Scanned and filed all printed sheets corresponding to all stages of M&E during GEMA’s LOP. • Shares the dashboard for each indicator with technical teams of each Result, so they can understand and use them.

Communications • Branding: Created, followed and trained staff on the marking and branding plan for the Activity. • Visibility: Created and replenished stock with visibility material, including brochures, folders, promotional items, banners, business cards and staff IDs. • Communications Strategy: Provided the technical teams’ needs with the communications and outreach strategy on an on-demand basis. • Social Media: Created and managed social media (Facebook, Instagram and Twitter), communicating the Activity’s main achievements, publishing campaigns and important announcements. It is important to mention that there was no investment in these platforms: o Facebook: 1,949 likes, 2,015 followers o Instagram: 224 followers o Twitter: 120 followers • Reports: Translated and edited work plans, weekly, quarterly and annual reports for the Activity: o 4 work plans o 13 quarterly reports o 3 annual reports o 1 closure report • Periodic publications: Edited and published via email and social media success stories and biweekly updates. • Data Base: Created a database with all the photo and video material collected throughout de lifetime of the Activity. • Videos: Produced and edited videos for the Activity and its Results; coordinated the production of videos with grantees. o GEMA productions: ▪ 1 introductory “What is GEMA” video ▪ 1 water governance video ▪ 4 gender videos ▪ 3 nature and adventure videos ▪ 1 renewable energy video ▪ 1 migration success story (nature and adventure program) ▪ 1 CICOH tutorial o Productions supervised by GEMA: ▪ 5 micro entrepreneurs’ success stories ▪ 3 Terra-i Honduras videos ▪ 1 Agroforestry success story • Events: Supported the organization and creation/revision of material for several events, including: o Climate change and risk knowledge fair o Delivery of legal personalities o Terra-i Honduras launch event o Water governance forums o Expo Negocios o Lenca women festival o Nature and adventure sports fair

o Earth day celebrations o Lago Fest o Tourism Congress o Central American Encounter of Biosphere Reserves • Other educational material: o Document of Interpretative scripts of the coffee route. o Document of Program Systematization for Nature and Adventure Tourist Programs Development in Western Honduras.

Geographic information systems • Elaborated maps of the activities executed by GEMA on the Google My Maps platform, showing progress so personnel or partners can consult the maps online in almost real time. • Prepared online form on the Google platform, to facilitate requests for maps, databases and Shapefiles, and keep a record of them. • Trained 46 technicians on basic management of QGIS Software, and trained 29 technicians on intermediate management of QGIS, to strengthen capacities for the collection, monitoring and processing of geographic information. They are all members of partner institutions. • Supported the M&E team by training 35 grant technicians on the use of Global Positioning Systems (GPS) in GEMA areas of influence, to strengthen the collection of geographic data in the field. • Trained 77 key actors (UMA, co-managerss, UNACIFOR, JAA, ICF, local organizations) on “Monitoring of early alerts on coverage changes generated by the Terra-i Honduras platform” in Güisayote, Celaque-Puca and Lago de Yojoa areas of influence, so they would learn to use the information generated by the platform. • Prepared Basic Training manuals, four intermediate training modules for QGIS Software, as well as a tutorial on download processes for GPS data, to support training processes led by GEMA technicians and strategic partners. • Created an online database for Result 1 activities (water governance), to organize geographic information, verify the state of compliance of indicators and create updating inputs for the MyMaps platform. • Supported GEMA Results by reviewing databases and creating theme maps that show the progress towards indicators. • Supported the water governance team with the analysis of erosion control for water quality for human consumption using the RUSLE methodology, analysis of nutrient retention (nitrogen, phosphorus) using the INVEST module and the RIOS module to plan investments in the Lago de Yojoa area of influence. • Supported the Resilient Ecosystems team by generating maps of conservation objects of landscapes, threats to biodiversity and connectivity between ecosystems with emphasis on felines and their prey, for the elaboration of Conservation Plans for GEMA Areas of Influence. • Created a Geodatabase to improve the storage and management of geographical data in different formats. • Answered 269 requests received through the online form, creating 807 maps for GEMA Results and supporting other partner institutions.

Infograph 5. Support given by GIS to GEMA’s activities

Graph 23. Maps created quarterly by GIS

Main Inconclusive Activities

Gender • Training in gender and masculinity for members of agricultural chains in La Esperanza and Ocotepeque (MAMCEPAZ, COMUCAP, Rainforest Alliance, HQC-PUCA). • Training in gender and masculinity for members of 10 new JAAs and 8 CODEL, as a modular and systematic process. • Training process for trainers, to strengthen capacities of 37 municipal women office and women network coordinators, on gender and governance to manage natural resources and climate variability. • Layout, printing and delivery of informative material (training package/kit-didactic material) for partner institutions and municipal offices

Environmental Compliance • Implementation of monitoring and follow up of the sustainable compliance of EMMPs, especially for projects approved in GEMA’s last year. • Implementation of the strengthening and training plan for UMAs, adapted and focused on the prevention of environmental offences, especially regarding forest fires. • Coordination and collaboration with other USAID DO2 IPs for environmental management and compliance with regulation 216.

Monitoring and Evaluation • Documentation of knowledge with partners and GEMA staff, which requires the following closure learning activities with implementing partners: o Review the learning questions in a participatory manner with GEMA staff and stakeholders such as USAID and selected implementing partners. o After-action Review: These exercises provide a non-critical framework that seeks to answer what was supposed to happen, what was the reality, what worked well, what happened, what is still not going well and what should be changed for the next time. o Document of Lessons Learned: local partners identify lessons learned and a brief learning document is constructed. The objective of the Lessons Learned is to learn from experience and provide written guidance so that others can apply similar solutions. • Evaluation of external performance and Impact Evaluation: MESCLA, carries out this evaluation. The baseline measurement conducted from June to December 2018, and its next follow-up is September 2020. The evaluation will examine the impact of the GEMA activities on changes in forest cover in the selected watersheds. The main evaluation questions are: 1) what is the impact of GEMA technical assistance packages on the rate of change in forest cover in the micro watersheds? 2) What is the change in the types of land cover in GEMA micro watersheds? 3) What is the impact of GEMA's technical assistance within 50 meters of the water sources? 4) What is the impact of GEMA's technical assistance within 250 meters of the water sources?

Communications According to year 3 workplan, the following activities remain unattended by the communications unit: • Videos: Creation of educational videos for several results as shown in the following table.

Table 18. List of inconclusive videos planned for year 3 Component Products Result 1 • Video: Why is the conservation of biodiversity Resilient Ecosystems important? Result 1 • Video: Water board legalization with a gender Water Governance focus. • Video: Micro watershed declaration process. • Video: Water quality and quantity monitoring with

Component Products a gender perspective, influence of water quality on health. • Video: Water governance and MCSE including irrigators. • Video: Conservation and water for irrigation and domestic use. Result 1 • Video: Good renewable energy practices with a Renewable Energy gender perspective. • Video: Promotion of wood saving oven use to brick

and tile firing. • Video: Promotion of wood saving oven use to cooking clay crafts. • Video: Promotion of wood saving oven use to baking bread. • Video: Promotion of firewood frying stove use. • Video: Use and maintenance of improved stoves. Result 2 • Video: Installations to transform coffee pulp and Agroforestry coffee waste water runoff. • Video: Drying coffee in greenhouse type solar dryers. • Video: Evaporator use to organically produce sugar cane panela. Result 2 • Promotional videos on ecosystem Non-agricultural livelihoods conservation and conservation enterprise elements linked to bird watching practices (4 of 3 minutes). • Video linking natural fibers used in Sta. Barbara with ecosystem and biodiversity conservation.

• Other educational material: o Bifolio of good practices in coffee growing for ecosystem conservation. o Coffee farm vulnerability to climate variability and adaptation measures. Written document.

Geographic information systems • Elaboration of a methodological design for the creation of a map of vulnerability of coffee producers identified with the during the creation of the baseline of coffee grants executed in the Gualcarque and Lago de Yojoa sub watersheds, by the non-agricultural activities component.