April 30, 2017

Quarterly Performance and Financial Report

HONDURAS LOCAL

GOVERNANCE ACTIVITY

USAID/HONDURAS

Honduras Local

Governance Activity

Quarterly Performance and Financial

Report

January 1 – March 30, 2017

SUBMITTED BY:

DAI

7600 Wisconsin Avenue, Suite 200

Bethesda, MD 20814

April 30, 2017

TABLE OF CONTENTS

Acronyms ........................................................................................................................ i

I. Executive Summary .............................................................................................. 1

II. Foundational Activities ........................................................................................ 4

2.1 Operational ....................................................................................................................................... 4 2.1.1 Project Staffing and Organizational Chart ........................................................................................ 5 2.2 Analysis Process .............................................................................................................................. 7 2.3 Service Baseline Development ...................................................................................................... 10 2.4 Information Technology .................................................................................................................. 10

III. Technical Progress Toward Results ................................................................. 12

Result 1: Civil society influence, through evidence, increased ............................................................... 12 Sub-Result 1.1: Citizen participation in service delivery decision-making strengthened .................... 12 Sub-Result 1.2: Evidence based citizen oversight of service delivery increased ............................... 13

Result 2: Local Service Providers’ Performance Improved .................................................................... 13 Sub-Result 2.1: Accountability of service providers increased ........................................................... 13 Sub-Result 2.2: Service providers’ capacity to manage service delivery improved ........................... 13 Sub-Result 2.3: Local governments’ administrative management capacity increased....................... 13

IV. Proposed Indicators ........................................................................................... 14

V. Coordination with other DO2 Implementation Mechanisms ........................... 15

VI. Gender and Inclusion ......................................................................................... 15

VII. Internal Training Events ..................................................................................... 16

VIII. Summary of Challenges and Remedial Actions ............................................... 16

IX. Lessons Learned ................................................................................................ 17

X. Contract Deliverables ......................................................................................... 18

XI. Next Steps ........................................................................................................... 18

XII. Financial Report .................................................................................................. 21

XIII. Annexes ............................................................................................................... 22

Annex 1: HLG Staff and Roles ................................................................................................................ 22 Annex 2: Selection Criteria for HLG’s 89 Target Municipalities .............................................................. 24 Annex 3: User’s Manual for the Map of Actors Data Collection .............................................................. 27 Annex 4: List of Technical Documentation Collected from Secondary Sources ..................................... 40 Annex 5: List of Technical Documents Produced in Quarter 2 (January – March 2017)........................ 41 Annex 6: Summary of Conceptual Design of the MIS-GIS System ........................................................ 42 Annex 7: Data Bases Collected from Secondary Sources ..................................................................... 46 Annex 8: Sources for Thematic Maps from the GIS Module .................................................................. 47 Annex 9: Internship Program Proposal ................................................................................................... 48

Tables

Table 1: Progress in the Search for Regional Office Space .................................................................................. 6 Table 2: Selection Criteria and Ranking for Mancomunidades ............................................................................. 8 Table 3: Challenges and Remedial Actions ...................................................................................................... 16 Table 4: Deliverables Submitted (January – March 2017) .................................................................................. 18

Figures

Figure 1: HLG Organizational Chart.................................................................................................................. 5 Figure 2: Regional Office Organizational Chart .................................................................................................. 6 Figure 3: Assessment Process for Mancomunidades ........................................................................................... 8 Figure 4: Evaluation Scores of Selected Mancomunidades .................................................................................. 9 Figure 5: Water Systems Map ......................................................................................................................... 11 Figure 6: Watershed Map ............................................................................................................................... 11 Figure 7: Target Municipalities Map................................................................................................................ 11 Figure 8: Target Municipalities Map by Category ............................................................................................. 11 Figure 9: Municipality Overlap ....................................................................................................................... 12 Figure 10: Education Networks in the Marcala Municipality of La Paz ............................................................... 12 Figure 11: Results Framework Draft ................................................................................................................ 14

i

ACRONYMS1

ACS* Alliance for the Dry Corridor

AMHON* Association of Honduran Municipalities

CAM* Municipal Administration Career Law

CIDEH* Interinstitutional Commission for the Decentralization of the State of Honduras

COMDE* Community Council for Education Development

CONADEH* National Commissioner of Human Rights

COP Chief of Party

COR Contracting Officer’s Representative

CSO Civil society organization

DCOP Deputy Chief of Party

DDE* Education Departmental Directions

DEC Development Experience Clearinghouse

DO Development Objective

EUROSAN* Food Security, Nutrition and Resilience in the Dry Corridor project

FACTS Foreign Assistance Coordination Tracking System

FAS Field Accounting System

FOPRIDEH* Federation of Nongovernmental Organizations for Development of Honduras

GEMA* Governance in Ecosystems, Livelihoods and Water Project

GIS Geographic Information System

GPS

GTAG

Global positioning system

Honduras Greater Transparency and Accountability of Government Program

HLG Honduras Local Governance Activity

ICF* Forestry Conservation Institute

IDIQ Indefinite Delivery /Indefinite Quantity contract

IM Implementing Mechanisms

IT Information Technology

LGBTI Lesbian, gay, bisexual, transgender, and/or intersex people

MB Management Board

MELP Monitoring, Evaluation, and Learning Plan

MESCLA M&E Support for Collaborative Learning and Adapting

M&E Monitoring and evaluation

PDM-OT* Municipal development plan – land use

1 Acronyms with an asterisk are derived from Spanish names. The Spanish names have been translated to English for

the clarity of this report’s content.

ii

MIS Management information system

NGO Nongovernmental organization

LU Land Use

RFQ

RFTOP

Request for Quotes

Request for Task Order Proposal

SACE* Educational Centers Administrative System

SAFT* Integrated System for Municipal Financial Taxation Administration

SAMI* System for Integrated Municipal Administration

SAPM* Administrative Simplification of Municipal Processes

SAR* Tax Administration Service

SDHJGD* Human Rights, Justice, Governance, and Decentralization Secretary

SEFIN* Secretary of Finance

SETCAM* Technical Secretariat of the Administrative Municipal Career

SIARED* Integrated System for the Administration of Educational Networks

SIMAFI* Integrated System for Municipal Financial Administration

SIPLIE* Educational Infrastructure Planning System

SOW Scope of Work

TAMIS Technical Administrative Management Information System

TSE* Superior Tribunal of Elections

USAID U.S. Agency for International Development

USINIEH* Secretary of Education’s Statistical Information Systems Unit

VUTM* One-Stop Shop Window for Municipal Transactions

1

I. EXECUTIVE SUMMARY

This is the second Quarterly Report (QR) submitted by DAI (IDIQ No. AID-OAA-I-14-00061;

Task Order No. AID-522-TO-17-00001) to the U.S. Agency for International Development

(USAID). It covers the activities performed during the period of January 1, through March 31,

2017.

The second quarter of implementation has been very important for the Honduras Local

Governance (HLG) activity to set the bases for further implementation. The activities focused on

have had all key personnel and other recruited staff on board, from both the technical and

administrative/operations areas. A DAI specialist has trained all staff in DAI’s Technical

Administrative Management Information System (TAMIS). TAMIS aims to improve

transparency and accountability in procurement, travel, finance, staff recruitment, and human

resources management. Staff is also being trained in the use of DAI’s Field Accounting System

(FAS).

Regarding recruitment of staff, more than 300 curricula vitae (CVs) were received and the best

candidates were selected, interviewed, tested, and submitted for USAID approval. As of March

31, the HLG has 29 staff members, including 4 regional office staff for Santa Rosa de Copán,

Copán and La Paz, La Paz. Regional managers for the remaining 4 regional offices have been

identified and selected, and will be submitted for USAID approval by early April 2017.

An office building was identified and leased for the activity’s headquarters in Tegucigalpa and

the HLG’s staff is already working in those premises. Office buildings have been also identified

for all six regional offices and the HLG expects to have all of them established by June 2017.

The bank account set-up process was also completed, and the appropriate tax exemptions were

obtained. The HLG finalized the process to acquire 4 vehicles, -- the request for purchase

restricted commodities was approved by USAID on March 21, and 6 vehicles are undergoing the

procurement process.

The HLG technical team has been intensively working in the design of two sets of instruments to

collect information: 1) the Map of Actors and 2) the Municipal Assessment, --which will

measure the baseline of three of the four pillars of the HLG implementation strategy (inputs,

management, and processes). To support the first phase of the preparation and application of the

instruments for the Municipal Assessment, the HLG signed a simplified acquisition (purchase

order) with GOAL/Honduras. Once the sub-contract with GOAL is signed, they will continue

with the process to finalize the Municipal Integrated Development Plans. To implement the map

of actors, the HLG has identified mancomunidades2 as the implementing partners. The HLG will

present results of the Map of Actors by May 2017, and is working toward presenting assessment

results by July 2017.

2 Mancomunidades are associations made up of municipalities that unite to overcome challenges that they could not

address on their own. For example, they enabled the creation of a solid inter-municipal technical unit. This allows

member municipalities, as well as non-members, to receive specialized services such as project design, execution,

supervision, administration of services (e.g. health), carry out evaluations of municipalities, evaluations of public

services, and other activities such as mapping out municipal actors in target municipalities.

2

The HLG has also initiated an intense search of information by compiling data and databases

from several actors and sectors that have an impact on targeted services and targeted

municipalities. With the compilation of this information, the HLG database is being strengthened

and it is permitting the mapping of activities via geographic information systems (GIS).

The HLG has established a strong communications and coordination channel with

USAID/Honduras through the Contracting Officer’s Representative (COR). Bi-weekly meetings

are held to discuss advances and further actions, and bi-weekly notes of these meetings are

submitted to the COR to keep USAID fully informed of all activities developed. The COR has

also participated in and coordinated key meetings with stakeholders such as the Human Rights,

Justice, Governance, and Decentralization Secretary (SDHJGD) and the Association of

Honduran Municipalities (AMHON), as well as a two-day workshop with the targeted

mancomunidades. Coordination meetings with USAID/DO2 Implementing Mechanisms (IMs)

have also been held, both bi-laterally and multilaterally to comply with the contract requirements

of coordination and synergies in implementation.

The HLG has held important workshops and meetings with technical staff, subcontractors, the

SDHJGD, the Technical Secretariat for the Municipal Administration Career (SETCAM), and

the Commission for Government Transition (“Comisión de Traspaso”), to ensure all involved are

fully aware of contract commitments and understand the HLG conceptual framework,

implementation strategy and next steps. Both the Work Plan and the Monitoring, Evaluation, and

Learning Plan (MELP) have been designed using a bottom-up top-down approach (the Work

Plan has been approved and the MELP is being revised. Special attention has been given to the

implementation of two activities: the transition of local governments set to happen in November

2017 and the implementation of the Municipal Administration Career Law (Ley CAM) by the

SETCAM. HLG is pending action from USAID’s approval of HLG proposed municipalities.

Most of the progress reported during this quarter relates to the consolidation of operations,

management, and databases, rather than actions geared toward the activity’s overarching results.

However, this progress is key to establish the foundation for the success of the HLG. The HLG is

confident that during the upcoming quarter, the results of all this work will be beyond visible and

the number of activities toward the achievement of all expected results and sub-results will

increase.

Political Context

The current year is an election year in Honduras, with elections to be held in November 2017.

This brings both risks and windows of opportunity for the implementation of activities. The

current legal framework allows the indefinite reelection of mayors and their municipal

corporations and, by a 2016 decision of the Supreme Court of Justice, the reelection of the

President of the Republic will be permitted starting the next election. The possibility of

reelecting the President remains an issue that causes tension in some political sectors of

Honduran society. Some Hondurans consider this unconstitutional and believe that the decision

3

of the Supreme Court of Justice is politicized.3 Currently, the President in office is the official

candidate of the National Party (PN) for the 2017 elections.

Primary internal elections were held in March 2017, and 70 out of the 89 municipalities where

the HLG will work have mayors seeking reelection, opening the possibility of changes in

direction. The highest authority of the municipality, the municipal council, will have a more

heterogeneous composition (some may have at least 4 parties represented), which will make

governance at the municipal level more complex. Given that municipalities have the autonomy

and power to create their own administrative, financial, and taxation structure, the new

composition of municipal corporations and the new mayors will be of key importance for the

development of some HLG activities.

In July 2016, the Congress of the Republic of Honduras approved the new Decentralization Law

of the State of Honduras, and it is now pending the approval of the executive branch. This law

contains 33 articles and aims to promote the process of decentralization for the integral

development of Honduras. Regarding the transfer of powers, the legal framework makes the

municipality an entity of local development; it gives broad powers for the management of

municipal services and local infrastructure, the promotion of ecological conservation, the

promotion and regulation of business, industry and services, and it gives legitimacy to different

forms of procurement. If approved by the President, the implementation of the Decentralization

Law will be another crucial factor during the year of 2017. The HLG will closely monitor the

advances in both the electoral campaign and the implementation of the Decentralization Law

during the quarters that follow.

Once the activity’s regional offices are fully established, the HLG will also closely monitor

security constraints in the areas of intervention. No activity occurs in a vacuum, and the HLG

will account for external factors that may pose both challenges and opportunities for the

advancement of the expected results and sub-results.

3 “Reelección presidencial calienta el ámbito político de Honduras” (Presidential reelection heats up political sphere

of Honduras). Accessed April 20, 2017. http://tiempo.hn/reeleccion-presidencial-provoca-enfrentamientos-entre-

politicos/

4

II. FOUNDATIONAL ACTIVITIES

2.1 Operational

During this quarter, the HLG advanced in all aspects of the administrative and start-up

operations. A DAI home office start-up specialist was in-country supporting recruitment and

operational start-up efforts during this quarter. The following activities were completed during

this period:

Legal and Bank Registration:

The HLG completed its required legal registration, the registration of the Chief of Party (COP) as

the legal representative, as well as legal registration of the Deputy Chief of Party (DCOP). The

activity obtained its tax exoneration document from the Honduran government. Additionally,

registration at the Secretary of Finance (SEFIN) and the Tax Administration Service (SAR) were

finalized and the actual exoneration process will begin in Q3.

This quarter, bank accounts were opened and all financial and accounting functions for the

activity are 100 percent operational. DAI’s Field Accounting System (FAS) was set up and

configured for the direct needs of the HLG. The activity also imported more than 600 vendors

from the USAID/Governance in Ecosystems, Livelihoods, and Water (GEMA) project.

Procurement:

DAI’s Technical Administrative Management Information System (TAMIS) was also installed

and customized for the activity. The TAMIS Specialist from the home office was present in-

country to provide customization and training to the technical and administration teams. This

system will enhance the transparency and accountability of the HLG through a web-based

system that will track all actions in procurement, personnel management, inventory, and travel.

The Procurement Team received USAID approval to procure four SUV vehicles. The purchase

order to procure these commodities has been released and HLG is awaiting pro forma invoices to

initiate the tax exemption requests (known as “dispensas” in Honduras) for these vehicles. An

additional Request for Quote (RFQ) for pick-up trucks was released, and once the process is

completed, the activity will submit another request to USAID to procure restricted commodities.

The final location for office space in Tegucigalpa was identified and contracted and regional

offices have been identified and are undergoing the contracting process. Procurements are being

conducted to update and furnish the space, provide internet services, install security systems, and

finalize the pertinent adjustments to the physical spaces.

Subcontractors:

The request to subcontract Plan International was approved during this quarter and sub-contract

has being signed. Requests to subcontract Risk and Strategic Management Corporation (RSM)

security and GOAL were submitted and are pending approval. The subcontract with NORC is

pre-approved as per section H.19 under the indefinite delivery/indefinite quantity (IDIQ) Making

Cities Work, and a copy of the Scope of Work (SOW) was shared with the COR. Final

negotiations with NORC took place this quarter and the subcontract will be signed in early Q3.

The activities where GOAL and NORC will provide their support are provided in Section III:

Technical Progress Toward Results.

5

2.1.1 Project Staffing and Organizational Chart

At the start of the quarter, the following key personnel permanently joined the HLG: the COP,

the DCOP, the Monitoring and Evaluation Specialist (M&ES), and the Finance Manager.

However, in February the M&E Specialist gave notice that he would leave his position at the end

of the month. The HLG began a recruitment process, selected a candidate, and submitted a

request for the approval of the new candidate to USAID on March 30.

In addition to the key personnel, 22 staff members were approved and hired for the activity

throughout the quarter. Fourteen staff members joined the technical team and 8 staff members

joined the administration team. All staff hired and their roles are described in Annex 1. In total,

the HLG has successfully hired 29 professionals.

Due to the definition of targeted municipalities and understanding of the program’s approach, the

organizational chart was revised by request of the COR, to improve the structure of the

administration, both in the Tegucigalpa headquarters and in each regional office (see Figure 1

and Figure 2 below). This was done to ensure that the organizational structure responds to the

activity’s needs, making implementation effective. The home office and local office agreed that

this structure is in sync with program activities and there was no need to realign the budget.

Figure 1: HLG Organizational Chart

6

Figure 2: Regional Office Organizational Chart

In addition to the progress in staffing the headquarters, substantial advances have been made in

establishing the regional offices. Two Regional Office Managers have been hired (one for Santa

Rosa de Copán, Copán and the other for La Paz, La Paz), and 4 Regional Office Manager

candidates have been selected and will be submitted to USAID for approval in early April.

Additionally, an M&E Specialist was hired for La Paz and an Operations Specialist was hired for

Copán. To complete the regional office teams, the remaining staff positions have been advertised

through DAI’s recruitment portal. The positions of regional technicians in education and

nutrition will be hired through our subcontractors. Regarding the search for regional office space,

the progress is shown in the following table (see Table 1). The HLG expects to have all regional

offices in operation by next quarter.

Table 1: Progress in the Search for Regional Office Space

# City Facility Status Hired Staff Additional Details

1 Santa Rosa

de Copán Selected

1. Regional Manager

2. Operations Specialist

• Staff is temporarily working at

the GEMA offices in Santa Rosa

de Copán.

• The provider network of goods

and services has been identified.

2 La Paz Selected

1. Regional Manager

2. M&E Specialist

• Security and electrical inspections

have been completed.

• Office leasing contract is in the

negotiation phase.

3 Gracias Selected

Regional Manager selected. Will be

submitted for USAID approval early

April.

• Office space previously leased by

PROPARQUE.

• Security inspection is pending.

• Office leasing contract is in the

negotiation phase.

7

# City Facility Status Hired Staff Additional Details

4

San Marcos

de

Ocotepeque

Selected

Regional Manager selected. Will be

submitted for USAID approval early

April.

• Office under renovation by

owner.

• Security and electrical inspections

are pending.

• Office leasing contract is in the

negotiation phase.

5 Intibucá Identified (available for

leasing until April)

Regional Manager selected. Will be

submitted for USAID approval early

April.

• Office will be temporarily

installed in GEMA offices until

the permanent office space is

secured.

6 Santa

Bárbara Identified

Regional Manager selected. Will be

submitted for USAID approval early

April. • Office is in the negotiation phase.

2.2 Analysis Process

Creating Synergies

During this quarter, the HLG has sought to work in synergy with stakeholders. The HLG has met

with the SETCAM on several occasions to strengthen ties and identify cooperation opportunities

to advance the implementation of the Ley CAM. In coordination with USAID, the HLG also met

with the SDHJGD and the AMHON. The HLG has met with both organizations to seek mutual

understanding of their intensive work with political transition and to seek opportunities for

collaboration. The HLG also met with the Federation of Non-Governmental Organizations for

the Development of Honduras (FOPRIDEH) to learn about their work supporting the Law for

Decentralization.

Aside from these meetings, the HLG also visited the target mancomunidades and held a

workshop where they were informed about the activity. A strategic alliance was developed so

they could act as implementing mechanisms guided by the HLG for work with municipalities. As

soon as USAID approves the final list of targeted municipalities, the HLG will also send letters

to mayors to develop synergies with them. Similarly, HLG service-area specialists met with

other key institutions and organizations to collect data and documents related to the activity’s

targeted services.

Development of the Map of Actors

For developing the Map of Actors, 12 mancomunidades have been hired to work with regional

office staff in the collection of data. Data will be collected on the relevant stakeholders from the

89 municipalities selected for intervention, and their relation to the provision of water, education,

nutrition, and other services to be determined by USAID. The 89 municipalities were selected by

establishing a series of criteria, and were sent for USAID approval during this quarter (see

Annex 2). This map will provide state of the art information that will contribute in identifying

the needs and the potential activity beneficiaries and partners in each relevant service area, along

with their roles and actual responsibilities.

8

An evaluation of capacities was performed on these mancomunidades, and the process is shown

in Figure 3. The main objective of this evaluation was to determine the current level and capacity

of each one.

Figure 3: Assessment Process for Mancomunidades

The criteria applied to the preselection of the mancomunidades in the 89 target municipalities

was the following: 1) review of updated documentation from the past 2 years related to the

performance of the mancomunidad (such as technical documentation, AMHON reports, and

other secondary sources); 2) that mancomunidades were distributed uniformly, so that each

region had at least 3 mancomunidades and efforts would not be concentrated in a single region;

3) that mancomunidades belonged to the different departments where target municipalities are

located; and 4) those mancomunidades that concentrated the larger quantity of municipalities

from USAID’s official list of 71 municipalities. Following these criteria, 13 mancomunidades

were chosen for evaluation.

The evaluation was performed using the following criteria: functionality of management

branches, capacity to provide technical services, budget administration, capacity of operations,

and transparency and accountability (each criterion was assigned 20 points for a total score of

100). This allowed for the selection of 12 mancomunidades that demonstrated acceptable

performance (meaning a score of 70 points or above).

Table 2: Selection Criteria and Ranking for Mancomunidades

No. Mancomunidad

Criteria

Total

Score Ranking

Functionality

of

Management

Branches

Capacity

to

Provide

Technical

Services

Budget

Administration

Capacity

of

Operations

Transparency

and

Accountability

1 HIGUITO 20 20 15 20 15 90 1

Design of evaluation tool

Field visit and appllication of the

tool

Processing and analysis of the

information

Create ranking of the

mancomunidades

Prepare report on evaluation

9

No. Mancomunidad

Criteria

Total

Score Ranking

Functionality

of

Management

Branches

Capacity

to

Provide

Technical

Services

Budget

Administration

Capacity

of

Operations

Transparency

and

Accountability

2 GUISAYOTE 20 20 15 20 10 85 2

3 MAMLESIP 20 12 17 20 10 79 3

4 MUNASBAR 15 12 17 20 15 79 3

5 MANVASEN 20 12 17 20 10 79 3

6 COLOSUCA 15 20 12 20 10 77 4

7 MAVAQUI 15 20 12 20 10 77 4

8 MANCURISJ 20 12 17 10 15 74 5

9 MANCOSOL 15 20 9 20 10 74 5

10 MANSURPAZ 20 20 13 10 10 73 6

11 PUCA 20 12 15 10 15 72 7

12 MAMCEPAZ 20 20 7 10 15 72 7

13 MANSUCOPA 20 12 10 5 20 67 8

Figure 4: Evaluation Scores of Selected Mancomunidades

The collection of information for

the Map of Actors will be done

using mobile technology that

permits online access, so that HLG

can easily access and analyze the

data. The application Kobocollect

was selected for this purpose and it

was installed, configured, and

tested in the field to ensure optimal

performance. A user’s manual was

created by the HLG for this

application, to assist implementers

in knowing how to enter data

collected (see Annex 3). The mapping is set to begin next quarter.

Desk Analysis

To take advantage of information that has already been collected regarding the areas the HLG

will address, a series of documents have been compiled. These documents include those

produced by USAID IMs, other donors, and governmental and non-governmental institutions,

including the Municipal Development Plans. For example, one document used is the USAID

NEXOS assessment of 22 municipalities that overlap with HLG and municipal development

plans (see Annex 4). Technical documentation was created from the analysis of these documents,

which were then used to design the intervention strategy (see Annex 5).

9085

79 79 79 77 77 74 74 73 72 72

0102030405060708090

100

10

Municipal Assessments

Through a simplified acquisition mechanism, the HLG worked with GOAL to ensure the correct

application of the methodology and the design of instruments to be applied to local governments

and service providers consistent with the activity’s conceptual framework and Work Plan.

The results of the analysis of three pillars: Inputs, Organization, and Processes, together with the

analysis of the fourth pillar: Services, described in the following point 2.3 are going to be used to

prepare the Municipal Integrated Development Plans.

2.3 Service Baseline Development

The service baseline development to measure the satisfaction with the delivery of local services

will be conducted by NORC. The HLG is negotiating the terms of reference and the Work Plan

activities with NORC. Once the Work Plan is approved the HLG will finalize the SOW

negotiations with NORC.

2.4 Information Technology

Geographic Information Systems (GIS) and Management Information System (MIS)

The HLG began the conceptual design of the GIS-MIS system, which will have a user-friendly

interface and will at least include the following modules: management, vulnerable populations,

GIS, infrastructure, M&E, training, communication, and program (see Annex 6).

Data Collection for Database Creation

During this period, data was collected mainly for the services of education and water (see Annex

7). With this information, the HLG created a series of maps to assist in decision-making for

interventions (such as the prioritization of education networks and water boards that will be

targeted in Year 1). The first products of the GIS module are shown in Figures 5-10. Data for the

creation of these maps was obtained from several secondary sources (see Annex 8).

11

Figure 5: Water Systems Map Figure 6: Watershed Map

Figure 7: Target Municipalities Map Figure 8: Target Municipalities Map by

Category

12

III. TECHNICAL PROGRESS TOWARD RESULTS

Result 1: Civil society influence, through evidence, increased

Sub-Result 1.1: Citizen participation in service delivery decision-making

strengthened

Desk research has been conducted regarding key national, departmental, and local advocacy and

oversight Civil Service Organizations (CSOs), nongovernmental organizations (NGOs), and

other institutions that can be potential partners in this area. This information will be validated

and completed with primary research coming from the Map of Actors.

Activity: Build Data Analysis Skills of CSOs and Local Citizens

In preparation for this activity, the HLG reviewed available data related to the targeted services.

So far, data for education was obtained, and the following information systems of the Secretary

of Education were consulted: Educational Infrastructure Planning System (SIPLIE), Integrated

System for the Administration of Educational Networks (SIARED), and the Educational Centers

Administrative System (SACE).

Figure 10: Education Networks in the Marcala

Municipality of La Paz

Figure 9: Municipality Overlap

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Additionally, the baseline of beneficiary mancomunidades was obtained from the project for

Food Security, Nutrition, and Resilience in the dry corridor (EUROSAN), which is part of the

investment portfolio of the Alliance for the Dry Corridor (ACS). As previously mentioned in

section 2.4 Information Technology, data was also collected for the service of water and local

government.

Sub-Result 1.2: Evidence based citizen oversight of service delivery increased

The HLG conducted an analysis of partner institutions’ potential to train citizens in oversight

principles and tools. This analysis identified previous successful oversight programs and

capacity-building exercises to use as inputs in developing a training curricula, considering

sensitivity to gender and vulnerable populations.

Result 2: Local Service Providers’ Performance Improved

Sub-Result 2.1: Accountability of service providers increased

No activities have yet been developed toward this sub-result. Activities will be reported as soon

as the map of actors and municipal assessments are finished.

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

No activities have yet been developed toward this sub-result. Activities will be reported as soon

as the map of actors and municipal assessments are finished.

Sub-Result 2.3: Local governments’ administrative management capacity

increased

Activity: Improve Municipal Human Resources (HR) Systems Affecting Service Delivery

The HLG designed a strategy and budget for the implementation of the CAM Law, and it

contemplates two lines of action: 1) the institutional strengthening of the SETCAM, and 2) the

implementation of the CAM Law in the 90 municipalities and 12 mancomunidades selected for

intervention by the project. Regarding the second line of action, the HLG will compliment

activities already initiated by other donors, supporting the creation of customized manuals for 53

municipalities. Out of these 53 municipalities, 36 need all 5 manuals each and 14 need only 3

each, as the others had been developed with support of other donors.

The HLG began taking steps toward strengthening the SETCAM. The first step was to advertise

the SOW for the IT technical assistance required by SETCAM. The HLG is working with

SETCAM in preparing the SOW to procure the system to operate SETCAM’s web platform.

Additionally, the SOW is being prepared for purchasing technology equipment and office

furniture. The HLG will also provide training and support for outreach and informational events.

14

Activity: Support Honduras Governance for the Transition of Municipal Authorities

The HLG has held a series of meetings with the AMHON, SDHJGD, and the FOPRIDEH to

identify areas that need support in the topic of political transition. Among these areas to support,

the following 5 stand out: 1) updating the manual for transition and transfer of municipal

governments; 2) printing of 5,000 copies of the manual for distribution to the country’s 298

municipalities; 3) the AMHON proposal to support the transition process (which involves

support in the contracting of external consultants for the application of the transition manual and

promoting candidate forums in target municipalities); 4) supporting the SDHJGD and AMHON

for the transition process and improvement of local governability; and 5) supporting the

Interinstitutional Commission for the Decentralization of the State of Honduras (CIDEH) in

promoting decentralization. A letter of understanding is also being discussed between the HLG

and the SDHJGD to establish the common lines of work.

IV. PROPOSED INDICATORS

The MELP was submitted to USAID at the end of the second quarter. It provides a total of 15

key indicators for the HLG, including 2 relevant F indicators and 13 customized indicators to

measure the impact of the activity as directly attributable to U.S. Government assistance.

The number of indicators submitted captures the overall expected impact and results of the HLG.

The Foreign Assistance Coordination Tracking System (FACTS) and customized indicators

included are consistent with USAID/Honduras monitoring and evaluation guidelines under DO2.

These key indicators measure five sub-results and two results linked to the activities identified in

HLG results framework (see Figure 11). HLG continues working on the indicators and is

expecting to deliver the final version of the MELP by early next quarter, results framework will

be updated accordingly. HLG is receiving MESCLA’s guidance in reviewing the MELP, and

MESCLA will carry out a mid-term and final evaluation of HLG’s impact.

Figure 11: Results Framework Draft

15

V. COORDINATION WITH OTHER DO2 IMPLEMENTATION MECHANISMS

In accordance with section C.3.1.6 of the contract, the HLG has worked collaboratively with

other DO2 activities and projects. The HLG has participated in both multilateral and bilateral

meetings with other DO2 IMs. On January 27, USAID presented the principles guiding

coordination among IMs. The HLG became a member of the Management Board (MB) to

coordinate IM actions toward establishing a coordination mechanism or strategy, participating

along with GEMA and EducAcción, and facilitating the activities of the M&E Support for

Collaborative Learning and Adapting (MESCLA), in a series of meetings intended to present a

transversal strategy for coordination to USAID. The strategy was presented on February 17 and

USAID provided feedback. The MB was called to a meeting on March 22 to continue discussing

the way forward to establish a coordination mechanism among IMs. USAID informed that a new

meeting will be convene and participants where encourage to analyze the importance of having a

coordination mechanism and in which form.

The HLG has also promoted and/or participated in bilateral meetings aimed to better-understand

what other IMs are doing and how synergies can be established. The HLG has met with GEMA,

EducAcción, INVEST and Mercados several times to overlap the data bases of the projects and

identify municipalities where work can be developed and implemented together. Given the

importance of this coordination to achieve integration of USAID efforts, the HLG has also

developed performance indicators to measure coordination with other DO2 IMs.

VI. GENDER AND INCLUSION

In compliance with section C.3.1.4 of the contract and fee schedule, the HLG has developed a

Gender Analysis aimed at identifying barriers and gaps in equality, female empowerment, and

access of vulnerable populations to targeted services in the zone of influence. The document

was submitted to USAID on March 15 and is pending comments or suggestions from USAID.

Once USAID approves the Gender Analysis, the HLG will develop a Gender and Inclusion

Strategy with activities focused on decreasing the gaps identified in the analysis.

In compliance with section F.7 of the contract, the HLG has also initiated the development of an

Internship Program seeking to provide employment opportunities within HLG offices and

activities to vulnerable and at-risk youth with. The program will contain a methodology, strategy

for implementation, and its own M&E and Learning Plan, as well as the public information to be

shared with applicants and an application form. The interns will receive a scholarship to

participate in the program and will be Honduran youth between 18 and 28 years old, with at least

a high school degree. As part of the methodology, HLG will develop an evaluation pre-and post-

test and curricula to ensure that interns will gain work-related competencies during the program.

The entire Internship Program document will be submitted to USAID the first week of April and

is included in this report as Annex 9.

16

VII. INTERNAL TRAINING EVENTS

The following training events were developed between January – March 2017.

No. Name of the

Event

Place and

Date

No. Of

Participants Results

1

Design and

Induction to

statistical

instruments and

methodologies

Tegucigalpa

21, 22, y 23

February

20 participants from

HLG, GOAL y

SDHJGD

1. Technical team of the project appropriated of

the internal organization and conceptual

models for HLG implementation

2. Instruments discussed and adjusted to be

applied to the organizations for the integrated

analysis of the municipalities.

3. Employees of the Secretariat of Governance

(SDHJGD) actively participating in the

socialization of the objectives and strategy of

the HLG project.

2

HLG

presentation and

signing of a letter

of understanding

with 12

Mancomunidades

Tegucigalpa

7 of March

34

(mayors, presidents

and managers of the

mancomunidades, and

HLG technical team)

1. The signing of a letter of understanding

between 12 mancomunidades with HLG

Project, as a mechanism of formal

communication and collaboration to promote

institutional sustainability of the

mancomunidades, and offer an opportunity to

participate in the implementation of project

activities.

2. Mancomunidades have understood HLG

intervention strategy and USAID objectives

in the 90 municipalities focus of HLG’s

responsibilities.

Training to

mancomunidades

to elaborate the

Map of Actors

Tegucigalpa

14 y 15 of

March

22 participants from

12 mancomunidades

1. 22 technicians from the mancomunidades

trained to apply the Map of Actors

instrument using high end technology to each

group of municipalities of their area of

influence.

VIII. SUMMARY OF CHALLENGES AND REMEDIAL ACTIONS

Table 3: Challenges and Remedial Actions

Issue Description Proposed Remedial Action

Foundational Activities

Progress in the

Establishment of

Regional Offices

The leasing of office space has taken

longer than expected, due to the

security inspection required and

negotiations with the office space

owners who, in some cases, live

outside of the country.

• Begin operations in Santa Rosa de Copán using GEMA’s

offices. Currently, the regional office manager and the

operations specialist are working on the basics to begin the

technical and operational activities.

• Use the space of other implementers to speed-up the start of

operations. In Intibucá, operations will also begin in the

GEMA offices, and in Gracias the office space used by

PROPARQUE will be leased.

Progress in the

Recruitment of Staff

for Regional Offices

Candidates for the regional positions

require more time to complete the

supporting documents, the information

• Prioritize positions to hire for each regional office.

• Standardize the format of CVs for regional office

candidates.

17

Issue Description Proposed Remedial Action

contained in the CVs, and biodata

(paystubs, letters, among others).

Tegucigalpa Office

Furniture and Office

Space Completion

The Tegucigalpa office does not yet

have furniture and the office space has

not been divided to accommodate staff.

This was due to economies of scale

approach in the procurement process

for all four DAI projects housed in the

building. It has been difficult to find

providers of U.S.-origin furniture or

from countries approved under the

authorized geographic code 937

specified in the contract.

• The HLG activity urged the other projects to speed up their

design decisions. A more urgent and efficient bid was made

to take advantage of the economies of scale so that HLG can

have fully conditioned offices by next quarter.

Some risks were identified and they will be monitored to ensure the success of the intervention. These

risks are: compliance in the implementation of the CAM Law, the political will of local authorities in the

process of providing formal career training to municipal staff, the influence of the electoral period on the

implementation of the CAM Law, the participation of authorities and municipal technicians in the

political transition process, the interest of civil society in overseeing the political transition process and

obtaining the necessary funds to propel said process in the majority of the country’s municipalities.

IX. LESSONS LEARNED

• The understanding of the activity’s internal organization, its objectives and intervention

strategy are fundamental to effectively direct the ensemble of complex activities to

strengthen municipalities, mancomunidades, service providers, and civil society, all

following the four pillars: Inputs, Organization, Processes, and Services.

• The continuous learning of the technical team, the subcontractors, and the stakeholders of

the activity’s conceptual framework is necessary to ensure that the mechanisms of the

activity’s application meet the requirements of the Work Plan and achieve the desired

impact.

• The evaluation of the technical capabilities of the mancomunidades is a good practice to

determine and identify institutional strengths and weaknesses, and to design a strengthening

plan based on the realities and the contexts of these organizations.

• The establishment of coordinative and cooperative relationships between the HLG and

mancomunidades is fundamental to create synergies and articulation efforts for a technical

assistance that yields positive results. The letters of understanding give these relationships a

formal character to define the principles that guide said relationship and to assume greater

responsibilities in providing results to the HLG.

• The subcontractors should make an important effort to take advantage of the time that the

HLG sets aside to train them on the conceptual framework, methodologies, and applications

that govern the HLG, to better technical assistance, avoid the loss of valuable time, and

maximize the use of the available human and financial resources.

• The economies of scale generated by the location of projects of the same enterprise in a

single work place are important to maximize the funds of the projects.

• Support given during times of governmental transition should be provided with caution to

avoid the use of funds for politics ensuring the integrity of objective technical assistance.

18

• Positive relations with opposing central government parties and the good management of

communication with municipalities and mancomunidades provide a great base to initiate

successful work in unison.

• There are important difficulties in the coordination of joint work between DO2 IMs, related

to the reporting of each one’s indicators, individual contractual aspects, and joint work in

target areas that can be solved with good disposition from all sides, cooperation, leadership,

and specific USAID guidelines.

X. CONTRACT DELIVERABLES

During the HLG’s second quarter, seven deliverables have been submitted and three have been

approved. Still pending are the approval of the Grants Manual, Work Plan, Branding and

Marking Plan, Gender Analysis and the MELP. The details of these submissions are summarized

in Table 3 below:

Table 4: Deliverables Submitted (January – March 2017)

Document Date of Submission Status (2017)

Annual Work Plan December 19, 2016

December 27, 2016: USAID provided comments

to the first version.

March 9: Revised version re-submitted.

March 31: Pending approval

MELP January 20, 2017

February 6: USAID provided comments to the

first version/

March 30: Revised version re-submitted

April 18: USAID returned document with

comments

It is currently being revised for resubmission Security Situation Plan January 13, 2017 February 1: Approved

Gender Analysis March 15, 2017 Pending USAID comments/approval

Environmental Mitigation and

Monitoring Plan January 13, 2017 February 7: Approved

First Quarterly Performance and

Financial Reports January 30, 2017 Delivered

Branding and Marking Plan February 14, 2017

USAID provided comments to the first version

February 24: Revised version re-submitted

March 31: Pending USAID comment/approval

Grants Manual February 14, 2017 Pending on USAID comments/approval

XI. NEXT STEPS

Work will continue or begin in the following areas as described in the submitted Work Plan:

Result/Sub-Results and Activities

Contract Deliverables

Bi-weekly updates submitted to TOCOR.

Prepare, submit, and start implementation of the Activity Gender Inclusion Strategy.

Foundational Activities

Operational

Completion of start-up efforts.

19

Result/Sub-Results and Activities

Recruit and hire all technical and administrative personnel (Tegucigalpa and regional offices).

Finalize subcontract agreements with HLG strategic partners.

Establish M&E and Adaptive management capacity.

Finalize procurement of vehicles and equipment.

Analysis Process

Creating synergies.

Development of the Map of Actors and analysis to target HLG intervention.

Prepare Municipal assessments in target areas of each municipality.

Service Baseline Development

Integrated Development Plans

Outreach

Design the Strategic Behavior Change Campaign Plan.

Information Technology

Begin the development of the MIS-GIS system.

Result 1: Civil Society influence, through evidence, increased

Sub-Result 1.1: Citizen participation in service delivery decision-making strengthened

Activity 1.1.1: Strengthen the organizational and management capacity of key advocacy and oversight

CSOs for citizen’s participation in planning, budgeting and services delivery

Quick assessment of national, departmental and community key advocacy and oversight CSOs, NGOs or other

institutions which can be potential partners.

Review and/or adapt local CSOs' proven methodologies aimed to build capacity for citizens and/or improve

citizen’s participation on advocacy, oversight, planning and budgeting.

Design or develop a capacity building plan to conduct trainings to improve citizens' participation in planning,

budgeting and service delivery.

Activity 1.1.2 Build data analysis skills of CSOs and local citizens

Review data available for targeted services in targeted municipalities.

Review similar capacity-building exercises conducted by other implementing mechanisms and identify

lessons learned.

Activity 1.1.3 Improve citizens’ knowledge in planning, implementation and budgeting cycles

Develop or update/revise a methodology to educate citizens in planning and budgeting cycles.

Sub-Result 1.2: Evidence based citizen oversight of service delivery increased

Activity 1.2.1 Strengthen capacity of transparency committees and other oversight bodies to conduct

social audits

Analyze the ability of partner institutions (i.e. CNA, CONADEH) to provide capacity building to citizens on

oversight principles and tools.

Development of a training curricula.

Result 2: Local Service Providers’ Performance Improved

Sub-Result 2.1: Accountability of service providers increased

Identified needs and opportunities to improve the use of the Transparency and Access to Information Law

(Decree 170-2006) among service providers. Sub-Result 2.2: Service providers’ capacity to manage service delivery improved

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

Activity 2.3.2 Improve municipal human resources (HR) systems affecting service delivery

Provide in-kind cooperation to SETCAM to enhance its capacities to implement the CAM.

Provide tailored technical assistance to SETCAM to enhance its capacities to implement CAM.

Activity 2.3.3 Support Honduras Governance for the transition of municipal authorities

Provide technical assistance in supporting the governmental transition as requested by the Government of

Honduras.

CROSSCUTTING

Launch the Behavior Change Communication Campaign along with key stakeholders and other implementing

mechanisms.

20

Result/Sub-Results and Activities

Participate in meetings with other USAID DO2 Implementing Mechanisms to improve communication and

coordination.

Launch the Internship Program.

Design and initiate activities under the Gender and Inclusion Strategy.

21

XII. FINANCIAL REPORT

22

XIII. ANNEXES

Annex 1: HLG Staff and Roles

Name Position Responsibilities Reports to Base

HLG Core Technical Team

Ligia Carvajal COP

Overall project management and technical

performance, serves as lead to all teams, and as significant liaison with USAID/Honduras, other

implementing partners, other donors, sub-

contractors and other key stakeholders

USAID; Managing

Director,

Environment Sector

DAI

Tegucigalpa

Carla Aguilar DCOP

Provides technical and administrative support and

expertise to the program, serves as lead in the

absence of the COP, and supervise the areas of

M&E, Regional Offices, Vulnerable Populations

and Internship Program.

COP Tegucigalpa

Pablo Bahr Director of Program

Management

Coordinate and manage all sector specialists (civil

society, mancomunidades, central government,

municipalities, cadaster, private sector, nutrition

and education among others).

COP Tegucigalpa

Alexander Rivera Mancommunity

Specialist

Technically guide all work with Honduran

mancomunidades and lead activities that support

program objectives and expected results.

Director of Program

Management Tegucigalpa

Maribel Suazo Central Government

Specialist

Technically guide collaboration with the Honduran

Central Government in relation to program

activities.

Director of Program

Management Tegucigalpa

Sonia Nelson Municipal Government

Specialist

Guide all technical work and collaboration with the

targeted municipalities in Western Honduras in

relation to program activities.

Director of Program

Management Tegucigalpa

Mirian Rojas Government Education

Policy Specialist

Guide all technical work and collaboration with the

Government of Honduras to support

implementation of education system-strengthening

activities in selected municipalities of intervention.

Director of Program

Management Tegucigalpa

José Antonio Samperi Director of Regional

Offices

Ensure that HLG Regional Offices comply with the

operation and administration procedures, and

comply with the technical activities according to

the Work Plan and directives from the central

office

DCOP Tegucigalpa

Amelia Zuzunaga Regional Office

Manager

Manage and implement all activities of Copan

Regional Office related to operation and

administration procedures and technical activities.

Director of Regional

Offices

Santa Rosa de

Copan

Diana Barahona Regional Office

Manager

Manage and implement all activities of La Paz

Regional Office related to operation and

administration procedures and technical activities.

Director of Regional

Offices La Paz

Deyanira Laguna

Learning and

Knowledge Management

Senior Specialist

Manage all aspects of the learning and knowledge

management (KM) process: needs assessments,

strategy, KM design, repository design and usage,

KM system and processes, monitoring and

evaluation (M&E) of KM.

DCOP Tegucigalpa

Samantha Caro Regional M&E

Specialist

Supporting the development and harmonization of

effective monitoring and evaluation systems and

methods in the La Paz regional office

Director of Regional

Office La Paz

Vannia Zelaya Technical Writer

Create effective technical documentation,

addressed to different audiences: project, donor,

local partners, and stakeholders.

Learning and

Knowledge

Management Senior

Specialist

Tegucigalpa

Raúl Romero Data Systems Manager Provide technical assistance in software

development, information management, data

Director of

Information Tegucigalpa

23

Name Position Responsibilities Reports to Base warehousing, data mining, business intelligence,

visualization and analytics.

Communication

Technologies

HLG Core Technical Team (continued)

Ernesto Espiga Senior GIS Specialist

Provide strategic decision making support to the

HLG technical team. Responsible for leading the

development of custom maps, collecting, analyzing

and improving geospatial information system (GIS)

data, the application of GIS best practices.

Data Systems

Manager Tegucigalpa

Dennys Durón GIS Specialist

Provide technical assistance, information

technology and systems design applying GIS-based

software. This assistance will include the creation

and maintenance of GIS databases and websites.

Data Systems

Manager Tegucigalpa

HLG – Administration and Operations Team María Fernanda

Martínez Administrator

Oversees finance, administration, human resources,

operations and grants teams COP Tegucigalpa

Laura Arita Finance Manager

Ensures compliance of all accounting and financial

reporting functions, oversees cost and general

accounting, accounts receivable/payable, payroll,

risk management, and partner’s relationships, audit

backup documentation, and directly supervise and

support the project’s Accountants.

Administrator Tegucigalpa

Sharon Posadas Procurement Manager

Responsible for overseeing and ensuring that

complete procurement related backup

documentation is provided prior to submission to

Finance Team. She oversees solicitations, and

price/cost/reasonability analyses.

Administrator Tegucigalpa

Eunice Murillo Procurement Specialist

Responsible for gathering complete procurement

related backup documentation and auditing prior to

submission to LGA Finance Team. Develop and

release solicitations, and conduct

price/cost/reasonability analyses

Procurement

Manager Tegucigalpa

Gladis Carrasco Procurement Specialist

Responsible for gathering complete procurement

related backup documentation and auditing prior to

submission to LGA Finance Team. Develop and

release solicitations, and conduct

price/cost/reasonability analyses

Procurement

Manager Tegucigalpa

Sofía Flores Operations Manager

Oversee Operations team, ensure adherence to

Field Operations Manual (FOM) and USAID

regulations ensuring robust operations throughout

the project

Administrator Tegucigalpa

Gabriela Castro Admin Assistant

Responsible for maintaining proper

filing and ensure that all required supporting

documents for all transactions are in compliance

with both DAI (internal) and USAID contract rules

and regulations.

Operations Manager Tegucigalpa

Arturo Gómez Human Resources

Manager

Supports the project team in all activities related to

Human Resources according to DAI’s policies and

procedures and USAID requirements. Supports

DAI recruitment and staffing and will oversee all

Human Resources operations on the project.

Administrator Tegucigalpa

Erika Amaya Regional Operations

Specialist

Responsible for carrying out a broad range of

operational and administrative functions for the

Copan Regional office as well as being responsible

for ensuring the effective administration of that

office

Regional Office

Manager Santa Rosa

de Copan

Santa Rosa de

Copan

24

Annex 2: Selection Criteria for HLG’s 89 Target Municipalities

HLG established several criteria for the selection of target municipalities. According to the

Request for Task Order Proposal (RFTOP), HLG must perform work in 90 municipalities.

Considering that there may be possible cases of attrition for diverse reasons (as it occurred in

preceding USAID projects NEXOS and the Honduras Greater Transparency and Accountability

of Government Program [GTAG]), the number of target municipalities was increased from 80 to

90 municipalities.

How were the 80 municipalities selected?

Initially, a list of 71 municipalities was provided by USAID where various DO2 implementers

coincide. The criteria for selecting the other 9 municipalities to reach 80 were the following:

Criterion 1: municipalities that have a NEXOS diagnostic (34)

Criterion 2: geographic proximity of the municipalities with 12 mancomunidades (selected by

HLG after a capacity evaluation) and the regional offices, so that there would be a balance in

relation to effort. The 12 best mancomunidades will be represented during the first year of

activities.

Criterion 3: complementing with the Building Resilience into Ecosystem and Livelihood

Activity. HLG coincides in 68 percent of municipalities (34 overlap).

How did HLG get to 90 municipalities and then to 89?

To select 10 new municipalities and expand to 90, HLG applied the following criteria:

Criterion 4: complementing with the 12 mancomunidades.

Criterion 5: municipalities that have Municipal Development Plans (PDMs) certified by

SDHJGD (41 municipalities).

Agreement with Building Resilience into Ecosystem and Livelihood Activity: Due to the

issues with the dumping of sewage in the municipality of Santa Cruz de Yojoa, leading toward

lake Yojoa, HLG and the Building Resilience into Ecosystem and Livelihood Activity agreed to

include this municipality with the purpose of working on a joint water and sanitation component.

However, HLG removed this municipality from the list because it belongs to the department of

Cortés, and this is outside of the contract target areas, so the number of target municipalities was

reduced to 89.

25

NOTE: The municipalities with an asterisk are the target municipalities for Year 1. The municipalities in red are those that do not belong to the 12

mancomunidades working with HLG.

# of

municipalities Mancomunidad Department Municipality

# of

municipalities Mancomunidad Department Municipality

13

Consejo

Intermunicipal Río

Higuito

(HIGUITO)

Copán Concepción*

11

Mancomunidad

de Municipios de

la Región Sur

Oeste de Santa

Bárbara

(MUNASBAR)

Santa Bárbara Arada*

Copán Corquín* Santa Bárbara Ceguaca

Copán Cucuyagua* Santa Bárbara Atima*

Copán Dolores* Santa Bárbara El Nispero*

Copán San Agustín* Santa Bárbara Nuevo Celilac*

Copán San Pedro de Copán* Santa Bárbara San Nicolás S.B. *

Copán Trinidad* Santa Bárbara San Vicente Centenario*

Copán Veracruz* Santa Bárbara San José de Colinas

Ocotepeque Belén Gualcho* Santa Bárbara Concepción del Sur

Copán Cabañas Santa Bárbara Santa Rita

Copán Copán Ruinas Santa Bárbara Las Vegas

Copán El Paraíso

Copán Santa Rita

10

Mancomunidad de

Municipios Lencas

del Centro de

Lempira

(COLOSUCA)

Lempira Belén*

10

Mancomunidad

de la Cuenca del

Río San Juan

(MANCURISJ)

Intibucá Dolores*

Lempira Gracias* Intibucá San Miguelito*

Lempira San Manuel Colohete* Intibucá Yamaranguila*

Lempira San Marcos de Caiquín* Intibucá San Juan Intibucá*

Lempira San Sebastián* Intibucá San Isidro

Intibucá San Francisco de Opalaca Intibucá Intibucá*

Lempira La Campa Intibucá Camasca*

Lempira Erandique Intibucá Concepción*

Lempira Santa Cruz Intibucá San Marcos de la Sierra*

Lempira San Francisco Intibucá Jesús de Otoro*

9 Mancomunidad de

Municipios del

Santa Bárbara Azacualpa* 7

Mancomunidad

de los municipios

Lempira Piraera

Santa Bárbara Macuelizo* Lempira San Andrés

26

# of

municipalities Mancomunidad Department Municipality

# of

municipalities Mancomunidad Department Municipality

Valle de

Quimistan

(MAVAQUI).

Santa Bárbara Protección* del Sur Oeste de

Lempira

(MANCOSOL)

Lempira Cololaca

Santa Bárbara San Marcos Lempira Tambla*

Santa Bárbara Trinidad* Lempira Tomalá*

Santa Bárbara Petoa Lempira Valladolid*

Santa Bárbara San Luis Lempira Virginia

Santa Bárbara Chinda

Santa Bárbara Concepción del Norte

7 Mancomunidad

PUCA

Lempira Las Flores*

5

Mancomunidad

de Municipios

Guisayote

(GUISAYOTE)

Ocotepeque Dolores Merendón*

Lempira La Iguala* Ocotepeque Fraternidad*

Lempira La Unión* Ocotepeque La Labor*

Lempira Lepaera* Ocotepeque Lucerna*

Lempira San Rafael* Ocotepeque Sensenti*

Lempira Talgua

Copán San Juan de Opoa*

5

Mancomunidad de

Municipios del

Centro de La Paz

(MAMCEPAZ)

La Paz San Pedro de Tutule

5

Mancomunidad

de Municipios

Lencas de la

Sierra de La Paz

(MAMLESIP)

La Paz Cabañas*

La Paz Marcala* La Paz Opatoro*

La Paz Santa María* La Paz Santa Ana*

La Paz San José* La Paz Santa Elena

La Paz Chinacla* La Paz Yarula*

4

Mancomunidad de

Municipios del Sur

de La Paz

(MAMSURPAZ)

La Paz Guajiquiro

3

Mancomunidad

de municipios del

Valle de Sensenti

(MANVASEN)

Ocotepeque Mercedes*

La Paz Mercedes de Oriente Ocotepeque San Francisco del Valle*

La Paz San Antonio del Norte Ocotepeque San Marcos*

La Paz San Juan La Paz*

27

Annex 3: User’s Manual for the Map of Actors Data Collection

OBJETIVO GENERAL4

Registrar información de los actores locales en cada uno de los municipios metas del Proyecto

para la Gobernabilidad Local de Honduras.

METODOLOGÍA EN EL PROCESO DE RECOLECCIÓN DE DATOS PARA EL

“MAPEO DE ACTORES LOCALES”

1. LEA DETENIDAMENTE LAS INSTRUCCIONES DE ESTE MANUAL.

2. Esta aplicación permite realizar encuestas en campo sin el uso de internet mediante los teléfonos

inteligentes con sistemas operativos Android.

3. Asegúrese en cargar la batería de su teléfono al 100% antes de salir al territorio.

4. Instale el software siguiendo las instrucciones de este manual.

5. Active el GPS cuando esté listo para registrar los datos. Vea el manual del usuario del fabricante

de su teléfono móvil en como activar el GPS.

6. Realice el levantamiento de información en el territorio.

7. IMPORTANTE: Para garantizar la carga de datos al servidor central, es recomendable visitar la

oficina regional del “Proyecto para la “Gobernabilidad Local de Honduras - DAI”

8. Una vez cargados los datos al servidor, el sistema borrará la información recopilada en su

teléfono. ESTE SISTEMA NO RECOPILARÁ NI BORRARÁ INFORMACIÓN PERSONAL.

9. Una vez cargada la información al servidor central, no será posible modificar algún dato del

formulario, por lo que se sugiere revisar o modificar cada registro. Lea la sección ¿COMO

MODIFCAR UN FORMULARIO GUARDADO EN EL DISPOSITIVO MOVIL?

10. El sistema estará activo hasta la fecha 31 de mayo de 2017, si se extendiera el plazo se les

notificaría vía correo electrónico.

11. Después de la fecha de cierre, EN SU TELÉFONO DESINSTALE LA APLICACIÓN

KOBOCOLLECT. Consulte en el manual del fabricante de su móvil como desinstalar una

aplicación.

12. Si tiene alguna duda que no esté considerado en este manual, puede llamar a Raul Romero al

número celular 9438 - 0990.

4 This Manual is in Spanish because it is used for training Spanish-speaking audiences.

28

¿CÓMO INSTALAR LA APLICACIÓN EN TELÉFONOS MÓVILES CON SISTEMA

OPERATIVO ANDROID?

1. Presione clic en el ícono de Play Store

Se visualizará la siguiente ventana:

2. Escriba en el

campo de búsqueda

“KOBOCOLLECT”

3. Presione el ícono

de KoboCollect.

4. Presione el botón

“Instalar”.

5. Presione el botón

“Abrir”.

6. Presione este

botón y presione en

la opción “Cambiar

la configuración”

29

7. Para que la aplicación quede asociada al servidor web hay que escribir la URL:

Escriba la dirección URL exactamente como se muestra a continuación:

https://kc.humanitarianresponse.info/rromero

8. Nombre del Usuario: rromero

9. Contraseña: Kobo4860 (Escríbalo respetando las letras mayúsculas y minúsculas)

10. Marque la opción “Auto envío con Wi-Fi.”

11. En vista de que el servicio de internet de la red celular es inestable en sitios remotos y

con ello evitar una pérdida completa de información realizada en campo, NO marque la

opción “Auto envío con red”.

12. No realice ningún cambio.

13. Regrese a la pantalla principal de KoboCollect.

30

¿CÓMO DESCARGAR UN FORMULARIO?

Para descargar un formulario a su teléfono, siga los siguientes pasos:

1. Presione el botón

“Obtener Formulario

en Blanco”.

2. Marque esta

casilla para

seleccionar.

3. Presione “Obtener

Los Seleccionados”.

4. Presione “De

acuerdo” para

continuar.

31

¿CÓMO REGISTRAR DATOS AL FORMULARIO?

Una vez descargado el formulario, estará listo para registrar información, siga los siguientes

pasos:

2. Seleccione el

formulario “Mapa

de Actores”.

3. Lea

detenidamente

estas instrucciones.

Avance a la siguiente

pantalla.

1. Una vez

descargado el

formulario, presione

“Llenar Nuevo

Formulario” para

registrar cada

encuesta.

32

OBSERVACIONES

1. Antes de iniciar, asegúrese en tener activado el GPS. No es necesario re-activarlo si

previamente lo activó al iniciar el proceso de registro de datos con esta aplicación.

2. Si intenta avanzar sin haber respondido a una pregunta que exige una respuesta, se

desplegará el siguiente mensaje .

4. Seleccione el

Departamento

deseado. Pase a la

siguiente pantalla.

33

5. Seleccione el

municipio deseado.

6. Ubíquese en un

ambiente despejado

y presione el botón

“Obtener

localización” para

iniciar captura de

coordenadas.

34

7. Una vez que tenga

una precisión

razonable, presione

el botón “Registrar

Localización”.

8. Presione el botón

“Reemplazar la

Ubicación”. Pase a la

siguiente pantalla.

9. Seleccione la

mancomunidad a la

cual pertenece su

municipio. El listado

de mancomunidades

cambiará

dependiendo el

departamento que

seleccione.

35

10. Seleccione el “Tipo

de Actor”.

Dependiendo de la

opción que escoja, la

siguiente pantalla

cambiará sus opciones,

conteste tal como

usted lo ha venido

haciendo.

11. Escriba el nombre

de la Institución

/Organización

12. Escriba el nombre

completo del contacto.

36

13. Escriba el nombre

completo del cargo. NO

USE ABREVITURAS.

14. Escriba el correo

electrónico. Asegúrese

escribirlo

correctamente.

37

15. Seleccione el (las)

área(s) de trabajo(s). Si

selecciona “Otros

(Especifique)” se

habilitará un campo

“Otros Especifique”

16. Presione el botón

“Guardar Formulario y

Salir” NO DESMARCAR

LA OPCIÓN “Marcar el

formulario como

finalizado.”

38

¿CÓMO MODIFICAR UN FORMULARIO GUARDADO EN EL DISPOSITIVO MOVIL?

Si desea modificar el contenido de un formulario guardado en el teléfono antes de enviarlo al

servidor central.

Seleccionar el formulario y modifique los datos registrados.

¿CÓMO ENVIAR LOS FORMULARIOS AL SERVIDOR CENTRAL?

1. Conéctese a una red Wi-Fi que tenga un ancho de banda mínimo de 2Mbps. Se

recomienda que visite la oficina regional del Proyecto para la Gobernabilidad de

Honduras – DAI para hacer la carga de datos al servidor.

2.

3.

2. Presione el botón

“Enviar Formulario

Finalizado”.

4. Presione el botón

“Enviar Seleccionado”.

3. Marque los

formularios a enviar.

1. Seleccione el botón

“Editar Formulario

Guardado” y luego

seleccione el

formulario a

modificar.

39

5. Se listarán todos los

formularios enviados

con su respectiva

confirmación. Presione

el botón “De acuerdo”

para finalizar el

proceso.

40

Annex 4: List of Technical Documentation Collected from Secondary

Sources

HLG Result # Name of Document Source

Result 1: Civil Society

influence, through

evidence, increased

1 Directory -Inventory of NGOs FOPRIDEH

2 Directory Transparency NGOs Impactos and HLG

3 NGO Law La Gaceta

4 NGO Regulations La Gaceta

5

Oversight to selection groups (Municipal

Councils/Educational Development District

Boards)

Secretary of Education

6 Strategic Agenda for Education AMHON

7 Part-time Monitoring of the Strategic Institutional

Plan 2014-2018

Part-time Monitoring of the

Strategic Institutional Plan

2014-2018

Result 2: Local Service

Providers’ Performance

Improved

1

Administrative Simplification of Municipal

Processes (SAPM)- One-Stop-Shop for

Municipal Transactions (VUTM).

AMHON

2

Baseline of mancomunidades participating in the

EUROSAN project: MANVASE, HIGUITO,

MUNASBAR, PUCA, GUISAYOTE,

CODEMUSBA

EUROSAN

3 List of municipalities with a Municipal

Development Plan (PDM-OT) SDHJGD

4 Municipal diagnostics from NEXOS Development Experience

Clearinghouse (DEC).

41

Annex 5: List of Technical Documents Produced in Quarter 2 (January –

March 2017)

HLG Result # Name of Document Brief Description of Content

Result 1: Civil Society

influence, through

evidence, increased

1 Focus and Strategy to address

Civil Society to Improve Local

Governance

Details the existing regulatory framework in

the activity’s target sectors of Honduras. It also

details the civil society areas that HLG will

support in relation to the provision of services.

Additionally, it includes the strategy, lines of

action, and the work plan for HLG’s Year 1.

2 Matrices of the Legal

Framework for HLG-Targeted

Local Services

This document is made up of several matrices

that detail the National Normative Framework

as it applies to targeted service delivery.

3 Citizen Participation according

to each HLG Service Sector

Concept of citizen and social participation, and

instances of participation in each of the service

sectors (education, nutrition, and water).

Result 2: Local Service

Providers’ Performance

Improved

1 Summary of Plan for the

Country and its Vision

Details the orienting principles of the plan, its

objectives and goals, areas of focus, and

challenges; all as pertinent to the HLG activity.

2 Factsheet on Education Network

Models

Defines Education Network, its objectives and

end goal, and its organizational and support

structures, among others.

3 Criteria Proposal for the

Selection of Education

Networks

Document with a list of evaluation criteria,

where 1 is the lowest score and 5 the highest.

This instrument will serve to select the

Education Networks that will be the nucleus of

HLG’s work according to the activity’s

integrated model.

4 Strategy for the Transition and

Transfer Process of Municipal

Governments

Includes the legal procedures as established by

the Law of Municipalities, detailing the

objectives, cycle of the transition and transfer

process, risks of implementation, and oversight

and monitoring.

42

Annex 6: Summary of Conceptual Design of the MIS-GIS System

HLG success depends on the ability to capture and use data. In operating contexts where the

effectiveness of impact assessments, careful planning and monitoring the implementation of the

Integrated Development Plans in 90 municipalities depends on the meticulous collection,

verification, and compilation of data from multiple sources, the GIS-MIS System will be

empowering HLG by expediting data collection, automating data validation and organizing it in

ways that bring evidence to the different problems of different audiences and stakeholders.

HLG needs a powerful engine that will combine data collection and validation, graphical and

statistical analysis, and reporting to identify program needs, plan, and monitor interventions, and

monitor and evaluate impacts in the 90 municipalities related to each group of stakeholders of

each municipality. The management of such a big set of data bases and information is further

than what was envisioned in DAI’s proposal. That is why the capacity of the system will be

increased to provide the tools and engine to run the information with accuracy and efficiency as

well as to provide a strong basis to the DO2 IMs to be able to track and manage the overlaps

within the IMs activities.

During the period, HLG has initiated the planning and collection of information to accomplish its

goal as described in the Life Cycle of the figure below to integrate, customize suite of GIS and

MIS tools that leverages satellite imagery, field observations, survey data, and publicly available

datasets that enable USAID and IMs to plan, monitor, evaluate and report on progress.

Figure 1: Data Management Life-Cycle

The design is based on the initial identification of program needs, plans, and monitoring

interventions, as well as in the management needs to monitor and evaluate impacts in the 90

municipalities related to each group of stakeholders of each municipality.

The graphic of Figure 2 of the next page shows a summary of the modules that will be

considered as follows:

• Vulnerable Populations Module: It will manage data bases related to the Interns program, youth, women, indigenous people and

will provide information to the MELP indicators as well as to management for decision making

and monitoring.

• GIS:

This module will manage the geographical data related to maps of the target region by

department and the geographic information on each municipality - like land altitudes, water,

roads, agriculture - and other information that will facilitate the decisions that will be done in

each municipality by providing a base to the integrated approach of HLG intervention.

43

It is important to mention that HLG is collecting GIS coordinates of all the stakeholder in each

municipality through the Map of Actors instrument. This module will provide information from

HLG field interventions with the use of GIS. The objective is to show on a map the different sets

of activities and analyze their impact.

• Infrastructure Module:

This module will contain information related to the design and QA/QC of projects under

construction to assure that the scopes of work are properly implemented in the field. This module

will administer the information provided by HLG Regional Offices and the sub-contractors.

They will provide photos of the worksites under design and final blueprints of the sites, as well

as weekly photos and videos related to the work sites under construction. Information related to

the supervision QA/QC reports will also be uploaded. All the information on the Environmental

Impact regulation will be available under the infrastructure module; as well as the reporting for

compliance purposes (while work sites are under construction) and for sustainability purposes

with the civil society and the municipalities. This module will provide a very strong basis to

Figure 2: Initial Design

44

collect the reporting of the civil society, the municipalities, and the regulating agencies when

applicable, as part of HLG Behavior Change Campaign and the social audit functions. The

module will provide information to the MELP indicators and to HLG management on progress

of infrastructure projects.

• M&E Module

The module will administrate the data bases and information of the PIRs of each indicator to be

able to produce dash boards easy to track. The module will also collect survey information

through APPs to facilitate the application, collection, supervision for accuracy and integrity of

the information, and later analysis. It will provide reports for multiple uses like: annual, quarterly

and bi-weekly reports, and others related to HLG management for control purposes. In addition,

this module will provide the platform for Learning and Adapting by collecting information from

HLG, IMs, other USAID projects and other donors, official information from the local and

central government through links, --an example is the link with SETCAM training courses, and

in the future, have courses on different technical areas that will be useful to the civil society,

“gestores”, local government and other stakeholders.

• Training Module

This module will have a set of activities: web based training; HLG training to different

stakeholders like local government, “gestores”, and civil society; links to other GOH trainings

and IMs; on the job training; and workshops. Reporting will be facilitated to understand how

many, when, where, evaluations of the attendees and content of the courses.

• Communication Module

This module will administer the information related to HLG’s website; social media (Twitter,

Facebook and similar); newsletters and lessons learned from multiple experiences; radio, TV,

press and other media messages; door to door media; and will keep the Branding and Marking

Plan available for HLG compliance. The module will collect information on the periodic

evaluations of the messaging at all levels to make it available for analysis and adjustments.

• Program Module

This module will collect survey information through apps to facilitate the application, collection,

supervision for accuracy and integrity, and later analysis of the information. In this case

information will be related to each selected stakeholder in each municipality in relation to inputs

(IT, Infrastructure, legal framework, and others), organization, processes, and services. The

module will keep information on DAI’s sub-contractors, their deliverables (when applicable) and

work plans. The module will also administer information related to statistics, official documents

and analysis of the sectors, the school networks and their evaluations, “juntas de agua”,

“gestores” master plans available, regulations and others on each sector: education, water and

nutrition. The module will provide reports based on each of the different subjects related to the

five groups of HLG stakeholders: municipalities, “mancomunidades”, “gestores” of different

nature and civil society. One of the most important functions will be to track the real profiles

versus the ideal profiles that will show how each stakeholder is improving over time with HLG

intervention.

45

• Administration and Operations

The module will make an interface with DAI TAMIS system to provide information necessary to

complete the analysis of each HLG area in relation to: finance, grants, HR, sub-contracts and

operations when necessary.

• Management Module

The concept of this module is to produce high level reports from each of the modules described

above using dashboards to measure, control, monitor, evaluate and facilitate the decision-making

processes to USAID, HLG and in a more limited way the municipalities, stakeholders and IMs.

See Figure 3 with a representation of this module.

Figure 3: Management Module Dashboards

46

Annex 7: Data Bases Collected from Secondary Sources

Name Description of Data Base Sector Source Website

Community Council for

Education Development

(COMDEs) Directory of the

6 Education Departmental

Directions (DDE)

Education SACE

Excel List of Education

Networks in HLG Target

Municipalities

Education SIARED http://siared.se.gob.h

n

Statistical Information of

Educational Centers

Excel Lists:

• Alumni graduated from

sixth and ninth grades

and high school,

teachers by level and

administration.

• Centers by Educational

Level

Education

Secretary of

Education’s Statistical

Information Systems

Unit (USINIEH)

Information not

available on website

Municipal Directors of the

6 Departmental Directions

for Education

Excel list containing the

Directory of the 6 Departmental

Directions for Education

Education

Unit of Information

Technology from the

Departmental

Directions

Information not

available on website

List of initial enrollments,

and students passing,

failing and dropping-out

Excel list of initial enrollments,

and students passing, failing and

dropping-out.

Education

Secretary of Education,

information technology

unit, initial enrollment

2016

https://sace.se.gob.h

n/y

http://siared.se.gob.h

n/redes/

List of HLG target

municipalities that use the

Integrated System for

Municipal Financial

Taxation Administration

(SAFT), System for

Integrated Municipal

Administration (SAMI), or

the Integrated System for

Municipal Financial

Administration (SIMAFI)

List of HLG target

municipalities that use SAFT,

SAMI or SIMAFI.

Local

Governments AMHON and SEFIN

Information not

available on website

List of municipalities by

political party

List of municipalities by

political party (Liberal, LIBRE

and National)

Local

Governments

Superior Tribunal of

Elections (TSE)

List of Honduran

mancomunidades

Local

Governments AMHON

List of municipalities in

process of implementing

the CAM Law

List of municipalities that have

manuals for training, evaluation

of performance, organization

and functions, positions and

salaries, and recruiting and

selection of human resources.

Local

Governments AMHON- SETCAM

47

Annex 8: Sources for Thematic Maps from the GIS Module

Name Description of Data Base Sector Source Website

Map of the HLG Activity

location

Water Network:

• Map of rivers,

streams, altitude,

lakes and lagoons

Roads Network:

• Primary, Secondary

and Neighboring

Several System for

Territorial

Information

www.sinit.hn

System of Water and

Beneficiary Communities

within the Target

Municipalities

Beneficiaries of the Water

System:

• Map of

Implemented Water

Systems

• Map of Water

System Beneficiary

Communities

• Map of Watershed

Limits

Water System of Water

and Rural

Sanitation

Forestry

Conservation

Institute (ICF)

http://www.siasar.org/desca

rgas/descargas_bd.php

Education Center Map of the

Municipality of Marcala, La

Paz

• Education

Network Map

• Education Centers

Map

Education Secretary of

Education

http://siared.se.gob.hn/redes

/

Map of IM Interpolation

For the 89 HLG target

municipalities that overlap

with the following projects:

• EDUACCION

• Building Resilience

into Ecosystem and

Livelihood Activity

• INVEST-H

Information

provided by

each program

director

Map of target municipality

categories

Description of the different

categories of the HLG target

municipalities

Municipal Secretary of

Education

http://siared.se.gob.hn/redes

/

48

Annex 9: Internship Program Proposal

Introduction

Honduras Local Governance (HLG) activity’s internship program has the goal of providing work

experience opportunities to vulnerable youth in Honduras. Vulnerable youth refers to youth who

belong to families that have a low income and are members of a vulnerable population, such as

indigenous people, Afro-Hondurans, disabled people, and LGBTI populations.5 These are people

between 18 and 29 years of age who have not had formal employment.

Honduras is a young country with approximately 1.8 million young people as of 2017.6 Among

this population, “ninis” stand out. According to a study by the World Bank and SIMO Mexico,

“ninis” have been defined as those individuals between 15 and 24 years old who are not enrolled

in any formal school (public or private) and who are also not employed. In accordance with data

from the International Labor Organization, the number of young people in Honduras who are not

in school and not employed make up 27.5 percent of the total youth population.7

The same study reveals that there are certain socioeconomic and psychological profiles (which

are not discriminatory nor selective) that are a characteristic sample of “ninis”. Those include: 1)

rebelliousness/apathy; 2) adolescent pregnancy; 3) depression/disinterest; and 4) lack of

economic resources. It is likely that the vulnerable populations (those belonging to an

excluded/marginalized group) mentioned previously can be found in the “nini” population.

To overcome the barriers to employment once they have completed the Internship Program for

Social Inclusion, these young people will have to have accumulated a series of competencies that

effectively allow them to join the labor market. Labor competency is understood to be the

capacity to successfully respond to a complex request or to carry out an activity or task,

according to performance criteria defined by the company or productive sector. The individual

needs basic competencies, behavioral and functional.

Basic competencies are those that are developed mainly during initial education, and they

include knowledge and abilities that allow progress through the educational cycle and integration

into society. These competencies provide abilities in the areas of language, communication,

5 Acronym that stands for Lesbian, Gay, Bisexual, Transgender, and Intersex. 6 Projected figure using CEPAL/CELADE data as a base and applying the UN criteria that defines youth as those between the ages of 15 and 24. 7 SIMO México and World Bank. 2014

49

numeric applications, problem solving, interaction with others, and the increasing proficiency in

information technology.

Behavioral competencies are those abilities and behaviors that explain superior or distinguished

performance in the work environment. They are expressed as attributes or personal traits, such as

the orientation toward achievement, proactivity, preciseness, flexibility, innovation, and others.

Functional competencies are those that are technical and required to carry out activities related to

labor functions, according to the standards and quality established by the corporation and/or by

the corresponding productive sector.

Once the interns have been selected to be part of the Internship Program for Social Inclusion,

HLG will lend continuous support in the following ways:

1. The Incubator

This will be a period of two weeks when HLG will provide the selected interns with materials

and basic information about HLG and its objectives, as well as with an overview of the tasks that

will be assigned. During this period, the interns will be together and will need to develop a sense

of belonging as a team, strengthening their communication and collaboration ties. Most

importantly, basic competence topics will be addressed, such as: self-confidence, self-control,

communication, and compliance with schedules, regulations and tasks. Likewise, an overview of

basic transversal competencies for work will be addressed, such as: capacity to build

relationships, flexibility, initiative and decision-making, orientation toward achievement,

creativity and innovation, and managing frustration. Once this stage ends, the interns must be

ready to begin learning by doing within the functions they are assigned. During this period, HLG

and the interns will commit to the internship agreements.

A pre-test will also be conducted during this period, which will measure basic, behavioral, and

functional (technical) competencies that will allow HLG to complete the design of support tools

meant to achieve the increase of these competencies.

2. Learning by Doing

This will last for the duration of the internship. Learning by doing is a technique to acquire work

competencies where the interns are trained while they perform the work for which they are being

trained. Normally, each intern will be assigned a mentor who is specialized in the competence to

be acquired and who can provide the intern with practical training. During this stage, the interns

will strengthen the basic competencies acquired in the incubator through constant practice and

learning. Additionally, they will acquire technical competencies that have been identified by

them in the pre-test. The mentor will have the duty of performing periodic evaluations of

progress and finding mechanisms for improvement.

The areas where functional/technical competencies will be provided include:

50

a. Accounting and finance

b. Information Technology (IT) and Geospatial Information Systems (GIS)

c. Purchases and hiring

d. Event planning and travel planning

e. Social and community services

f. Monitoring and evaluation

g. Education, nutrition, water and sanitation

3. Evaluation and learning

At the end of the internship period, interns will have a full week of evaluation over the

knowledge and competencies acquired. This will include a post-test that will measure current

competencies against those reported in the pre-test. They will also have the opportunity to share

experiences and reflect collectively over how the attained competencies will assist them in their

search of a new job.

To advance this Internship Program for Social Inclusion, HLG will involve the administration of

Gender and Inclusion, the leadership of Learning and Adapting, and the selected mentors, all

under the coordination of the Deputy Chief of Party (DCOP).

The following pages present:

1. Strategy document for Year 1 implementation (internal)

2. Strategy document for Evaluation (internal)

3. Proposal for call to apply to Internships, which contains the criteria for selection and

general clauses (public) (external)

4. Application form (public) – (external)

51

Annex 1: Implementation Strategy (Year 1) To activate the Internship Program for Social Inclusion during Year 1 of HLG execution, the

project proposes holding a semi-open call at two levels: a) at the level of Regions to intervene in

the West of Honduras, through the network of community institutes (Red ITC), which

implements the educational model EDUCAR; b) at the level of Tegucigalpa by establishing

alliances with other USAID projects, particularly those under DO1 that work with youth

employment, and c) with universities that have degrees related to HLG work.

Network of Community Institutes (Red ITC) The EDUCAR Project contributes with the accomplishment of objectives from state policies,

which hope to achieve: a Honduras free of poverty and educated; that is, the development of

citizenship, which is a central axis of the project, especially regarding the inclusion of

marginalized groups. In a specialized way, the educational model focuses on teaching through

strengthening creativity, innovation and the dynamic of the rural economy, which adapts to the

country vision and country plan (Visión de País y Plan de Nación) for the consolidation of a

productive Honduras.

The ITC Network is a non-governmental organization legally established by decree number

2521-2008 on January 21, 2009, made up of 28 technical institutes of secondary education. They

offer technical baccalaureates in food processing, which promotes a model that links education

with local economic development. The member institutes are situated in 28 municipalities that

are distributed throughout six departments of Honduras: La Paz, Intibucá, Lempira, Ocotepeque,

Santa Barbara and Comayagua. It is the first and only secondary education network in Honduras

and it was born out of the initiative of five ITCs from the southern department of Lempira,

motivated by the need to improve the country’s food security and linking education to local

economic development. As a network, its intent is to strengthen the educational model through

proposals and training, making use of the communication platforms available to all of the

institutes and offering better academic development to the youth.

According to information provided by the ITC network, their academic development offerings

are the following:

52

This model and its academic offer expects to address the specific needs identified in the

departments selected for intervention. Additionally, the model effectively combines Government

of Honduras institutions that are involved in the management of education, the ITC network, and

international cooperation, with assistance from the Swedish support organization Helvetas.

During 2013-2014, the ITC network and Helvetas were considering that the models could

generate greater competencies in teachers and students through methodologies that would allow

them to conduct analyses and community research, as well as having a greater sense of the

surrounding productive potential. This was also the case with the ITC network’s institutional and

management capacity strengthening to have an impact on the regional and national levels of the

education sector, and on the education and local development policies. Additionally, it is hoped

that decentralization will be strengthened through the integrating nodes of the ITC/ITA of each

region, the creation of the knowledge management centers (CRAI), and the strengthening of

membership and the strategic alliances with other local and sectoral actors through the

Plataforma Educar.

Considering the above, HLG believes that holding a semi-open convocation through the ITC

network is the best way to motivate and capture young talent in the intervention regions, so they

can participate in the Internship Program for Social Inclusion. It is important to include youth

from the different regions so that capacities are also strengthened in the municipalities to be

53

intervened. For this purpose, HLG proposes the signing of a cooperation agreement with the ITC

network and, subject to approval, a purchase order and/or donation so that the ITC network can

offer introductory courses for the preparatory stage that precedes the start date of the selected

interns.

Alliances with Universities and other USAID/DO2 Projects For the call to college students, HLG will promote alliances with universities that have majors

related to the work done by HLG. For example, the national autonomous university of Honduras

(UNAH) offers a technical degree in Municipal Development and another in Information

Systems with an emphasis on cadaster, which could be pertinent to HLG’s objective. For this

purpose, HLG will visit these universities and determine coordination and cooperation

mechanisms. Finally, several USAID programs, especially under DO1, work with at-risk youth

in Tegucigalpa. HLG will explore if the possibility for coordination exists with these programs

regarding the call for the Internship Program.

54

Annex 2: Evaluation and Learning Strategy HLG’s Internship Program for Social Inclusion will include an evaluation of the skills and

competencies gained by the interns for their professional development. It will also include a

process of learning and adapting in all of its stages, ensuring the achievement of the program’s

goals, as shown in Figure 1.

Figure 1: Internship program process

The evaluation strategy will involve the application of an evaluation tool to the intern before and

at the end of the Internship Program. This tool will include criteria with a grade that will allow

the identification of the level of skills and knowledge. Certain criteria will be measured on a

grading scale of 1 to 5, to obtain a maximum of 100 points, as shown on Table 1.

Table 1: Illustration of the tool to evaluate the skills and knowledge obtained through the Internship Program

Criteria 1

(not

observed)

2 (poor) 3

(below

expectations)

4 (good) 5 (excellent)

Basic Competencies (50 points)

Use of formulas in Excel

Preparation of tables

Creation of figures

Specific Competencies (50 points)

Design of the Internship Program

Call to apply to the

Program

Receipt of candidate

applications

Selection of interns

Pre-test of skills

Induction

Internship program

Post-test of skills

Evaluation and analysis

of the internship

resutls

Learning and Adapting

55

Criteria 1

(not

observed)

2 (poor) 3

(below

expectations)

4 (good) 5 (excellent)

Criteria 1

Criteria 2

The teaching method will be “learning by doing.” The analysis of the pre-test result will identify

the basic competencies that the intern needs to reinforce, and based on this information, the HLG

staff under which the intern will work will collaborate in designing the training process to ensure

that the offered competencies can be provided. The specific training will be designed in

accordance with the intern’s degree or Professional Technical Baccalaureate (BTP) (such as

health and nutrition, computer technician, social work, finance, among others) and/or the

technical or university degree that the intern is completing or has completed.

The “mentor” (usually a staff member from the area the intern has been assigned) will be

responsible for applying the evaluation tool before and after the internship program, under the

leadership and instruction of the Administration of Gender and Inclusion and the Direction of

Learning and Adapting. The DCOP is tasked with the general oversight of the process and

facilitating the coordination between the units mentioned and the mentors. Likewise, to ensure

objectivity in the evaluation, the mentor will also constantly monitor the intern’s performance. A

tool that includes qualitative aspects such as responsibility, compliance with the work schedule,

quality of work performed, among others, will be designed for this purpose.

Through direct observation, the mentor will complete the tool and will submit it to the internship

program coordinator, along with the intern’s self-evaluation (pre- and post-tool).

The results of the evaluation of the first round of the Internship Program will serve as inputs to

improve the strategy design for the second year of implementation, as part of the process of

learning and adapting.

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Annex 3: Call to the Internships

Background The goal of the HLG is to support the improvement of the delivery of local basic services in the

areas of education, nutrition, water management and other services; including quality control and

access systems, to increase the influence of citizens and governability.

HLG will help local governments, providers of public services, civil society and the institutions

related to the delivery of services in the selected municipalities to achieve its two results: 1)

increase the informed influence of civil society, and, 2) improve the performance of local service

providers.

HLG has a central office in Tegucigalpa and six regional offices in the following locations: Santa

Rosa de Copán, Copán; La Paz, La Paz; Santa Bárbara, Santa Bárbara; Gracias, Lempira; San

Marcos, Ocotepeque; and La Esperanza, Intibucá. HLG is an activity that started in November

2014 and will end in November 2021.

Internship Program Objective

Honduran citizens that meet the requirements established can participate in the HLG internship

program. The internships have the following objective:

a) Help interns better-understand topics related to international development, especially

those related to the delivery of services at the municipal level. Additionally, and

according to the competencies of the applicants, help them understand aspects related

with the administration and operation of development projects.

b) Create professional competencies through the “learning by doing” system.

The tasks assigned to interns should serve the needs of HLG and the areas of interest of the

interns. Among other things, the interns will participate in the organization of meetings and other

daily tasks, according to the needs of the area to which they are assigned. Those interns with

advanced technical or professional competencies will be able to perform functions like those

performed by assistants in technical or administrative areas, according to their abilities and

interests.

For all purposes of this program it is clarified that, although the candidates will participate in the

operations of the areas they are assigned to, their participation in said activities is purely

educational and for learning, therefore, candidates understand and accept that they are under no

circumstance considered HLG employees.

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Required Qualifications The participants of the internship program will be selected among the candidates who complete

the application and selection process, and will be those who meet the basic criteria for which the

program is established. Those requirements are:

a) Honduran citizenship and a Honduran identification card.

b) Age between 18 – 29 years old.

c) Preference will be given to those applicants who are members of a vulnerable group, such as:

indigenous populations, afro-Hondurans, people with disabilities, and members of the LGBTI8

community.

d) Possess at least a secondary school title, a technical level title, or be an enrolled university

student studying a degree pertinent to the HLG, such as: administration, political science or

social sciences, engineering, finance, and others.

e) No previous formal work experience.

f) Good command of spoken and written Spanish. Command of English is a plus.

Dates and Duration of the Internship The selection of interns will be performed once per year: in May/June for the period that starts in

July of that year through June of the following year. Internships will not last less than 12 months.

The maximum duration of the internship with HLG is of 12 months. The applicant must indicate

the period in which they are interested in the application and they must confirm their immediate

availability.

Internship Location The internships will be based in the following locations:

1. Central Office – Tegucigalpa, Honduras

2. Regional Offices (six total) in the following municipalities:

• Santa Rosa de Copán, Copán

• La Paz, La Paz

• Santa Bárbara, Santa Bárbara

• Gracias, Lempira

• San Marcos, Ocotepeque

• La Esperanza, Intibucá

General considerations and obligations of the intern and HLG 1. The interns must provide their Honduran identification card as proof of nationality and

records of studies completed at the corresponding educational institution. These

documents will be subject to review and control by the Internship Program. They should

also provide a letter certifying their judicial background and another certifying their

8 Acronym that stands for Lesbian, Gay, Bisexual, Transgender, and Intersex.

58

criminal background, as well as a health record certificate. Submission of falsified or

altered documents automatically disqualifies the applicant.

2. Once the interns have been selected, they will be assigned to work with a mentor who

will be responsible of providing the intern’s work descriptions and a work plan. The

interns must comply with the assigned schedule, which will be no longer than eight daily

hours during HLG’s office hours. Upon completion of the internship, the mentor and

each intern must complete an evaluation questionnaire regarding their work and present it

to the Internship Program Coordinator. This questionnaire’s objective is to improve the

HLG Internship Program and measure the basic competencies acquired by the intern

during the internship. At the end of the internship, a certificate of participation will be

given on behalf of the program, provided that the internship is completed in its entirety

and satisfactorily.

3. The interns do not receive compensation. The interns receive a scholarship or economic

assistance to cover basic expenses (transportation and food during the duration of the

internship and other expenses necessary for participation in the program). The

scholarship will be of HNL 9,718.53 per intern on a monthly basis. The accident

insurance payment will be included in this amount. No benefits of any kind will be

generated during this process. The intern will enter an agreement with HLG for

undertaking the internship. Tasks and responsibilities of the intern, along with all other

necessary clauses, will be described in the agreement.

4. The selected interns are under obligation to participate in a full week of induction for the

activities to be performed. This week will be immediately prior to the start of the

internship and no direct financial support will be provided to the intern. Lodging and

food costs during the induction, if any, will be covered by HLG. If for any reason the

intern fails in any of the induction elements (attendance, behavior, schedule, and the

like), the intern will be automatically eliminated from the Internship Program.

5. The costs of transportation, food and lodging that are incurred by the interns to carry out

work outside of their assigned work area (such as travels to other municipalities within

the same region if assigned to a regional office, or travels to the central office in

Tegucigalpa) will be covered by HLG based on the internal table for travel allowances.

Every trip must be approved by the intern’s assigned mentor and the intern must submit a

detailed report of activities completed upon the trip’s end.

6. HLG is not to be held at all responsible for any expenses resulting from accidents and/or

illnesses suffered during the internship. HLG will have a collective insurance under

which the intern will be subscribed, and which will be paid with an amount taken from

the scholarship or financial assistance assigned to the intern. This amount will be

automatically deducted from said scholarship. In case of an illness or other circumstances

that prevent the intern from completing their internship period, the intern will have to

warn her or his mentor and the Direction for the Coordination of the Internship Program.

59

The intern will not receive the assigned scholarship during the months absent from

participation.

7. No expectation of employment with HLG should be held upon the completion of the

internship. The intern cannot apply for a staff position with HLG during the internship

period.

8. During the internship with HLG, interns must remain within the program full time.

9. The intern must respect the confidentiality in handling all information they learn during

this period, and they must not publish any report or document regarding the information

obtained during the internship. Any breach of information is subject to legal action on

behalf of HLG.

Application Procedure for the Internship Program The candidates must submit the following documents:

• An internship application form (link) completed accordingly, signed and dated;

• Copies of secondary school titles and/or grades received at the university level and

• A list of courses taken and grades received;

• A cover letter indicating, in the applicant’s own words, why she or he is an ideal

candidate for the internship program (maximum of two pages);

• Whenever possible, the intern can submit a letter of recommendation or reference.

For the selection of the cohort of interns starting on July 1, 2017, the application deadline is May

30, 2017. The intern must complete the application form and attach all supporting documents. If

an application is incomplete or all necessary supporting documents are not attached, the

application will not be considered.

The selected candidates will be informed no later than two weeks before the start date of the

internship. Due to the number of applicants, it is not possible for HLG to inform those candidates

who have not been selected. The candidates not selected can apply for future internship periods,

as long as they maintain the conditions required for the internship.

Address to Submit Applications The candidates interested in an internship must submit their completed application, printed, and

with copies of all supporting documents (which will later be subject to verification) to the

following electronic address:

Email address: (include an email address here)