PROJUST FOR USAID PROMOTING JUSTICE PROJECT ...Ciudad Juarez, Fresnillo, Mexicali, Saltillo, Tijuana...

PROMOTING JUSTICE PROJECT

QUARTERLY REPORT

April 1, 2018 – June 30, 2018

PROJUST FOR USAID

i | USAID/MEXICO PROMOTING JUSTICE PROJECT USAID.GOV

QUARTERLY REPORT, APRIL – JUNE 2018

USAID/MEXICO

PROMOTING JUSTICE PROJECT

QUARTERLY REPORT

APRIL 1, 2018 – JUNE 30, 2018

Management Systems International

Corporate Offices

200 12th Street, South

Arlington, VA 22202 USA

Tel: + 1 703 979 7100

Contracted under AID-523-C-14-00003

USAID/Mexico Promoting Justice Project

Cover page photo caption: Personnel from Tabasco’s Attorney General Office Specialized Investigation and

Prosecution Unit for Homicides identify best practices for the preservation and analysis of crime scenes.

DISCLAIMER

The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency

for International Development (USAID) or the United States Government.

ii | USAID/MEXICO PROMOTING JUSTICE PROJECT USAID.GOV


CONTENTS

ACRONYMS III EXECUTIVE SUMMARY IV INTRODUCTION 1

ACHIEVEMENTS PER RESULTS AREA 1 IMPLEMENTED A LOCAL SYSTEMS APPROACH FOR GREATER IMPACT 1 IMPROVED OPERATION OF STATE JUSTICE INSTITUTIONS 5 IMPROVED PERFORMANCE OF JUSTICE SECTOR OPERATORS 21 FOSTERED A MONITORING AND EVALUATION (M&E) CULTURE IN MEXICO’S JUSTICE

INSTITUTIONS 23

NATIONAL LEVEL SUPPORT 24 GENERAL AND CROSS-CUTTING ACTIVITIES 26

SUMMARY OF QUARTERY ACTIVITIES 30 CHALLENGES AND OPPORTUNITIES 30 LESSONS LEARNED 33

ANNEX 1: ACTIVITY COUNT AND SUPPORT COVERAGE 35 ANNEX II: ANALYSIS OF TRAINING DATA 36 ANNEX III: FIRST ROUND OF LOCAL SYSTEMS INITIATIVES RESULTS IN

SUMMMARY 40 ANNEX IV: EALRY WINS AND SPOTLIGHTS 41 ANNEX V: SUCCESS STORIES 42

iii | USAID/MEXICO PROMOTING JUSTICE PROJECT USAID.GOV


ACRONYMS

AG Attorney General

CONATRIB The National Commission of State Courts

COPARMEX The Confederation of Employers of the Mexican Republic

CSO Civil Society Organization

FY Fiscal Year

IT Information Technology

M&E Monitoring and Evaluation

MIE Model for Institutional Excellence

MSI Management Systems International

PD Public Defender

PROJUST Promoting Justice Project

PTS Pre-Trial Services

Q1 Quarter 1

Q2 Quarter 2

Q3 Quarter 3

RRI Rapid Results Institute

SSP Secretariat of Public Security

SYSCOM Sistemas y Servicios de Comunicación, S.A. de C.V.

USAID United States Agency for International Development

iv | USAID/MEXICO PROMOTING JUSTICE PROJECT USAID.GOV


EXECUTIVE SUMMARY

The USAID/Mexico Promoting Justice Project (PROJUST) is implementing activities under its fourth

activity implementation year. This quarterly report covers the period from April 1 to June 30, 2018, which

corresponds to the third quarter (Q3) of Fiscal Year (FY) 2018. It focuses on the achievements and

activities of Tasks 1 and 2, which are implemented by Management Systems International (MSI).

A key focus this quarter was on efforts to sustain and scale a series of local systems initiatives to reduce

impunity in robbery and domestic violence cases in target cities. The first wave of local initiatives achieved

notable successes that ignited cross-sector collaboration in efforts to consolidate the criminal justice

system (see Annex III). PROJUST also worked in close collaboration with local leaders in Q3 to design a

second wave of local initiatives that expands efforts to additional target cities and enhances engagement of

key leaders in seeking long-term objectives for structural change. These efforts are detailed in the body of

this report.

In Q3, USAID’s PROJUST recorded a number of early wins as well as state level outcomes connected to

higher-level results. While details and context of these results are provided in subsequent sections of the

document, key highlights are summarized below (also see Annex V and VI).

v | USAID/MEXICO PROMOTING JUSTICE PROJECT USAID.GOV


vi | USAID/MEXICO PROMOTING JUSTICE PROJECT USAID.GOV


1 | USAID/MEXICO PROMOTING JUSTICE PROJECT USAID.GOV


INTRODUCTION

This document reports on the activities and achievements of the USAID/Mexico Promoting Justice Project

(PROJUST) for Quarter three (Q3) of Fiscal Year (FY) 2018. This covers the period April 1 to June 30,

2018. The report is organized in six sections: the first reports on the achievements per results area; the

second details national level activities; the third presents general and cross-cutting activities; the fourth

provides a summary of quarterly activities; and the last two sections reflect on the challenges and

opportunities during the past quarter, sharing lessons learned to inform implementation. Several annexes

are included and provide supplementary information.

ACHIEVEMENTS PER RESULTS AREA

IMPLEMENTED A LOCAL SYSTEMS APPROACH FOR GREATER IMPACT

In 2017, PROJUST and the Rapid Results Institute (RRI) joined forces to facilitate locally-owned initiatives

that tap into the knowledge and expertise of frontline operators and local leaders to achieve immediate

results and promote sustainability. These local systems initiatives engage actors from the justice system,

private sector, and civil society to define a challenge in their communities, identify goals, and design action

plans to tackle the challenge in just 100 days. RRI’s methodology has allowed PROJUST to innovatively

operationalize USAID’s Local Systems Framework,1 by engaging diverse stakeholders in initiatives that are

locally led, owned and sustained. The initiatives are also part of a broader strategic approach to reduce

impunity at the local level.

Coahuila’s leaders participate in a Design Session and discuss challenges to be tackled as part of a local systems initiative in

Saltillo.

PROJUST FOR USAID

1 This framework can be accessed here.

https://www.usaid.gov/sites/default/files/documents/1870/LocalSystemsFramework.pdf



Sustainability is at the core of the rapid results methodology as it engages local leaders and frontline

operators to identify pressing criminal justice issues and introduce new ways of innovating and problem-

solving to achieve lasting results. The methodology incorporates a sustainability phase following the 100-

day challenges in which local actors produce concrete recommendations for sustaining gains that local

leaders must address going forward. The methodology’s premise hinges on the understanding that seeing

improved results after an initial 100-day period stimulates stakeholder engagement and naturally

encourages scale and sustainability as empowered local leaders are motivated to take ownership of the

methodology and continue replication independently of PROJUST support.

Following the noticeable success of the first round of 100-day Challenge local initiatives2, which yielded

unprecedented momentum and results in accelerating consolidation efforts for the Mexican criminal justice

reform (see Annex III for results of the first round, which now includes Tabasco). Consequently, a

significant demand was generated to scale the 100-day challenges across Mexico.

LEVERAGED LOCAL SYSTEMS TO IMPROVE THE DELIVERY OF JUSTICE

This quarter saw the design of the second wave of 100-day

challenges, set to launch next quarter in seven cities: Chihuahua,

Ciudad Juarez, Fresnillo, Mexicali, Saltillo, Tijuana and Villahermosa.

In this second wave PROJUST and RRI will focus on scale and

sustainability. Throughout the month of June, PROJUST facilitated

design sessions in seven cities with local system leaders. At the

sessions, leaders from the justice sector, private sector and civil

society defined two challenges per city, and determined the

composition of the two frontline teams responsible for tackling

them (see Table 1).

While laying groundwork for this second wave, a need for an

enhanced sustainability emerged. Accordingly, PROJUST and RRI

developed the “Leaders’ Journey”— an additional component of the

rapid results methodology. The Leaders’ Journey calls on public,

private and civil society sector leaders to establish long-term visions

for improved criminal justice in their state, while also undertaking a

series of concrete, high-level actions to sustain the first-wave

results of the 100-day Challenges earlier this year. The cities of

Chihuahua, Tijuana and Villahermosa launched these journeys in late

June as part of the design phase of the second wave of initiatives.

2 Starting in late August 2017 and running through May 2018, PROJUST and RRI implemented the 100-day, local

challenges in Baja California (Tijuana), Chihuahua (Chihuahua), Nuevo León (Monterrey), Zacatecas (Zacatecas), and

Tabasco (Villahermosa).

Local leaders participate in a Design

Session and discuss challenges to be

tackled on June 14, 2018 in Saltillo,

Coahuila.

PROJUST FOR USAID



Table 1: Challenges for second wave of local systems initiatives in seven cities

Although the second wave has yet to officially launch, there are already highlights. In general, there is an

increase in private sector and civil society leaders in these second-wave challenges. Key allies from

prominent business unions, private companies, and a large contingent of civil society organizations (CSOs)–

particularly those focusing on domestic violence–have rallied behind the initiatives. Momentum is gaining

behind efforts to scale impact while engaging even more local actors and leaders. All seven initiatives will

launch in July 2018 when frontline teams of local operators will set ambitious, specific goals to address the

challenges designed by their groups and prepare action plans to achieve and sustain them.

In parallel, PROJUST has supported local teams and leaders from the first round of initiatives in an effort

to sustain previously achieved results and follow up on the agreements and commitments made by local

leaders. In Q3, Monterrey launched its second locally-led initiative to combat impunity, independently of

USAID assistance and with civil society leading the charge. Guided and inspired by the first USAID-



supported effort completed with success earlier this year, the new initiative, “Managing Justice”

(Gestionando la Justicia), aims to resolve 400 cases of domestic violence and business robbery in about three

months. Launched on March 15, this scaled effort shows how Nuevo Leon’s local actors are taking

ownership and driving the self-sustained change process (see Annex IV “Early Win 4”).

In Chihuahua, the first local systems initiative drew noticeable private sector involvement and this

unprecedented collaboration has continued since the successful close of the first initiative. In May,

representatives of the Mexican security and technology company, SYSCOM,3 began collaborating with

justice institutions in the city of Chihuahua to innovate new, more efficient ways of working. One such

innovation is the use of electronic tablets to make a digital version of the standardized police report used

to log crimes. Funded jointly by SYSCOM and the State Secretariat of Public Security (SSP), a total of 500

tablets will be provided to police to facilitate the use of

this digital form, scaling an initial pilot of 30 tablets

conducted this quarter. While still in early

implementation, the initiative holds promise of

institutionalizing modern technology as an essential tool in

combatting impunity while also demonstrating new

possibilities for engaging the private sector in innovations

in the justice sector (see Annex IV “Early Win 5”).

Finally, as part of sustainability efforts for the first round

of local systems initiatives, PROJUST will provide grants

to two local CSOs, one from Monterrey and one from

Tijuana, to support their ongoing contributions to the

consolidation of the accusatory system. The CSO from

Monterrey is VICALLI,4 one of the leaders in Monterrey’s

push to reduce impunity in domestic violence, who

provides tools to prevent domestic violence and promote

restorative justice. With the grant, VICALLI will continue

the work initiated during the 100-day challenge to support

the Pre-Trial Services (PTS) unit in supervising defendants under precautionary measures in cases of

domestic violence. The second organization is the Citizen Council on Public Security of Baja California,

which provides consulting support to institutions and local authorities in promoting public security, justice,

and social peace. The Citizen Council will use the grant to continue its work in promoting the involvement

of the private sector in the criminal justice system. Each grant will last for a year. More detailed information

on these grants will be reported by DPK.

INCREASED COLLABORATION WITH THE PRIVATE SECTOR AND CIVIL SOCIETY

PROJUST’s focal strategy for engaging the private sector and civil society is through the local systems

initiatives. However, PROJUST is also cultivating cross-sector alliances for excellence in criminal justice

through the Justice Now Awards. The awards recognize exceptional performance and identify best

practices by institutions, organizations and individuals who are role models in the provision of justice in

Mexico.

This quarter, in the lead-up to the inaugural event planned for October 2018, PROJUST has continued to

facilitate cooperative agreements between civil society and academia for the provision of scholarships for

prizewinners to pursue advanced studies in criminal justice. With the intention that these awards become

3 Sistemas y Servicios de Comunicación, S.A. de C.V., a Mexican security and technology company and member of the

prominent business association COPARMEX. 4 Vida con Calidad, A.C.

A representative of Chihuahua’s SSP gives a tour for

SYSCOM representatives of the central data facility

where information logged on the tablets will be

monitored.

PROJUST FOR USAID



an annual event, securing the collaboration of diverse Mexican actors is critical to sustainability. To date,

formal agreements between event co-organizer, Borde Político, and two universities have materialized,

including the prestigious Mexican law school Escuela Libre de Derecho and the Latin American Faculty of

Social Sciences (FLACSO) in Argentina. A cooperative agreement with California Western School of Law

is also in the works. In addition, PROJUST is currently working on two promotional videos for the awards,

which will be used by sponsors and partner organizations to disseminate key event information. Last

quarter, Televisa5, Mexico’s leading television network, agreed to air a promotional spot in the two weeks

leading up to the awards. Furthermore, plans are underway for Borde Político to organize a press conference

to amplify media exposure of the event and launch the call for applications, which will close on August 27,

2018. The press conference is planned for July 10, 2018.

Finally, on June 14, 2018, leadership of the prominent Mexican business association, COPARMEX,6 hosted

USAID’s PROJUST in a key meeting of its National Security Council in which the rapid results methodology

was showcased to gain buy-in for potentially scaling the approach with the company’s involvement and

support. This latest engagement signals more to come in what has turned out to be a promising strategic

alliance.

IMPROVED OPERATION OF STATE JUSTICE INSTITUTIONS

IMPROVING INSTITUTIONAL EXCELLENCE ACROSS JUSTICE INSTITUTIONS

Since 2017, USAID’s PROJUST has supported Mexican justice institutions to define and measure

institutional excellence through collaboratively developing, adapting, and implementing a Model for

Institutional Excellence (MIE). The MIE moves institutions towards greater effectiveness by promoting a

culture of review, planning and continuous improvement into Mexican justice institutions. The MIE is

implemented in three stages (self-assessment, analysis of results, and plan for improvement) that revolve

across a cycle of continuous improvement (see Figure 1). The original tool was developed for State Courts

and encompassed 52 standards across seven dimensions. The MIE has since been adapted to each of the

four primary justice institutions, with tailored standards and dimensions for each. For PTS the tool is

particularly unique, as it aligns to the standards of the

national PTS model.7

This quarter, PROJUST continued support of the

Attorneys General (AG) Offices, Public Defenders’ (PD)

Offices and State Courts to either assemble or execute

improvement plans. These plans stem from the results of

the first self-assessment application, which are converted

into a digital fingerprint that shows where the

organization falls along a dynamic spectrum of

dimensions that are based on standards of institutional

excellence. Details on progress per institution can be

found under the corresponding sections of this report

for AG Offices (Improved efficiency and effectiveness in

the prosecution of crimes), State Courts (Prompt and

expedited justice through improved performance of

5 PROJUST is concurrently exploring a possible collaboration with Televisa on a potential television series on the

accusatory justice system, although little progress was made this quarter. 6 The Confederation of Employers of the Mexican Republic. 7 This quarter, the MIE self-assessment tool was fully integrated into the tools of the National PTS Model. Hence,

from now on, PROJUST will not continue to implement the MIE in PTS Units.

Self-assessmentand analysis of

performance across seven dimensions

Analysis to determine

opportunity areas for improvement

Plan for improvement with proposed

actions to achieve results

Figure 1. Model of Institutional Excellence



institutions), PD Offices (Promoted observance of due process through strengthened public defense), and

PTS Units (Upheld the presumption of innocence through quality PTS).

IMPROVED THE CONSTITUTIONAL, LEGISLATIVE AND REGULATORY FRAMEWORK AT THE STATE LEVEL

In Mexico, the Constitution has the highest authority followed by federal and national laws, state laws and

then state regulations. Each level adds further detail and guidelines on the principles outlined in the

Constitution. Organic regulations operationalize the structure of the institution as outlined in the organic

law and detail the roles and responsibilities for each operator working within these institutions.

Although the bulk of state-level legislative work was carried out during the implementation phase of the

accusatory criminal justice system, there remains work to be done in this area, particularly in reference to

establishing autonomous AG Offices at the state and federal level as well as harmonizing organic

regulations. Table 2 below provides an overview of such assistance provided this quarter.

PROJUST has continued to support states in efforts to reform legislative frameworks towards establishing

independent and effective AG Offices. The critical nature of these efforts lies in the fact that most Mexican

states do not have autonomous AG Offices. Those that do, are independent in name only and do not

operate autonomously – leaving open the potential for corruption, abuse of power and manipulation. This

quarter, PROJUST worked with Coahuila, San Luis Potosi and Zacatecas in this area.

In Zacatecas, collaboration with the AG Office continued for the implementation of the institution’s

Organic Law, drafted with significant PROJUST support and approved on December 15, 2017. The law is

now a reference for other states. Currently, it has several components that ensure operational autonomy

and successful transition to a new institution, including a Transition Plan, a merit-based selection process

for AGs, an accountability unit, and the legal basis for a civil service career program (see Annex IV Early

Win 1).

TABLE 2: ASSISTANCE FOR STATE CONSTITUTIONAL REFORM AND LEGISLATIVE AND

REGULATORY HARMONIZATION IN Q3 2018

STATE JUSTICE INSTITUTION AREA OF SUPPORT

Chihuahua State Court Support for new organic regulations

Coahuila AG Office Initial support for new Organic Law

Coahuila State Court Support for new organic regulations for Court of Appeals and Judicial

Inspection Office

Coahuila PD Office Initial support for new Organic Law

Nayarit State Court Exploratory work to incorporate Monitoring and Evaluation Unit into

organic regulations

San Luis Potosi AG Office Support for a new and autonomous AG Office

San Luis Potosi PTS unit Legislative package to reform regulations and laws

San Luis Potosi State Court Support for new organic regulations

Zacatecas AG Office Support for implementation of AG Office’s Organic Law and development

of organic regulations

Zacatecas State Court Support to reform Organic Law



Specifically, collaboration with Zacatecas’ AG Office centered on the implementation of the Organic Law.

This entailed working closely with the newly created Executive Committee, which was formed to facilitate

coordination between the AG, the Closure and Transition Units and PROJUST. Apart from improving

coordination during the transition process, the committee simplifies high-level decision-making. Work with

the committee on the collaborative development of the institution’s organic regulations kicked off in Q3.

This entailed carrying out a complete process mapping and optimization. The mapping will be the

foundation of the new regulations, which are expected to be finalized next quarter. The committee has

held two sessions in Q3.

Work on the Transition Model or Transition Plan was carried out in parallel, as this model is being

collaboratively developed with Zacatecas’ AG Office and will also serve as a model for other states during

their move to an autonomous AG Office. The model is comprised of a Strategic Transition Plan, which, in

the case of Zacatecas, is a one-year work plan detailing all planning and execution actions that need to be

in place to ensure a full transition. In Q3, PROJUST’s work in this area consisted of reshaping the action

plan for the transition to a new institution and the development of administration tools. This model has

also become a reference for other states.

In Coahuila’s AG Office, following exploratory work last quarter

and high-level discussions with the State’s AG, collaboration on

the AG Office’s Organic Law took off. Drawing on lessons

learned from the Zacatecas experience, PROJUST carried out a

complete process mapping for the AG Office. Next, the

processes will be optimized and adapted to PROJUST’s models,

which will lay the groundwork for the Organic Law.

In Q1 PROJUST worked with San Luis Potosi’s AG Office to

complete the first draft of an Organic Law for an autonomous

institution. However, in Q2 the state Governor presented a

different organic law proposal to the local Congress for

consideration, though it included some elements of the initial

draft prepared with PROJUST support. This quarter, after high-

level discussions with the AG, and as a result of civil society

pressure, the Governor’s proposal was reviewed and rejected by

the local Congress, given it doesn’t include the three-level

prioritization model, currently a centerpiece of operations in the

AG Office. In Q3, modifications were made to the initial Organic Law proposal, in collaboration with the

counterpart. The final draft of the law was finalized and presented to the local Congress on June 29.

However, the approval process for Law may be difficult, as there are political tensions within the local

Congress.

In Chihuahua, collaboration with the State Court on the institution’s organic regulations kicked off this

quarter with a review of current legislation. This came after a brief lag in support, which was triggered by

political instability within the court and a change in leadership. Work on the first draft of the court’s organic

regulations is nonetheless underway. Similar work in San Luis Potosi progressed this quarter, where final

revisions to the State Court’s organic regulations were made to include the court’s Monitoring and

Evaluation (M&E) Unit. The revised version will soon be presented to the State Judiciary Council in San

Luis Potosi for approval.

In Zacatecas, PROJUST began work this quarter on revisions of the State Court’s Organic Law, which as

it stands, does not contemplate the court’s Gender Unit or M&E Unit. A proposal detailing the

PROJUST and the State Court of San Luis Potosi

jointly make the final revisions to the institution’s

organic regulations.

PROJUST FOR USAID



modifications needed to include recent reforms, the court’s Gender Unit and M&E Unit and structural

changes has been submitted to the State Court President for review.

PROJUST carried out exploratory work with Nayarit’s State Court this quarter regarding the

incorporation of the M&E Unit into the court’s organic regulations to ensure the unit’s legal certitude and

stability within the institution. However, the court opted to formalize the M&E Unit through a formal

agreement issued by the State Judiciary Council instead of modifying the institution’s organic regulations.

In a new area of support this quarter, work progressed on the development of model organic regulations

for Judicial Inspection Offices and Courts of Appeals. As the operational models for Judicial Inspection

Offices and Courts of Appeals will be implemented in Coahuila first, work on corresponding legislation

will be drafted for the State Court of Coahuila. This legislation will also serve as a model to other states

that implement the operational models. The regulations for the Courts of Appeal will detail organizational

structure and administrative processes. For the Judicial Inspection Offices, the regulations will mainly guide

operational processes.

In Q3 PROJUST continued work with Coahuila’s PD Office. Efforts focused on a proposal for a new

Organic Law, as current legislation is outdated and fails to adequately guide current operational needs.

This effort arises from the areas for improvement detected as part of the MIE self-assessment in this

institution. PROJUST’s work with the PD Office involved a comprehensive process mapping, which will be

optimized so as to include the Case Distribution Model for PD Offices. The optimized process mapping

will be used as a basis for the proposed Law.

Finally, legislative support for PTS Units this quarter was focused in Nuevo Leon and San Luis Potosi.

Collaboration continued to incorporate juvenile PTS into formal regulations in the State SSP’s organic

regulations, noting that PTS units in these states fall under the SSP. Both reform proposals seek to

incorporate juvenile PTS into formal regulations as a vital step for ensuring the area’s optimal operation.8

The proposal for Nuevo Leon was finalized last quarter and is still awaiting approval at the state level. In

San Luis Potosi, work progressed on the reform package for juvenile PTS, as not only the SSP’s regulations

require modification.9 This work will continue next quarter.

IMPROVED EFFICIENCY AND EFFECTIVENESS IN THE PROSECUTION OF CRIMES

PROJUST has continued to work alongside AG Offices across Mexico to improve efficiency and

effectiveness in the investigation and prosecution of crimes. This work takes place through a variety of

strategies including: implementation of a three-level case prioritization model; support to Specialized

Investigation and Prosecution Units; and, more recently, support for the creation of Crime Analysis Units

across four states.10 Figure 2 shows where collaboration will take place in this area of support in FY 2018.

These are core elements of PROJUST’s overall strategy that contributes to reducing impunity in Mexico.

8 While the SSP’s organic regulations already include adult PTS, it is important they also formally include juvenile PTS

to ensure effective operations for this distinct user-group. 9 The findings of an analysis of the state’s legislation and regulations carried out in Q2 determined that the State

Public Administration Organic Law also requires modification since the SSP is under the State’s Public Administration. 10 Statewide Crime Analysis Units will be established in Coahuila, Nayarit and Zacatecas; in Tabasco support will be

provided to the Investigative Unit of Cases with Unknown Suspects to build capacity for crime analysis. In prior

reports, initial plans contemplated the establishment of analysis units within the Specialized Investigation and

Prosecution Unit for Homicides in Saltillo, Coahuila and the Specialized Investigation and Prosecution Unit for

Robbery in Tijuana, Baja California. However, taking into account expert opinions and lessons learned from Colombia

in creating these units, PROJUST will focus on establishing statewide units where possible.



Figure 2: Support to AG Offices Planned for FY 2018 per State and Area of Support

This quarter, PROJUST supported AG Offices in Coahuila, San Luis Potosi, Sonora, Tabasco and Zacatecas

to either establish or strengthen the operation of the three-level case prioritization model.11. Zacatecas is

the only state implementing the model for the first time. Work this quarter in Zacatecas consisted of a

review of the catalogue of crimes that will govern case prioritization, along with the reorganization of roles

and responsibilities necessary for the implementation of the model. As part of this process, PROJUST

provided several working sessions for AG Office personnel to explain the model and its protocols, manuals

and tools. These sessions also included the collection of statistical data for the design of institutional

indicators. The model should be in full operation in the AG Office of Zacatecas at the beginning of next

quarter, despite challenges in the implementation of the AG Office’s Organic Law.

In Coahuila, San Luis Potosi, Sonora and Tabasco, this quarter PROJUST supported the implementation of

follow up plans developed in collaboration with each state to bridge gaps between existing processes and

those established by the model. This work included: monthly data collection and analysis to feed the

indicator dashboard; a root cause analysis of operational gaps, the development of strategies to resolve

the gaps; and observation visits to each area of the AG Office to verify the level of adherence to processes

and protocols. In sum, collaboration with these states now revolves around a continuous cycle of assessing

and improving adherence to the model.

11 The three-level case prioritization model reduces caseloads by screening, processing and investigating cases. It

offers a structured methodology that prioritizes high impact cases that require specialized investigation and thus

prevents less complex cases from clogging the system. This USAID-supported model was adopted by Mexican

authorities in 2017.



The positive results stemming from the implementation of the three-level case prioritization model are

evident in Coahuila’s AG Office, which has recently opted to independently scale the model to another

district that includes Torreon City. The model is already in operation in two of Coahuila’s judicial districts

cities: Saltillo and Piedras Negras. These scaling efforts are part of the AG’s strategy to standardize the

AG Office’s performance across the state, while also providing a strategic response to the pressure to

deal with the rise in crime (see Annex IV, Spotlight 3).

On another front, PROJUST has continued to support

Specialized Investigation and Prosecution Units by

establishing or strengthening capacity to investigate

and prosecute crimes. This also includes improving the

level of communication and coordination between

police and prosecutors during investigations. Since last

quarter, while continuing support for crime units

specializing in homicide, PROJUST also branched out

support for units to specialize in robbery, domestic

violence and other sex-related crimes. Since all units

PROJUST works with are fully functional and

operational, collaboration now focuses on achieving

concrete results. PROJUST support now takes place

through a results-based approach, which incorporates

elements of the rapid results methodology and

revolves around a cycle of an initial performance

assessment, developing corresponding goals and tailored-support to achieve them. The results-based

approach fosters innovation and facilitates opportunities for longer-term performance improvement. In

Nayarit, Ciudad Juarez and Torreon’s units specializing in homicides, PROJUST also provided support to

improve communication gaps and difficult working relationships between operators -- both identified as

first needing to be resolved before operators could reach broader goals. In the case of Ciudad Juarez and

Torreon, these were additional activities, carried out at the request of the counterparts.

This quarter, PROJUST worked with 12 specialized units across seven states12 as detailed in Figure 2,

through the results-based approach. Operators set a variety of goals, including: pressing charges in a

greater number of cases, reaching an increased number of convictions through plea bargains or in trial, or

bringing a greater amount of cases to indictment. Units set ambitious 100-day timeframes to reach their

targets, though some units extended this period. All units are currently making steady progress towards

their goals. For example, in Ciudad Juarez, Chihuahua, the Specialized Unit for homicides set the ambitious

target of securing 40 convictions through plea bargains and 10 in trial. In just two months, the unit has

obtained 16 plea bargains and six convictions in trial – nearly half-way towards their goal. Tabasco’s Gender

and Sex-Red Crimes Unit is the exception, which reached their goal early on June 29 and managed to

attain impressive results.

The positive impact of PROJUST support for specialized units can be highlighted by the results seen in

Tabasco’s Gender and Sex-Red Crimes Unit, which succeeded in either reaching or surpassing eight of

their nine goals. The unit brought five femicide cases to indictment and pressed charges in 60 sex-related

crime cases. This is in stark contrast to 2017, when only four femicide cases reached indictment in the

entire year and charges were pressed in only 19 sex-related crime cases. Across units, this approach is

12 Baja California, Chihuahua, Coahuila, Nayarit, Nuevo Leon, Tabasco and Zacatecas. In Q2, PROJUST worked across

all units shown in Figure 1 above except the Gender-based Violence Unit in Zacatecas.

Personnel from Tabasco’s Attorney General Office

Specialized Investigation and Prosecution Unit for

Homicides identify best practices for the preservation

and analysis of crime scenes.

PROJUST FOR USAID



contributing to increasing prosecution rates by focusing support on achieving results (see Annex IV Early

Win 7). Next quarter, PROJUST will focus its efforts on sustaining these results.

With respect to strengthening the capacity to investigate and prosecute crimes, PROJUST provided direct

support for the establishment of Crime Analysis Units across four states.13 Crime Analysis Units analyze

information to provide strategic intelligence related to crime series, trends, and patterns, as well as provide

long-term strategic analysis of crime-related problems, such as organized crime, in the city or state where

they are based. The information produced by these units will elevate the quality of investigations, inform

decision-making and contribute to improved prosecution of crimes in Mexico.

In Q3, work in this area initially consisted of carrying

out diagnostics in each target state to ensure minimum

conditions for implementation existed. This entailed

looking at existing protocols and processes related to

data collection and analysis as well as evaluating the AG

Office’s IT department, their software, and IT programs.

Next, PROJUST held work sessions with counterparts

to share the findings of the diagnostic and present the

ideal composition of the Crime Analysis Unit, detailing

the specific functions and required skills and profile of

each operator. Diagnostic findings also illuminated the

analytic capacity of each state and provided a complete

understanding of its training needs. USAID-supported

training for the first two groups of analysts from

Tabasco’s Investigative Unit of Cases with Unknown

Suspects and Zacatecas’ AG Office marked the start of

direct collaboration for this quarter. The training course

was comprised of 14 modules and included the following modules: basic principles of crime analysis,

criminology for analysts, tactical analysis, methodologies and techniques for information analysis, strategic

analysis, analysis of crime patterns and crime networks. The two remaining groups of analysts from Nayarit

and Coahuila will follow suit next quarter.

Parallel to direct collaboration with states, PROJUST continued to work on the standardized model for

Crime Analysis Units, which was finalized this quarter. The holistic model addresses local context, crime

patterns and organized crime; it will be validated and customized to the local context of each unit next

quarter.

On another front, PROJUST has continued to drive efforts to increase open data in Mexico through an

innovative venture in collaboration with Coahuila’s AG Office and civil society. The ‘Fiscalía Abierta’ digital

platform will increase data access by capturing, systematizing and visualizing AG Office data.14 This is a

challenging but necessary task, as justice institutions in Mexico generally lack the capacity to systematize

their data and do not have incentives to do so. Relatedly, civil society lacks access to reliable data to

monitor progress of the accusatory system and inform research and public policy proposals. In Q3,

PROJUST continued to work directly with Coahuila’s AG Office and civil society actors towards the

development of the digital platform.

13 State-wide Crime Analysis Units will be established in Coahuila, Nayarit and Zacatecas. PROJUST will support

the Investigative Unit of Cases with Unknown Suspects in Tabasco to build capacity for crime analysis. 14 Including institutional performance data, crime statistics and demographics during the first stage of the project.

PROJUST carries out a diagnostic to ensure minimum

conditions for the implementation of a Crime Analysis

Unit in Zacatecas.

PROJUST FOR USAID



Coahuila’s Attorney General’s Office personnel and civil society working together during a workshop for the ‘Fiscalía Abierta’

digital platform.

PROJUST FOR USAID

Between May 30 – June 1, PROJUST facilitated a three-day event that brought together over 70 participants

from Coahuila’s AG Office and civil society in the state capital of Saltillo. The event covered several topics

including indicator design. An initial prototype of the digital platform was also unveiled to garner feedback

from target users. Participants collaboratively agreed on the indicators they were most interested in

measuring, which will be the same indicators used on the digital platform. Coahuila’s AG attended the

event and expressed gratitude for this innovative project supported by USAID (Annex IV, Spotlight 2 for

a detailed account of this event).

This quarter, collaboration also involved several work sessions with the AG Office’s IT department to gain

feedback on the initial prototype and to evaluate the AG Office’s level of in-house infrastructure, technical

capacity, and resources. The platform is already facilitating improved and continued collaboration between

Coahuila’s AG Office and civil society. Civil society representatives have been involved in this ambitious

effort from day one and development follows a participatory process to ensure that the platform meets

needs of its target users15 while streamlining data systematization processes for the AG Office. The AG

Office and select CSOs will collectively manage and administer this project, - a win for sustainability

prospects. A fully functional prototype of the platform is expected in October.

Building the capacity of prosecutors for effective operation in the accusatory system continued to be a

focus area this quarter. AG Office-related training benefited analysts, prosecutors, forensic experts and

police investigators on various topics. See Built Human Capacity section for more information on training.

Model for Institutional Excellence in AG Offices

This quarter, PROJUST worked closely with AG Offices in Tabasco and Zacatecas to support the

implementation of their MIE improvement plans. In Zacatecas specifically, these efforts also served to

inform the AG Office’s one-year plan to transition into being an autonomous institution. Support for the

15 Target users include local CSOs, academics, journalists and the private sector, in addition to the AG Office.



MIE improvement plans in Coahuila and San Luis Potosi’s AG Offices stalled this quarter in response to

changing priorities (including parallel efforts to establish institutional autonomy for the AG Office in San

Luis Potosi). Efforts are expected to resume next quarter. PROJUST also made improvements to the AG

self-assessment tool this quarter, based on areas for improvement identified following the first application.

The tool now includes additional dimensions, such as criminal prosecution policies, gender considerations,

and Crime Analysis Units.

PROMPT AND EXPEDITED JUSTICE THROUGH IMPROVED PERFORMANCE OF COURTS

Effective justice requires a consistent and competent court system that processes and resolves cases in a

fair and efficient manner. A strong court system is also a key component in efforts to reduce impunity.

Towards this end, PROJUST has continued to collaborate with State Courts in Mexico by offering an

integrated support package16 that is tailored to the needs of each target institution. This quarter, PROJUST

collaborated with State Courts in Chihuahua, Coahuila, Nayarit, Nuevo Leon, San Luis Potosi and

Zacatecas. In each, an integrated support package was tailored to best prioritize current needs, as signaled

below in Table 3.

TABLE 3: PROJUST INTEGRATED SUPPORT TO STATE COURTS IN Q3

STATE

CH

IHU

AH

UA

CO

AH

UIL

A

NA

YA

RIT

NU

EV

O L

EO

N

SAN

LU

IS P

OT

OSI

ZA

CA

TEC

AS

Lower Courts

Legislative support (organic regulations) X X X

Reorganization of roles and functions (organizational

manual, block scheduling methodology for hearings) X X

Alignment of processes (process maps, procedure manual,

information management system) X X X

Standardization of judicial criteria X

Establishment or strengthening of Judicial Committee X

In Chihuahua City and Ciudad Juarez, political instability triggered a lag in PROJUST’s support of courts at

the start of this quarter. In April 2018, the presiding State Court President, Julio Cesar Jimenez Castro,

was removed from the position after a ruling by the Supreme Court following a constitutional controversy

in the state.17 A new State Court President was appointed on April 10 and PROJUST has established a

good working relationship with him. So far, the change in administration has proven favorable for project

support. Work began this quarter on Chihuahua’s State Court Organic Regulations and has progressed

swiftly. Further, PROJUST support for the rollout of the MIE continued in Chihuahua City. In Ciudad

Juarez, Q3 support focused on follow-up activities to monitor progress against goals set last quarter.

Progress was slow due to the factors mentioned above, however, in June the new State Court President

requested support from PROJUST to help schedule 248 pending oral trials. PROJUST visited Ciudad Juarez

16 Which includes legislative support, organizational and process optimization for criminal justice administration,

development of tools, manuals and models, support to standardize judicial criteria and support to establish or

strengthen State Judicial Committees. 17 In August 2016, Chihuahua’s State Court went through a crisis rooted in the previous governor’s interference in

the appointment and removal of justices. Additionally, a number of temporary judges were assigned without any

formal selection process. The State Court created a State Council of the Judiciary, which experienced some

internal conflicts that hampered the council’s ability to make decisions, including related to PROJUST support. With

the change of State Court President in April 2018, the council was renewed, and internal conflicts were resolved.



in late June to observe and identify areas for improvement with the court administration. During this visit,

PROJUST also carried out an assessment of the court’s IT area to determine if the simulator and software

program for block scheduling hearings promoted by the project could be installed. Based on this visit,

PROJUST plans to provide support to improve scheduling by sharing the block-scheduling methodology

for hearings.

Building on proven approaches, in Q3 PROJUST continued to facilitate the cross-state exchange of best

practices, which has been a successful and sustainable strategy for scaling effective initiatives and

technological innovations. This quarter, PROJUST facilitated two exchanges.

In May, representatives from Zacatecas’ State Court, including the State Court President, visited Nayarit’s

State Court to learn from their experience in developing their own information technology (IT) system.

The visit was productive, with Nayarit offering to lend their IT expertise to adapt the system for Zacatecas

or support them in the development of their own system. Elsewhere, in June, the first exchange of best

practices between the State Courts of Coahuila and San Luis Potosi took place. State Court representatives

from San Luis Potosi traveled to Coahuila to learn from their successful experience in commissioning a

custom-built case management IT system. This system reflects an optimized way of operating and is based

on process mapping carried out with USAID’s PROJUST support last year. The Coahuila system

dramatically improved efficiency, particularly around scheduling hearings, after only a few short months

operating the improved system (see Success Story 2 included in Annex V). San Luis Potosi hoped to achieve

similar results, and their visit triggered tangible institutional change in less than a month. By late June, San

Luis Potosi’s State Court began a process of institutional restructuring, modifying functions and

responsibilities to improve efficiency while also carrying out inter-institutional sessions with the AG and

PD Offices to tackle a backlog of postponed cases. These types of USAID-supported, inter-state

collaborations and exchange of best practices have yielded positive results to date and have paved the way

for ongoing collaboration between states towards enhancing the efficiency of state court’s processes,

systems and outcomes.

In Nayarit’s State Court, support this quarter centered on assessing strengthening changes in operational

processes. These changes—implemented by the court following an exchange of best practices with

Coahuila— sought to improve the court’s information management system. The system is fully operational

and includes a simulator and block scheduling methodology for hearings promoted by the project. In

another area of support, PROJUST followed-up on the approval of Nayarit’s State Court organizational

manual, which details an optimal structure and administration of the court. Collaborative work began on

this manual in Q1, and a final version is expected to be

approved shortly.

Collaboration with Nuevo Leon’s State Court began

in Q2 with the application of the MIE—an important

measure in assessing shortcomings and needed

improvements. In response to the findings of the self-

assessment, which pointed to the need to improve

scheduling, work this quarter focused on introducing

PROJUST’s block scheduling methodology.

Last quarter witnessed a short hiatus in project

support in San Luis Potosi’s State Court due to

operational constraints and the delay in approval of

updated organic regulations. Comprehensive support

resumed this quarter with an assessment of the recent

improvements and recommendations implemented by

PROJUST and operators from San Luis Potosi’s State

Court carry out an assessment of the court’s

organizational structure.

PROJUST FOR USAID



the court. Several best practices for court administration procedures have been established. Due to recent

personnel changes, PROJUST also carried out an analysis of the court’s current organizational structure,

which pointed to the need to improve data collection and analysis capacity. Work on this front will

continue next quarter. PROJUST also collaborated with the court to make final revisions to the draft for

the institution’s organic regulations, currently pending approval.

In Zacatecas, collaboration with the State Court halted temporarily last quarter due to the appointment

of new justices. Support resumed this quarter with an assessment of the court’s organizational structure

and administrative practices. This evaluation served as the basis for a participatory process mapping

exercise to identify gaps and areas for improvement and paved the way for the transition to a new, results-

focused approach to address bottlenecks. Zacatecas

follows in the footsteps of Coahuila, which has seen

remarkable results with this approach. In June, the

court also undertook a strategic planning session and

identified four goals they aim to meet in 100 days.

Under this new approach, justices, judges and court

administrators will work collaboratively towards

specific goals geared at improving performance while

providing a strong basis for elevating justice delivery in

the state. This is one of a series of results-focused

efforts unravelling across Mexico with USAID’s

PROJUST support.

In Coahuila, support continued for a statewide Judicial

Committee, a body established with project support

last year. This has been a key platform for facilitating

the exchange of best practices between judges and

court administrators from across the state. At the last

committee session, which took place in Monclova on

December 4, 2017, the committee adopted a results-based approach to collectively identify challenges and

solve problems. This quarter, PROJUST followed-up to monitor progress against the committee’s specific

goals and to record achieved results. The results are impressive:

• In Sabinas, initial hearing times decreased from 120 to just 66 minutes – a 45% drop. This was

possible because judges organized sessions to standardize judicial criteria and coordinated with

administrative personnel to schedule hearings more efficiently.

• Monclova set the goal of reducing the time of oral trials from an average of five days to three. This

goal was exceeded, as the court now takes an average of 2.2 days to carry out an oral trial – a

56% reduction.

• In Piedras Negras and Torreon, initial hearing times also reduced considerably.

• Torreon’s District Court recorded the most dramatic drop, with hearing times going from an

average of 88 to just 37 minutes (surpassing their goal of 60 minutes) – a 58% reduction. All in all, these positive results have inspired and motivated operators to continue to employ the results-

based approach. The next committee session is scheduled to take place over July 16-18, with a new round

of goals to challenge operators to reach even greater efficiency (see Early Win 3).

Similarly in Coahuila this quarter, PROJUST provided an orientation around the block scheduling

methodology to the new court administrator. On the technology front, PROJUST provided technical

guidance to the court’s IT team to make further improvements to the court’s IT system, which was built

via a participatory mapping process by the Court with PROJUST support. Initial work on two new

PROJUST conducts an assessment of Zacatecas State

Court’s organizational structure and administrative

practices.

PROJUST FOR USAID



integrated modules for the system to incorporate the Judicial Inspection Office and Court of Appeals are

underway (see Success Story 2 in Annex V).

This quarter, PROJUST also made headway on the development of two operational models for Courts of

Appeals and Judicial Inspection Offices18. The Model for Judicial Inspection Offices is the first of its kind in

Mexico, a completely new and innovative endeavor. This area of the court is charged with reviewing and

supervising the performance of judges and court administration personnel. The new model aims to improve

the organizational efficacy of these offices.

Appeals and inspections, as higher-level areas of the court system, received little support during the

criminal justice reform implementation, as efforts focused on getting the lower courts, which handle the

bulk of cases, to operate in-line with the accusatory system. While important, however, aligning these

higher areas of the court with the accusatory system is challenging as they operate via practices from the

inquisitorial system—a system that undermines the consolidation of the accusatory system within lower

courts. Nevertheless, both new models were finalized this quarter, and include an organizational manual

detailing job profiles and a procedural manual detailing the respective organic regulations. PROJUST is

currently working directly with Justices and Judicial Inspection Officers from Coahuila’s State Court to

adapt the models to the local context. This includes drafting organic regulations for Courts of Appeals and

for Judicial Inspection Offices. Coahuila will implement both models in the coming months once the

Judiciary Council formally approves and publishes the models.

Building the capacity of State Court operators for the effective operation of the accusatory system

continued to be a focus area this quarter. Thirteen training courses benefited justices, judges and court

administrators in Chihuahua, Coahuila, San Luis Potosi and Zacatecas on various topic. See Built Human

Capacity section for more information on training.

Model for Institutional Excellence in State Courts

This quarter, support for the implementation of the MIE in courts focused on ensuring sustainability. In

Chihuahua, the MIE’s self-assessment was reapplied at the request of the State Court President. This

second application was necessary, as the court has recently undergone several structural changes.

PROJUST supported court operators in the application of the assessment, building capacity for them to

implement the MIE in the future. In Coahuila, work on the development of the improvement plan stalled

due to the project’s parallel work in the state with the Court of Appeals and the Judicial Inspection Office.

In Zacatecas, PROJUST worked alongside the court to support the institution in the execution of the

improvement plan. Finally, in Nuevo Leon, PROJUST hit a milestone this quarter as the State Court fully

appropriated and institutionalized the MIE. The State Judiciary Council made this decision, following the

second application of the MIE self-assessment, which was adapted to the local context, applied to the

criminal justice area for the dimension of processes, and carried out independently by the court’s new

quality control area. This appropriation signals a win for sustainability prospects of the MIE.

PROMOTED OBSERVANCE OF DUE PROCESS THROUGH STRENGTHENED PUBLIC DEFENSE

Quality public defense is a cornerstone of due process and human rights within the criminal justice system.

Notwithstanding, PD offices face a challenging context in Mexico, as they are often denied the legal

autonomy and resources—both human and financial—that would allow them to provide quality justice

services to Mexican citizens without access to a private lawyer. PROJUST continued to support these

18 In prior reports this term referred to disciplinary or oversight committees; this was revised in Q2 to better align

with the functions of this State Court body.



institutions in Q3 by strengthening performance and capacity, particularly in terms of effective debating

and advocacy in hearings to achieve a fair and adequate case resolution for defendants.

Case Distribution Model

A central component of PROJUST support to PD Offices is a case distribution model. This model aims to

promote the efficient use of scarce resources by more effectively allocating workloads and streamlining

operations. The model employs selected criteria (such as complexity, type or defendant) to distribute

cases to the appropriate PDs based on experience and specialization. The overarching goal is to ensure

that defendants receive the highest possible quality of legal representation. As a value addition, the model

will soon incorporate a digital case file format for PDs to help them best manage and organize their

caseload, part of a larger case management system, currently under development. This tool will significantly

increase the effectiveness and efficiency of the PD’s case processing – something PROJUST believes will

further incentivize use, adaptation and integration of the model by PD offices.

Efforts this quarter focused on the piloting of this new model in Nuevo Leon’s PD Office, a process which

is already generating positive changes. The initial pilot was only going to focus on drug-related and high-

impact crimes (homicide, rape, and kidnapping) in the city of Monterrey. Yet, after just a few weeks of

piloting the new model, the PD Office chose to expand efforts and apply the model to all types of crimes

across Nuevo Leon. The pilot also revealed key areas for improvement, such as the need to develop a

methodology for assessing the current workloads of PDs. PROJUSUT has found such information is critical

for evidence-based decision-making of staffing needs that will further legitimize PD leadership’s

redistribution of caseloads. Such a methodology would fill a large information gap and have positive impacts

not only on caseload redistribution, but staffing plans and recruiting processes as well. Furthermore, the

pilot is also informing continued efforts to develop a Civil Service Career Program for PDs. Details on this

work and capacity building efforts for PDs can be found under the Built Human Capacity section.

Representatives of Public Defenders’ Offices from five states participate in a roundtable to establish the foundations of a civil

service career program for public defenders.

PROJUST FOR USAID



It is important to note that PROJUST support to the PD Office of Zacatecas faced setbacks this quarter.

Pilot implementation of both the case distribution model and recruitment methodologies were originally

planned for Zacatecas’ PD Office, given the institution’s direct request for support in Q2. However, the

process slowed down in this quarter when institutional leadership was both unwilling and unable to move

forward with these change efforts. PROJUST continues to maintain close communication with the

Zacatecas PD Office and is working to best meet their needs and interests without losing momentum on

institutional strengthening processes in progress.

Model for Institutional Excellence in PD Offices

In Q3, PROJUST also supported PD offices via the MIE, with particular emphasis on the execution of

institutional improvement plans. PD Offices in Coahuila, Nuevo Leon and San Luis Potosi are currently in

the execution phase. Baja California’s PD Office, which was the first to pilot the self-assessment tool,

conducted a second application of the revised self-assessment tool to enable comparability across its PD

offices. MIE implementation in Zacatecas paused this quarter, due to lack of political will in PD leadership

mentioned above.

UPHELD THE PRESUMPTION OF INNOCENCE THROUGH QUALITY PRE-TRIAL SERVICES (PTS)

As one of the key state institutions of the justice system, PTS units provide essential services to defendants.

These units were introduced in Mexico with USAID support in 2011. The work of these units protects

the presumption of innocence while also contributing to the reduction of impunity through the provision

of solid flight risk analyses. These analyses inform the imposition of appropriate precautionary measures

to prevent the flight of defendants under supervision.

Support for PTS units is structured across

seven stages of the PTS unit model (Figure

3), though units do not necessarily move

through these stages in a linear manner. This

quarter, PROJUST supported the creation or

strengthening of PTS units in Chihuahua,

Nuevo Leon, San Luis Potosi, Morelos, Baja

California Sur and Zacatecas. Assistance

varied based on context and PTS level of

capacity.

In Chihuahua, PROJUST hit a milestone this

quarter. Following a years-long journey to

establish PTS in the state, two units finally

opened their doors for operation in early

April. One unit is in the state capital and the

other is in Ciudad Juarez. Justice sector

leaders acknowledged this significant step at

an inaugural event in Chihuahua City on April

9, 2018, where representatives from the

State SSP, State Court, AG Office and State

Congress were in attendance. The event

publicized the formal start of these services,

raised awareness of the PTS methodology,

and emphasized the collaboration of key

justice institutions with the PTS units in the

Figure 3: Stages of the PTS Model



provision of criminal justice (see Spotlight 1 in Annex IV). This quarter PROJUST support centered on

helping units standardize how they collect, store and utilize statistical information. - This process is crucial

to establish a database that that will inform risk evaluations, supervision of precautionary measures and

pre-trial diversion and measurement of the unit’s performance. In Q3, the operations manual for

Chihuahua’s PTS unit was finalized. PROJUST also aided in the finalization of tools for operators relating

to procedures and interinstitutional coordination. In addition, operators from the state capital and Ciudad

Juarez received specialized training on PTS for juveniles.

PTS staff of the newly created Pre-Trial Services Unit of Ciudad Juarez, at the inaugural event in Chihuahua City on April 9, 2018

to mark the start of these services.

PROJUST FOR USAID

PROJUST support this quarter also focused on strengthening Nuevo Leon’s existing PTS unit, which also

provides services to juveniles within a separate area of the adult unit. The unit is based in the state capital

but provides services statewide. Collaboration consisted of an assessment of the unit’s 2017 statistical data

to measure institutional performance and identify areas of improvement for data collection and storage.

The assessment also served as initial inputs to a longitudinal study that determined the effectiveness of risk

analyses and precautionary measures in the compliance of defendants under supervision. The study was

piloted across three days with the leadership and operators of Nuevo Leon’s PTS Unit. In general, the

study aimed to evaluate the effect of the PTS unit’s work in the court – determining whether and how the

information provided by the unit is used by prosecutors and defense attorneys. It also aimed to uncover

the tools necessary for the unit to deliver relevant, high quality information pertaining to risk analyses.

Finally, the study illuminated if precautionary measures imposed for defendants under supervision are

proportional and relevant.

PROJUST also piloted the instrument to support PTS units to issue reports on the viability of the

imposition of pre-trial diversion (suspension condicional del proceso) in Nuevo Leon’s adult PTS area. Over

the course of three days, PROJUST explained its components and carried out practical exercises with

operators using the instrument. By ensuring that PTS Units can adequately evaluate the viability of the

imposition of pre-trial diversion, PROJUST aims to ensure that the conditions imposed are appropriate

and adequate for each defendant, thus elevating the compliance rate of supervised defendants.



Last quarter, PROJUST also supported Nuevo Leon in expanding access to PTS through the creation of

additional units in districts beyond the capital. However, this process stalled due to a change in the unit’s

leadership. PROJUST hopes to resume support for expansion efforts next quarter.

In Coahuila, San Luis Potosi, and Zacatecas, PROJUST

carried out an analysis of the PTS unit’s statistical

information to evaluate institutional performance,

identify areas for improvement, standardize data

collection and use and determine adherence to the

national PTS model.

In San Luis Potosi, PROJUST also undertook an

analysis of participatory planning mechanisms for the

unit, which involved evaluating the current structure

of units and communication mechanisms between

areas as well recommending strengthening actions.

This will allow leadership to detect institutional needs

and to close operational gaps. Also in San Luis Potosi

this quarter, the organizational manual for the

juvenile unit was validated and implemented by the

counterpart. This manual documents key roles and

responsibilities of each PTS operator and outlines how to optimize resources and processes. The manual

complements the existing operational manual by providing guidance to operators specialized in juvenile

PTS. The risk evaluation method to determine the risks of defendants already in pre-trial detention was

piloted in San Luis Potosi at the beginning of this quarter. This effort responds to a need for PTS units to

have the capacity to conduct this type of analyses.19

Work in Coahuila in Q3 also consisted of collaboratively developing a new and effective organizational

structure for Coahuila’s PTS unit. This work included an analysis of job profiles, functions, and

responsibilities of staff. PROJUST will continue to support the PTS unit in this effort.

In Baja California Sur, support this quarter entailed identifying opportunities to improve the adult PTS

unit’s internal communication. PROJUST facilitated working sessions with the entire PTS staff to discuss

topics of interpersonal and organizational communication that can address existing communication gaps

and thus improve institutional performance. In this same vein, PROJUST carried out an institutional

diagnostic to determine the degree of adherence to the standards outlined in the national PTS model. The

diagnostic identified specific areas for improvement, and in collaboration with counterparts PROJUST

developed a workplan to address the gaps. PROJUST will continue to support Baja California Sur’s PTS

unit, specifically with the operational and organizational gaps identified, as well as the creation of local

cross-sector networks to assist in the supervision of defendants.

In Morelos – a state that has received comprehensive support from PROJUST in past few years and that

employs all the project’s methodologies and tools – PROJUST hit a standstill this quarter. Before the pause,

PROJUST carried out a statistical analysis to measure institutional performance. PROJUST also visited

Morelos in Q3 to conduct an analysis of the local context and to assess if favorable conditions for ongoing

19 The 2016 reform to the National Criminal Procedure Code affords defendants, in pre-trial detention under the

prior justice system, the opportunity to request this risk review, the results of which can lead to their release.

PROJUST and Nuevo Leon’s PTS Unit carry out the pilot

of the instrument to support PTS units to issue reports

on the viability of the imposition of pre-trial diversion.

PROJUST FOR USAID



collaboration exist. The PTS unit no longer seems willing to collaborate due to a recent change in SSP

administration.

In Q3, the MIE tool for PTS units was updated and fully integrated into the National PTS Model in

collaboration with PROJUST’s target states. The updates were in response to the needs of specific

institutions and consisted of incorporating three new elements: strategic personnel retention, workplace

gender equality and social inclusion, and civil society linkages. From this point on, PROJUST will no longer

continue to support PTS units in the implementation of the MIE as this synchronization fully incorporates

its measures of excellence.

Finally, in FY 2017, Renace Institute, Creativeria Social and Convivencia Joven received grants to create civil

society networks across six states20 and Mexico City. These grants aimed to facilitate collaboration with

state PTS units to provide services to supervised defendants. The services are intended to increase the

likelihood of compliance with precautionary measures or conditions for release. In this quarter, these

CSOs continued to expand support networks for PTS units (further details will be reported by DPK).

OPERATOR-DRIVEN INTER-INSTITUTIONAL COLLABORATION

PROJUST works with state justice institutions across target states to facilitate a methodology for improve

inter-institutional communication and coordination for more effective delivery of justice services. These

sessions are operator-driven and allow participants to collectively identify obstacles and solutions.

As well, State representatives are encouraged to institutionalize this best practice, as locally led sessions

are held periodically and with limited technical support from PROJUST. The sessions also facilitate a

reflection of good inter-institutional practices; recognition of current stumbling blocks and identification

of recommendations for improvement. Beyond these events, PROJUST also empowers institutions to

monitor inter-institutional compliance agreements by State Implementing Commissions or other entities.

This is done via an instrument that measures adherence to agreements and the results that stem from

their implementation.

Currently, this area of support is winding down, and direct support in Q3 was limited to Aguascalientes.

This state has now taken ownership of the methodology, holds regular sessions, defines agreements, and

monitors the implementation or compliance with those agreements. PROJUST will continue to provide

support next quarter in this area that will be limited to a technical advisory role.

IMPROVED PERFORMANCE OF JUSTICE

SECTOR OPERATORS

BUILT HUMAN CAPACITY FOR EFFECTIVE

ACCUSATORY SYSTEM OPERATION

Consolidating the accusatory system at the state level

depends on adequate capacity of justice operators to

execute their roles with skill and knowledge. PROJUST

supports efforts to build human capacity by not only

training a wide spectrum of new and experienced

operators within institutions, but also by building the

capacity of the institutions they work for.

20 San Luis Potosi, Hidalgo, Morelos, Nuevo Leon, Coahuila and Michoacan, as well as Mexico City.

Judges from Chihuahua participate in a training course

on initial and intermediate hearings.

PROJUST FOR USAID



In Q3, PROJUST delivered 28 training courses (a total of 1,572 hours) that benefited 517 justice operators

across six states. The highest proportion of trainees this quarter were judges (36.2%). Courses for

prosecutors, forensic experts and police investigators focused on improving coordinated investigations.

Justices, court clerks, prosecutors and PDs also received training on advanced skills to operate in the

accusatory system, as well as specialized areas such as argumentation techniques for oral trials and how to

efficiently schedule hearings. M&E Unit operators received training on the operation of their units within

justice institutions. Finally, a variety of justice operators received training on strengthening gender equality

in criminal justice. Annex II provides a complete list of all courses delivered and summarized training data.

To improve training sustainability, PROJUST also continued to provide curricula and pedagogical support

to justice institutions’ training institutes. Efforts this quarter focused on the PD Office of Baja California,

the AG Office of San Luis Potosi and the State Courts of Zacatecas and San Luis Potosi. Based on training

needs assessments conducted in prior quarters, PROJUST collaborated with training institute personnel

to review, analyze, and update curriculum to ensure that they meet national criteria for official certification

by the National Secretary of Education (with the certification process happening independent of PROJUST

support). Following this phase, justice institution trainers will be mobilized to develop sustainability plans

alongside leadership.

In Q3, PROJUST also continues to support implementation of two grants for the professionalization and

certification of criminal justice system operators and communicators. The grantees, the National

Association of Universities and Institutions of Higher Education (ANUIES, Spanish acronym) and the

University of Guadalajara, are designing or enhancing certified courses, diplomas, specializations and

Master’s Degrees in criminal justice system topics. Further information will be reported by DPK.

STRENGTHENED CIVIL SERVICE CAREER PROGRAMS

The lack of a strong civil service for justice sector operators remains an area of opportunity in Mexico and

an important long-term objective for the consolidation of the accusatory system. PROJUST’s efforts in this

area focus on generating basic tools that allow State Courts, AG and PD Offices to develop and strengthen

their processes for recruitment and selection, training, and individual performance evaluation.

In Q3, PROJUST introduced and adapted a “360°” individual performance evaluation in AG Offices in

Coahuila, Zacatecas and Tabasco, and State Courts in Chihuahua, Coahuila, and Nayarit. Based on lessons

from the 2017 study tour to the State Court of New Mexico, this model facilitates individual performance

assessment from all angles, including those of supervisors and colleagues. While still in a pilot stage with

AG Offices and State Courts, this model is seen as having strong potential to assess and strengthen

operator performance in courts. This model has been well-received by those justice institutions involved

in the pilot and further tailoring and operationalizing this tool will continue in the coming quarter.

Continued support was also provided to the AG Office of Tabasco to support the development and

implementation of a recruitment and selection process for new operators.

For PD Offices, the promotion of civil service has been distinct and reflects the needs and contexts of

these institutions. Consequently, in April 2018 PROJUST facilitated a roundtable working session with

representatives from Zacatecas, San Luis Potosi, Baja California, Coahuila, and Nuevo Leon to discuss how

a civil service career program can be tailored to PDs. The session resulted in a list of considerations to

inform the development of a PD civil service program. These findings were analyzed by PROJUST and

synthesized into a concrete proposal that will be presented to participating PD Office leadership for

feedback and approval. These efforts have been greatly informed by progress in the implementation of a

new case distribution model for PD Offices, currently being piloted in Nuevo Leon. Further detail is

provided in the section on “Promoted observance of due process through strengthening public defense.”



FOSTERED A MONITORING AND EVALUATION (M&E) CULTURE IN MEXICO’S JUSTICE

INSTITUTIONS

PROJUST continued to promote evidence-based decision making this quarter by improving the capacity of

justice institutions to produce reliable data, adequately

analyze and use information for evidence-based decision-

making. The M&E Unit model is the cornerstone of this work,

and provides a framework for both strengthening existing

M&E areas within State Courts, AG and PD Offices, and

establishing new M&E Units where they don’t exist.

The six-phased model21 (see Table 4) outlines the structure

and processes of an M&E Unit, which is validated with the

counterpart. The model is always tailored to each target

institution. Noteworthy is that an institution’s journey

through these phases is typically not linear, given that

PROJUST support responds to the specific priorities and

needs of each institution. Notwithstanding, support in this

area across all institutions seeks to establish a culture of

accountability, learning, evidence-based decision-making and

continuous improvement.

TABLE 4: IMPLEMENTATION PHASES FOR M&E UNITS

Phase Name Objective

1 Feasibility assessment Determine if there are sufficient conditions for implementation and

sustainability of the M&E Unit

2 Formalization Solidify the M&E Unit’s legal and financial security through the amendment of

laws and regulations

3 Alignment Customize M&E Unit Model to local context and ensure processes are

established to reach targets

4 Capacity building Train M&E Unit operators

5 Start-up Coach M&E Unit operators in defining indicators and targets, collecting

baseline data, and other activities for continuous improvement

6 Consolidation Target technical assistance to bridge identified gaps and promote continuous

improvement

In Q3, PROJUST support for M&E Units focused on phases 4 through 6, particularly in training of new unit

operators. Effort was also given to phase 5, with emphasis on data collection systems digitization, which

includes user satisfaction surveys administered on computers and electronic tablets to allow for instant

data collection and analysis. The M&E Units in the PD Office of Coahuila and State Court of Nayarit are

leaders in their commitment to performance management and their efforts have resulted in a consistent

provision of data on institutional performance (notwithstanding, there still remains room for improving

data analysis). A smaller cohort of new target institutions initiated the M&E Unit process with a feasibility

study. See Early Win 2 in Annex IV and a Success Story in Annex V for more details on how M&E Units

are successfully providing data for decision-making.

21 In early FY 2018, PROJUST streamlined the original phases and consolidated M&E Units within justice

institutions, which were revised based on lessons from implementation in prior years.

PROJUST and public defenders of Baja California

review the tools used to control and systematize

performance indicators.

PROJUST FOR USAID



Across all participating institutions, M&E Unit formalization was a central focus particularly as PROJUST is

simultaneously promoting revisions to organic laws and regulations that lay a legal framework to frame

quality, ensure resource allocations and require a budget for these units. Table 5 below shows the status

of this area of support at the close of the reporting period.

NATIONAL LEVEL SUPPORT

PROMOTED POLICY CHANGE FOR AN AUTONOMOUS ATTORNEY GENERAL’S OFFICE

Ensuring the creation of a new and autonomous Federal AG Office is imperative to combat high rates of

impunity and corruption, as well as to guarantee that the new institution adapts to the country’s reality

and cannot be influenced by any political party, parallel government agency or corresponding leaders.

PROJUST has continued to support this objective by working alongside CSOs to push for much needed

constitutional reform in this area. Yet, the process has been slow and challenging given that all

constitutional reform initiatives have been stalled due to the upcoming presidential elections. Thus, the

three proposals drafted in conjunction with CSOs to reform Article 102 of the Constitution are still

awaiting approval in Congress.

This quarter, PROJUST continued to provide technical advice to CSOs23 to draft an Organic Law proposal

for the new Federal AG Office. This effort is still in process due to the fact that additional CSOs are joining

22 This table excludes Sonora’s AG Office, which was establishing an M&E Unit in the prior reporting period; efforts

were halted due to a lack of political will. 23 Including Borde Politico, The Foundation for Due Legal Process (DPLF), The Foundation for Justice and Democratic

Rule of Law (FJEDD), Mexico Evalua, Research Center FUNDAR, The Mexican Institute for Human Rights and

Democracy (IMDHD), Causa en Comun, and Mexicans United Against Crime.

TABLE 5: STATUS OF THE ESTABLISHMENT OF M&E UNITS IN Q322

STATE DISTRICT JUSTICE INSTITUTION PHASE

Baja California Statewide

Statewide

PD Office

State Court

6

1

Chihuahua Chihuahua

Chihuahua

PD Office

State Court

4

4

Coahuila

Saltillo

Statewide

Saltillo

AG Office

PD Office

State Court

4

6

6

Jalisco Guadalajara AG Office 6

Nayarit Statewide

Statewide

State Court

AG Office

5

1

Nuevo Leon Monterrey

Monterrey

PD Office

State Court

6

3

San Luis Potosi San Luis Potosi

Statewide

AG Office

PD Office

4

4

Tabasco Statewide AG Office 6

Zacatecas Statewide

Zacatecas

AG Office

State Court

3

5

Zacatecas PD Office 5



the technical group. Consequently, the dialogue is broadening and there are more and diverse agenda

topics that will affect the design of the proposed federal entity.

As well, the political moment in Mexico is not conducive to promote a new Federal AG office. In

September, Mexico will have a new Congress and in December, the new government will come into office.

Presidential legal advisors will also change, which means that CSOs will have to start from scratch regarding

lobbying. At the moment, reform efforts rest on the outcome of the elections and the willingness of the

new President and Congress to work with civil society around such an initiative. These factors also

complicate consensus around a unified Organic Law proposal. The proposal, as it stands, includes a solid

criminal prosecution policy at the national level, in-house intelligence to guide operations and strategic

decision making, alignment with the national anticorruption system, citizen participation mechanisms, a

civil service career program and a clear distinction in terms of jurisdiction for complex crimes. PROJUST

will continue to drive efforts to influence the national legislation agenda, regardless of the uncertain political

environment.

Federal work this quarter also centered on the development of a new, comprehensive constitutional

reform package to harmonize the residual Articles of the Constitution, which are not fully aligned with the

accusatory system principles. In the prior quarter, this initiative was planned for all Constitution Articles

that regulate aspects of the Federal AG Office that are not Article 102. However, given the current political

moment and the conclusion of PROJUST activity, this initiative has morphed into a broader venture to

ensure the sustainability of national reform efforts and to shape strategic operational laws. This quarter,

work on this front has involved reaching out to a broad spectrum of CSOs, including those specializing in

human rights, anticorruption and security, to collaboratively map national justice and security legislation.

The map was developed through a participatory process with local actors to develop unified legislative

proposals to strengthen the accusatory system. The map details all pending constitutional reforms needed

to ensure the accusatory system functions optimally. Although in early stages, the legislative map will serve

as the bedrock for coordinated civil society and private sector proposals to achieve national legislative

reform. This strategy is part of PROJUST’s participative and comprehensive approach to strengthen the

criminal justice system.

ENGAGED CIVIL SOCIETY TO STRENGTHEN THE ACCUSATORY SYSTEM

PROJUST has continued to support efforts to prevent rollbacks and fight counter-reforms of the Mexican

criminal justice reform. Work has centered on providing technical advice and direct support to CSOs

leading these initiatives.

This quarter, progress was made on a comprehensive strategy to strengthen the criminal justice system,

which is a collaborative project with CSOs. The rationale behind the strategy is the stronger the system,

the weaker the likelihood of rollbacks. The strategy, therefore, aims to coordinate and unite reform efforts

that strengthen the accusatory system and provide grounds for CSOs to collectively influence national

legislation.

Four networks of CSOs have joined forces to support this strategy, each specializing in a different justice

sector area: autonomous Federal AG Office; anticorruption; security and police; and criminal process. A

first meeting took place this quarter with key private sector representatives, including national business

association COPARMEX and prominent business council CCE (Consejo Coordinador Empresarial). Although

a formal alliance has not yet materialized, prospects are promising.

The strategy to strengthen the criminal justice system also contemplates collaboration at the state level,

with plans for facilitating five discussion forums in Chihuahua, Chihuahua; Guadalajara, Jalisco; Mexicali,

Baja California; Monterrey, Nuevo Leon and Villahermosa, Tabasco. The objective of these forums is to

open up discussion on issues impeding the optimal functioning of the criminal justice system. Three



crosscutting themes will be purposefully addressed: data and accountability; improving criminal

investigations; and the need for a solid criminal prosecution policy at state and national levels. The forums

will also contribute to the prevention of rollbacks and counter-reforms since they will provide a platform

for justice experts to showcase lessons, best practices and positive results within the accusatory system.

The Justice Now Awards also form part of this comprehensive strategy.24

Finally, in Q2, PROJUST also supported CSO efforts to secure commitment from presidential candidates

to address pressing justice and security issues in the “Security and Justice Agenda for Mexico 18.24”. In

Q3, the Agenda was presented to the candidates and the general public on June 28 and is expected to

serve as leverage to begin working with the incoming administration on justice and security topics.

GENERAL AND CROSS-CUTTING ACTIVITIES

PROMOTED A GENDER PERSPECTIVE IN MEXICO’S CRIMINAL JUSTICE SYSTEM

Integrated into each area of project support is the cross-cutting theme of gender. There remains much to

be done in terms of raising the awareness among justice operators of gender inequalities and how they

negatively impact the provision of justice in Mexico. The incorporation of a gender lens is needed in every

aspect of criminal justice operations so that gender discrimination is prevented, and conditions of equality

are guaranteed.

While this is very much an uphill battle, USAID’s PROJUST is advancing this agenda in key ways. The major

focus in this area has been the establishment of Gender Units embedded in principal justice institutions.

The purpose of these units is to promote a culture of gender equity and inclusion in justice institutions

that yield the delivery of services that uphold the same standards and practices.

Gender Units

In the first half of FY 2018, PROJUST developed a Gender Unit Model for State Courts and AG Offices,

and implementation continued to be the focus in Q3. The model supports an effective Gender Unit in each

type of institution and outlines the necessary resources, legal frameworks, planning and processes for

successful operation. The intention of this model is to provide key guidelines for the establishment of new

Gender Units or to better align existing units.

PROJUST’s approach begins with an initial diagnostic of the justice institution to gauge whether a unit or

gender area exists and to what extent it is functioning. PROJUST’s model is then customized to meet the

needs of the institution and its local context and validated by institutional leadership. Then, PROJUST

guides unit operators through a self-assessment that serves to identify areas for development or

improvement, which are then refined into priorities that form the basis of a work plan. The self-assessment

tool is based on the MIE.

At the close of Q3, PROJUST is integrating the Gender Unit Model into six institutions across five states,

all of which are in the process of either developing or implementing their work plans with PROJUST

support. Table 6 identifies the institutions that collaborated with PROJUST around the Gender Units.

24 The Justice Now Awards, or “Premios Justicia Ahora” in Spanish, is an inaugural awards event planned for October

2018. It will recognize exceptional performance in advancing the criminal justice reform and identify best practices

by institutions, organizations or individuals in the provision of justice in Mexico.



Following the development of the work plan, unit operators present their plan to institutional leadership

for approval and guidance on next steps. PROJUST’s support for plan implementation varies and in Q3;

some select efforts include, developing a methodology for judges to analyze criminal sentences from a

gender perspective and facilitating inter-institutional collaboration to establish cross-cutting policies in

cases of domestic violence. PROJUST has also supported units in taking a proactive stance to integrating

gender awareness in their institutions, moving beyond simply responding to requests as they arise.

PROJUST’s primary objective in specialized support has been to emphasize that these units never work

alone, but rather in close coordination with the other areas in the institution. This is done, to establish an

understanding that gender issues are not separate from the rest of criminal justice nor is the unit separate

from the rest of the institution.

PROJUST discusses the model for Gender Units with San Luis Potosi’s Attorney General's Office.

PROJUST FOR USAID

TABLE 6: GENDER UNITS SUPPORTED BY PROJUST IN Q3

STATE INSTITUTION IMPLEMENTATION PROGRESS

Model

customized

Self-assessment

completed

Work plan in development or

implementation

Coahuila State Court

AG Office

X

X

X

X

X

X

Chihuahua State Court X X X

Tabasco AG Office X X X

Zacatecas State Court X X X

San Luis Potosi AG Office X X X



In Q3, Gender units also received support in their push to formally institutionalize the units through

reforms to regulations and organic laws that legally pave the way for the unit’s integration. While such a

process varies across institutions, it generally hinges on the political will of the leadership. Nevertheless,

PROJUST sees this as a key step and important long-term goal for all units, and has thus promoted this

objective in Q3 in all target institutions.

Training on Gender Issues

PROJUST also provides training and follow-up coaching to

justice operators (not just Gender Unit operators) on

principles of gender equality. Also provided, are practical

tools for litigating and judging from a gender perspective to

further support the integration of a gender lens into the

provision of criminal justice efforts. Training has been well

received in participating states. In fact, the AG Office of

Coahuila went above and beyond expectations by

conducting further training on gender, which spanned two

months and drew on PROJUST expertise (See Early Win 6

in Annex IV for more details). Overall in Q3, PROJUST

provided direct training on gender to 140 operators in three

states, including additional training support to the AG Office

of Coahuila. Please see the Built Human Capacity section of

this report for more information on these courses.

Resources on Gender Issues

Two ongoing activities for the creation of resources on gender issues continued to progress this quarter.

The first is a gender and domestic violence study. In Q3, PROJUST reoriented this study from an

assessment of impunity reduction in cases of domestic violence to focus primarily on the quality of victims’

assistance and strategies for litigation with a gender perspective. The reorientation of the study focus

responded primarily to the interests and needs of key counterparts in Coahuila and Tabasco. All study

instruments, including a series of specialized indicators developed by PROJUST, were finalized in Q3, and

field visits and key informant interviews are set to begin in the final quarter.

The second resource activity is a video-documentary of a successful self-defense case in Coahuila’s PD

Office that received extensive PROJUST support and reached a positive verdict, acquitting the defendant

at the end of last year. A rough first cut has been completed this quarter. PROJUST intends for the

documentary to serve as a key gender resource on best practices in defense litigation that can be easily

disseminated across Mexico.

Further Support for the Integration of a Gender Perspective in Criminal Justice

Additionally, PROJUST made further contributions to the advancement of a gender perspective in criminal

justice in two additional areas this quarter. The first was a forum on the “Achievements and What is

Pending for the Incorporation of a Gender Perspective in the Criminal Justice System.” Targeted at CSOs,

the forum took place on April 23-24 in Mexico City and brought together approximately 150 participants

to raise the profile of this crucial topic in Mexico. A series of round table discussions were realized on a

variety of themes, including: best practices for the inclusion of a gender perspective in criminal

investigations; litigation and ruling; and the social reintegration of female defendants and restorative justice

Judges in Zacatecas participate in "The Right to

Equality for Men and Women in the Accusatory

System" workshop to incorporate a gender

perspective into justice delivery.

PROJUST FOR USAID



for victims of gender-based violence. The event was organized by key CSOs25 with support from PROJUST,

who also moderated two roundtables and sponsored panel speakers.

The second activity is a nascent effort to collaborate with representatives of the National Commission of

State Courts, CONATRIB,26 on the possible dissemination of PROJUST’s State Court Gender Unit model

nationwide. This opportunity arose through supporting the approval and validation of the model for

implementation in Coahuila’s State Court. Here, the model’s effectiveness in response to gender

inequalities was highly valued by the head of the State Court who is also a member of CONATRIB. This

effort remains in initial stages, but is an exciting prospect, which PROJUST will pursue next quarter.

MONITORING AND EVALUATION

This quarter, PROJUST continued implementation of activities under this key project component. M&E at

PROJUST generates evidence to support results-based management and reporting while also facilitating

Collaborating, Learning and Adapting (CLA). All such activities generate feedback loops for continuous

improvement, promote learning that informs adjustments during implementation, and foster collaboration

for greater impact. Activities this quarter included:

• Completion of a comparative study assessessing performance of the three-level case prioritization

model.

• Provision of M&E-related training to PROJUST staff.

• Collaboration with USAID on Strategic Reviews.

ASSESSING PERFORMANCE OF THE THREE-LEVEL CASE PRIORITIZATION MODEL: This

quarter, PROJUST completed a comparative study that assesses the performance of this model in Coahuila

by utilizing a random sample of criminal complaints that entered the AG Office in July 2017 and then re-

examining their status six months later. The study looks at case determinations by prosecutors and

resolutions for cases in which charges were pressed. It then compares results across two judicial districts,

one of which has implemented the model (Saltillo) and the other that has not (Torreon). This activity

responds to USAID’s interest in obtaining evidence on the performance of this model as a vehicle to

increase efficiency and effectiveness in case processing while rationalizing the use of scarce resources. A

draft report is being reviewed internally and key results will be presented to USAID soon.

M&E CAPACITY BUILDING: One of the key components of PROJUST’s five-year M&E strategy is

training and support to staff and consultants to ensure a working knowledge of and compliance with M&E

protocols, systems, data and reporting quality standard requirements. This quarter, training focused on

orienting new staff on M&E at PROJUST. In addition, the M&E team delivered a comprehensive training

session to all staff that will be part of the second round of local systems initiatives.

Responding to a lesson learned of the first round of these initiatives connected to challenges frontline

teams faced, the M&E team developed an automated, Excel database to improve the tracking and reporting

on statistics. If used, the database allows teams to log all information related to each criminal case from

start to end, and generates statistics that can be easily extracted and integrated into reports. The team

delivered training to State Coordinators on this database, as they are expected to transfer the knowledge

further to frontline teams. The M&E team will troubleshoot and further train, as needed.

25 Agnosis, Documenta A.C., I(dh)eas, Human Rights Strategic Litigation A.C., Institute for Procedural Criminal Justice

(IJPP, Spanish acronym), International Institute for Restorative Justice and Law (IIDEJURE, Spanish acronym), Itaca

Films, National Commission for Human Rights (CNDH, Spanish acronym), Renace Institute, Tojil A.C., World Justice

Project, among others. 26 Comisión Nacional de Tribunales Superiores de Justicia de los Estados Unidos Mexicanos.



COLLABORATION WITH USAID ON STRATEGIC REVIEWS: PROJUST’s March 2017 contract

modification stipulates that “the Contractor will organize annual strategy reviews with USAID. The

purpose of these sessions is to provide a collective platform for updating the contract’s situation or

problem analysis and determine how to best adapt to evolving local dynamics and new knowledge gained

from monitoring and evaluation.”27This quarter, PROJUST collaborated with USAID on review

sessions that focused on the following strategic areas:

• Plea bargains, and how PROJUST can more directly increase the use of this accelerated procedure

across specialized units supported by the project.

• Review of AG Office data, including prosecution rates for homicide units supported by the project.

• Review of State Courts data, including case disposition rates, in courts supported by the project.

Similar sessions are planned for the work with PTS units, M&E Units and PD Offices.

On the administrative side, PROJUST uploaded the list of persons trained in Q2 to TraiNet. A total of 28

training courses delivered from April and June 2018 formed part of this report. While training has originally

required vetting, following guidance received from USAID/Mexico this process has been on hold a number

of months now, which means no vetting was carried out for the reported training activities.

INTERNAL MONITORING AND QUALITY CONTROL

As part of PROJUST’s staffing plan for FY 2018, an internal Quality Control Unit was created to improve

the efficiency and effectiveness of project implementation. Work by this unit in Q3 focused on the

implementation of internal process indicators to track project spending against budgets and activity

execution against the work plan. With the objective of ensuring discipline around logistical and contracting

processes, these efforts are creating data for project management. Additionally, operational protocols and

a database for tracking the process of contracting external consultants were finalized this quarter and will

now be piloted across all areas of the project and validated by leadership.

SUMMARY OF QUARTERY ACTIVITIES

In all, in Q3-2018, PROJUST successfully carried out 174 activities across 12 states, as well as national and

all target state activities. The bulk of the activities (135 or 77%) benefited Group 1 states and 82% focused

on building institutional and systemic capacity for excellence (see Annex I for more information).

CHALLENGES AND OPPORTUNITIES

This section summarizes the challenges faced by PROJUST in Q3, as well as opportunity areas to overcome

those challenges.

Turnover in key operators within the AG Office of Tabasco.

Within the Specialized Investigation Unit for Homicides within the AG Office of Tabasco, high turnover of

personnel has limited the effectiveness of PROJUST’s capacity building efforts. Three of the four operators

assigned to the unit in Villahermosa have been relocated twice in less than three months, negatively

affecting the continuity of technical assistance and creating a significant obstacle to progress in a key area

of prosecution. PROJUST plans to overcome this by raising awareness among AG leadership on the

importance of guaranteeing the permanence of these specialized operators, who are key to the institution’s

ability to conduct effective, consistent investigations on homicides and a contributing factor to overall

27 Contract No. AID-523-C-14-00003, Modification No. 8, pg. 16 and 17.



prosecution rates the project intends to conduct targeted technical assistance for this purpose in the

coming quarter.

Absence of State Court Justices in Intra-Institutional Coordination.

As a general strategy for assistance to State Courts, PROJUST aims to involve the broadest diversity of

operators possible in institutional strengthening efforts. Working sessions to improve communication

between judges, administrators and other operators has been crucial to improve coordination, streamline

management, identify problems and define goals. Yet, the absence of certain operators, particularly justices,

hinders the effect of these sessions and the ability of their institutions to comply with objectives. PROJUST

sees an area of opportunity to ensure that, prior to facilitating such working sessions, court justices are

involved in the initial planning with State Court leadership in order to foment ownership and enhance the

likelihood of their active participation. To further incentivize participation, PROJUST plans to direct specific

content for justices in working sessions related to goal-setting and to assign justices specific follow-up tasks

related to their key roles.

Redistributing Workloads among PDs in Nuevo Leon.

Pilot efforts for a new case distribution model for PD Offices are currently underway in Nuevo Leon. The

model proposes an equitable distribution of cases handled by the PD Office in effort to improve efficiency

and effectiveness. It was well received by institutional leadership and most PDs have already realized

benefits. However, there has been resistance to the more equitable distribution of cases by a small group

of senior PDs whose caseload was previously lighter. PROJUST and the Nuevo Leon PD Office are

committed to equally distributing workloads that will in turn reduce bottlenecks in case processing. As an

area of opportunity, PROJUST is working with the PD Office to develop a quantitative methodology to

identify staffing needs and permit evidence-based workload distribution that will further support the

institution’s decision-making process and highlight fairness and objectivity. PROJUST also plans to further

work to educate all PDs about the importance of a balanced workload as well as involve senior leadership

in such messaging.

Standardizing Statistical Data Collection in PTS Units.

Most PTS Units of target states currently supported by PROJUST routinely collect data via flight risk

assessments and supervision of precautionary measures. Electronic databases register this information.

However, because these tools are not standardized across institutions and the information collected varies

from unit to unit (often failing to include any kind of institutional performance measurement), it is not

possible compare data across or between units. Another information gap is that most PTS Units record

whatever they believe useful for documenting their processes. At times, this includes collecting information

solely to report to the umbrella institutions they are legally assigned to (e.g., the State Court or Secretary

of Public Security), leaving aside valuable information for internal decision-making. There is a clear need to

standardize the PTS Units’ data collection metrics, instruments, and use. PROJUST sees a strategic

opportunity to raise awareness and gain momentum around such standardization as well as begin design

of a new PTS Unit case management tool.

Establishing a Consistent M&E Culture.

PROJUST continues to strengthen M&E Units within key justice institutions; however, it has been a

challenge to facilitate an M&E culture of consistent, day-to-day data collection, analysis and use practices.

Without current information, M&E Units are limiting their effectiveness and legitimacy as a valuable and

reliable part of the institution. The simple act of capturing basic information on day-to-day operations has

proved surprisingly difficult to establish as a consistent practice in some units. PROJUST has observed that



while most operators interact with valuable data on a daily basis, they lack the time to adequately capture

it. In addition to building further capacity on consistent data collection practices for continuous

improvement, PROJUST sees an opportunity in the lack of simple, automated tools that facilitate data

capture in a more standardized and intuitive way. In collaboration with unit operators PROJUST intends

to develop improved data collection processes and tools for that can be automated and digitized to provide

a clear and consistent data stream from M&E Units. PROJUST will also emphasize the analysis (i.e., what

does it mean?) and use (how can we improve?) of this data.

Lack of Resources and Commitment to Adequately Incorporate a Gender Perspective.

The proliferation of gender alerts28 for specific states and municipalities in Mexico is part of a sweeping

movement toward increased consideration for gender equality across the country. It has positively

impacted state justice institutions with new mandates and resources for integrating a gender perspective

into criminal justice institutions. Much of PROJUST’s cross-cutting work in gender focuses on the

establishment of Gender Units w21ithin State Courts and AG Offices, combined with training on gender

issues for all types of operators. However, these efforts remain limited to a relatively small cohort of six

target institutions willing and open to such work. Yet, this quarter PROJUST has identified an opportunity

to work directly with CONATRIB29 to introduce the Gender Unit model for State Courts for potential

scaling nationwide. While these intentions are in preliminary discussions, CONATRIB’s interest reflects a

significant vote of confidence in PROJUST’s model and approach.

Second Wave of Local Systems Initiatives Requires PROJUST Planning Adaptation.

The sustainability recommendations from the first round of local systems initiatives were broad in scope

but valid and necessary, however, it became apparent to PROJUST that they were unlikely to be

implemented without increased support to local leaders. This resulted in the development of a new

component of the challenge and the corresponding need to conduct more groundwork to prepare states

and their leaders for the second wave of local systems initiatives than originally anticipated. As PROJUST

worked alongside the RRI to adjust and foment institutional buy-in, the timing between the first and second

waves of these initiatives took longer than planned. Given that the second wave will launch in July of 2018,

and the nature of the 100-day methodology and sustainability phase that follows, several local system

activities planned in the current Year 4 Work Plan cannot be implemented in FY 2018. Instead, they will

occur during the first two quarters of Year 5, FY 2019. They include the “Sustainability Workshops,”

“What’s Next Workshops,” technical assistance to facilitate follow-up on sustainability plans for the seven

participating cities, and the Exchange of Experiences planned for local leaders from five participating states.

Despite this change, there is increased opportunity to enhance relationships with local leaders in the

Leaders’ Journey. This initiative will sustain and scale not only the results themselves, but also the principles

of innovation and continuous improvement that underpin this methodology. The Leaders’ Journey is

already showing returns in terms of political will and momentum, thus ensuring these initiatives will be

locally led, owned and sustained.

Establishing Baselines for Local Systems Initiatives.

There are significant gaps and differences in the data that justice institutions across different states and

cities maintain. And, retrieving, consolidating and using such data to establish baselines for the local systems

initiatives has been challenging. As part of preparation for the launch of the second wave of 100-day

28 Federally-issued notices directed at specific states and/or municipalities in response to elevated gender violence

that call for emergency actions to halt and eradicate violence against women. 29 The National Commission of State Courts (Comisión Nacional de Tribunales Superiores de Justicia de los Estados

Unidos Mexicanos).



challenges, PROJUST has been working closely with justice institutions to establish baselines for case

resolution rates that can be compared to the final results of the challenges. However, each institution in

each city presented different data that cannot be easily compared or aggregated to give a clear or accurate

initial picture. This illustrates the larger challenges, pointed out above, around reliable data systems in the

justice sector, which PROJUST Task 2 activities seek to improve. Another opportunity to promote the

importance of solid measurement systems comes in operators’ participation in the 100-day challenges.

Here, many are, for the first time, engaging with data in a whole new way and can better understand the

value and incentives of measuring their local effort. This experience in turn has the potential for further

promoting an M&E culture—a shift already being reflected in the longer-term objectives of some local

leaders looking to establish shared databases across justice institutions for use beyond the scope of the

100-day challenges.

LESSONS LEARNED

PROJUST learned important lessons in Q3 that continued to inform implementation and provide insight

for future programming. This section outlines the quarter’s main learnings.

Communication Between Specialized Investigation Unit Operators and PROJUST Consultants

Enhances Effectiveness: Closer communication between project consultants and the recipients of

technical assistance to Specialized Units has resulted in more relevant assistance that better reflects real

needs of unit operators (as opposed to the perceptions of higher-level management or pre-defined plans

from PROJUST). Given that most technical assistance provided to these units lasts about two weeks and

a month passes prior to the next session, PROJUST consultants have established increasing levels of

communication with operators during these time-gaps in order to stay informed of any challenges and

ongoing progress. This enables consultants to more rapidly adapt programmed TA, making their work with

operators more relevant and effective.

Further Preparation and Groundwork Enhances Exchange of Experiences Between State Courts:

Exchanges between State Court operators have proved effective at establishing peer-learning networks

between states. However, it has been learned that the more targeted and tailored the events, the more

productive and effective they are. For example, with open invitations, operator participation reflects the

availability on that particular day, often resulting in an over-representation of some types of operators and

under-representation of others. Either of these scenarios limits the event’s productivity and usefulness.

PROJUST is already integrating this learning into future exchanges by sending targeted invitations and

conveying the importance of the need for specific profiles to be represented by each State Court’s

participating delegation of representatives. Likewise, PROJUST is further tailoring the approach of the

sessions to best meet the needs and interests of these targeted participants.

Begin by Developing Capacity and Political Will of Leadership for Civil Service in PD Offices: In

supporting the Zacatecas PD Office for the recruitment and selection of PDs—a key component of the

civil service career program currently under development—PROJUST learned the importance of first

gauging and then developing the political will of leadership. The decision by the Zacatecas Office to

discontinue PROJUST support for recruitment highlighted this lesson. At its core, it was resistance by

leadership to invest the time and resources necessary for a merit-based recruitment process—in other

words, a lack of political will. When Office leaders wanted to expedite selection processes based on

personal preferences or biases in the interest of time, it became clear that not enough was done by

PROJUST to empower leadership to own and advocate for such a recruiting process. Furthermore, the

project recognized that the implementation of a lasting civil service career program for PDs must begin

with the construction of management skills that permit institutional leaders to adequately diagnose, plan

and project staffing needs. Connected to this is an entire chain of employment and human resource

processes that leadership must identify, agree with, and institutionalize to build effective mechanisms for



performance evaluation and professional development of PDs. Thus, PROJUST believes PD Offices will be

better prepared to fully operationalize a quality civil service career program with the leadership clearly

leading this effort. This insight is already being integrated into support for Zacatecas, San Luis Potosi, Baja

California, Coahuila, and Nuevo Leon.

Reintegrating a Flight Risk Assessment Tool for PTS Units Will Reduce Pre-trial Detention for Low-

risk Defendants: Although the flight risk assessment tool is part of the National Criminal Procedure Code

and a key element of PROJUST’s national PTS model, its use has decreased in many target PTS Units. This

has occurred primarily as other justice institutions flatly assign pre-trial detention to all defendants

regardless of real flight risk. This results in subjective evaluation processes on the part of PTS operators

as opposed to an objective and methodological approach consistent with the flight risk assessment tool.

Consequently, PROJUST saw an urgent need this quarter to re-introduce and re-integrate this tool, which

is a fundamental element of the PTS Unit model. By using it, PTS operators can present an objective,

quantitative analysis that may allow lesser precautionary measures rather than pre-trial detention for

defendants. Use of the tool will also enable operators to balance political pressures from other justice

institutions and ensure due process is achieved.

Digitizing Data Collection and Analysis Facilitates Continuous Improvement: Utilizing digital data

collection tools (e.g., user satisfaction surveys) and databases that can be linked to automatic analysis

results in instant information for decision-making. Possessing this ability strengthens and legitimizes M&E

Units. While establishing an M&E culture within justice institutions remains an uphill battle, PROJUST is

seeing the benefits and positive effects associated with installing automated, digitized data collection and

analysis tools. Not only can M&E Units produce more timely and reliable data, operators understand that

valuable data can be produced without a high burden to their time or effort. This, therefore, reduces

barriers to maintain quality M&E systems and frees up time to further improve and learn lessons.

Practical Training for Litigating with a Gender Perspective is an Effective Practice: By

complementing theory related to gender inequalities and biases in criminal justice with real criminal cases,

justice operators are developing a greater ability and will to integrate gender throughout into their practice.

PROJUST training in gender initiates with theoretical concepts around the right to gender equality. This is

followed by practical modules and coaching in the litigation and judgment of cases through a gender lens

to reduce biases. This allows operators to best identify and address gender-related crimes. Using this

approach, the project has witnessed an increased ability of participating justice operators to connect their

role within the larger justice system to national efforts to reduce gender violence as well as integrating a

gender into their daily operations.

Achieving Initial Results Motivates Leadership and Institutional change: Institutional strengthening

follows results, not the other way around. This is a key principle of PROJUST’s rapid results methodology.

During the sustainability phase of the first wave of local initiatives from Q3, PROJUST observed an

unprecedented level of enthusiasm by local leaders to sustain gains and scale the 100-day challenges across

their respective states. It was apparent this quarter that the results do in fact generate lasting local

stakeholder engagement and that local leaders in particular, need to see initial results before they will

mobilize the political capital needed to generate lasting institutional change.



ANNEX 1: ACTIVITY COUNT AND SUPPORT COVERAGE

In Q3-2018, PROJUST successfully carried out 174 activities across 12 states, as well as national and all target state activities. The bulk of the

activities (135 or 77%) benefited Group 1 states and the 82% focused on building institutional and strategic capacity building for excellence.

Strategic approach

State Task 1 Task 2 Cross-

Cutting General

Institutional

and systemic

capacity

building for

excellence

Rapid result by

local systems

Development

of models,

methodologies

and tools

National level

support

General

activities Total

All Target States 13 5 1 12 5 18

National Level 4 2 6 6

Baja California 8 2 1 9 2 11

Baja California

Sur 2 2 2

Chihuahua 13 2 1 14 2 16

Coahuila 27 6 5 37 1 38

Jalisco 1 1 1

Morelos 1 1 1

Nayarit 6 3 9 9

Nuevo Leon 8 3 11 11

San Luis Potosi 14 4 4 22 22

Sonora 2 2 2

Tabasco 8 2 2 10 2 12

Zacatecas 18 4 3 23 2 25

Total 124 27 18 5 142 9 12 6 5 174



ANNEX II: ANALYSIS OF TRAINING DATA

During the third quarter (Q3) of Fiscal Year (FY) 2018, which covers the period from April 1 to June 30,

2018, PROJUST delivered 28 training courses (a total of 1,572 hours) that benefited a total of 517

justice sector operators. From these 517, 25 trainees participated in two courses and 492 trainees

participated in one course only.

For each training course, PROJUST reports the number of people that meet course attendance

requirements. In the reporting period, a total of 578 justice operators participated in training courses

delivered by the project, and 517 (89.4%) of these satisfied the requirement of at least 80% attendance.

In Q3 2018, training benefited court clerks, forensic experts, judges, justices, police investigators,

prosecutors, PTS staff, public defenders and victim’s assistance staff from six states as shown in Table 1

below. Overall, the gender split was quite balanced with women representing 51.5% of trainees. Training

courses covered a variety of topics, for a full list see section two below.

PROJUST conducts pre- and post-evaluations30 or tests31 of all training beneficiaries to assess the

effectiveness of the training courses through measurement of gains in skills and knowledge. A total of 429

of the 517 trainees were evaluated or tested in Q3 2018. Most of the 429 participants (70.4% or 302)

increased their scores from pre- to post-evaluation/test.

The next sections of this Annex present detailed, disaggregated data on:

1. Training Numbers: Disaggregated by State; and

2. List of Training Courses: Disaggregated by state and type of operator.

1. TRAINEES BY STATE

30 An evaluation is when an instructor observes and evaluates a trainee by using an evaluation format that uses a 1-

10 grading scale. 31 A test is an exam-type tool administered to training participants; it also uses a 1-10 grading scale.



Table 1 details the number and percentage of justice sector operators trained per state. In Q3 2018, the

highest proportion of the trainees were judges (36.2%), followed by prosecutors (25.1%).

2. LIST OF TRAINING COURSES BY STATE AND TYPE OF OPERATOR

PROJUST delivered a total of 28 training courses (1,572 hours) in Q3 2018.

ID NAME AND BENEFITING STATE START

DATE

END

DATE TARGET

GROUP HOURS

1901

Carry out training course for operators of the State Court to

build skills and knowledge to apply processes more

effectively. (Saltillo, Coahuila)

Apr 16,

2018

Apr 20,

2018 Judges 40

1813 Carry out advanced training on the criminal justice process

for prosecutors. (Villahermosa, Tabasco)

Nov 21,

2017

Apr 27,

2018

Prosecutors and Police

Investigators 180

2122 Carry out training for justices on the criminal justice process.

(Saltillo, Coahuila)

Mar 12,

2018

May 11,

2018 Justices and court clerks 120

2169 Carry out training on argumentation techniques in hearings

for prosecutors. (Chihuahua, Chihuahua)

Apr 16,

2018

Apr 20,

2018 Prosecutors 40

2240 Carry out initial and advanced training on the criminal justice

process for prosecutors. (Ciudad Juarez, Chihuahua)

Apr 23,

2018

Apr 27,

2018 Prosecutors 80

2123


build skills and knowledge to improve services to users.

(Saltillo, Coahuila)

Mar 12,

2018

Apr 6,

2018 Judges 80

2234 Carry out training for court administrators on management

of hearings. (San Luis Potosi, San Luis Potosi)

May 7,

2018

May 11,

2018 Court administrators 160

2273 Carry out training for judges on initial and intermediate

hearing. (San Luis Potosi, San Luis Potosi)

Jun 4,

2018

Jun 8,

2018 Judges and court clerks 80

2178

Carry out training and coaching to operators of the Attorney

General´s Office to strengthen gender equality.

(Villahermosa, Tabasco)

Apr 16,

2018

Apr 26,

2018

Prosecutors, Police

Investigators and Victim's

assistance staff

20




DATE

END

DATE TARGET

GROUP HOURS


hearing. (Chihuahua, Chihuahua)

Jun 4,

2018

Jun 8,

2018 Judges 80



Jun 4,

2018

Jun 8,

2018 Judges 80



Jun 4,

2018

Jun 8,

2018 Judges 80



Jun 4,

2018

Jun 8,

2018 Judges 80



Jun 4,

2018

Jun 8,

2018 Judges 80

2138

Support the establishment of a Criminal Analysis Unit in the

State Attorney General’s Office in Tabasco. (Villahermosa,

Tabasco)

Jun 18,

2018

Jun 22,

2018 Police investigators 30

2139

Support the establishment of a Criminal Analysis Unit in the

State Attorney General’s Office in Zacatecas. (Zacatecas,

Zacatecas)

Jun 25,

2018

Jun 25,

2018 Police investigators 30

2160

Carry out training course for operators of the PTS unit to


effectively. (Chihuahua, Chihuahua)

Jun 18,

2018

Jun 22,

2018 PTS operators 40

2348 Carry out advanced training for prosecutors on investigation,

intermediate hearings and trials. (Chihuahua, Chihuahua)

Jun 25,

2018

Jun 29,

2018 Prosecutors 40

2221 Carry out training and coaching to operators of the State

Court to strengthen gender equality. (Zacatecas, Zacatecas)

May 17,

2018

Jun 8,

2018 Judges 40

1903



effectively. (San Luis Potosi, San Luis Potosi)

Jun 11, 2018

Jun 12, 2018

Court clerks 16

2257

Support the implementation and strengthening of Monitoring

and Evaluation Units in state justice institutions. (Chihuahua,

Chihuahua)

Jun 25,

2018

Jun 27,

2018 M&E Units operators 16

2255


and Evaluation Units in state justice institutions. (San Luis

Potosi, San Luis Potosi)

Jun 18,

2018

Jun 20,


2253


and Evaluation Units in state justice institutions. (Saltillo,

Coahuila)

Jun 7,

2018

Jun 15,


2256


and Evaluation Units in state justice institutions. (Zacatecas,

Zacatecas)

Jun 19,

2018

Jun 27,


2260


and Evaluation Units in state justice institutions. (Tepic,

Nayarit)

May 22,

2018

May 24,


2259


and Evaluation Units in state justice institutions. (Zacatecas,

Zacatecas)

May 22,

2018

May 24,


2222 Carry out training and coaching to operators of the State

Court to strengthen gender equality. (Torreon, Coahuila)

May 14,

2018

May 28,

2018

Judges, court clerks and

Public defenders 40

2147 Carry out training and coaching to operators of the Attorney General´s Office to strengthen gender equality. (Torreon,

Coahuila)

Apr 2,

2018

Jun 13,

2018

Prosecutors, Police Investigators and Forensic

Experts

40




DATE

END

DATE TARGET

GROUP HOURS

28 training courses 1,57232

32 The total training hours completed during Q3 2018 (adding all hours from all courses) is 1,572 hours.



ANNEX III: FIRST ROUND OF LOCAL SYSTEMS INITIATIVES

RESULTS IN SUMMMARY



ANNEX IV: EALRY WINS AND SPOTLIGHTS



ANNEX V: SUCCESS STORIES

PROJUST FOR USAID PROMOTING JUSTICE PROJECT ...Ciudad Juarez, Fresnillo, Mexicali, Saltillo, Tijuana...

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