DEMOCRACY AND GOVERNANCE PROGRAM ANNUAL REPORT OCTOBER …

1

DEMOCRACY AND GOVERNANCE PROGRAM

ANNUAL REPORT

OCTOBER 1, 2017 – SEPTEMBER 30, 2018

2

DEMOCRACY AND GOVERNANCE PROGRAM

ANNUAL REPORT – YEAR 5

OCTOBER 1, 2017 – SEPTEMBER 30, 2018

This report is made possible by the support of the American People through the United States Agency for

International Development (USAID). The contents of this report were prepared by CEAMSO under

Cooperative Agreement number AID-526-A-13-00003.

DISCLAIMER

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

Agency for International Development or the United States Government.

3

CONTENT

CONTENT ............................................................................................................................................. 3

ACRONYMS ......................................................................................................................................... 4

ACHIEVEMENTS……………………………………………………………………………………12

Objetive 1. Institutional strengthening of selected public institutions ...................................... .12

Objetive 2. Transparency and anticorruption efforts strengthened........................................... 15

Objetive 3. Advances in the legal framework and public policies .............................................. 16

Objetive 4. Strengthening of CEAMSO ........................................................................................ 17

CHALLENGES .................................................................................................................................... 18

ADVANCES PER COMPONENT……………………………………………………………..…….21

MONITORING & EVALUATION…………………………………………......................................42

ADMINISTRATION & OPERATIONS – GENERAL ACTIVITIES………………….................50

OUTPUTS DELIVERED DURING THE FOURTH QUARTER OF YEAR 5... ................ ....…..55

RECORD OF CHANGES TO THE CONTRACTS SIGNED ........................................................ 63

SUCCESS STORIES…...……………………………………………………………………………..72

4

ACRONYMS

AGPE: General Audit of the Executive Branch

APP: Application

CAJ: Judicial Administration Council

CEAMSO: Center for Environmental and Social Studies

CGR: Comptroller General’s Office of the Republic

CIRD: Center of Information & Resources for Development

CONES: National Higher Education Council

CONPACOOP: Confederación Paraguaya de Cooperativas Ltda.

COPACO Paraguayan Communications Company

CPT: Classifier of Job Positions

CS: Civil Society

CSOs: Civil Society Organizations

CTE: Transparent and Equitable Competitive Selection Procedures

DACHC Directorate of Administration of Human Capital & Training

DEJ: Judicial Statistics Directorate

DESI: Diagnosis of the Institutional Situation

DGAF: General Directorate of Administration & Finance

DGP: USAID-CEAMSO Democracy & Governance Program

DGRRHH: General Directorate of Human Resources

DNCP: National Public Procurement Directorate

DNSC: National Civil Service Directorate (Chile)

EB: Executive Branch

ESSAP: Water Services Company of Paraguay

ICTs: Information & Communication Technologies

IDB: Inter-American Development Bank

IGP: Personnel Management Index

INC: National Cement Industry

ISO: International Organization for Standardization

MEC: Ministry of Education & Science

MECIP: Standardized Internal Control Model for Public Institutions

MIPYMES: Micro, small and medium enterprises

MJ: Ministry of Justice

MoF: Ministry of Finance

MOPC: Ministry of Public Works & Communications

MP: Public Prosecutor’s Office

MSPyBS: Ministry of Public Health & Social Welfare

MTESS: Ministry of Labor, Employment & Social Security

NED: National Endowment for Democracy

OEI: Organization of Ibero-American States

OG: Open Government

OGP: Open Government Partnership

ONAFIP: National Political Financing Observatory

PAGA: Open Government Action Plan

5

PEI: Institutional Strategic Plan

PETROPAR: Paraguayan Petroleum Company

PJ: Judiciary

PF: Political Financing

PGN: General Budget of the Nation

PT: Job positions

SAEs: State Agencies & Entities

SAS: Secretariat of Social Action

SCJ: Supreme Court of Justice

SEAM: Secretariat of the Environment

SENABICO: National Secretariat of Administration of Seized & Forfeited Goods

SENAC: National Anticorruption Secretariat

SENACSA: National Service for Animal Quality & Health

SENASA: National Environmental Sanitation Service

SENATICs: National Secretariat of Information & Communication Technologies

SENAVITAT: National Secretariat of Housing & Habitat

SEPRELAD: Money Laundering Prevention Secretariat

SFP: Civil Service Secretariat

SICCA: Integrated Centralized Control System of the Civil Service Career

SIGP: Computerized System for the Personnel Management Index

SINAFIP: National Political Financing System

SINARH: National System of Human Resources

STP: Technical Planning Secretariat

TORs: Terms of Reference

TSJE: High Court of Electoral Justice

UDEA: Economic Crimes & Anticorruption Unit of the Public Prosecutor’s Office

UGPS: Personnel Management Unit

UNA: Universidad Nacional de Asunción

UOC: Procurement Operational Unit

USAID: United States Agency for International Development

USG: United States Government

WP: Work Plan

6

EXECUTIVE SUMMARY - YEAR 5

This document summarizes the main achievements, challenges and activities carried out by the technical

and administrative areas in Year 5 of the DGP, with emphasis on the quarter from July to September 2018

closing this fiscal year, and completing the first part of the Cooperative Agreement between CEAMSO and

USAID, which has been extended for one year more to September 2019.

Of the five years since the onset of the DGP, this fifth year has been the most difficult one for the technical

area. Firstly, due to the general elections held in April, which discouraged the outgoing counterparts of the

Executive Branch, generating delays and, in some cases, we did not achieve the outputs; secondly, due to

the adjustment of the new authorities as of August (just one month before the end of the fiscal year) to their

positions and having received no information from the previous government during the stage that should

have been the transition. This means that the new counterparts are not yet ready to respond efficiently to the

Program.

Regarding the Judiciary, this year Dr. Puchetta, an important minister for the DGP, left her position. She

was the key ally of the Program and coordinated the quarterly accountability meetings for the DGP. In

addition to her departure, the mandate of Minister Oscar Bajac expired, creating a second vacancy in the

Supreme Court of Justice.

These vacancies led to a work overload for the remaining SCJ ministers, hence, not much heed paid to the

needs of the DGP and delays in the approval of the judicial decrees proposed or developed by the DGP.

However, these changes turned out to be propitious to identify new alliances to strengthen and give

sustainability to the actions proposed in the SCJ.

In addition to the scenario of the counterparts, internally the DGP experienced budget restrictions and a

reduction from four to two coordinators. Despite this context, work under Component 1 (C1) or

"Institutional Strengthening Component" continued with the Executive Branch and with the Judiciary on

human talent management, administrative reforms and reforms to achieve continuous improvements in

services.

Regarding the Executive Branch, the change of government in August 2018 is creating opportunities for

improvement for the DGP, among which, the commitment of the President-elect to fight against corruption

and impunity.

The SFP initiated a process of communication and transfer of the experience developed in the previous five

years of technical assistance. The DGP has received confirmation from the new team of directors, who

emphasize that the new government considers that access to the civil service, based on suitability and merit,

is fundamental and that the Civil Service Secretariat will prioritize the quality and integrity of competitive

selection processes. The expectation is to empower the SFP with DGP tools and that they will act according

to their statements.

7

Regarding the use of digital tools in the SFP, we inform that the usage statistics of the SIGP, SICCA-Portal

Paraguay Concursa, Virtual Toolbox, Open Data Portal and the "ConcursaPY" application are proof that

they are active.1 Regarding communication support to the Civil Service Secretariat (SFP), we continued

disseminating these tools via social networks. We also disseminated the Intervention Protocol for Cases of

Workplace Violence "On Comprehensive Protection of Women Against All Forms of Violence", in the

CEAMSO and SFP portals, and on social networks.

Regarding our work during the quarter to continue mainstreaming the gender approach in the civil service,

we informed the new team of SFP directors that we have developed the Intervention Protocol for cases of

workplace and gender violence, as well as the methodological guide to adjust the internal regulations of the

institution, and that in this stage we should reinforce the socialization and definition of a pilot to implement

the tools in a selected institution. This proposal was welcomed by the Minister and we agreed to carry out

the abovementioned activities in conjunction with the Ministry for Women.

The new authority of the Ministry of Finance has committed to work on transparency and public competitive

hires, as well as to stimulate actions to increase tax collection and the quality of public spending. We believe

that these actions are a new advantage to be introduced in Year 6 of the Program.

The institutional career model is already under implementation. It includes application in the Directorate of

Human Capital Management and in the Modernization & Innovation Directorate, the structure of which was

designed in the framework of the Model and will be presented to the new government officials for their

consideration. The regulations of the instruments developed to apply the different aspects of the Model have

been approved by the technical bodies and we decided to present them for the approval of the new

authorities, as they will be responsible for their effective implementation. These include: a) Administration

of the organizational structures; b) Administration of the job positions; and c) Management of the

Competitive Selection Procedures.

We decided to make an important adjustment to the scope of the project, which aims at the orderly transition

of government management, consisting of the development of the 2018 DESI Report (Description of the

Financial Status of the Institution) for the new authorities. This will include an analysis of the Ministry’s

evolution as of 2016, when the report was drafted at the onset of the project. It consists of hard data on

indicators and their evaluation. As indicated above, the purpose will be to provide a document to incoming

authorities containing information on the current status of the Ministry and its recent evolution in respect of

the indicators of the organizational structure of the Ministry as a whole and of each Vice Ministry, personnel

development and career, and expenditure in personnel in relation to the former, among others, recognizing

that such information is a valuable input for the new authorities. The database used to prepare the report can

be found in the IT application developed in the project (called CTE), which also serves for the management

of internal competitive hires and promotions, and is in the final phase of the user testing. This application

will provide a DESI scoreboard as part of the institution’s self-assessment methodology to monitor and

follow-up on the application of the model, providing the MoF with operational tools to further the

professionalization of the sector.

1 See usage statistics in the annex.

8

In this quarter, the DGP continued supporting the National Public Procurement Directorate (DNCP) with

in-person training courses on the Manual of Public Works Contracts, reaching more than 197 civil servants

from the following institutions: CGR, SCJ, MEC, MSPyBS, MOPC, DNCP, MIC, SENATICs, MTESS,

Ministry of the Interior, Retirement & Pension Fund of Banking Employees, COPACO, ESSAP, INC,

CONACYT, Presidency and Vice Presidency of the Republic, Honorable Lower Chamber, Municipality of

Asunción, Municipality of Tte. Esteban Martínez, Municipality of Lambaré, SENAVE, SENEPA,

SENASA, IPS, TSJE, ANTSV, ANNP, UNA, School of Medical Sciences, University of Concepción.

Regarding the Judiciary, the most important achievements of Year 5 relate to the implementation of the

Judicial Career Model, which had already been formally approved through judicial decree 1165/2017 and

had progressed substantially with the approval of the new organizational structure of the General Directorate

of Human Resources, as required to distribute the responsibilities established in the Model and implemented

through judicial decree 1246/2018. This was followed by resolutions 1322/2018 and 1622/2018 to facilitate

its functioning with internally commissioned personnel. The first of the Model’s regulations, relating to

competitive selection procedures ("General Rules for Competitive Admission and Promotion of Personnel

of the Supreme Court of Justice"), have already been approved in the plenary session and are in the signing

process. The DGRRHH continues actively socializing the new Model, especially in the network of units of

human resources of the judicial districts of capital city and the interior of the country which, as a whole,

encompass the largest proportion of SCJ personnel. We also continued the implementation of the CTE IT

application, with which competitive selection procedures will be controlled, and the control instruments of

the structure and the job positions considered in the Model will be managed. The DGRRHH has also

implemented competitive hires to cover positions in the jurisdictional and administrative areas.2

Regarding the Management Model of the Judicial Offices of Civil Courts, on May 31, 2018 we completed

the first phase of the implementation of the measurements as part of the pilot plan instructed by the Supreme

Court of Justice on December 5, 2017. The results were optimal in terms of the scope of the predetermined

goals and have been conveyed to Ministers José Raúl Torres, Sindulfo Blanco and Myriam Peña. Given

these results, in its plenary session on September 18, 2018, the SCJ mandated a new phase of implementation

including the courts that participated initially, plus another three courts.

Regarding the Management Model of the Judicial Offices of Criminal Courts, once we had developed the

electronic forms of the requirements of fiscal agents, we decided to work with the IT staff of the Judiciary,

with whom we finalized six of the proposed forms based on the design developed by the consultants. After

a meeting with the IT Director, we decided leave the development of this work in charge of said IT Director

and the Supreme Court of Justice.

Lastly, this quarter we set up a task force to fight against impunity, including judges representing the

Judiciary, appointed by the Supreme Court of Justice, and prosecutors and civil servants of the Public

Prosecutor’s Office, appointed by the Public Ministry. Both institutions agreed in advance on the issues to

2 See the attached note sent by the DGRRHH with data on the competitive hires.

9

be discussed, seeking to agree on criteria of interpretation and improve administrative and coordination

processes in order to tackle cases of corruption more effectively and efficaciously.

After much effort, we held a meeting this quarter with the Paraguayan Bar Association to present the

activities and results achieved in the Judiciary.

Under C1, we held meetings with the JEM for a consultancy to improve the regulatory aspects of the Jury,

and held one meeting with the Bar Association to present the work done in order to receive the support of

civil society.

Regarding efforts in crosscutting communication, we underscore the following results: On Facebook, we

reached a total of 228 new followers, with 58 interactions per day. This semester our publications reached

17,778 users. On Twitter, our followers increased to 214, with 69,348 impressions during the reported

period. On Instagram, we achieved 146 new followers. Press management generated 32 publications in the

quarter, and 241 publications in the year. Regarding registration, we worked on the systematization of the

DGP, including information on the actions performed with institutions of the Executive Branch, which is

the basis of the Program’s records, and to which we will add information on our work with the Judiciary.

Similarly, we have promising processes in certain institutions of the Executive Branch, e.g. the appointments

and some of the processes in SENAC (re-launch and use of the complaints portal, appointment of a former

Anticorruption Prosecutor as Minister-Executive Secretary), SFP (reform of Law 1626/2000 “On the Civil

Service”), etc., as well as the appointment of Ms. Soledad Machuca (lawyer) as the new Deputy Prosecutor

of Financial Crimes, who would be strengthening the UDEA and, therefore, the criminal treatment of

economic crimes, as well as minimization of the obstacles which, to date, hinder or complicate the

enforcement of criminal sanctions for this kind of crime.

Under Component 2 (C2), during the reported year, we completed all the technical assistance related to the

MECIP. It is important to underscore that, in the previous quarter, we observed that the approach of the

assisted institutions focused on promoting the effectiveness of the system: for example, the MEC achieved

a score of five (5) in the second semester 2017, and at the close of first semester 2018 they continue with

the same score. Other institutions, such as MSPyBS, MOPC, etc. also continue to improve or maintain their

scores without DGP assistance, as shown in the comparative reports available on the MECIP portal

http://eval.mecip.gov.py/Mecip/reportes/listareportes

Regarding outstanding activities with the CGR, we were not able to continue as planned as the Comptroller

was the object of impeachment requests for unresolved cases in the criminal justice system. In this regard,

the only work pending in the Executive Branch is with SENAC. The Coordinator met with officials of the

outgoing administration and discussed several ideas to be proposed to the Minister in order to continue our

work. But we received no response due to the change of authorities.

Once the new Minister took office, we held meetings with her and agreed on the tasks to be implemented in

the next quarter.


10

It was an important achievement to hold several meetings with the Audit Management Director of the

Prosecutor's Office, who took over after several internal changes were made in the Attorney General's

Office.

Under Component 3 (C3), the reported year concluded with a clear government disposition towards

transparency and access to information. As part of the assistance to the Judiciary, the Supreme Court of

Justice approved the judicial decree on Access to Public Information (AIP) establishing the regulatory

mechanisms for compliance with Law 5282/2014. This has been the most relevant achievement of C3· in

terms of institutional reform.

During the electoral race, we organized a series of debates with candidates to the Lower Chamber in the

departments of Central, Guairá, Alto Paraná and Itapuá, as well as in Asunción. We held 8 debates in total

with more than 650 participants, covering more than 2,000 km in 7 cities in the interior of the country and

the capital city. These debates were broadcast on Facebook Live, with 9,000 viewers in total. This activity

was the actual promotion of a more active civil society, the name we use for this component. The topics

discussed in the debates were DGP issues: lobbying, impunity, conflict of interest, among others.

The Political Financing project continued for 18 months as scheduled and ended successfully on July 31,

2018. It provided technical assistance to the High Court of Electoral Justice of the Republic of Paraguay to

develop technological assets, management systems, interagency coordination mechanisms, training and

regulatory framework, to regulate the Law on Political Financing in effect and facilitate its compliance by

Political Organizations and its implementation by the High Court. We included a gender component to

develop institutional mechanisms fostering more representation of women in elective positions, and a citizen

participation component to provide transparency and participation mechanisms promoting and facilitating

citizen oversight of the political financing system.

Regarding advocacy in the justice sector, we completed two processes: study of the status of economic

crimes after the indictment, and food assistance for children. Both processes produced extensive studies and

recommendations to have a complete picture of the situation of these two aspects and the channels required

to reform the judicial management system of these two aspects. This also included communication

campaigns and visits to different judicial districts to disseminate the results.

In relation to civil society organization, the Democracy & Transparency Network was created during the

reported year. It encompasses 25 civil society organizations, universities and foundations, and has already

developed a 2018-2019 Action Plan, produced in a collaborative and participatory manner, and it is already

under implementation.

Lastly, in the reported year, we supported the co-creation of the 4th Open Government Action Plan for the

period 2018-2020, with broad participation of civil society and organizations of the three branches of

government. The process generated a plan with 27 commitments, including the commitments made by the

Judiciary and the Legislative Branch. Nearly one hundred CSOs participated, totaling nearly 1,000

participants.

11

Under Component 4, the development of the Transparency Trust Fund and the CEAMSO Training Center

are transcendental steps towards the achievement of sustainable business models for the institution. The

consolidation of the Fund’s proposal led to the first contacts with financial organizations and entities. And

the courses provided on the use of the platforms for the future Training Center led to the validation of some

processes and the development of new courses for the following year.

Regarding the presentation of draft projects, CEAMSO has generated an agile process to identify and

prepare high-impact proposals, having submitted a total of 16 proposals3 to both local and international

funds. We also received confirmation of projects such as the OGP Trust Fund Participation and Co-creation

Awards, Institutional Strengthening of SENABICO, Project “Mobile Women’s City of the People” (Ciudad

Mujer Móvil de la Gente) for the Ministry for Women, to name a few.

During Year 5, we received seed capital from USAID for implementation of a CEAMSO Knowledge &

Innovation Management Center, which will allow transferring DGP actions, methodologies and processes

through continuous training.

3 Number of proposals submitted per quarter: Q1 = 5, Q2 = 3, Q3 = 5, Q4 = 3.

12

ACHIEVEMENTS OF THE QUARTER

Objective 1. Institutional strengthening of selected state entities:

Achievements in Civil Service

During the previous administration, the SFP concluded the second measurements through the SIGP

with minimal DGP support. Of the DGP-prioritized institutions, the following performed a self-

evaluation during this stage: Ministry of Justice (final score 59.7), SEAM (final score 70.8) and

SENADIS (final score 64.6). It is important to note that 100 should be considered the maximum

achievable score, i.e. the closer to 100 the better the result. A high score indicates that the Personnel

Management subsystems are developed and functioning.

The progressive and growing use of the Paraguay Concursa Portal continues. 5.777 competitive

hires have been completed as of the launch of the system in February 2014 to date. 5,611

competitive hires published from July to September 2018: 74 are in the application process and 92

in the evaluation process.

The Remuneration module encompasses 390 institutions (including municipalities and

departmental governments). Regarding the Management of Administrative Inquiries, as of 2013 to

date, overall figures indicate 2,216 resolutions have been issued concluding inquiry proceedings,

and 1,308 sanctions have been instructed. Through the SICCA Inquiry Management Module, 802

final resolutions have been entered and the examining magistrates have instructed 1263 sanctions

from September 2015 to date.

With the new SFP team, we validated the importance of the Induction Manual, the Competitive

Hires Manual and the Manual on the instruments developed to foster a gender-based civil service

(Protocol to address cases of workplace violence and Guide to adapt the internal regulations of

public institutions). We agreed on socialization actions which we expect to carry out next quarter.

Upon completion of the technical and technological assistance to develop the SICCA, the final result

of the transfer was 389 civil servants, from different entities of the Executive Branch, trained in the

eight modules of the system.

We concluded the 2018 DESI Report of the MoF as part of the progressive implementation of the

institutional model of the civil service career in the Ministry of Finance. We also completed the

monitoring and supervision of the application of the CTE (Transparent & Equitable Competitive

Selection Procedures), and we are expecting its regular use. As for the regulations of several key

aspects of the career model in the MoF, we have already agreed on the regulations for the

institution’s self-assessment using the CTE application and other sources of information.

The implementation of the Institutional Model of the Civil Service Career continues in the MoF,

among others, including its application in the Directorate of Human Capital Management and in the

Modernization & Innovation Unit (UMI).

The technical bodies have approved the technical and regulatory instruments, and we decided to

present them to the new authorities for their approval. It is a set of technical instruments customized

to the reality of the MoF, allowing description and appraisal of the job positions, appraisal of the

organizational units, analysis of the workload and the number of job positions assigned to each

13

organizational unit according to their outputs, the manuals of organization and occupational

categories, among others.

As for the Portal Paraguay Concursa of the SFP, its progressive and growing use continues as of

the launch of the system in February 2014. 5,611 competitive hires have been completed to date

and 189 competitive hires were published from July to September 2018.

According to the SFP, to July 2018, 407 institutions report on their remunerations to personnel, 88

of which comply 100% with Law 5189/2014.

Achievements in Gender

With the new SFP team, we have validated the importance of the "Protocol for cases of workplace

violence in the civil service" and of the "Methodological Guide to include the gender approach

in internal regulations" as tools for the appropriate management of personnel in the civil service,

and we agreed on actions to expand their socialization and pilot implementation.

Achievements in the Judiciary

Judicial Administration Council

The scoreboards implemented by the CAJ with DGP technical support facilitate the monitoring of

the so-called critical processes, particularly budget management and procurement of goods, services

and public works. In addition, thanks to the development of the PEI scoreboard, the CAJ is able to

monitor compliance with the institution's plans and programs.

According to official reports, and at the time of concluding DGP technical support to this body

(beginning of fiscal year 2018), we can infer that 63 (sixty-three) meetings have been held, dealing

with various issues, resulting in:

- Resolutions: 554 (five hundred and fifty-four).

- Administrative Decisions: 164 (one hundred and sixty-four).

* Report to January 31, 2017.

Civil Model

The implementation of the pilot plan of the Management Model was successfully completed on

May 31, 2018. The 5 courts participating in the Pilot Plan issued their resolutions “in time”. These

resolutions had been selected for measurement purposes and had been pending since February 2018.

Likewise, of the 4 courts with “historical cases”, i.e. trials with overdue resolution time, all of them

have cleared more than 3 trials per month, and 3 of them no longer have a backlog of cases. In the

case of the court with most “historical cases” (69 at the beginning of February), the number of

dossiers with that status has declined considerably (21 at the end of May). Given these results, the

implementation of the Model was extended to three more civil and commercial courts of the capital

city, with SCJ sponsorship. The SCJ mandated another four months of implementation in its plenary

session on September 18, 2018.

https://www.sfp.gov.py/sfp/archivos/documentos/Resumen_Julio_2018_rjc0sq8j.pdf

14

This SCJ provision occurred because its Magistrates, based on objective data provided by the

previous implementation, have been persuaded of the suitability of the Management Model to

complete cases within the legal timespan, and the suitability of the Plan to reduce to cero the backlog

of cases waiting for their resolution. According to the representatives of the highest judicial body

of our country, the budget is the only obstacle to the mandatory and comprehensive implementation

in all the courts of the capital city, but according to the DGP this is not so.

Despite the interruption of the cooperation, as of June 2018 there are courts which participated in

the first phase of implementation and which have continued to apply the Management Model and

the Plan to reduce procedural delays on their own accord because they are convinced that this tool

helps them optimize rate of resolution and, above all have comprehensive information, and

consequently control, over the court’s workload.

Criminal Model

We held a meeting with the IT Director, where we decided that the Judiciary would do the work

with all DGP-generated outputs on its own.

The DGP has collaborated technically with the Judiciary to develop electronic forms of the initial

prosecutorial requirements, which will generate electronic dossiers to process criminal cases, and

which were designed by the DGP based on workshops where all the parties interacted (Judiciary,

Public Prosecutor’s Office and Ombudsman’s Office).

Specifically, we delivered digitized forms to the Judiciary referring to: 1) Record of Indictment; 2)

Dismissal; 3) Criterion of Opportunity; 4) Conditional Suspension of Proceedings; 5)

Reconciliation; 6) Fast-track Proceedings. These forms will allow the correct filing of criminal

proceedings, forcing prosecutors to formulate the request to initiate the proceedings, containing all

the requirements established by law to analyze their suitability, as well as facilitate analysis of the

request to determine if it is applicable or not, reduce the processing time and cost by generating

electronic presentations, notices and notes, thereby reducing the use of paper documents. These

forms will also generate records of each criminal proceeding as of their filing and, consequently,

allow online monitoring and control of the compliance with the procedural obligations of system

operators.

Impunity

The Supreme Court of Justice has appointed the team of judges to participate in the task forces with

the Public Prosecutor’s Office, thanks to DGP lobbying.

The State Prosecutor has appointed the team of prosecutors and officials who will participate in the

task forces, thanks to DGP lobbying.

After meeting with Program consultants, both institutions defined the topics to be elaborated,

especially regarding the approach to crimes in which elements of the crime have been previously

discussed in the administrative court. They also defined concepts such as the content of criminal

indictments, the timespans, among other key factors, to avoid the shelving or dismissal of cases and,

therefore, impunity.

15

Five theme areas were prioritized connected to: 1) the competence of judges; 2) problems relating

to the record of indictment; 3) the application of precautionary measures; 4) the problem of recusals

(both of judges and prosecutors); and 5) problems linked to the intermediate stage of the procedures.

We held the first meeting with the Jury of Prosecution of Magistrates successfully, reaching an

agreement on the start of technical support, once the new President of this body has been appointed.

Paraguayan Bar Association

We succeeded in socializing DGP outputs in the Judiciary with the Executive Committee.

Human Resources

The DGRRHH team continued advancing actively in the implementation of the Model by

socializing the judicial decree on Human Resources. Furthermore, competitive hires have been

made in entities and judicial districts beyond the reach of the DGP, showing the commitment and

sustainability of our work. (See footnote number 3)

The CTE tool is in the user testing phase and ready for implementation. Among others, it will

facilitate the management of competitive selection procedures, i.e. the stage prior to the call for

competitive hires.

The "General Rules for Competitive Admission and Promotion of Personnel of the Supreme Court

of Justice", that had been remitted to the Supreme Court of Justice on April 13, 2018, were approved

by the highest judicial body in their plenary session on September 19, 2018.

Public Procurement

Strengthening of the DNCP with the support provided at the beginning of fiscal year 2018 to

restructure the Public Procurement Information System.

Five training workshops were held on the Manual of Public Works Contracts, with the participation

of 197 civil servants from different sectors.

Objective 2. Transparency and anticorruption efforts strengthened in key institutions:

During fiscal year 2018 we worked to consolidate this objective and we underscore achievements

in the strengthening of internal control, as described in other quarterly reports of the fiscal year.

For example:

o 1062 civil servants trained.

o Approval of processes and sub-processes in the MOPC, MSPyBS, MEC, MoF, MJ, SEAM,

CAJ.

o Approval by the Supreme Court of Justice of the reorganization of functions of the Judicial

Audit office.

o Launch of the operation of the SENAC system to monitor compliance with active

transparency in institutions of the Executive Branch.

o Conclusion of the support on open data and accountability provided to the Municipality of

Asunción.

16

o Launch of the application “Presupuestapp”.

o Compliance with the PAGA 2016-2018.

Regarding Transparency, we met with the SENAC Minister to determine the following steps.

Objective 3. Advances in the legal framework and public policies for effective governance:

Among the main achievements, we mention the approval, by the plenary of the Supreme Court of

Justice, of judicial decree 1248/18 "which regulates access to public information in the field of

justice administration and of all the organs reporting to the Supreme Court of Justice", which

regulates the application of Law 5282/14.

Also in relation to the Judiciary, we presented the SIDEJ IT tool (Judicial Statistics Information

System). The tool has an open data format, it includes a pool of data from different sources and

develops refreshed every 24 hours. This instrument is the first of its kind in the Judiciary and has

two core purposes: to provide accurate information for decision-making, and to facilitate

accountability to citizens. Officials of USAID/Washington and Lima were on mission in Paraguay

and accompanied us to the presentation of the instrument.

It is in relation to political financing that we have made most progress this year. Firstly, we created

the Political Financing Directorate and simultaneously designed and developed the SINAFIP

(National Political Financing System), a process-based instrument that outlines the road map for

political parties and movements to render their accounts of campaign expenses and of the electoral

subsidy provided by the State. We developed all the forms, tracking system and data entry, and

trained approximately 20 staff members in charge of the Directorate. Lastly, we signed several

MOUs with other State institutions, such as the BNF (National Development Bank) and

SEPRELAD (Money Laundering Prevention Secretariat) to coordinate actions, facilitate

information sharing and increase financial control through a unified account for each political party

during the electoral and campaign processes.

We also worked in the creation the Gender Directorate of the TSJE, providing it with adequate

regulations and human resources to fulfill its functions. We also designed a political training plan

for women leaders or women with potential interest in political activities. This process concluded

with the creation of a political training school, the curriculum of which was developed by the DGP.

We carried out a first pilot test, after its dissemination and selection of the women to participate in

the training. Many women registered to participate (more than 80), showing the high degree of

relevance of this training school. 25 women were selected. It is important to note that the Gender

Directorate is conducting the second edition of the school on its own initiative, this time with other

international cooperation, showing the degree of institutional insertion of the school, as well as the

sustainability of this learning mechanism.

With the implementation of the SINAFIP, we developed ONAFIP (National Political Financing

Observatory), an open data platform for any citizen to view the campaign expenses of the political

parties. In the last general elections held in the reported year, 51 political parties and groups

rendered accounts based on the new DGP-developed procedure, which is visible and easily

accessible to whoever is interested. This number means that 91% of all political parties and

movements that participated in the elections used the new tool.

17

We concluded the study on the status of economic crimes after their indictment. This study contains

numerous data that will be very useful to make improvements and suggest actions. Among the main

and most striking data, we can mention the unregulated use of alternatives to imprisonment for

defendants to avoid trial, as well as the low number of sentenced persons. Of the 322 defendants,

only 20% were convicted and, of these, only 10% were imprisoned for more than 2 years because,

according to Paraguayan legislation, sentences of 2 years or less do not go to jail.

The last relevant achievement is the slow, but firm, consolidation of the Democracy & Transparency

Network. At present 13 organizations are actively involved. The DGP is supporting the

strengthening the Network to develop activities to fight against corruption and impunity.

Objective 4. Strengthening of CEAMSO as sustainable and lead Paraguayan civil society organization

that manages development projects for quality results and impact:

The main achievements were the award of the OGP Trust Fund Participation and Co-creation

Awards in partnership with CIRD Foundation, which will provide the support and resources

required for the co-creation process. This process will bring together key stakeholders and

underrepresented groups to receive their ideas on more impactful commitments in the PAGA

2018/2020.

Also, the award to SENABICO of the call for proposals of the Bureau of International Narcotics

and Law Enforcement Affairs (INL) of the US Department of State for an Institutional

Strengthening Program.

18

CHALLENGES

Objective 1

Civil Service Secretariat

It is still a challenge for the SFP to adequately address the workload with their budgetary

restrictions, and this situation has been aggravated by the end of the DGP.

With the MoF we agreed to request the SFP Minister to set up a task force to build technical and

political consensus for the resolution validating the MoF's institutional career model in the short

term.

We expect the use of the SIGP will be maintained with SFP resources and that the new government

team will value it as management tool of the UGPs of public institutions and their respective

authorities. To achieve this, we have informed the new authorities on the importance of this tool

and made resources available to train the civil servants to promote its use. During the current

semester, we expect the new authorities of the MEC, MOPC, MSPyBS and MoF to apply the SIGP

and implement the recommendations of the diagnosis. The DGP considers this measurement to be

of utmost importance as it will provide an additional measurement to the one of the first years of

the Program.

Ministry of Finance

Throughout the year there have been changes of authorities, both of ministers and directors of the

DACHC. This has affected DGP activities, among which we mentioned the implementation of

training modules, which we expect to resume once the transition period is over.

National Public Procurement Directorate (DNCP)

Regarding the reengineering of the SICP, DGP support ended in the first quarter of Year 5 and the

challenge for the DNCP was to continue developing the modules of the new system, both with

internal resources and resources contracted without Program support.

The DGP has not been able to meet with the new director of the DNCP to define our support to the

institution. He was appointed at the end of the fiscal year.

Judiciary

It will be important to contact the new Ministers of the Supreme Court and involve them in DGP

activities to support them and achieve their sustainability. It is a challenge.

Advance in the development of technical instruments and transfer of skills to technical experts of

the DGRRHH to further the application of competitive hires and optimize the time required to

implement the competitive selection regulations.

Regarding the Management Model of the Judicial Offices of Civil Courts, the challenge is for the

results obtained at the end of the measurements to be similar to those obtained in the first phase of

19

implementation; for courts to continue using the management model with the technology we made

available to them; for them to continue implementing the plan to reduce procedural delays; and for

the SCJ to extend its implementation to other courts.

Regarding the electronic forms, the challenge is for the Judiciary to utilize all the instruments

delivered to it. Perhaps it might be possible through the new ministers.

The SCJ has not yet created the necessary conditions for the Audit Directorate of Judicial

Management to use the DGP-developed IT system to follow-up on judicial audit recommendations.

Regarding the CAJ, upon conclusion of the assistance in the previous quarter, the CAJ is now in

charge of the implementation of DGP-generated indicators, and of the support to working groups

on public procurement.

Jury for the Prosecution of Magistrates (JEM)

We achieved their commitment to draft the rules of procedure, which will be the contribution of the

DGP.

Impunity

The challenge is for magistrates and prosecutors of the joint task force to meet regularly. They are

high-ranking officials, with many responsibilities, and it is difficult to bring them together.

Another great challenge will be to ensure that all the results of these task forces reach the highest

authorities of each institution, and achieve their commitment to implement the improvements.

Paraguayan Bar Association

It is very difficult to work with this civil society organization as they have no logistic or

administrative infrastructure. It is a real challenge because they only have one lawyer as their

focal point.

Objective 2

The main challenge is to ensure that the new authorities of SENAC commit to support DGP

efforts.

In general, we can highlight the challenges that led the DGP to close their activities or to preclude

their onset during 2018:

o For the National Transparency Team to install their agenda with the authorities to

be elected and generate the institutional mechanisms to make this body more

operational.

o In the absence of leadership in the CGR, due to denunciations against the head of

the institution and his imminent impeachment, the DGP support for the approval of

the MECIP 2015 evaluation module and the analysis of the correlation between the

SET and the Public Prosecutor’s Office are still pending.

o Regarding the support to SENATICs to create the open data unit, we decided to

carry out this activity under Component 3, once the new authorities have taken

office.

20

Objective 3

Under Component 3, one of the main challenges continues to be the consolidation of the Democracy

& Transparency Network, which has 25 members, and an action plan for 2018-2019, the

implementation of which will continue next quarter, bearing in mind that its implementation was

awarded during this quarter.

Another great challenge will be the onset of technical assistance with the Bar Association, in the

different fronts identified by said institution as requiring work, namely the law on admission to the

Bar and the improvement of the disciplinary system of the profession. Despite several attempts, the

areas and scope of technical assistance have not been defined yet.

The work with the Magistrates’ Council seeks to improve the system of selection of ternas (lists of

three candidatures), using mechanisms to reduce the discretion of members and generate objectivity

in their decisions. We will begin this activity in the next quarter: it be an important challenge

because citizens pay close attention to this institution after the recent appointments that

delegitimized their process. The DGP intends to provide assistance to improve the selection

processes by making them less discretionary.

Lastly, we note that the data journalism activity targeting civil servants and assistance for the

creation of an Open Data Directorate as the governing body for the public sector, scheduled for this

year, could not be carried out due to the general elections, followed by the change of administration,

the merger of some State Secretariats, among which SENATICs, a beneficiary institution of this

technical assistance.

Calls were made to universities to promote the use of the DGP-developed IT tool and platforms.

Unfortunately, it was not awarded due to the insufficient quality of the proposals. A new call will

be made in Year 6 of the DGP.

The co-creation of the PAGA 2018/2020 was completed precisely at the time of the change of

government. However its execution was delayed due to the government's decision to review it. We

look forward to this review being completed at the beginning of Year 6, for which the DGP will

provide support. Lastly, it is a big challenge to sustain the achievements in political financing over

time, particularly with regard to SINAFIP and ONAFIP. The next municipal elections will be 2020

so only then will we be able to verify the continuous use of the DGP-designed instruments.

Objective 4

Achieve the establishment of the Transparency Fund concerning projects generated with partner

institutions, as well as fundraising to initiate the Fund’s implementation.

Consolidation of the Knowledge & Innovation Management Center of CEAMSO with

provision of training courses and events, and positioning in public institutions, organizations,

and companies as an opportunity for institutional strengthening based on continuous training.

21

ADVANCES PER COMPONENT DURING THE QUARTER

Component 1. Building the institutional capacity of the selected public institutions.

Sub-purpose 1.1. Human resource management systems improved.

Output 1.1.1. Management of civil service and human resources strengthened with merit-based selection, evaluation and promotion processes

implemented in selected entities of the Executive Branch

Result 1.1. Build the capacity of the Civil Service Secretariat to fulfill its role as an entity charged with setting public policies, monitoring their

implementation and providing services at the level of civil service for public administration in the Executive Branch.

Sub-result 1.1.A. Support the implementation of the SICCA based on the policies and regulations set by the SFP.

Expected Results

Work Plan PMP Indicator Achievements towards reaching the Objectives

Accomplishments

expected for the

next quarter

Activity 1.1.A.1:

Support to the civil service

career to ensure the transfer of

knowledge to the SFP and

provide sustainability to the

reforms in the regulations of

the implementation of the

Integrated Centralized Control

System of the Civil Service

Career (SICCA) through the

updated Manual of

Competitive Selection

Procedures and the formulated

Induction Manual, without

affecting other regulatory tools

required for their full

utilization.

Percentage of civil

servants of the

Executive Branch

accessing civil

service based on

merit.

We concluded the SFP Manual of Competitive Selection

Procedures., but it has not yet been approved. We presented the

document to the new authorities and they are reviewing it.

Regarding the dissemination of the Induction Manual, we

presented a proposal to the new SFP Minister to organize

seminars to socialize the Manual. This proposal is under SFP

consideration.

Due to the change of

authorities in the SFP, the

approval of the resolution

for the Manual of

Competitive Selection

Procedures has been

delayed, and the

socialization of the

manuals that have already

been approved. We expect

to carry out these activities

in this quarter.

22


Activity 1.1.A.2: Complete the

training sessions on the SICCA

modules.

Number of days of

training provided by

the assistance of the

US Government to

civil servants of the

Executive Branch.

We have completed the training sessions on the SICCA modules

in the 3rd quarter of Year 5. As final outcome, we report that 389

civil servants were trained on eight modules of the system.

Activity 1.1.A.3: Support the

maintenance of the SICCA IT

tool in specific queries.

The support provided to the SICCA resulted in:

Launch of certain processes, the development of which

had been in 2017.

Corrective maintenance, the most used modules or

processes:

- Planning Modules

- Selection Module

- Administrative Inquiries

- Docket Module

- Mobility Module

- Disassociation Module

Sub-result 1.1.B. Support the use of the IGP as measurement tool of the personnel management and development system in the civil service.

Activity 1.1.B.1: Support the

use of the digital Personnel

Management Index (SIGP) to

ensure the sustainability of the

tool.

The DGP concluded the support to the SFP on the use of the

SIGP. Three DGP-prioritized institutions have completed their

self-assessment:

- National Secretariat for the Human Rights of Persons

with Disabilities (SENADIS)

- Secretariat of the Environment (SEAM)

- Ministry of Justice (MJ):

As well as the other institutions that were included by the SFP:

- Departmental Government of Alto Paraná

- Civil Cabinet (CC)

- National Anti-Drug Secretariat (SENAC)

23


Activity 1.1.B.2:

Second measurement of the

selected DGP-assisted

institutions through the SIGP to

verify the degree of

improvement after the

technical assistance provided

subsequently to the first

measurements.

Average IGP rating in

selected institutions

We concluded the second measurements of three DGP-prioritized

institutions:

- National Secretariat for the Human Rights of Persons

with Disabilities (SENADIS)

- Secretariat of the Environment (SEAM)

- Ministry of Justice (MJ):

We expect the prioritized

institutions that have not

started their self-

assessment to do so in this

quarter: MEC, MOPC,

MSPyBS and MoF.

Activity 1.1.B.3:

Continue and consolidate

technical assistance to the

Ministry of Finance.

In the MoF the institutional career model has been progressively

implemented through the pilots in the Human Capital

Management Directorate and in the Modernization & Innovation

Unit (UMI). We finalized the 2018 DESI Report, and presented

it to senior cabinet authorities and to the counterpart technical

teams. This report has more detailed and extended scope with

respect to the first version. We included a set of new indicators

for comparison with the previous 2016 version. These are:

Variation Indicators, arising from the comparison between the

two times, and Management Performance Indicators, measuring

the tendency and appraising the appropriateness of the variations.

Regarding the latter, the ones have been the Equitable

Development Indicator, relating the variation of consistency with

the degree of wage development and promotion of personnel, and

the Development Scope Index, measuring the quantitative impact

of the former, considering the quality, as well as the quantity

(percentage of the target population reached). It is an index that

measures achievement in relation to the competitive selection

procedures. In addition, with respect to the CTE, we completed

the monitoring and supervising of its installation.

Effective use of the CTE

application in the MoF and

the Judiciary.

We expect the resolution

approving the regulations

for the administration of

job positions and structures

of the MoF.

24


We finalized the 2018 DESI Report, and presented it to senior

cabinet authorities and to the counterpart technical teams.

Technical approval of the technical and regulatory instruments to

describe and appraise job positions, appraise the organizational

units, analyze the workload and plants of positions of the units

according to their outputs, the manuals of organization and

occupational classes, among others.

Effective use of the CTE

application in the MoF and

the Judiciary.

We expect the resolution

approving the regulations

for the administration of

jobs and structures of the

MoF, and for the

management of the

competitive selection

procedures.

We expect to complete the

2018 DESI Report and

make it available to the

new authorities (ministers

and vice ministers).

Activity 1.1.C:

Continue the Triangular

Cooperation with the support of

Chile's DNSC to the SFP.

No activities in this quarter.

Activity 1.1.D:

Promotion of the gender

approach in the civil service.

We presented a plan to the SFP Minister to disseminate the

Protocol for cases of workplace and gender violence, as well as a

guide to include the gender approach into the rules of procedure

of SAEs. They are under consideration of the SFP.

We expect to materialize

the dissemination plan of

these instruments.

25


Activity 1.1.E:

Support the communication

and dissemination of the

milestones achieved, with

content generation and the

production of communication

materials.

The SFP made a call to hire a technical expert in social

networking, to continue with the implementation of DGP

recommendations and templates.

We continued disseminating DGP outputs, with the following

results:

The Paraguay Concursa Portal registered the visit of 123,345

single users, exceeding the number of visits in the previous

quarter. 63% are new users. On average each user visited 3.52

times, with a low bounce rate (28%), indicating significant

permanence on the page. Average time on the page is 5:21

(min:sec).

ConcursaPy: registered 2,009 users in the quarter, of which

50.3% are new users. On average the number of visits per

user is 5, indicating frequent reuse of the app. This quarter

the ConcursaPy tool received the 2017 international award

U-Gob to the Digital Government, and was also selected as

one of the 10 best practices in transparency and good

governance of 2017, a call for proposals made by Telefónica

y Compromiso Empresarial.

SFP Open Data Portal: this quarter saw an increase in

webpage users, totaling 6,548, with an average of 3.13 visits

per user. 73.3% are new users. These data show a constant

rise in the use of the portal. However, the bounce rate is high

(64.4%) and the time of permanence is low (2 min: 26 sec),

indicating the need to further disseminate the portal's

research capabilities.

Toolbox: registered the visit of 7,502 users in the quarter, of

which 77.6% are new users. 10,417 sessions were initiated on

We will work on the

socialization and

dissemination of DGP

work with the transition

team and the new

government.

26


this page, i.e. 1.39 per user. Total visits to pages were 21,467,

with an average of 2 pages opened per visit. The time of

permanence is not high (1 min: 48 sec). This indicates that

people are looking for specific tools, and that they find them

without too much browsing required. They leave the page

after downloading the tools, whereby the bounce percentage

remains at 61.7%.

In addition, during this quarter we completed the layout and

printing of the Induction Manual, as well as the layout of the

Protocol of Measures in Cases of Workplace Violence and the

Guide to Mainstream the Gender Perspective into Internal

Regulations. We continued developing content for the

systematization and publication of the DGP addressed to the new

government.

According to the SFP, to July 2018, 407 institutions are reporting

on the remunerations to their personnel, 88 of which comply

100% with Law 5189/2014.

Activity 1.1.F:

Work with the transition team

of the government-elect on

issues relating to the

improvement of the civil

service in Paraguay in order to

ensure the sustainability of the

reforms.

Although we generated reports and systematization that would

serve as input, we were not able to arrange meetings with the

transition teams. Informative meetings have already been held

after the new authorities were sworn in.

Adequate communication

of all DGP efforts to

promote the continuity and

sustainability of the

reforms.

https://www.sfp.gov.py/sfp/archivos/documentos/Resumen_Julio_2018_rjc0sq8j.pdf

27

Output 1.1.2 Implementation of the judicial career strengthened based on merit, evaluation and promotion processes.

Result 1.3. Merit-based judicial career strengthened.

Activity 1.3.1: Support the

implementation of judicial

decree 1165/17 on Human

Resources, emphasizing

internal and external

competitive hiring processes.

Number of judges

and judicial officers

trained with USG

assistance.

Percentage of civil

servants of the

assisted departments

of the Judiciary hired

through competitive

selection.

Based on the result of successive working meetings with the

DGRRHH team of the SCJ, evaluate the applications of the

outputs and adoption of the recommendations of the project

completed in November 2017:

• The SCJ considered it is a priority to advance as much as

possible in the integration of the human resources areas of the

judicial districts into the approach of the Model established by

the judicial decree 1165/17, as well as to implement the structure

of the DGRRHH that has also been approved, in order to organize

a management network supported by the CTE application and a

plan to provide training and transfer the tools and methodologies

to key members, especially for the management of competitive

hires.

• To this end, we held a workshop with members of the judicial

districts; and

• then formalized a contract to provide support to the SCJ on these

issues, in effect from July to December 2018.

We will have developed a

final model of the structure

for the judicial districts of

the interior of the country.

We will have developed

technical tools and the

trained the team to manage

the job positions, the

structure and the

management of

competitive hires; in

addition to the operation of

the CTE management

support.

Activity 1.3.2:

Support the communication

and dissemination of the

milestones achieved, with

content generation and the

production of communication

materials.

We prepared materials on the new Management Model of

Human Resources available on the SCJ website

https://www.pj.gov.py/contenido/1531-nuevo-modelo-de-

gestion/1531

https://www.pj.gov.py/contenido/1531-nuevo-modelo-de-gestion/1531

https://www.pj.gov.py/contenido/1531-nuevo-modelo-de-gestion/1531

28

Sub-purpose 1.2 Public budget and procurement systems strengthened.

Output 1.2.1. Increase compliance with procurement regulations in selected public institutions.

Result 1.5. Build the capacity of the DNCP to supervise contract management in the public administration.

Activity 1.5.1:

Work with the transition team

of the government-elect on

issues concerning the DNCP.

USAID will meet with the transition team and advise the DGP of

actions that may be carried out by the Program, as per the

resources and time available.

We will carry out what has

been agreed with the

transition team.

Result 1.6. Post-award contract management in selected ministries improved.

Activity 1.6.1:

Develop plans to improve

contract management using

DGP-developed manuals and

which provide sustainability to

the changes proposed.

Number of civil

servants of the

DNCP and other

State divisions

trained by the DGP

in contract

management.

Number of controls

adopted, based on the

Manual of Public

Works Contracts.

We continue providing the training envisaged in the Manual of

Public Works Contract.

We expect to define a work

plan with the new director.

We will continue

providing training on the

Manual of Public Works

Contracts. We will also

hold workshops on the

UOC Manual.

Result 1.7. More transparent and efficient management and procurement processes in the Judiciary.

Activity 1.7.1:

Restructuring of the General

Directorate of Administration

& Finance (DGAF), which will

operationalize the

recommendations adopted by

the CAJ.

The main achievements recorded at the close of this activity in

second quarter of Year 5 were:

1. Approval by the CAJ, and presentation to the plenary of the

Supreme Court of Justice, of the recommendations for the

readjustment of the organizational and functional structure of the

General Directorate of Administration & Finance (DGAF) and of

the Planning & Development Directorate (DPD).

Upon conclusion of the

assistance in the previous

quarter, the CAJ is now in

charge of the

implementation of DGP-

generated indicators, and

of the support to working

29

2. Review, with the technical team of the CAJ, civil servants and

officials of the dependencies, of the progress of the indicators

pertaining to the Scoreboards of Critical Processes and the PEI.

3. Training to the technical team of the CAJ, civil servants and

officials of the dependencies on the methodologies and processes

to obtain results on the use of the Scoreboards of Critical

Processes and PEI, and the improvement groups.

groups on public

procurement.

Output 1.2.2. Budget management capacity of the government strengthened.

Result 1.8. Budget management in transparent planning, formulation and execution of selected public institutions strengthened.

Activity 1.8.1:

Pilot implementation of (3)

new courses on Public Finance

targeting civil servants of the

Ministry of Finance (MoF) and

DGP-prioritized line ministries

to foster efficiency and

transparency in the formulation

of the General Budget of the

Nation (PGN).

A final achievement of the second quarter was the appraisal of

the development of the following courses of the Participant's

Guide: Public Budget Analysis; Future Expenses: From Annual

to Multiannual; and Public Accounting and Reporting; in addition

to designing and drafting the evaluation instrument (pre and post-

test) of the course on "Analysis of Public Expenditure", and we

held the pilot workshops.

Sub-purpose 1.3. Capacity to respond to strategic and priority needs improved.

Output 1.3.1. Capacity of the public sector to meet the priority needs demonstrated to citizens improved.

Result 1.10. Capacity to respond to citizen priorities.

Activity 1.10.1:

Management of the Judicial

Offices of Civil Courts.

Implement the pilot plan in the

Civil and Commercial Courts

of the capital city to improve

the rates of resolution

We obtained the SCJ resolution authorizing the continuation of

the implementation of the management model in the five courts,

where it has already been implemented, and its extension to

another three courts.

Obtain the first results of

the measurements and

ensure that they meet the

established indicators and

objectives.

30

according to the indicators

determined by the SCJ.

Activity 1.10.2:


Offices of Civil Courts. Based

on the experience of the pilot

plan implementation, promote

the gradual use of the model in

all the judicial offices of civil

courts.

We have initiated the implementation in eight civil and

commercial courts of Asunción, complying with the allocation of

material resources and human talent.

Implementation of the

expansion of the Model to

more civil and commercial

courts of the capital city.

Activity 1.10.3:


Offices of Criminal Courts of

Procedural Guarantees.

Implementation of the Front

Desk for criminal cases.

We have presented everything to the Judiciary. It is now in their

charge.

Activity 1.10.4:

Public Prosecutor’s Office.

Design the work plan, in

coordination with the

Judiciary, to establish lines of

action to combat impunity.

The representatives of the institutions were appointed.

The themes were defined.

The first workshop was held.

We expect to develop a

work proposal with the Bar

Association.

Activity 1.10.5:

Systematize the relationship

between the SCJ and the

Paraguayan Bar Association.

We held a socialization meeting with the Bar Association. We expect to develop a

work proposal with the Bar

Association.

Activity 1.10.6:

Systematize the work carried

out under C1 in Years 1, 2, 3, 4

and 5 of the DGP.

In the process of development.

31

Component 2. Accountability and anticorruption efforts in key public institutions strengthened.

SUB–PURPOSE 2.1. INTERNAL CONTROL SYSTEMS STRENGTHENED.

OUTPUT 2.1.1. STRENGTHEN THE INTERNAL CONTROL SYSTEMS IN INSTITUTIONS OF THE EXECUTIVE BRANCH

Result 2.1. Dissemination and training for effective implementation of the new “Standard of Minimum Requirements for the Internal

Control System” (MECIP II).

Result 2.2. Internal control systems implemented in key institutions of the Executive Branch.

Expected Results

Work Plan

PMP Indicator Achievements towards reaching the Objectives Accomplishments

expected for the

next quarter

Activity 2.2.1: Support

the consolidation of

institutional capacities for

continuous improvement

of internal control in:

MSPyBS, MEC, MOPC,

MoF, MJ and SEAM.

MECIP indicator We completed all the technical assistance related to the MECIP.

It is important to underscore that in the previous quarter we had

observed that the approach of the assisted institutions focused on

promoting the effectiveness of the system, for example, the MEC

achieved a score of five (5) in the second semester 2017, and at

the close of first semester 2018 they maintained the same score.

Other institutions, such as MSPyBS, MOPC, etc. also continue to

improve or maintain their scores without DGP assistance, as

shown in the comparative reports available on the MECIP portal


Result 2.3. Effective internal control systems up and running in institutions of the justice sector.


the General Directorate of

Administration & Finance

and the Internal Audit

Directorate of the

Supreme Court of Justice,

dependent on the Judicial

Administration Council

With a note we requested the president of the Supreme Court to

consider including the expenses of implementation of the IT

system to track audits in the institutional budget. We also

requested inclusion of the cost of hiring a certifying agent of the

ISO quality standard to certify the audit process of the Internal

Audit Directorate, to which the Supreme Court responded

favorably.

32

Component 2. Accountability and anticorruption efforts in key public institutions strengthened.

(CAJ), to strengthen the

internal control system. Activity 2.3.2 Strengthen

the Audit Directorate of

Jurisdictional

Management of the SCJ.

In early conversations, the Director expressed the need to

for a server, which explains why DGP-proposed

improvements cannot be implemented.

Training is still pending and will begin in the next quarter.

We will work to generate

a training curriculum for

the civil servants of the

directorate and provide

some of the training

sessions.

Result 2.4. Actions of transparency and external accountability of the government.

Activity 2.4.1: Technical

support to the National

Transparency Team to

install effective policies

to improve Paraguay's

position in the Corruption

Perceptions Index.

Number of

anticorruption

measures

implemented with

USG assistance.

We discussed the lines of action with the Minister to apply

the Accountability Manual (among other activities) under

Component 2.

We also discussed the need to facilitate the transparency task

force with other State dependencies such as SENAC, the

Attorney General’s Office and the Judiciary.

With the Minister, define

the institutions where the

Manual will be applied.

Install the transparency

task force.

Activity 2.4.2:

Promote information

sharing and joint work on

complaints and

investigation of crimes of

corruption between

SENAC, CGR, the Public

Prosecutor’s Office and

other institutions.

Number of

anticorruption

measures

implemented with

USG assistance.

Due to the denunciations against the head of the CGR and his

imminent impeachment, the Program’s support for the approval

of the MECIP 2015 evaluation module and analysis of the

correlation between the SET and the Public Prosecutor’s Office

are still pending.

33

Component 3 Legal and policy framework for effective governance.

SUB-PURPOSE 3.1. CIVIL SOCIETY PROMOTES SPECIFIC LEGISLATIVE AND REGULATORY REFORMS.

Output 3.1.1. SPECIFIC REFORMS PROMOTED BY CIVIL SOCIETY SUPPORTED.

Result 3.1. Advances in the efforts to promote strategic reforms.

Activity 3.1.1:

Support citizen advocacy

for legal reforms.

Number of public

policies introduced,

adopted, revoked,

modified or

implemented, according

to citizen inputs and

requests.

We presented both bills at a press conference and they have been

posted on the website and are available to the public, as the last

process prior to their official presentation to Congress. About 15

written, radio and TV media attended. We also held meetings with

different senators to obtain their approval and for them to

champion the bills. We visited the President of the Congress and

several parliamentary committees in this regard.

We expect both bills to be

formally presented to

Congress.

Activity 3.1.2:

Support the advocacy of

civil society for reforms

in the justice sector.

We concluded the field study on advocacy for children’s issues in

the justice sector. We also presented the study and carried out the

advocacy campaign. We made the presentation in 6 locations,

namely Villarrica, Concepción, San Pedro, Encarnación, Ciudad

del Este and Asunción, where the event was attended by two SCJ

ministers. These 6 events were attended by approximately 200

participants. Regarding the communication campaign, it received

a total of 58 spaces in the media, in a two-week period: 26

publications in written and digital media, 24 interviews on radio

and television and 8 media coverage in the framework of the

different events to present the research. 25 journalists and opinion

leaders received the basket, part of the campaign, and several

shared it on their social networks.

In relation to the project on advocacy against crimes of

corruption, we concluded the study successfully, which resulted

in relevant data and recommendations, showing both the delay in

Project completed.

Scheduling of the campaign

and events in the interior of

34


the conclusion of the proceedings, the low number of sentences

and the light penalties enforced for this type of crime, as detailed

in the Executive Summary of this report. We provided the report

to the counterparts of the Judiciary and the Public Prosecutor’s

Office and to judicial authorities to present the recommendations

on criminal policy that should be followed to reduce procedural

departures that are not constant, or firm, or uniform in this type of

crime. Lastly, we worked on the campaign to disseminate the

results and scheduled presentations for the following quarters.

We supported the Statistics Directorate of the Judiciary in the

measurement of the productivity of first-instance judges. Now

this activity is only to support or monitor data collection by the

Statistics Directorate. Although measurements are still taken

manually, the process is fully consolidated. Some relevant results

show that at least 5 judicial districts, of the 17 in total, do not

reach the minimum rates established by the SCJ. At present, the

consultancy is working on a project to modify the resolution on

measurements of the SCJ, and will suggest some changes.

We undertook the first contacts with the UDEA to define the

scope of the technical assistance to design, develop and

implement a measurement of the productivity of UDEA

prosecutors. We drafted the TORs, made the call for proposals,

awarded the contract and hired the lawyer to carry out this

activity.

We held the first meetings to contact authorities of the Bar

Association to identify areas of work, namely the law on

the country.

We will make presentations

in five law schools in the

interior of the country and

one presentation for

magistrates in Asunción.


dissemination campaign in

social networks.

Presentation of the draft

resolution to the Council for

their review and approval.

Continuation of the

monitoring.

Formulation of the TORs and

activities with the Bar.

35


association and the improvement of the disciplinary system of the

sector, among others.

With regard to assistance to the Magistrate’s Council and Moot

Court, we drafted the TORs and we are expected to visit the

President of the Magistrates’ Council to present the scope of the

technical assistance. This delay was due to the selection of two

ministers of the SCJ, which stalled our progress due to the

overload of work of the Magistrates’ Court.

We will start with technical

assistance to the Magistrates’

Council and Moot Court.

Activity 3.1.3:

Citizen advocacy to

follow-up on the

complaints of corruption

received by the

Executive Branch.

We have been analyzing the information provided on the portal

and that will serve as baseline for the results of the advocacy

project. The change of authorities also hampered the

implementation process, but this has already been resolved... We

also requested more information from the ministries receiving

most complaints in order to learn more about their financial

situation.

We plan to continue

analyzing the data collected,

and to then present them to

SENAC and civil society.


for actions in favor of

Open Government and

Transparency.

We concluded the support to government efforts to design and

develop the new PAGA for its presentation to the OGP. We

worked jointly with civil society and the government on a new

plan that meets the expectations of civil society. The Executive

Summary provides data on the number of participants. Most

importantly, we need to value the substantial increase in the

participation of civil society in this process. 51 civil society

organizations participated in the co-creation of the 3rd Open

Government Action Plan, and 91 in the 4th PAGA, i.e. an increase

of 82%. With regard to the participation of citizens in general

(citizens, civil servants and representatives of civil society), 609

citizens participated in the 3rd PAGA, while 1054 citizens

participated in-person in the 4th PAGA, i.e. an increase of 73%.

We will print the new PAGA

and distribute it accordingly.

36


The Action Plan of the Democracy & Transparency Network was

launched, with the majority of member organizations leading the

process, dividing the work into two large teams. The design of a

tool to measure the social cost of corruption was also undertaken.

For this purpose, we held a first workshop with the presence of

an international expert. We developed work plans for a 10-month

period.


Network’s work plan.

Completion of the tool to

measure the social cost of

corruption and the first

measurement used by this

tool.

Activity 3.1.5:

Dissemination of the use

of DGP-developed tools.

Data journalism. After a visit to the new authorities of

SENATICs, we agreed to carry this out in the following quarter.

We have the TORs for the call for proposals and shared it with

the counterpart.

A research on the use of the DGP-developed portals was awarded

to a university. The contract was signed with the Center for Public

Policies of the Universidad Católica (UCA).

We will make the call for

proposals to hire a specialist

on open data research, to

provide training to

journalists and

communicators of State

media.

We plan to initiate the

research and publish it,

providing a public

presentation.

37


Activity 3.1.6. Political

Financing.

Creation of the Gender & Political Financing

Directorates, with DGP technical assistance.

Design and development of a process-based system to

receive and verify the bookkeeping, entirely with IT

support and with server as the matching contribution of

the TSJE

Signing of agreements with SEPRELAD and BNF to

facilitate information sharing and opening of a unified

account for political parties and movements.

Design, development and implementation of the

curriculum and the first school of Political Instruction

for women leaders. 25 graduates in the first class.

We are not expecting new

activities because the

technical assistance has

concluded.

Activity 3.1.7:

Juridical support to the

DGP.

No activities recorded.

38

Component 4 Institutional Strengthening of CEAMSO.

SUB-PURPOSE 4.1. BUILD THE INSTITUTIONAL ADMINISTRATIVE AND REPORTING CAPACITY OF CEAMSO.

Output 4.1.1. INCREASED CAPACITY OF CEAMSO TO EFFICIENTLY ADMINISTRATE ITS FINANCIAL RESOURCES,

FULFILL ITS LEGAL AND CONTRACTUAL OBLIGATIONS, AND PROVIDE AND COMMUNICATE POSITIVE AND

MEASURABLE RESULTS.

Result 4.1. Accurate, comprehensive and timely financial and program reports.

Activity 4.1.1:

Implementation of

improvements in the

administrative and financial

practices, including updated

bookkeeping systems.

Advances reported in the Administrative-Financial area. This

activity is under execution in the Administrative-Financial

Area.

SUB-PURPOSE 4.2. BUILD THE CAPACITY OF CEAMSO's HUMAN RESOURCES TO RECRUIT AND MANAGE AN EFFICIENT

LEVEL OF TECHNICAL AND ADMINISTRATIVE TALENT.

SUB-PURPOSE 4.3. CEAMSO’s BUSINESS DEVELOPMENT CAPACITY TO IDENTIFY NEW OPPORTUNITIES, FORMULATE

PROPOSALS AND NEGOTIATE AGREEMENTS.

39


Activity 4.3.1.

Identification and utilization

of resource management

opportunities for DGP-based

topics.

Number of

income-

generating

proposals

presented to the

institution

(projects or

services).

We received confirmation of the following projects during the

4th quarter of Year 5:

- Institutional Strengthening of SENABICO.

- Project "Mobile Women’s City of the People" (Ciudad

Mujer Móvil de la Gente) for the Ministry for Women

In this quarter we presented:

- 1 proposal to call for proposals of the MEC for the provision

of textbooks to students and didactic guides to secondary

education teachers of institutions with official and private

subsidized management of Paraguay. Amount: Gs.

264,000,000.

- 1 proposal for the implementation of a system to improve the

Customer Service of the Non-Hospital Medical Emergency

Service (SEME). Amount: Gs. 153,600,000.

-1 proposal to the UNDP call for the Consultancy for the

structure and organization of the Ministry of the Environment

& Sustainable Development. Amount: Gs. 60,000,000

Onset of the implementation of

the awarded projects.

Component 4 will identify other

options to mobilize resources,

other than the search of calls for

proposals.

Result 4. 4. Income is generated and administrative costs are reduced through the acquisition of new businesses, new partners and networking.

Activity 4.4.1:

Development and

presentation of proposals of

new business opportunities

and lines of institutional

action, network integration,

Number of

income-

generating

proposals

presented to the

institution

The Program to Strengthen the Cooperative Sector had

several limitations to its development, taking into account

the times and modus operandi of the sector. We held a

meeting with FECOAC (Federación de Cooperativas de

Ahorro y Crédito Ltda.), where we did not see much

interest in participating in the Program.

We will cancel this activity as

new business attempt, due to the

abovementioned setbacks.

40


development of new

businesses.

(projects or

services).

Innovation in the private sector:

We presented the proposal of Innovation in the public and

private sectors to the Government of the Central

Department, with Governor Hugo Javier González

committing to finding funds to execute this project with

CEAMSO support.

Training Center: We provided a Virtual Teaching

Course in the framework of CEAMSO’s new proposal to

have a Training Center, with the participation of 30

professionals from different specializations who acquired

skills to provide online courses. We are also in the process

of developing two curriculums for courses to be launched

in the near future.

Transparency Trust Fund:

We worked on the final proposal of the Transparency

Fund to be used to raise funds for the Fund, as well as to

identify and design projects for potential donors in

specific areas. In addition, we selected the Payment

Management Trust as the appropriate tool and structure,

and requested 3 financial entities authorized by the

Central Bank to present cost proposals for the

administration of the Trust. We received two proposals

and the final decision will be made by the Board of

Directors of CEAMSO.

Follow up to the proposals

submitted and identification of

new opportunities.

Launch of the course in an

experimental manner.

Formulation of the TORs for the

consultancies of the quarter, in the

Work Plan of Year 6.

41


Strategic Communication of CEAMSO: In CEAMSO’s

process of becoming a lead organization, we concluded a

consultancy with a Corporate Identity Plan as its outcome.

This plan allows the institution to position itself more

prominently with greater transcendence through a new

branding, design of commercial proposals and

communication line with the aims and objectives of the

organization.

Volunteering and Interns Program:

We developed a proposal for the CEAMSO International

Cooperation Office, detailed in a manual developed by the

interns from the University of Comillas, Spain. We have

also received three interns under an agreement signed

with the Polytechnic University of Madrid. They will be

working in the area of Democracy & Governance, and

project areas to support the creation of the Water Institute.

Activity completed.

The internships at CEAMSO are

being fully implemented and this

will continue.

42

MONITORING & EVALUATION

Component 1: Institutional capacity building of certain (selected) public institutions.

Base- FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

INDICATOR DATE line TARGET ACTUAL TARGET ACTUALTARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL

1

F 2.2.2.6 Output: Number of training days provided to

Executive Branch personnel with USG assistance.01/08/2014 15 16 30 48 50 50 60 53 60 10.9 30

2

F 2.1.2.7 Output: Number of judges and judicial

personnel trained with USG assistance.01/09/2014 400 150 250 637 350 362 300 317 100 256 100

Sub-Purpose 1.1 Human resource management system improved.

SUB.1.1.1: Civil Service & Human Resource Management System strengthened with merit-based selection, evaluation and promotion processes implemented in EB institutions.

4

Percentage of civil servants (of the Executive Branch)

accessing merit-based civil service01/04/2014 6.94% 10% 13% 50% 25% 35% 69% 45% s/d 50% s/d TBD s/d

Ministry of Finance 87.50% 83.33% 0.00%

Civil Service Secretariat 90.00% 100.00% 0.00%

Ministry of Public Health 100.00% 0.00% 0.00%

Ministry of Public Works 80.77% 68.02% 0.00%

Ministry of Education 2.39% 0.12% 0.00%

Ministry of Agriculture 82.16% 0.00% 0.00%

Secretariat of the Environment 0.00% 100.00% 0.00%

Ministry of Justice 93.18% 54.31% 0.00%

National Secretariat for Human Rights of Persons

with Disabilities0.00% 0.00% 0.00%

SUB.1.1.2: Judicial career strengthened with merit-based selection, evaluation and promotion processes implemented.

5

Percentage of civil servants of the Judiciary of

assisted institutions contracted through competitive

selection processes

01/07/2014 5% 0 10% 0.6% 15% s/d 20% s/d TBD

1.2 BUDGETING AND PROCUREMENT PROCESSES STRENGTHENED

SUB.1.2.1: Compliance with procurement regulations improved in select public institutions.

6

Number of civil servants of the DNCP and other public

institutions trained by the DGP in Contract

Administration

01/04/2014 30 36 30 0 48 31 48 36 48 227 30

7

Number of controls adopted, based on a Manual for

Public Works Contracts01/04/2015 7 0 TBD

43

Component 2: Accountability and anti-corruption efforts strengthened in key public institutions.



IR.2.2: Increasing government transparency and external accountability.

9

F 2.2.4.7 Output: Number of USG-supported anti-

corruption measures implemented.01/09/2014 5 6 5 6 5 8 5 8 5 6 3

SUB.2.2.1: Increase government transparency

10

Percentage implementation value of the Open

Government Action Plan of Paraguay (OGP).01/04/2014 25% 28% 60% 83.3% 100% 100.0% 40% 44% 100% 96%

11

Number of public institutions making key information

available (financial, services provided to citizens)

under Open Data Standards.

01/04/2014 2 2 4 4 8 7 12 8 10 8

Component 3: Supporting the legal framework of public policies for effective governance.Base- FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019


SUB.3.1.1: Support to efforts of civil society to influence specific reforms.

12

F 2.4.1.12 Number of public policies introduced,

adopted, repealed, changed or implemented

consistent with citizen input.

01/04/2014 1 4 3 4 3 3 4 5 2 5 2

Component 4: Strengthening CEAMSO as sustainable and lead Paraguayan civil society organization.



SUB.4.3.1: New funding sources secured and maintained over time.

13

Number of income-generating proposals submitted

to the institution (projects or services). 01/01/2016 9 13 12 16 18 16 9

44

Component 1: Institutional capacity building of certain (selected) public institutions.

Base-


Sub-Purpose 1.1 Human resource management system improved.

SUB.1.1.1: Civil Service & Human Resource Management System strengthened with merit-based selection, evaluation and promotion processes implemented in EB institutions.

3 IGP rating average in selected institutions.02/09/2015 34 50 59.3 60 s/d

3.1 Ministry of Finance30/10/2014 46 s/d

3.2 Civil Service Secretariat07/11/2014 39 43

3.2.1 Ministry of Public Health04/11/2014 38

3.2.2 Ministry of Public Works30/10/2014 21

3.2.3 Ministry of Education28/04/2015 34

3.2.4 Ministry of Agriculture01/06/2016 38

3.2.5 Secretariat of the Environment01/04/2016 28 71

3.2.6 Ministry of Justice22/12/2015 35 65

3.2.7

National Secretariat for Human Rights of Persons

with Disabilities 20/01/2016 31 58

* Years used in this table are from Jan to Dec. not the US fiscal year.

2014 2015 2016 2017 2018 2019

45

Component 2: Accountability and anti-corruption efforts strengthened in key public institutions.

Base-

INDICATOR DATE line Qu. 1 Target Qu. 2 Qu. 1 Target Qu. 2 Qu. 1 Target Qu. 2 Qu. 1 Target Qu. 2

IR.2.1: Strengthening of effective internal control systems.

SUB.2.1.1: Internal control systems strengthened within the Executive Branch and the Judiciary.

8

Average rating of the relevant elements of the MECIP

index in select institutions (Executive Branch and

Judiciary)

2014 1.57 1.52 1.93 2.30 2.18 2.29 3.38 3.86 2.65 4.52 4.63 3.01 0.00

8.1 Judiciary/MECIP - Supreme Court 31/12/2014 1.88 2.16 2.45 2.44 s/d 2.73 3.01 s/d

8.2 Executive Branch/MECIP 2014 - 2015 1.26 1.52 1.99 2.16 2.18 1.98 3.38 3.86 2.84 4.52 4.63 3.01 0.00

8.2.1

Executive Branch/MECIP - Ministry of

Education31/12/2014 0.96 0.96 1.47 1.07 1.38 1.99 4.14 3.56 5.00 5.00

8.2.2


Agriculture31/12/2014 3.25 3.41 3.58 3.65 3.22 3.93 3.93 3.79 4.13 4.10 4.23 4.34 s/d

8.2.3

Executive Branch/MECIP - Ministry of Public

Health31/12/2014 0.17 1.14 0.88 2.67 2.75 1.59 3.79 4.93 2.30 5.00 5.00 3.01 s/d

8.2.4

Executive Branch/MECIP - Ministry of Public

Works31/12/2014 1.70 0.57 2.03 1.24 2.18 2.35 3.91 4.34 2.68 4.45 4.48 3.01 s/d

8.2.5

Executive Branch/MECIP - Secretariat of the

Environment31/12/2015 2.04 2.26 2.28 2.60 3.81 4.67 4.31

8.2.6


Justice31/12/2015 0.17 2.15 0.88 2.28 3.01 3.68 3.96

8.2.7

Executive Branch/MECIP - Secretariat for

the Human Rights of Persons w/Disabilities

31/12/2015 0.32 0.65 0.99 2.15 3.03 3.09 3.45

8.2.8


Finance31/12/2015 1.46 2.84 1.85 4.20 4.40 2.23 4.53 4.80 3.01 s/d

* Years used in this table are from Jan to Dec. not the US fiscal year.

2015 2016 2017 2018

46

Indicator Observations

1

Details:

Q1 = No trainings were provided to Executive Branch

Q2 = 3 Training sessions totaling 16 hours = 2.7 días (with the following topics: Application

of the Manual of Public Works; Management of Public Works Contracts; Basic aspects for

analysis of Public Expenditure)

Q3 = 8 Training sessions totaling 30 hours = 5 days (on Management of Public Works

Contracts, SICCA Training and Grant Module, Functions of the UOC)

Q4 = 7 Training sessions totaling 19 hours = 3.2 days (on Management of Public Works

Contracts, Contract Administration, Use of the CTE System, Functions of the UOC)

2

Details:

Q1 = 169 people (3 courses on Access to Judicial Public Information, in the following cities:

San Lorenzo, Villarrica and Caaguazú)

Q2 = 45 people (6 training sessions on the following topics: Electronic Form; Application of

the Manual of Public Works; Management of Public Works Contracts; Scoreboard of

Critical Processes; Scoreboard of the PEI; Improvement Groups)

Q3 = 22 people (4 training sessions on the following topics: Management of Public Works

and Functions of the UOC)

Q4 = 20 people (3 training sessions on the following topics: Management of Public Works

Contracts and Contract Administration)

3Clarification:

- The indicator calculates the average of the final scores reported for SENADIS, SEAM, SFP

and MJ.

4Clarification:

- No official data available yet.

5Clarification:

- No official data available yet.

6

Clarification:

Q1: 1 Training session on the Application of the Manual of Public Works = 36 participants

Q2: 1 Training session on the Management of Public Works Contracts = 11 participants

Q3:

2 Training sessions on the Management of Public Works C ontracts = 46 participants

2 Training sessions on the Functions of the UOC = 24 participants

Q4: 2 Training sessions on Contract Management = 49 participants

2 Training sessions on Contract Admininstration = 61 participants

7

8Clarification:

- No updated information to report yet.

47

9

Details:

1.- Signing of the Agreement between TSJE and BNF to open a Unified Account for

Political Parties as part of Political Financing. Nov 2017.

2.- Regulations of Law 4743/12 on Political Financing. Resolution 11/2018. Feb 2018.

3.- Approval of Interagency Cooperation Agreement by TSJE Resolution 109/2018,

formulated and managed as part of Political Financing between the HIgh Court of

Electoral Justice and the Ministry of Finance, dated June 25, 2018.

4.-Approval of TSJE Resolution 105/2018 creating the National Political Financing

Observatory - ONAFIP. June 13, 2018.

5.- Judicial decree 1248 regulating Access to Public Information relating to the

administration of justice and all the organs reporting to the Supreme Court of Justice.

June 2018.

6.- Joint dissemination with the SENAC of the Accountability Manual during the week of

Access to Public Information. Sept. 2018.

10

Clarification:

The major changes were the conclusion of the following goals:

Goals that have been completed of Commitment 1: 2, 4, 6, 7, 8.

Goals that have been completed of Commitment 2: 2, 3, 6, 8, 9

Goals that have been completed of Commitment 3: 5, 6, 9

Goals that have been completed of Commitment 4: 2, 3

Goals that have been completed of Commitment 5: 7

Goals that have been completed of Commitment 8: none

Goals that have been completed of Commitment 10: 3

11

Details:

1.- MEC

2.- DNCP

3.- SENATICS

4.- MSPyBS

5.- CSJ (data used for Hackaton)

6.- MoF

7.- SFP

8.- SENAC

*.- Municipality of Asunción

48

12

Details:

1.- Signing of the Agreement between TSJE and BNF to open a Unified Account for

Political Parties as part of Political Financing. Nov 2017.

2.- Regulations of Law 4743/12 on Political Financing. Resolution 11/2018. Feb 2018.

3.- Creation of the Training School for Women Leaders. Resolution 12/2018. Feb 2018.

4.-Approval of TSJE Resolution 105/2018 creating the National Political Financing

Observatory - ONAFIP. June 13, 2018.

5.- Judicial decree 1248 regulating Access to Public Information at the level of justice

administration and of all the organs reporting to the Supreme Court of Justice. Jun 2018.

13

Details:

Q1 = 5 Proposals

Q2 = 3 Proposals

Q3 = 5 Proposals

Q4 = 3 Proposals

49

COMMENTS

INDICATOR 1

We did not reach the goal, several training sessions have been provided to many participants, but very briefly (only

2 hours of training on average), which was not sufficient to reach the goal.

INDICATOR 2

We surpassed the goal set for Year 5 due to the training provided on "Access to Public Information of the Judiciary",

under Component 3.

INDICATOR 3

The scores reported pertain to the second measurements of the IGP in the SEAM, SENADIS, SFP and MJ. We expecty

the third measurement to be performed by the regulator. The DGP will support the second measurement in other

institutions that have not made these measurements yet.

INDICATOR 4

We did not receive any official information from the SFP on the index of "competitive selection procedures", so we

have none to report.

INDICATOR 5

We cannot get official data on the total number of admitted civil servants (with or without merit-based competitive

selection), whereby we cannot calculate an index of "competitive selection procedures".

INDICATOR 6

The predetermined goal was surpassed thanks to the implementation, by the DNCP, of the Manual for Public Works

Contracts and of the Manual of Public Procurements for UOCs, which require several training sessions. Training will

continue towards late 2018.

INDICATOR 7

With the DNCP we have not decided on a method to verify the measures controlling the use of the implemented

manuals, but at least we have agreed on a training plan on the Manual of Public Contracts as of late 2018.

INDICATOR 8

The second semester of 2018 has not concluded yet, so we do not have information to report on said period.

INDICATOR 9

The goal has been surpassed. Regarding the last abovementioned measure, SENAC has even organized a sort of

"Citizen Fair" displaying all the tools which citizens can access to find public information, and the processes to

request said information.

INDICATOR 10

No se reportan cambios. La meta no pudo ser alcanzada porque quedó inconcluso un único compromiso que no tuvo

el suficiente apoyo por parte del beneficiario.

INDICATOR 11

No changes to report. We could not reach the goal because advice on the Open Data Standard concluded before the

5-year term and, therefore, we did not have enough time to assist other institutions.

INDICATOR 12

No changes to report. The goal was reached in the previous quarter.

INDICATOR 13

Proposals of this quarter are as follows:

- 1 proposal to the call for proposals of the MEC for the provision of textbooks to students and didactic guides for

secondary education teachers and public schools and private subsided schools of Paraguay.

- 1 proposal for the implementation of a system to improve Customer Service of the Non-Hospital Medical

Emergency Service (SEME).

- 1 proposal to the call of UNDP for Consulting for the structure and organization of the Ministry of the Environment

& Sustainable Development.

50

ADMINISTRATION & OPERATIONS - GENERAL ACTIVITIES

a) Staff and Office

In the current quarter, the Communications Coordinator Ms. Mayra Rivarola resigned for personal reasons

and continued working until August 31, 2018. Upon her departure she received the full amount due to her

according to provisions of the Paraguayan Labor Code.

In order to improve the use of available resources, we analyzed the cost of the services of the most renowned

cellular telephony and fiber optic internet service providers for DGP offices. In both cases we decided to

change the service provided to the DGP to other operators offering significantly lower costs, thus gaining

significant savings for the same quality of service.

For a long time the Organizational Capacity Assessment (OCA) had been managed by DGP Component 4,

but after its partial disintegration, it was again reassigned to the administrative area. To initiate this new

cycle, we held an institutional meeting with participation of USAID, DGP and CEAMSO staff on August

31, 2018 where we reviewed the previous OCA, presented the new spreadsheet listing the staff members

now in charge of the different areas of the OCA and established an Action Plan to review and correct all

points scoring less than 3, establishing dates for the completion of each of such topics.

Once the eight selected points had been corrected, on September 24, 2018 we held an in-house meeting to

again give a score to the low-scoring aspects, and updated the spreadsheet. Subsequently, on September 27,

2018 we held a second meeting with participation of USAID, DGP and CEAMSO staff, where we reviewed

the scores given at the in-house meeting and presented the files supporting the points evaluated and their

scores. We established an Action Plan with a deadline for the completion of the points that have not been

fulfilled to our satisfaction. We also decided to review all the points considered in the OCA, including those

considered achieved, in a maximum period of six months to one year.

At the meeting the Executive Director of CEAMSO reported that she had decided that the organization

should have its own administrative team, independent of the DGP’s, consisting of an Administrator, an

Accountant, an Assistant Treasurer and a Driver, estimating that such contracts would be signed within

thirty days.

The 3rd meeting to review the OCA was scheduled for early December 2018 to analyze the improvements

made to the remaining eight low-scoring points.

In September 2018, the assessment of the performance of CEAMSO/DGP staff members for the period Oct.

2017 – Sept 2018 was carried out. For this purpose, we used the same form as in the previous year with

excellent results. On this form the staff member to be assessed first explains their main duties and then

indicates which, in their opinion, were their most important achievements and lessons learned during the

period under consideration. The supervisor then rated the staff member's performance in different areas

relating to the work carried out during the year and concluded with comments on the aspects that could be

improved in the following period.

51

The overall assessment showed mixed results in the total universe analyzed, but in all cases the results were

satisfactory or very satisfactory, i.e. no cases of low-performing staff members. Consequently, and in

accordance with provisions in the CEAMSO institutional manuals, the Board of the Democracy &

Governance Program decided to grant a 3% wage increase to all staff members with more than six months

seniority, given the optimal results obtained in the Assessment of Performance.

In the first fortnight of September 2018, Ms. Fátima Andrada, Coordinator of Technical Components 1 &

2, resigned for strictly personal reasons. To comply the terms set forth in the Labor Law, she will continue

to perform her duties until the middle of the following month, to then receive the full amount due to her as

per provisions in the Paraguayan Labor Code.

b) Internal Control

The Internal Audit presented three audit reports in this quarter, with no observations.

c) External Audit

At the beginning of this quarter, E&Y presented the draft Audit Report on the management of the

Democracy & Governance Program for the period 01/01/17 to 12/31/17. On 07/18/18 their departure

meeting was held with the presence of the staff members of USAID, DGP, CEAMSO and Ernst & Young.

Mr. Rolando Castillo, E&Y Audit Director, expressed his gratitude to attendees for their presence and

mentioned that the administrative management of the Democracy & Governance Program, implemented by

CEAMSO, had been very good during the period January-December 2017, that the audit had not questioned

any costs or made any adverse comments. He also pointed out that they had followed up on the findings of

the previous audit and that the points raised on that occasion had been fully rectified.

USAID officials congratulated the DGP/CEAMSO for the improvement achieved in the administrative

management of the Program and highlighted the need to continue persevering and not lower the guard, in

order to maintain the current levels.

d) Changes to the Cooperative Agreement

On 09/28/18, we received change No. 16 to the Cooperative Agreement, which was endorsed by CEAMSO.

Its purpose is to provide incremental funds to the Agreement, totaling USD 500,000, to reach a new

mandatory total of USD 22,829,474. These funds will be assigned exclusively to work with the Ministry of

Finance, specifically the Department of Taxation (SET) under said Ministry, to combat tax evasion and tax

fraud.

e) Procurement and Assistance Actions (Contracts)

The following contracts and procurements were made during this quarter to comply with the technical

activities of the Program:

52

CONTRACTS 4th QUARTER YEAR 5

(July-August-September 2018)

Ord

er

Contract

No.

Compon

ent

SUPPLIER Description of the

Activity

Amount Term

JULY 2018

1 CS 2018-

463-

Adm

(C5) ELIANA

ALEJANDRA

RUIZ

MORESCHI

Program Management

Assistant Gs 75,000,000 From 07/02/2018

to 10/02/2019

2 CS 2018-

464-

C1 ENRIQUE

NÉSTOR

SOSA

ARRÚA

“Technical assistance to

the National Public

Procurement

Directorate - DNCP -

for training on contract

execution”

Gs 54,720,000 From 07/05/2018

to

10/15/2018

3 CS 2018-

465-

C1 Center for

Development

and Technical

Assistance in

Technology

for Public

Organization -

TOP

“Consultancy to

support the

strengthening of

personnel management

(human resources) in

the Judiciary”

Gs

280,440,000

From 07/06/2018

to 01/20/2019

CS 2018-

466-C3

C1 FRANCISCO

DANIEL

VERGARA

PÁEZ

“Consultancy to design

and develop a system of

management indicators

for the Unit of

Economic Crimes and

Anticorruption of the

Public Prosecutor’s

Office (UDEA)”

Gs 57,600,000 From 07/11/2018

to 06/28/2019

5 CS 2018-

467-

C4 JULIETA

GUADALUPE

BARRIOS

BENÍTEZ

Advisory services for

the Organizational

Capacity Assessment of

CEAMSO.

Gs 17,000,000 From 07/24/2018

to 11/05/2018

AUGUST 2018

6 CS 2018-

468-

C3 GABRIELA

CAPÓ

Specialist to provide

training to the

Transparency Network

Gs 27,500,000 From 08/01/2018

to 1/01/2018

7 CS 2018-

469-

C1 FRANCISCO

DANIEL

VERGARA

PÁEZ

Strategic Advisory

Services for the

Democracy &

Governance Program –

Judiciary

Gs

102,000,000

From 08/01/2018

to 06/28/2019

53

Ord

er

Contract

No.

Compon

ent


Activity

Amount Term

8 CS 2018-

470-

C3 RESEARCH

FOR

DEVELOPME

NT - ID

“Consultancy for the


Action Plan of the

Democracy &

Transparency

Network”

Gs

345,000,000

From 08/20/2018

to 06/28/2018

9 CS 2018-

471-

C1 ARNALDO

MORALES

“Consultancy to

support the General

Directorate of Human

Resources of the

Judiciary in budgetary

matters”

Gs 11,400,000 From

08/21/2018

to 11/01/2018

10 CS 2018-

472-

C3 CONCIENCI

A VIVA



Action Plan of the

Network for

Democracy &

Transparency”

Gs

357,500,000

From 08/28/2018

to 06/28/2019

11 CS 2018-

473-

C3 Institute of

Studies for the

consolidation

of the Rule of

Law - ICED


expansion of the

implementation of a

Management Model of

the Judicial Offices of

Civil & Commercial

First-Instance Courts of

the Capital City”

Gs

171,600,000

From 08/29/2018

to 12/18/2018

SEPTEMBER 2018

12 CS 2018-474-

C6 JULIO MANUEL PACIELLO CORONEL

“Support consultancy for the development and implementation of the Online Front Desk System as part of the management of the Judicial Offices of Criminal Courts of the Supreme Court of Justice (SCJ)”

Gs 19,600,000 From 09/05/2018

to 10/05/2018

13 CS 2018-

475-

C6 MIRTHA

CONCEPCIÓ

N

RODRÍGUEZ

“DGP

Communications

Coordinator”

Gs

132,678,000

From 09/07/2018

to 09/17/2019

14 CS 2018-

476-

C3 IDEA “Dissemination of the

judicial decree on

Access to Public

Information in the

Judiciary”

Gs 40,000,000 From 09/11/2018

to 12/14/2018

54

Ord

er

Contract

No.

Compon

ent


Activity

Amount Term

15 CS 2018-

477-

C4 CORINA

CAZENAVE

Formulation of models

of the curriculum, study

plan, course planning

and evaluation for the

CEAMSO Training

Center.

Gs 5,000,000 From 09/17/2018

to 10/29/2018

17 CS 2018-

478-

C4 MERCEDES

ARGAÑA

Facilitator for the

course taught by

CEAMSO

Gs 5,000,000 From 09/17/2018

to 12/27/2018

18 CS 2018-

479-

C3 CPP-CENTER

OF PUBLIC

POLICIES -

UCA

“Research on the use

of ICT platforms”

Gs 82,500,000 From 09/20/2018

to 01/21/2019

19 CS 2018-

480-

C4 FRANCISCO

ANTONIO

CAZAL

MIÑOTIS

Technical assistance to

strengthen the

Transparency Trust

Fund

Gs 19,200,000 From 09/24/2018

to 12/26/2018

55

OUTPUTS DELIVERED DURING THE FOURTH QUARTER OF YEAR 5

JULY 2018

CONTRACT COMPONENT CONSULTANT OUTPUTS THEME OF THE CONSULTANCY

CS 2016-323-

C1 COMPONENT 1 ICED 9-10

CONSULTANCY FOR THE PILOT

IMPLEMENTATION OF A MANAGEMENT

MODEL OF THE JUDICIAL OFFICES OF CIVIL

AND COMMERCIAL FIRST-INSTANCE COURTS

CS 2016-351-

C1 COMPONENT 1

MERCEDES ARGAÑA

QUINTANA 19

TECHNICAL ASSISTANCE TO COMPONENT 1.

INSTITUTIONAL STRENGTHENING OF THE

DGP

CS 2017-374-

COM ADMINISTRATIVE

MIRTHA CONCEPCIÓN

RODRÍGUEZ 17

COMMUNICATIONS SUPPORT IN ALL

ACTIVITIES RELATED TO OPEN

GOVERNMENT PROMOTED BY THE

DEMOCRACY & GOVERNANCE PROGRAM

CS 2017-390-

C1 COMPONENT 1

FRANCISCO DANIEL

VERGARA PÁEZ 12-13-14

STRATEGIC ADVISORY SERVICES FOR THE

DEMOCRACY & GOVERNANCE PROGRAM –

JUDICIARY

CS-2017-405-

C3 COMPONENT 3

COORDINADORA POR

LOS DERECHOS DE

INFANCIA Y LA

ADOLESCENCIA

6 CITIZEN ADVOCACY FOR CHILDREN’S ISSUES

IN THE JUSTICE SECTOR

CS-2017-412-

C3 COMPONENT 3

CIRD COMMUNITY

FOUNDATION 3

CITIZEN ADVOCACY ON CRIMINAL ISSUES IN

THE JUSTICE SECTOR

CS-2017-416-

C3 COMPONENT 3

FERNANDO DAVID

CORDONE R. 4

CONSULTANCY TO MONITOR

DISSEMINATION EVENTS ON DEMOCRACY

AND GOVERNANCE IN DIFFERENT AREAS

56

OUTPUTS DELIVERED DURING THE FOURTH QUARTER OF YEAR 5

JULY 2018


CS-2017-417-

C1 COMPONENT 1

VÍCTOR DE JESÚS

GÓMEZ CORRALES 3

SUPPORT CONSULTING FOR THE SFP TO

UPDATE THE MANUAL OF COMPETITIVE

SELECTION PROCEDURES

CS-2018-445-

C5 ADMINISTRATIVE

GUILLERMO

DOMÍNGUEZ BLANCO -

COSMESOFT

4 CORRECTIVE AND EVOLUTIONARY

MAINTENANCE SICEAMSO

CS-2018-452-

C5 ADMINISTRATIVE

JOSÉ MAC LONG

FARINA 3

CONSULTANCY FOR INTERNAL AUDIT OF

THE DGP

CS-2018-453-

C6 COMPONENT 2

ELIANA ALEJANDRA

RUIZ MORESCHI 3

TECHNICAL ASSISTANT FOR

COMMUNICATIONS AND PRESS

MANAGEMENT

CS-2018-454-

C4 COMPONENT 4

FRANCISCO ANTONIO

CAZAL MIÑOTIS 2

CONSULTANCY FOR THE STRATEGY OF

TRANSPARENCY & ANTICORRUPTION FUND

CS-2018-455-

C5 ADMINISTRATIVE

ASESORÍA LEGAL

CORPORATIVA S.A. 2 INSTITUTIONAL LEGAL ADVISORY SERVICES

CS-2018-461-

C4 COMPONENT 4

MERCEDES ARGAÑA

QUINTANA 1

SUPPORT FOR THE FORMULATION OF THE

PROPOSAL FOR INSTITUTIONAL

STRENGTHENING OF THE SENABICO

57

AUGUST 2018


CS 2016-302-

C1 COMPONENT 1

MARÍA LAURA BADO

ESTIGARRIBIA 25-26

CONSULTANCY TO SUPPORT

COMMUNICATIONS TO THE CIVIL SERVICE

SECRETARIAT

CS 2016-351-

C1 COMPONENT 1

MERCEDES ARGAÑA

QUINTANA 20

TECHNICAL ASSISTANCE TO COMPONENT

1. INSTITUTIONAL STRENGTHENING OF

THE DGP

CS 2017-364-

C3 COMPONENT 3

KPB CONSULTING

GROUP 9

TECHNICAL ASSISTANCE FOR THE

REGULATIONS OF POLITICAL FINANCING

IN PARAGUAY

CS 2017-374-

COM ADMINISTRATIVE

MIRTHA CONCEPCIÓN

RODRÍGUEZ 18-19




DEMOCRACY & GOVERNANCE PROGRAM

CS-2017-405-

C3 COMPONENT 3

COORDINADORA POR

LOS DERECHOS DE

INFANCIA Y LA

ADOLESCENCIA

7 CITIZEN ADVOCACY FOR CHILDREN’S

ISSUES IN THE JUSTICE SECTOR

CS-2017-411-

C1 COMPONENT 1

ALEJANDRO LAMONACA

DOWNES 4 FULL LEVEL DEVELOPER - SCJ

CS-2017-417-

C1 COMPONENT 1

VÍCTOR DE JESÚS GÓMEZ

CORRALES 4

SUPPORT CONSULTANCY FOR THE SFP TO

UPDATE THE MANUAL OF COMPETITIVE

SELECTION PROCEDURES

CS-2017-419-

C1 COMPONENT 1

ALMA ELIZABETH

GAMARRA CANTERO 3-4-5

TECHNICAL SUPPORT FOR SECOND

MEASUREMENTS WITH THE SIGP SYSTEM

IN SEVEN INSTITUTIONS OF THE

EXECUTIVE BRANCH

58

AUGUST 2018


CS-2017-425-

C3 COMPONENT 3

FRANCISCO DANIEL

VERGARA PÁEZ 1

ADVISORY SERVICES TO THE JUDICIARY

TO ACCOMPANY, TRANSFER CAPACITIES

AND MONITOR THE APPLICATION OF THE

SYSTEM TO MEASURE THE PRODUCTIVITY

OF FIRST-INSTANCE JUDGES

CS-2018-434-

C3 COMPONENT 3

RODOLFO EDUARDO

BOGADO TABACMAN 5

SUPPORT TO THE CO-CREATION OF THE

NATIONAL OPEN GOVERNMENT PLAN

2018/2020

CS-2018-442-

C4 COMPONENT 4

MARÍA ESTHER CABRAL

TORRES 2

TRAINING COURSE FOR TUTORS OF

VIRTUAL COURSES FOR CEAMSO

CS-2018-445-

C5 ADMINISTRATIVE

GUILLERMO DOMÍNGUEZ

BLANCO - COSMESOFT 5

CORRECTIVE AND EVOLUTIONARY

MAINTENANCE - SICEAMSO

CS-2018-446-

C4 COMPONENT 4

MARÍA ESTHER CABRAL

TORRES 2-3

DEVELOPMENT OF MULTIMEDIA SUPPORT

MATERIALS FOR VIRTUAL COURSES AND

SUPPORT TO SPECIALISTS FOR

GENERATION OF THE VIRTUAL COURSES

OF CEAMSO

CS-2018-449-

C5 ADMINISTRATIVE

BRENDA CRISTEL

CASASNOVAS ÁLVAREZ 4-5

ADMINISTRATION AND FINANCE

ASSISTANT

CS-2018-450-

C4 COMPONENT 4

GUILLERMO ADRIAN

MILTOS 4

TECHNICAL ASSISTANT FOR THE

INSTITUTIONAL STRENGTHENING

COMPONENT OF CEAMSO

CS-2018-452-

C5 ADMINISTRATIVE JOSÉ MAC LONG FARINA 4-5

CONSULTANCY FOR INTERNAL AUDIT OF

THE DGP

59

AUGUST 2018


CS-2018-454-

C4 COMPONENT 4

FRANCISCO ANTONIO

CAZAL MIÑOTIS 3

CONSULTANCY FOR THE STRATEGY OF

THE TRANSPARENCY & ANTICORRUPTION

FUND

CS-2018-455-

C5 ADMINISTRATIVE

ASESORÍA LEGAL

CORPORATIVA S.A. 3

INSTITUTIONAL LEGAL ADVISORY

SERVICES

CS-2018-456-

C3 COMPONENT 3

YENY VICTORIA

VILLALBA FERREIRA 2-3

DEVELOPMENT OF CRITERIA AND

WEBSITE OF THE DEMOCRACY &

TRANSPARENCY NETWORK

CS-2018-457-

C4 COMPONENT 4

JULIETA GUADALUPE

BARRIOS BENÍTEZ 2

SUPPORT FOR THE IMPLEMENTATION OF

AN INNOVATION PLAN IN THE PUBLIC

AND PRIVATE SECTORS

CS-2018-458-

C4 COMPONENT 4 ECOBRAND S.R.L. 2-3-4-5-6

SUPPORT FOR INSTITUTIONAL

POSITIONING OF CEAMSO

CS-2018-459-

C5 ADMINISTRATIVE CB SOLUTIONS S.R.L. 1

TECHNICAL SUPPORT FOR THE GENERAL

ADMINISTRATION OF CEAMSO’s IT

INFRASTRUCTURE

CS-2018-460-

C4 COMPONENT 4

MARÍA LOURDES

BREUER MOJOLI 3-4

JURIDICAL STRUCTURING FOR THE

TRANSPARENCY & ANTICORRUPTION

FUND BASED ON A TRUST ARRANGEMENT

CS-2018-462-

C3 COMPONENT 3 EXTERNAL SUPPLIER 1

DEVELOPMENT OF TOOL TO MEASURE

THE SOCIAL COST OF CORRUPTION AND

IMPUNITY

CS-2018-463-

C5 ADMINISTRATIVE

ELIANA ALEJANDRA

RUIZ MORESCHI 1 PROGRAM MANAGEMENT ASSISTANT

60

AUGUST 2018


CS-2018-464-

C1 COMPONENT 1

ENRIQUE NÉSTOR SOSA

ARRÚA 1-2

TECHNICAL ASSISTANCE TO THE DNCP TO

PROVIDE TRAINING ON CONTRACT

EXECUTION

CS-2018-465-


SUPPORT TO STRENGTHEN PERSONNEL

MANAGEMENT IN THE JUDICIARY

CS-2018-468-


SPECIALIST TO PROVIDE TRAINING TO

THE TRANSPARENCY NETWORK

61

SEPTEMBER 2018


CS 2016-351-

C1 COMPONENT 1

MERCEDES ARGAÑA

QUINTANA 21

ADVISORY AND TECHNICAL

ASSISTANCE TO COMPONENT 1.

INSTITUTIONAL STRENGTHENING OF

THE DGP

CS 2017-374-

COM ADMINISTRATIVE

MIRTHA CONCEPCIÓN

RODRÍGUEZ 20




DEMOCRACY & GOVERNANCE

PROGRAM

CS-2017-425-

C3 COMPONENT 3

FRANCISCO DANIEL

VERGARA PÁEZ 2-3

ADVISORY SERVICES TO THE

JUDICIARY TO ACCOMPANY, TRANSFER

CAPACITIES AND MONITOR THE

APPLICATION OF THE SYSTEM TO

MEASURE THE PRODUCTIVITY OF

FIRST-INSTANCE JUDGES

CS-2018-449-

C5 ADMINISTRATIVE

BRENDA CRISTEL

CASASNOVAS ÁLVAREZ 6

ADMINISTRATION AND FINANCE

ASSISTANT

CS-2018-450-

C4 COMPONENT 4

GUILLERMO ADRIAN

MILTOS 5

TECHNICAL ASSISTANT FOR THE

INSTITUTIONAL STRENGTHENING

COMPONENT OF CEAMSO

CS-2018-455-

C5 ADMINISTRATIVE

ASESORÍA LEGAL

CORPORATIVA S.A. 4

INSTITUTIONAL LEGAL ADVISORY

SERVICES

CS-2018-457-

C4 COMPONENT 4

JULIETA GUADALUPE

BARRIOS BENÍTEZ 3

SUPPORT FOR THE IMPLEMENTATION

OF AN INNOVATION PLAN IN THE

PUBLIC AND PRIVATE SECTORS

CS-2018-463-

C5 ADMINISTRATIVE

ELIANA ALEJANDRA RUIZ

MORESCHI 2 PROGRAM MANAGEMENT ASSISTANT

62

SEPTEMBER 2018


CS-2018-464-

C1 COMPONENT 1

ENRIQUE NÉSTOR SOSA

ARRÚA 3-4

TECHNICAL ASSISTANCE TO THE DNCP

TO PROVIDE TRAINING ON CONTRACT

EXECUTION

CS-2018-468-


SPECIALIST TO PROVIDE TRAINING TO

THE TRANSPARENCY NETWORK

CS-2018-469-

C1 COMPONENT 1

FRANCISCO DANIEL

VERGARA PÁEZ 1

STRATEGIC ADVISORY SERVICES FOR

THE DEMOCRACY & GOVERNANCE

PROGRAM – JUDICIARY

CS-2018-470-

C3 COMPONENT 3

RESEARCH FOR

DEVELOPMENT - ID 1

IMPLEMENTATION OF THE ACTION

PLAN OF THE DEMOCRACY &

TRANSPARENCY NETWORK

CS-2018-473-

C1 COMPONENT 1 ICED 1-2

CONSULTANCY TO EXPAND THE

IMPLEMENTATION OF A MANAGEMENT

MODEL OF THE JUDICIAL OFFICES OF

CIVIL AND COMMERCIAL FIRST-

INSTANCE COURTS

63

RECORD OF CHANGES TO THE CONTRACTS SIGNED -4th Quarter Year 5 (July-August-September/2018)

Contra

ct No.

Co

mpo

nent

Supplier Description of the

Activity

Initial

Amount

Original

Term

Modif.1 Modif.2 Modif.3 Modif.4

1 CS

2016-

280

C3

UNIÓN

INDUSTRIA

L

PARAGUAY

A - UIP

Citizen advocacy for

legislative reforms

promoting integrity.

Gs.

372,499,000

From

06/07/2016

to

02/06/2017

New End Date:

05/06/2017

In force as of:

06/05/2017

New End Date:

06/30/2017

In force as of:

05/04/2018

New End Date:

09/29/2017

In force as of:

06/30/2017

New End Date:

04/20/2018

In force as of:

09/12/2017

Modif. 5 Modif. 6

New End Date:

06/20/2018

In force as of:

04/13/2018

Final Amount:

No change

New End Date:

09/28/2018

In force as of:

06/20/2018

Final Amount:

No change

3 CS-

2017-

410

C1 KONECTA

S.A.

“Strengthening of the

civil service career with a

view to Transparent and

Equitable Competitive

Selection Procedures.

Development and

installation of an IT tool

in the Ministry of

Finance and in the

Supreme Court of

Justice”

Gs.

126,750,000

From

08/07/2017

to

01/22/2018

New End Date:

04/30/2018

In force as of

27/12/2017

Final Amount:

No change

New End Date:

06/29/2018

In force as of

04/24/2018

Final Amount:

No change

New End Date:

In force as of

Final Amount:

No change

New End Date:

09/28/2018

In force as of

08/31/2018

Final Amount:

No change

2 CS

2016-

302

C1

María Laura

Bado

Estigarribia

Consultancy to support

communications to the

Civil Service Secretariat

(SFP)

Gs.

215,900,000

From

08/01/2016

to

07/31/2018

New End Date:

No change

In force as of

11/01/2017

Final Amount:

No change

New End Date:

No change

In force as of

11/01/2017

Change of

Component and

Supervision

New End Date:

No change

In force as of

11/09/2017

Reason for

Modif.3

New End Date:

08/30/2018

In force as of:

31/07/2018

Change of Price:

Plus (+)

Gs. 977,500

64

From

Communication

to C1.

Incorporation

of new

activities and

sub-activities

and elimination

of another one,

in order to

adapt DGP

requirements in

this stage.

Final Amount:

Gs 216,877,500

Modif.5

New End Date:

11/30/2018

In force as of

09/28/2018

Final Amount:

No change

4

CS-2017-412-

C3

COMMUNI

TY

FOUNDATI

ON

CENTER

OF

INFORMAT

ION &

RESOURCE

S FOR

DEVELOPM

ENT - CIRD

“Citizen advocacy for

children’s issues in the

Justice Sector”

Gs.

285,000,000

From

09/11/2017

to

21/05/2018

New End Date:

07/31/2018

In force as of

05/21/2018

Final Amount:

No change

New End Date:

10/31/2018

In force as of

07/31/2018

Final Amount:

No change

65

5 CS

2017-

420-

Ad

m

(C5)

ERNST &

YOUNG

AUDITORS

AND

BUSINESS

ADVISORS

PARAGUAY

Independent Audit on the

accounting statement,

prepared by THE

CONTRACTOR for the

funds of USAID Program

No. 526-A-13-00003 -

"Democracy &

Governance", for the 12-

month period from

January 1, 2017 to

December 31, 2017.

Gs.

170,000,000

From

11/01/2017

to

06/30/2018

New End Date:

10/30/2018

In force as of

06/26/2018

Final Amount:

No change

6 CS-

2017-

425

C3

FRANCISC

O DANIEL

VERGARA

PÁEZ

“Advisory services to

the Judiciary to

accompany, transfer

capacities and monitor

the application of the

system to measure the

productivity of first-

instance judges”

Gs.

25,200,000

From

12/01/2017

to

06/29/2018

New End Date:

09/28/2018

In force as of

28/06/2018

Final Amount:

No change

7 CS

2017-

442

C4

MARÍA

ESTHER

CABRAL

TORRES

Training course for tutors

of virtual courses for

CEAMSO Gs. 3,000,000

From

03/06/2018

to

05/07/2018

New End Date:

08/10/2018

In force as of

05/04/2018

Final Amount:

No change

New End Date:

08/31/2018

In force as of

08/03/2018

Final Amount:

No change

8 CS

2018-

451-

C1

Institute of

Studies for

the

consolidation

of the Rule of

Law - ICED

“Consultancy to design a

joint task force of the

Judiciary and the Public

Prosecutor’s Office and

two protocols: a) Best

practices for sentencing

courts; and b) Best

practices for criminal

courts of appeal”

Gs.

162,450,000

From

04/02/2018

to

09/12/2018

New End Date:

11/15/2018

In force as of

06/05/2018

Final Amount:

No change

66

Reference: The shaded boxes indicate the changes of the 4th Quarter – Year 5 of the DGP (July-August-September/2018)

9 CS

2018-

456-

C3

YENY

VICTORIA

VILLALBA

FERREIRA

“Consultancy to develop

criteria and website of

the Democracy &

Transparency Network”

Gs.

12,000,000

From

05/21/2018

to

07/23/2018

New End Date:

09/30/2018

In force as of

07/23/2018

Final Amount:

No change

10 CS-

2018-

458-

C4 ECOBRAND

S.R.L.

“Consultancy to support

the institutional

positioning of

CEAMSO”

Gs.

17,500,000

From

06/01/2018

to

08/06/2018

New End Date:

In force as of

Final Amount:

No change

67

FINANCIAL SUMMARY

TABLE 1

DGP EXPENDITURE PER LINE-ITEM - FOURTH QUARTER YEAR 5

Budget Category Total Accumulated to September 2018

Gs.

Expenditures July 2018 Gs.

Expenditures August 2018 Gs.

Expenditures September 2018

Gs.

Total Quarter Gs

Total Accumulated to September 2018

Gs.

1. Salaries 20,772,160,365.00

164,108,735

416,890,257

284,717,456 865,716,448 21,637,876,813.00

2. Fringe & Benefits 4,538,690,067.00

26,977,093

31,952,577

42,080,886 101,010,556 4,639,700,623.00

3. Labor Cost 25,310,850,432.00

191,085,828

448,842,834

326,798,342 966,727,004

26,277,577,436.00

4. Other Direct Cost 77,650,225,337.00

305,549,770

1,256,455,410

232,478,812 1,794,483,992

79,444,709,329.00

4.a. Travel 1,710,067,298.00

4,181,818

14,659,902

11,609,700 30,451,420 1,740,518,718.00

4.b. Equipment 1,166,038,196.00

6,575,000

-

- 6,575,000 1,172,613,196.00

4.c. Supplies 206,096,784.00

-

7,150,000

- 7,150,000 213,246,784.00

4.d. Communications 6,060,170,629.00

35,952,089

24,192,417

30,382,050 90,526,556 6,150,697,185.00

4.e. Contractual 64,763,443,558.00

196,076,346

1,095,293,726

146,516,564 1,437,886,636 66,201,330,194.00

4.f. Other 3,744,408,872.00

62,764,517

115,159,365

43,970,498 221,894,380 3,966,303,252.00

TOTAL 102,961,075,769.00

496,635,598.00

1,705,298,244.00

559,277,154.00 2,761,210,996 105,722,286,765.00

68

Table 1 shows the expenditures of the Democracy & Governance Program in the fourth quarter of Year 5.

The Salaries line-item of this quarter is lower than the previous quarter because, as of April 2018, the wages of staff members who left the institution,

due to the budget cut, were no longer paid. In August, expenses under Salaries were higher than in the previous month, because the July and August

wages of the DGP Chief of Party were paid in this month.

The Contractual line-item increased in August due to payment to the KPB consulting firm for output No. 9, final delivery of the "Political Financing

Consultancy" carried out and satisfactorily completed by said consulting firm. In August 2018, the line-item Other increased considerably due to

payment of the rent of the Program’s office and of the apartment of the DGP Chief of Party.

69

TABLE 2

DGP ACCUMULATED EXPENDITURE TO SEPTEMBER 2018 - COMPARATIVE VERSUS APPROVED BUDGET

Budget Category Total Accumulated to September 2018

Gs.

Total Accumulated to September 2018

USD

Budget Accumulated to September 2018

USD

Total Spent vs. Budgeted to

September 2018 (%)

1. Salaries

21,637,876,813

4,069,935.34

4,414,691

92.19

2. Fringe & Benefits

4,639,700,623

874,809.01

1,201,546

72.81

3. Labor Cost

26,277,577,436

4,944,744.35

5,616,237

88.04

4. Other Direct Cost

79,444,709,329

14,900,088.47

15,825,637

94.15

4.a. Travel

1,740,518,718

324,899.22

348,608

93.20

4.b. Equipment

1,172,613,196

254,278.36

331,329

76.74

4.c. Supplies

213,246,784

41,464.89

130,703

31.72

4.d. Communications

6,150,697,185

1,171,037.76

1,278,452

91.60

4.e. Contractual

66,201,330,194

12,347,928.44

12,966,741

95.23

4.f. Other

3,966,303,252

760,479.80

769,804

98.79

TOTAL

105,722,286,765

19,844,832.82

21,441,874

92.55

70

Table 2 shows that the labor cost accumulated to June 2018 is below the budget as several staff members left the institution recently, and the budget

has not been adjusted yet.

Total expenses accumulated to the fourth quarter of Year 5 reached 92.55% vs. the Budget accumulated to that date, considerably less than previous

quarters because, in late September 2018, USD 500,000 was allocated to support the Ministry of Finance (Department of Taxation) to fight against

tax evasion and tax fraud. This amount will only be used in Year 6 of the DGP, whereby the percentage of what has been executed versus what was

budgeted under the Contractual line-item declined at the end of this quarter.

71

TABLE 3

ACCRUED TO NOVEMBER 2018

Line-item Total Budget

USD

Total obligated to

date USD

Accumulated expenses -

September 2018 USD

Expenses October

2018 USD

Expenses November 2018 USD

Total Expenditures

and Expenditures

Accrued to November 2018 USD

Balance to November 2018 USD

A B C D E = (B+C+D) F = (A-E)

1. Salaries

3,527,745

4,414,691

4,069,935

51,570

51,570

4,173,075

241,616

2. Fringe & Benefits

954,923

1,201,546

874,809

4,601

4,601

884,012

317,534

3. Labor Cost

4,482,668 5,616,237

4,944,744

56,171

56,171

5,057,087

559,150

4. Other Direct Cost

19,954,404

15,825,637

14,900,088

184,226

184,687

15,269,001

556,636

TOTAL

24,437,072

21,441,874

19,844,833

240,398

240,858

20,326,088

1,115,786

Table 3 shows the accumulated expenses of the DGP to September 2018. It also shows estimates for October and November 2018 in order to present

the short-term position.

72

SUCCESS STORIES

More than 600 participants in meetings with candidates to the Lower Chamber

One of the challenges to strengthen democracy in Paraguay is overcoming patronage practices in the

electoral scenario of the country. Although it is a complex issue, there is a mechanism to overcome it by

promoting spaces for information sharing between voters and the candidates contending for electoral

positions. It is in this context that the Democracy & Governance Program of the United States Agency for

International Development (USAID/Paraguay), implemented by the Center for Environmental and Social

Studies (CEAMSO), organized a series of meetings with candidates to the Lower Chamber in several cities

of the country, in view of the general elections to be held on April 22.

The initiative was promoted jointly by CEAMSO

and the Center of Information & Resources for

Development (CIRD) for citizens to exercise their

right to an informed vote, taking into account the

proposals of the candidates on key issues to

strengthen democracy in Paraguay. The cycle was

called #EncuentroConCandidatos (“#MeetingThe

Candidates”) and was held in seven cities: Ciudad

del Este, Encarnación, Villarrica, Caacupé,

Asunción, Itauguá and Villa Hayes. In total 29

candidates to the Lower Chamber, 26 men and 3

women, discussed their proposals for transparency

in public management, anti-corruption, impunity

and political financing. The candidates of the

political parties answered questions on

transparency, anti-corruption, impunity and

political financing. This was followed by a discussion on the answers to the questions made by the public.

About 640 participants attended, and even more followed the meetings on Facebook Streaming, reaching

more than 9,000 views, and also through live broadcasts on community radios. Attendees valued the

opportunity to listen to the ideas of the candidates. For example, Verónica López, member of the parent’s

committee of a local school in Ciudad del Este, stated that the activity allowed them to learn about proposals

that are important to citizens. “It was very positive because we learned about the different realities and

outlooks of the candidates,” she said. For his part, Luis Paniagua, member of civil society in Encarnación,

valued the opportunity to listen directly to the answers of candidates without intermediaries. “It is important

to attend because we listen to the opinion of the candidates and we can see their flaws at the time of

The candidates also valued the opportunity to

present their proposals to citizens.

(Photo: Belén Peña/CEAMSO).

73

The three

workshops to

co-create Open

Government

with high

degree of

interest and

participation.

Photo: Belén

Peña/CEAMSO

answering our questions, we can see their reaction and sincerity. It’s not the same when they describe their

proposals on a video because videos can be edited,” he explained.

Citizen participation increases with Open Government

The scarce instances of citizen participation have been a constant concern of civil society. Hence, the

channel to co-create the Open Government is extremely important for the development of action plans for

initiatives on transparency, accountability and citizen participation.

The Democracy & Governance Program of USAID/Paraguay, implemented by CEAMSO, supported the

Technical Planning Secretariat in the coordination of the co-creation process of the Fourth Open

Government Action Plan (2018-2020). For this purpose, we sought the involvement of different civil society

organizations, government and other sectors.

The process began with the call open to all the public, and addressed especially to the institutions, expressly

requesting the submittal of proposals for actions to be duly discussed and analyzed in the different spaces.

Two rounds of in-person workshops and virtual discussion spaces were organized (a virtual platform and

WhatsApp groups), receiving 182 proposals for actions on Open Government to be included in the

document.

The participation of the different sectors: organized civil society, citizens in general, the private sector,

academia and the State, in the co-creation of the action plans has increased steadily as of the first plan: 90

people participated in three working groups to define the First Open Government Action Plan (PAGA 2012-

2014); 222 people participated in two working groups to define the second PAGA (2014-2016),;while 609

people participated in eight working groups to define while in the third PAGA (2016-2018). The current co-

creation process includes 1054 in-person participants in 31 working groups, and 1092 virtual participants

(WhatsApp).

“We are generating the culture of participation in Paraguay. We must leave behind the times and attitudes

inherited from the dictatorship, of not being critical and lowering our heads. This exercise of participating

helps us make the best decisions, and if they are not the best decisions, then let the responsibility be shared

74

by the government and civil society,” said Cristhian Parra, a social informatics researcher of the

Universidad Católica de Asunción, who participated in the workshops and presented four proposals on the

use of technology and public information to foster informed citizen participation in public matters.

More citizens and institutions began joining the co-creation of the Fourth PAGA. An additional body

participated for the first time in the co-creation of the third PAGA: the Comptroller General’s Office, while

another two State bodies joined in the process of the fourth PAGA: the Legislative Branch and the Judiciary,

in addition to the Attorney General’s Office, the Jury for the Prosecution of Magistrates, the National

Mechanism for the Prevention of Torture and the Ombudsman's Office. These agencies will participate in

the Fourth PAGA with concrete actions, binding them to improve transparency, accountability and citizen

participation in their own procedures.

Regarding the commitments, the first PAGA 2012-2014 contemplated 15 commitments, the second PAGA

2014-2016 included 9 in total, the third PAGA, now in the finalization stage, contains 10 commitments. We

expect the fourth PAGA to have approximately 20 (or a few more) commitments based on the

recommendation of the Open Government Partnership (OGP). At present, the fourth PAGA is being

evaluated and will be completed by August.

Improvement in the management of human resources and decline in the delays in judicial procedures

The delays in judicial procedures is one of the biggest obstacles to attaining an efficient justice system in

Paraguay. Procedural delays are define as non-compliance with the lawful timespans and delays with

respect to the reasonable or estimated timespan of the proceedings. However, for citizens this is tantamount

to the absence of justice in a sensible timeframe, and the main responsibility pertains to the judge, without

taking into account many other human and procedural factors that come into play.

Component 1 of the Democracy & Governance Program of USAID/Paraguay, implemented by CEAMSO:

Institutional Strengthening of Key State Entities, executed the Pilot Implementation Plan of the Management

Model of the Judicial Offices of Civil and Commercial Courts. The goal was to assess the suitability of the

DGP-proposed Management Model, the purpose of which is to reduce said delays in judicial procedures.

Through the implementation of this Pilot Plan in five courts of the capital city, we made a diagnosis of the

main causes of the delays, to then propose and implement concrete improvements.

In this regard, the Management Model of the Judicial Offices provided the necessary tools to perform the

jurisdictional task. This assistance is fundamental to manage the time required to formulate draft resolutions,

including their respective review before signing. Based on this positive experience, we recommend its

implementation in the other courts.

75

Judge Walter Mendoza explained how this project improved the management of his judicial office.

“Thanks to the support of the Program, today we have more control over the dossiers waiting for their

resolution, which is not easy bearing in mind that a court might have seven to eight thousand pending cases,”

he explained.

Specifically, the project helped us use our time and human resources more efficiently. “We looked into the

techniques of judicial officers to write draft resolutions and this helped us find out which was their true

capacity to write and interpret the judge's instructions, and also see their strengths and weaknesses and, on

that basis, make improvements”, added Mendoza.

He added that this way of working encourages judicial officers and they become more proactive in the

fulfillment of their duties and responsibilities. “We saw that the resolutions can ready in the expected time,

undermining the entrenched belief and judicial custom of first-instance courts with a backlog of cases,” he

added.

According to Judge Mendoza, judicial officers feel gratified when their draft resolutions are signed, when

they meet the timespans, generating a new enthusiasm.

Lastly he noted “the Management Model of Judicial Offices allows judges to work more closely with

officers in charge of writing the draft resolutions, know more about their situation, generate empathy and

achieve a more collaborative and fruitful work environment.”

The Pilot Plan was implemented in five courts of the capital city.

Documents

DEMOCRACY AND GOVERNANCE PROGRAM ANNUAL REPORT OCTOBER …