DEMOCRACY & GOVERNANCE PROGRAM ANNUAL REPORT …
Transcript of DEMOCRACY & GOVERNANCE PROGRAM ANNUAL REPORT …
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DEMOCRACY & GOVERNANCE PROGRAM
ANNUAL REPORT
OCTOBER 1, 2018 – SEPTEMBER 30, 2019
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DEMOCRACY & GOVERNANCE PROGRAM
ANNUAL REPORT –YEAR 6
OCTOBER 1, 2018 – SEPTEMBER 30, 2019
This report is made possible by the support of the American People through the United States Agency for
International Development (USAID). The contents of this report 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.
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CONTENT
CONTENT ............................................................................................................................................. 3
ACRONYMS ......................................................................................................................................... 4
EXECUTIVE SUMMARY - YEAR 6 ................................................................................................. 6
ACHIEVEMENTS OF THE QUARTER .........................................................................................13
CHALLENGES ...................................................................................................................................14
ADVANCES PER COMPONENT DURING THE QUARTER .....................................................16
ANNEX I - SUCCESS STORIES ........................................................................................................ 31
ANNEX III - OUTPUTS DELIVERED DURING THE QUARTER .............................................. 39
ANNEX IV - ADMINISTRATION AND OPERATIONS ................................................................ 49
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ACRONYMS
AIP: Access to Public Information
APP: Application
CAF: Training Advisory Board
CAJ: Judicial Administration Council
CAP: Paraguayan Bar Association
CEAMSO: Center for Environmental and Social Studies
CGR: Comptroller General’s Office of the Republic
CIRD: Center of Information & Resources for Development
CS: Civil Society
CS: Civil Service
CSOs: Civil Society Organizations
CTE: Transparent & Equitable Competitive Selection Procedures
DCG Control Directorate of Performance
DCI: Internal Control Directorate
DEJ: Judicial Statistics Directorate
DESI: Diagnosis of the Institutional Situation
DGAF: General Directorate of Administration & Finance
DGAI: Directorate General of Internal Audit
DGAGJ: Audit Directorate of Judicial Performance
DGO: Organizational Management Directorate
DGP: USAID-CEAMSO Democracy & Governance Program
DGRRHH: General Directorate of Human Resources
DNCP: National Public Procurement Directorate
DNSC: National Civil Service Directorate (Chile)
DPD: Planning & Development Directorate
DTN: Democracy & Transparency Network
EB: Executive Branch
IADB: Inter-American Development Bank
ICTs: Information & Communication Technologies
IGP: Personnel Management Index
INC: National Cement Industry
INDERT: National Institute of Rural & Land Development
ISO: International Organization for Standardization
MEC: Ministry of Education & Science
MECIP: Standardized Internal Control Model for Public Institutions
MIPyMES: Micro, Small & 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
OEI: Organization of Ibero-American States
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OG: Open Government
PAC: Annual Procurement Plan
PAGA: Open Government Action Plan
PEI: Institutional Strategic Plan
PGN: General Budget of the Nation
PJ: Judiciary
POs: Political Organizations
PT: Job Positions
RbB: Results-based Budget
SAEs: State Agencies & Entities
SAS: Secretariat of Social Affairs
SCJ: Supreme Court of Justice
SEAM: Secretariat of the Environment
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: Secretariat for the Prevention of Money Laundering
SET: Department of Taxation
SFP: Civil Service Secretariat
SICCA: Integrated Centralized System of the Civil Service Career
SICIAP: Automated Information & Inventory Control System of Paraguay
SIFEN: National Integrated Electronic Invoicing System
SIGP: Computerized System for the Personnel Management Index
SINAFIP: National Political Financing System
SINARH: National System of Human Resources
SSs: Sworn Statements
STP: Technical Planning Secretariat of Economic & Social Development
TORs: Terms of Reference
TSJE: High Court of Electoral Justice
UDEA: Economic Crimes & Anticorruption Unit of the Public Prosecutor’s Office
UGP: 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
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EXECUTIVE SUMMARY - YEAR 6
This document summarizes the main achievements, challenges and activities of the technical and
administrative areas in Year 6 of the DGP, focusing on the quarter from July to September 2019 closing this
fiscal year and ending the second part of the Cooperative Agreement between CEAMSO and USAID
extended for one year more until March 2021.
The period following the coming into office of the new counterpart authorities of the Executive Branch on
August 15, 2018 constitutes the beginning of a new period for the DGP and which had an impact on Year
6. During the first months of said fiscal year, we worked with the new authorities, presenting our proposal
of support and listening to new opportunities for the DGP to further strengthen the institution.
Regarding Management of the Civil Service and Human Resources:
We held meetings with the SFP Executive Secretary-Minister and her technical team to present the eventual
lines of intervention, as well as the activities still to be finalized.
We concluded the course on Integrated Organization & Personnel Management, whose module one (1) was
developed programmatically in the first quarter of the year, seeking to foster the technical and conceptual
transfer of the outputs of the DGP and other institutional counterparts.
We also disseminated the Intervention Protocol for cases of work-related violence, called "Comprehensive
Protection of Women against All Forms of Violence", on the CEAMSO and SFP portals, and on social
networks.
As part of the above, we held four socialization events, with a total of 387 civil servants from 129 public
institutions, on the following tools: Induction Manual; Manual of Competitive Selection Procedures;
Methodological Guide to mainstream the gender approach, non-discrimination and good treatment into
institutional regulations of SAEs, as well as the Protocol of Action in cases of work-related violence. These
tools were developed with DGP support.
In addition, we carried out a technical study to evaluate the SICCA as electronic platform supporting several
competitive selection procedures. The study revealed that a server and backup system were required for all
the information entered into the system. This report was delivered to the minister and directors of the SFP;
however, we were not able to advance because of the lack of a budget allocation for the eventual purchase
of a server and an IT glitch which caused the loss of important information on the institutional memory disk.
All the above led to the end of the support to this area.
The SFP had shown interest in collaborating with the amendment of Law 1626/2000 "On the Civil Service".
We delivered a study to said institution including a chart comparing the current law, the proposal and the
suggestions of what could be added. We also proposed an app to receive suggestions of what could be
included in the amendment. This activity was then promoted by the SFP and is still underway, but without
DGP collaboration.
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We also collaborated with the SFP to resume contact with the Chilean DNSC, with whom they could share
knowledge on issues of relevance for the SFP, among which we point out the need to design a Manual on
Organizational Structure as reference point for the processes fostered by the SFP Directorate of Technical
Advisory Services to SAEs. This activity still requires an inter-institutional agreement to be signed between
the SFP and the DNSC Chile through the Paraguayan Ministry of Foreign Affairs.
Regarding the MoF, Resolution No. 167 of the MoF on regulatory criteria and instruments for the
administration of organizational structures and the administration of job positions, has been approved,
authorizing the implementation of the Career Plan. This led to DGP work on strengthening the DACHC and
the DMI of the MoF providing technical support for the implementation of the pilot in two core business
entities in order to consolidate internal capacities to effectively manage and implement the tools of the
model. This was promoted in the General Directorate of the State Treasury (DGTP) and the General
Coordination of Personnel Development (CGDP) of the MoF.
Regarding training on Integrated Organization & Personnel Management in public entities for the SFP and
the MoF, we provided and finalized modules 0 to 3 in the virtual classroom on the following topics:
organization of the course and use of the virtual classroom, crosscutting systems that interconnect
government institutions. In this context, the DACHC held a ceremony to award the certificates of the
blended course called “Integrated Organization & Personnel Management in public entities” to the attending
civil servants.
It is important to note that the CTE tool (Transparent & Equitable Competitive Selection Procedures), which
we developed for the MoF, was delivered to the human talent area and is currently on the servers indicated
by the MoF.
An important achievement with this institution was the conclusion of the measurement comparing the data
of the 2016 DESI (Description of the Institutional Situation) with the data of the 2018 DESI, which showed
the usefulness of working based on unbiased indicators to monitor the integrated management of the
organization and personnel. The information provided by the comparative DESI shed light on the
organizational structure of the group of government institutions and each vice-ministry, the development
and career of the personnel, and spending on personnel in respect of previous figures. This report was drafted
with the app Transparent & Equitable Competitive Selection Procedures (CTE) as pilot experience to test
the scoreboard that is part of the institutional self-assessment methodology, also developed as a contribution
of the technical assistance.
Regarding the implementation of the judicial career
We initiated and finalized the blended course "Integrated Organization & Personnel Management in Public
Entities" in the DGRRHH of the Judiciary. This course provides comprehensive details on the rationale of
the Career Model, as per the content of judicial decree 1165/17. We also conceptualized the organizational
structures of the human resources units of the judicial districts, articulating the intra-institution network
envisaged in judicial decree 1165/17, including the descriptions of the occupational categories. We
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formulated the descriptions of the occupational classes of the managers of the Technical Directorate, the
priority jurisdictional classes for jurisdictional competitive processes, as well as the terms and conditions.
With judicial decree No. 1309 dated May 20, 2019, the Supreme Court of Justice approved the General
Regulations of Competitions for the entry and promotion of personnel in the institution. Among others, the
decree seeks to establish the administrative and technical criteria required for the entry and promotion of
civil servants based on competitive processes. The document entered into force as per provisions of judicial
decree No. 1165/17, “which approves the Human Resources Management Model of the Supreme Court of
Justice”.
During this period of studying and amending the aforementioned judicial decree, the DGP supported the
consolidation of the competitive processes of the DGRRHH, as well as the design and implementation of
plans for competitive hires, incorporating a web application to manage these processes.
Regarding the increase of procurement regulations in public institutions
This quarter we supported the DNCP providing in-person training on Contract Management, reaching 206
civil servants from the following institutions: SCJ, MOPC, MoF, MSPyBS, MEC, Public Prosecutor’s
Office, Magistrates’ Council, MADES, MTESS, SET, National Hospital, IPS, Secretariat of Repatriates,
SENATUR, SEDECO, SENATICs, Municipality of Asunción, Municipality of Lambaré, STP, TSJE ,
INFONA, Itaipú Binacional, MDP, UNA, IPA, CONACYT, Ministry of the Interior, Vice Presidency of
the Republic, SENAVITAT, Barrio Obrero Hospital, and DIBEN.
It is important to underscore that, at the request of the Training Directorate of the DNCP, the last workshop
on "Management of Public Works Contracts" was provided to contractors and the general public, with 31
participants from different enterprises affiliated to the Paraguayan Chamber of the Construction Industry
(CAPACO) and the Paraguayan Industrial Union (UIP).
Regarding the Executive Branch, upon our meeting with the technical team of the General Directorate of
Human Talent of the MOPC to gather information on possible areas of DGP intervention, we decided it was
important to strengthen their Inspection Area with training on the following instruments: Induction Manual,
Manual of Public Works Contracts and Public Procurement Manual for UOCs. These courses targeted
recently appointed civil servants through public competitions, to work as inspectors of construction works
and/or similar.
The training was completed reaching 116 attendants, with participants requesting further information on
key issues related to the management of construction contracts.
Regarding the capacity of the public sector to meet priority needs demonstrated by citizens
Regarding the reduction of backlog of cases in civil and commercial courts, we decided to expand the
implementation of the Management Model of Judicial Offices initiated in Year 6, to encompass all the civil
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and commercial courts of the capital city (20), one court of the Central Department (Lambaré), and two
judicial offices of the Civil Chamber of the SCJ.
This proposal to provide support was approved by the plenary of the SCJ, thus initiating the expansion of
the Management Model of Judicial Offices of Civil Courts and of the Plan to Reduce the Backlog of Court
Cases.
The SCJ also requested DGP support for intensive training of 155 clerical assistants (typists) of the capital
city, in five resolutions models to improve the quality of the management and support of the Civil and
Commercial First Instance Courts.
As for combating impunity, we concluded the consultancy to set up a joint task force, including SCJ-
appointed judges representing the Judiciary, and prosecutors and civil servants of the Public Prosecutor’s
Office appointed by the Attorney General's Office. Both institutions had agreed in advance on the issues
discussed. The task force was created to agree on interpretation criteria, improve administrative and
coordination aspects to improve the efficiency and effectiveness of the prosecution of cases of corruption.
In this regard, we developed two draft protocols (1) for good management practices of Sentencing Courts
and (2) of Criminal Appellate Courts.
Regarding the Public Prosecutor's Office, we finalized the support to the Economic Crimes &
Anticorruption Unit (UDEA) of the Public Prosecutor's Office. This consultancy focused on building
capacities based on the merging of the criteria to be met to initiate an investigation, evaluate the complaints
and file the indictments. Promising improvements were achieved.
Another important point is the international specialist hired to support the Department of Taxation (SET) to
combat tax evasion and increase tax collection, through the gradual implementation of the Integrated
Electronic Invoicing System (SIFEN). The participation of this expert has been fundamental in relation to
SIFEN Program of the MoF. Among others, we underscore General Resolution No. 18 “Instructing
taxpayers to voluntarily join the National Integrated Electronic Invoicing System (SIFEN)”, and
subsequently formalizing the admission of participants (138 companies) into the Controlled Volunteering
phase of the SIFEN. In addition, we developed the Draft Regulatory Resolution jointly with the SIFEN
team.
This momentum generated support for communication activities, whereby we provided important support
to the MoF for the efficient dissemination of the SIFEN Program.
Regarding the Judiciary, public spending declined and investments improved. We formulated the Terms of
Reference to develop the budgetary programs of the institution, identifying line-items to be intervened to
reduce spending, adjusting the budget structure based on visible results, with sustainable goals in a
reasonable period of time. We are planning to hire a specialists in April.
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On another note, we met on several occasions with the new president of the SCJ to support the Judiciary
and agree on the scope of the institutional strengthening to be provided by the DGP; we agreed on reducing
public spending and improving investments for the Judiciary.
In this regard, technical support is underway and has made important contributions reflected in the 2020
draft budget, including suggestions and strategies to reduce superfluous expenses and the design of a
participatory and constant strategy to enter the information of the Institutional Operational Plan (POI).
We held several meetings with representatives of the Paraguayan Bar Association to strengthen joint actions
to improve the judicial system. However, they have not responded as yet.
We accompanied the Washington mission visiting Paraguay, looking into key tax-related issues that could
receive DGP support in Years 6 and 7.
Once the DGP received new funds to help strengthen the National Customs Directorate, in particular the
Authorized Economic Operators Program (AEOs), we initiated the process to hire a senior international
expert consultant. We selected the expert who is currently developing the proposed activities, including the
first international meeting of the Authorized Economic Operators Program held in Paraguay with attendance
of highly relevant international guests.
As part of the expansion of funds received by the DGP for technical assistance to strengthen the Department
of Taxation (SET), after several meetings with the different counterparts, we initiated the requests for
proposals for international and national consultancies to improve the management of transfer pricing of the
General Directorate of Large Taxpayers (DGGC), as well as the investigative and audit capacity of the
Internal Audit & Investigation Department of the SET.
Regarding the strengthening of internal control
We initiated and finalized technical support to the JEM, validating the institution’s rules of procedure with
its legal area.
We completed the measurement of the work environment and the workshops on lifelong skills as part of the
strengthening of the DGAGJ.
To support the Public Prosecutor’s Office, we focused on a consultancy to build the capacity of its Control
Directorate of Performance (DCG). The organization awarded with this contract delivered the draft of a new
management instrument and the forms for Registration of Prosecution Proceedings, Control of Prosecutorial
Performance, Evaluation of Prosecution Requirements and Rules of Compliance by the Prosecutorial Units
to facilitate their control. We also developed an Organization & Functions Manual for the Public
Prosecutor’s Office, as well as the format for an annual control plan, in addition to training on the use of
this manual for the civil servants of the DCG.
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Under Component 3, having looked into the national news, we acknowledged journalists of the main print
and digital media in a public ceremony in the capital city of the country, with presence of the mass media,
citizens and members of the Democracy & Transparency Network. Six journalists, some from the interior
of the country, received the acknowledgement of the DTN.
On another note, the Network acknowledged the municipalities with the highest transparency index, for
which a measuring instrument was designed and implemented. Sixty-five municipalities were measured and
accepted the process, six of which received acknowledgment.
Also as part of this component, we finalized the baseline to measure the productivity of the prosecutors of
the Economic Crimes & Anticorruption Unit (UDEA), of the Public Prosecutor's Office, hence a starting
point is available today. It was our first experience in the UDEA.
As part of Component 4, we have achieved the growth of CEAMSO as active civil society organization.
Recently the organization has been adjudicated projects with international organizations and government
entities: 10 adjudicated projects and participation of CEAMSO underway in approximately 20 competitive
processes and requests for proposals.
The new projects account for CEAMSO’s transition towards institutional sustainability. Its positioning is
also evident in its appearances in mass media and public activities, based on the DGP and on other projects
that are fully underway.
Regarding crosscutting communication efforts, the following cumulative data were recorded in the year:
- On Facebook, we totaled 63 new followers, with 10,527 accumulated interactions, reaching 119,938
people reached during the year in 255 posts.
- On Twitter, we obtained a cumulative total of 386 new followers. We reached a total of 4,525 visits
to the profile, with 76,434 impressions accumulated in 208 tweets posted in the year.
- On Instagram, we accumulated 89 posts and achieved 197 new followers, with 2,476 ‘likes’ in the
posts.
During this period, we carried out only one promotion to raise awareness on the seminar “Encouraging
public-private efforts to combat corruption”, held on December 11, 2018, together with the National
Anticorruption Secretariat (SENAC), the United Nations Office on Drugs & Crime (UNODC), the Global
Compact and the International Chamber of Commerce (ICC) Paraguay. Regarding this activity, we made
10 publications before, during and after the seminar, reaching a total of 63,048 users in 7 days, in addition
to 320 users who watched the streaming of the seminar.
We made a total of 89 publications in print, radio and TV mass media. One of the most prominent issues
was the news on the ‘Recuperometer’, a dissemination strategy based on the study “Economic crimes: Cases
as of their indictment”. We created an interactive application together with the Democracy & Transparency
Network, interrelating three cases of corruption analyzed in the aforementioned study and the money lost
by the State. Then the users of this digital tool could “convert” the monies lost in three public services:
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school lunches, school classrooms and health posts and could compare the amount lost due to economic
crimes with the services in which said amount could have been invested. The application and its goals were
described in the most important print and digital media.
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ACHIEVEMENTS OF THE QUARTER
Objective 1. Institutional strengthening of selected state entities:
• We initiated the strengthening the AEOs Program with international technical support.
• We completed technical support for the gradual implementation of the Integrated Electronic
Invoicing System (SIFEN).
• We finalized the process of the 2020 Budget for the Judiciary, with RbB indicators, socializing it
with all the authorities of the judicial districts of the country and promoting the proposal to reduce
unnecessary spending.
• We designed the matrix of the Institutional Operational Plan (POI) and presented it to senior
jurisdictional and administrative officials of the Judiciary.
• The DACHC and the DMI of the MoF have strengthened their management capacity with the
implementation of the pilot Career Plans in core business areas.
• We completed the training for civil servants of the MOPC on the Induction Manual, the Manual on
Public Works Contracts and the Public Procurement Manual for UOCs; this training targeted civil
servants recently appointed through public competitive hires, to work as inspectors of construction
works and/or similar.
• We finalized the support to the DGRRHH of the Judiciary for planning of public competitive
processes and delivered the web application to help improve their management.
• We initiated the training for clerical assistants (typists) for the courts of the Civil and Commercial
Courts of the Capital City.
• We started gathering information on historical cases of the Civil and Commercial Courts recently
incorporated due to the expansion of the Management Model of Judicial Offices of Civil and
Commercial Courts.
• We updated the Manual on the interpretation of criteria of the cases prosecuted by the UDEA of the
Public Prosecutor’s Office, and socialized it with the main technical representatives of the UDEA.
• We completed the measurement of the work environment and the workshops on lifelong skills as
part of the strengthening of the DGAGJ.
Objective 2. Transparency and anticorruption efforts strengthened in key institutions:
• We finalized the training on lifelong skills, with the participation of 20 civil servants from the three
operational units of the DGAGJ.
• We concluded the consultancy to support the Control Directorate of Performance (DCG) of the
Public Prosecutor’s Office, and shared the documents developed with two assistant prosecutors.
Objective 3. Advances in the legal framework and in public policies for effective governance:
• We have a baseline with which to measure the productivity of prosecutors of the Economic Crimes
Unit (UDEA) in alliance with the authorities of the Public Prosecutor's Office.
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• We developed a Moot Court on economic crimes and anti-corruption with nationwide participation
of university students, in alliance with the Judiciary and the UDEA of the Public Prosecutor’s
Office. We disseminated the importance of the issue among academics and judicial authorities.
Objective 4. Strengthening of CEAMSO as Paraguayan civil society organization:
• Full implementation of "CEAMSO Virtual", the new educational platform of CEAMSO that
developed the course "Building Skills for Effective Consulting" with the San Carlos University
(USC).
• In this quarter, we awarded three new projects, one in alliance with the private sector through a
request for proposals by the MOPC.
CHALLENGES
Objective 1
• Initiate technical support for the SIFEN Program and its web application to improve the quality of
SET audits.
• Hiring of international experts on Transfer Pricing to support the General Directorate of Large
Taxpayers of the SET.
• Implementation of technical support for the Internal Audit & Investigation Department of the SET.
• Onset of support to the Anticorruption Directorate of the SET to streamline their administrative and
investigative interventions.
• Consolidation of the support to the Criminal Chamber to improve their management and reduce the
backlog of court cases.
• Undertake training for rapporteurs of Civil and Commercial Courts as part of the Management
Model of Judicial Offices of Civil and Commercial Courts.
• Conclusion of the training to 155 civil servants of the Civil and Commercial Courts.
• Consolidation of the inter-institutional task force of the Public Prosecutor’s Office and the Judiciary
in relation to the jurisdiction of the UDEA.
• Propose strengthening of the SIFEN Program, the Audit and/or Planning Department of the MoF,
based on the Career Plan.
• Finalize information gathering for the POI at country level.
• Hire the company to design the strategy for the web application to consolidate the information
collected by the POI.
• Continue training civil servants of the MOPC on specific issues that help improve the management
of construction contracts.
• Support to the SCJ for the communication plan on good institutional practices.
• Design of the strategy and technical support for public competitions for senior management
positions of the Judiciary.
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Objective 2
• Presentation to the Public Prosecutor’s Office of the instruments prepared by the consultancy as
part of the support provided to the DGC.
Objective 3
• Institutionalize the management indicators of the UDEA; for this purpose, we have a draft resolution
awaiting revision by the Deputy Prosecutor, to then convert it into a mandatory regulation for
decision making.
• Seek the sustainability and increase the visibility of the DTN, for which the directors of the Network
are looking into different media. We will also seek to better coordinate the work between the
Community Manager and the communication managers of the member NGOs.
Objective 4
• Design and development of a 2nd Business Unit of CEAMSO to relate with municipal governments
in accordance with DGP purposes and actions.
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ADVANCES PER COMPONENT DURING THE QUARTER
COMPONENT 1. BUILDING THE INSTITUTIONAL CAPACITY OF 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 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 Achievements towards reaching the Objectives
Accomplishments expected for
the next quarter
Activity 1.1.A.1: ACTIVITY COMPLETED
Sub-result 1.1.B: Support the use of the IGP as tool to measure the management system and personnel development in the civil service.
Activity 1.1.B.1: ACTIVITY COMPLETED
Activity 1.1.B.2.
Continue and consolidate technical assistance to the
Ministry of Finance.
Consolidation of the processes for the identification of
appropriate mechanisms in the construction of the
organizational model per area or directorates in the
MoF.
Conclusion of the consultancy and
following steps to expand the
implementation of the Career Plan
in the core business directorates of
the MoF.
Propose strengthening based on the
Career Plan for the SIFEN
Program, the Internal Audit
Directorate and/or Planning
Directorate of the MoF.
Activity 1.1.C.
Socialize the Induction Manual.
ACTIVITY COMPLETED
Activity 1.1.D.
Socialize the Manual of Competitive Selection
Procedures.
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Activity 1.1.E.
Promotion of the gender approach ACTIVITY COMPLETED
Activity 1.1.F.1.
Support the communication and dissemination of the
milestones achieved, with content generation and the
production of communication materials.
The news on the activities carried out during the quarter
was posted on the CEAMSO website and social
networks.
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 Presentation of the quantitative report
showing the actual impact on the budget of the
restructuring envisaged by the new Human Resources
Management Model.
ACTIVITY COMPLETED
Activity 1.3.2. Collaborate with the technical assistance
in amending the respective judicial decree, verifying the
incorporation of criteria linked to institutional strategic
criteria (positions of trust, retirement scheme, voluntary
retirement, etc.).
The judicial decree was amended by No. 1309 dated
May 20, 2019.
Adjust the regulatory and procedural
requirements as per the new judicial
decree.
Activity 1.3.3. Identify improvements that could be
incorporated into the induction process.
ACTIVITY COMPLETED
Activity 1.3.4. Promote training for middle
management staff of the General Directorate of Human
Resources in the 17 judicial districts of the country.
With the technical team of the
DGRRHH of the Judiciary, plan the
steps to be followed to build the
technical knowledge of civil
servants of the judicial districts.
Activity 1.3.5: Continue providing technical and
methodological assistance for the implementation of the
competitive processes.
Presentation of the tool to plan public competitions, as
well as the respective web application.
-Support the competitive process for
senior management positions.
-Promote the dissemination and
communication of competitive
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hires, to expand the participation of
those interested.
Activity 1.3.6: Support the communication and
dissemination of the milestones achieved, with
generation of content and production of communication
materials.
Presentation of the communication plan to the president
of the SCJ.
-Promote the dissemination and
communication of competitive
hires, to expand the participation of
those interested.
-Propose actions to communicate
the good practices developed during
the year.
Sub-purpose 1.2. Public budget and procurement systems strengthened.
Output 1.2.1. Increase compliance with procurement regulations in selected public institutions.
Result 1.6. Post-award contract management in selected ministries improved.
Activity 1.6.1.
Develop training plans to improve contract management
using DGP-developed manuals and to give
sustainability to the proposed changes.
Completion of the training courses for 116 civil servants
appointed by public competition to work as inspectors
of construction works and/or similar on the Induction
Manual, the Public Procurement Manual for UOCs.
Continue training civil servants of
the MOPC on specific issues to
improve the management of
construction contracts.
Output 1.2.2. Budget management capacity of the government strengthened.
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 increase the resolution of
cases, as per the indicators established by the SCJ.
We have started collecting information on historical
cases of civil and commercial courts recently
incorporated into the expansion of the Management
Model of Judicial Offices of Civil and Commercial
Courts.
We initiated training courses for clerical assistants (155
typists) for the Civil and Commercial Courts of the
Capital City.
Undertake training for rapporteurs
of Civil and Commercial Courts as
part of the Management Model of
Judicial Offices of Civil and
Commercial Courts.
Conclusion of the training to 155
civil servants of the Civil and
Commercial Courts.
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Activity 1.10.2.
Management of the Judicial Offices of Criminal Courts
of Procedural Guarantees. Implementation of the Front
Desk for criminal cases.
Consolidate the support to the
Criminal Chamber to improve their
management and reduce the backlog
of court cases.
Activity 1.10.3.
Public Prosecutor’s Office. Design the work plan, in
coordination with the Judiciary, to establish lines of
action to combat impunity.
We updated the Manual on the interpretation of criteria
of the cases prosecuted by the UDEA of the Public
Prosecutor’s Office, and socialized it with the main
technical representatives of the UDEA.
Formation of a task force with the
Public Prosecutor’s Office and the
Criminal Chamber of the SCJ to
analyze the criteria and define the
strategies to improve investigative
and judicial management.
Activity 1.10.4.
Support to the Department of Taxation (SET) to combat
tax evasion and improve tax collection.
We completed technical support for the gradual
implementation of the Integrated Electronic Invoicing
System (SIFEN).
Initiate technical support for the
SIFEN Program and its web
application to improve the quality of
SET audits.
Hire international experts on
Transfer Pricing to support the
General Directorate of Large
Taxpayers of the SET.
Implementation of technical support
for the Internal Audit and
Investigation Department of the
SET.
Onset of support to the
Anticorruption Directorate of the
SET to improve the quality of their
administrative and investigative
interventions.
21
Activity 1.10.5.
Streamline public spending to improve the investment
of revenues.
We concluded the construction of the 2020 RbB Budget
for the SCJ was completed with the participation of
members of the CAJ, and the stakeholders of the 17
judicial districts of the country.
We designed the matrix of the Institutional Operational
Plan (POI) and presented it to senior jurisdictional and
administrative officials of the Judiciary.
Finalize the collection of
information for the POI at country
level.
Hire the company to design the
strategy for the web application to
consolidate the information
collected by the POI.
Activity 1.10.6.
Systematize relations between the SCJ and the
Paraguayan Bar Association.
ACTIVITY COMPLETED
Activity 1.10.7.
Systematize the work carried out under C1 in Years 1,
2, 3, 4 and 5 of the DGP.
The systematization of the DGP will be under
Component 4
22
Component 2: Accountability and anticorruption efforts in key public institutions strengthened.
Expected results
Work Plan
Achievements towards reaching the Objectives Achievements expected
for the next quarter
Activity 2.3.1.
Strengthening of the Audit Directorate of Judicial Performance of
the SCJ.
We completed the measurement of the work
environment and the workshops on lifelong skills as
part of the strengthening of the DGAGJ.
TBD
Activity 2.3.2.
Support the JEM to improve its rules of procedure.
ACTIVITY COMPLETED
Activity 2.3.3.
Support the Magistrates’ Council to improve the regulations for
the selection of applicants.
ACTIVITY COMPLETED
Activity 2.3.4.
Provide technical assistance to the Control Directorate of
Prosecutorial Performance of the Public Prosecutor's Office to
detect irregularities in the procedures of the Prosecutorial Units
and to formulate recommendations to improve prosecutors’ work.
We updated the Manual on the interpretation of criteria
of the cases prosecuted by the UDEA of the Public
Prosecutor’s Office, and socialized it with the main
technical representatives of the UDEA.
Written presentation of
the work carried out to
the Attorney General of
the State.
Activity 2.3.5.
Implement a pilot experience in at least one entity of the Public
Prosecutor's Office (UDEA), to consolidate internal capacities to
effectively manage and implement the instruments developed.
ACTIVITY COMPLETED
Activity 2.3.6.
Systematize the work carried out under C2 in Years 1, 2, 3, 4, 5, 6
and 7 of the DGP.
The systematization of the DGP will be under
Component 4
23
Component 3: Legal and policy framework for effective governance.
Expected Results
Work Plan
PMP
Indicator
Achievements towards reaching the Objectives Achievements expected for the
next quarter
Activity 3.1.2.
Support the advocacy of civil society for reforms
in the justice sector and to combat impunity.
Impact on Economic Crimes
We have completed the design of the dissemination,
which will occur through an activation.
Monitoring of First Instance Judges
We have data available on the first two quarters
2019. In general, all courts have improved their rate
of resolution of cases. Although in some judicial
districts, such as Boquerón, the resolution rate is
insufficient, the resolution rate in other judicial
districts is acceptable. This information is already
under consideration by the Planning Directorate of
the SCJ.
Productivity of Prosecutors of Economic Crimes
We have the baseline, based on 9 indicators
measured for 12 prosecutors of economic crimes. A
relevant fact is that about 60% of the indictments
not proceeding to judgment. .
Moot Court on Economic Crimes
With the support of the Public Prosecutor’s Office
and the Judiciary, we developed and concluded the
Moot Court. 14 public and private universities of the
country participated. The Moot Court received press
coverage and interest on the subject by the academia.
The National University of Asunción and the
ACTIVITY COMPLETED
ACTIVITY COMPLETED
Activity completed. We will
continue in the last year of the DGP.
ACTIVITY COMPLETED
24
Component 3: Legal and policy framework for effective governance.
Expected Results
Work Plan
PMP
Indicator
Achievements towards reaching the Objectives Achievements expected for the
next quarter
Catholic University of Concepción won the
competition. More than 40 students participated with
their respective tutors.
Impact on the DGAJ
We wrote the first reports on the status of DGAGJ,
including the design of the investigative instrument.
We conducted interviews in the said Directorate and
in the Office of Complaints of the Judiciary and
initiated the first phase of the investigation based on
data of the DGAGJ.
Completion of the advocacy upon
launch of the measuring instrument
to be disseminated. We expect data
from the Superintendency Council,
to start the dissemination campaigns
and to approach court clerks.
Activity 3.1.3.
Provide support to actions for transparency and
against impunity in the Executive Branch.
SENAC Complaints Portal.
The necessary changes have been made to improve
the portal with a contracted consultant. These
changes include improved mechanisms in which
citizens may even upload evidence of crimes of
corruption in the public administration at the level
of the Executive Branch.
SENAC complaints protocol
We have a draft of the complaints protocol designed
by the consultant hired, for which we visited 8
Transparency & Anticorruption Units (UTAs) of
different government entities.
Approval and implementation of the
Complaints Portal with
improvements and dissemination for
citizens to use it.
Final review of the complaints
protocol and presentation to SENAC
for its approval and respective
resolution.
Activity 3.1.4. • Support for the design and development of the
fourth PAGA.
ACTIVITY COMPLETED
25
Component 3: Legal and policy framework for effective governance.
Expected Results
Work Plan
PMP
Indicator
Achievements towards reaching the Objectives Achievements expected for the
next quarter
Support the actions in favor of transparency
actions and against impunity in alliance with
different sectors of society.
• We finalized the development and subsequent
prize-giving ceremony of the photograph, essay
and video contest on Democracy & Transparency
to foster citizen participation.
• Justipedia: We have all the information on at least
20 judges and members of the SCJ. The platform
has been completed and is being transferred to the
CEAMSO server.
• We concluded the Civil Service Monitor
including all the data from the analysis of 21
public institutions.
•
We gave public acknowledgment to 9
municipalities of the country. The recognized
municipalities were: Capiatá, Mariano Roque
Alonso, San Bernardino, Mbaracayú, Itauguá,
Caaguazú, La Pastora, Edelira and San Lázaro.
The ceremony was held at the Hotel Excelsior
with 80 participants, including mayors, council
members, journalists, authorities of the
Development & Transparency Network and the
president of the National Congress, Blas Llano.
• After designing the measuring instrument and
ACTIVITY COMPLETED
Launch and dissemination of the
portal as activity of the Network.
Presentation of results and
dissemination, subject to the
approval of USAID.
ACTIVITY COMPLETED
26
Component 3: Legal and policy framework for effective governance.
Expected Results
Work Plan
PMP
Indicator
Achievements towards reaching the Objectives Achievements expected for the
next quarter
studying the news with an investigative
approach, 6 journalists (3 from print media and 3
from digital media) were recognized for their
anticorruption efforts.
• The event was covered by these media, with
presence of CSOs linked to the Democracy &
Transparency Network, and citizens in a public
event at the Crowne Hotel in Asunción, with 60
participants.
• 2 CSOs that are part of the DTN have been
awarded the implementation of activities focused
on the goals of the Network.
ACTIVITY COMPLETED
2 CSOs have been awarded the
contract that will last until mid-2020
approximately and includes citizen
advocacy, access to information and
transparency.
Activity 3.1.5.
Dissemination of the use of DGP-developed
tools.
No activities recorded.
Activity 3.1.6.
Legal support to the DGP.
No activities recorded.
27
Component 4: Institutional strengthening of CEAMSO.
Expected Results
Work Plan
PMP Indicator Achievements towards reaching the Objectives Achievements expected for the
next quarter
Activity 4.2.1.
Strengthening of the different
bodies of CEAMSO and
improvement tools.
• Strengthening of the Board of Directors of CEAMSO:
A new Board of Directors has been designated for the
2019-2021 period, which will work on the institutional
strategy of CEAMSO once the DGP has concluded. In
addition, six (6) new partners have joined the organization
this quarter.
• Strengthening of the Communication Area of
CEAMSO:
• We made 20 publications in this quarter, in digital portals,
radio and TV broadcasts, and social networks of the
media. USAID was present in all these activities.
• Reform of the Bylaws: No activities recorded in this
quarter. The Board of Directors to not make changes to the
Bylaws for the time being.
• Institutional Strategic Plan:
• Following the extension of the DGP for another year,
CEAMSO has deemed advisable to move this activity to
Year 7.
ACTIVITY COMPLETED
We will continue measuring the
appearances in the media.
ACTIVITY COMPLETED
Activity postponed to Year 7.
Activity 4.3.1.1.
Identification and harnessing
of opportunities to manage
resources for DGP-based
issues.
Number of
income-
generating
proposals
presented to the
institution
• Training Center: We concluded the first blended course
"Building Skills for Effective Consulting". 15 students
attended. As a result of alliances with institutions,
suppliers and teachers, we have also designed two more
courses: “Effective communications for organizations”
Implementation of the inter-
institutional programs developed,
and design of distinct educational
programs of ‘CEAMSO Virtual’.
28
Component 4: Institutional strengthening of CEAMSO.
Expected Results
Work Plan
PMP Indicator Achievements towards reaching the Objectives Achievements expected for the
next quarter
(projects or
services).
and “Audits in NGOs”
• The Trust Fund: This activity had been projected as the
third business unit of CEAMSO. Unfortunately, we have
not been able to install the idea and we have reservations
about this business option. This is mainly due to the fact
that the private sector does not seem interested.
Activity not materialized.
Activity 4.3.2.1.
Development and
presentation of proposals for
new business opportunities
and lines of institutional
action; network integration;
development of new
business.
Number of
income-
generating
proposals
presented to the
institution
(projects or
services).
In the fourth quarter, we have awarded 5 new projects:
• Building national capacities for Knowledge Management
and Sectorial Coordination in WASH. (5) UNICEF.
US$ 7,783.33.
• Project: In consortium with Hidrocontrol request for
proposals of MOPC: consultancy for the implementation
of socio-community educational programs, institutional
strengthening and technical assistance corresponding to
the Environmental Management Plan of the segment:
Santa Rosa del Aguaray - Capitán Bado.
Amount: Gs. 1,500,000,000 (Sept 12, 2019) (6)
• Project: with UIP. Implementation of an institutional
management system (institutional management software).
Amount: Gs. 111,150,000 (awarded Sept. 1, 2019) (8)
29
Component 4: Institutional strengthening of CEAMSO.
Expected Results
Work Plan
PMP Indicator Achievements towards reaching the Objectives Achievements expected for the
next quarter
• Promoting gender equality in community water
management (7). Canada Fund. US$ 14,307.00 Project:
Support and evaluation for WWF to change to
sustainable financing in Paraguay by coordinating risks
and opportunities with the National Securities
Commission and the Financial Development Agency.
Amount: US$ 47,300 (September 19) (9)
• Development of a database of specialists and talent to
develop projects: We have evaluated different options to
attract talent and for the database. What we see is much
turnover of personnel, whereby it is now better to visit
virtual platforms, such as LinkedIn or other websites,
where the search for consultants, as needed, could be more
feasible
Total US$ 521,496.33 funds to date.
ACTIVITY COMPLETED
30
ANNEXES
31
ANNEX I - SUCCESS STORIES
Acknowledgment to Journalists for their Transparency
An incentive for journalists investigating and reporting cases of corruption in the public sector
Access to public information is a key factor for transparency in the management of state institutions. Law
No. 5282/2014 "On open citizen access to public information and government transparency" came into force
in 2015 and, in this regard, the press plays a fundamental role, especially investigative journalists reporting
on cases of corruption. On several occasions these investigations produced citizen outrage and mobilization
and were used as the basis for judicial investigations and interventions of the Public Prosecutor’s Office.
With DGP support, the Democracy & Transparency Network (DTN) recognized and presented awards to
journalists who wrote articles on corruption and transparency with a strong, contextualized and quality
approach.
Five journalists were the winners: three women and three correspondents of their media in the interior of
the country. The following were awarded for articles in print format: Desiré Cabrera of ABC Color
newspaper, Justiniano Riveros of Última Hora newspaper and Lourdes Pintos de La Nación newspaper. The
following were awarded for their work in digital format: Rosendo Duarte of ABC digital and Rossana
Escobar of Hoy.com.py.
A four-week monitoring revealed the signed articles in the mainstream print and digital media.
To determine the winners, 22 criteria, grouped under 4 pillars, were taken into account:
✓ Number and preponderance of the published topics
✓ Diversity of scope and actors
✓ Degree of contextualization
✓ Journalistic quality
The winners (from left to right)
Justiniano Riveros of Última Hora
newspaper, Desireé Cabrera of ABC
Color newspaper, Rosendo Duarte of
ABC Digital and Lourdes Pintos of La
Nación newspaper.
32
The experience of Global Infancia, a network that adapted their system to monitor child-related news, was
harnessed to monitor the news on corruption. We analyzed 824 publications in the written press and 431 in
the digital media, authored by 56 journalists. This substantial number of communicators is a positive
indicator of the sector's concern over the negative consequences of corruption and the need for transparency
to improve the quality of democracy and the wellbeing of all citizens.
The winning journalists pointed out that this kind of recognition is an incentive. Desireé Cabrera,
correspondent for the ABC Color newspaper for 10 years in the Department of Cordillera dedicated her
award to her colleagues in the interior of the country because: “Publishing in Asunción is relatively easier
as it is further away from the accused. But publishing cases of corruption where we coexist with the
authorities we are accusing and whom we cross on the street the next day, is far more difficult. We face
persecution, intimidation, and they even spread misinformation about us to our children at school or at
university.”
Lourdes Pintos of the La Nación newspaper stated that journalists are often the voice of the people because:
“People are afraid to file a complaint because, more often than not, it comes to nothing. So what can they
do? They turn to us, to the press. And this acknowledgment is the satisfaction of knowing that, through us,
people are heard and that through us they reach the agencies in charge of investigating, of achieving
transparency in pursuit of a better democracy.” Rosendo Duarte, journalist of ABC Digital journalist and
correspondent in the Department of Canindeyú said that impunity is one of the scourges affecting our
country because: “The Paraguayan press does what it has to do in relation to corruption, but unfortunately
the complaints come to nothing; they are reported to the public, a few are prosecuted and if they go to jail,
they are released shortly after.”
Justiniano Riveros, of Última Hora newspaper and correspondent in the Department of de Concepción said:
“There are two kinds of journalism: the comfortable one is to be okay with the authorities and let things
pass, and the difficult journalism which means fighting against the odds, annoying the authorities, asking
for information, investigating. In Concepción, my colleagues and I had to request constitutional safeguards
to access public information and to be given data related to municipal administration. But here we continue,
always committed to our work.”
The purpose of the Democracy &
Transparency Network is to give these awards
every year so that they become an annual event
that highlights the contribution of quality
journalism to the fight against corruption.
The winners with representatives of the
DTN and USAID in the prize-giving
ceremony.
33
Integrated Electronic Invoicing System (SIFEN)
Advances in the modernization and transparency of the tax system
Modernizing and improving the transparency of the system with a mechanism to facilitate compliance with
tax obligations, thereby increasing tax collection and reducing tax evasion, is one of the goals of the Ministry
of Finance. As of 2017, the Democracy & Governance Program (DGP) has provided technical support to
the Department of Taxation (SET) to define the computerized model of the electronic invoicing system of
Paraguay.
This support helped carry out studies compiling best electronic invoicing practices at international level.
Based on this research, the Electronic Invoicing System of Paraguay (SIFEN) was structured, harnessing
the lessons learned in other countries and significantly reducing the time required for its implementation. In
less than two years, Paraguay has defined and developed the operational and computerized model for
transactions, and organized a timeline for its implementation with the business sector, including:
- 2018 Pilot Plan, 14 companies called “pioneer companies”
- 2019 voluntary participation, 138 companies, currently underway.
- 2020 open volunteering, compulsoriness.
Electronic invoicing offers benefits and
opportunities such as: streamlining tax
obligations, streamlining processes, security and
availability of information, use of new
technologies, cost reduction, traceability of
operations and commercial integration, among
others.
Antonio Peralta, Administrative Director of the
Group “Nuestra Señora de la Asunción”, one of
the pioneer companies, stated: “Electronic
invoicing was in our pipeline because we are already using it in our Argentinian and Chilean subsidiaries,
hence we understand the importance of developing the system in our parent company here in Paraguay.
When we received the invitation of the SET for the pilot plan, we immediately agreed and confirmed that
project was in our plans. Participating from the get-go was important because we were able to contribute
our experience and share it with other companies and with the SET. Our company participates actively in
the process.”
Anna Wickzen, Manager of Institutional Communications and CSR of Manufactura de Pilar S.A., another
of the 14 companies that were part of the pilot plan, indicated: “We see transparency as the main benefit
leading to greater security in data management, which becomes much more structured and formal. Before,
the validation of the veracity of the information took time, instead now the process is almost instantaneous,
and this is extremely positive. It improves the transparency and the security of information, both internally
and externally. And by external, I mean international regulations and systems in countries with which we
do business. We did not want to lag behind and the best way was to be part of a pilot plan where there is
margin for adjustments and where we can be protagonists of modernization and change.”
34
Recuperometer
An interactive tool to visualize the social cost of corruption
Presenting the economic crimes committed against the Paraguayan State in a way that citizens could
understand and become aware was one of the challenges addressed at the time of disseminating the study
“Economic crimes as of their indictment: case studies between 2009 and 2017”. The document revealed
data that drew attention to the risk of impunity, the sluggishness of the prosecutions and the amounts of
public monies involved. Therefore, we designed and put into practice a tool called ‘Recuperometer’, an
interactive platform on the website of the Democracy & Transparency Network (DTN) for Internet users to
fictitiously “repossess and invest” the monies allegedly lost by the Paraguayan State due to economic
crimes.
The strategy consisted of a media activation with the ‘Recuperometer’, seeking to show and position, in
public opinion, how economic crimes undermine the provision of public services, in detriment of the quality
of life of the population. The tool was designed to be user-friendly, but revealing important data. Three
cases were selected from the aforementioned study (without giving any names), with the respective amounts
and three possible social investments: school lunches, classrooms and health posts (the reference cost
established by the National Public Procurement Directorate was used to calculate the unit value of these
services). People could choose the social investment of their preference and the monies involved to pay such
investment.
To disseminate the tool, in addition to contacting the mass media and the flyers posted in the networks of
the institutions of the DTN, “target” journalists and influencers were contacted for them to use the tool and
disseminate it in their networks. Eight prominent journalists published and commented on the tool in their
networks, as well as social representatives protesting against impunity, such as the president of the
“Comisión Escrache” (Protest Commission). In one week these publications achieved the following:
Media Appearances
SHARED 230
LIKES 313
COMMENTS 15
TOTAL 558
The highest percentage of interactions was achieved in "Likes" and "Shared".
The main print media (ABC, Última Hora and La Nación) made publications covering more than half a page
on the Recuperometer, in addition to the digital portals Hoy.com.py, Paraguay Informa, and the Ñandutí
and 970 radio stations. The main DGP representative of the tool was also interviewed in two nationwide
television channels.
35
In addition, during an annual fair called ‘Callecultura’ (Street Culture), in which USAID participates with
its projects, the ‘Recuperometer’ was presented on a large screen and two actresses invited people to learn
about the application and provided all the necessary explanations. More than a hundred participants showed
interest and interacted with the tool. Stickers on the topic were also distributed.
Publication in her social network by Estela Ruiz
Díaz, renowned journalist and analyst of politics of
the Última Hora newspaper, the Telefuturo TV
channel and the Monumental radio station.
reconocimiento con representantes de
la RDT y USAID durante el acto de
premiación.
36
ANNEX II - MONITORING AND EVALUATION
Component 1: Institutional capacity building of certain (select) public institutions.
Base- FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Total
INDICATOR Type DATE line TARGET ACTUAL TARGET ACTUALTARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL Cummulative
1
Number of training days provided to Executive Branch
personnel with USG assistance. Custom 01/08/2014 0 15 16 30 48 50 50 60 53 60 10.9 20 23.23 27.67 201.62
2
DR.1.3-1 Number of judicial personnel trained with
USG assistance. Standard 01/09/2014 0 400 150 250 637 350 362 300 317 100 256 400 347 1595 2,069
DR.1.3-1a Number of men 0 160 150 907 150
DR.1.3-1b Number of women 0 240 197 688 197
3
DR.1.5-1 Number of USG-assisted courts with
improved case management systems Standard01/10/2018 5 8 22 8
Sub-Purpose 1.1 Human resource management system improved. 2019 (Jan - Dec) 2020 (Jan - Dec)
SUB.1.1.2: Judicial career strengthened with merit-based selection, evaluation and promotion processes implemented. No US fiscal year No US fiscal year
4
Number of competitive processes, completed and
awarded, at the national level, by the Judiciary Custom2018 10 TBD 26 TBD 26
1.2 BUDGETING AND PROCUREMENT PROCESSES STRENGTHENED
SUB.1.2.1: Compliance with procurement regulations improved in select public institutions.
5
Number of civil servants of the DNCP and other public
institutions trained by the PDG in Contract
Administration Custom01/04/2014 0 30 36 30 0 48 31 48 36 48 227 100 0 80 330
Component 2: Accountability and anti-corruption efforts strengthened in key public institutions.
Base- FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
INDICATOR DATE line TARGET ACTUAL TARGET ACTUALTARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL
IR.2.2: Increasing government transparency and external accountability.
6
DR.2.4.-4: Number of anticorruption measures
proposed, adopted, or implemented due to USG
assistant, to include laws, policies or procedures. Standard01/09/2014 0 5 6 5 6 5 8 5 8 5 6 5 7 7 41
Proposed 3 4 1 4
Adopted 1 0 2 0
Implemented 1 3 4 3
37
* Years used in this table are from Jan to Dec, not the US fiscal year.
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 FY 2020
INDICATOR DATE line TARGET ACTUAL TARGET ACTUALTARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL
SUB.3.1.1: Support to efforts of civil society to influence specific reforms.
7
Number of public policies introduced, adopted,
repealed, changed or implemented consistent with
citizen input. Custom01/04/2014 0 1 4 3 4 3 3 4 5 2 5 4 3 2 24
8
DR.4.2-2 Number of civil society organizations (CSOs)
receiving USG assistance engaged in advocacy
interventions Standard0 24 24 12 11 10 35
DR.4.2-2a Number of groups working on LGBTI
issues 0 0 0
DR.4.2-2b Number of women's rights groups 0 0 0
DR.4.2-2c Number of indigenous people's groups 0 0 0
DR.4.2-2d Number of disability rights
organizations0 0 0
DR.4.2-2e Number of groups working on religious
freedom0 0 0
Others. Transparency and Anticorruption Related12 11 10 11
Component 4: Strengthening CEAMSO as sustainable and lead Paraguayan civil society organization.
Base- FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
INDICATOR DATE line TARGET ACTUAL TARGET ACTUALTARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL
SUB.4.3.1: New funding sources secured and maintained over time.
9
Number of income-generating proposals submitted to the
insti tution (projects or services). Custom 01/01/2016 0 9 13 12 16 18 16 12 18 6 63
9.1 Number of awarded proposals 5 9 2 9
9.2 Total amount in US$ of awarded contracts 521,496.33 521,496
38
Component 1: Institutional capacity building of certain (select) public institutions.
Base-
INDICATOR DATE line TARGET ACTUAL TARGET ACTUALTARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL TARGET ACTUAL
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
Number of vacancies for competition posted on the
Paraguay Concursa portal10,779 14,801 6,110 3,100 7,612 377
* Years used in this table correspond from Jan to Dec. not US fiscal year.
Component 2: Accountability and anti-corruption efforts strengthened in key public institutions.
Base-
INDICATOR DATE line Sem. 1 Target Sem. 2 Sem. 1 Target Sem. 2 Sem. 1 Target Sem. 2 Sem. 1 Target Sem. 2 Sem. 1 Target Sem. 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 4.56 0.00 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 3.01
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 4.56 0.00 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 4.68
8.2.2
Executive Branch/MECIP - Ministry of
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 3.87 4.55
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 4.93 3.01
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 4.66 3.01
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 1.82
8.2.6
Executive Branch/MECIP - Ministry of
Justice31/12/2015 0.17 2.15 0.88 2.28 3.01 3.68 3.96 3.25
8.2.7
Executive Branch/MECIP - Secretariat for
HHRR of People w/Disabilities31/12/2015 0.32 0.65 0.99 2.15 3.03 3.09 3.45 3.11
8.2.8
Executive Branch/MECIP - Ministry of
Finance31/12/2015 1.46 2.84 1.85 4.20 4.40 2.23 4.53 4.80 3.01 4.80 3.01
* Years used in this table correspond from Jan. to Dec. not US fiscal year.
2018 2019 2020
20192015 2016 2017 2018
2014 2015 2016 2017
39
ANNEX III - OUTPUTS DELIVERED DURING THE QUARTER
JULY 2019
Contract Component Consultant Output Theme of the Consultancy
CS-2018-455-
C5 ADMINISTRATIVE
ASESORÍA LEGAL CORPORATIVA
S.A. 14 INSTITUTIONAL LEGAL ADVISORY SERVICES
CS-2018-459-
C5 ADMINISTRATIVE CB SOLUTIONS S.R.L. 7
TECHNICAL SUPPORT FOR THE GENERAL
ADMINISTRATION OF CEAMSO’s IT
INFRASTRUCTURE
CS-2018-469-
C1 COMPONENT 1
FRANCISCO DANIEL VERGARA
PÁEZ 11
STRATEGIC ADVISORY SERVICES FOR THE
DEMOCRACY & GOVERNANCE PROGRAM –
JUDICIARY
CS-2018-470-
C3 COMPONENT 3
INVESTIGACIÓN PARA EL
DESAROLLO - ID 3
CONSULTANCY TO IMPLEMENT THE ACTION
PLAN OF THE DEMOCRACY & TRANSPARENCY
NETWORK
CS-2018-472-
C3 COMPONENT 3 ASOCIACIÓN CONCIENCIA VIVA 3
CONSULTANCY TO IMPLEMENT THE ACTION
PLAN OF THE DEMOCRACY & TRANSPARENCY
NETWORK
CS-2018-486-
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-2018-489-
C5 ADMINISTRATIVE
BRENDA CRISTEL CASASNOVAS
ÁLVAREZ 8 ADMINISTRATION & FINANCE ASSISTANT
CS-2018-492-
ADM ADMINISTRATIVE BDO AUDITORES CONSULTORES 2 EXTERNAL AUDIT SERVICE
CS-2018-493-
C6 CROSSCUTTING ALBA MARÍA GAONA FERNÁNDEZ 8
COMMUNICATION COORDINATOR OF THE
DEMOCRACY & GOVERNANCE PROGRAM
40
JULY 2019
Contract Component Consultant Output Theme of the Consultancy
CS-2018-497-
C4 COMPONENT 4 ECOBRAND S.R.L. 6
CONSULTANCY OF CORPORATE
COMMUNICATIONS TO SUPPORT THE
INSTITUTIONAL POSITIONING OF THE
DEMOCRACY & GOVERNANCE PROGRAM OF
CEAMSO
CS-2019-498-
C2 COMPONENT 2 CONSORCIO JEROVIA IV 4
CONSULTANCY TO SUPPORT THE CONTROL
DIRECTORATE OF PROSECUTORIAL
PERFORMANCE FOR THE PUBLIC
PROSECUTOR’S OFFICE
CS-2019-501-
C1 COMPONENT 2 MARÍA JOSÉ AYALA MOLINA 7
TECHNICAL SPECIALIST FOR COMPONENT 1.
INSTITUTIONAL STRENGTHENING AND 2.
ACCOUNTABILITY OF THE DEMOCRACY &
GOVERNANCE PROGRAM.
CS-2019-507-
C3 COMPONENT 3 JUAN CARLOS LÓPEZ AGUAYO 2 - 3
CONSULTANCY TO IMPROVE FUNCTIONALITY
OF THE SENAC COMPLAINTS PORTAL
CS-2019-508-
C1 COMPONENT 1 MERCEDES ARGAÑA QUINTANA 4
CONSULTANCY TO SUPPORT THE
DIRECTORATE OF MODERNIZATION &
INNOVATION AND THE DIRECTORATE OF
HUMAN CAPITAL & TRAINING OF THE
MINISTRY OF FINANCE TO IMPLEMENT PILOT
PLANS OF THE INSTITUTIONAL MODEL OF THE
CIVIL SERVICE CAREER
CS-2019-509-
C5 ADMINISTRATIVE JOSÉ MAC LONG FARINA 3
CONSULTANCY FOR INTERNAL AUDIT OF THE
DEMOCRACY & GOVERNANCE PROGRAM
CS-2019-510-
C4 COMPONENT 4 MARÍA GUADALUPE RIVAS ROYG 3
TECHNICAL ASSISTANT FOR THE COMPONENT
INSTITUTIONAL STRENGTHENING OF CEAMSO
CS-2019-511-
C2 COMPONENT 2 JOSÉ FÉLIX BOGADO TÁBACMAN 2
TECHNICAL ASSISTANCE TO STRENGTHEN THE
AUDIT DIRECTORATE OF JUDICIAL
PERFORMANCE (DGAGJ) OF THE SUPREME
COURT OF JUSTICE
41
JULY 2019
Contract Component Consultant Output Theme of the Consultancy
CS-2019-512-
C1 COMPONENT 1
FLORA GUADALUPE ROJAS
MORÍNIGO 3
CONSULTANCY FOR TECHNICAL SUPPORT TO
THE SUPREME COURT OF JUSTICE TO IMPROVE
THE QUALITY OF SPENDING THROUGH JOINT
WORK WITH THE JUDICIAL ADMINISTRATION
COUNCIL TO INCORPORATE THE RESULTS-
BASED BUDGET IN SAID INSTITUTION
CS-2019-517-
C4 COMPONENT 4 MARÍA ESTHER CABRAL TORRES 2
CONSULTANCY TO SUPPORT THE TRAINING
CENTER “CEAMSO VIRTUAL”
CS-2019-520-
C3 COMPONENT 3
CENTRO DE ESTUDIOS
JUDICIALES-CEJ 1
IMPACT ON THE FOLLOW-UP OF CASES OF
REACTIVE AUDITS OF THE DGAGJ OF THE
JUDICIARY
CS-2019-521-
C1 COMPONENT 1 EXTERNAL SUPPLIER 1
CONSULTANCY TO SUPPORT THE CIVIL
SERVICE SECRETARIAT WITH TRAINING ON
PERSONNEL MANAGEMENT IN PUBLIC
ENTITIES
CS-2019-523-
C5 ADMINISTRATIVE COSMESOFT S.A. 1
CORRECTIVE AND EVOLUTIONARY
MAINTENANCE OF SICEAMSO
CS-2019-525-
C4 COMPONENT 4 ROCÍO TORRES PÉREZ 1
CONSULTANCY FOR MANAGEMENT AND
MONITORING OF TRAINING PROGRAMS
OFFERED BY “CEAMSO VIRTUAL”
CS-2019-528-
C4 COMPONENT 4
DIANA BARBARITA GUTIÉRREZ
PÉREZ 1 - 2
CONSULTANCY TO SUPPORT THE TRAINING
CENTER “CEAMSO VIRTUAL” WITH TRAINING
ON EFFECTIVE COMMUNICATION IN
ORGANIZATIONS
42
AUGUST 2019
Contract Component Consultant Outputs Theme of the Consultancy
CS-2018-455-
C5 ADMINISTRATIVE
ASESORÍA LEGAL CORPORATIVA
S.A. 15 INSTITUTIONAL LEGAL ADVISORY SERVICES
CS-2018-470-
C3 COMPONENT 3
INVESTIGACIÓN PARA EL
DESARROLLO 4
CONSULTANCY TO IMPLEMENT THE ACTION
PLAN OF THE DEMOCRACY & TRANSPARENCY
NETWORK
CS-2018-478-
C4 COMPONENT 4 MERCEDES ARGAÑA QUINTANA 3
FACILITATOR FOR THE COURSE OFFERED BY
CEAMSO
CS-2018-489-
C5 ADMINISTRATIVE
BRENDA CRISTEL CASASNOVAS
ÁLVAREZ 9 ADMINISTRATION & FINANCE ASSISTANT
CS-2018-493-
C6 CROSSCUTTING ALBA MARÍA GAONA FERNÁNDEZ 9
COMMUNICATIONS COORDINATOR OF THE
DEMOCRACY & GOVERNANCE PROGRAM
CS-2018-494-
C1 COMPONENT 1
INSTITUTO DE ESTUDIOS PARA LA
CONSOLIDACIÓN DEL ESTADO DE
DERECHO 3
CONSULTANCY TO SUPPORT THE ECONOMIC
CRIMES UNIT (UDEA) OF THE PUBLIC
PROSECUTOR’S OFFICE TO UPDATE THE
CRITERIA TO INTERPRET THE CASES
PROSECUTED BY THE UDEA
CS-2019-498-
C2 COMPONENT 2 CONSORCIO JEROVIA IV 5
CONSULTANCY TO SUPPORT THE CONTROL
DIRECTORATE OF PROSECUTORIAL
PERFORMANCE FOR THE PUBLIC
PROSECUTOR’S OFFICE
CS-2019-501-
C1 COMPONENT 2 MARÍA JOSÉ AYALA MOLINA 7
TECHNICAL SPECIALIST FOR COMPONENT 1.
INSTITUTIONAL STRENGTHENING AND 2.
ACCOUNTABILITY OF THE DEMOCRACY &
GOVERNANCE PROGRAM.
CS-2019-508-
C1 COMPONENT 1 MERCEDES ARGAÑA QUINTANA 5
CONSULTANCY TO SUPPORT THE
DIRECTORATE OF MODERNIZATION AND
INNOVATION AND THE DIRECTORATE OF
HUMAN CAPITAL & TRAINING OF THE
MINISTRY OF FINANCE TO IMPLEMENT PILOT
PLANS OF THE INSTITUTIONAL MODEL OF THE
CIVIL SERVICE CAREER
43
AUGUST 2019
Contract Component Consultant Outputs Theme of the Consultancy
CS-2019-509-
C5 ADMINISTRATIVE JOSÉ MAC LONG FARINA 4
CONSULTANCY FOR INTERNAL AUDIT OF THE
DEMOCRACY & GOVERNANCE PROGRAM
CS-2019-510-
C4 COMPONENT 4 MARÍA GUADALUPE RIVAS ROYG 4
TECHNICAL ASSISTANT FOR THE COMPONENT
INSTITUTIONAL STRENGTHENING OF CEAMSO
CS-2019-511-
C2 COMPONENT 2 JOSÉ FÉLIX BOGADO TÁBACMAN 3 - 4
TECHNICAL ASSISTANCE TO STRENGTHEN
THE AUDIT DIRECTORATE OF JUDICIAL
PERFORMANCE (DGAGJ) OF THE SUPREME
COURT OF JUSTICE
CS-2019-517-
C4 COMPONENT 4 MARÍA ESTHER CABRAL TORRES 3
CONSULTANCY TO SUPPORT THE TRAINING
CENTER “CEAMSO VIRTUAL”
CS-2019-522-
C3 COMPONENT 3 JOSÉ MATIAS PAOLI GIMÉNEZ 1
COMMUNITY MANAGER AND DESIGNER OF
THE DEMOCRACY & TRANSPARENCY
NETWORK
CS-2019-523-
C5 ADMINISTRATIVE COSMESOFT S.A. 2
CORRECTIVE AND EVOLUTIONARY
MAINTENANCE OF SICEAMSO
CS-2019-524-
C3 COMPONENT 3
MARIO PAZ BAAL URBIETA
MORÍNIGO 2
JUNIOR CONSULTING SPECIALIST ON CIVIL
SOCIETY
CS-2019-528-
C4 COMPONENT 4
DIANA BARBARITA GUTIÉRREZ
PÉREZ 3
CONSULTANCY TO SUPPORT THE TRAINING
CENTER “CEAMSO VIRTUAL” WITH TRAINING
ON EFFECTIVE COMMUNICATIONS IN
ORGANIZATIONS
CS-2019-529-
C2 COMPONENT 2
MARCOS ANTONIO KÖHN
GALLARDO 1
CONSULTANCY FOR BIBLIOGRAPHIC
COLLECTION AND UPDATE ON
ANTICORRUPTION
CS-2019-531-
C3 COMPONENT 3 FERNANDO DAVID CORDONE R. 1
IN-PERSON MONITORING OF THE
DISSEMINATION EVENTS ON DEMOCRACY
AND GOVERNANCE IN DIFFERENT ENTITIES
44
AUGUST 2019
Contract Component Consultant Outputs Theme of the Consultancy
CS-2019-532-
C1 COMPONENT 1
INSTITUTO DE ESTUDIOS PARA LA
CONSOLIDACIÓN DEL ESTADO DE
DERECHO 1
CONSULTANY TO IMPLEMENT A TRAINING
PROGRAM FOR CLERICAL ASSISTANTS -
TYPISTS- OF CIVIL AND COMMERCIAL FIRST
INSTANCE COURTS OF THE CAPITAL CITY
45
SEPTEMBER 2019
Contract Component Consultant Outputs Theme of the Consultancy
CS-2018-455-
C5 ADMINISTRATIVE
ASESORÍA LEGAL
CORPORATIVA S.A. 16 INSTITUTIONAL LEGAL ADVISORY SERVICES
CS-2018-463-
C5 ADMINISTRATIVE
ELIANA ALEJANDRA RUIZ
MORESCHI 11- 12 -13 - 14 DGP MANAGEMENT ASSISTANT
CS-2018-466-
C3 COMPONENT 3
FRANCISCO DANIEL VERGARA
PÁEZ 4
CONSULTANCY TO DESIGN AND DEVELOP A
MANAGEMENT SYSTEM OF INDICATORS FOR
THE ECONOMIC CRIMES AND ANTI-
CORRUPTION UNIT OF THE PUBLIC
PROSECUTOR’S OFFICE
CS-2018-470-
C3 COMPONENT 3
INVESTIGACIÓN PARA EL
DESARROLLO 5
CONSULTANCY TO IMPLEMENT THE ACTION
PLAN OF THE DEMOCRACY &
TRANSPARENCY NETWORK
CS-2018-489-
C5 ADMINISTRATIVE
BRENDA CRISTEL CASASNOVAS
ÁLVAREZ 10 ADMINISTRATION & FINANCE ASSISTANT
CS-2018-493-
C6 CROSSCUTTING
ALBA MARÍA GAONA
FERNÁNDEZ 10
COMMUNICATIONS COORDINATOR OF THE
DEMOCRACY & GOVERNANCE PROGRAM
CS-2019-501-
C1 COMPONENT 2 MARÍA JOSÉ AYALA MOLINA 9
TECHNICAL SPECIALIST FOR COMPONENT 1.
INSTITUTIONAL STRENGTHENING AND 2.
ACCOUNTABILITY OF THE DEMOCRACY &
GOVERNANCE PROGRAM.
CS-2019-506-
C3 COMPONENT 3
CENTRO DE ESTUDIOS
JUDICIALES - CEJ 3 - 4
CONSULTANCY TO DESIGN, DEVELOP AND
IMPLEMENT A MOOT COURT ON CASES OF
ECONOMIC CRIMES
CS-2019-508-
C1 COMPONENT 1 MERCEDES ARGAÑA QUINTANA 6
CONSULTANCY TO SUPPORT THE
DIRECTORATE OF MODERNIZATION AND
INNOVATION AND THE DIRECTORATE OF
HUMAN CAPITAL & TRAINING OF THE
MINISTRY OF FINANCE TO IMPLEMENT PILOT
PLANS OF THE INSTITUTIONAL MODEL OF
THE CIVIL SERVICE CAREER
46
SEPTEMBER 2019
Contract Component Consultant Outputs Theme of the Consultancy
CS-2019-509-
C5 ADMINISTRATIVE JOSÉ MAC LONG FARINA 5
CONSULTANCY FOR INTERNAL AUDIT OF
THE DEMOCRACY & GOVERNANCE
PROGRAM
CS-2019-510-
C4 COMPONENT 4
MARÍA GUADALUPE RIVAS
ROYG 5
TECHNICAL ASSISTANT FOR THE
COMPONENT INSTITUTIONAL
STRENGTHENING OF CEAMSO
CS-2019-512-
C1 COMPONENT 1
FLORA GUADALUPE ROJAS
MORÍNIGO 4
CONSULTANY FOR TECHNICAL SUPPORT TO
THE SUPREME COURT OF JUSTICE TO
IMPROVE THE QUALITY OF SPENDING
THROUGH JOINT WORK WITH THE JUDICIAL
ADMINISTRATION COUNCIL TO
INCORPORATE THE RESULTS-BASED BUDGET
IN SAID INSTITUTION
CS-2019-513-
C1 COMPONENT 1
INSTITUTO DE ESTUDIOS PARA
LA CONSOLIDACIÓN DEL
ESTADO DE DERECHO 2
CONSULTANCY TO EXPAND THE
IMPLEMENTATION OF A MANAGEMENT
MODEL OF THE JUDICIAL OFFICES OF CIVIL
AND COMMERCIAL FIRST-INSTANCE COURTS
CS-2019-514-
C1 COMPONENT 1
VÍCTOR DE JESÚS GÓMEZ
CORRALES 3 - 4
CONSULTANCY TO SUPPORT THE GENERAL
DIRECTORATE OF HUMAN RESOURCES OF
THE SUPREME COURT OF JUSTICE TO
STRENGTHEN THE INSTITUTIONAL MODEL
OF THE JUDICIAL CAREER
CS-2019-519-
C1 COMPONENT 1 ENRIQUE NESTOR SOSA ARRÚA 2 - 3
TRAINING ON CONTRACT MANAGEMENT AD
INDUCTION OF CIVIL SERVANTS OF THE
MINISTRY OF PUBLIC WORKS &
COMMUNICATIONS
CS-2019-522-
C3 COMPONENT 3 JOSÉ MATIAS PAOLI GIMÉNEZ 2
COMMUNITY MANAGER AND DESIGNER OF
THE DEMOCRACY & TRANSPARENCY
NETWORK
CS-2019-523-
C5 ADMINISTRATIVE COSMESOFT S.A. 3
CORRECTIVE AND EVOLUTIONARY
MAINTENANCE OF SICEAMSO
47
SEPTEMBER 2019
Contract Component Consultant Outputs Theme of the Consultancy
CS-2019-524-
C3 COMPONENT 3
MARIO PAZ BAAL URBIETA
MORÍNIGO 3
JUNIOR CONSULTING SPECIALIST ON CIVIL
SOCIETY
CS-2019-526-
C1 COMPONENT 1
INSTITUTO DE ESTUDIOS PARA
LA CONSOLIDACIÓN DEL
ESTADO DE DERECHO 1
CONSULTANCY TO EXPAND THE
IMPLEMENTATION OF A MANAGEMENT
MODEL OF THE JUDICIAL OFFICES OF CIVIL
AND COMMERCIAL FIRST-INSTANCE COURTS
OF THE CAPITAL CITY, THE CENTRAL
DEPARTMENT AND THE CIVIL CHAMBER OF
THE SCJ – THIRD STAGE
CS-2019-527-
C4 COMPONENT 4 JOSÉ MAC LONG FARINA 1
CONSULTANCY TO SUPPORT THE TRAINING
CENTER “CEAMSO VIRTUAL” WITH TRAINING
ON AUDITING OF NON-PROFITS
CS-2019-528-
C4 COMPONENT 4
DIANA BARBARITA GUTIÉRREZ
PÉREZ 4
CONSULTANCY TO SUPPORT THE TRAINING
CENTER “CEAMSO VIRTUAL” WITH TRAINING
ON EFFECTIVE COMMUNICATIONS IN
ORGANIZATIONS
CS-2019-529-
C2 COMPONENT 2
MARCOS ANTONIO KÖHN
GALLARDO 2
CONSULTANCY FOR BIBLIOGRAPHIC
COLLECTION AND UPDATE ON
ANTICORRUPTION
CS-2019-530-
C3 COMPONENT 3 JORGE DOMINGO ROLÓN LUNA 1
CONSULTANCY FOR PROTOCOLS OF ACTION
ON COMPLAINTS RECEIVED BY THE
COMPLAINTS PORTAL OF SENAC
CS-2019-532-
C1 COMPONENT 1
INSTITUTO DE ESTUDIOS PARA
LA CONSOLIDACIÓN DEL
ESTADO DE DERECHO 2
CONSULTANCY TO IMPLEMENT A TRAINING
PROGRAM FOR CLERICAL ASSISTANTS -
TYPISTS- OF CIVIL AND COMMERCIAL FIRST
INSTANCE COURTS OF THE CAPITAL CITY
48
SEPTEMBER 2019
Contract Component Consultant Outputs Theme of the Consultancy
CS-2019-534-
C1 COMPONENT 1 EXTERNAL SUPPLIER 1
SENIOR INTERNATIONAL CONSULTANT TO
PROVIDE TECHNICAL SUPPORT TO THE
NATIONAL CUSTOMS DIRECTORATE OF
PARAGUAY FOR ADVISORY SERVICES,
IMPLEMENTATION AND STRENGTHENING OF
THE AUTHORIZED ECONOMIC OPERATOR
PROGRAM
49
ANNEX IV - ADMINISTRATION AND OPERATIONS
Staff and Office
Several administrative employees were released this quarter given the decline in the workload as the DGP
is closing in the near future. On 08/30/19 Mr. Horacio Cristaldo, Logistics Assistant, left the organization.
On 09/04/19 Ms. Graciela Almada de Siani, Contract Specialist, left the organization. Mr. Wilson Portillo,
Accounting Assistant, left on 09/09/19. Lastly, And Ms. Alejandrina Villalba, Procurement Specialist, left
on 09/30/19.
In all cases, the aforementioned staff members were notified in advance of their release and their
proportional vacations were paid as stipulated in the Labor Code. On the date of their departure they were
paid the full amount stipulated in the current Labor Law, which includes compensation and the proportional
13th month bonus. The compensations paid to said staff members totaled Gs. 137,459,582, amount which
was approved by USAID in note ROAA PGY 030/2019 dated 07/16/19.
Internal Control
The Internal Audit presented three audit reports in this quarter, with no observations.
External Audit
At the beginning of this quarter, BDO presented the draft Audit Report on the management of the
Democracy & Governance Program for the period 01/01/18 to 12/31/18.
On 07/30/19 their departure meeting was held with representatives of USAID, DGP and BDO.
Firstly, Mr. Guillermo Orrego of USAID requested the important points of the report to be highlighted. Mr.
Christian Benítez, BDO Audit Manager, mentioned that DGP management during the year under
consideration had been excellent and emphasized the order and control both in the Accounting and Treasury
areas, as well as in Contracts and Procurement. Mr. Oscar Guillén outlined the work of BDO and noted no
findings in terms of the Status of Accountability, the Internal Control Structure and the Cost Sharing Card,
except for a comment on the dating of the monthly Banking Conciliations.
Subsequently, Ms. Laura McKechnie asked BDO executives for their opinion on the operational
management of institutional CEAMSO upon closure of the DGP. Mr. Oscar Guillén stated that the current
structure and processes are functioning appropriately with current staff members and that CEAMSO's
performance in post-DGP times will depend solely on its availability of human resources. Lastly Mr.
Alfonso Velázquez congratulated the management of CEAMSO/DGP during 2018 and predicted a
successful future.
On September 23, 2019, we circulated the request for proposals for the External Audit of Year 6, covering
01/01/19 to 31/12/19 of the DGP. The audit firms authorized by USAID were invited, namely: a. Price
Waterhouse Co.; b. Deloitte & Touche; c. Ernst & Young; and d. BDO. The firm Benítez Codas y Asociados
(KPMG Representative) was not included due to conflict of interest as it is performing consultancies for
institutional CEAMSO. The RFPs closed on 10/07/19 and most of the firms invited are expected to
participate.
50
Changes to the Cooperative Agreement
On 30/07/19, we received amendment No. 19 to the Cooperative Agreement, endorsed by CEAMSO. Its
purpose is to provide incremental funds to the Agreement totaling USD 500,000, to reach a new obligated
total of USD 25,329,474 and extending the period of the Agreement to 03/31/21. These funds will be
assigned exclusively to work with the Ministry of Finance, specifically the Department of Taxation (SET)
under said Ministry, to improve public spending.
Procurement and Assistance Actions (Contracts)
During this quarter, the following contracts and procurements were made in relation to DGP technical
activities:
CONTRACTS 4th QUARTER YEAR 6
(July-August-September 2019)
Ord
er
Contract No.
and Component Supplier Description Amount Term
JULY 2019
1 CS 2019-
529
C1 MARCOS
KÖHN
Consultancy for bibliographic collection and updating on anticorruption
Gs. 20,750,000
From 07/04/2019 to
09/16/2019
2 CS 2019-
530
C3 JORGE
DOMINGO
ROLÓN LUNA
Consultancy for protocols of action on complaints received by the complaints portal of SENAC
Gs. 18,000,000
From 07/10/2019 to
10/18/2019
3 CS 2019-
531
C3 FERNANDO
DAVID
CORDONE
RAMOS
In-person monitoring of the dissemination events on democracy and governance in different entities
Gs. 20,300,000
From 07/23/2019 to
06/30/2020
Order
Contract No. and Component
Supplier Description Amount Term
AUGUST 2019
1 CS 2019-
532
C1 ICED Consultancy to
implement a training
program for clerical
assistants-typists- of civil
and commercial first
instance courts of the
capital city
Gs.
67,000,000
From 08/07/2019 to
12/19/2019
2 CS 2019-
533
C6 CHRISTHIAN
KEIM
Monitoring and
Evaluation Specialist
Gs.
18,360,000
From 08/26/2019 to
05/06/2020
51
Order
Contract No. and Component
Supplier Description Amount Term
SEPTEMBER 2019
1 CS 2019-534
C1 MARÍA IRIS CÉSPEDES
Senior international consultant to provide technical support to the National Customs Directorate of Paraguay for advisory services, implementation and strengthening of the Authorized Economic Operator AEO) Program
US$ 120,000.00
From 09/02/2019 to
03/02/2020
2 CS 2019-535
C3 DeBroca S.R.L. Consultancy on communications to support the institutional positioning of the Democracy & Governance Program of CEAMSO
Gs. 89,700,000
From 09/05/2019 to
06/15/2020
3 CS 2019-
536
C4 WILSON
PORTILLO
Assistant of the
Administration,
Accounting and Finance
Area of CEAMSO
Gs.
18,792,000
From
09/10/2019 to
01/204/2020
4 CS 2019-
537
C4 CAMILA
CÉSPEDES
Digital Marketing
Specialist for the Courses
of the ‘Ceamso Virtual’
Platform
Gs. 6,600,000 From
09/16/2019 to
03/27/2020
5 CS 2019-
538
C1 NORBERTO
FERREIRA
Logistics Support of the
Institutional
Strengthening
Component of the DGP
Gs.
20,400,000
From
09/17/2019 to
01/27/2020
6 CS 2019-
539
C3 CIRD
FOUNDATION
Consultancy to
implement the activities
of the Democracy &
Transparency Network
Gs.
421,190,000
From
09/23/2019 to
06/30/2020
7 CS 2019-
540
C3 INVESTIGACIÓ
N PARA EL
DESARROLLO
Consultancy to
implement the activities
of the Democracy &
Transparency Network
Gs.
421,190,000
From
09/23/2019 to
06/30/2020
52
RECORD OF CHANGES TO THE CONTRACTS SIGNED -4th Quarter Year 6 (July-August-September/2019)
Contract
No.
Co
m
po
ne
nt
Supplier Description of the
Activity
Initial Amount Initial
Term
Modif. 1 Modif. 2 Modif. 3 Modif. 4
1 CS-2018-
463
C5 ELIANA RUIZ Consultancy for
DGP Assistant
Manager
Gs. 75,000,000 From
07/02/2018
to
10/02/2019
New End Date:
In force as of
09/04/2019
Increased
Amount: Plus (+)
Gs. 5,000,000
Final Amount:
Gs. 80,000,000
2 CS-2018-
466
C3 FRANCISCO
DANIEL
VERGARA
PÁEZ
Consultancy to
design and develop a
system of
management
indicators for the
Economic Crimes
and Anticorruption
Unit (UDEA) of the
Public Prosecutor’s
Office
Gs. 57,600,000 From
07/11/2018
to
06/28/2019
New End Date:
08/12/2019
In force as of
25/06/2019
Final Amount:
No change
New End Date:
09/06/2019
In force as of
08/12/2019
Final Amount:
No change
53
3 CS-2018-
470
C3 INVESTIGACI
ÓN PARA EL
DESARROLLO
- ID
Consultancy to
implement the
Action Plan of the
Democracy &
Transparency
Network
Gs.
345,000,000
From
08/20/2018
to
06/28/2019
New End Date:
No change
In force as of
09/18/2018
Final Amount:
No change
New End Date:
08/16/2019
In force as of
09/18/2018
Decreased
Amount:
Minus (-)
Gs. 39,000,000
Final Amount:
Gs. 306,000,000
New End Date:
No change
In force as of
07/02/2019
Increased
Amount:
Plus (+)
Gs,, 6,600,000
Final Amount:
Gs.
312,600,000
New End Date:
09/16/2019
In force as of
08/01/2019
Final Amount:
No change
1. 3
4
CS 2018-
472-
C3 CONCIENCIA
VIVA
Consultancy to
implement the
Action Plan of the
Democracy &
Transparency
Network
Gs.
357,500,000
From
08/28/2018
to
28/06/2019
New End Date:
No change
In force as of
02/22/2019
Final Amount:
No change
New End Date:
08/16/2019
In force as of
22/05/2019
Change of Price:
Minus (-)
Gs. 17,875,000
Final Amount:
Gs. 339,625,000
New End Date:
09/16/2019
In force as of
08/01/2019
Final Amount:
No change
2. 4
5
CS-2018-
478-
C4 MERCEDES
ARGAÑA
QUINTANA
Facilitator for the
course offered by
CEAMSO
Gs. 5,000,000 From
09/17/2018
to
27/12/2018
New End Date:
04/30/2019
In force as of
12/27/2018
Final Amount:
No change
New End Date:
08/07/2019
In force as of
04/29/2019
Final Amount:
No change
New End Date:
09/17/2019
In force as of
08/07/2019
Final Amount:
No change
54
3. 5
6
CS-2018-
486
C3 FRANCISCO
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. 28,800,000 From
11/01/2018
to
06/28/2019
New End Date:
09/02/2019
In force as of
06/24/2019
Final Amount:
No change
New End Date:
09/16/2019
In force as of
07/19/2019
Final Amount:
No change
New End Date:
10/16/2019
In force as of
09/11/2019
Final Amount:
No change
4. 7
7
7
7
CS 2018-
489-
C5 BRENDA
CASASNOVAS
Administration &
Finance Assistant
Gs. 66,000,000 From
11/07/2018
to
10/17/2019
New End Date:
11/25/2019
In force as of
05/09/2019
Final Amount:
No change
5. 6
6
8
CS 2018-
493
C6 ALBA MARÍA
GAONA
DGP
Communications
Coordinator
Gs. 90,000,000 From
11/16/2018
to
09/26/2019
New End Date:
11/11/2019
In force as of
09/04/2019
Change of Price:
Plus (+)
Gs. 9,000,000
Final Amount:
Gs. 99,000,000
55
6. 7
9
CS-2018-
494-
C1 ICED
INSTITUTO
DE ESTUDIOS
PARA LA
CONSOLIDAC
IÓN DEL
ESTADO DE
DERECHO
Consultancy to
support the
Economic Crimes
Unit (UDEA) of the
Public Prosecutor's
Office to update the
interpretation
criteria of cases
prosecuted by the
UDEA
Gs.
171,600,000
From
11/19/2018
to
03/29/2019
New End Date:
05/20/2019
In force as of
02/05/2019
Final Amount:
No change
New End Date:
06/10/2019
In force as of
05/85/2019
Final Amount:
No change
New End Date:
07/31/2019
In force as of
06/10/2019
Final Amount:
No change
New End Date:
08/30/2019
In force as of
07/30/2019
Final Amount:
No change
7. 8
8
10
CS-2018-
497
C4 ECOBRAND
S.R.L.
Consultancy on
corporate
communications to
support the
institutional
positioning of the
Democracy &
Governance
Program of
CEAMSO
Gs. 42,000,000 From
12/10/2018
to
05/20/2019
New End Date:
07/31/2019
In force as of
05/20/2019
Final Amount:
No change
New End Date:
09/30/2019
In force as of
07/25/2019
Final Amount:
No change
New End Date:
10/30/2019
In force as of
09/16/2019
Final Amount:
No change
8. 9
9
9
11
CS-2018-
498-
C2 CONSORCIO
JEROVIA IV
Consultancy to
support the Control
Directorate of
Prosecutorial
Performance of the
Public Prosecutor’s
Office
Gs.
124,000,000
From
01/14/2019
to
07/24/2019
New End Date:
No change
In force as of
01/24/2019
Final Amount:
No change
New End Date:
No change
In force as of
05/28/2019
Final Amount:
No change
Reason:
Adjustment of
the order of the
activities and
delivery of
outputs
New End Date:
08/02/2019
In force as of
07/24/2019
Final Amount: No change
New End Date:
08/16/2019
In force as of
08/02/2019
Final Amount:
No change
56
9.
12
CS 2019-
501 C1
MARÍA JOSÉ
AYALA
Technical Specialist
for Component 1
Institutional
Strengthening, and
2. Accountability of
the DGP
Gs. 42,000,000
From
01/16/2019
to
08/26/2019
New End Date:
08/30/2019
In force as of
08/19/2019
Final Amount:
No change
10.
13
CS 2019-
502
C1 JAIRO LEMUS
GARCÍA
Consultancy to
support the
Department of
Taxation (SET) for
the Gradual
Implementation of
the National
Integrated
Electronic Invoicing
System (SIFEN)
US$ 72,000 From
02/12/2019
to
08/19/2019
New End Date:
08/22/2019
In force as of
08/19/2019
Final Amount:
No change
11.
14
CS 2019-
512
C1 FLORA ROJAS Consultancy for
technical support to
the supreme court of
justice to improve
the quality of
spending through
joint work with the
Judicial
Administration
Council to
incorporate the
results-based budget
in said institution
Gs. 325,000,00 From
04/11/2019
to
10/21/2019
New End Date:
02/28/2019
In force as of
08/28/2019
Final Amount:
No change
57
12. 1
5
15
CS 2019-
513
C1 ICED Consultancy to
expand the
implementation of
the Management
Model of the
Judicial Offices of
Civil & Commercial
First-Instance
Courts of the
Capital City and
Central Department
and the Civil
Chamber of the SCJ
– Third Stage
Gs.
375,000,000
From
04/16/2019
to
02/27/2020
New End Date:
06/30/2020
In force as of
09/24/2019
Final Amount:
No change
13.
16
CS 2019-
514
C1 VÍCTOR DE
JESÚS GÓMEZ
CORRALES
Consultancy to
support the General
Directorate of
Human Resources of
the Supreme Court
of Justice to
strengthen the
institutional model
of the judicial career
Gs.
162,500,000
From
04/24/2019
to
09/03/2019
New End Date:
09/30/2019
In force as of
08/30/2019
Final Amount:
No change
14.
17
CS 2019-
517-
C4 MARÍA
ESTHER
CABRAL
Consultancy to
support the training
center “CEAMSO
VIRTUAL”
Gs. 20,000,000 From
05/20/2019
to
09/30/2019
New End Date:
11/30/2019
In force as of
09/24/2019
Final Amount:
No change
58
18
CS 2019-
521
C1 TOP Consultancy to
support the Civil
Service Secretariat
with training on
personnel
management in
public entities
Gs. 21,798,000 From
06/04/2019
to
07/08/2019
New End Date:
07/22/2019
In force as of
07/08/2019
Final Amount:
No change
59
60
*Reference: The shaded boxes are changes to the 4th Quarter of Year 6 of the DGP (July-August-September/2019)
19 CS 2019-
524-
C3 MARIO
URBIETA
Junior specialist on
civil society
Gs. 51,700,000 From
06/19/2019
to
05/29/2020
New End Date:
No change
In force as of
09/04/2019
Increased
Amount:
Plus (+)
Gs. 5,371,429
Final Amount:
Gs. 57,071,429
20 CS 2019-
526-
C1 ICED Consultancy to
expand the
implementation of
the Management
Model of the
Judicial Offices of
Civil & Commercial
First-Instance
Courts of the
Capital City and
Central Department
and the Civil
Chamber of the SCJ
– Third Stage
Gs.
247,500,000
From
06/24/2019
to
05/04/2019
New End Date:
06/30/2020
In force as of
09/16/2019
Final Amount:
No change
61
FINANCIAL SUMMARY
TABLE 1
DGP SPENDING PER LINE-ITEM – FOURTH QUARTER YEAR 6
Budget Category Total Accumulated
to June 2019 Gs
Expenditures July 2019 Gs.
Expenditures August 2019 Gs.
Expenditures September 2019
Gs.
Total Quarter Gs.
Total Accumulated to September 2019
Gs.
1. Salaries
24,250,516,462
294,903,860
299,867,520
177,203,905
771,975,285
25,022,491,747.00
2. Fringe & Benefits
5,126,777,481
26,459,256
45,047,301
144,345,437
215,851,994
5,342,629,475.00
3. Labor Cost
29,377,293,943
321,363,116
344,914,821
321,549,342
987,827,279
30,365,121,222.00
4. Other Direct Cost
84,028,925,576
542,489,819
519,768,720
506,824,294
1,569,082,833
85,598,008,408.60
4.a. Travel
1,803,971,606
(790,263)
-
4,708,004
3,917,741
1,807,889,346.60
4.b. Equipment
1,201,752,696
-
-
500,000
500,000
1,202,252,696.00
4.c. Supplies
218,633,784
2,264,430
5,210,000
920,000
8,394,430
227,028,214.00
4.d. Communications
6,472,303,612
20,052,228
50,571,708
48,401,937
119,025,873
6,591,329,485.00
4.e. Contractual
69,897,130,711
507,220,662
363,321,192
422,300,664
1,292,842,518
71,189,973,229.00
4.f. Other
4,435,133,167
13,742,762
100,665,820
29,993,689
144,402,271
4,579,535,438.00
TOTAL
113,406,219,519
863,852,935
864,683,541
828,373,636
2,556,910,112
115,963,129,630.60
*Table 1 shows the expenditures of the Democracy & Governance Program in the fourth quarter of Year 6.
62
In September 2019, spending in Salaries was lower than in previous months because the salary of the Director was not paid in this month and the
salaries of the administrative staff that left the organization said month were no longer paid. Also, in September 2019, spending in the Fringe Benefits
line-item was considerably higher than in previous months, due to the compensations paid to the employees who left the organization said month, in
addition to payment of the CoP’s health insurance for September, October and November.
In August 2019, the line-item Other increased because the rent of August, September and October 2019 of the DGP/CEAMSO office was paid, as
established in the contracts signed.
63
TABLE 2
DGP ACCUMULATED EXPENDITURES TO SEPTEMBER 2019 - COMPARATIVE VERSUS APPROVED BUDGET
Budget Category Total Accumulated to September 2019
Gs.
Total Accumulated to September 2019
US$
Budget Accumulated to September 2019
US$
Total Spent versus Budgeted to
September 2019 (%)
1. Salaries
25,022,491,747
4,631,683.87 5,026,471
92.15
2. Fringe & Benefits
5,342,629,475
991,843.68 1,365,666
72.63
3. Labor Cost
30,365,121,222
5,623,527.55 6,392,137
87.98
4. Other Direct Cost
85,598,008,409
15,922,142.38
16,937,337
94.01
4.a. Travel
1,807,889,347
336,281.53 354,852
94.77
4.b. Equipment
1,202,252,696
259,238.31 331,468
78.21
4.c. Supplies
227,028,214
43,719.45 137,641
31.76
4.d. Communications
6,591,329,485
1,244,507.11 1,356,019
91.78
4.e. Contractual
71,189,973,229
13,176,100.63 13,860,948
95.06
4.f. Other
4,579,535,438
862,295.35 896,409
96.19
TOTAL
115,963,129,631
21,545,669.93 23,329,474
92.35
64
*Table 2 shows that the accumulated labor cost to September 2019 is lower than the amount budgeted because expenses under Fringe Benefits were
still not very high, while the budget already includes the compensations to be paid to staff members at the end of the DGP.
Expenses in the Communications line-item have been recovered to some extent in the last quarter, as once again the number of events is increasing,
hence the percentage of the amount spent vs. the amount budgeted has increased slightly.
Total accumulated Expenditures to the third quarter of Year 6 reached 92.35% versus the Budget accumulated to said date, which can be considered
a good result that shows the proper execution of the budget.
65
TABLE 3
ACCRUED TO NOVEMBER 2019
Line-item Total Budget
US$
Total obligated to
date US$
Accumulated expenses -
September 2019 US$
Expenses October
2019 US$
Expenses November 2019 US$
Total Expenses and
Expenses Accrued to November 2019 US$
Balance to Nov. 2019
US$
A B C D E = (B+C+D) F = (A-E)
1. Salaries
3,527,745 5,026,471
4,631,684
42,263
40,900
4,714,847
311,624
2. Fringe & Benefits
954,923 1,365,666
991,844
9,842
6,512
1,008,198
357,468
3. Labor Cost
4,482,668
6,392,137
5,623,528
52,105
47,412
5,723,045
669,092
4. Other Direct Cost
20,346,806
16,937,337
15,922,142
95,750
162,896
16,180,788
756,549
TOTAL
24,829,474
23,329,474
21,545,670
147,855
210,308
21,903,833
1,425,641
*Table 3 shows DGP accumulated expenses to September 2019. It also shows estimates for October and November 2019 in order to present the
short-term position.