DEMOCRACY & GOVERNANCE PROGRAM ANNUAL REPORT …

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DEMOCRACY & GOVERNANCE PROGRAM

ANNUAL REPORT

OCTOBER 1, 2018 – SEPTEMBER 30, 2019

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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

https://www.pj.gov.py/images/contenido/acordadas/acordada1165.pdf

https://www.pj.gov.py/images/contenido/acordadas/acordada1165.pdf

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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.

20

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


Expected Results

Work Plan

PMP

Indicator


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


Expected Results

Work Plan

PMP

Indicator


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


Expected Results

Work Plan

PMP

Indicator


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


Expected Results

Work Plan


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


Expected Results

Work Plan


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


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


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-


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


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


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


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



NETWORK

CS-2018-486-

C3 COMPONENT 3


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


40

JULY 2019


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


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


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


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


DESARROLLO 4



NETWORK

CS-2018-478-


FACILITATOR FOR THE COURSE OFFERED BY

CEAMSO

CS-2018-489-

C5 ADMINISTRATIVE



CS-2018-493-

C6 CROSSCUTTING ALBA MARÍA GAONA FERNÁNDEZ 9

COMMUNICATIONS COORDINATOR OF THE


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


CS-2019-501-





GOVERNANCE PROGRAM.

CS-2019-508-



DIRECTORATE OF MODERNIZATION AND




PLANS OF THE INSTITUTIONAL MODEL OF THE

CIVIL SERVICE CAREER

43

AUGUST 2019


CS-2019-509-


CONSULTANCY FOR INTERNAL AUDIT OF THE


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


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-




CS-2019-524-

C3 COMPONENT 3

MARIO PAZ BAAL URBIETA

MORÍNIGO 2

JUNIOR CONSULTING SPECIALIST ON CIVIL

SOCIETY

CS-2019-528-

C4 COMPONENT 4


PÉREZ 3



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


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


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


PÁEZ 4

CONSULTANCY TO DESIGN AND DEVELOP A

MANAGEMENT SYSTEM OF INDICATORS FOR

THE ECONOMIC CRIMES AND ANTI-

CORRUPTION UNIT OF THE PUBLIC


CS-2018-470-

C3 COMPONENT 3


DESARROLLO 5


PLAN OF THE DEMOCRACY &

TRANSPARENCY NETWORK

CS-2018-489-

C5 ADMINISTRATIVE



CS-2018-493-

C6 CROSSCUTTING

ALBA MARÍA GAONA

FERNÁNDEZ 10

COMMUNICATIONS COORDINATOR OF THE


CS-2019-501-





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-



DIRECTORATE OF MODERNIZATION AND




PLANS OF THE INSTITUTIONAL MODEL OF

THE CIVIL SERVICE CAREER

46

SEPTEMBER 2019


CS-2019-509-


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-




47

SEPTEMBER 2019


CS-2019-524-

C3 COMPONENT 3

MARIO PAZ BAAL URBIETA

MORÍNIGO 3

JUNIOR CONSULTING SPECIALIST ON CIVIL

SOCIETY

CS-2019-526-

C1 COMPONENT 1



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



ON AUDITING OF NON-PROFITS

CS-2019-528-

C4 COMPONENT 4


PÉREZ 4



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



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


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


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

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-


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


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


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


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


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.

DEMOCRACY & GOVERNANCE PROGRAM ANNUAL REPORT …

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