PMP /OAS Cooperation Plan 2012-2013 LOGIC MODEL (LM) JULY 31, 2012 Annex 1-Logic Model Ultimate Outcome Improved democratic governance and sustainable economic growth in the Americas Intermediate Outcomes 1000 Strengthened implementation of elections, focusing on gender equality considerations in targeted countries 2000 Increased progress towards implemen- tation of policies and regulatory frameworks and instruments that stimulate sustainable economic growth, particularly in areas of competitiveness, innovation and MSMEs, in targeted countries 3000 Increased opportunities provided by member states to businesses to access na- tional, regional and global markets 4000 Strengthened application of human rights instruments related to gender equality, i.e. CEDAW and Belem do Para by member states 5000 Improved effectiveness of the OAS in fulfilling its mandate to support democ- ratic governance and sustainable eco- nomic growth 1100 Strengthened abilities of Management Bodies (EMBs) in countries benefiting from OAS EOMs, to organize and administer elec- tions, incorporating a gender perspective into their activities and processes 2100 Strengthened ability of member states to design and adopt public policies, legislation and regulatory frameworks, in the areas of inclusive sustainable economic growth, competitiveness, innovation and MSMEs, with a particular emphasis on women, youth and vulnerable groups 3100 Increased access by MSMEs to national institutions that provide services to increase regional/ sub-regional competitiveness, pro- ductivity and access to expanded markets 4100 Improved capacity of member states to identify and analyze women's rights and gen- der equality concerns and integrate them in public policies 5100 Strengthened performance man- agement capacity of the OAS, through RBM and the integration of gender equal- ity in programs and projects 2200 Increased awareness of the importance of responsible business practices among key stakeholders (governments, parliamentarians, academia, and private sector) at regional and national levels 3200 Strengthened capacity of government officials for negotiation and implementation of trade agreements 4200 Enhanced capacity of member states to implement Belem Do Para and CEDAW (Gen. rec. 18) 5200 Strengthened systems within the OAS to integrate, monitor and evaluate gender equality as a cross-cutting theme in policies, mandates, projects and institu- tional level results 2300 Increased capacity of ministries/ execut- ing agencies and legislative committees to promote sound management practices re- lated to domestic and international business development 3300 Increased knowledge by SMEs, working mainly in the extractive sector, of CSR and re- sponsible business practices which enhance productivity, competitiveness and market ac- cess 5300 Strengthened OAS capacity to effec- tively respond to emerging priorities (in- cluding crises) in the region 2400 Improved capacity of member states to implement secured transactions reform, in- cluding the promotion of equitable access to credit, based on the OAS Model Law 3400 Increased knowledge by commercial judges and other public officials to enforce in- ternational commercial dispute settlement and arbitration decisions related to trade 5400 Strengthened OAS technical capacity to observe electoral processes in the re- gion with a focus on equal participation Immediate Outcomes 2500 Improved capacity of member states to increase transparency and equitable access to public information 5500 Improved consultation with stake- holders regarding OAS programs, activi- ties and policy making processes. Title CIDA-OAS Cooperation Plan No. Team Leader Country/Region Latin America and the Caribbean Budget $19,500,000 CDN Duration 3 Years
This section includes the activities and responsibilities to be carried out by the participating programs and
OAS core teams in the management structure according to the five work areas identified in the Project
Management Plan (PMP); planning, monitoring, reporting, evaluation and communication.
1. INTRODUCTION
OAS Cooperation Project Management Plan 2012-2014
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Updated Logic Model and Performance Management Framework
This set of working documents have become key tools for the OAS technical teams participating in the OAS
Cooperation Plan; for they have facilitated the structuring of result based activities. They also serve as one
of the monitoring instruments of the Department of Planning and Evaluation (DPE) as well as the main
guidelines for the Technical Secretariat.
As part of the OAS Cooperation plan these set of documents are in constant review and consideration by
the technical teams; the definition of Baselines and Targets have suffered minor updates (3100, 3200,
3220 and 5100). The majority of the programs rely on the initial disbursement to carry out sub-activities
such as surveys, studies, and diagnostics (See Annex 5 Annual Work plan) that will allow them to
determine the current numbers and goals for their projects, to be included as part of the Baselines and
Targets in the PMF.
The OAS monitoring teams (DPE/TS) have pressed for this information to be available in the following
weeks.
For the updated version of the LM See Annex- 1
For the updated version of the PMF See Annex- 2
Updated risks and risk mitigation responses
Revised versions of the OAS Cooperation Plan risk register are included yet the previously identified risks
remain:
Operational Risks
Operational risk 1: Human resources
Operational risk 2: Performance management
Operational risk 3: Information systems
Financial Risks
Financial risk 1: Funding
Financial risk 2: Budget execution/fiduciary
Financial risk 3: Contractual instrument
Development Risks
Development risk 1: Strategic direction and policy coherence
Development risk 2: Socio-political, economic, gender equality, etc.
Development risk 3: Institutional capacity and governance
Development risk 3: Natural disasters, environment, and health deterioration
Reputation Risks
Reputation risk 1: Reputation and stakeholder confidence
For the updated version of the Risk Register See Annex3
2. Project Design and Implementation
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OAS Cooperation Plan Gender Equality Strategy
Context
Gender mainstreaming has been a facet of the work of development organizations since the adoption of
the Declaration and Platform for Action of the Fourth World Conference on Women (Beijing, 1995).1 This
was reinforced two years later within the United Nations by the adoption of the ECOSOC Agreed
Conclusions on Gender Mainstreaming.2
Fifteen years later, progress on gender mainstreaming has been uneven, and is not well understood,
largely as a result of lack of attention to issues such as accountability, reporting and consistent monitoring
and evaluation. A number of international organizations, governments, donor organizations and other
bodies have made both general and specific commitments – adopted policies, action plans, guidelines,
conducted trainings, identified indicators and conducted five- and ten-year evaluations. Still we have the
idea that gender mainstreaming as a strategy has had little impact on the extent to which gender equality
and women’s rights are made explicit as development goals or as organizational priorities.
OAS and Gender Equality
Within the Organization of American States (OAS), ten years of work on gender mainstreaming – within
the framework of the Inter-American Program on the Promotion of the Human Rights of Women and
Gender Equity and Equality (IAP, 2000) and with the support of the Governments of various Member
States, Permanent Observers and other donors – have had some effect. There is a general level of
awareness within the organization of the importance of gender equality and women’s rights, and a
growing body of institutional knowledge and expertise within specific issue areas. However, there is still
significant confusion over the purpose of “gender mainstreaming,” how it is to be done and who is
responsible for it, with the result that efforts to take gender equality and women’s rights into account
remain sporadic, and largely dependent on the will of individual staff members.3
As the entity within the OAS charged with the implementation and follow-up of the IAP, the Inter-
American Commission of Women (CIM) has led organizational gender mainstreaming efforts over the last
decade, in close coordination with the OAS’ Department of Planning and Evaluation (DPE) - though in both
cases these efforts have been made with few human and financial resources and little capacity to provide
consistent follow-up or evaluation.
1 The Beijing Platform for Action highlights the mainstreaming of gender issues as a priority for each one of its 12 Critical Areas of Concern.
2 “Mainstreaming the gender perspective into all policies and programmes in the United Nations System:”
http://www.un.org/documents/ecosoc/docs/1997/e1997-66.htm 3 Bonder, G. and S. Huyer. “Knowledge baseline and needs assessment: OAS Gender Mainstreaming Programme.” Washington DC: Inter-American
Commission of Women, 2010.
2.1 Gender Equality Implementation Strategy
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Steps towards Gender Equality
Since 2007, more concrete progress has been made on gender mainstreaming within the OAS as a result
of the implementation of the OAS/CIDA Cooperation Plan 2008-2011. In particular, one of the specific
components of the programme, “Project 4.1: Incorporation of gender analysis and gender equity and
equality as crosscutting topics and objectives in all OAS programs,” contributed to:4
Building capacity on gender; a training needs assessment on gender equity and equality was conducted
with OAS staff to identify gaps in knowledge and opportunities for capacity development and, a training
workshop was developed and a guide for the integration of a gender perspective in policies, programs and
projects in the OAS was prepared and published. In addition, a more in-depth workshop was organized
with “gender facilitators” from different OAS departments, designated by their Department head as the
“focal point” for gender issues.
Developing gender indicators; as a result of this project led by the Department of Planning and Evaluation
(DPE), a module on gender indicators was designed and included within the Handbook on Mainstreaming
Gender Equality which was included in the OAS Project Cycle
Developing an online course; on gender mainstreaming in projects and policies was developed based on
the manual prepared for the workshops, as well as the above-mentioned manual on incorporating gender
in OAS projects, prepared by the DPE
Developing an online information system/community of practice; to foster dialogue and exchange of
information on gender mainstreaming in OAS work among the workshops participants and staff members,
the CIM established a virtual space “OAS Gender Community of Practice”.; and
Bringing a gender equality focus to the mandates of the OAS; CIM and DPE conducted a classification of
OAS mandates according to gender equality concerns and identified gaps in order to orient future policy
and advocacy work, and did follow-up work on specific priorities and gender-responsive language to the
Summit Implementation Review Group.
4 Evaluation of the OAS/CIDA Cooperation Plan 2008-2011: Final Report. Universalia Management Group, March 2012, p.38
2.1 Gender Equality Implementation Strategy
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Building on Lesson Learnt
At this juncture, ten years of organizational learning on gender mainstreaming, much of it gathered as a
result of the OAS/CIDA Cooperation Plan 2008-2011, have indicated that it is essential to broaden the
focus of gender mainstreaming efforts and the way in which they are implemented in order to generate
stronger, more sustainable and more effective organizational action on gender equality and women’s
rights in the Americas.
In addition to strengthening institutional capacity to implement results-based management, the OAS
Cooperation Plan 2012-2015 (CIDA 2) aims to reinforce the institutionalization of an effective response to
gender equality and women’s rights issues in the work of the Organization. In particular, the
implementation of the Plan will proceed from the understanding that it is not enough to make general
political commitments to these issues and then attempt to instill a basic understanding of them in lower-
level technical personnel who may or may not remain with the Organization. Building on the
achievements of the first OAS/CIDA Programme, the institutionalization of a gender equality and
women’s rights approach goes beyond these efforts and concentrates on building the capacity of the
institution to respond to the rights and demands of women in the Americas. The institutionalization of a
gender equality and women’s rights approach focuses in particular on following aspects:
- Building high-level political will, commitment and accountability
- An organizational understanding, and position, on gender equality and women’s rights
- Clear, and obligatory, policy, programming and project guidelines
- Consistent and open dialogue among staff, supported by capacity-development
- Space for evaluation and recognition of ongoing work, support and exchange of ideas
Please Note the evaluation of the OAS/CIDA Cooperation Plan 2008-2011 mentions:
All OAS staff members interviewed noted that the project encouraged OAS efforts to advance gender
mainstreaming within the OAS’s policies and programs. It reinforced gender mainstreaming as a
priority issue within the work of the organization. A greater willingness on the part of OAS departments
to incorporate gender dimensions and objectives into project documents, as well as a greater demand
from OAS staff for technical support have been observed.5
5 Ibid., p.39
2.1 Gender Equality Implementation Strategy
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Next Steps Gender Equality Strategy 2012-2014
For the OAS Cooperation Plan the following specific components will be carried out:
1. Inclusion of gender equality and women’s rights issues in all project profiles related to the
implementation of the OAS Cooperation Plan 2012-2015 (CIDA 2)
The OAS has institutionalized the integration of gender equality and women’s rights concerns into
its project approval and implementation process, to the extent that all project profiles are
evaluated by DPE, a project evaluation working group and finally by a Project Evaluation
Committee (PEC), that is composed of senior-level managers, from a gender equality and women’s
rights perspective. At the moment, the technical assistance for this process is provided by CIM
and DPE.
Using this formulation and approval process, all of the project profiles related to the OAS
Cooperation Plan 2012-2015 (CIDA 2) will be subject to evaluation by technical experts from CIM
and DPE in order to ensure that gender equality and women’s rights concerns are incorporated
into the problem analysis, project objectives, activities and indicators.
2. Inclusion of a gender equality and women’s rights component in the project reporting and follow-up
process
As part of the results-based management strategy applied to the OAS Cooperation Plan 2012-2015
(CIDA 2), each project will be required to periodically report on its implementation and the results
achieved. A specific template will be prepared by DPE in order to facilitate this process, on the
basis of the Performance Measurement Framework (PMF) agreed with CIDA.
The template will include a specific section on gender equality and women’s rights results, and
projects will be required to report, on the basis of the objectives, activities and indicators that
they set out in the beginning, on the extent to which the project has contributed to advancing
gender equality and women’s rights.
These specific gender equality results will then feed into the global annual reporting on the
implementation of the OAS Cooperation Plan 2012-2015 (CIDA 2). During the implementation of
the plan, attention will be given to the collection of information, the documentation of results and
the identification, at the evaluation stage, of challenges and lessons learned regarding gender
equality and women’s rights considerations in the context of the Plan.
2.1 Gender Equality Implementation Strategy
OAS Cooperation Project Management Plan 2012-2014
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3. Inclusion of gender equality results or “achievements” in the Plan’s communication strategy
The implementation of the OAS Cooperation Plan 2012-2015 (CIDA 2) will be accompanied by a
communication strategy that emphasizes the concrete results and impacts of the Plan. This
communication strategy will include a focus on the specific gender equality and women’s rights
results achieved through all of the Plan’s different projects – beyond those that are directly
related to these issues (Outcome 4000).
This will serve to emphasize both the Plan’s specific contribution to gender equality and women’s
rights goals in the hemisphere, as well as to strengthening the overall image of the OAS as an
organization that responds to women’s rights.
4. Strengthening commitment and accountability to gender equality and women’s rights issues
Finally, to the extent to which the OAS Cooperation Plan 2012-2015 (CIDA 2) strengthens the
OAS’s experience and utilization of results-based management principles and techniques, the Plan
will also strengthen the institutionalization of gender equality and women’s rights concerns in the
programmes and projects of the Organization, ideally providing the OAS with a series of good
practices that can be applied to cooperation with other donors, Members States and Permanent
Observers.
2.1 Gender Equality Implementation Strategy
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Intermediate Outcome 1000
Direct beneficiaries
- Electoral Authorities in the 34 Member States
- Department of Electoral Cooperation and Observation (DECO)/ OAS Staff
Indirect Beneficiaries
- Citizens of the 34 Member States
- General Secretariat of the OAS (Secretariat of Political Affairs, Department of Electoral
Cooperation and Observation)
- Groups that conduct research one electoral issues
* Information provided in OAS/CEP Project Profiles May 31, 2012
2.2 Reach-Beneficiaries and Intermediaries
Intermediaries and/or
Institutional Partners
Specific Role
International IDEA Co-organizer of events; the review of the agenda, the selection of high-level speakers and panels for
the development of topics and the declaration of principles. Substantive inputs on standards of
inclusive elections and coordination with the validation of same. In the Inter-American Electoral
Seminars, provides technical knowledge and experience on facilitating group learning, including the
presence in the Seminar of at least one member of the institution.
Université Laval, Quebec, CANADA Academic and methodological advising; design of statistical samples, development of protocols for
data gathering, input and cleansing of data, preparation of graphs and production of report on the
socio-demographic profile of voters.
Organization for Security and
Cooperation in Europe (OSCE)
Substantive inputs on standards for inclusive elections and coordination with the validation of same.
European Union Substantive inputs on standards for inclusive elections and coordination with the validation of same.
Inclusion of DECO staff in the trainings of specific members of the Core Group, information sharing
regarding European support to electoral technical cooperation projects in the Americas and
coordinating electoral observation activities when EOMs from both organizations are in the same
territory.
African Union Integration of OAS staff in their EOMs to observe the organizational and technical functioning of
those missions.
Office for Democratic Institutions
and Human Rights (ODIHR)-
Organization for Security and
Cooperation in Europe (OSCE)
Exchange of good practices in implementation of electoral observation, evaluation of EOMs, relations
and mechanisms of exchange with national observers, alternatives for mechanisms of subscription to
and tracking of the Declaration of Principles for International Observation.
Electoral Assistance Division of the
United Nations
Exchange of information regarding their experience in administering funds for national observation
groups and alternatives for mechanisms of subscription to and tracking of the Declaration of
Principles for International Observation.
Electoral Office of Jamaica Co-organizer of 2012 Inter-American Meeting of Electoral Management Bodies. Support in the
definition of topics and panelists. Logistical support for the organization of the event.
Instituto Federal Electoral de México Co-organizer of the Inter-American Electoral Seminars. Support in the definition of topics and in the
design of the contents of each edition of the Seminar. The Seminar is carried out within IFE’s
facilities, and the Institute covers the cost of lodging and meals for the participants as well as
providing logistical support for the organization of the event.
ISO 176 Committee Support in the production of an electoral standard.
OAS Cooperation Project Management Plan 2012-2014
12
Intermediate Outcome 2000
Direct beneficiaries
- National and local governments and institutions with MSME development agendas.
- Small and medium enterprises (SMEs) mainly from the extractive sector
- Local CSR organizations, local business associations
- Large companies
- Parliamentarians
- OAS Member State (Cooperation Development Authorities/Agencies/Units) Technical Teams;
Program Managers/Specialists, International Cooperation Directors/Sub directors, South-South
Cooperation Units
Indirect Beneficiaries
- MSMEs, in particular women, youth and vulnerable groups with potential to benefit from their
participation in trade.
- Non-profit organizations
- Local communities
- South-South Cooperation Program of the Ibero-American General Secretariat (SEGIB)
- Special Unit of South Cooperation of UNDP
- Task Team of South-South Cooperation (TT-SSC)
2.2 Reach-Beneficiaries and Intermediaries
Intermediaries and/or Institutional Partners Specific Role
UN Economic Commission for Latin America and
the Caribbean (ECLAC)
Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
CARICOM Secretariat Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
OECS Secretariat Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
Secretariat for Central American Economic
Integration (SIECA)
Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
Foundation to Promote the Competitiveness of
Micro and Small Enterprise in Central America
(CENPROMYPE)
Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
Andean Community Secretariat Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
Latin American Economic System (SELA)
Permanent Secretariat
Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
Inter American Commission on Women (CIM)
Secretariat
The CIM Secretariat has been consulted throughout the design of the
project and will continue to be so during the implementation phase.
National Mechanism for Women in Member States Participate as counterpart institutions as appropriate.
Association of Small Business Development
Centers (ASBDC)
Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the
Plans of Action.
OAS Cooperation Project Management Plan 2012-2014
13
Intermediate Outcome 2000
Intermediaries and/or Institutional Partners Specific Role
Overseas Development Institute (ODI) Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
Andean Development Corporation (CAF) Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
Central American Bank for Economic Integration
(BCIE)
Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
Caribbean Development Bank (CDB) Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
Inter-American Development Bank (IADB) Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
Caribbean Export Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
Caribbean Association of Industry and Commerce
(CAIC)
Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
National Institute of Science and Technology (NIST) Participate in the MSME Hemispheric and Regional Dialogues. Contribute
with technical and/or funding support for the implementation of the Plans
of Action.
Light Years IP Participate in the implementation of pilot projects.
Barrabés America Participate in the implementation of the online training programs.
International Intellectual Property Institute Provide support in the development of innovative industries clusters.
Pan American Development Foundation (PADF) Contribute funding and participate in the implementation of pilot projects.
Royal Caribbean International Participate in the implementation of pilot projects.
Riley Sloane, LLC Participate in the implementation of pilot projects with in-kind support
including technical assistance.
Asociación Interamericana de la Propiedad
Intelectual (ASIPI)
Participate in regional networks to disseminate and tailor available
updated high-quality information and training materials designed to
improve the productivity, innovation and export capacity of MSMEs.
Avina Potential partner in developing CSR projects in the recycling and water
sectors
UNIDO Potential partner in sharing the UNIDO Responsible entrepreneurs
achievement program (REAP) to provide training for trainers and
incorporate CSR within SMEs core business strategy
US Department of Commerce Potential partner in the training for trainers
Local CSR Organizations Potential partners in implementing CSR in local SMEs
The Caribbean Association of Industry and
Commerce
Potential partner in developing CSR projects in the Caribbean
Agencia presidencial de Cooperacion Internacional
de Colombia (APC)
Facilitates knowledge exchange activities led by CooperaNet
Ministry of Planning and Cooperation of Honduras Host s and facilitates dialogue activities led by CooperaNet
Community and Common Market (CARICOM) CARICOM represents Caribbean cooperation authorities in the activities
linked to development effectiveness led by CooperaNet
2.2 Reach-Beneficiaries and Intermediaries
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14
Intermediate Outcome 3000
Direct beneficiaries
- Government officials of OAS member states responsible for the negotiation and implementation
of trade agreements and for assisting businesses, including service providers, to access national,
regional and global markets
- MSMEs, in particular women, youth and vulnerable groups with potential to benefit from their
participation in trade.
Indirect Beneficiaries
- MSMEs, in Businesses and service providers with potential to benefit from access to national,
regional and global markets
Intermediaries and/or Institutional Partners Specific Role
CARICOM Secretariat, Office of Trade Negotiations
(OTN)
The OTN will participate in the elaboration of the
different studies related to CARICOM service providers
and will contribute with expert assistance to national
capacity building consultations of CARICOM States on
trade and innovation.
CARICOM Secretariat, EPA Implementation Unit The EPA Implementation Unit will contribute its
expertise to the preparation of the studies and will
facilitate proper coordination with beneficiary
countries.
Haiti’s Centre de Facilitation des Investissements
(CFI)
The CFI will the local counterpart for the organization of
the training course on investment and trade matters.
World Trade Organization (WTO) The WTO will be the co-organizer of the OAS/WTO
Advanced Trade Policy Course and will provide financial
and technical assistance.
Inter American Commission on Women (CIM)
Secretariat
The CIM Secretariat has been consulted throughout the
design of the project and will continue to be so during
the implementation phase.
National Mechanism for Women in Member States Participate as counterpart institutions as appropriate.
Academia Potential partners in the CSR community of practice
* Information provided in OAS/CEP Project Profiles May 31, 2012
2.2 Reach-Beneficiaries and Intermediaries
OAS Cooperation Project Management Plan 2012-2014
15
Intermediate Outcome 4000
Direct beneficiaries
- National Mechanisms for the advancement of women, National statistics offices and other
entities involved in formulating and monitoring public policy on women’s rights and gender
equality.
Indirect Beneficiaries
- Women in the participating member states, who will benefit from increased awareness of and
a strengthened policy environment for their human rights.
Intermediaries and/or Institutional Partners Specific Role
Inter-American Commission on Human Rights
(IACHR)
The IACHR has produced a series of Guidelines for the
preparation of progress indicators in the area of
economic, social and cultural rights. These guidelines
and the participation of the IACHR will be an important
input into the identification of specific indicators to
measure the exercise of women’s political, economic,
social and cultural rights.6
United Nations Committee on the Elimination of all
Forms of Discrimination against Women (CEDAW)
The CEDAW Committee is the main body charged with
evaluating the implementation of CEDAW in UN
Member States. Their input to the development of
indicators, as well as their support for the utilization of
these indicators will be important to the success and
sustainability of the project.
Follow-up Mechanism to the Implementation of the
Belém do Pará Convention (MESECVI)
The MESECVI is the main bodies charged with
evaluating the implementation of the Belém do Pará
Convention in OAS Member States. Their input to the
development of indicators, as well as their support for
the utilization of these indicators will be important to
the success and sustainability of the project.
United Nations Statistics Division The input of the UN Statistics Division is important in
determining how to support specific indicators with
available data.
United Nations Economic Commission for Latin
America and the Caribbean
ECLAC maintains the Gender Equality Observatory of
Latin America and the Caribbean, which would be a
valuable platform for the promotion and utilization of
the information gathered, as well as an important input
in determining how to support specific indicators with
available data.
* Information provided in OAS/CEP Project Profiles May 31, 2012
6 See: IACHR. Guidelines for the preparation of progress indicators in the area of economic, social and cultural rights. Washington, DC: Inter-
American Commission on Human Rights/Organization of American States, 2008.
I. Financial Report………………………………….16-‐46 Interim Financial Statements From inception to March 31, 2013
Schedule A: Cumulative-‐Basic Financial Statements Schedule B: Cumulative-‐Budget Execution and Statement of Changes in Fund Balance (at the intermediate outcome level) Schedule C: Fiscal Year I-‐Budget Execution (Detail by Output) Schedule D: Fiscal Year I-‐Statement of Changes in Fund Balance (Detail by Output) Schedule E: Cumulative-‐Statement of Execution by Object of Expenditure (Detail by Output) Schedule F: Cumulative-‐Other Sources of Financing (Detail by Output) Notes to the Financial Statements
Updated Budget (March 14, 2013)……………43-‐44 Other Donor Contributions…………………………….45 Budget Management……………………………………..45 Budget Execution by Module……………………..….46
Table of Contents Yr. I
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
Program Performance Assessment…………………..…….…63-‐64 Project Progress Status Report………………………..65-‐83 Risk Management…………………………………….….………84 Gender Equality Strategy…………………………………..……….85-‐87 III. Annexes…………………………………………………….88-‐130
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
4
The Organization of American States (OAS) has been entrusted by the Government of Canada through its Canadian International Development Agency (CIDA) to carryout the OAS Cooperation Plan (OAS-‐CP), a three (3) year agreement financed by CIDA with CDN $19,500.000. These resources contribute to the development of a series of programs (37 outputs) fostered within the OAS.
The programs included within the OAS-‐CP have a common goal of strengthening the institutional capacity of the OAS Member States. The main fields of intervention of the OAS-‐CP are: National Electoral Systems and Processes, Policies and Regulatory Frameworks related to Business Environment, Market Access and Regional Trade, Gender Equality Instruments, and the Institutional Capacity of the OAS.
This Annual Report for Year I (2012-‐2013) is prepared by the Technical Secretariat (TS) and presents the programs results since its inception on March 31st, 2012 through, March 31st, 2013. This report is composed of two core sources of information: Financial and Narrative.
The main objective of this Annual Report is to present a story of the performance of the OAS-‐CP, as well to provide complementary information regarding other aspects of annual on-‐going implementation of the agreement.
As mentioned the Annual Report for Year I is composed of two main sections:
I. Financial; presents the Basic Financial Statements as of March 31, 2013, produced and certified by the OAS Department of Financial and Administrative Management (DFAMS).
II. Narrative, presents a technical assessment of the programs components based on the performance reports of the OAS programs as well as the results of the monitoring instruments implemented by the TS in coordination with the Department of Planning and Evaluation (DPE) of the OAS.
Introduction Yr. I
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
5
1. The first year of the OAS Cooperation Plan (OAS-‐CP), widely known as CIDA II had a slow start. The program main challenges have been
with design, performance management, and coordination of projects and programs. Most projects have undergone lengthy review prior to approval.
2. Notwithstanding Year 1 slow start; the development of the OAS-‐CP and its advance towards the fulfillment of Outputs and eventually
Outcomes is in good track. From a financial perspective, as of 31th March 2013, a 78% of our budget for Year I has been executed. Performance-‐wise, 98% of the necessary baselines are already available, and 98% of targets have been identified. Furthermore 84% of those technical teams, whose performance has been gauged, have attained results that are either satisfactory or highly satisfactory.
3. The implementation of CIDA II builds on and complements other donors’ efforts. A good example of this assertion is the one given by the
managerial tools developed for the Spanish Fund (modules for project monitoring, as well as evaluation). RBM tools (logic models, performance measurement frameworks, and risk analyses) are crucial for the monitoring and evaluation of the projects and programs, serving as a compass for both technical teams and the Technical Secretariat. The institutionalization of RBM tools is well under way at the OAS.
4. Following the example given by CIDA I financial reporting, frequent information (at least monthly updates) ensures higher accountability
from teams and partners involved in the execution of funds.
5. As stated in the Gender Equality Strategy for CIDA II and building on the achievements of CIDA I, gender equality considerations have been assigned particular importance within the development and implementation of the program. A total of 25 (or 68%) projects include a substantive gender component, concentrated particularly in Modules 1000, 2000, and 4000.
6. OAS Staff/Core Teams are more involved in the process and the application of Result Based Management, becoming knowledgeable of the
processes as well as of the use of the monitoring tools. 7. Linkage is stronger between the activity level and the program level, the program level and the institutional reporting.
8. Results, activities and results are all more closely linked.
Conclusions Yr. I
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
1. The structural influence of CIDA II and its methodological platform projects a positive influence on other OAS programs and projects. Furthermore, it provides conceptual support and a different value-‐proposition to new fund-‐raising efforts.
2. Developing sufficiently long time targets to achieve is needed for sustaining ongoing results. 3. Internal communication and coordination are key for better results therefore the role of the support mechanisms i.e. Technical
Secretariat allow the technical teams to focus on deliverables and address donor requests 4. Sustainability requires up-‐front planning, supporting partners to develop capacity, and enable knowledge sharing and horizontal learning
and support mechanisms. 5. Efforts need to be combined with local partners as well as local and regional institutions to elevate the impact of the programs
deliverables as well as to better the intervention of the OAS and Canada. 6. Combining resources with OAS Member States (in-‐kind contributions) or other partners (Observer Member States, other agencies)
improve the quality of the interventions.
7. Flexibility in the development of program goals by allowing ongoing adjustments (variations in targets, activities and programming) allow team leaders to assess challenges in the short term and take corrective actions that allows the result to not be altered.
8. The organizational commitment with result based management needs to be from top to bottom. The effort needed to carryout result
based activities must not be underestimated and requires strong communication efforts as well as the engagement of various stakeholders within the OAS to deliver results.
9. The number of projects that substantively address gender considerations can be considered a positive result and a reflection of the
collaboration between the Inter-‐American Commission of Women, the Department of Planning and Evaluation and the Technical Secretariat. This result suggests that with a strong, high-‐level commitment to gender equality concerns, it will be possible to achieve significant institutional results. In addition to strengthening the gender component of CIDA II, the exercise of including gender considerations in each of the projects has contributed to strengthening the visibility and importance of gender issues in the OAS as an organization.
Lesson Learned & Recommendations Yr. I
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
7
In order to better monitor the ongoing performance of the OAS-‐CP a color coded system has been designed to provide executive information based on the activity reports provided by the OAS Core Teams validated by DPE as well as financial information provided by DFMAS on the level of execution1 with the following guidelines: 1.Upon Budget Execution (%Executed): 2.Upon Level of Results:
1 Expenditures plus un-‐liquidated obligations related to the current budgetary year in USD. Un-‐liquidated obligations are amounts related to commitments to disburse monies for the procurement of goods or services in future periods. Such amounts represent commitments to third parties at the end of the respective periods and are anticipated to be expended in subsequent periods in the completion of a particular program or activity. This amount may be lower in subsequent periods as de-‐obligations occur.
Monitoring Tools Yr. I
Less than 40% of executed
funds
Between 41% and 50% of executed funds
There are no elements to appreciate the work done
Few elements help determine the work done
Some elements allow us to appreciate what has been done what but more work is required
Execution of activities as scheduled
Between 51% and 70% of executed funds
More than 71% of the executed funds
Figure 1: Color Coded Monitoring System
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
8
Project Progress Status Reports As a result of the use of the color coded monitoring system the TS elaborates the following reports that allow to pin point the stage of each program at the output level as shown from here on: 1000: Strengthened Implementation of elections, focusing on gender equality considerations in targeted countries
Responsible # Output Original Appropriation
(CAD)
% Executed 03/31/2013
Results 03/31/2013
Betilde Muñoz Maria Teresa Mellenkamp Sara Mia Noguera
SPA 1211-‐1110-‐Political Electoral Funding Capacity-‐building and professional development support provided to all EMBs in political-‐electoral financing and gender mainstreaming
75,000
Betilde Muñoz Maria Teresa Mellenkamp Sara Mia Noguera
SPA 1211-‐1120-‐Exchange Lessons Learned Training/seminars/ exchanges held to share lessons learned related to elections, including lessons promoting women’s participation in electoral bodies
136,667
Betilde Muñoz Maria Teresa Mellenkamp Sara Mia Noguera
SPA 1211-‐1130-‐Studies-‐Inclusive Elections Studies disseminated to all EMBS on how to strengthen their work to make elections more inclusive
70,000
Betilde Muñoz Maria Teresa Mellenkamp Sara Mia Noguera
SPA 1211-‐1140-‐Quality Management Control Quality Management Systems (QMS) implemented and Electoral Management Assurance (EMA) developed to certify electoral authorities
80,000
Betilde Muñoz Maria Teresa Mellenkamp Sara Mia Noguera
SPA 1211-‐1150-‐New Technologies Gender New technologies which take into consideration gender equality (where appropriate) identified and implementation facilitated (including e-‐voting) in electoral processes in member states
40,000
Betilde Munoz Maria Teresa Mellenkamp Sara Mia Noguera
SPA 1211-‐1160-‐Technical Cooperation Electoral Matters Technical cooperation provided to EMBs on several electoral topics, including: legal reform, geo-‐reference systems, electoral registry auditing, electoral juridical rulings, decentralization of the vote and promotion of the equal participation of women and men at all levels of the electoral process
175,000
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
2000: Increased progress towards implementation of policies and regulatory frameworks and instruments that stimulate sustainable economic growth, particularly in areas of competitiveness, innovation and MSMEs, in targeted countries
Responsable # Output Original Appropriation
(CAD)
% Executed 03/12/2013
Results 01/29/2013
Maryse Robert SID 1211-‐2110-‐Dialogue on MSME Policies OAS Dialogue of MSME High-‐Level Authorities institutionalized as an hemispheric forum for public policies and strategies for MSME development
170,000
Maryse Robert SID 1211-‐2120-‐Initiatives to support MSMEs Support provided to high-‐impact MSMEs, including women-‐led MSMEs, public/private universities and R&D centers (which include government-‐sponsored R&D centers and others created by associations of MSMEs) in strategic economic sectors
90,000
Maryse Robert SID 1211-‐2130-‐Public and Private Partnerships Support provided to member states to facilitate the development of the policy framework enabling public-‐private partnerships for innovation in the business environment, including licensing and transfer of technology
75,000
Alexandra Barrantes
SID 1217-‐2140-‐Inter-‐American Collaborative Networks Support provided to the Inter-‐American Networks (RIAC, STEN, Inter-‐American E-‐SME and Innovation Network and Consumer Safety Network) to undertake their mandates
200,000
Zakaria El Goumiri SID 1212-‐2210-‐CSR Awareness Parliamentarians Mechanisms created to raise awareness of CSR principles among parliamentarians in the region
150,000
Zakaria El Goumiri SER 1202-‐2220-‐Awareness CooperaNet Capacity building tools developed to promote responsible practices among key stakeholders of the Inter-‐American Cooperation Network (CooperaNet)
89,500
Less than 40% Between 41 and 50% Between 51 and 70% More than 71%
-‐ There are no elements to appreciate the work done
-‐ Few elements help determine the work done
-‐ Some elements allow us to appreciate what has been done but more work is required
-‐ Execution of activities as scheduled
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
10
2000: Increased progress towards implementation of policies and regulatory frameworks and instruments that stimulate sustainable economic growth, particularly in areas of competitiveness, innovation and MSMEs, in targeted countries
Responsable # Output Original Appropriation
(CAD)
% Executed 03/31/2013
Results 03/31/2013
Maria Fernanda Trigo Milagros Freyre
SPA 1215-‐2310-‐MEGICEP Establish a knowledge exchange/dialogue mechanism to promote sound management practices in member states/in the region i.e. Inter-‐American Cooperation Mechanism for Effective Public Management (MECIGEP)
233,750
Maria Fernanda Trigo Milagros Freyre
SPA 1208-‐2320-‐Promote Growth Public Sector Technical assistance provided for the implementation of selected projects requested by OAS member states in key areas of public management
500,000
Dante Negro
SAJ 1203-‐2410-‐Secured Transactions Technical support provided to member states for implementation of the OAS Model Law on secured transactions, with the participation of international organizations, private sector, trade associations and taking into account the financial inclusion of women-‐owned SMEs
152,500
Jorge Garcia SAJ 1204-‐2510-‐Follow up MESICIC Assessment of the compliance of the Inter-‐American Convention against Corruption conducted through its Follow-‐up Mechanism (MESICIC)
200,000
Dante Negro
SAJ 1201-‐2520-‐Equitable Access to Public Info. Technical support provided for the implementation of the Model Inter-‐American Law on Access to Public Information and its Guidelines with the participation of government officials, policy makers and the private sector and civil society, including women’s organizations
140,400
-‐ There are no elements to appreciate the work done
-‐ Few elements help determine the work done
-‐ Some elements allow us to appreciate what has been done but more work is required
-‐ Execution of activities as scheduled
Less than 40% Between 41 and 50% Between 51 and 70% More than 71%
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
11
3000: Increased opportunities provided by member states to businesses to access national, regional and global markets
Responsable # Output Original Appropriation
(CAD)
% Executed 03/31/2013
Results 03/31/2013
Maryse Robert SID1211-‐3110-‐MSME Training the Trainers Train-‐the-‐Trainers Program executed, taking into account the needs of women entrepreneurs
220,000
Maryse Robert SID 1210-‐3210-‐TRTA Program Trade-‐related technical assistance (TRTA) program for government officials responsible for negotiating and implementing trade agreements designed and executed
250,000
Claudia D’windt SID1207-‐3220-‐Capacity Building Sustainable Use Capacity building program of country officials for the sustainable use of natural resources (water, soil, land, renewable energy, biodiversity) developed in trade goods and services executed, taking into account the different needs, ownership and uses of those resources with an integrated gender balance perspective
90,000
Zakaria El Goumiri SID1212-‐3310-‐CSR Training for SMEs Training provided to SMEs to adopt socially and environmentally responsible business practices and especially gender sensitive practices
135,000
Zakaria El Goumiri SID1212-‐3320-‐CSR Community of Practice CSR community of practice created to facilitate knowledge exchange
50,000
Dante Negro Magaly Mclean
SAJ1202-‐3410-‐International Commercial Dispute Settlement Training provided to the judiciary and other public officials in the application of international commercial arbitration and the local enforcement of foreign judgments and arbitral awards
232,033
-‐ There are no elements to appreciate the work done
-‐ Few elements help determine the work done
-‐ Some elements allow us to appreciate what has been done but more work is required
-‐ Execution of activities as scheduled
Less than 40% Between 41 and 50% Between 51 and 70% More than 71%
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
12
4000: Strengthened application of human rights instruments related to gender equality, i.e. CEDAW and Belem do Para by member states
Responsible # Output Original Appropriation
(CAD)
% Executed 03/31/2013
Results 03/31/2013
Hilary Anderson CIM1203-‐4110-‐Commitment on Women’s Rights Monitoring implementation of agreed commitments on women’s rights undertaken
212,600
Hilary Anderson CIM1203-‐4120-‐Reg. Assessment of Mechanisms Regional assessment of National Machineries for The Advancement of Women undertaken and recommendations disseminated
72,000
Hilary Anderson CIM1202-‐4210-‐Women’s Right Monitoring the implementation of the Belem do Para Convention undertaken
233,000
Hilary Anderson CIM1202-‐4220-‐Training Government Officials Training provided to government officials on the implementation of Belem do Para
70,000
-‐ There are no elements to appreciate the work done
-‐ Few elements help determine the work done
-‐ Some elements allow us to appreciate what has been done but more work is required
-‐ Execution of activities as scheduled
Less than 40% Between 41 and 50% Between 51 and 70% More than 71%
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
13
5000: Improved effectiveness of the OAS in fulfilling its mandate to support democratic governance and sustainable economic growth
Responsible # Output Original Appropriation
(CAD)
% Executed 03/12/2013
Results 01/29/2013
Ricardo Graziano SAF1201-‐5110-‐Data Mandate & Resource Tools enhanced to manage data on mandates, executed resources, and achieved results including gender-‐specific results, and support provided to facilitate results-‐based management by OAS/GS
130,000
Ricardo Graziano SAF1201-‐5120-‐Result Based Project Tools and support provided to OAS/SG Staff to facilitate results-‐based project formulation, including the incorporation of gender equality results in the project cycle
100,000
Martin Huenneke SUM1201-‐5130-‐SISCA Enhanced SISCA enhanced to integrate Inter-‐American ministerial mandates, gender equality related mandates, and to allow sex disaggregated data and improvements in RBM reporting for member states
94,494
Ricardo Graziano SAF1201-‐5210-‐Mandates Database Control System Mandates Management Database and Planning and Control System updated to facilitate the follow-‐up of gender equality mandates
60,000
Ricardo Graziano SAF1201-‐5220-‐Procedures to Integrate Gender Procedures developed and support provided to facilitate the integration of gender equality considerations in OAS/SG programs/ projects
91,000
Karen Bozicovich SPA 1210-‐5310-‐Political Analysis System Qualitative and quantitative tools, information, and analysis generated and applied to improve SAPEM
350,000
-‐ There are no elements to appreciate the work done
-‐ Few elements help determine the work done
-‐ Some elements allow us to appreciate what has been done but more work is required
-‐ Execution of activities as scheduled
Less than 40% Between 41 and 50% Between 51 and 70% More than 71%
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
14
5000: Improved effectiveness of the OAS in fulfilling its mandate to support democratic governance and sustainable economic growth
Responsable # Output Original
Appropriation (CAD)
% Executed 03/31/2013
Results 03/31/2013
Ricardo Dominguez OSG1201-‐5320-‐OAS Emerging Priorities Recommendations from previous crisis management and resolution cases considered by OAS/GS decision makers and envoys during new crisis situations in the LAC region
437,500
Betilde Munoz SPA1216-‐5410-‐Underrepresented Methodology Training, observation of underrepresented groups methodology, and databases designed and implemented for OAS Electoral Observation teams
163,333
Martin Huenneke SUM1201-‐5510-‐Recommendations from Consultants Recommendations from virtual and face-‐to-‐face consultations presented to OAS member states in the policy-‐making process (i.e. Summit Implementation Review Group-‐SIRG)
200,506
Jorge Sanin SER1201-‐5520-‐Consultations with CSO’s Consultations with a balanced regional representation of stakeholders facilitated, and gender sensitive recommendations presented to OAS member states and General Secretariat in preparation of General Assemblies and ministerial meetings.
107,000
-‐ There are no elements to appreciate the work done
-‐ Few elements help determine the work done
-‐ Some elements allow us to appreciate what has been done but more work is required
-‐ Execution of activities as scheduled
Less than 40% Between 41 and 50% Between 51 and 70% More than 71%
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
15
6
21
10
0 5 10 15 20 25
Red
Orange
Yellow
Green
Scores of the Color Coded Monitoring System (at the Result Level) For Year I of the OAS /CP the majority of projects at the level of Results are at Yellow with a 57%, followed by 27% at Green and 16% at Orange, meaning an overall positive level of performance at the level of outputs.
Organization of American States Schedule AOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Basic Financial StatementsFrom inception (March 29, 2012) to March 31, 2013
I. STATEMENT OF CASH RECEIPTS AND PAYMENTS III. STATEMENT OF CONTRIBUTIONS
(in USD) Event date Percentage (in CAD) (in USD) Ex. RateAdd: receipts Actual receiptsContribution 13,058,538 2011‐2012 5‐Apr‐12 34.6% 6,602,565 6,648,439 0.9931 Transfers in ‐ 2012‐2013 22‐Mar‐13 33.3% 6,565,223 6,410,099 1.0242 Interest 48,510 67.9% 13,167,788 13,058,538 Other receipts ‐
Total receipts 13,107,048 Add: projected receipts2013‐2014 32.1% 6,332,212 6,182,038 1.0243
Less: paymentsTransfers out ‐ Total contribution as per agreement 100.0% 19,500,000 19,240,576 Return to donor ‐ * Exchange rate as of 04/12/2013.Expenditures 4,104,156 Other payments ‐ IV. STATEMENT OF EXPENDITURES AND OBLIGATIONS BY OBJECT OF EXPENDITURE
Total payments 4,104,156
Increase/(decrease) in cash 9,002,892 A B C=A+BExpenditures Obligations Execution
By object classCash at beginning of period ‐ Personnel contracts 976,022 289,430 1,265,452 Add: increase/(decrease) in cash 9,002,892 Non‐recurring personnel costs 1,000 ‐ 1,000
Cash at end of period 9,002,892 Fellowships ‐ ‐ ‐ Travel 727,299 66,348 793,646 Publications and documents 40,551 3,186 43,737
II. STATEMENT OF FUND BALANCE Equipment, supplies and maintenance 64,458 4,576 69,034 Building and maintenance 12,032 123 12,156
(in USD) Performance contracts 1,501,768 776,489 2,278,257 Cash at end of period 9,002,892 Indirect cost recovery 731,328 ‐ 731,328 Less: unliquidated obligations 1,140,655 Other expenses 49,698 503 50,201
Fund balance at end of period 7,862,237 Total expenditures and obligations 4,104,156 1,140,655 5,244,811
(in USD)
*
The accompanying notes form part of the financial statements 18
Organization of American States Schedule BOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Budget Execution and Statement of Changes in Fund BalanceFrom inception (March 29, 2012) to March 31, 2013 At the intermediate outcome level
I. BUDGET EXECUTION (INCEPTION TO DATE)
(in CAD)A B C D=B+C E F=D‐E G=E/D
Original Original Re‐ Modified Unobligated PercentageAppropriation Appropriation programming Appropriation Execution Appropriation Executed
Modified AppropriationAllotted to OutcomesExecution
The accompanying notes form part of the financial statements 19
Fiscal Year 1 ‐ Budget Execution (Detail by Output)From inception (March 29, 2012) to March 31, 2013
SCHEDULE C
20
Organization of American States Schedule COAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Budget ExecutionFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
(in CAD)A B C D=B+C E F=D‐E G=(E‐D)/D H=E/D
PercentageOriginal Original Re‐ Modified Unobligated Executed Over
The accompanying notes form part of the financial statements 21
Organization of American States Schedule COAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Budget ExecutionFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
(in CAD)A B C D=B+C E F=D‐E G=(E‐D)/D H=E/D
PercentageOriginal Original Re‐ Modified Unobligated Executed Over
33003310‐CSR Training for SMEs 135,000 135,938 ‐ 135,938 135,919 19 0% 100%3320‐CSR Community of Practice 50,000 50,347 ‐ 50,347 39,150 11,197 ‐22% 78%
42004210‐Women's Right 233,000 234,619 ‐ 234,619 151,783 82,836 ‐35% 65%
*
* Temporary cash advance of USD 50,000.
The accompanying notes form part of the financial statements 22
Organization of American States Schedule COAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Budget ExecutionFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
(in CAD)A B C D=B+C E F=D‐E G=(E‐D)/D H=E/D
PercentageOriginal Original Re‐ Modified Unobligated Executed Over
The accompanying notes form part of the financial statements 23
Organization of American States Schedule COAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Budget ExecutionFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
(in CAD)A B C D=B+C E F=D‐E G=(E‐D)/D H=E/D
PercentageOriginal Original Re‐ Modified Unobligated Executed Over
Grand Total 6,602,565 6,648,439 48,510 6,696,950 5,244,811 1,452,139 ‐22% 78%
The accompanying notes form part of the financial statements 24
Fiscal Year 1 ‐ Statement of Changes in Fund Balance (Detail by Output)From April 1, 2012 to March 31, 2013
SCHEDULE D
25
Organization of American States Schedule DOAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Statement of Changes in Fund BalanceFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
A B C D=B‐C E F=D‐E G=(C+E)/BPercentage
Modified Allotted to Cash Fund Executed OverAppropriation Outputs Expenditures Balance Obligations Balance Allotment
The accompanying notes form part of the financial statements 26
Organization of American States Schedule DOAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Statement of Changes in Fund BalanceFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
A B C D=B‐C E F=D‐E G=(C+E)/BPercentage
Modified Allotted to Cash Fund Executed OverAppropriation Outputs Expenditures Balance Obligations Balance Allotment
Outcome / Immediate Outcome / Output
(in USD)
25002510‐Follow‐up MESICIC 201,390 251,390 205,015 46,374 41,958 4,416 98%2520‐Equitable Access to Public Information 141,375 98,963 51,666 47,297 17,106 30,191 69%
33003310‐CSR Training for SMEs 135,938 135,938 103,218 32,720 32,701 19 100%3320‐CSR Community of Practice 50,347 50,348 6,400 43,948 32,750 11,198 78%
42004210‐Women's Right 234,619 164,233 129,283 34,950 22,500 12,451 92%
* Temporary cash advance of USD 50,000.
*
The accompanying notes form part of the financial statements 27
Organization of American States Schedule DOAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Statement of Changes in Fund BalanceFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
A B C D=B‐C E F=D‐E G=(C+E)/BPercentage
Modified Allotted to Cash Fund Executed OverAppropriation Outputs Expenditures Balance Obligations Balance Allotment
Total 5000 1,741,242 1,521,280 965,349 555,930 337,322 218,609 86%
The accompanying notes form part of the financial statements 28
Organization of American States Schedule DOAS/CIDA Cooperation Plan ‐ Phase II Fiscal Year 1 ‐ Statement of Changes in Fund BalanceFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
A B C D=B‐C E F=D‐E G=(C+E)/BPercentage
Modified Allotted to Cash Fund Executed OverAppropriation Outputs Expenditures Balance Obligations Balance Allotment
Grand Total 6,692,312 6,696,950 4,104,156 2,592,794 1,140,655 1,452,138 78%
The accompanying notes form part of the financial statements 29
From inception (March 29, 2012) to March 31, 2013
SCHEDULE ECumulative ‐ Statement of Execution by Object of Expenditure
(Detail by Output)
30
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
The accompanying notes form part of the financial statements 31
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
The accompanying notes form part of the financial statements 32
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
The accompanying notes form part of the financial statements 33
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
The accompanying notes form part of the financial statements 34
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
3320‐CSR Community of Practice8 ‐ Performance contracts 5,000 32,750 37,750 9 ‐ Other expenses 1,400 ‐ 1,400
Subtotal 3320 6,400 32,750 39,150
Subtotal 3300 109,618 65,451 175,069
34003410‐Internal Communication Dispute Settlements
4 ‐ Travel 29,143 ‐ 29,143
The accompanying notes form part of the financial statements 35
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
The accompanying notes form part of the financial statements 36
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
The accompanying notes form part of the financial statements 37
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
5520‐Consultations with CSO's8 ‐ Performance contracts 17,000 27,318 44,318
Subtotal 5500 135,125 34,715 169,840
Total 5000 965,349 337,322 1,302,671
The accompanying notes form part of the financial statements 38
Organization of American States Schedule EOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Statement of Execution by Object of ExpenditureFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
The accompanying notes form part of the financial statements 39
From inception (March 29, 2012) to March 31, 2013
SCHEDULE FCumulative ‐ Other Sources of Financing (Detail by Output)
40
Organization of American States Schedule FOAS/CIDA Cooperation Plan ‐ Phase II Cumulative ‐ Other Sources of FinancingFrom inception (March 29, 2012) to March 31, 2013 At the immediate outcome and output level
300031003110‐MSME Training the Trainers ‐ 6,241 ‐ ‐ 6,241
Total 3000 ‐ 6,241 ‐ ‐ 6,241
500053005310‐Political Analysis System ‐ ‐ 5,326 ‐ 5,326
55005520‐Consultations with CSO's ‐ ‐ ‐ 840 840
Total 5000 ‐ ‐ 5,326 840 6,166
Grand Total 17,952 6,241 5,326 840 30,359
* Includes applicable Indirect Cost Recovery (ICR).
Expenditures (in USD)
Total
Central American Bank of Economic Integration China Morocco
International Institute for Democracy and Electoral Assistance
*
The accompanying notes form part of the financial statements 41
NOTES TO THE FINANCIAL STATEMENTSDepartment of Financial and Administrative Management Services
Financial Reporting and Administrative Coordination Section
1 Basis of preparation. The financial statements have been prepared under the cash basis of accounting and in accordance with GS/OAS financial rules and regulations. The accounting policies have been applied consistently throughout the period. A summary of GS/OAS financial rules and regulations may be found at:http://www.oas.org/legal/english/admmem/OAS_Financial_Handbook_for_Specific_Fund_Agreements_Feb_2008_Rev_3.doc
2 Audit of accounts. The OAS Board of External Auditors, consisting of three Members elected by the General Assembly, is entrusted with auditing all accounts, funds, and operations of the Organization as awhole on an annual basis with the assistance of an external auditing firm. The annual external audit is intended to provide a reasonable level of assurance that the financial statements are fairly stated in allmaterial respects. The auditing firm’s opinion on the financial statements is based on auditing procedures, which include a review of internal controls and selected tests of transactions and records. The audit ofall Specific Funds, including the accounts presented in this financial statement, is performed within this general context. In this regard, this project has not been subject to a specific audit but its transactionsand records may or may have not been selected for tests by the external auditing firm. The latest GS/OAS annual audit of accounts may be found at:http://scm.oas.org/pdfs/2012/CP28579E.pdf
3 Reporting currency. The functional currency of the GS/OAS is the United States dollar (USD). All financial transactions including financial statements are denominated in USD. If the contribution is madein a currency other than USD, it is converted to USD at the exchange rate of the day of the receipt of funds.
4 Award and reporting periods. Award period refers to the timeframe when expenditures and unliquidated obligations can be incurred as per donor agreement restrictions, if any. Reporting period refers to thetimeframe up to when unliquidated obligations are paid and/or when final adjustments are posted. The reporting period may extend beyond the award period as these circumstances arise.
5 Unliquidated Obligations. Unliquidated obligations are amounts related to commitments to disburse monies for the procurement of goods or services in future periods. Such amounts represent liabilitiesto third parties at the end of the respective periods and are anticipated to be expended in subsequent periods in the completion of a particular program or activity. This amount may be lower in subsequentperiods as deobligations occur.
6 Indirect Cost Recovery (ICR). Pursuant to OAS General Standards approved by its Member States and in accordance to Executive Order 07‐01, issued by the OAS Secretary General on May 29, 2007,the ICR rate for contributions is established at a minimum of 11% (Member States) or at a minimum of 12% (other donors) of the total contribution amount. Agreements signed prior to this policy aregrandfathered, thus each percentage of ICR may differ. As long as costs are not easily attributable to a particular activity, ICR partially defrays costs incurred in the administration of projects including, amongothers, the following products and services: planning, monitoring, review and evaluation of projects; resource mobilization services; financial management framework (e.g., financial manuals, handbooks,guidelines, and training); staff recruitment; overall administrative functions of the General Secretariat; legal and financial review of agreements; banking operations (e.g., receipt of funds, check emission,bank reconciliations); financial reporting; external audit coordination and representation; internal audits; setup and management of accounts; procurement of goods and services; recordingand processing of transactions; facilities and utilities; and general use office equipment and supplies (e.g., networks), etc. Specific ICR guidelines and procedures may be found at:http://www.oas.org/legal/english/admmem/ADMMEM116_ICR_Indirect_Cost_Recovery_GP.doc
7 Rounding. Totals may differ from the sum of individual figures shown due to rounding.
8 Fiscal year. This report has been prepared to reflect CIDA's fiscal year (April 1 to March 31).
9 Original Appropriations. Refers to the total level of resources planned for a particular output as reflected in the original budget. Amounts in USD are projected based on actual and projected receipts in CAD.
10 Reprogramming. Amounts reprogrammed from a particular output to another.
11 Modified Appropriations. The result of Original Appropriations plus any reprogramming amounts between outputs.
12 Execution. Expenditures plus unliquidated obligations.
13 Unobligated Appropriations. The result of Modified Appropriations minus execution (expenditures plus unliquidated obligations).
14 Allotment. Actual level of resources made available or advanced by the GS/OAS for execution.
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Annual Report OAS Cooperation Plan Year I (2012-‐2013)
Updated Budget
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Annual Report OAS Cooperation Plan Year I (2012-‐2013)
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Annual Report OAS Cooperation Plan Year I (2012-‐2013)
Other Donor Contributions �The � Technical � Secretariat, � following � up � on � remarks � made � during � the � Joint � Steering � Committee � Meeting � of � 28th � February � 2013, � concerning � the�desirability � that � external � in � kind � contributions � from � other � donors � should � be � presented � with � the � program’s � reports, � has � contacted � DFAMS � to �verify� the � procedure � that � should � be � followed � to � obtain � this � information. � DFAMS � has � confirmed� to� the � Technical � Secretariat � that � this � would� require � that � the � GS/OAS � receive � an� official � communication� (e.g. � pledge � letter) �from � each � donor� agency � (or� others)� specifying � the � amount� donated � to � the � program � (fair� market� value)� as � well � as � the � fiscal � year � as � to � which � the�contribution � applies. � The � Technical � Secretariat � will � endeavor � to � implement � this� procedure � in � the � first � few �months� of � Year � 2. �� Budget Management �As � mentioned� earlier � in� this � report, � the � First � Year � of � the � OAS � Cooperation� Plan � has � had� a � slow � start � for � a � number � of � operational� reasons.� In � spite �of � this, � financially � speaking, � the � execution� of � the � approved� budget � can� be � deemed� satisfactory � and, � as � of � 31st � March � 2013, � 78% � of � funds � have �been� executed. ��The � two �main � reasons � for � the � slow � start � are � the � following: ��
1. Setting � up � the� supporting � structure� has � been � a� challenge, � especially � with � design, � performance� management, � and � coordination � of �projects � and� programs. � �
2. Most � projects � have � undergone � lengthy � review � prior � to � approval. ��Year � 2� starts � without � these � constraints � and � the � process � of� budget� execution � is � expected� to� be � fluid� and� effect �
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Budget Execution by Module At a more detailed level, the budget implementation by Outcome as of 31st March 2013 has shown the following results: Component
# Description Percentage of
Budget Executed Comments
1000 Strengthen national electoral systems and processes 68% Uneven performance between Outputs. Improvement foreseen for Year 2
2000 Improve standardized and harmonized policies and regulatory frameworks related to the business environment
87% Satisfactory performance. Improvement foreseen for Year 2
3000 Improve market access and participation in regional and global trade for member states
82% Satisfactory performance. Improvement foreseen for Year 2
4000 Strengthen the application of human rights instruments related to gender equality by member states
44% Extensive preparatory work and short-‐term staffing problems have delayed execution. Situation corrected. Year 2 will see normal execution.
5000 Improve the institutional capacity of the OAS
75% Satisfactory performance. Improvement foreseen for Year 2
Table 3: Budget Execution Analysis
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Narrative This section provides a detailed overview of the programs background, context, structure, and management based on the activities carried out within the program.
Narrative Yr. I
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
Rationale and Justification As the region’s leading multilateral political forum, the Organization of American States (OAS) is an ideal mechanism for cooperation to strengthen democracy and governance, to foster integral development, to protect human rights, to promote the rule of law, to fight poverty and inequality and to maintain peace. The development priorities of the Canadian International Development Agency (CIDA) are aligned with these comparative advantages of the OAS and therefore a natural partnership has been imminent. The OAS-‐CP is an example of the ongoing collaborations amongst both organizations. The OAS-‐CP serves as one of the regional mechanisms sponsored by CIDA to strengthen its regional cooperation agenda in Latin America and the Caribbean. The OAS-‐CP was designed based on 3 main development themes: democracy, economic growth and human rights. The activities being carried out within the OAS-‐CP are driven by demand; they are a result of the assessment of the needs and requests of the OAS member states, hence its focus on strengthening the institutional capacity of its governments so they can better address and accomplish the goals established in their own national plans and agendas. The priority areas in which the programs included within the OAS-‐CP focus their efforts have been identified by the Member states through political dialogue. The results of these dialogues are translated into mandates that serve, as the priorities of the organization in which determine the nature of all cooperation agreements. Mandates along with in country consultations led to the identification of the following 5 priority areas of intervention for the OAS-‐CP: Priority Area 1: Democracy Expected Immediate Outcome: “ Strengthened Implementation of elections, focusing on gender considerations in targeted countries” Through the OAS-‐CP guidance and technical support is provided to the relevant national electoral authorities (Electoral Management Bodies) focused on improving electoral systems and processes in member states. This is achieved through the systematization and transfer of best practices as well as with the development of specialized reports and the dispatch of observation missions to the field. The main contributions of these activities are the strengthening of national institutions, transparency and accountability is increased, conflict management is enhanced and crises are reduced in the region. In addition awareness is raised on the obstacles that women encounter to fully participate in electoral processes by collecting disaggregated data on female participation in elections, which serves as input to those working to reduce or eliminate the barriers that women encounter. (No International election observation missions are being financed by this project)
Project Summary Yr. I
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Priority Area 2: Regulatory Frameworks Expected Immediate Outcome: “ Increased progress towards implementation of policies and regulatory frameworks and instruments that stimulate sustainable economic growth, particularly in areas of competitiveness, innovations and MSMES in targeted countries” By promoting policy dialogue and facilitating spaces i.e. specialized networks for the interaction of national and regional authorities, the OAS-‐CP contributes to the standardization and harmonization of policies in member states linked to the business environment. The activities specifically support government sectors and ministries carrying out national action plans for the improvement of regulatory frameworks supporting the MSME sector, as well as by providing capacity building tools for improving Corporate Social Responsibility, Public Management, Financial Inclusion, Access to Credit and Access to Information. Priority Area 3: Market Access Expected Immediate Outcome: “Increased opportunities provided by Member States to businesses to access national, regional and global markets” The OAS Cooperation plan focuses on improving the Member States market access and the participation in regional and global trade providing a national capacity building activities and establishing sub regional collaborations with MSME support institutions to promote small business development. These activities are focused on boosting innovation and competitiveness in the LAC region by increasing the technological capacities of targeted MSMEs, as well as systematizing best practices. Furthermore national institutional capacities in trade dispute settlement and arbitration are enhanced through training sessions for public officials in the application of these instruments for an attractive environment for international trade. Priority Area 4: Human Rights Expected Immediate Outcome: “Strengthened application of human rights instruments related to gender equality, i.e. CEDAW and BELEM do Para by Member States” Fostering a conducive environment for sustainable public policies that address women’s rights and gender equality in the LAC region is the OAS-‐CP main contribution in the strengthening of the application of human rights instruments related to gender equality in member states. Specifically, through the OAS-‐CP, the Inter-‐American Commission of Women (CIM) assesses the national mechanisms in place that evaluate the exercise of women’s rights by encouraging policy dialogue and exchange of good practices as well as assisting countries in implementing measures to reduce violence against women. Priority Area 5: OAS Institutional Capacity Expected Immediate Outcome: “Improved Effectiveness of the OAS in fulfilling its mandate to support democratic governance and sustainable economic growth” Activities under this priority area are focused on improving the effectiveness of the OAS in order for the Organization to fulfill its mandate to support democratic governance and sustainable economic growth. As well as strengthening the performance management capacity by promoting the use of Result Based Management Instruments as well as integrating gender equality as a cross-‐cutting theme within the OAS. Supplementary tasks centers on communicating the work of the OAS to its various stakeholders through inclusive channels i.e. Summits Implementation Review Group (SIRG).
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Success Factors We define Success Factors (SFs) as the key areas where things must go right for the successful achievement of the program’s outputs and outcomes. If results in these areas are not adequate, the organization's efforts will be less than satisfactory. The OAS Cooperation Plan has completed its first year of activities and at this stage; it is possible to identify a small number of SFs that are considered key for the future performance of the program:
Key Areas Comment § Relevance The OAS-‐CP is demand-‐driven and is organized around specific Outcomes, reinforcing the
relevance of the different Program’s components § Sustainability Connected with the provision of successful delivery and the ability to bring about clear
results and skill-‐transfer § Strong distribution network The hemispherical geographical presence that brings the OAS to every corner of the
Americas is an important asset § Provision of differentiated projects and
Innovation The capacity to provide services that are unique given the specific characteristics of the OAS as a political organization
§ Quality and Timely Action in Delivery The ability to attain above-‐average standards in project implementation and obtaining results
§ Member States satisfaction Being able to obtain the planned outcomes and achieving recognition as a service’s provider
§ Effectiveness and appropriateness of resource utilization
The essential necessity of practicing a sound and flexible Financial Management
Table 4: Success Factors
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Strategic Partnerships The expected results of the OAS-‐CP within the five priority areas cannot be achieved solely by the efforts sponsored by OAS and CIDA. Therefore coordination with other partner institutions including the agencies of the United Nations, the Inter-‐American system and international financial institutions, have been key to improve effectiveness and avoid the duplication of efforts. Establishing partnerships at the national and regional level is one of the main components of the work plans of the technical teams leading the initiatives carried out during Year I. The OAS technical teams are continuously working towards this objective by coordinating joint programs, participating in regional and high level meetings, inviting partners to participate in OAS meetings as well as promoting the exchange of best practices, new findings and reports by:
-‐ Developing and strengthening strategic alliances with selected priority multilateral and regional institutional partners and donors; -‐ Carrying out joint activities in key areas with selected priority multilateral and regional institutional partners; and -‐ Coordinating and promoting institutional knowledge and institutional relations among the OAS secretariats and multilateral and
regional institutional partners. Other priority partners are universities and non-‐governmental/civil society organizations that actively participate within the OAS-‐CP (A total of 143 CSO representatives participated during activities of Year I). In addition the National institutions also serve as key partners for the implementation of the OAS-‐CP technical teams (ministries, national planning offices, cooperation agencies and sectorial secretariats, among others). These national authorities act as main liaisons for the design and development of the activities. Below are a few examples of the most relevant partners by priority area for Year I: Democracy
-‐ The Central Electoral Board of the Dominican Republic and the Superior Tribunal of Electoral Justice of Paraguay have established a cooperation agreement to support the Paraguay Electoral Management Body to implement a digital system to transmit preliminary electoral results.
-‐ The African Development Union as an electoral observation institution will share methodologies with other LAC countries regarding electoral processes.
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Regulatory Frameworks
-‐ The University of California Davis (UC Davis) co-‐sponsored 10 scholarships for government officials to carryout a course on Promoting Innovation: Licensing Academy in Intellectual Property and Technology Commercialization, June 4-‐13, 2012.
-‐ The Ministry of Economy, Industry and Commerce (MEIC) of Costa Rica will host the first meeting of InnovaNet one of the Inter-‐
American Networks of the OAS on April 24-‐25 of 2013.
-‐ The Central American Forum of presidents of the legislative powers of Central America and the Caribbean FOPREL agreed to lead the awareness campaign on CSR amongst parliamentarians at the sub regional level through resolution drafted in October 9, 2012.
-‐ The Organisation for Economic Cooperation and Development (OECD) will support the activities linked to the promotion of the
role of the private sector within cooperation agendas for development promoted through the Inter-‐American Cooperation Network
-‐ The Latin American Parliaments (Parlatino), a regional organism integrated by the national parliaments of Latin America will serve
as the regional platform for the promotion of the Model Inter-‐American Law on Access to Public Information. Market Access
-‐ The UN Global Compact has partnered with the CSR program to distribute a regional survey on the role of the SMEs in the
extractive sector in five targeted countries.
-‐ The Centre for the Promotion of Micro and Small Enterprises in Central America, CENPROPYME will design and implement in coordination with the OAS/MSME program a train the trainer program to improve the competitiveness of women entrepreneurs through the use of ICTs.
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Beneficiaries in Numbers The main beneficiaries of the OAS/CP are the 34 OAS Member States yet based on the available information for Year I the OAS/CP we can provide a more detailed panorama of the programs impact:
Approximately 191 Activities of technical cooperation have been carried out by the OAS/CP.
35%
32%
26%
10%
Regional Focus of the OAS/CP Acbvibes
Central America Caribbean
South America
Central American Countries with a 35% our the main recipients of the technical cooperation delivered through the OAS/CP
38
85
31
17 20
0 10 20 30 40 50 60 70 80 90
Total Acfvifes carried out (Events, trainings, dialogues) in coordinafon with OAS MS:
Num
ber o
f Acbvibe
s
Total Acbvibes Year I
1000
2000
3000
4000
5000
Figure 4: Total Activities Year 1
Figure 5: Activities per Region
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275
902
241
51
172
0 200 400 600 800 1000
1000
2000
3000
4000
5000
Acbvity Parbcipants
Outcomes
# of Individuals
Direct beneficiaries of the OAS/CP during Year I:
*Disaggregated Data Gender by Outcome (available data)
11%
89%
Democracy
Women
Men
Over 1,600 individuals have directly benefited/ participated in the activities of the OAS/CP
54%
46%
Business Environment
Women
Men 48%
52%
Access to Markets
Women
Men
Figure 6: Total Participants Year I
Figure 7: Disaggregated Data by Gender and Component
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Detailed Beneficiaries 1000
- Electoral Authorities in the 34 Member States - Department of Electoral Cooperation and Observation (DECO)/ OAS Staff
2000
- National and local governments and institutions with MSME development agendas. - Small and medium enterprises (SMEs) mainly from the extractive sector - Local CSR organizations, local business associations, Large Companies - Parliaments and Councils - OAS Member State (Cooperation Development Authorities/Agencies/Units) Technical Teams; Program Managers/Specialists,
International Cooperation Directors/Sub directors, South-‐South Cooperation Units 3000
- Government officials of OAS member states responsible for the negotiation and implementation of trade agreements and for assisting businesses, including service providers, to access national, regional and global markets
- MSMEs, in particular women, youth and vulnerable groups with potential to benefit from their participation in trade. 4000
- National Mechanisms for the advancement of women, National statistics offices and other entities involved in formulating and monitoring public policy on women’s rights and gender equality.
5000
- Participating social actor organizations and individuals, including CSO, indigenous peoples, youth, private sector, afro-‐descendants, think-‐tanks, and gender-‐based groups, among others
- Summit host countries (Colombia, Panama) and other participating OAS member states - Technical Secretariats of Inter-‐American Ministerial - Civil society organizations and networks that work in the topics of the General Assemblies, ministerial meetings and Permanent
Council - OAS Member States and General Secretariat that receive recommendations from stakeholders - OAS General Secretariat -‐ areas working with projects and mandates, the Permanent Council, the Committee on Budgetary and
Administrative Affairs
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Structure The execution of the results linked to the OAS-‐CP is an institutional effort. The program has a total of 37 outputs, led by 8 secretariats and an average of 40 specialists (OAS Staff) coordinating activities and tasks linked to the program, for details on the programs distribution please see table below:
Table 5: Component per Areas
OAS Cooperation Plan Program Components Area In Charge/Core Teams 1000 2000 3000 4000 5000
Secretariat for Political Affairs (SPA) X X X Executive Secretariat for Integral Development (SEDI) X X Secretariat of Legal Affairs (SLA) X X Secretariat for External Relations (SER) X Secretariat of Administration and Finance (SAF) X Inter-‐American Commission of Women (CIM) X Summit of the Americas Secretariat (SUM) X Office of the Secretariat General (OSG) X Total: 37 Outputs 6 11 6 4 10
Project Management Yr. I
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The implementation of the OAS Cooperation Plan makes necessary the adoption of an organizational structure that is flexible enough to allow several teams to perform and deliver simultaneously. The Project Management Structure and Governance that has been adopted required the assignment of the following series of roles and responsibilities: A Technical Secretariat which serves as the technical counterpart to CIDA, composed of a Technical Secretary and an Assistant, will be the technical counterpart to CIDA. In order to provide the managerial necessities and the delivery that is expected of the different components of the program, as well as providing operational planning, coordination, monitoring, follow-‐up and coaching, the Technical Secretariat will be supported by the corresponding Secretariat for Administration and Finance and the Secretariat for External Relations. A group of Five Core teams divided accordinging to there area of intervention under each Intermediate Outcome (1000, 2000, 3000, 4000, and 5000) formed by the OAS Staff; in charge of the delivery of a given number of outputs. Others; during the execution of the Cooperation Plan the participating units will be supported by a number of departments of the SG/OAS:
- DFAMS: Department of Financial and Administration Management Services - DPE: Department of Planning and Evaluation - CIM or SECIM: Secretariat of the Inter-‐American Commission of Women
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Governance To support the proper execution of the OAS Cooperation Plan, a series of measures and actions are currently being carried out to meet the agreed results taking into account the Result Based Management Programming (RBM) guidelines provided by CIDA. Consequently the following tailored processes for the governance and management of the program have been implemented, please see diagram below for details:
Figure 8: Governance Structure
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Management The Management of the OAS Cooperation Plan relies on the centralization of support and the development of a series of follow-‐up activities (coaching sessions, reminders, information requests) carried out by the TS and the DPE. To facilitate the governance of the OAS-‐CP a Program Management Plan (PMP) has been designed and put in place begginning Year I. The PMP is carried out in coordination with the OAS/GS relevant departments and with the help of the core teams, the plan is composed by the following actions:
1. Planning A Project Management Plan (PMP) was developed to provide guidelines on how the OAS-‐CP is to be carried out and managed, based on CIDA guidelines (PMP). 2. Monitoring The Logic Model and the Performance Measurement Framework (PMF) are the central documents guiding the Monitoring Strategy of the OAS-‐CP. The indicators identified in the PMF are used to measure achievement of results at the various levels. The core teams are responsible for the outputs and outcomes, and are required to report on the progress towards meeting the targets set. In order to “operationalize” the implementation of the OAS-‐CP, areas responsible for the achievement of specific outputs were required to present a project profile for the consideration of the Project Evaluation Committee (PEC) of the OAS/GS. Upon approval the DPE validated that the chain of results at the project level was clearly established, that the beneficiaries were properly identified, that a gender perspective had been incorporated (work done with the technical assistance of the CIM), and that the activities and budget required to establish baselines and target are included and carried out. Particular attention has been given to the relation to the immediate and intermediate outcomes of the Logic Model. 3. Reporting Once the project profile was approved by the PEC each project received 70% of the first year’s resources and the remaining 30% was disbursed upon the satisfactory completion of a Report on Progress of Project Implementation (RPPI) validated by the DPE. The RPPIs are developed based on the approved template by CIDA in order to facilitate the process of reporting and of collecting information to, first, assess the project’s performance and, second, to obtain the data for the annual reporting on the implementation of the OAS Cooperation Plan.
The RPPIs presents data on the progress made towards achieving the planned outputs using the performance data that has been identified in the PMF. Therefore, the information gathered at the project/output level on progress during the reporting period; includes progress towards achieving the targets identified in the PMF; changes or reformulations including the use of resources, if applicable; issues or challenges encountered that could affect the achievement of the outcomes and sustainability; actions to be taken if needed to enhance the likelihood of achieving the outcomes and lessons learned. As it is also expressed in the gender strategy, a specific section on gender equality and women’s rights results is included, and projects are required to report, on the basis of the objectives, activities and indicators that they set out in the beginning of the OAS-‐CP, on the extent to which the project has contributed to advancing gender equality and women’s rights.
This information, together with the financial reports provided by DFAMS, is the input from which the Technical Secretariat produces executive information for the Executive Committee as well as detailed status reports. It is also one of the main sources of information for the Year I Annual Report.
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4. Evaluating A final results evaluation of the Plan will be conducted by an external consultancy; this assessment is programmed to take place by the end of the Year III (2014-‐2015) of the OAS Cooperation Plan. 5. Communicating This is an ongoing task led by the TS focused on engaging the OAS Core Teams and facilitating exchanges that allow the collection of timely information as well as the publicizing of the results of the OAS-‐CP to key stakeholders. Examples of this exercise are weekly reminders sent by the TS mainly on about to-‐do and general recommendations. This channel allows a frequent interaction with the teams as well as a day-‐to-‐day guidance on the OAS-‐CP. (See the Communications section for detailed information) Additional support and Guidance is provided by:
-‐ A Joint Steering Committee includes both directives from CIDA and from the SG/OAS
-‐ An Executive Steering Committee is the highest internal authority for the Cooperation Plan The Timeframe for the Monitoring Activities of Year I can be detailed in the following diagram:
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Communication In order to publicize and inform all target audiences the completion of activities derived from the program the OAS has entrusted the Secretariat for External Relations (SER) to support the Technical Secretariat in the implementation of a series of communication guidelines (See Annex 6: Communication Memo) at the institutional level. These guidelines are to be carried out by the OAS Core Teams in order to organize the public information shared through the official channels i.e. OAS press department as well as the information provided to the OAS/CP beneficiaries and counterparts. Additionally the Canadian counterparts will have access to timely information, which can serve as input to liaise with other potential partners as well as to showcase the results of the OAS/CIDA partnership. The TS will veil for the implementation of the guidelines whose main objectives are:
- Provide information on future events carried out thanks to the financial support of the OAS/CP - Acknowledge publicly the financial support of the Canadian Government through Canadian International Development Agency (CIDA) - Assure the correct use of the CIDA institutional image i.e. logos in printed materials and online media - Promote the participation of local Canadian counterparts in the activities i.e. workshops, dialogues etc. - Liaise with the Canadian/CIDA counterparts in a streamlined manner
Weekly reminders sent by the TS to the Core Teams complement the communication guidelines and allow the participating teams to be informed of day-‐to-‐day information i.e. reporting deadlines, recent developments among others.
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Environment It was anticipated since the inception of the OAS-‐CP, all activities linked to the plan would not have a negative impact on the environment. For example the vast majority of outputs in the Plan focus on capacity building and institutional strengthening, which are classified as environmentally neutral. Even though a set of outputs are associated with the productive sectors such as industry, commerce and mining, they are fused with environmentally beneficial activities such as those aimed at promoting environmentally sustainable trade and economic development. As part of the activities for Year I of the OAS-‐CP, the environmental impact of the execution of a sample of outputs included in the OAS has been monitored, and reinforced with the promotion of the use of a few practices drawn from the “Greening OAS Strategy1”. For Example the TS have made it mandatory that all reporting documentation be submitted in electronic form. In order to provide inputs regarding the environmental impact of the OAS-‐CP, a group of projects in particular have been selected based on their direct link to specific productive sectors i.e. mining, and tourism, or if they have opted for the use of Information and Communication Technology (ICT/IT) solutions i.e. virtual meetings, videoconferences, and virtual forums within their implementation. Therefore help to minimize/prevent aviation-‐related carbon dioxide (CO2) emissions2. The Sample of Projects is:
2140: Inter-‐American Networks (RIAC, STEN, Inter-‐American E-‐SME and Innovation Network and Consumer Safety Network) 3220: Capacity building program of country officials for the sustainable use of natural resources (water, soil, land, renewable energy, biodiversity) developed in trade goods and services executed 3310: Training provided to SMEs to adopt socially and environmentally responsible business practices 5510: Recommendations from virtual and face-‐to-‐face consultations presented to OAS member states in the policy-‐making process (i.e. Summit Implementation Review Group-‐SIRG)
This sample of outputs will include environmental inputs (narratives and the tracking of Off-‐setting carbon emissions saved by substituting OAS staff and its key stakeholder’s air travel with the use of Information and Communication Technology (ICT/IT) solutions3 within their yearly reports beginning Year II of the OAS-‐CP. 1 OAS Greening Strategy http://oasconnect/Portals/0/HR/greeningtheoasstrategy.doc 2 For example, an Australian study has estimated that videoconferencing could avoid 2.4 million tonnes of national CO2 emissions, equivalent to 0.43% of the country’s total2. 3 A limited sample of projects will provide Off Set carbon emissions data
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Result Based Management (RBM) is integral in assessing the program performance of the OAS Cooperation Plan for Year I, therefore a look at its two main instruments the Logic Model (LM) and the Performance Management Framework (PMF) allows us to analyze the current status of the program. This set of working documents serves as a compass for the core teams activities. As well as for the monitoring activities led by DPE and the TS. The programs structure for Year I from a Result based approach can be appreciated based on the available data (baselines and targets) by indicator within the PMF (see table below): The available data allows us to see how activities during Year I have been focused in collecting primary data through i.e. surveys, diagnosis, etc., as the first step in setting realistic goals for the individual projects. As a result at the Output level, 100% of the data is available, followed by the Immediate Outcomes at a 92%, closing with a 57% at the Intermediate level. The low percentage at the Intermediate Level is a consequence of the early stage of the program. The LM and PMF are considered “living” documents for planned goals can change overtime. Therefore as part of the flexibility in the development of the programs goals, these documents are open to be modified by the OAS technical teams. Edits are submitted in writing to the TS and DPE, which together evaluate the rationale behind the potential changes and its validity. In order to assure the edits do not alter the stated results at the intermediate or immediate level. Any changes in budget are also coordinated and approved by the DFAMS. During the execution of Year I a series of minor edits at the Output Level (2310-‐2320-‐2330-‐5130-‐5510) have been applied to the LM (See Annex # 2) and PMF (See Annex #1). The rationale behind the programmatic changes is mainly based on lessons learned from previous executions or changes in the program’s priorities.
BASELINES INDICATORS TARGETS # % Available %
Pending # % Available %
Pending # %
Available %
Pending
Intermediate Outcomes
7 57 43 14 100 -‐ 6 57 43
Immediate Outcomes
35 92 8 38 100 -‐ 35 92 8
Outputs 79 100 -‐ 80 100 -‐ 77 100 -‐
Table 6: Available Data 03/31/13
Program Performance Assessment Yr. I
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Additional Assessment Tools In order to in order to provide detailed information on the development results at the level of outputs of the OAS-‐CP an additional document labeled Project Progress Status Report (PPSR) has been created by the TS. This supplementary document to the LM and PMF is elaborated based on the information included in the Report on Progress of Project Implementation (RPPI) presented periodically by the OAS Core Teams. The PPSR showcases the activities and/or groundwork being carried out in line with each of the program components. The report also includes actual data by indicator that shows detailed progress as well as highlights of events, tasks, or deliverables met by March 31, 2013. The information collected in the Project Progress Status Report allows us to assess the developments taking place in the field. When reviewing this information please take into account:
§ The time-‐consuming review and approval that all projects went through in the first few months of Year I; § The slow progress that initially marked the process of defining baselines and targets; § The changed project management that required and requires that Teams focus on interconnected actions and their results instead of
stand-‐alone activities. Having said that, it is also important to point out that the degree of progress that has been reached on average is satisfactory, because it has provided the groundwork to create the necessary conditions for success in the project as a whole. From a technical standpoint it is possible to rate Year I as satisfactory and to forecast Year II as very good, thanks to the work that has been developed so far. The previous assertions are easier to share by reviewing the tables included in the next pages:
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Project Progress Status Reports
Expected Results11 Indicators2 Baseline Data
Actual Data2 Targets Notes/ Highlights 3
Outputs 1110 Capacity-‐building and professional development support provided to all EMBs in political-‐electoral financing and gender mainstreaming
# of toolkits produced for EMBs to promote women’s participation in elections and on political finance models
EMBs perceived value of model legislation on political electoral financing with a specific gender focus provided to Caribbean countries
Perceived usefulness of Caribbean EMB and political leaders participating in regional for a of revised model legislation on political electoral financing that incorporates a gender focus
0 0 04
0 0 0
2
30%
30%
Data collection on gender and political financing is complete. Data is currently being systematized to then proceed to the design of the toolkit. It is expected to have the first draft of both toolkits by June 2014.
In preparing the inter-‐regional comparative study on elections including men and women’s political-‐electoral participation, DECO/OAS has signed an agreement with the Observatoire Politique de l’Amérique Latin et des Caraïbe (OPALC) of Science Po University.
Baseline data will be obtained at a meeting of Caribbean EMBs in the second trimester of 2013, supporting documentation has been presented.
1120 Training/seminars/ exchanges held to share lessons learned related to elections, including lessons promoting women’s participation in electoral bodies
# Of EMBs members per year participating in trainings/ seminars, disaggregated by sex.
# of international exchanges between the OAS and international election observer institutions to share methodologies, statistics and recommendation monitoring mechanisms
500 3
580
(11% F /89% M)
4
800 7
Two trainings/Seminars have taken place in 2012: VIII Interamerican Meeting of Electoral Management Bodies (EMBs) entitled “Strengthening Electoral Processes in the Hemisphere” was held in Montego Bay, Jamaica, from September 18 to 19, 2012.
One International exchange has been completed: At the 7th Implementation Meeting on the Declaration of Principles for International Election Observation hosted by the National Democratic Institute (NDI).
A second exchange is in process with the African Development Union
1 As included in the OAS Cooperation Plan PMF 2 As included in the OAS Cooperation Plan PMF 3 Available data based on the completed activities by 03/31/13 4 New Data
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Expected Results11 Indicators2 Baseline Data
Actual Data2 Targets Notes/ Highlights 3
1130 Studies disseminated to all EMBS on how to strengthen their work to make elections more inclusive
# of studies provided to EMBs on standards of good elections and mechanisms for enhancing voter participation
0
0
2
OAS/DECO and University of Laval are working on the preparation of a study on the socio-‐demographic profile of the voters in Central America.
6 Electoral Management Bodies in Central America have answered a survey.
OAS/DECO staff members and the Research Chair on Democracy and Parliamentary Institutions of the University of Laval visited the Electoral Tribunal of Costa Rica in order to collect data on electoral participation and also information on the activities carried out by the Supreme Electoral Tribunal to promote electoral participation.
1140 Quality Management Systems (QMS) implemented and Electoral Management Assurance (EMA) developed to certify electoral authorities
# of QMS implemented # of EMA developed
0 0
0 0
1 1
GS/OAS is currently convening and facilitating discussions at the international level for the potential approval of an ISO Electoral International Norm, ISO 17581.
Approval of the International ISO Electoral Standard is pending. Meeting of Central ISO Committee scheduled for May 2013.
In progress QMS in the Central Electoral Board-‐Dominican Republic); 3 stages in the implementation process have been completed a total of 250 public officials have been trained in "Understanding, Analysis and Implementation of the ISO 17582 / ISO 9001:2008 Requirements & Process Management"
1150 New technologies which take into consideration gender equality (where appropriate) identified and implementation facilitated (including e-‐voting) in electoral processes in member states
# of member states in which new technologies are supported
Degree to which gender equality data is being captured by appropriate new technologies
0 0
21
25%*
2
100%
Mexico; The Institute of Elections and Citizen Participation of the State of Jalisco
Colombia; Advisory Commission for the incorporation, implementation and design of technologies for information and communication in the electoral process",
Systems implemented to date (1) captures the respective gender equality data
1 Target has been reached * Means of Verification (MOV) have been requested by DPE
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Expected Results11 Indicators2 Baseline Data
Actual Data2 Targets Notes/ Highlights 3
1160 Technical cooperation provided to EMBs on several electoral topics, including: legal reform, geo-‐reference systems, electoral registry auditing, electoral juridical rulings, decentralization of the vote and promotion of the equal participation of women and men at all levels of the electoral process
# of EMBs receiving technical cooperation
EMB perception of relevance of technical cooperation received
0
54%
2
54%
6
75% positive
Two Technical Assistance programs are in progress:
Outputs 2110 OAS Dialogue of MSME High-‐Level Authorities institutionalized as an hemispheric forum for public policies and strategies for MSME development
# of annual OAS Dialogues of MSME High-‐Level Authorities meetings held
# of member states participating in meetings (disaggregated by sub-‐region
%of participants at vice-‐ministerial level
0 0
0
1
244
70%
3
34
70%
The II Inter-‐American Dialogue of High-‐Level MSME Authorities: Public Policies to Promote Competitiveness, Innovation and Internationalization of MSMEs, organized by the Department of Economic Development, Trade and Tourism of the OAS), was held on September 10-‐11, 2012 in New Orleans, United States.
As a result of the Inter-‐American Dialogue of High-‐Level MSME Authorities an Action Plan was identified to strengthen and give continuity to the efforts of countries regarding policies and programs to support the MSME sector and to horizontal cooperation initiatives
1 As included in the OAS Cooperation Plan PMF 2 As included in the OAS Cooperation Plan PMF 3 Available data based on the completed activities by 03/31/13 4 24 total (Central America 6, Caribbean 10, South America 7, North America 1)
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Expected Results1 Indicators2 Baseline
Data
Actual 3 Targets Notes/Highlights
2120 Support provided to high-‐impact MSMEs, including women-‐led MSMEs, public/private universities and R&D centers (which include government-‐sponsored R&D centers and others created by associations of MSMEs) in strategic economic sectors
# of MSME support institutions implementing services tailored to high impact MSMEs, disaggregated by country
# of men and women trained to provide specialized services to high-‐impact MSMEs
0 0
0 0
3
60
A partnership has been established with the Centre for the Promotion of Micro and Small Enterprises in Central America – CENPROMYPE, to design and implement a training of trainers program with the purpose of improving the competitiveness of women entrepreneurs through the use of ICTs.
A final MOU is currently being drafted; training activities are scheduled to begin in March 2013.
2130 Support provided to member states to facilitate the development of the policy framework enabling public-‐private partnerships for innovation in the business environment, including licensing and transfer of technology
# of training sessions provided to member states on the development of policy frameworks
# of training sessions provided to public/private institutions on the development of policy frameworks
0 0
1 0
2 1
10 government officials (5 women and 5 men) were trained on how to use intellectual property (IP) tools to facilitate technology commercialization, through the course “Promoting Innovation: Licensing Academy in Intellectual Property and Technology Commercialization, “held at the University of California Davis from June 4-‐13, 2012.
2140 Support provided to the Inter-‐American Networks (RIAC, STEN, Inter-‐American E-‐SME and Innovation Network and Consumer Safety Network) to undertake their mandates
# of cooperation/successful practices exchanged by network members
# of networks’ government officials and stakeholder representatives trained in key sectoral issues, disaggregated by network
2 2
67*12
562*3
18
10
52 for RIAC (16 countries, 2 institutions 116 participants from 31 countries at RIAC meeting from 2,686 assisting at the Americas Competitiveness Forum
E-‐Innovanet; the Ministry of Economy, Industry and Commerce (MEIC) of Costa Rica agreed to host the first meeting of the Central American region of Innovanet in San Jose, Costa Rica, on April 24 and 25, 2013, on occasion of SME week in Costa Rica.
RIAC members approved the 2013 action Plan which provides a number of specific activities to be carried out as coordinated by the Chair Pro Tempore, Panama, with the support of the Technical Secretariat (OAS).
The RIAC action plan is aimed at the implementation of the 10 principles of competitiveness approved in the Consensus of Santo Domingo in 2012. There is a specific principle
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Expected Results1 Indicators2 Baseline
Data
Actual 3 Targets Notes/Highlights
dealing with social inclusion and gender equity (#8). Panama selected as the main theme for 2013 infrastructure and technology
2210 Mechanisms created to raise awareness of CSR principles among parliamentarians in the region
# of mechanisms created to raise awareness of CSR among parliamentarians in the region
Creation of tailored evaluation tool kits to measure CSR awareness among parliamentarians
3 0
3 2
5 3
As a result of a dialogue-‐workshop” A vision of CSR from Congress” held on Oct. 9, 2012 in Nicaragua. The Legislative Secretaries of the Parliamentarian Commissions of Nicaragua and FOPREL members drafted a resolution that promotes the inclusion of CSR within the government agendas
A tailored tool kit has been developed for Nicaragua
2220 Capacity building tools developed to promote responsible practices among key stakeholders of the Inter-‐American Cooperation Network (CooperaNet)
# of capacity building tools shared through the network
2
3
8
One tool has been developed till date hosted within a new website www.cooperanet.org: ECoopeX; an online catalogue of OAS projects and programs
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Expected Results1 Indicators Baseline Data
Actual Targets2 Notes/Highlights
Outputs 2310 Establish a knowledge exchange/dialogue mechanism to promote sound management practices in member states/in the region i.e. Inter-‐American Cooperation Mechanism for Effective Public Management (MECIGEP)
# of guides developed by MECIGEP
# of effective public
management/successful practices exchanged by member states/members of the MECIGEP
# of recommendations
implemented by member states/members of the MECIGEP
6 0 0
9 7 0
30
12 3
3 countries guides have been developed and have undergone peer review; Peru, Colombia and Dominican Republic. An additional 3 are in process.
Seven public management projects have been exchanged; (1) Project Management Model for Innovation in Mexico’s Public Service, (2) State Transformation in Jamaica: Asses and further change, (3) Institutions’ Modernization and Taxation Practices as basic condition for Good Governance, (4) Office of the Procurement Ombudsman’s Mandate within the Canadian Federal System, (5) Public Sector Transformation in Jamaica: Realities and Challenges, (6) Compliance management methodology at the central government of Chile, (7) Information Technology in Public Management of Colombia
1 As included in the OAS Cooperation Plan PMF 2 Available data based on the completed activities by 03/31/13
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2320 Technical assistance provided for the implementation of selected projects requested by OAS member states in key areas of public management
# of selected projects initiated in member states in key areas of public management
% of projects which integrate gender equality principles
5 0
818
25%
14
50%
Three selected projects are being initiated; (1) Transparent and Efficient Municipalities, (2) Promote Transparency and Access to Public Information, (3) Strengthen civil registry entities in Belize, Saint Lucia, and Saint Kitts and Nevis
A workshop and bilateral working meetings with a gender specialist focused on the implementation of a gender strategy by promoting a common understanding amongst the personnel of the department of public management took place on October 16-‐17, 2012
As a result of the Gender consultations the project will include: (i) diagnosis of gender balance in public institutions at national and municipal level, which will include but not limited to: a) targets for the representation of women; b) equal access to training opportunities, c) equal opportunities/pay; and d) development of gender equality mechanisms; and (ii) recommendations to incorporate the findings from the diagnosis into their strategic planning/formation process.
18 Means of Verifications (MOV) have been requested by DPE
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2410 Technical support provided to member states for implementation of the OAS Model Law on secured transactions, with the participation of international organizations, private sector, trade associations and taking into account the financial inclusion of women-‐owned SMEs
# of States considering OAS model law as the basis for reform
# of participants, disaggregated by international organizations, private sector, trade associations, participating in the implementation of the Model Law
% of organizations
participating in the implementation of the Model Law that advocate for women-‐owned businesses
0
12
0%
0
13
0%
4
80% (9-‐10
participants)
20% (min two)
The first seminar for OAS member states’ capacity to implement secured transactions reform (STR), on OAS STR will be held between June and August 2013. Trainings will center on how the OAS Model Law and its Model Registry Regulations can help OAS member states meet their specific needs for ease of access to equitable credit and build institutions for the future.
Activities are currently being carried out to procure co-‐sponsors for the country reform processes through the OAS missions
2510 Assessment of the compliance of the Inter-‐American Convention against Corruption conducted through its Follow-‐up Mechanism (MESICIC)
# of countries reviewed for compliance during the Fourth Round (2012-‐2015)
% of compliance of member states at the hemispheric level
2819
22%
5
22%
31
35%
Five of the 31 countries scheduled for review within the MESICIC framework (Fourth Round) have been reviewed for compliance with the Inter-‐American Convention against Corruption (IACAC) and the corresponding reports have been published. These countries comprised the first group to be reviewed (Brazil, Bolivia, El Salvador, Mexico and Paraguay).
19 28 OAS Member States are scheduled to be reviewed between 2012-‐2015 the program aims to include in addition 3 more countries in round four of the MESISIC
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2520 Technical support provided for the implementation of the Model Inter-‐American Law on Access to Public Information and its Guidelines with the participation of government officials, policy makers and the private sector and civil society, including women’s organizations
# of States considering OAS model law as the basis for reform
# of participants, disaggregated by executive branch, legislative branch, private sector and civil society, participating in the implementation of the Model Law
# of civil society organizations participating in the implementation of the Model Law that are women’s organizations
2
0
0
020
0
0
6
75
10
A database on access to public information was created. It covers broad themes such as political documents approved by the OAS especially those related to the General Assembly, Summit of the Americas and Meetings of Ministers of Justice or Other Ministers or Attorneys General of the Americas (REMJAs) and internal legislation
Consultations are being made with the Alianza Regional para la Libertad de Expresion e Información, Latin America’s leading NGO on access to public information, composed of 24 organizations from 19 Latin-‐American countries.
20 Information provided is undergoing review
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Expected Results1 Indicators Baseline
Data Actual21
Targets3 Notes/Highlights22
Outputs 3110 Train-‐the-‐Trainers Program executed, taking into account the needs of women entrepreneurs
# of men and women trained by MSME support institutions to provide assistance to MSMEs
Needs of women entrepreneurs specifically addressed in curricula of training programs
Perception of quality of training by trainees
0
0
0
160
100%*
85%*
300 (M/F)
100%
80%23
With the support of CENPROPYME a training program prepared 196 technical advisors and consultants based on the small business development centers in 6 countries of the Central American region (Belize, El Salvador, Honduras, Guatemala, Nicaragua and Panama) to provide support for women entrepreneurs
The curriculum is aimed at women entrepreneurs in existing MSME support institutions
In partnership with Barrabes Consulting Firm, The Cave school of Business (CHSB) of the University of West Indies and the OAS educational portal of the Americas an online course on the use of internet and social media for MSMEs was developed and is being delivered
3210 Trade-‐related technical assistance (TRTA) program for government officials responsible for negotiating and implementing trade agreements designed and executed
# of government officials trained # of trade-‐related institutions (Ministries responsible for trade and related issues) assisted
0 0
13624 4
150
10
As a result of the national capacity building consultation, there was agreement on approaches to ongoing negotiations and willingness to engage in the national process going forward. Funding was provided to cover travel expenses of the expert.
Capacity building consultations with other CARICOM countries will proceed during the next reporting period.
21 As included in the OAS Cooperation Plan PMF 22 Data based on the activities carried out by 03/31/13 23 Target has been exceeded 24 Means of Verifications (MOV) have been requested by DPE
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Expected Results1 Indicators Baseline
Data Actual21
Targets3 Notes/Highlights22
3220 Capacity building program of country officials for the sustainable use of natural resources (water, soil, land, renewable energy, biodiversity) developed in trade goods and services executed, taking into account the different needs, ownership and uses of those resources with an integrated gender balance perspective
# of training tool kits for the sustainable use of natural resources in trade provided to country officials
# of country officials (M/F) trained in trade goods and services in LAC taking into account the sustainable use of resources and a gender balance perspective
3
401
0
412
5
601
OAS-‐DSD increased the capacity of 4 OAS member state government officials (2 officials from the Ministry of Environment of Peru; 1 official from the Ministry of Environment of the Dominican Republic; and 1 official from the delegation of Costa Rica), amongst an array of others from around the world. With regards to sex-‐disaggregated data, 3 officials were female and 1 was male.
3310 Training provided to SMEs to adopt socially and environmentally responsible business practices and especially gender sensitive practices
# of SMEs trained on responsible business practices in targeted sectors/countries
# of training modules focused on
gender equality for SMEs
800 0
870
0
1050
1
A first training session was carried out in Tegucigalpa Honduras on February 7-‐8th
A second training session “Awareness to Action: How to Implement CSR in SMEs was carried out” March 18 and 19, 2013 in Quito, Ecuador
A partnership with Global Compact to distribute the survey to relevant organizations in Global Compact’s network and gather information on SMEs in the extractive sector from the five countries that the Program targets (Ecuador, Guatemala, Mexico, Uruguay, and Panama)
3320 CSR community of practice created to facilitate knowledge exchange
CSR community of practice created
# of members participating in the CSR community of practice
0 0
0
0
1 5
For the creation of the Inter-‐American Community for Social Responsibility the OAS/CSR team is currently working with an independent contractor to develop the platform
A series of bilateral exchanges with local and regional CSR institutions are in progress to define community members
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Expected Results1 Indicators Baseline
Data Actual21
Targets3 Notes/Highlights22
3410 Training provided to the judiciary and other public officials in the application of international commercial arbitration and the local enforcement of foreign judgments and arbitral awards
# of judiciary members trained on commercial arbitration procedures and enforcement
# of public officials trained on foreign judgements and arbitral awards
# of countries where the training has been replicated by trained officials
0 0 0
0
0
0
25
15 4
As part of the preliminary research on enforcement of foreign judgments and arbitral awards, DIL has prepared three working documents:
-‐ Analysis of the contours of international commercial arbitration and the particular advantages of using these alternative dispute resolution proceedings.
-‐ Convenciones sobre arbitraje comercial internacional y reconocimiento y ejecución de sentencias extranjeras en el sistema Interamericano.
-‐ Purpose and scope of the Inter-‐American Conventions, the recognition and enforcement of foreign arbitral awards under the Inter-‐American conventions
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Expected Results25 Indicators Baseline Data
Actual26 Targets Notes/Highlights
Outputs 4110 Monitoring implementation of agreed commitments on women’s rights undertaken
# of countries reporting on implementation of commitments
Establishment of monitoring mechanism which includes baseline and indicators
0 0
0
127
3 1
In collaboration with national mechanisms, permanent missions to the OAS and OAS national offices, conduct a regional consultation and analysis in order to determine the participating countries: Brazil, Costa Rica, Guatemala, Jamaica, Peru, Trinidad and Tobago
4120 Regional assessment of National Machineries for The Advancement of Women undertaken and recommendations disseminated
# of countries that respond to the diagnostic questionnaire and participate in personal interviews
Debate on recommendations discussed during CIM Assembly of Delegates
0 0
628
0
6 1
The 6 participating countries: Brazil, Costa Rica, Guatemala, Jamaica, Peru, Trinidad and Tobago, responded to the questionnaire and interviews
Country profiles are being finalized
4210 Monitoring the implementation of the Belem do Para Convention undertaken
# of countries reporting on implementation of commitments
Establishment of monitoring mechanism
which includes baseline and indicators
0 0
0 0
3 1
A consultation and analysis was
carried out and the participating countries defined: Argentina, Colombia, Ecuador, Guatemala, Jamaica and Paraguay
Review and assessment of existing
efforts to monitor and evaluate the exercise of women’s right to a life free of violence, including a mapping of actors in each participating country, was conducted and will serve as the basis for the establishment of monitoring mechanisms.
An international expert group was
25 As included in the OAS Cooperation Plan PMF 26 Data based on activities completed by 03/31/13 27 Additional Means of Verifications (MOV) have been requested by DPE 28 Target has been reached
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Expected Results25 Indicators Baseline Data
Actual26 Targets Notes/Highlights
hosted in Mexico City on November 12th to 14th 2012 to discuss the assessment results and draft a proposal for a unified methodology and indicators to monitor the implementation of the Belem does Para Convention and CEDAW General Recommendation 12.
A Communications strategy to raise awareness of the Belem do Para Convention is in progress through online media and printed materials.
4220 Training provided to government officials on the implementation of Belem do Para
# of government officials (M/F) trained in resource allocation
% of countries that include specific activities/resources for violence against women in national budgets
0
53%
0
53%
80M/80F
64%
An analysis of the extent to which countries incorporate specific resources to activities on violence against women and will serve as the basis for capacity-‐building on gender-‐budgeting to address violence against women.
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Expected Results29 Indicators Baseline
Data
Actual30 Targets
Notes/Highlights
Outputs 5110 Tools enhanced to manage data on mandates, executed resources, and achieved results including gender-‐specific results, and support provided to facilitate results-‐based management by OAS/GS
System upgraded to link executed budget and achieved results
% of areas advised on formulating, capturing and classifying results at the three levels of outcomes, including gender specific outcomes which have revised results
0 0
0
0
1
100%
Project has advanced in preparing the input necessary to obtain this output. This includes the following developments necessary to link the executed budget and achieved results:
Mandates have been updated & organized under groups of mandates and includes all mandates up to 2012
Work is being carried out to prepare an excel version of the results-‐based budget
Information on execution of specific funds for 2011 is available
5120 Tools and support provided to OAS/SG Staff to facilitate results-‐based project formulation, including the incorporation of gender equality results in the project cycle
Upgraded project management system including modules on project monitoring, project cycle management and evaluation process made available to OAS/GS Staff
# of OAS/GS Staff trained (M/F) on results-‐based project management, including incorporating gender equality in projects
% of projects registered in the Project Management System
0
100 0
0
119
95%
1
350
100%
DOITS is in the process of finalizing the module on project formulation, is scheduled to be completed and launched by 2013.
DOITS has been working in collaboration with DPE on the development of the project cycle management/ administration module.
Workflow and process charts have been prepared to guide the development of the system
5130 SISCA enhanced to integrate Inter-‐American ministerial mandates, gender equality related mandates, and to allow sex disaggregated data and improvements in
# of member states trained in the use of SISCA
% of OAS member states and Joint Summit Working Group members using SISCA system
# of Inter-‐American ministerial processes using SISCA
2
10%
0
2
10% 0
20
60%
4
Ongoing exchanges with OAS member state and JSWG members to facilitate their reporting on Summit commitments, providing guidance on improving reporting and as such contributing towards the stated target of increasing the percentage of countries and JSWG partners utilizing SISCA.
29 As included in the OAS Cooperation Plan PMF 30 Data based on activities completed by 03/31/13
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Expected Results29 Indicators Baseline
Data
Actual30 Targets
Notes/Highlights
RBM reporting for member states
5210 Mandates Management Database and Planning and Control System updated to facilitate the follow-‐up of gender equality mandates
Gender sensitive institutional criteria developed, tested and implemented to monitor OAS mandates
% of institutional mandates categorized based on the inclusion of gender
% of institutional results categorized based on the inclusion of gender
0 0 0
0
0
0
1
100%
100%
The development of gender sensitive institutional criteria to monitor OAS mandates work is ongoing on a first draft of criteria and the process of internal review by the DPE in consultation (CIM) is scheduled to take place in the last quarter of this year. It is anticipated that finalizing the criteria may take a few additional months. However, this will not disrupt the timeframe for accomplishing this output in any significant way.
5220 Procedures developed and support provided to facilitate the integration of gender equality considerations in OAS/SG programs/ projects
% of technical areas (departments) supported on integrating gender equality in project formulation and monitoring (including the identification of gender sensitive indicators)
% of external project
evaluations coordinated by the DPE which incorporate a gender equality perspective in their design and implementation plan
17%
100%
17%
0
50%
100%
The projects review processes are ongoing, constant technical support is provided to the OAS technical teams regarding project formulation, including projects funded by the current CIDA Cooperation Plan in terms of the support provided to the areas in the formulation of projects as presented in the project profiles.
External evaluations are not planned for Year 1
5310 Qualitative and quantitative tools, information, and analysis generated and applied to improve SAPEM
# of OAS/GS decision makers using the SAPEM mechanism
# of analytical products generated (political briefings and de-‐briefings)
2
40
7
14931
7
100
Users of SAPEM have been expanded to five: two Directors of SPA (Department of Electoral Cooperation and Observation and Department for Effective Public Management); the SG’s Chief of Staff and SG’s advisors (2). Consequently, the target, i.e. reaching a total of 7 users, has been achieved.
As input to develop the analytical products a series
31 Target has been exceeded
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Expected Results29 Indicators Baseline
Data
Actual30 Targets
Notes/Highlights
of contract opinion poll services have been commissioned for Ecuador, Paraguay, Venezuela, Honduras, Guatemala, El Salvador, Nicaragua, Costa Rica, Panama and Dominican Republic.
For Central American countries the work is being carried out by CID-‐Gallup
Two presentations or de-‐briefings were prepared for the Secretary General and the Chief of Staff. Venezuela and Honduras were the countries chosen. Both presentations included a general overview of the political, social and economic situation, stakeholder’s analysis, prospective analysis and recommendations for action.
5320 Recommendations from previous crisis management and resolution cases considered by OAS/GS decision makers and envoys during new crisis situations in the LAC region
Perception of OAS/GS decision makers and envoys on the usefulness of the recommendations
0 0 50% Recent country crisis situations assessed by the OAS/GS: Paraguay:
-‐ Congress impeachment of President Fernando Lugo
El Salvador: -‐ The Establishment of a Technical
Coordinating Committee through the Ministry of Security and Justice formally appointed by the President to coordinate the voluntary surrender of weapons by local gangs.
-‐ Signing of a peace pact amongst governing political parties.
Bolivia: -‐ Consultation amongst the 69 indigenous
communities affected and/ or benefiting by the construction of Section II of the Villa Tunari-‐San Ignacio de Moxos road
Honduras:
-‐ Evaluation of the National Security System -‐ The founding of a Commission to Reform
Public Security (CRPS)
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Expected Results29 Indicators Baseline
Data
Actual30 Targets
Notes/Highlights
Suriname:
-‐ Establishment of Truth and Conciliation Mission
5410 Training, observation of underrepresented groups methodology, and databases designed and implemented for OAS Electoral Observation teams
# of databases produced on EOM systematic data and recommendations for use of DECO EOM staff
# of OAS observers certified on the methodology for observing elections in the hemisphere
EOM observation methodology that measures the equal opportunity for participation of underrepresented groups in electoral processes
0 0 0
0 0 0
2
100 1
Electoral Database Applications requirements and DOIT User Need Specification studies conducted and the development of a prototype is in progress
A survey on the perception of Deputy Chiefs and General Coordinators of their ability to incorporate comparative recommendations and data in the formulation of OAS/EOM reports was designed and implemented in order to gather baseline data and to monitor and evaluate the development of the database
OAS/DECO signed an agreement with the University of Salamanca (USAL), Iberoamerican Institute, with a view towards establishing a relationship of institutional collaboration and whose first main activity is the design, development and implementation of a Summer School on International Electoral Observation. OAS/DECO along with USAL developed the curriculum, concluded the design of the program, and opened the invitation for all interested parties to apply
5510 Recommendations from virtual and face-‐to-‐face consultations presented to OAS member states in the policy-‐making process (i.e. Summit Implementation Review Group-‐SIRG)
# of presentations made to OAS member states by stakeholders
# of Summit-‐related recommendations from consultations presented to OAS member states for consideration in the negotiation of Summit programs and mandates
5 annually
150 annually
5
150
7 annually
200 annually
A virtual forum entitled “Connecting the Americas: Promoting Partnerships to Promote Social Inclusion and Equity” is currently being held via the Summit Virtual Community. The results of this forum, including specific recommendations, will be compiled into a report and presented to OAS member states at the next meeting of the Summit Implementation Review Group (late 2012/early 2013). These recommendations will contribute towards the overall target amount set for the project.
A second virtual consultation entitled, “Connecting the Americas: Advancing Partnerships for Action
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
83
Expected Results29 Indicators Baseline
Data
Actual30 Targets
Notes/Highlights
on Energy, the Environment, and Infrastructure”, was conducted by the Summit of the Americas Secretariat and the OAS Department of Sustainable Development, with support from the OAS Department of International Affairs from March 5 to 15, 2013. The virtual consultation had participants from 18 countries, 15 of whom were from OAS member states and who made more than 175 comments, proposals and contributions to this topic
A Report from the Virtual Form held from October 9 to November 4, 2012) is currently available: Connecting The Americas: Advancing Partnerships To Promote Social Inclusion And Equity In The Americas
5520 Consultations with a balanced regional representation of stakeholders facilitated, and gender sensitive recommendations presented to OAS member states and General Secretariat in preparation of General Assemblies and ministerial meetings.
% of preparatory meetings facilitated by GS/OAS held with stakeholders in the framework of OAS political processes (i.e. OAS General Assembly, Permanent Council, ministerial meetings, and Summit of the Americas)
# of stakeholder recommendations proposed for inclusion in the OAS declarations and resolutions
% of participation of Caribbean stakeholders in consultations
% of recommendations, on a
yearly basis, which include gender equality principles
100%
100%
17%
2%
100%32
100%
17%
2%
100%
100%
25%
10%
In preparation for the 10th Hemispheric Forum with Civil Society and Social Actors, the Department of International Affairs has developed a draft program and proposes to hold the Forum in Guatemala City in early March 2013, in order to engage a greater number of civil society organizations from Central America and the Caribbean, bearing in mind that the host of the next General Assembly will be Guatemala and that Panama will host the 7th Summit of the Americas in 2015.
The Forum will focus on the main topic of the 43rd OAS General Assembly, which has not yet been announced by the Government of Guatemala, and will also focus on follow-‐up to the 6th Summit of the Americas’ mandates, as well as initiate the preparatory process leading up to the 7th Summit.
32 Information undergoing review
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
84
The Risk Register has been reviewed and updated. The Risk Register for Year 2 shows no modifications, as the OAS strategic outlook and the risks it faces have not changed. The risks previously defined continue to be at the same level the highest scored (L: 2 I: 3) being at the level of development for the whole program at the:
- Socio-‐Political, Economic, Gender Equality, etc. Risk that expected results may be affected by Member States’ vulnerabilities related to their political situation, the economy, socio-‐cultural issues, security, conflict, gender equality, etc.
For details please see Annex 4: Risk Register
Risk Management Yr. I
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
85
Within the framework of the Inter-‐American Program on the Promotion of the Human Rights of Women and Gender Equity and Equality (IAP, 2000) and with the support of the Governments of various Member States, Permanent Observers and other stakeholders, the OAS Cooperation Plan (OAS-‐CP), is moving forward towards its objective to reinforce the institutionalization of an effective response to gender equality and women’s rights issues in the work of the Organization. In adopting the IAP, OAS Member States and the General Secretariat committed to formulating public policies, strategies, and proposals aimed at promoting women's human rights and gender equality in all spheres of public and private life and to systematically integrating a gender perspective in all organs, organizations, and entities of the inter-‐American system. Consequently, the Inter-‐American Commission of Women (CIM) and the Department of Planning and Evaluation (DPE) of the OAS have collaborated closely in providing support to the various entities of the OAS that are participating in the OAS-‐CP in order to ensure that each project within the program adequately and effectively addresses gender considerations in both design and implementation. In this sense, the Gender Equality Strategy for the OAS Cooperation Plan 2012-‐2015 (CIDA 2) contains the following specific sections:
1. Inclusion of gender equality and women’s rights issues in all project profiles related to the implementation of the OAS-‐CP 2. Inclusion of a gender equality and women’s rights component in the project reporting and follow-‐up process 3. Inclusion of gender equality results, or “achievements” in the OAS-‐CP’s communication strategy 4. Strengthening commitment and accountability to gender equality and women’s rights issues
Gender Strategy Yr. I
Annual Report OAS Cooperation Plan Year I (2012-‐2013)
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Gender For Year I of the OAS-‐CP the first section has been completed by using the formulation and approval process of the OAS’ Project Evaluation Committee, all of the projects related to the OAS-‐CP were subject to evaluation by technical experts from CIM and DPE in order to ensure that gender equality and women’s rights concerns were incorporated into the problem analysis, project objectives, activities and indicators. As a result of this process, a total of 25 (or 67.6%) projects include a substantive gender component, concentrated particularly in modules 1000, 2000, and 4000:
Table 7: Gender Component by Output As the implementation of the OAS-‐CP moves forward and we start to see more concrete results from each of the individual projects, it will be possible to highlight specific gender equality results and develop an idea of the extent to which the initial investment of time and other resources in mainstreaming a gender perspective in the OAS-‐CP has paid off in terms of concrete benefits to women. In this sense, the CIM and the DPE will continue to provide support to the preparation of progress reports and other project materials in order to ensure that gender equality results are identified and highlighted in both project activities and reporting.
Number of Projects with a Gender Component (GC) 1110-‐1160 5 83% 2110-‐2520 7 64% 3110-‐3410 3 50% 4110-‐4220 4 100% 5110-‐5520 6 60%
Total 25 67.57%
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Additional Gender Analysis From a purely quantitative point of view, the Gender Component (GC) is present in almost 70% of the projects included under the OAS-‐CP. This varies from the totally gender focused Module 4000, with a 100% presence, to the 50% presence in Module 3000. This analysis has been refined introducing four categories that provide a better understanding of the degree or intensity of the Gender Component taking into account if the GC is stated within the level of results and/or included as part of the indicators: (For details see Annex 5)
The degree in which the Gender Component is present varies accordingly to the areas of intervention of the OAS-‐CP, certain areas as Democracy (1000) and Institutional Capacity Building (5000) allow the programs to address Gender related issues in a more conducive environment i.e. elevating the participation of women in democracy through Electoral Observation Systems and Assessments. Or building institutional capacity for the monitoring of Gender related issues within OAS programs and mandates by providing monitoring tools and capacity building activities the Core Teams. The GC seems less strong in areas as Regulatory Frameworks (2000) and Market Access (3000) due to their focus in trade, business, and MSMEs, topics in which the GC is promoted through policy dialogues and trainings provided through local and regional institutions. The OAS-‐CP overall rating is reinforced by the focus of Human Rights (4000) whose efforts are exclusive to Gender Equality through the strengthening and implementation of the Convention on the Elimination of all Forms of Discrimination against Women CEDAW and Belem do Para by Member States.
Measurement Scale Gender Component (GC) 3 2 1 0
High GC Med GC Low GC No GC
Annual Report OAS Cooperation Plan
Year 2 2013-‐2014
1
Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
I. Executive Summary II. Financial Reports (From Inception March 29, 2012 Until March 31, 2014) Schedule A: Summarized Financial Reports Schedule B: Overview of Budget Execution and Fund Balance Schedule C: Combined Budget Execution for All Years Schedule D: Budget Execution by Year Schedule E: Statement of Execution by Object of Expenditure Schedule F: Other Sources of Financing Notes to the Financial Reports III. Narrative Report Year 2 Progress General Program Overview
Democracy Business Environment Access to Markets Gender OAS Institutional Strengthening
IV. Program Management
Gender Communications Risk Management
V. Annexes
1. Performance Measurement Framework (PMF) (03/31/2014) 2. Logic Model (LM) 03/31/2014) 3. Minutes Joint Steering Committee (03/12/2014) 4. Risk Register (03/31/2014) 5. OAS Communications Memo 6. List of Acronyms
Table of Contents 2012-‐2014
Yr. 2
2
Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
I. Executive Summary This section provides background information, a short introduction as well as lessons learned, monitoring tools and the overall performance of the program.
Executive Summary 2012-‐2014
Yr. 2
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
The Organization of American States (OAS) was entrusted by the Government of Canada through the former Canadian International Development Agency (CIDA), merged in 2012 with the Department of Foreign Affairs, Trade and Development Canada (DFATD) to carry out the OAS Cooperation Plan (OAS/CP). The OAS Cooperation Plan (OAS/CP or CIDA II) is a three (3) year agreement initiated on 31st March 2012 financed by the Government of Canada with CAD 19,500.000. These resources contribute to the development of a series of programs (including a total of 37 outputs) fostered within various secretariats and departments of the OAS. The programs included within the OAS/CP share the common goal of strengthening the institutional capacity of the OAS Member States. The program works in five fields of intervention:
• National Electoral Systems and Processes;
• Policies and Regulatory Frameworks related to Business Environment;
• Market Access and Regional Trade;
• Gender Equality Instruments and;
• The Institutional Capacity of the OAS.
In compliance with the reporting commitments of the OAS/CP an annual report is prepared and delivered by the Technical Secretariat (TS) of the OAS/CP. This reporting is possible by the inputs provided by the Department of Planning and Evaluation (DPE), the Department of Financial and Administrative Management Services (DFAMS), and the Permanent Secretariat of the Inter-‐American Commission of Women (CIM). Their detailed files and internal follow-‐up reports allow a narrow scrutiny of the operational and financial evolution of the program. Also through the intervention of the DPE the program benefits with expert technical support in the subject of Results Based Management (RBM), and at the same time all communications matters are supported by the Secretariat for External Relations (SER).
Background 2012-‐2014
Yr. 2
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
The First Report (Year 1) was presented on 15th May 2013; the document included the programs’ results since its inception on 31st March 2012 through 31st March 2013. This Second Report (Year 2) serves as a continuation of the reporting efforts and presents the Financial and Narrative information delivered by the completed activities as of 31st March 2014. The main objective of the Annual Reports is to present a story of the performance of the OAS/CP, as well to provide complementary information regarding other aspects of the year-‐to-‐year implementation of the agreement. As mentioned the Annual Report for Year 2 is composed of two main sections: Financial and Narrative. Readers are advised to read initially this Executive Summary as it contains a general outlook of the report that permits a better understanding of the more detailed sections. The Financial Significance of the Program An exercise prepared by DFAMS allows us to appreciate the contribution of the OAS/CP when compared with the OAS Regular Fund, ICR, and Specific Fund. The exercise shows that over the Fiscal Years of 2012, 2013, and 2014 the OAS/CP represents 4 % ($18.85MM over a total of $469.09MM) of the total OAS contributions (Regular Funds, ICR, and Specific Funds). As far as the relevance of this Program to the different areas of the OAS is concerned it is important to point out that up to six units receive more than 20% of their Total Annual Budget from the OAS-‐CP: 29.6% Secretariat of International Law 25.1% Summits Secretariat 23.9% Department of Economic & Social Development 22.9% Permanent Secretariat of the Inter-‐American Commission of Women 21.7% The Department for Effective Public Management 21.5% The Department of Planning and Evaluation There are 6 other areas that receive less than 20% of their budget from the OAS Cooperation Plan.
Background 2012-‐2014
Yr. 2
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
This report for the second year of the OAS Cooperation Plan (or CIDA II) reflects important facts for the Organization:
• The program, as mentioned on the Second Joint Steering Committee Meeting, that took place on 12th March 2014, is literally “halfway across the river”, advancing towards a culture of results management.
• There is no doubt that CIDA II is to be considered a milestone on the OAS path to results
• Direct engagement within National Policy-‐Making Processes continues to be the OAS’s key to sustainable results
Having said that, performance so far has ample potential for improvement, and even though most OAS Teams have made great efforts in order to perform adequately, results have been limited in many cases. The results can be appreciated in the tables and graphs included further on in this Executive Summary. The implementation of an RBM program entails, from our experience, the application of frequent follow up. In this sense, an important highlight of Year 2 was the Measurement Exercise as of 30th September 2014, including both Output Results and Financial Execution. This exercise provided indications of the challenges faced by our Core Teams and their reporting, where means of verification were frequently absent and where progress according to plan was quite variable among the different projects of the program. Another important highlight of Year 2 was the PMF Assessment and Adjustment Exercise that took place in January 2014. This exercise, supported by Ms. Marian Black, a Canadian expert that helped the Technical Secretariat in the design of the original PMF (Annex 1), has been fundamental in order to fine-‐tune our current PMF. As Mrs. Black said in her report, the exercise was undertaken at “…exactly the correct time to take stock of progress achieved to date and to take corrective action to ensure that expected results can be achieved”. The PMF Assessment and Adjustment Exercise allowed us to reach conclusions of consequence for the Program that is presented later in this section. It is necessary to underline the fact that the PMF has now the same amount of results it had at the end of year 1, but more indicators (148 instead of 134). This adjustment has resulted in greater demands and an increased workload for our Core Teams.
Introduction 2012-‐2014
Yr. 2
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Lessons Learned 2012-‐2014
Yr. 2 Lesson 1: RBM IS A DEMANDING PRACTICE The institutional Learning Curve is steep. Core Teams require reinforcing their project management skills as well as RBM fundamentals. Project reporting requires that Core Teams include RBM-‐certified staff Lesson 2: HIGHER PROGRAM OWNERSHIP NEEDED Functional rapport between Directors and Team Leaders needs reinforcing. In general, a higher program ownership at the top executive level is needed in order to fortify the technical and financial commitments of the OAS-‐CP Lesson 3: GOOD PLANNING BRINGS BETTER RESULTS Projects with higher levels of achievement are those who have an established, planned policy engagement and dialogue with partners, and clear statements of expected results Lesson 4: SHORT TIMEFRAMES EQUALS LESS IMPACT Thirty-‐six months is not a sufficient time frame in which to expect major transformations. On top of that, it is not easy to show results. Lesson 5: PROJECT DESIGN MUST INCLUDE INDICATORS Project Design must include quantitative and qualitative indicators prior to analysis, evaluation, and approval Lesson 6: LESS PROJECTS, IMPROVED OUTCOMES A new OAS Cooperation Plan (CIDA III) should include a lower number of components and projects, i.e. reducing the number of Outputs and avoiding a project matrix that is too heterogeneous Lesson 7: A RISK MANAGEMENT STRUCTURE IS IMPORTANT The identification of risks and development of a risk mitigation strategy at the initiative level would enhance flexibility and allow the teams to make informed decisions in managing risks Lesson 8: NOT REACHING TARGETS CAN TEACH POSITIVE THINGS Team members must know that bad results frequently provide evidence to see that additional resources/support are required in order to achieve the expected results
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Structure 2012-‐2014
Yr. 2
Table 1: Program Distribution per Area
Program Structure The development of activities and programs fostered within the OAS Cooperation Plan are part of an institutional effort. The program is composed of 37 outputs, carried under 17 projects, with over 300 sub activities and tasks. This work is divided amongst eight of the OAS Secretariats and an average of 40 Specialists (OAS Staff Members) working together to comply with the set goals. A detailed distribution per program component shows the wide organizational range that characterizes CIDA II:
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Performance 2012-‐2014
Yr. 2 Project Status Monitoring System for Outputs In order to better monitor the ongoing performance of the OAS-‐CP a color coded system also known as “ the semaphore” has been designed to provide executive information based on the activity reports provided by the OAS Core Teams validated by DPE as well as financial information provided by DFMAS on the level of execution1 with the following guidelines: CIDA II’s semaphore provides a quick idea of the Program’s financial and operational performance. 1 Expenditures plus un-‐liquidated obligations related to the current budgetary year in USD. Un-‐liquidated obligations are amounts related to commitments to disburse monies for the procurement of goods or services in future periods. Such amounts represent commitments to third parties at the end of the respective periods and are anticipated to be expended in subsequent periods in the completion of a particular program or activity. This amount may be lower in subsequent periods as de-‐obligations occur.
Table 2: Semaphore Criteria
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Performance 2012-‐2014
Yr. 2 Median Achievement by Component As of 31 March 2104, Yellow “Some Elements allow us to appreciate what has been done but more work is required” predominates in Year 2, showing that some progress has been verified but targets are still to be reached.
Table 3: Median Achievement Outcome
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Performance 2012-‐2014
Yr. 2 Financial Execution by Component As of 31 March 2104, in general terms Year 2’s execution tends to be slow (Between 51% and 71%):
Table 4: Outcome Financial Execution
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
!
! RED$ ORANGE$ YELLOW$ GREEN$ Totals$
1000$ "! 2! 3! 1! 6!
2000$ "! 1! 9! 1! 11!
3000$ "! 1! 3! 2! 6!
4000$ "! 4! "! "! 4!
5000$ "! 4! 3! 3! 10!
Totals$ "! 12! 18! 7! 37!
(%)$ "! 33! 48! 19! 100!
Table 5: Output Performance by Component
Performance 2012-‐2014
Yr. 2
Output Performance by Component (in figures and percentages) This table breaks down the general information shown earlier and illustrates the predominance of yellow marks given to almost half the outputs included in the OAS/CP. It shows as well the fact that green marks have only been given to 7 outputs, i.e. 19% of the total.
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Performance 2012-‐2014
Yr. 2
Performance per Component (Graphic) These percentages showcase an irregular performance for this component, one of the two most homogeneously composed in the program.
Democracy 1000: Strengthened implementation of elections, focusing on gender equality considerations in targeted countries
Graph 1: Performance 1000
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Business Environment 2000: Increased progress towards implementation of policies and regulatory frameworks and instruments that stimulate sustainable economic growth, particularly
in areas of competitiveness, innovation and MSMEs, in targeted countries
Performance 2012-‐2014
Yr. 2
Graph 2: Performance 2000
Performance per Component (Graphic) These percentages show a heterogeneous component that is delivering results, but more work needs to be done in order to perform successfully.
14
Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Access to Markets 3000: Increased opportunities provided by Member States to businesses to access national, regional
and global markets
Graph 3: Performance 3000
Performance 2012-‐2014
Yr. 2 Performance per Component (Graphic) These percentages correspond to a heterogeneous component that has had a mixed performance.
15
Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Gender 4000: Strengthened application of human rights instruments related to gender equality, i.e. CEDAW and Belem do Para by Member States
Graph 4: Performance 4000
Performance 2012-‐2014
Yr. 2 Performance per Component (Graphic) These percentages showcase a component that can do better. This is one of the two most homogeneously composed components in the program.
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Graph 5: Performance 5000
OAS Institutional Strengthening 5000: Improved effectiveness of the OAS in fulfilling its mandate to support democratic governance and sustainable economic growth
Assessment 2012-‐2014
Yr. 2 Performance per Component (Graphic) These percentages showcase an irregular performance for this heterogeneous component.
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Assessment 2012-‐2014
Yr. 2
Table 6: PMF Adjustments
Performance Measurement Framework (PMF) Assessment and Adjustment Exercise This exercise took place on 29-‐30 January 2014. Our main conclusions were as follows:
• Adjustments/tweaks to the result statements have not altered the comprehensive approach of the program in its areas of intervention. The edits have allowed the link between activities and results to be more transparent and rational by including key words, or actions that better describe the work plans being executed.
• Eliminating a few indicators will increase accountability, in particular by allowing projects to deliver within their scope.
• The inclusion of new indicators enhances the coherence of the program by facilitating the collection of data, allowing for a better monitoring and evaluation of the impact of the program.
• The reinforcement of data collection methods for qualitative data is a work-‐in-‐progress so as to validate the quality and levels of satisfaction of the intervention of our Core Teams within their publics of interest.
An inventory of the approved edits are listed below:
Edits and /or Improvements to the OAS-‐CP PMF Total
Edits and improved drafting 15
New Indicators 8
Indicators Deleted 5
Indicators Assigned to New Level 2
Verification of Missing Data (Baselines and/or Target) 6
Methodology Changes for Data Improvement 15
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Assessment 2012-‐2014
Yr. 2
Table 7: Issues and Solutions
PMF Assessment and Adjustment Exercise (continued)
Summary of Issues and Solution
Issue Solution
1. Lack of Available Data at the Level of Outcomes; not being able to determine baselines and targets for the qualitative indicators
A series of coaching sessions have been provided, recommendations and materials have been provided to reinforce data collection.
2. Limited access to data sources and resources; delayed collection of missing data as well as lack of comprehension in the “how to”
Missing data to be labeled “midterm” and noted according to its date of collection and measurement; therefore qualitative indicators at the level of outcomes are to be measured during Year 2 and 3 of the OAS-‐CP.
3. Incorrect Levels of Result Measurement; lack of clarity in what the projects deliverables were to be, prior to the actual execution of the program
A few indicators have been promoted to higher levels with the same shape and form, allowing the program to showcase behavioral changes and a higher level of impact.
4. Poor Connection between activities and results due to the diversity and high number of projects contributing to one result. Accountability hard to determine amongst the contributing teams.
Additional indicators have been included as well as “better” phrasing of the result statements
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
Table 8: RBM in numbers
Financial
Yr. 2 The OAS Cooperation Plan’s Result Based Management Structure in Numbers
Year 1 # Results
Year 1 # Indicators
Year 2 # Results
Year 2 # Indicators
Ultimate Outcome
1 2 1 2
Intermediate Outcomes
5 14 5 15
Immediate Outcomes
17 38 17 49
Outputs 37 80 37 82
Totals 60 134 60 148
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Annual Report OAS Cooperation Plan Year 2 (2013-‐2014)
II. Financial Reports (From Inception March 29, 2012 Until March 31, 2014) Schedule A: Summarized Financial Reports Schedule B: Overview of Budget Execution and Fund Balance Schedule C: Combined Budget Execution for All Years Schedule D: Budget Execution by Year Schedule E: Statement of Execution by Object of Expenditure Schedule F: Other Sources of Financing Notes to the Financial Reports
21
Informal De-Briefing Meeting
OAS-Canada Cooperation Plan Year 3, Friday June 26, 2015
Discussion Points:
- General Overview ( OAS/Canada Cooperation plan highlights per component)
- Program Observations
- External evaluation draft work plan /timeframe
- Next Steps ( Current tasks and upcoming activities)
- Conclusions
2
Component Overview
I. Democracy
Strengthened Implementation of Elections, focusing on Gender Equality considerations in Targeted
Countries
The electoral management program is carried out by the Department of Electoral Cooperation and
Observation under the Secretariat for Political Affairs. Efforts are focused on the improvement of national and
regional electoral systems and processes by providing technical assistance and tailored tools/mechanisms to
improve transparency and accountability within political processes.
The Main Beneficiaries of these efforts are the national electoral authorities (Electoral Management Bodies –
EMBs). These institutions and their personnel are trained, assisted and provided with instruments that allow
them to streamline national electoral processes, implement international quality standards and improve
women’s participation in national and local elections.
The main highlights between April 2014 and 2015 are:
- The Ninth Inter-American Meetings of Electoral Management hosted in coordination with the
electoral authorities of Peru; Jurado Nacional de Elecciones and the Oficina Nacional de Procesos
Electorales. Twenty-Two Member States participated and a total of 665 EMB officers have been
trained within these meetings. Sixty-Eight within this last one. The Target set within the OAS/CP has
been met.
- As part of a series of studies to be developed and provided to the targeted EMBs. A socio-
demographic profile of voters in Central America was published:
