partners for transparency

PARTNERS FOR TRANSPARENCY

QUARTERLY REPORT

FY2021 Q2: January 1 – March 31, 2021

DAI Colombia

USAID Colombia PARTNERS FOR TRANSPARENCY | Quarterly Report FY2021-Q2

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USAID PARTNERS FOR TRANSPARENCY ACTIVITY

Program Title: Partners for Transparency

Sponsoring USAID Office: USAID Colombia

Contract Number: 72051420CA0000I

Contractor: DAI Global, LLC

Submission Date: April 30, 2021

Author: DAI Global LLC


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TABLE OF CONTENTS

ACRONYMS AND ABBREVIATIONS ........................................................................................................................................ 4

1. EXECUTIVE SUMMARY .................................................................................................................................................. 5

2. POLITICAL ECONOMY ANALYSIS ............................................................................................................................ 5

3. SECURITY CONTEXT ..................................................................................................................................................... 8

4. ACTIVITIES AND ACHIEVEMENTS............................................................................................................................. 9

5. GENDER EQUALITY AND SOCIAL INCLUSION (GESI) .................................................................................. 14

6. PROGRESS AGAINST TARGETS ............................................................................................................................... 14

7. PERFORMANCE MONITORING, EVALUATION, AND LEARNING............................................................. 15

8. COORDINATION AND COLABORATION WITH USAID AND DONOR-FUNDED PROGRAMS .. 15

9. COMMUNICATIONS ................................................................................................................................................... 16

10. ACTIVITIES FOR NEXT QUARTER.......................................................................................................................... 16

11. SUBAWARDS .................................................................................................................................................................. 17

ANNEX 1: SUCCESS STORY ..................................................................................................................................................... 19


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ACRONYMS AND ABBREVIATIONS

AEI Improvised Explosive Device

AGC Gaitanista Self-Defense Forces of Colombia

AMELP Activity Monitoring, Evaluation, and Learning Plan

CEA Anti-Corruption Business Commitment

CDCS Country Development Cooperation Strategy

CGN General Comptroller’s Office

CIRS Context Indicator Reference Sheet

CSO Civil Society Organizations

CLA Collaborating, Learning and Adapting

CONPES National Council for Economic and Social Policy

DAFP Administrative Department of Civil Service

DNP National Planning Department

EITI Extractive Industries Transparency Initiative

FARC Colombian Revolutionary Armed Forces

FGN Office of the Attorney General

FNC Foro Nacional por Colombia

GAOs Organized Armed Groups

GAO-PF Organized Armed Groups – Post FARC

GDOs Organized Crime Group

GESI Gender Equality and Social Inclusion

GOC Government of Colombia

IDI Institutional Development Index

INDEPAZ Institute for the Study of Development and Peace

IPC Corruption Perception Index

JxT Partners for Transparency

LSV La Silla Vacía

MAP Antipersonnel Mines M&E Monitoring and Evaluation

MUSE Unexploded Ammunition

OCA Organizational Capacity Assessment

OPI Organizational Performance Index

PEA Political Economy Analysis

PDET Development Programs with a Territorial Approach

PGN Inspector General’s Office

PIRS Performance Indicator Reference Sheets

RG Responsible Governance Program

SECOP Electronic System for Public Procurement

TPC Transparencia por Colombia

UA Universidad de los Andes

USAID United States Agency for International Development


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1. EXECUTIVE SUMMARY

The Partners for Transparency (JxT) program is a five-year cooperative agreement that promotes local-

level civic participation; strengthens local partner capacity; and advances national-level government

transparency and accountability initiatives. JxT is implemented by DAI and four local (national-level)

partners, Transparencia por Colombia (TPC), Foro Nacional por Colombia (FNC), La Escuela de

Gobierno de la Universidad de los Andes (UA), and La Silla Vacía (LSV). In addition to interventions at

the national-level, JxT works in three cities and fifteen PDET municipalities in the departments of Bolívar,

Cauca, Córdoba, Tolima, Sucre, and Valle del Cauca. All target locations are aligned with the

USAID/Colombia Country Development Cooperation Strategy (CDCS).

This is the Program’s third quarterly report covering activities and achievements from January 1 to March

31, 2021. Despite continued restrictions due to the pandemic, the Program held a virtual regional launch

event, advanced field work for the regional Political Economy Analyses (PEA), finalized the Activity

Monitoring, Evaluation and Learning Plan (AMELP), continued to meet with national and regional

government, and to engage with Civil Society Organizations (CSOs). Nationally, the technical team met

with the Secretariat of Transparency from the Office of the Vice President, the National Department of

Planning (DNP), the Administrative Department of the Civil Service (DAFP), and the Presidential Advisor

for Management and Compliance. As a result of these meetings, areas of collaboration were identified

and working sessions were held to further discuss joint actions, and to define and advance in

collaboration going forward.

During the quarter, 15 products and/or activities linked to the local (national-level) partners work plans

were completed, including: the Criminal Electoral Policy Document, the design of modules for the

Citizens’ Anti-Corruption School, a Methodological Guide for the Analysis of Complaint Mechanisms, an

article on “The Income Statements of Duque's Cabinet Show the Gaps in the Tax Statute,” another

covering “The Good, the Bad and What is Missing in the Vice President’s Project on Corruption,” and

an article titled “Duque's Standard Specifications Favor Transparency in Contracting.” Four internships

to youth interested in investigative reporting were awarded by LSV (see Annex 1: Success Story) to

leaders in the Program’s areas of intervention (Buenaventura, Norte del Cauca, Córdoba, and Sucre). A

full list of activities and links to published products from this reporting period are included in Table 2.

Also, led by the Monitoring, Evaluation and Learning (MEL) team and the DAI Home Office team, field

work for the regional PEA advanced, with 71 interviews conducted to collect data and information that

will provide foundational knowledge for the program and a learning opportunity for project staff to

understand the territory at a deeper level. Additionally, it was decided that the Organizational Capacity

Assessment (OCA) will be the main indicator that will assess and monitor capacity building in the

organizations JxT will be working with. Additionally, the Program was introduced to 18 mayors’ offices


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and 4 governor offices through individualized meetings where points of contact were established, and

possible areas of collaboration identified.

1. POLITICAL ECONOMY ANALYSIS (PEA)

During this reporting period, JxT began the implementation of one national and five regional PEAs, kick

starting the second phase of the development of the PEA (the design phase was finalized in December

of 2020). Two, four-hour workshops with JxT and the local (national-level) partners were carried out to

select a methodology, define the components of the PEA, provide direction, and review expectations

going forward. The group selected a problem-based methodology and during the workshops designed

the framework, identified the problems, and developed research questions. Also, to begin establishing a

strategy for interviews, the main stakeholders in the regions of intervention (e.g. local administrations,

CSOs, and private sector) were identified. The remote field work process created some delays as

scheduling challenges for interviews, as well as connectivity problems for a number of interview subjects

extended the data collection/field work phase from six to eight weeks (which is a lesson learned for

future remote research activities). In addition, JxT decided to conduct the PEAs “in-house” to maximize

the knowledge capture from the process within the project team, and then to institutionalize the PEA as

a continuous process of learning and adaptation in programming. JxT decided to have the five regional

coordinators responsible for field work lead the process with the support of the local (national-level)

partners. The Home Office and project MEL Manager held weekly monitoring and feedback sessions with

the coordinators to provide consistency and standardization of the methodology. The interviews

conducted for the PEA also created opportunities for regional coordinators and partners to engage with

important regional stakeholders and advance overall program planning and implementation. During the

process, secondary sources of information were also identified, and the regional PEAs are on schedule

for completion by April 30th. JxT will present the results of the analysis to USAID during the next

quarter.

2. SECURITY CONTEXT

During the quarter, JxT, together with the DAI implemented Responsive Governance Program,

formulated a Response Protocol to USAID OAA Notice 21-02 on Assistance to the Colombian

Revolutionary Armed Forces (FARC). Additionally, the JxT team and the local (regional-level) partners

received training in Security Measures and Risk Mitigation, and, in compliance with the Program’s Safety

and Security Plan, developed and shared weekly COVID reports and monthly security reports.

The information presented in the monthly security reports for Q2 reflects a continued increase in the

perception of insecurity nationwide that has been magnified by the economic strain caused by the

COVID-19 pandemic. Violent acts in urban areas are mostly related to common crimes such as armed

robbery, street-level drug trafficking and transit accidents; and in rural areas, there are at least six (6)

criminal groups that are dedicated to the production, trafficking and distribution of illegal drugs, illegal

mining, arms trafficking, Antipersonnel Mines (MAP) – Unexploded Ammunition (MUSE) - Improvised


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Explosive Device (AEI), human trafficking, money laundering, smuggling, and extortion. According to the

Institute for the Study of Development and Peace (INDEPAZ), 41 social leaders and human rights

defenders were murdered in Colombia between January and March of 2021.

In the regions prioritized by JxT, an increase in territorial control by Organized Armed Groups (GAOs)

and Organized Crime Groups (GDOs) was reported in three of the five regions: Northern Cauca

(Caloto, Corinto and Miranda), Valle del Cauca (Buenaventura) and Southern Córdoba. According to

the Peace and Reconciliation Foundation, communities from these three regions are in the middle of a

dispute over territory between the GAOs – Post-Farc (GAO-PF), the Gaitanista Self-Defense Forces of

Colombia (AGC) and/or Clan del Golfo and other GAOs such as the GDOs-Buenaventura. Disputes

and violence are expected to increase due to an upcoming electoral year, the territorial expansion of

the GAOs, influence of and interventions by the GAO 2nd Marquetalia, and aerial spraying for the

eradication of coca crops, which began this quarter. Colombian armed forces continue to maintain a

large deployment of troops in the North of Cauca, Buenaventura and Southern Córdoba, leading to

armed clashes between the Colombian armed forces and the GAOs and/or GDOs, the seizure of arms,

and the capture of GAO members.

Northern Cauca.

During the quarter, in Corinto, a car bomb exploded in front of the mayor's office leaving 43 people

injured and several homes affected. Risks that are a constant for this region include kidnappings,

homicides, armed confrontations, detonation of MAP-MUSE-AEI, threats to social and indigenous

leaders, and trafficking of large quantities of drugs and weapons. Also, the extension and consolidation

of territory by GAOs.

Valle del Cauca.

In Buenaventura, the armed forces maintained a strong urban presence to combat the actions of GDOs

and GAOs. This contributed to the capture of several members of GDOs and the seizure of a large

quantity of weapons and drugs. The disputes between the GDOs vs GAOs have generated massive and

individual displacement, confinement, and homicides in the urban and rural areas of Puerto-Buenaventura.

Cali is also experiencing a complex panorama of insecurity due to thefts and homicides.

Southern Cordoba.

During the pandemic, GAOs have expanded their territory, resulting in communities in those regions

facing scenarios of violence because of the ongoing disputes between the GAOs - GAO-PF and the AGC

or Clan del Golfo.

Also this quarter, in Montes de María, new security alerts were generated for kidnappings, homicides,

and threats in rural areas, due to the newly found Martín Caballero Armed Group (also a GAO-PF)

formed by dissidents of groups previously led by Iván Márquez and Jesús Santrich under the

2nd Marquetalia. In the South of Tolima, violence and criminality increased (including forced underage

recruitments) compared to last quarter. Armed robbery rates in Bogotá rose during Q2.


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During this reporting period, no acts directly linked to GAOs or GDOs impacted Program activities or

development. However, there is rising concern that JxT’s geographic areas of focus are becoming

increasingly insecure, which may impact implementation in the future. The Program will monitor these

issues closely through the Security Manager, Regional Coordinators, Armed Forces, and partners in the

field along with the USAID Mission’s Partner Liaison Office.

3. ACTIVITIES AND ACHIEVEMENTS

This quarter, moderate to strict quarantine measures remained in effect across the country. The JxT

team continues working remotely, and to date, activities and achievements have been accomplished

virtually. Individuals may request approval to travel and/or hold in-person meetings on a case-by-case

basis, and project partners in the territories are also holding selected activities in-person when social

distancing and public health guidelines can be followed.

JxT’s implementation strategy is to design activities that support local solutions to increase transparency,

build accountability, and effectively reduce corruption in Colombia. The activities are designed around

five principal objectives that target actions with the Government of Colombia (GOC), control entities,

civil society, and the private sector. Activities and achievements during Q2 for each objective are as

follows:

Objective 1: Advance National-Level Government Transparency and Accountability Initiatives.

Supporting national-level agencies in implementing transparency-related regulations, procedures, and

international commitments.

Corruption Perception Index: In January, the TPC team focused on analyzing the results of the

Corruption Perception Index (IPC) released by Transparency International on January 28. The analysis

identified how the results link with the Report on the Management of Anti-Corruption published during

the second year of the government of President Duque. This Index conducts an annual evaluation of anti-

corruption management in more than 100 countries. In the case of Colombia, the results indicate a

stagnation in its efforts to improve overall public perceptions of corruption, which manifest in various

situations such as the weakening of the control processes between branches and the consolidation of

executive power.

COVID -19 Response: During the quarter, TPC made progress in their analysis on the publication and

availability of information on the Electronic System for Public Procurement (SECOP) platform for

procuring goods and services to address the COVID emergency. This follow-up has yielded, among other

results, the finding of incomplete publications of information, weaknesses in the quality of information,

and discrepancies in the registration fields of the SECOP I and II platforms. In Q4, TPC will submit


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recommendations to CCE and the Secretariat of Transparency regarding opportunities for improvement

in the SECOP and in the information published on the platform.

San Andres and Providencia: During the quarter, JxT met with the DAFP and with the Office of the

Presidential Advisor for Management and Compliance to plan future joint actions to promote

transparency and accountability during the reconstruction effort in San Andres and Providencia. Three

main areas identified are: the elaboration of the transparency protocol during emergency response;

supporting the data dashboard that monitors important indicators (houses built, people receiving aid,

etc.); and reinforcing the strategy for ensuring accountability. These initiatives are under discussion with

GOC agencies.

Secretariat of Transparency: This quarter, JxT and the Secretariat of Transparency identified areas

of collaboration, it was accorded that the Secretariat will accompany JxT in regional events. Additionally,

the GOC postponed the publication of the CONPES this quarter.

Legislative Act 341 of 2020 (Anti-Corruption Act): On January 28, the Program’s Technical

Committee held a meeting to discuss a strategy to participate in the discussion regarding Legislative Act

341 of 2020. In line with the objectives of JxT, the strategy will address the following issues: 1) protection

of whistleblowers; 2) corporate liabilities; 3) reparation for corruption damages; and 4) information

exchange systems. JxT will seek a closed session with the Commission of Congress in charge of legislating

the Act to present these observations.

On March 18, a Public Hearing was called by the First Commission of the Senate of the Republic to

discuss the scope of Act 341 of 2020. Andres Hernandez, Executive Director of TPC participated in the

hearing where he addressed TPC’s position regarding the Act and raised the issues that should be

improved and included to strengthen the regulatory framework on matters regarding the fight against

corruption in Colombia (Click here to view the video of the Public Hearing).

As a result of the analysis and TPC’s participation in the public hearing, the Technical Committee agreed

to organize a roundtable for next quarter with Congressmen from the First Commission of both

chambers to strengthen the draft articles of the Act. The event will be an opportunity for expert dialogue

on issues addressed by Act 341 of 2020.

Also, together with TPC a proposal was structured with priority action recommendations for the GOC.

The document includes context on issues the country is facing in the period remaining for the current

national government, the implications of the COVID-19 pandemic on the concentration of power in the

Inspector General’s Office (PGN), General Comptroller’s Office (CGN) and Attorney General’s Office

(FGN), as well as challenges with access to information, citizen complaints, drug trafficking and political

reform. During Q3 and Q4, TPC will host roundtables with the Secretariat of Transparency, DAFP,

PGN, FGN, and the CGN.

https://www.youtube.com/watch?v=iXyI3KdILU4


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Also, during Q2 within the framework of JxT activities, TPC attended a meeting of the Civil Society

Round Table for the Extractive Industries Transparency Initiative (EITI). During the meeting, new

members of the Round Table and organizations were presented to EITI’s technical committee, and the

board gave a balance of progress during 2020.

Objective 2: Promote Local-Level Civic Participation and Collaboration. Promoting communication and

collaboration between civil society and local government to advance the development, implementation

and monitoring of transparency-related policies and open data initiatives.

During this quarter, JxT presented the Program and identified points of interest with 18 mayors’ offices

and 4 governors from the areas prioritized by the Program. The local (national-level) partners, USAID,

and JxT’s technical team participated in the meetings. Results include the identification of areas for

collaboration such as improving the design and implementation of accountability processes, optimizing

channels for the delivery of public information, and guaranteeing academic training for citizen

participation groups and social control. The majority of the 18 municipalities reported progress in the

construction of the Anti-Corruption and Citizen Attention Plans, and the implementation of the

Integrated Planning and Management Model, indicating that JxT has a relevant conceptual basis for

promoting Open Government actions in territory. As a first action resulting from the meetings in

Buenaventura, the program pinpointed areas in which it will assist the Mayor’s Office in preparing for an

upcoming event on accountability, by helping to ensure the event meets both the GOC’s standards and

international standards for public accountability processes.

The greatest demands and needs for cities is in (i) strengthening the open data (data that can be freely

used, reused and redistributed by anyone, and that are subject, at most, to the requirement of attribution

and to be shared in the same way in which they appear) for which Cali, Cartagena and Buenaventura

have available resources. Open data is a process that can only involve actions promoted by local

administrations, or in spaces for citizen participation to identify the data sets that are most useful for

citizens; (ii) the characterization of the types of complaints and channels for complaints, as well as the

process that they must take to deepen their investigation and identify possible sanctions; (iii) coordinating

with other initiatives being developed in the territory such as observatories or training schools; and (iv)

the cities have requested the strengthening of knowledge exchange networks.

In PDET municipalities, specifically, the needs lie in deepening conceptually in Open Government;

designing instruments to monitor the development plan that allows them to deliver timely public

information, and in promoting citizen participation in accountability systems that include the

implementation of the peace process.

Prior to meeting with local and regional governments, JxT conducted a detailed review of the municipal

and departmental development plans for each municipality to identify the proposed programs and

activities that coincide with JxT’s work plan activities. This information contributed to the development

of an analysis that identified specific demands per municipality and led to the design of customized short-

term actions and activities according to the requirements of each territory and JxT’s objectives.


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Also, during the quarter TPC and FNC carried out the initial design of the modules and thematic units

of the Citizen School for Transparency and Anti-Corruption. The Citizen School for Transparency and

Anticorruption is a teaching tool based on civic training that transmits concepts and academic tools to

generate knowledge and understanding regarding public management. Also, the school forms anti-

corruption leadership through the recognition of initiatives for participation, citizen control and public

anti-corruption dialogue. Additionally, TPC presented two preliminary documents that address

fundamental aspects for the conceptual construction of the National Anti-Corruption Citizen Initiative:

Sustainability and Incidence of Anti-Corruption Activism.

TPC also advanced in strengthening a network of anti-corruption facilitators made up of 13 civil society

organizations present in the five regions of JxT intervention. This achievement is a first step towards the

promotion of a nation-wide citizen movement for anti-corruption, which is one of the Program’s strategic

areas of focus. The Anti-Corruption Facilitators Network is a collaborative workspace of joint knowledge

and continuous learning in which each of its members plays an active role in the collective construction

of actions and strategies for the promotion of citizen control and the reporting of corruption. The

Network is the basis for the design of the Strategy for the National Citizen Anticorruption Movement.

Within the framework of the Network, TPC presented a sustainability strategy that includes articulated

and assertive communication, the management of strategic alliances, dialogue with stakeholders and the

achievement of resources. In a complementary manner, TPC also presented the Network's advocacy

strategy document that provides the necessary tools for the positioning of citizen control initiatives with

an anti-corruption approach, and the promotion of reporting cases related to this phenomenon, and

which threaten the interests and human rights represented by these organizations.

Objective 3: Strengthen Oversight and Control Institutions’ efforts to Fight Corruption. Working with

Colombia’s Attorney General’s Office and Inspector General’s Office to increase prevention, detection,

prosecution, and sanctioning of corruption.

Together with the FGN, JxT identified the units within the FGN that should participate in collaborations

between the Program and the FGN. The entities identified were the Specialized Directorate Against

Corruption (in charge of allocating instructions and commitments generated at the joint work tables);

the Directorate of User Attention, Early Intervention and Assignments (through which the strengthening

of complaint mechanisms for acts of corruption will be led); the Sub-Directorate for Public Policies and

Institutional Strategy (through which the characterization of new phenomena or types of corruption will

be analyzed); and finally the Delegate for Criminal Finance (through which money laundering issues,

extinction of property rights, financial investigations and tax crimes are channeled). The results of the

analysis will allow JxT to establish areas of joint work and define the year two work plan with the FGN,

to assure that future actions and activities are coordinated and articulated. New advances will be

reported during Q3.

Additionally, the Program established relations with the Delegate Comptroller for Citizen Participation

and the Delegate Comptroller for Post-Conflict, resulting in a commitment on behalf of the Delegate

Comptrollers and their teams to structure a joint work proposal for future collaboration with JxT. An

area of joint work identified is in improving the systems of information through which citizen complaints

are processed. New advances will be reported during Q3.


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For Q2, there were no meetings with the PGN team due to a change in the administration and team

that occurred during the quarter.

Objective 4: Promote a Culture of Transparency and Accountability. Building a culture of transparency,

accountability, and a greater social sanction of corruption through innovative approaches and the use of

strategic communications.

This quarter, the re-design for the social change sub-component was completed due to the closure of

one of the local partners (Corpovisionarios). After finalizing introductory meetings with the mayors and

governor offices in the prioritized regions, it was evident that a support area for Program intervention

is social change at the regional level. During the reporting period, the strategy for a cultural change pilot

was developed at the sub-national level for Cartagena. The cultural change strategy will be addressed

through pilots with behavioral economics and communications for social change methodologies that

integrate approaches from psychology, anthropology, cognitive neuroscience, and economics to

understand and predict human behavior. The interventions will have impact measurements that account

for the efficacy of these sciences to promote or discourage behaviors in public servants and civil society that constitute a barrier to transparency and accountability. The strategy will target citizen initiatives and

public servants focused on promoting trust, citizen participation, and dialogue between authorities and

the citizenship.

Additionally, JxT, the PGN and CGR agreed upon the stages for the cultural change strate. Each of the

interventions will have five stages: (i) identification of the problem (ii) context analysis where the entry

points, hypotheses and bottlenecks will be identified (iii) design of the intervention, behavioral incentives

that can solve the bottlenecks (iv) implementation and (v) evaluation where a rigorous measurement of

the observed effects, recommendations and adaptations in other contexts will be carried out.

Within the framework of the Program’s fourth objective LSV advanced in various activities geared

towards strengthening investigative capacities at the regional level. The media outlet opened four six-

month internship positions. The interns will cover and investigate topics related to transparency and

accountability under the supervision of LSV reporters. Also, with JxT support, five scholarships were

awarded by LSV to leaders in the Program’s areas of intervention in Buenaventura, Norte del Cauca,

Córdoba, and Montes de Maria. The winners are participating in the “Curso de Inmersión por

Colombia,” a space for learning and dialogue to strengthen the criteria of upcoming leaders in Colombia

on the main challenges and opportunities of the country. There are ten virtual sessions of four hours in

which protagonists of key issues for the future of Colombia dialogue with the selected participants about

the current situation and perspectives of different sectors. The “Curso de Inmersión por Colombia,”

will help leaders have a larger influence and generate processes of greater transparency, citizen oversight,

and access to information.

Additionally, LSV hosted a virtual workshop together with the Universidad del Valle aimed at

strengthening investigative capacities. The workshop covered investigative journalism, investigative

practices, and topics regarding corruption - 88 undergraduate and graduate students participated. The

workshop was led by graduate students with support from the editor of LSV. Lastly, LSV published three

articles this quarter related to transparency and accountability (See Table 2 for links to the articles).

With the Program’s technical support, TPC held its first meeting with the Governance Committee, composed of four private sector companies: Movistar Colombia, Summun, Bancolombia, and


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Compensar. The purpose of the committee is to define the regulations and guidelines for the admission

of new members to the Anti-Corruption Business Commitment (CEA) that was established by TPC in

2002. Currently, 19 private companies belong to the CEA.

Objective 5: Promote Local Partner Capacity and Sustainability. Providing technical assistance to a broad

range of local partners, such as media, academia, and civil society organizations, to increase their capacity,

sustainability, and internal accountability and transparency practices.

During Q2, JxT and USAID agreed upon using the Organizational Capacity Assessment (OCA) as the

main indicator to measure capacity development for the organizations the Program will support. This

indicator will be part of the Activity Monitoring, Evaluation and Learning Plan (AMELP) and will be

reported through the Standard F indicator CBLD-09. Since TPC will also roll out the Global Standard

for CSO Accountability, a series of coordination meetings were held to delve deeper into the

requirements of this indicator, the possible common areas, and the methodology behind the

measurement (See Table 1. for a comparison of the OCA and Global Standard for CSO Accountability).

Also, during this quarter TPC performed a self-assessment to measure the evolution of their

commitment to the Global Standard. They also prepared the implementation plan for the Global Standard

with the JxT partners, and held training sessions with UA, LSV and FNC (organizations with different

levels of knowledge regarding internal accountability activities). Regionally, TPC was going to work only

with organizations in their regions of intervention, however TPC agreed to work on the Global Standard

commitments with organizations in all the municipalities where the Program has active subgrants. This

instrument will be accompanied by a communications and outreach strategy that will be widely

disseminated next quarter.

Table 1: Comparative Analysis: OCA-Global Standard

OCA Global Standard for CSO Accountability

Description

The Organizational Capacity Assessment

(OCA) is a structured tool for a facilitated

self-assessment of an organization's capacity

followed by action planning for capacity

improvements.

This is a tool that promotes accountability for CSOs,

using a self-assessment tool (filled out online).

Purpose

The OCA measures 7 areas of

organizational development with an array

of variables that integrate each one (see

below), according to a questionnaire that

requires active participation from the main

positions in the organization.

These are the 7 areas:

1. Governance and legal structure

2. Financial management and internal

control systems

3. Administration and procurement

systems

4. Human resources systems

5. Program management

6. Project performance management

7. Organizational management and

sustainability

The indicator is divided into 3 sections and 12

commitments the CSO must adopt in their journey

towards accountability.

Cluster A: What we want to achieve

Commitment 1: Justice and equality

Commitment 2: Women’s rights and gender equality

Commitment 3: Healthy planet

Commitment 4: Lasting positive change

Cluster B: Our approach to change

Commitment 5: People-driven work

Commitment 6: Strong partnerships

Commitment 7: Advocating for fundamental change

Commitment 8: Open organizations

Cluster C: What we do internally

Commitment 9: Empowered and effective staff and

volunteers

Commitment 10: Well-handled resources


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Commitment 11: Responsive decision-making

Commitment 12: Responsible leadership

Who

should/can

use the tool

Smaller organizations in the process of

developing sustainability and growing larger.

It was developed for nonprofit

organizations, but it can be used by private

entities and government agencies.

CSOs that wish to strengthen their accountability

practices towards their stakeholders.

Time

It should be implemented in a period of at

least a year, so the organizations have time

to implement the necessary adjustments

derived from the baseline measurement.

The original methodology is set up to be implemented

over the course of two years. Each commitment

includes approximately 4 or 5 actions the organization

should carry out to show it is accountable to their

stakeholders regarding their impact, approach, and

organizational processes.

Even though the unit of analysis is the same, the table identifies there are different tools with different

goals and the first 8 of the 12 dimensions in the Global Standard are not part of the OCA. The OCA

seeks to promote capacity building through implementation of organizational strengthening plans that

stem from regular self-assessments, while the Global Standard promotes accountability. The OCA will

be measured by the territorial organizations that have support from JxT, whose grant awards include

funds to implement the organizational strengthening plan. Based on this analysis, the MEL team defined

a work plan to measure the OCA with support from the regional teams, and according to the subaward

calendar, which will incorporate three new organizations in Cartagena, Córdoba, and Buenaventura.

The following table lists the products and/or activities completed during Q2 by the implementing partners

according to the Year-One Work Plans for FY2021. This quarter, 16 products were submitted, adding

to the seven products during Q1, totaling 23 products submitted by the implementing partners to date.

Table 2. Products Submitted by Implementing Partners During FY 2021 Q2

Partner No. Product Activity Description

Transparencia

por Colombia

1 Civil Society Round

Table A.1.2.2

Meeting with the Civil Society Round Table for

Transparency in Extractive Industries.

2

Recommendations

to Colombia’s Act

341 of 2020

A.1.2.1 Transparency recommendations for improvements and

adjustments to Act 341 of 2020.

3 Sustainability

Strategy A.2.2.2

Report on the sustainability strategy for The Anti-

Corruption Facilitator Network.

4 Citizen School for

Anti-Corruption A.2.2.3

Design of the modules for the Citizen School for Anti-

Corruption

5 Mapping of Citizen

Complaint Channels A.3.3.1

Mapping of the channels that the control entities

provide to citizens for complaints.

6 Advocacy Strategy A.2.2.2

Advocacy strategy for The Anti-Corruption Facilitator

Network.

7

Article “The Income

Statements of

Duque's Cabinet

Show the Gaps in

the Tax Statute”

A.4.3.5

https://lasillavacia.com/las-declaraciones-renta-del-

gabinete-duque-muestran-los-huecos-del-estatuto-

tributario-80052

https://lasillavacia.com/las-declaraciones-renta-del-gabinete-duque-muestran-los-huecos-del-estatuto-tributario-80052




15

8

Article “The Good,

the Bad and What is

Missing in the Vice

President’s Project

on Corruption”

A.4.3.4

https://m.lasillavacia.com/lo-bueno-lo-malo-y-lo-falta-del-

proyecto-vice-sobre-corrupcion-80634

Foro Nacional

por Colombia 9

Article “Duque's

Standard

Specifications Favor

Transparency in

Contracting”

A.4.3.5

https://lasillavacia.com/los-pliegos-tipo-duque-

favorecieron-transparencia-contratacion-80693

La Silla Vacía

10

Virtual Investigative

Journalism

Workshop

A.4.3.2

The workshop regarding investigative journalism

included the participation of 88 undergraduate and

graduate students; during the session students learned

about investigative practices for topics regarding

corruption.

11 Six-Month

Journalism Internship A.4.3.1

The interns will cover and investigate topics related to

transparency and accountability from February – July

2021.

12 Five Scholarships

Awarded A.4.3.6

Five scholarships were awarded by LSV (with JxT

support) to leaders in the Program’s areas of

intervention (Buenaventura, Norte del Cauca, Córdoba,

and Sucre). The winners are participating in the “Curso

de Immersion por Colombia.”

4. GENDER EQUITY AND SOCIAL INCLUSION (GESI)

During this quarter, there was further development of the Gender Equality and Social Inclusion Plan. JxT

led a workshop with the Communications Committee, which is comprised of members of the

communication teams from the local (national-level) partners, to collect information for the development

of the Plan’s components and mechanisms for inclusion and implementation (e.g. inclusive language,

different linguistic approaches according to the audience, channels for distribution of information). The

first draft of the Plan is in internal review.

5. PROGRESS AGAINST TARGETS

The project’s indicators were still under development during this reporting period, and therefore

progress against targets cannot be reported until indicators are approved, and measurement have begun.

The final Activity Monitoring, Evaluation, and Learning (AMEL) Plan with Performance Indicator

Reference Sheets (PIRS) and Context Indicator Reference Sheets (CIRS) was submitted to USAID on

April 19, 2021 and is pending approval.

https://m.lasillavacia.com/lo-bueno-lo-malo-y-lo-falta-del-proyecto-vice-sobre-corrupcion-80634

https://m.lasillavacia.com/lo-bueno-lo-malo-y-lo-falta-del-proyecto-vice-sobre-corrupcion-80634

https://lasillavacia.com/los-pliegos-tipo-duque-favorecieron-transparencia-contratacion-80693

https://lasillavacia.com/los-pliegos-tipo-duque-favorecieron-transparencia-contratacion-80693


16

6. PERFORMANCE MONITORING, EVALUATION, AND

LEARNING

During Q2, per a USAID request, the Activity Monitoring, Evaluation and Learning (AMEL) and

Collaborating, Learning and Adapting (CLA) Plans were restructured and combined into one document.

The MEL team continued the development of the AMEL Plan, including details for the process going

forward. It was established that there will be a main group of 17 indicators that will measure both

performance (13) and context (4) for the Program. There is a combination of custom and standard

indicators, as well as indicators that will come from JxT and other official sources. This structure created

the need to coordinate with the main national-level partners per objective to reach agreements on

shared indicators and target goals. The alignment process between the award, partner contracts and

work plans was a key input to finish the development of the AMELP indicators during the quarter. It was

recognized that the results of the Political Economy Analyses (PEA) and Systems Thinking Methodologies

(tools that will support the incorporation of Complexity Awareness Monitoring & Evaluation, according

to the main objectives of the activity) may deliver insights into additional complexity aware indicators

that could be established in the AMEL Plan in the future.

Additionally, the Program will track two indexes that are part of the Institutional Performance Index

(IDI), managed by the DAFP (Click here to access the IDI on the DAFP website):

• Transparency, Access to Information and Fight Against Corruption.

• Citizen Participation in the Public Administration.

JxT included a series of other standard indicators in the Plan to track performance at the objective level.

The customized indicators will contribute to the reporting of aggregated results with other activities

according to the way they are defined and measured. Additionally, the need to report on the

disaggregation of gender and ethnic groups whenever possible was emphasized in the Plan.

7. COORDINATION AND COLABORATION WITH

USAID AND DONOR-FUNDED PROGRAMS

This quarter, JxT held various meetings and work sessions with the USAID funded Responsive

Governance Program, also implemented by DAI. The two programs identified civic participation and

citizen oversight as shared objectives and the Sur de Córdoba as a region where both projects will focus

attention. Together, JxT and Responsive Governance held meetings with the governor and mayors of

the prioritized municipalities in the Sur de Córdoba and with the Comptroller Delegate for Civic

Participation to identify areas of collaboration with the CGN. To avoid duplicating actions with TPC (a

partner of both programs), mechanisms for collaboration were defined (methodologies for communities

of practice and learning in citizen oversight) as areas of common interest. Also, the two programs,

https://www.funcionpublica.gov.co/web/mipg/resultados-medicion


17

together with the DNP, held a work session to synchronize promoting transparency in audits and in

citizen oversight of royalty programs.

JxT, in collaboration with DAI’s Responsive Governance Program, also formulated a joint learning

question, What is the effect that a more active and focused civil society has on improved service delivery in

health, education and/or rural infrastructure in municipalities? The focus region for the question will be the

Sur de Córdoba, where both programs have intervention activities. By answering this question, the

programs will be able to ascertain what the differentiated effects in basic service delivery improvement

are (understood as increasing quality and coverage) when there is a vibrant civil society, actively engaged

in transparency and accountability. To answer these questions, three main actors will be considered:

local administrations, CSOs and citizens. JxT will concentrate efforts on developing the necessary tools

to answer the question from the CSO and citizen side, while Responsive Governance will be in charge

of local administrations.

Additionally, JxT in coordination with TPC and the UA also met with USAID’s ACTIVA Buenaventura

program to coordinate efforts regarding Open Government initiatives, as both programs have targeted

actions in the port city.

8. COMMUNICATIONS

Activities and achievements for Communications during the quarter include USAID’s approval of the

Program’s Communication Plan and Branding and Marking Plan. The first quarterly newsletter was

published in February, six sets of Bi-Weekly Highlights were submitted, the Program hosted its first

regional launch event, the Program’s official video was approved, and the social media pages for JxT were

created. Main highlights during the quarter were:

Communication Plan approved this quarter: Year-one activities were reviewed with the partners

and activities identified in the Plan were initiated (e.g. quarterly newsletter, Bi-Weekly Highlights, opening

of social media pages). The plan was approved on March 8, 2021.

Branding and Marking Plan approved this quarter: JxT led workshops with the JxT team and the

implementing partners detailing the different guidelines and rules identified in the Plan such as the use of

logos, fonts, color palettes, size and pixel restrictions, among others. In addition, the implementing

partner’s contracts were updated to ensure concurrence between the guidelines in their contracts with

those defined in the approved Plan. The plan was approved on February 5, 2021.

Regional Launch Event for Sur de Tolima: JxT, together with the four implementing partners,

hosted its first regional launch event for the South of Tolima. The event featured remarks from the

Governor of the Department, the Coordinator of the Transparency Policy Group, Access to Information

and the Fight against Corruption of the Secretary for Transparency, and the Director of USAID's Office

of Governance and Peacebuilding in Colombia. It streamed live from the Facebook accounts of the

implementing partners and the platform of the Escuela de Gobierno de la UA, and a total of 441 people


18

tuned in. Four mayors from JxT’s areas of intervention in Tolima participated in a panel discussion, and

members of 25 different CSOs attended. The launch received ample media coverage, including four

regional radio stations that covered the event live and then interviewed the Program’s Chief of Party for

additional context regarding the Program.

Social Media: Upon approval of the Communication Plan, JxT opened its official Facebook (Juntos por

la Transparencia), Twitter (@Programa JxT) and YouTube (Programa JxT) accounts. Through the social

media platforms, JxT will share weekly posts promoting Program activities, events, videos, achievements

and news about accountability, transparency, and Open Government.

9. ACTIVITIES FOR NEXT QUARTER

▪ Document with recommendations for the reform of the Contracting Statute and on the standards

of collection and publication of the national contractual information in the Electronic System of Public

Procurement (SECOP).

▪ Document with proposals for the implementation of the Electoral Criminal policy.

▪ Document with observations and recommendations for DAFP, DNP and the Secretariat of

Transparency of the Office of the Vice President, based on their roles in the Construction and

Implementation of the Public Policy (CONPES) of Transparency and Integrity.

▪ Preparation of the preliminary version of the political economy analysis (PEA) documents for each

municipality in the Program’s areas of intervention.

▪ Characterization document for each municipality/district.

▪ Development of a collaborative work plan between TPC and local organizations chosen by JxT to

strengthen collaboration and participation of civil society organizations in the fight against corruption

at the territorial level in Buenaventura, Montería, and Cartagena.

▪ Visits to municipalities to meet with local stakeholders (depending on public health and safety

conditions). The visits will be carried out by the Regional Chapters of FNC.

▪ Construction of Open Government action plans.

▪ Monitoring document with the balance of actions by control entities in relation to public

procurement to address the COVID-19 emergency response.

▪ Reference document on the reporting mechanisms of control entities for receiving corruption

complaints.

▪ Implementation of the cultural change strategy in Cartagena and Cali (the first phase of the cultural

change pilot).

▪ Visits to three project territories (Cartagena, Buenaventura, and Sur de Córdoba) to map companies

interested in joining the CEA.

▪ Implementation of the corruption risk assessment methodology in companies.

▪ Completion of five regional PEAs and completion of the national-level PEA.

▪ Completion of three sessions on Systems Thinking together with local (national-level) partners.

https://www.facebook.com/programa.juntosporlatransparencia

https://www.facebook.com/programa.juntosporlatransparencia

https://twitter.com/ProgramaJxT

https://www.youtube.com/channel/UCeTA7x_l8UvY8irT44qtC8g


19

10. SUBAWARDS

Advances in subawards during this reporting period include closing the competition for the three regional

sub-award processes (Sur de Córdoba, Cartagena, Buenaventura) for the selection of a CSO to

“Strengthen the Collaboration and Participation of Civil Society Organizations in the Fight Against

Corruption at the Territorial Level”. A CSO in Sur de Córdoba, was approved by USAID on March 30,

and the grant award to FUNCICAR in Cartagena is in process of approval by USAID. A new request for

applications for CSOs in Buenaventura closed with five compliant proposals received after the first round

of proposals did not meet the requirements.

.end of QR.


20

ANNEX 1: SUCCESS STORY

La Silla Vacía (LSV) is one of Partners for Transparency’s (JxT) four local (national-level) implementing partners. They will

carry out actions and activities to strengthen the capacities of investigative journalists in areas related to transparency and

helping to publicize the results of investigations on transparency at the national and subnational level. Seeking to generate

greater interest among journalism students on investigating issues related to transparency and accountability, this quarter

LSV hired four interns to research and write investigative stories, and report on issues related to transparency and corruption.

Below is the story of a young indigenous Misak woman named Ingri Trochez who was selected as one of the four interns.

YOUTH MISAK INDIGENOUS FEMALE EARNS SPOT AS INTERN FOR LA SILLA VACÍA

Twenty-three-year-old Ingri Trochez was born in the small rural village of Agua Bonita in the department of Cauca,

a region heavily affected by armed conflict and illicit economies. As a child and adolescent she moved in and out

of living with the Misak indigenous people, however as she grew older, she decided that she wanted to live with

her community and fully immersed herself in the traditions, culture and in learning the Misak language called Nam

Trik. Once she finished high school, Ingri enrolled as a student at the University of Cauca where she chose

Anthropology as her major.

In January, within the framework of the actions carried out by the Partners for Transparency, La Silla Vacía, one

of the program’s implementing partners, opened a call for applicants for internship opportunities with their media

outlet. Ingri applied to the call and was selected for the position.

“So far it has been an incredible experience, I have learned to conduct interviews, write stories, investigate topics,

track social media and more,” stated Ingri, who applied for the internship because she saw it as an opportunity to

learn and grow professionally. Her future plans are to continue her education by obtaining a Master’s Degree and

to be able to be a liaison between the older and the newer generations in the Misak community. She believes

carrying forward traditions and the legacy of the Misak people and passing them on to future generations is

extremely important.

“The internship has given me the opportunity to meet new people, network, strengthen my professional

experience, and learn things that I know will be useful in my career path. It has been an extremely valuable

experience,” stated Ingri.

About JxT: Partners for Transparency is a five-year cooperative agreement that promotes local-level civic participation;

strengthens local partner capacity; and advances national-level government transparency and accountability initiatives. JxT

is implemented by DAI and four local (national-level) partners, Transparencia por Colombia (TPC), Foro Nacional por

Colombia (FNC), La Escuela de Gobierno de la Universidad de los Andes (UA),

“We chose Ingri for the internship because during the interview she showed a great interest in journalism. We

also thought that she could bring to LSV a perspective that we are not used to on our team and we thought that this diversity could really enhance our work.”

- Juanita Leon - Director of La Silla Vacía

partners for transparency

Documents