1
Paraguay National Reform Program 
Contract No. AEP-I-00-00-00016-00 
Evaluation of the First Year Implementation 
Of The Program 
Prepared by ARD, Inc. 
January 23, 2003 
2
I n d e x 
Executive Summary 
1. Introduction 
2. Objectives, Components and Expected Results for Year 1 
3. Evaluation Methodology 
4. Evaluation Results by Program Component 
4.1. Component 1: National Reform 
4.2. Component 2: Decentralization 
4.3. Component 3: Local Government Financial Autonomy. 
4.4. Component 4: Strengthening Local Government Associations 
5. Annexes 
 Annex 1: Survey Form 
 Annex 2: Frequency charts of the components of the sub indicators. 
 Annex 3: Workshops 
 Annex 4: Performance and Monitoring Plan Evaluation Table. 
 
3
PARAGUAY NATIONAL REFORM PROGRAM 
Evaluation Year 1
Executive Summary 
The present report evaluates the implementation of Year 1 of the National Reform Program 
(NRP), initiated in October 2001. The report includes five parts with annexes, as shown in 
the index. Part 2 presents the Objectives of the NRP and the expected results for Year 1. Part 
3 describes the methodology used to fulfill the present evaluation. Part 4 describes the 
results obtained in each Component of the Work Plan. 
Program Objectives and Components 
In the Statement of Work provided by USAID to ARD to implement the Paraguay National 
Reform Program, the USAID Democracy Strategic Objectives of the work to be undertaken 
are transcribed below in order to provide an overall evaluation framework: 
The objectives of the Task order of the Paraguay National Reform Program, under 
Intermediate Result 1.3 are to 1) identify and implement specific national reforms based on 
a participative national dialogue, 2) implement decentralization policies and/or projects, 3) 
develop national strategies for improving local government financial autonomy, and 4) 
strengthen local (municipal and departmental) governments associations. 
 To meet those objectives, the Program was structured in four (4) components 
 
• National Reform: improvement of the legislative and regulatory framework through 
supporting initiatives that contribute to the national reform process; 
• Decentralization: strengthening the decentralization process, through developing 
specific national proposals and projects to improve the delivery of public services by 
sub-national governments to the citizens; improving inter-institutional relations 
based on decentralization within and among all levels of government; demonstrating 
greater efficiency in the delivery of decentralized services. 
• Local Government Financial Autonomy: developing strategies to strengthen the 
financial autonomy of sub-national governments; 
• Strengthening Local Governments Associations: strengthening the institutional, 
technical, and political capacities of Associations of Sub-National Governments, to 
make them more efficient and effective in fostering reform and decentralization, and 
to improve their capacity to become a counterweight to central Government. 
General Evaluation Approach 
For each Component of the Program, the Work Plan defined Target Objectives, associated 
with Target Objective Results. The degree of accomplishment of the Target Objectives
was evaluated by measuring the accomplishments reached by the expected Target 
Objective Results. The Target Objective Results were measured by Specific Sub￾Indicators that were defined as surrogate variables to fine tune the General Indicators 
Statements originally defined in the Performance and Monitoring Plan. The approach for the 
evaluation of the Performance and Monitoring Plan, thus, was based mainly by measuring 
4
the performance of the Specific Sub-Indicators which would provide an evaluation for the 
degree of accomplishment of the Target Objective Results. 
Table (i) below shows the Target Objectives of the Work Plan for year 1 for all four 
Components. 
Table (i) 
Target Objectives for Year 1 of the Work Plan by Component 
Components Target Objectives 
1. National Reform National reforms identified and proposed to institutions of 
the Government of Paraguay (GOP), through a 
participative decision-making process involving GOP, the 
political class, civil society, and local governments and 
associations. 
2. Decentralization National Decentralization policies/projects, and/or 
legislation, and/or regulations proposed to be considered 
by GOP and local authorities. 
3. Local Government Financial Autonomy National and local stakeholder strategies and/or policies, 
and/or procedures for improving local government 
financial autonomy and revenue collection prepared to be 
considered by GOP and local authorities. 
4. Strengthening Local Government 
Associations
Institutional, technical, and advocacy capacity of local 
government associations increased. 
Overall Performance Evaluation for Component 1: National Reform 
One national reform, the Organic Law of the Executive Branch Bill (“Ley de Ministerios”) 
was identified and implemented; the GOP, the political class, and civil society were engaged 
on its discussion; the bill was presented to the Senate. 
Other national reforms on decentralization and financial strengthening of sub-national 
governments were developed and are reported in Components 2 and 3. 
This Component has accomplished 50% of the expected results (one national reform 
implemented: The Organic Law of the Executive Branch Bill) and the completion of at least 
one more reform is well underway. 
Overall Performance Evaluation for Component 2: Decentralization 
Three decentralization bills were improved. One of them, Decentralization of Water Supply 
and Sanitation was supported by the Program and proposed by sub-national authorities to 
the Congress. 
Two decentralization projects were identified, are being prepared, and have been discussed 
with stakeholders and the respective Ministries: Decentralization of Education (Ministry of 
Education), and Decentralization of Taxes (Ministry of Finance/Treasury). 
The implementation of this Component is on target as to the implementation of 
decentralization projects (Decentralization of Education and Decentralization of Taxes), and 
has accomplished 50% of the Component results regarding implementation of 
policies/legislation (decentralization legislative reform: Decentralization of Water Supply 
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and Sanitation Bill). Other results are well underway (decentralization projects in at least 
two ministries). 
Overall Performance Evaluation for Component 3: Local Government Financial 
Autonomy 
Working documents were prepared as a basis to foster stakeholder involvement on the 
preparation of strategies and/or policies, and/or procedures for improving sub national 
government financial autonomy and revenue collection. Towards reaching those goals, 
Lines of Action were implemented to improve tax systems and collections, and to improve 
intergovernmental fund transfer systems and regulations. 
The following factors affected the performance of this component: 
• A slower than expected participation of stakeholders: There was more progress on lines 
of action leading to the formulation of preliminary strategy proposals to improving
revenue collections (Tax Systems and Collections in Sub National Governments) than 
for improving intergovernmental fund transfer systems and regulations. At the same 
time, the technical complexity of the issues at hand delayed them in systematically 
committing their involvement beyond expressed needs. Additionally, stakeholder 
participation was focused to activities of other Components of the Program that were of 
higher priority to them 
• A cut on the originally allotted time for the Work Plan: The Work Plan was originally 
approved until December 2002. USAID and ARD agreed to end the first year of the 
Work Plan on September of 2002, thus eliminating a quarter in which the activities for 
this component in the originally approved Work Plan were to be implemented. 
Although the implementation of this Component had a slow start, it is steadily being 
developed. 
Overall Performance Evaluation for Component 4 
The technical and advocacy capacity of Associations of Sub-national Governments 
increased significantly, measured through improvements on the following aspects: Level of 
Institutional Organization; Inter-institutional Coordination; Counterweight to the Central 
Administration; Advocacy Capacity; Ability to formulate Projects; Technical Skills (Human 
Resources); Consensus Building Capacity; Behavioral Changes. Indicators that measured 
those improvements ranged from 9.1% to 325% increases. Additionally, significant 
activities of technical assistance support were implemented for the Associations. 
Conclusion 
The Program has accomplished about 50% of its expected results in one year. In summary, 
the first year of implementation of the Paraguay National Reform Program can be rated as 
successful and on target. 
Intermediate Result (IR) 1.3 – National Democratic Reform Process Expanded, of the 
Democracy Strategic Objectives of USAID, is well underway to be attained through 
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Program results already accomplished and in progress. The cross-cutting nature of the 
Program benefited the progress of IR 1.1 (More Effective and Accountable Local 
Government) and IR 1.2 (Development of an Active Civil Society Encouraged), through 
ancillary effects of selected activities of the Program on other initiatives of USAID. 
7
PARAGUAY NATIONAL REFORM PROGRAM 
Evaluation Year 1
1. Introduction. 
 
The present work evaluates the implementation of Year 1 of the National Reform Program 
(NRP), initiated in October 2001. 
The basic documents for the evaluation are: 
• The Performance and Monitoring Plan associated with the Work Plan of year 1 of the 
Program; 
• The USAID Task Order for the Paraguay National Reform Program; 
• The USAID/Paraguay Five Year Plan; 
• The ARD Proposal as response to the USAIDS RFP; 
• Documents in the Archives of the field and home Office of the Paraguay National 
Reform Program. 
The 4 annexes of this report include the Programs of the different workshops carried out 
during Year 1 (Annex 1), the list of participants in the workshops (Annex 2), the instrument 
of evaluation for Component 4 (Annex 3: questionnaire of the survey), and the statistical 
frequency graphics obtained from processing the different components of the sub indicators. 
2. Objectives, Components and Expected Results for Year 1. 
 
The Statement of Work for the National Reform Program includes the following description 
of Objectives: 
USAID/Paraguay promotes a three-tiered approach to its Democracy Strategic 
Objective. Key Democratic Governance Practices Instituted. First, as part of 
Intermediate Result 1.1 (More Effective and Accountable Local Governments) the 
extreme lack of confidence in the national government must be addressed by 
strengthening the capacity of local governments to deliver services in response to 
citizens needs. Second, as part of Intermediate Result 1.2 (Development of an Active 
Civil Society Encouraged) civil society must be strengthened to be able to put 
pressure on the current political system to change and become more responsive. 
Third, as part of Intermediate Result 1.3 (National Democratic Reform Process 
Expanded) an open, transparent policy dialogue needs to be installed that allows the 
inclusion of all groups. 
The objectives of the Task order of the Paraguay National Reform Program, under 
Intermediate Result 1.3 are to 1) identify and implement specific national reforms 
based on a participative national dialogue, 2) implement decentralization policies 
and/or projects, 3) develop national strategies for improving local government 
financial autonomy, and 4) strengthen local (municipal and departmental) 
governments associations. 
8
 To meet those objectives, the Program will implement activities through four (4) 
components 
 
• National Reform: improvement of the legislative and regulatory framework through 
supporting initiatives that contribute to the national reform process; 
• Decentralization: strengthening the decentralization process, through developing 
specific national proposals and projects to improve the delivery of public services by 
sub-national governments to the citizens; improving inter-institutional relations 
based on decentralization within and among all levels of government; demonstrating 
greater efficiency in the delivery of decentralized services. 
• Local Government Financial Autonomy: developing strategies to strengthen the 
financial autonomy of sub-national governments; 
• Strengthening Local Governments Associations: strengthening the institutional, 
technical, and political capacities of Associations of Sub-National Governments, to 
make them more efficient and effective in fostering reform and decentralization, and 
to improve their capacity to become a counterweight to central Government.
The activities of the program were undertaken only in partnership with defined stakeholders. 
The Program would only support stakeholder reform and decentralization initiatives within 
the four components mentioned above. Thus, any activity supported by the Program will 
necessarily emerge from a wide pluralistic participatory consultation and agreements with 
local stakeholders. 
Table (i) below shows the Target Objectives of the Work Plan for year 1 for all four 
Components 
Table 1 
Target Objectives for Year 1 of the Work Plan by Component 
Components Target Objectives 
1. National Reform National reforms identified and proposed to institutions of 
the Government of Paraguay (GOP), through a 
participative decision-making process involving GOP, the 
political class, civil society, and local governments and 
associations. 
2. Decentralization National Decentralization policies/projects, and/or 
legislation, and/or regulations proposed to be considered 
by GOP and local authorities. 
3. Local Government Financial Autonomy National and local stakeholder strategies and/or policies, 
and/or procedures for improving local government 
financial autonomy and revenue collection prepared to be 
considered by GOP and local authorities. 
4. Strengthening Local Government 
Associations
Institutional, technical, and advocacy capacity of local 
government associations increased. 
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Summary Evaluation
The first year of implementation of the Paraguay National Reform Program can be rated as 
successful. 
Component 1 National Reform, has accomplished 50% of the expected results (one national 
reform implemented: The Organic Law of the Executive Branch Bill)) and the completion of 
at least one more reform is well underway; 
Component 2, Decentralization, has already produced expected results (decentralization 
legislative reform: Decentralization of Water Supply and Sanitation Bill) and other results 
are well underway (decentralization projects in at least two ministries: Decentralization of 
Education and Decentralization of Taxes)); 
Component 3, Local Government (Municipal and Departmental) Financial Autonomy, 
although it had a slow start, is firmly being developed (Preparation of basic documents and 
lines of action to formulate strategies); 
Component 4, Strengthening Local (Municipal and Departmental) Government 
Associations reached a highly satisfactory level of accomplishment, showing significant 
improvements on the capacity of Associations of sub-national Governments in different 
aspects, including, Institutional Organization, Inter-institutional Coordination, 
Counterweight to the Central Administration, Advocacy Capacity, Ability to formulate 
Projects, Technical Skills (Human Resources), Consensus Building Capacity, and 
Behavioral Changes towards the reform process. Significant and effective technical 
assistance was provided to reach those accomplishments. 
In summary, it can be concluded that the Program has accomplished about 50% of its 
expected results in one year, which represents one third of the three years allotted for 
completion of the Program. This allows to state that the Program quite on target and well 
underway. 
Intermediate Result (IR) 1.3 -National Democratic Reform Process Expanded, of the 
Democracy Strategic Objective of USAID, is well underway to be attained through Program 
results already accomplished and in progress. The cross-cutting nature of the Program 
benefited the progress of IR 1.1 (More Effective and Accountable Local Governments) and 
IR 1.2 (Development of an Active Civil Society Encouraged) through ancillary effects of 
selected activities of the Program on other initiatives of USAID. 
3. Evaluation Methodology 
General Evaluation Approach 
For each Component of the Program, the Work Plan defined Target Objectives, associated 
with Target Objective Results. 
The degree of accomplishment of the Target Objectives was evaluated by measuring the 
accomplishments reached by the expected Target Objective Results. 
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The Target Objective Results were measured by Specific Sub-Indicators that were 
defined as surrogate variables to fine tune the General Indicators Statements originally 
defined in the Performance and Monitoring Plan. 
The approach for the evaluation of the Performance and Monitoring Plan, thus, was based 
mainly by measuring the performance of the Specific Sub-Indicators which would provide 
an evaluation for the degree of accomplishment of the Target Objective Results. 
Component Evaluation Approach 
The general approach in this evaluation was to concentrate on determining the 
accomplishments observed for each individual Program Component towards reaching the 
corresponding Target Objectives of the Work Plan for Year 1 of the Paraguay National 
Reform Program. The progress was measured through different indicators that were defined 
to evaluate results of the implementation of the different activities of the Work Plan. 
Although the focus of this evaluation is to report on the accomplishments for the first year of 
implementation of the Program, progress towards reaching the final Task Order expected 
results was also assessed in order to provide a broader context to the evaluation. 
Two observations comprise the comparison universe in this evaluation: the first observation 
was the situation in the field at the beginning of the Program (base line), and the second 
observation was the situation at the end of the first year of implementation of the Work Plan. 
In order to facilitate the reading of the document, these two observations have been 
summarized in two categories that will appear throughout the report: 
• Before - to express the situation at the beginning of the Work Plan year 1 (base line), 
that is, without Program intervention, 
• After - to express the situation at the end of the Work Plan year 1, that is, with
Program intervention 
According to the nature of each Component of the Program, different types of variables 
were employed for the evaluation of the Specific Sub-indicators that led, in turn, to the 
performance evaluation of the Target Objective Results. 
For Components 1, 2, and 3, the evaluation was based on: 
• the assessment of implemented activities like workshops, public dialogues and 
audiences, news coverage, reports, etc., 
• documentation of the Program comprised by consultants’ reports, proposals of 
stakeholders workshops, etc., and 
• interviews to Program staff. 
For Component 4, the evaluation was based on: 
• Results of a survey measuring and comparing capacities of associations of sub-national 
governments, especially for those cases and processes that do not produce a tangible 
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product. The survey captured the perceptions of officials involved in sub national 
government and its associations, politicians, and other stakeholders such as former 
employees, former municipal authorities, all whom have been closely associated with the 
implementation of the National Reform Program. Consequently, the survey captured the 
experience and perception of those who were more involved in the Program’s 
implementation; 
• Factual data; 
• Assessment of produced documents, activities’ results, media coverage. 
4. Evaluation Results by Program Component. 
 The results of the evaluation by component are reported below. 
4.1. Component 1: National Reform 
Program Expected Results and Work Plan Objectives 
 
The expected result for this Component (see Task Order) by the end of the Program is: 
Two national reforms will be identified and implemented as a result of engaging the 
GOP and political class in a participative national policy dialogue with civil society. 
Increasing participatory decision-making, transparency, accountability, and 
responsiveness by the GOP will be critical to the success of national reforms. 
The target objective of Component 1 in the Work Plan for the first year of the Program 
(See Table 1), called for: 
 National reforms identified and proposed to institutions of the Government of 
Paraguay (GOP), through a participative decision-making process involving GOP, 
the political class, civil society, and local governments and associations. 
Three target objectives results were determined to achieve the expected target objective for 
Year 1: 
• Target Objective 1.1 - Stakeholders and actors involved in the national reform 
process identified. 
• Target Objective 1.2 - National reform issues identified. 
• Target Objective 1.3 - Prioritized action plans of normative and/or legislative 
initiatives supporting the reform process prepared. 
 
 The performance of each target objective result, was evaluated by their specific 
sub- indicators. 
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4.1.1. Evaluation of Target Objective Result 1.1: Stakeholders and actors involved in 
the national reform process identified. 
Indicators 
General Indicators: 
 
• List and number of civil society organizations, GOP institutions, political class, local 
governments and associations, engaged in policy deliberation aimed at national 
reform. 
• Degrees of involvement of these groups in the process. 
Specific Sub Indicators:
a. Type and number of Stakeholders involved in National Reform process. 
b. Level of involvement. 
Performance Evaluation 
a. Specific Sub-Indicator: Type and Number of Stakeholders Involved. 
Table 2 below shows the Type and number of stakeholder organizations involved in the 
reform process before and after their contact with the Program. The Table shows a 
significant increase in absolute terms (+29 increase) which represents a gain of 725% 
average in relative terms. It can be observed that, in absolute terms, sub national government 
associations exhibited the highest increase (+14), while the Executive Branch of 
Government exhibits the highest increase in relative terms (600%). Graphic 1 below 
summarizes the results. 
Table 2 
Type and number of stakeholders involved in national reform process
Difference Stakeholders Before 
(As per T.O.) After Absolute Relative 
- Sub–national governments and 
Associations of local governments: 
National Associations of Sub National 
Governments 4 5 +1 +25% 
Regional Associations of Sub National 
Governments 0 12 +12 +1200% 
Federation of Associations of Sub 
National Governments 0 1 +1 +100% 
Subtotal 4 18 +14 +350% 
- The Congress: 
Individual Committees of both Chambers 
of the Congress. 0 4 +4 +400% 
- The Executive Branch: 
Ministries 0 3 +3 +300% 
Secretariats 0 2 +2 +200% 
Decentralized Entities 0 1 +1 +100% 
Subtotal 0 6 +6 +600% 
- The Private Sector: 
Organizations. 0 5 +5 +500% 
Total 4 33 +29 +725% 
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Graphic 1: Number of Stakeholders involved in national reform process. 
4
33
0
5
10
15
20
25
30
35
Before After
Number of Stakeholders involved in national 
reform process
Summary Evaluation for Specific Sub-Indicator: Type and Number of Stakeholders 
Involved 
A comprehensive scope of stakeholders interested on reform issues was identified in less 
time than expected and expanded beyond what was originally targeted. The overall increase 
in the number of stakeholders was +725%. 
b. Specific Sub-Indicator: Level of Involvement 
The level of involvement of stakeholders and actors was measured by the intensity and 
frequency of involvement of stakeholders in the national reform process: 
• None (N): No involvement in the reform process 
• Low (L): Passive or marginal involvement in the reform process 
• Medium (M): Some direct participation in the reform process 
• High (H): Direct and active participation in the reform process 
Table 3 describes the level of involvement of stakeholders and actors before and after their 
interaction with the Program. 
The Table shows a significant involvement based on public awareness, and commitment 
shown by active participation of stakeholders in workshops, round table discussion and 
public hearings involving reform issues, and by the evaluation of documents and proposals 
of reform initiatives prepared as results from stakeholders workshops. 
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Table 3 
Level of involvement of stakeholders and actors 
Stakeholders Before After
Associations of Sub National 
Governments: 
National Associations of Sub 
National Governments L H 
Regional Associations of Sub 
National Governments. N H 
Federation of Associations of Sub 
National governments N H 
The Congress: 
Individual Committees of both 
Chambers of the Congress. N L 
The Executive Branch: 
Ministries N L 
Secretariats N L 
Decentralized Entities N L 
The Private Sector: 
Organizations. L M 
H= High, M=Medium, L=Low, N=None
Summary Evaluation for Specific Sub-Indicator: Level of Involvement 
Among the stakeholders that interacted with the Program, the Associations of Sub National 
Governments exhibited the highest level of involvement with the reform process, (see Table 
3), followed by civil society organizations, and the Central Government. The associations 
were targeted to be the principal partner of the Program. Thus, the reported results represent 
successful accomplishments for Target Objective Result 1.1. 
4.1.2. Target Objective Result 1.2: National reform issues identified 
Indicators 
General Indicator
• Portfolio of viable reform issues of interest to stakeholders (identified). 
Specific Sub indicator
a. Number and nature of reform issues identified. 
Performance Evaluation 
a. Specific Sub-Indicator: Number and Nature of Reform Issues Identified 
Table 4 presents the reform issues identified before and after the implementation of the 
National Reform Program. 
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Table 4 
Number and nature of reform issues identified.
Before 
(Mentioned in T.O.) 
After 
(Identified by Stakeholder and NRP) 
1. The Organic Law of the Executive Branch 
Bill (“Ley de Ministerios”), 
1. The Organic Law of the Executive Branch 
Bill (“Ley de Ministerios”), 
2. Law for Transparency and access to 
Information. 
2. Law for Transparency and access to 
Information. 
3. Regulations protecting NGOs rights. ------- 
4. Framework Decentralization Bill 3. Framework Decentralization Bill, 
4. The draft bill to regulate Article 6 of the Law 
Nº 1614/2000 “General del Marco 
Regulatorio y Tarifario del Servicio de 
Provisión de Agua Potable y Alcantarillado 
Sanitario para la República del Paraguay”. 
5. The Municipal Code 5. The Municipal Code, 
6. Decentralization of Education, 
7. Tax Reform 
8. Strategies for Financial Autonomy of Sub￾national Governments. 
Total (Before): 5 Total (After): 8 (increased 60%) 
Graphic 2. Number of reform issues identified. 
5
8
0
2
4
6
8
Before After
Number of reform issues identified
Summary Evaluation for Specific Sub-Indicator: Number and Nature of Reform Issues 
Identified 
The initial five (5) reform issues identified in the Task Order increased to 8 (60% increase) 
due to the needs and priorities expressed in all workshops by stakeholders. After reviewing 
the identified reforms issues, it was concluded that those fell under Intermediate Results 1.3 
(National Democratic Reform Process Expanded) and could be included as part of the NRP. 
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4.1.3. Target Objective Result 1.3: Prioritized action plans of normative and/or 
legislative initiatives supporting the reform process prepared. 
Indicators 
General indicator
• Action Plans formulated as a result of stakeholder workshop on reform issues. 
Specific Sub indicators
a) Normative and/or legislative initiatives identified and Action Plans to implement 
them formulated. 
Performance Evaluation 
a. Specific Sub-Indicator: Normative and/or legislative initiatives identified and 
Action Plans to implement them formulated. 
 
An action plan to support the Organic Law of the Executive Branch Bill, also known as the 
“Ley de Ministerios” was formulated and prioritized. Table 5 presents the items considered 
in the Action Plan. 
Table 5 
Action Plans formulated to support the reform process.
Normative and/or legislative initiatives 
identified. 
Action Plans formulated to support the 
legislative initiatives. 
The Organic Law of the Executive 
Branch Bill (“Ley de Ministerios”) 
Action Plan on the Organic Law of the 
Executive Branch Bill (“Ley de 
Ministerios”) 
• Signing an MOU by USAID and ARD 
with the Senate’s Special Committee on 
the Bill, to provide technical assistance. 
• Providing technical assistance to prepare a 
Conceptual Framework and a Draft Bill 
• Implementing Round Tables of Experts 
• Preparing a Conceptual Framework for the 
Bill. 
• Drafting the Bill and preparing a Graphic 
presentation for Public hearings. 
• Delivering the Conceptual Framework and 
Draft Bill to the Committee as per MOU 
agreement. 
• Identifying stakeholder groups to 
participate on Public Hearings. 
• Implementing Public Hearings. 
• Developing and disseminating 
proceedings of Public Hearings. 
• Following up of the legislative Process on 
the Bill.
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Summary Evaluation for Specific Sub-Indicator: Normative and/or legislative 
initiatives identified and Action Plans to implement them formulated. 
The action plan was implemented entirely. The bill was subject to a number of public 
hearings with participation of diverse groups of stakeholders. The implementation of the 
public hearings were major accomplishments of the Program. These activities provided 
transparency and democratic participation to the legislative process. The next step is to bring 
the bill to the floor of the Senate. It will then go to the Lower Chamber. 
4.1.4. Overall Performance Evaluation for Component 1: National Reform 
One national reform, the Organic Law of the Executive Branch Bill (“Ley de Ministerios”) 
was identified and implemented; the GOP, the political class, and civil society were engaged 
on its discussion; the bill was presented to the Senate. 
This result represents 50% accomplishment for the T.O. for this component that calls for 
two national reforms implemented. 
Other national reforms on decentralization and financial strengthening of sub-national 
governments were developed and are reported in Components 2 and 3. 
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4.2. Component 2: Decentralization
Program Expected Results and Work Plan Objectives 
The expected result for this Component (see Task Order) by the end of the Program was: 
National decentralization policies, legislation and regulations will be developed and 
decentralization projects will be implemented in at least two ministries (Finance, 
Education, Agriculture, and/or Public Works). 
The target objective of this Component in the Work Plan for the first year of the Program 
(See Table 1), called for: 
National Decentralization policies/projects, and/or legislation, and/or regulations 
proposed to be considered by GOP and sub national authorities. 
 
Three target objectives results were determined to achieve the expected target objective for 
Year 1: 
 
• Target Objective 2.1 - Decentralization bills currently under consideration improved 
• Target Objective 2.2 - Public services that could be decentralized to local 
governments proposed. 
• Target Objective 2.3 - Prioritized action plans on decentralization projects and 
policy changes prepared. 
4.2.1. Evaluation of Target Objective Result 2.1: Decentralization bills currently under 
consideration improved 
Indicators 
General Indicators: 
• Consultant reports. 
• Stakeholder involvement. 
Specific Sub Indicators
a. Type and number of Bills identified. 
b. Level of Improvement. 
c. Type and number of Stakeholders and actors involved in the process of revision and 
discussion of the Bills. 
Performance Evaluation 
The performance of each target objective result was evaluated by its specific sub￾indicators. 
19
a. Specific Sub-Indicator: Type and number of Bills identified. 
Two Decentralization Bills were identified in the T.O. as candidates for being improved 
through activities of the Program. These were The Framework Decentralization Bill, and the 
Municipal Code. 
Through intense and broad participatory consultations with stakeholders developed through 
workshops, seminars, and public dialogues, these two bills were confirmed by the NRP and 
an additional one was identified: The draft bill to regulate Article 6 of the Law Nº 1614/2000 
“General del Marco Regulatorio y Tarifario del Servicio de Provisión de Agua Potable y 
Alcantarillado Sanitario para la República del Paraguay”. 
Table 6 and Graphic 3 summarize the proposals mentioned above. 
Table 6 
Type and Number of Bills identified
Before 
(In the Task Order) 
After 
(Confirmed by Stakeholders) 
1. Framework Decentralization Bill, 
2. Municipal Code. 
1. Framework Decentralization Bill, 
2. Municipal Code, 
3. The draft bill to regulate Article 6 of the Law 
Nº 1614/2000 “General del Marco 
Regulatorio y Tarifario del Servicio de 
Provisión de Agua Potable y Alcantarillado 
Sanitario para la República del Paraguay”. 
Total: 2 Total: 3 (increased 50%) 
Graphic 3: Number of Bills identified 
2
3
0
1
1
2
2
3
3
Before After
Number of Bills identified 
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Summary Evaluation for Specific Sub-Indicator: Type and number of Bills identified. 
This additional decentralization bill (Decentralization of Water Supply and Sanitation Bill), 
identified through activities of the Program, represented a 50% increase. This new identified 
bill turned out to be the one of the most important accomplishment of the Program, as will 
be reported below. 
b. Specific Sub-Indicator: Level of Improvement. 
This sub-indicator measured the level of improvement of the identified decentralization bills 
shown in Table 6 above. These were: 
• The Framework Decentralization Bill, 
• The Municipal Code, 
• The draft bill to regulate Article 6 of the Law Nº 1614/2000 “General del Marco 
Regulatorio y Tarifario del Servicio de Provisión de Agua Potable y Alcantarillado 
Sanitario para la República del Paraguay”. 
As can be seen in Table 7 below, significant improvements were introduced in those bills 
through technical assistance and – most importantly, through direct and democratic 
stakeholder participation in public dialogues, informative workshops, seminars and 
meetings. 
Table 10 below describes the lines of action that were followed to reach the improvements 
reported in this section. 
The line of action to act on the draft bill to regulate Article 6 of the Law Nº 1614/2000 was 
given first priority by the Associations due to the opportunities presented by the legislative 
course given to that bill. In effect; the Committee of Public Works and Services of the 
Lower Chamber of the Congress had to bring the bill to a vote and needed to replace a 
deficient bill by a new one. At the same time this was happening, the Associations of Sub 
National Governments were putting pressure to introduce their own amendments to the bill. 
Thus, this constellation of events provided for the decision of giving first priority to this 
initiative. 
As to the Municipal Code, the decision was made to improve the bill through introducing 
amendments to the existing Law. The opportunity presented itself through joint requests for 
technical support from the Committees on Municipal Affairs of both Chambers of the 
Congress and from the Associations of Sub-national Governments. This initiative was given 
second priority. 
Improvements to the Framework Decentralization Bill were provided only at technical level 
through seizing the opportunity to support a team of IADB consultants that were drafting the 
bill for a Congressman. The bill was not even introduced to a standing Committee of the 
Congress, so there was very little opportunity to go further. In the near future, the Program 
plans to stir renewed interest on this important piece of legislation. 
21
Table 7 
Level of Improvement of Decentralization Bills 
1. Framework Decentralization Bill 
The bill lacked:
• Principles, decentralization and administrative 
organizational techniques related to the process 
• Procedures for the transferring of functions and 
resources 
• Institutional space for concerting and negotiating 
• Means for citizens participation 
• Control mechanisms for the decentralized 
activities 
• Legal means needed for implementing transfer of 
functions and resources. 
The bill was improved through introducing the following: 
• Provisions on decentralization and administrative 
organizational techniques related to the process 
• The appropriate procedures for implementing 
transfer of functions and resources 
• Provisions on the availability of appropriate 
institutional space for concerting and negotiating 
• Provisions to facilitate the means for citizens 
participation 
• Provisions for controlling decentralized activities 
• Provisions to determine the legal means to 
transferring functions and resources. 
2. The draft Bill to regulate Article 6 of the Law Nº 1614/2000 “General del Marco Regulatorio y 
Tarifario del Servicio de Provisión de Agua Potable y Alcantarillado Sanitario para la 
República del Paraguay” 
Before ARD’s Intervention After ARD’s Intervention 
• ERSSAN has the authority to devolve or transfer 
or delegate attributions to local governments 
Legally, ERSSAN does not have that capacity. 
• Delegation of functions is mandatory. 
• Transfer of functions are based on an obsolete 
Municipal Classification. 
• The bill does not regulate the technical, legal, and 
administrative capacities of the sub-national 
governments to comply with transfer 
requirements. 
• The bill was rejected by the Senate and sent back 
to the Lower Chamber. Upon insistence of the 
Lower Chamber, the Senate killed the bill. 
• The sub-national governments and their 
associations were never consulted or informed 
about the bill. 
• ERSSAN controls compliance with technical 
requirements. Has no authority to devolve, transfer 
or delegate functions, in compliance with the Law. 
• Transfer of functions is voluntary. Sub-national 
Governments apply for the functions. 
• Classification of Municipalities is not used. Instead, 
the transfer of functions is based on the actual 
capacity of local government 
• The technical, legal, and administrative capacities of 
the sub-national governments to comply with 
transfer requirements are clearly defined. 
• The bill was unanimously approved by the Lower 
Chamber’s Committee of Public Works and 
Services, and introduced to the floor (vote pending). 
• There were extensive consultations with and 
participation by associations and representatives of 
sub-national governments. Thus, the approved bill 
was the result of a process of broad consensus 
building among all stakeholders involved. 
3. Municipal Code 
Before ARD’s Intervention After ARD’s Intervention 
• There were scattered proposals on the Municipal 
Code: vetoed bills, punctual proposals, studies 
(CEPPRO). No single or consolidated proposal 
had been formally endorsed by the stakeholders. 
• The need for amending the Municipal Code was 
identified through several training workshops with 
associations of sub-national governments 
• The Committees of Municipal Affairs of both 
Chambers of the Congress agreed to work in 
coordination with the associations of sub national 
governments. 
• A team of experts worked on the revision of all 
existing proposals regarding the Municipal Code. 
• A draft proposal of amendments of the Municipal 
Code was completed. 
22
Summary Evaluation for Specific Sub-Indicator: Level of Improvement 
The three decentralization bills identified through program activities were significantly 
improved. The final goal of improving those bills was to support stakeholders to convince 
lawmakers to pass the bills in the Congress. 
In particular, the improvement of the legal form and contents of the Decentralization of 
Water Supply and Sanitation Bill was achieved through a participatory and democratic 
process of information, consultation, and public dialogues, developed through transparent 
and open discussions. This process was implemented for the first time with a pending bill in 
the Congress. The systematic and informed participation of stakeholders allowed them to 
draft a consensus bill, which was an outgrowth of the participatory consultation process 
undertaken throughout the country. This outcome proved to be crucial for the favorable vote 
that the bill had in the Committee of Public Works and Services of the Lower Chamber of 
the Congress, where the stakeholders’ bill was approved unanimously and without change 
by all members of the Committee. This result turned out to be a political recognition to the 
consensus reached by all stakeholders that supported the bill, and a victory of organized 
constituents’ will. 
The Framework Decentralization Bill was improved in its legal form, especially as to 
decentralization doctrine, and its waiting to be introduced in the Lower Chamber of the 
Congress. The Program has planned to start stirring stakeholder actions and proposals to 
force the Congress to bring the bill to the legislative agenda. 
 
As to the Municipal Code the Program assembled all the previous proposals, proposed 
amendments, and studies on the current Law, and prepared a consolidated amendments draft 
that took into account all previous work, plus new original proposals and focus to update the 
Law. This work is underway and the next steps are to provide technical and logistical 
support to a stakeholder’s technical committee to reach consensus on final amendments to 
be presented to the Congress. Additionally, the technical staffers of the Committees of 
Municipal Affairs of both Chambers of the Congress are already working jointly with 
Program consultants and stakeholders on the amendments. This allows assessing that, in 
high likelihood, the amendments drafted by a group of stakeholders and Congress’ staff will 
have a high probability of being passed. 
c. Specific Sub-Indicator: Type and number of stakeholders and actors involved in 
the process of revision and discussion of the bills. 
Table 8 below shows the different stakeholders that were involved in the improvements 
introduced on the decentralization bills. These comprised associations of sub-national 
governments, the Congress, the executive branch of government, and the private sector. 
23
 
Table 8 
Type and number of Stakeholders involved in the process of 
revision and discussion of the Bills:
Difference Stakeholders Before
(In Task Order) After Absolute Relative
Associations of Sub–National 
governments 
• National Associations of Sub-National 
Governments 4 5 +1 +25% 
• Regional Associations of Sub-National 
Governments. 0 12 +12 +1200% 
• Federation of Associations of Sub￾National Governments 0 1 +1 +100% 
Subtotal 4 18 +14 +350% 
The Congress: 
• Committee of Public Works and 
Services of the Lower Chamber 0 1 +1 +100% 
• Committee of Municipal and 
Departmental Affairs of the Lower 
Chamber 0 1 +1 +100% 
• Committee of Municipal and 
Departmental Affairs of the Senate 0 1 +1 +100% 
Subtotal 0 3 +3 +300% 
- The Executive Branch: 
Ministries 2 2 +0 0% 
Secretariats 0 1 +1 +100% 
Decentralized Entities 0 1 +1 +100% 
Subtotal 2 4 +2 +100% 
- The Private Sector: 
Entities. 0 5 +5 +500% 
Subtotal 0 5 +5 +500% 
Total 6 30 +24 +400% 
Graphic 4 
Number of stakeholders and actors involved 
in the process of revision and discussion of the Bill 
6
30
0
5
10
15
20
25
30
Before After
Number of Stakeholders and actors involved in 
the process of revision and discussion of the Bill
24
Summary Evaluation for Specific Sub-Indicator: Type and number of Stakeholders 
and actors involved in the process of revision and discussion of the bills. 
All stakeholders reported in Table 8 were involved in the improvement of the 
Decentralization of Water Supply and Sanitation Bill through a comprehensive consultation 
process. 
Municipal Government Associations and the Congress were mainly involved in the 
Municipal Code amendments, while the Framework Decentralization Bill had marginal 
stakeholder participation. 
The stakeholders identified in Component 1 of the Program were key actors in the 
improvement of the Decentralization of Water Supply and Sanitation Bill. This result 
further contributed to positive interaction of results among the different Components of the 
Program. 
4.2.2. Target Objective Result 2.2: Public services that could be decentralized to sub￾national governments proposed 
Indicators 
General Indicators
• Technical reports. Stakeholders’ involvement. 
Specific Sub indicators
a. Identified type and number of services that could be decentralized 
Performance Evaluation 
The performance of each target objective result was evaluated by its specific sub￾indicators. 
a. Specific Sub-indicator: Identified type and number of services that could be 
decentralized 
At the onset of the Program, two possible services that could be decentralized to local 
governments were identified in the Task Order: Education and Pubic Works (feeder roads). 
The Program prepared working documents to analyze information regarding all public 
services, its likelihood of being decentralized, as well as the different experiences in 
decentralization of services. These documents provided a sound foundation to formulating a 
decentralization of services strategies and projects. 
Table 9 shows the type and number of services that could be decentralized that were 
identified by the Program. It presents a 350% increase. 
25
Table 9 
Type and number of services that could be decentralized 
Before (In Task Order) After 
1- Education 1- Education 
 2- Public Health,. 
 3- Water Supply and Sanitation 
 4- Garbage Collection 
 5- Telecommunications 
 6- Electric Supply 
2- Public Works (feeder roads) 7- Public Works Infrastructure (roads and 
highways) 
 8- Public Transportation 
9- Administration of Taxes (IMAGRO and 
Tributo Unico) 
Total: 2 Total: 9 (increased 350%) 
Graphic 5: Number of services that could be decentralized
2
7
0
1
2
3
4
5
6
7
Before After
Number of services that could be decentralized 
Summary Evaluation for Specific Sub-Indicator: Identified type and number of 
services that could be decentralized 
Including the two services initially identified in the Task Order, nine services were 
identified, as shown in Table 9. Of these, three were acted upon: education, water supply 
and sanitation, and Taxes (Tributo Unico and IMAGRO). 
The three services selected to be implemented were developed at different degrees. While 
water supply and sanitation was completed, education and taxes are in the process of being 
developed, as will be shown in the next sub-indicator’s evaluation
26
4.2.3. Evaluation of Target Objective Result 2.3: Prioritized action plans on 
decentralization projects and policy changes prepared. 
Indicators 
General Indicators
• Action Plans formulated. Line ministries considering adopting or implementing 
policies/projects to devolve specific responsibilities to municipal and departmental 
governments. 
Specific Sub indicators
a) Type and Number of Lines of Action under implementation. 
b) Type and Number of ministries considering adopting or implementing 
policies/projects. 
Performance Evaluation
The performance of each target objective result was evaluated by its specific sub￾indicators 
a. Specific Sub-Indicator: Type and Number of Lines of Action under implementation 
Five lines of action were defined to implement decentralization projects and policy changes 
of this Program Component. Two lines of action were on decentralization projects, and 
corresponded to two of the nine services identified in Table 9 above - Type and number of 
services that could be decentralized. The two lines of action implemented were for the 
following sectors: 
• Education 
• Taxes 
The Line of Action on education supported Strengthening Departmental Councils of 
Education (DCEs). These are independent deliberative bodies formed by stakeholders 
interested on education. DCEs function at Departmental level. The strategy of this initiative 
is to strengthen the DCEs in order to transform them into an agent for decentralization of 
education, in partnership with the Ministry of Education and the Departmental 
Governments. Both agencies currently have the political will to support decentralization of 
education. 
 
The Line of Action on Taxes supported proposals for the decentralization of two taxes to sub 
national governments: IMAGRO and Tributo Unico, currently managed by the Treasury. 
This also included implementing private support to sub national governments for tax 
administration (outsourcing). The strategy of this initiative consists on opening a legal 
window to decentralize those taxes through normative reform, formulating concrete projects, 
and providing private support to sub national governments on administration and managerial 
aspects of the decentralized taxes. 
Both Lines of Action are currently in progress with activities reported in Table 10 below, 
and are following a steady course.
27
Three Lines of Action of decentralization policy changes were implemented. As 
summarized in Table 7 above - Level of Improvement of Decentralization Bills, these policy 
changes materialized in the form of improvements to the following identified 
decentralization bills: 
• Water Supply and Sanitation 
• The Municipal Code 
• The Framework Decentralization Bill (“Ley Marco de Descentralización”). 
The Line of Action for Water Supply and Sanitation supported devolving to sub-national 
governments the legal authority and attributions to run that service. The initiative supported 
stakeholders on improving Law 1614/2000 “General del Marco Regulatorio y Tarifario del 
Servicio de Provisión de Agua Potable y Alcantarillado Sanitario para la República del 
Paraguay” through passing amendments that would regulate the decentralization of the 
service. 
The Line of Action for the Municipal Code provided technical assistance to stakeholders to 
support for the improvement of amendments on the existing Law. 
The Line of Action for the Framework Decentralization Bill provided technical assistance to 
support a group of IADB consultants in the drafting of the bill. 
The results of the implementation of these Lines of Action were described in Table 7 
Above - Level of Improvement of Decentralization Bills.
28
Table 10 
Type and Number of Lines of Actions Under Implementation. 
Decentralization 
Sector/Policy Implementation of Line of Action 
Line of Action: Strengthening of Departmental Councils of Education 
Assessing the political will of the Ministry of Education for decentralization 
Identifying opportunities for decentralization of education Departmental Councils of 
Education identified. 
Identifying normative reforms to implement decentralization of education: regulating articles 
of the Education Law dealing with the Departmental Councils of Education. 
1. Education 
Providing technical assistance to implement normative reform on education. 
Line of Action: Implementing decentralization of IMAGRO and Tributo Unico 
Accepting The Tax Committee of the Senate request for technical assistance to supporting 
tax reform.
Supporting stakeholders on issue identification and tax reform initiatives
Identifying decentralization and stakeholder interests on tax reform: decentralization of 
IMAGRO and Tributo Unico, and outsourcing for private support for tax management.
Matching the Senate’s interest on tax reform with stakeholder interests.
2. Taxes 
Supporting normative reforms needed to advance stakeholder interest on tax reform
Line of Action: Support to Stakeholders for improving and passing amendments to Law 
1614/2000 “General del Marco Regulatorio y Tarifario del Servicio de Provisión de 
Agua Potable y Alcantarillado Sanitario para la República del Paraguay”. 
Preparing a Diagnostic study on the bill. 
Assessing the decentralization principles in the bill. 
Assessing the legal and technical aspect of the bill. 
Presenting alternative proposals to improving the bill. 
Working with Stakeholders to prepare an improved bill to be presented to Congress. 
Conducting Six Stakeholder Regional Information and Public Dialogue Workshops on the 
bill, with participation of more than 600 representatives of diverse stakeholder groups, 
including 17 associations of sub-national governments, most of municipal and departmental 
governments, and representatives of the central government and the private sector. 
Drafting a stakeholder bill by a technical committee appointed by associations of sub-national 
governments. 
Presenting the bill to the Legislature. 
Supporting lobby efforts of the stakeholders to pass the bill. 
3. Water Supply and 
Sanitation 
Strengthening the democratic and participatory process through stakeholder involvement. 
Line of Action: Introducing amendments to improving the existing Municipal Code. 
Analyzing the existing law. 
Driving the Committees on Municipal affairs of the Lower and Higher chambers of the 
Congress to work for improvements of the current law. 
Stirring Stakeholders to support improvements of the current law. 
Providing technical assistance to prepare proposals to amending the existing law. 
4. The Municipal 
Code 
Supporting stakeholder proposals to amend the current law to be presented to the Joint 
Committees on Municipal Affairs of the Congress. 
Line of Action: Support Improvement to the Framework Decentralization Bill (“Ley 
Marco de Decentralization”). 
Offering technical assistance to a group of IADB consultants to improve the bill. 
Providing technical assistance. 
Improving and expanding the principles of decentralization in the bill. 
Follow up of the bill in Congress. 
5. Decentralization 
Working with stakeholders.
29
Summary Evaluation for Specific Sub-Indicator: Type and Number of Lines of Actions 
Under Implementation. 
• Line of Action: Strengthening of Departmental Councils of Education
This line of action is leading to directly accomplish a Final Component Result of the 
Program, namely “…implementation of a decentralization project in at least two 
ministries...”. In this case, the project is associated with the Ministry of Education. 
Although the DCEs are independent bodies, they were created by the Ministry of Education 
as a means to advance decentralization initiatives. Strengthening DCEs will lead to facilitate 
the decentralization process. The implementation of this Line of Action is on schedule and 
the preparatory work already accomplished will lead to the formulation and implementation 
of a decentralization project. 
• Line of Action: Implementing decentralization of IMAGRO and Tributo Unico
This line of action is leading to directly accomplish a Final Component Result of the 
Program, namely “…implementation of a decentralization project in at least two 
ministries…”. In this case, the project is associated with the Ministry of Finance (the 
Treasury). Two taxes, IMAGRO and Tributo Unico have been targeted as the object of a 
decentralization of taxes project. Technical support has already been provided to 
stakeholders, and a preliminary proposal on normative, technical, and managerial aspects of 
tax decentralization has been developed. The implementation of this Line of Action is on 
schedule and the preparatory work already accomplished will lead to the formulation and 
implementation of a decentralization project. 
• Line of Action: Support to Stakeholders for improving and passing amendments to Law 
1614/2000 “General del Marco Regulatorio y Tarifario del Servicio de Provisión de 
Agua Potable y Alcantarillado Sanitario para la República del Paraguay”. 
This Line of Action has already produced a final result for this Component: “National 
decentralization policies, legislation and regulations will be developed…”. Through broad 
and comprehensive stakeholder participation and direct involvement, a final draft bill was 
produced and officially presented to the Lower Chamber of the Congress through the 
Committee of Public Works and Services. The Committee has assembled support to pass the 
bill on Committee, and it is expected that public support for the bill will lead to a prompt 
approval by the Lower Chamber in the near future, before the Congress adjourns for the 
holidays. This Action Line has been successfully completed. The Program will continue to 
provide technical and logistical support to stakeholders throughout the legislative process. 
The next step is at the Senate where it will be brought to the floor, and later, final approval 
by the Executive Branch of Government. 
• Line of Action: Introducing amendments to improving the existing Municipal Code
This Line of Action is on target to produce a final result for this Component: “National 
decentralization policies, legislation and regulations will be developed…”. Through broad 
and comprehensive stakeholder participation and direct involvement, a proposal for 
amendments of the Law has been produced. The proposal will undergo a process of 
technical consultations to improve its contents. It will then be discussed by stakeholders for 
30
final presentation to the Congress. This Line of Action has brought into the process technical 
staff of the Committees on Municipal Affairs of both Chambers of Congress, which may be 
helpful to facilitate a favorable vote on the amendments. The implementation of this Line of 
Action is on schedule and the preparatory work already accomplished will lead to the 
formulation and presentation of amendments to an important decentralization piece of 
legislation. 
• Line of Action: Support Improvement to the Framework Decentralization Bill (Ley 
Marco de Descentralización”)
This Line of Action has completed a first phase leading to accomplishing a final result for 
this Component: “National decentralization policies, legislation and regulations will be 
developed…”. Through technical assistance support provided by the Program to a group of 
IADB consultants, significant improvements were introduced to the bill. Unfortunately, after 
completing this first phase, the bill did not make it to the Congress’ agenda. Further, there 
was no affirmative action taken by stakeholders to promote its public discussion. The 
implementation of this Line of Action completed the intended first phase. The Program will 
renew its efforts to stir interest among stakeholders to promote public dialogue on the bill, as 
a means to encourage its consideration by Congress. 
b. Specific Sub-Indicator: Type and Number of ministries considering adopting or 
implementing policies/projects 
Policies/Legislation
The three policy initiatives, Decentralization of Water Supply and Sanitation, Improvement 
of the Municipal Code, and Improvement of the Framework Decentralization Bill, have no 
Line Ministry to work with. Instead of a Ministry as a partner agent to implement these 
initiatives, the institutions to work with are the Congress, and after approvals, the Executive 
Branch of Government. 
The Congress has shown interest on Decentralization of Water Supply and Sanitation, and 
on Improvement of the Municipal Code, while it has shown no expressed interest on the 
Framework Decentralization Bill. 
The Executive Branch of Government, through the Reform Secretariat, has shown qualified 
support to the Decentralization of Water Supply and Sanitation, has not participated so far 
on the initiative for Improvement of the Municipal Code, and has an alternative Framework 
Decentralization Bill, which has been found deficient by Program experts. 
The key partners to implement these reforms, however, are the Associations of Sub-National 
Governments and other interested stakeholders. 
Decentralization Projects
On Decentralization of Education, the Minister of Education has been directly involved and 
has expressed political will to promote decentralization of education. The Ministry concurs 
with the stakeholder’s and Program strategy to reach that goal through strengthening of the 
DCEs. 
31
On Decentralization of Taxes, the Ministry of Finance (The Treasury), expressed qualified 
support to decentralizing two taxes, IMAGRO and Tributo Unico, to sub national 
governments. The total support to this policy will depend on the actual decentralization 
project formulated by the Project. There is high probability to enlist the total support of the 
Ministry for the project due to the fact that, first, those taxes are of no interest to the 
Ministry, and second, through the support of the Vice-Minister responsible of Tax 
Collections, who has been involved in the preparatory work so far. Additionally, the 
initiative is of interest to the Committee on Tax Affairs of the Senate, members of which 
have also been involved in the preparatory work. 
Table 11 
Type and number of ministries 
considering adopting or implementing policies/projects.
Ministries Policies Targeted
Ministry of Education Strengthening of Departmental Educational 
Councils 
(No Line Ministry exists for this sector) Decentralization of Water Supply and Sanitation 
(No Line Ministry exists for this sector) Improvement of the Municipal Code 
(No Line Ministry exists for this sector) Improvement of the Framework 
Decentralization Bill 
Ministry of Finance (the Treasury) Decentralization of Taxes 
Outsourcing Tax Administration Management
Summary Evaluation for Specific Sub-Indicator: Type and Number of ministries 
considering adopting or implementing policies/projects 
In the absence of line Ministries dealing with decentralization policies and legislative 
initiatives, the Congress has been enlisted to support the identified three of five 
decentralization policies and legislation, and to a lesser extent, the executive branch as well. 
Nevertheless, the major partners to implement these initiatives, Associations of Sub National 
Governments, have been strengthened so as to be a significant force to successfully press 
forward those initiatives. 
One Policy Reform has already been accomplished, Decentralization of Water Supply and 
Sanitation, and it is safe to predict that at least the initiative to Improve the Municipal Code
will eventually also enjoy support of the Congress. 
The Ministry of Education supports the initiative leading to a decentralization project on 
Education. The Ministry of Finance (the Treasury) supports the work leading to a project on 
decentralization of taxes. 
This result is on target: the two decentralization projects that will meet the Component 
Results have the support of the respective Line Ministries. 
32
4.2.4. Overall Performance Evaluation for Component 2: Decentralization 
The Target Objective for this Component was: 
National Decentralization policies/projects, and/or legislation, and/or regulations 
proposed to be considered by GOP and sub national authorities 
Three decentralization bills were improved. One of them, Decentralization of Water Supply 
and Sanitation was supported by the Program and proposed by sub-national authorities to 
the Congress. 
Two decentralization projects were identified, are being prepared, and have been discussed 
with stakeholders and the respective Ministries: Decentralization of Education (Ministry of 
Education), and Decentralization of Taxes (Ministry of Finance/Treasury). 
The development of this Component is on target as to the implementation of decentralization 
projects, and has accomplished 50% of the Component results regarding implementation of 
policies/legislation. 
33
4.3. Component 3: Local Government Financial Autonomy 
Program Expected Results and Work Plan Objectives 
 
The expected result for this Component (see Task Order) by the end of the Program is: 
Three national strategies and/or policies for improving local government financial 
autonomy and increasing local revenue collection will be developed. 
The target objective of this Component in the Work Plan for the first year of the Program 
(See Table 1), called for: 
National and sub national stakeholders strategies and/or policies, and/or procedures 
for improving sub national government financial autonomy and revenue collection 
prepared to be considered by GOP and sub national authorities. 
Three target objectives results were determined to achieve the expected target objective for 
Year 1: 
• Target Objective 3.1 - Stakeholders policy proposals to improve tax systems and 
collections in sub national governments prepared. 
• Target Objective 3.2 - Stakeholder policy proposals to improve intergovernmental 
fund transfer systems and regulations proposed. 
• Target Objective 3.3 - Stakeholders’ policy proposals to support financial 
decentralization of resources for selected sectors prepared. 
4.3.1. Evaluation of Target Objective Result 3.1: Stakeholders policy proposals to 
improve tax systems and collections in sub national governments prepared 
Indicators 
General Indicators: 
• Stakeholder proposals developed 
Specific Sub Indicators
a) Stakeholder strategic lines of action developed 
b) Stakeholders involved on strategic lines of action 
Performance Evaluation 
The performance of each target objective result was evaluated by its specific sub￾indicators. 
34
a. Specific Sub Indicator: Stakeholder Strategic Lines of Action Developed 
Table 12 below shows the different lines of action implemented to support stakeholders 
proposals to improve tax systems and collections. 
At the onset of the Program, there were scattered ideas and documents dealing with this 
issue, but no specific strategy or concrete project existed. The Program prepared focused 
working documents to provide a basis for implementing strategies to improve revenues at 
sub-national governments. At the same time, through workshops and events with different 
stakeholders, specific issues of interest to sub-national governments were identified and 
targeted. 
The documents prepared and the identified strategic lines of action were the basis to 
formulate concrete strategies for decentralization of IMAGRO and Tributo Unico, as was 
reported in Component 2, Decentralization. 
The activities undertaken allowed better organizing stakeholders expressed needs and 
opening the way for a gradual formulation of feasible Strategies for Improvement of revenue 
collections of Sub National Governments, which will be implemented in the next quarter. 
Table 12 
Stakeholder Strategic Lines of Action to 
Improve Tax Systems and Collections in Sub National Governments 
Before After 
Strategic Lines of Action 
Engaging stakeholders to identify strategies of 
their interest. 
Preparing Working Documents to support 
stakeholder proposals. 
Conducting Workshops and events to record 
stakeholder expressed needs. 
Identifying topics leading to strategies for 
decentralization and administration of selected 
taxes; improvement of existing Municipal Tax 
Collection Practices; improvements on Inter￾governmental Transfers. 
Targeting IMAGRO and Tributo Unico as 
taxes that could be decentralized. 
There were Scattered materials and ideas 
including proceedings from "Diálogos 
Democráticos", "Plataforma de 
Descentralización", and others. No 
comprehensive proposal existed. 
Providing technical assistance to develop 
normative reforms needed to develop strategies 
to foster projects. 
Summary Evaluation for Specific Sub-Indicator: Stakeholder Strategic Lines of Action 
Developed 
Working documents and preliminary proposals were prepared as a basis to foster 
stakeholder involvement on the preparation of policy proposals to improve tax systems and 
collections. These materialized through preliminary Lines of Action that were implemented. 
35
The progress of this activity was constrained by two factors, one stemming out of its own 
nature – the need to advance only with stakeholders support, and an external factor- a cut of 
one quarter on the originally allotted time for the Work Plan. 
Due to other priorities, stakeholders concentrated on other activities of the Program, 
postponing their participation on this activity until late in the third quarter (July, August, and 
September). 
The Work Plan was originally approved until December 2002. USAID and ARD agreed to 
end the first year of the Work Plan on September of 2002, thus reducing by one quarter the 
allotted time to complete activities of the originally approved time span of the Work Plan. 
These two factors affected negatively the performance of this activity. 
b. Stakeholders Involved on Strategic Lines of Action 
At the onset of the Program, there were four National Associations of Sub-National 
Governments interested on Improving Tax Systems and Collections in Sub National 
Governments, namely OPACI (Mayors), AJUMPA (Municipal Council persons), 
AJUDEPA (Departmental Council persons), and Consejo de Gobernadores (Governors). 
These had different degrees of commitment and focus as to how to proceed and on what to 
proceed. 
Through different interactive activities with these organizations and through activities of 
Component 4, Strengthening Local Government Associations, a fifth national association 
was brought on board: Red de Mujeres Munícipes del Paraguay (Women Mayors and 
Municipal Council Women). 
Additionally, also mostly through the activities of Component 4, twelve (12) additional 
regional associations of sub national government were enlisted to support lines of action 
leading to improving tax systems and collections in Sub National Governments (see report 
on Component 4). 
By the end of the year, the five national associations mentioned above, as a result of 
Program activities of Components 2 and 4, decided to join forces by assembling in a 
National Federation of Associations of Sub National Governments. It was only then that all 
five were able to focus on the issues of interest to reach a consensus on those elements of 
common interest to improving tax systems and collections. 
The Senate’s Committee on Taxes was also engaging in Tax reform Initiatives and officially 
requested technical support which was approved by USAID. ARD was directed to work 
with the Committee. 
36
Table 13 
Stakeholders Involved on Strategic Lines of Action 
to Improve Tax Systems and Collections in Sub National Governments 
Before After 
Five National Associations of Sub National 
Governments (later, One Federation of 
Associations of Sub National Governments) 
12 Regional Associations of Sub National 
Governments 
Four National Associations of Sub-national 
Governments 
The Senate’s Committee on Taxes 
Total: 4 Total: 18 (increased 350%) 
 
Graphic 6: Stakeholders involved on Strategic Lines of Action 
to Improve Tax Systems and Collections in Sub National Governments 
4 
18
0
5
10
15
20
Before After
Number of Stakeholders involved with 
proposals to improve the tax system and 
revenue collection for Sub National 
Governments.
Summary Evaluation for Specific Sub-Indicator: Stakeholders Involved on Strategic 
Lines of Action 
The stakeholders institutions involved in this activity increased from four, at the beginning 
of the Program, to 18 at the end of the year. 
The progress of this activity was constrained by two factors, one stemming out of its own 
nature – the need to enlist stakeholders to support this activity, and an external factor- a cut 
of one quarter on the originally allotted time for the Work Plan. 
Due to other priorities, stakeholders concentrated on other activities of the program, 
postponing their participation on this activity until late in the third quarter (July, August, 
September). 
37
The Work Plan was originally approved until December 2002. USAID and ARD agreed to 
end the first year of the Work Plan on September of 2002, thus reducing by one quarter the 
allotted time to complete activities of the originally approved time span of the Work Plan. 
These two factors affected negatively the performance of this activity. 
4.3.2 Evaluation of Target Objective Result 3.2: Stakeholders policy proposals to 
improve intergovernmental fund transfer systems and regulations proposed. 
Indicators 
General Indicators: 
• Stakeholder proposals developed 
Specific Sub Indicators
a) Stakeholder strategic lines of action developed 
b) Stakeholders involved on strategic lines of action 
Performance Evaluation 
The performance of each target objective result was evaluated by its specific sub￾indicators. 
a. Specific Sub-Indicator: Stakeholder Strategic Lines of Action Developed 
Table 14 below shows the two lines of action implemented to support stakeholders proposals 
to improve intergovernmental fund transfer systems and regulations.
At the onset of the Program, there were scattered ideas and documents dealing with this 
issue, but no specific strategy or concrete project existed. The Program prepared focused 
working documents to provide a basis for implementing strategies to improve 
intergovernmental fund transfer systems and regulations. At the same time, through 
workshops and events with different stakeholders, specific issues of interest to sub-national 
governments were expressed. 
The activities undertaken allowed better organizing stakeholders expressed needs, and 
opening the way for a gradual formulation of feasible Strategies for Improvement of 
intergovernmental fund transfer systems and regulations, which will be implemented in the 
next quarter. 
38
Table 14 
Stakeholder Strategic Lines of Action 
to Improve Intergovernmental Fund Transfer Systems and Regulations 
Before After 
Working documents to support 
stakeholder’s proposals prepared. 
There were Scattered materials including 
proceedings from "Diálogos Democráticos", 
"Plataforma de Descentralización", and 
others. No comprehensive proposal existed. Workshops/events recording stakeholder 
expressed needs 
Graphic 7: Number of groups as prospect beneficiaries for technical assistance 
4
6
0
1
2
3
4
5
6
Before After
Number of groups as prospect beneficiaries with 
technical assistance
Summary Evaluation for Specific Sub-Indicator: Stakeholder Strategic Lines of Action 
Developed 
Working documents were prepared as a basis to foster stakeholder involvement on the 
preparation of policy proposals to improve intergovernmental fund transfer systems and 
regulations. 
The progress of this activity was constrained by two factors, one stemming out of its own 
nature – the need to advance only with stakeholders support, and an external factor- a cut of 
one quarter on the originally allotted time for the Work Plan. 
Due to other priorities, stakeholders concentrated on other activities of the program, 
postponing their participation on this activity until late in the third quarter (July, August, 
September). 
The Work Plan was originally approved until December 2002. USAID and ARD agreed to 
end the first year of the Work Plan on September of 2002, thus reducing by one quarter the 
allotted time to complete activities of the originally approved time span of the Work Plan. 
These two factors affected negatively the performance of this activity. 
39
b. Specific Sub-Indicator: Stakeholders Involved on Strategic Lines of Action 
At the onset of the Program, there were four National Associations of Sub-National 
Governments interested on improving intergovernmental fund transfer systems and 
regulations, namely OPACI (Mayors), AJUMPA (Municipal Council persons), AJUDEPA 
(Departmental Council persons), and Consejo de Gobernadores (Governors). These had 
different degrees of commitment and focus as to how to proceed and on what to proceed. 
Through different interactive activities with these organizations and through activities of 
Component 4, Strengthening Local Government Associations, a fifth national association 
was brought on board: Red de Mujeres Munícipes del Paraguay (Women Mayors and 
Municipal Council Women). 
Additionally, also mostly through the activities of Component 4, twelve (12) additional 
regional associations of sub national government were enlisted to support lines of action 
leading to improving intergovernmental fund transfer systems and regulations (see report on 
Component 4). 
By the end of the year, the five national associations mentioned above, as a result of 
Program activities of Components 2 and 4, decided to join forces by assembling in a 
National Federation of Associations of Sub National Governments. It was only then that all 
five were able to focus on the issues of interest to try to reach a consensus on those elements 
of common interest to improving intergovernmental fund transfer systems and regulations. 
Table 15 
Stakeholders Involved on Strategic Lines of Action 
to Improve Intergovernmental Fund Transfer Systems and Regulations 
Before After 
Four National Associations of Sub-National 
Governments.
Five National Associations. of Sub-National Governments.
One Federation of Associations of Sub National 
Governments
Total: 4 Total: 6 (increased by 50%) 
Summary Evaluation for Specific Sub-Indicator: Stakeholders Involved on Strategic 
Lines of Action 
The institutions involved in this activity increased from four, at the beginning of the 
Program, to 6 at the end of the year. 
The progress of this activity was constrained by two factors, one stemming out of its own 
nature – the need to enlist stakeholders to support this activity, and an external factor- a cut 
of one quarter on the originally allotted time for the Work Plan. 
40
Due to other priorities, stakeholders concentrated on other activities of the program, 
postponing their participation on this activity until late in the third quarter (July, August, 
September). 
The Work Plan was originally approved until December 2002. USAID and ARD agreed to 
end the first year of the Work Plan on September of 2002, thus reducing by one quarter the 
allotted time to complete activities of the originally approved time span of the Work Plan. 
These two factors affected negatively the performance of this activity. 
4.3.3 Evaluation of Target Objective Result 3.3: Stakeholders’ policy proposals to 
support financial decentralization of resources for selected sectors prepared. 
Indicators 
General Indicators: 
• Stakeholder proposals developed 
Specific Sub Indicators
a) Stakeholder strategic lines of action developed 
b) Stakeholders involved on strategic lines of action 
Performance Evaluation 
The performance of each target objective result was evaluated by its specific sub￾indicators. 
a. Specific Sub Indicator: Stakeholder Strategic Lines of Action Developed 
No progress was accomplished 
b. Specific Sub Indicator: Stakeholders Involved on Strategic Lines of Action 
No progress was accomplished
Summary Evaluation for Specific Sub-Indicator: Stakeholders Involved on Strategic 
Lines of Action 
The progress of this activity depended on the accomplishments of Target Objectives 3.1 and 
3.2 of this Component. The progress on those target objectives was modest due to the 
reported reasons. Consequently, this activity did not progress, and will be re-formulated in 
next year’s work plan
41
4.3.4 Overall Performance Evaluation for Component 3: Local Government 
Financial Autonomy 
The Target Objective for this Component was: 
National and sub national stakeholders strategies and/or policies, and/or 
procedures for improving sub national government financial autonomy and 
revenue collection prepared to be considered by GOP and sub national 
authorities. 
Working documents were prepared as a basis to foster stakeholder involvement on the 
preparation of strategies and/or policies, and/or procedures for improving sub national 
government financial autonomy and revenue collection. 
Towards reaching those goals, Lines of Action were implemented to improve tax systems 
and collections, and to improve intergovernmental fund transfer systems and regulations. 
There was more progress on lines of action leading to the formulation of preliminary 
strategy proposals to improving revenue collections (Tax Systems and Collections in Sub 
National Governments) than for improving intergovernmental fund transfer systems and 
regulations. This outcome is consistent with the perceived priorities given by stakeholders to 
these two areas at the present time. All stakeholders agree that they needed to strengthen 
their financial autonomy but they had not yet committed decisively in supporting viable 
strategy proposals on which all of them agreed. In the next quarter, the Program will develop 
activities that will re-direct this situation. 
The progress of this Component was constrained by two factors: a slower than expected 
participation of stakeholders, and a cut of one quarter on the originally allotted time for the 
Work Plan. 
This Component did not perform better due to the following facts. 
Stakeholder participation was focused to other activities of the Program that were of higher 
priority to them. At the same time, the technical complexity of the issues at hand delayed 
them in systematically committing their involvement beyond expressed needs. 
The Work Plan was originally approved until December 2002. USAID and ARD agreed to 
end the first year of the Work Plan on September of 2002, thus reducing by one quarter the 
allotted time to complete activities of the originally approved time span of the Work Plan. 
42
4.4. Component 4 Report: 
Strengthening Local Governments Associations 
Program Expected Results and Work Plan Objectives 
 
The expected result for this Component (see Task Order) by the end of the Program is: 
The technical and advocacy capacity of local government associations will be 
increased (in a sustainable manner) in order to effect policy, legal, and regulatory 
reform and to improve democratic processes that address constituents needs. This 
will improve local governments associations´ ability to participate effectively in 
national policy-making and serve as a counterweight to the GOP. 
The target objective of this Component in the Work Plan for the first year of the Program 
(See Chart 1), called for: 
Institutional, technical, and advocacy capacity of sub national government 
associations increased 
Three target objectives results were determined to achieve the expected target objective for 
Year 1: 
• Target Objective 4.1 - Plataforma de Descentralización promoted by CGP, OPACI, 
AJUMPA, and AJUDEPA.
• Target Objective 4.2 - Regional Forums for AJUMPA and OPACI Organized
• Target Objective 4.3 - Associations of Sub-national Governments strengthened
 
The performance of each target objective result was evaluated by its specific sub￾indicators. 
4.4.1. Evaluation of Target Objective Result 4.1: The Plataforma de Descentralización
by CGP, OPACI, AJUMPA and AJUDEPA 
Indicators 
General Indicators: 
• Document of the Plataforma de Descentralización presented to the public. 
Specific Sub Indicators
d. Implemented event 
Performance Evaluation 
 The event had an attendance of 136 people including Governors, Mayors, Departmental and 
Municipal Council Persons, legislators, Officials from public and private institutions, 
representatives from other USAID programs and non-governmental institutions. Table 16 
below shows the positive response to the invitation. 
43
Table 16 
Plataforma de Descentralización Workshop 
Attendance 
Place 
Invited Attendees Attendance Rate 
Asunción 120 136 113.3% 
4.4.2. Evaluation of Target Objective 4.2: Regional Forums for AJUMPA and OPACI 
Organized 
USAID and ARD agreed that ARD would not participate in this target objective. Forums 
took placed sponsored by USAID, UNDP and GTZ. 
4.4.3. Evaluation of Target Objective 4.3: Associations of Sub-national Governments 
Strengthened 
Indicators 
General Indicators: 
• Improved capacity on advocacy, policy analysis, coalition and consensus building, 
and technical skill of local government associations. 
Specific Sub Indicators
a. Sub indicator 1: Level of Institutional Organization 
b. Sub indicator 2: Inter-institutional Coordination 
c. Sub indicator 3: Counterweight to the Central Administration 
d. Sub indicator 4: Advocacy Capacity 
e. Sub indicator 5: Ability to formulate Projects 
f. Sub indicator 6: Technical Skills (Human Resources) 
g. Sub indicator 7: Consensus Building Capacity 
h. Sub indicator 8: Behavioral Changes 
i. Sub indicator 9: Technical Assistance Events (various types of workshops/ Public 
Dialogues). 
44
Evaluation Methodology for Component 4 
For the evaluation of Component 4 a survey was prepared to record data for the different 
specific sub-indicators. The survey had a universe composed by leaders and public officials 
involved in different levels of sub national governments and, especially, on their 
associations; politicians and former public authorities who have been close to the National 
Reform Program implementation. Documentation and results of activities implemented by 
the Program were reviewed as well. 
 To evaluate the specific sub indicators (1) and (9), documents of the Program were 
consulted. The specific sub indicator (1) compares the situation of the Local Associations 
before” and “after” the Program was implemented, the number of associations and their 
membership. Specific sub indicator (9) reports the attendance rates of the Technical 
Assistance Events (several types of workshops/Public Dialogues) developed throughout the 
year. 
 To evaluate the seven specific sub indicators (2) through to (8), surveys were prepared to 
measure the capacity gained by the associations of sub-national government “before” and 
“after” their interaction with the program. The survey measured different aspects including: 
• Inter-institutional Coordination 
• Counterweight to the Central Administration 
• Advocacy Capacity 
• Ability to formulate Projects 
• Technical Skills (Human Resources) 
• Consensus Building Capacity 
• Behavioral Changes 
 
 Some of the sub indicators have other variables (see Survey Form in Annex 1) which in turn 
have other sub variables. The questions in the survey accept three types of answers: 
Yes/No, a numeric figure, and a qualitative category scale of : “None”, “Low”, “Medium”, 
“High”. 
Qualitative variables have been quantified through numeric scoring defined as follows 
Yes=2; 
No=1; 
None=0, 
Low=1, 
Medium=2 and 
High=3. 
Also, a specific weight was assigned for each variable of the survey according to the 
importance for the variable (higher weight for a more important variable, and so on). The 
45
weights ranged from more than zero (0) to less than on (1). (Weight= w, 0< w <1). The 
specific sub-indicators are, thus, weighted averages. 
The survey was implemented on a sample of 30 people including leaders and officials of the 
associations, politicians, and key partners selected by the National Reform Program (NRP). 
This sample represented a complete universe of representatives of stakeholders that 
participated in activities of the Program. The survey took place between Thursday October 
17 and Monday October 21. 
The surveys were processed with the SPSS Software (Statistical Package for Social 
Sciences). The sub indicator is scored by the weighted average ratio of the answers of those 
interviewed and ranges from 0 to 1. To express the final score within the same categories of 
the Survey, the range was divided into thresholds according to the particular sub-indicator 
answer. For instance, in the case of four categories, the range was divided into four 
thresholds associated with the qualitative categories None, Low, Medium and High, 
respectively. 
Results that indicated the strength gained by the different Associations after their contact 
with the National Reform Program were obtained from the information compiled which 
recorded the progress since the initial level. The evaluation results are presented first as a 
summary in the following section. A more detailed analysis is presented after the summary. 
Summary Evaluation of Specific Sub Indicators 
a. Sub indicator 1: LEVEL OF INSTITUTIONAL ORGANIZATION1
Improvements were gained on institutional organization as measured by the following 
variables results: 
• The number of associations of sub-national government involved in the reform 
process increased from 4 to 17 
• Three preexisting associations were revitalized 
• The membership in associations increased2
 by 30% 
• The organization and communication infrastructure improved slightly (9,1%). 
However, it must be considered that this variation was given within the highest 
values of the scale of measurement (from 0,315 to 0,343) which for this 
indicator “IN 1.3” reached 0,40 points. 
b. Sub indicator 2: INTER-INSTITUTIONAL COORDINATION3
According to the answers of the people interviewed, the coordination with other 
governmental bodies, measured through the contact with Municipalities, Departmental 
Governments, Central Government (Executive Power, Legislative Power, and Judicial 
Power) and with Private Organizations and Civil Society Organizations (CSO), has gone 
 
1
 This specific sub indicator was included in the Survey Form with the purpose of being used as a control 
variable of the survey. The data in the Tables for sub indicator 1 come from the Program records. 2
 The increase is measured in percentages taking as base line the initial value. 
3
 The data for tables describing sub-indicator 2 to 8 come from the frequency charts in Annex 2. 
46
from “Low” to “Medium”, which means it has increased by 42%, once the categories are 
quantified and measured. 
c. Sub indicator 3: COUNTERWEIGHT TO THE CENTRAL ADMINISTRATION 
The capacity to become a counterweight to the Central Administration was measured 
through the answers of the people interviewed related to questions dealing with 
“Participation of the Association in the Process of Decisions Making of the Central 
Government” and, “Proposals presented to the Central Government”. This capacity has 
remained within the category “medium”. However, within the same category there was an 
increase of 0,573 to 0,720, which shows an improvement of 25,6%. 
d. Sub indicator 4: ADVOCACY CAPACITY
An increase from “Medium” to “High” was recorded in the Advocacy Capacity of the 
associations. It was measured by comparing the perception of the needs of the organizations 
and the achievements fulfilled through advocacy. This improvement represents an increase 
of 35% regarding its initial capacity. 
e. Sub indicator 5: ABILITY TO FORMULATE PROJECTS 
The Ability to Formulate Projects was measured through the participation of the associations 
in the preparation of proposals of local, regional, national and international scopes. It 
increased from “Low” to “Medium”, which represents a 39% increase. 
f. Sub indicator 6: TECHNICAL SKILLS (HUMAN RESOURCES) 
The technical capacity of the associations was measured through their ability to organizing 
events, planning and preparing projects, as well as their capacity to summoning, arranging, 
and negotiating, using their own resources or incorporating technicians from other 
institutions – through, for instance, cooperating or exchanging resources. This capacity 
improved from “Medium” to “High” which, measured as an index, represented an increase 
of 41%. 
g. Sub indicator 7: CONSENSUS BUILDING CAPACITY 
An increase from “Medium” to “High” was recorded in the capacity to reach consensus, 
expressed through agreements, alliances, and teaming up for work with other associations. 
This represented a 60% increase. 
h. Sub indicator 8: BEHAVIORAL CHANGES 
Behavioral changes in the members of the associations were recorded on their increased 
participation, commitment, understanding and willingness to contribute. The change ranged 
from “Medium” to “High”, expressed in the personal commitment to the institutional 
objectives, the perception of the need for technical capacity, inter institutional work, and the 
needs for alliances and coalitions. This change represented a quantified gain of 35%. 
47
i. Sub Indicator 9: TECHNICAL ASSISTANCE EVENTS (VARIOUS TYPES OF 
WORKSHOPS/ PUBLIC DIALOGUES)4
This sub-indicator reports on the workshops, public dialogues, etc. implemented by the 
Program. Each one of them, whether targeting specific strengthening activities or not, 
contributed to the increase in capacities reported in the other sub-indicators. An attendance 
rate is included in this sub-indicator to show the interest expressed by the associations and 
other stakeholders. The events were focused around three main subjects: (A) 
Decentralization of the water supply and sanitation, , with a 72% attendance rate, (B) 
Institutional Strengthening of Associations, , with a 201% attendance rate, (B) The Organic 
Law of the Executive Branch of Government Bill (“Ley de Ministerios”), with a 105% 
attendance rate. 
Description and Performance of Specific Sub-Indicators 
a. Sub indicator 1 (IN 1): LEVEL OF INSTITUTIONAL ORGANIZATION 
Description
To determine the “Level of Institutional Organization” of the Associations of sub national 
governments, the indicator was divided into three components: the existence of the 
Association (IN1.1), the membership (IN1.2), and the level of organization and 
infrastructure available in the associations (IN1.3), all these before and after the interaction 
with the Program. 
Performance
IN.1.1. Number of Associations of Sub-National Governments 
The Task Order had identified 4 associations of sub national governments involved in the 
reform process, which constitutes the “before” of the Program. At the beginning of the 
activities of the National Reform Program, other 10 existing Local government associations 
were identified, with different levels of consolidation. The direct action of the Program 
boosted the revitalization of three associations and the creation of three new ones, all 
reaching presently a number of 17 regional associations. The increase from 4 to 17 
associations meant not only a quantitative raise of 325%, but a qualitative gain as well. The 
workshop of “Institutional Strengthening” held in San Bernardino (from March 9 to March 
10, 2002) decided to create the Federation of Associations of Sub National Governments. 
(This was later formalized on October 16th 2002). It is important to point out that this 
Federation is the first one ever of its nature in the country. 
 
4
 The data for tables of Sub indicator 9 come from the Program records. 
48
Table 17 
Number of Associations of Sub National Governments
Change Sub-indicator Observation Quantity Absolute Relative 
IN1.1A Before 4 
IN1.1D After 17 +13 +325,0% 
 
Graphic 8. Number of Associations of Sub National Governments
4
17
0
5
10
15
20
Before After
Number of Sub National Government Associations
IN1.2. List of Associations and number of members 
Table 18 shows the list of the Associations and the number of members belonging to each 
one of them before and after the contact with the National Reform Program. First, the Table 
shows that the total membership increased from 493 before the “NRP” to 639 after the 
“NRP”, with an increase of 146 new members. As observed in Table 18, the Red de 
Mujeres Munícipes del Paraguay (RMMP) is the association that shows the highest increase 
in terms of membership, going from 51 to 160 members. This can be explained because the 
RMMP includes women majors and women elected for municipal councils. But, with the 
exception of the RMMP, in the rest of the associations, membership implies an institutional 
representation, that is, one member per institution. This increase revealed a clear sign of the 
strengthening of the local associations aiming to achieve common goals. 
Even though the increase of members of the associations is important, we must consider that 
some associations cannot raise the number of its members since most of them already have 
recruited all possible members; that is, they cover the whole universe of their jurisdiction. 
This is the case of the Board of Governors or the Association of Department Boards which 
currently include all the governors and all Department Boards of the Republic. Table 18 
shows with the symbol (9) the associations that cannot increase their membership, and with 
(∆) those associations that can increase their membership. 
49
Consequently, the increase of the membership is an important means of measuring the 
institutional strengthening of the associations, but very soon they will reach their ceiling, 
and after this important increase of nearly 30% showed in the first year of implementation of 
the “NRP”, most likely in the coming years this increase might be less. 
Table 18 
List of Associations and Number of Members 
Number of Members IN1.2 Associations of Sub-National Governments Before After Observation
 National Associations1
 
1 Board of Governors of Paraguay (CGP) 17 17 9
2 Paraguayan Intermunicipal Cooperation Organization (OPACI) 180 180 ∆
3 Association of Departmental Boards (AJUDEPA) 17 17 9
4 Association of Municipal Councils of Paraguay (AJUMPA) 93 93 ∆
5 Municipal Women’s Network (RMMP) 51 160 ∆
Regional Associations 
6 Association of Municipalities of the Metropolitan Area (AMUAM) 24 24 9
7 Association of Municipalities of Alto Paraná (AMUALPA) 19 19 9
8 Association of Municipalities of the Chaco (AMUCHACO) 4 6 ∆
9 Association of Municipalities of Caaguazú (AMUDECA) 20 20 9
10 Association of Municipalities of Caazapá (AMUCA) 0 10 9
11 Association of Municipalities of Cordillera (AMUCOR) 10 20 9
12 Association of Municipal Councils of Itapúa (AJUMI) 24 24 ∆
13 Association of Mayors from the Northeast of Itapúa2 21 21 9
14 Regional Integration Federation of Itapúa, Misiones and 
Ñeembucú (FEDEINCOR) 3 3 9
15 Association of Municipalities of Misiones, AMUMI 10 10 9
16 Association of Municipalities of Paraguarí (AMUPAR) 0 6 ∆
17 Association of Municipalities of the Second Department, 
AMUSEDE 0 9 ∆
Total 493 639 
* NOTE: 1. The Federation of Associations of Sub National Governments is formed by the five (5) National Associations 
(CGP, OPACI, AJUDEPA, AJUMPA, and RMMP). 
2. The Majors Association from Itapua (AIDI) was not included in the Table above because it did not respond to 
the Survey. 
9 = Associations with members that cannot grow, as they are represented by one individual. 
∆ = Associations that can increase their memberships. These do not represent a single institution. 
Table 19 and Graphic 9 present a different visualization of the results of this component. 
Table 19 
Number of Members of Sub National Governments Associations
Change Sub-indicator Observation Quantity Absolute Relative 
IN1.2A Before 493 
IN1.2D After 639 +146 +29,6% 
50
Graphic 9: Number of Members of the Sub National Government Associations 
493
639
0
100
200
300
400
500
600
700
Before After
Number of Members of the Sub National 
Government Associations
IN1.3. Organization and infrastructure of associations 
In this component of the specific sub indicator, the people interviewed were asked about the 
existence of a Board Committee, if they had statutes, if they owned their own building, 
branch associations, computers, as well as the equipment for communications (telephone, 
fax, radio transmitter, e-mail and mobile phone). The answers of the people interviewed are 
registered in Table 20. 
Table 20 shows that the majority of the associations have a Board Committee (88.2%) and a 
great percentage has statutes (70.9%). Regarding the infrastructure, computer and 
communications equipment, the level of availability of those elements was placed at the 
“Medium” range. When evaluating this variable it is important to keep in mind two major 
realities: first, the Association, in most cases, functions in the private work place one of its 
members-generally the wealthiest-who uses his personal infrastructure and equipment, and 
in some cases, also employs the means of communication of their public work places, e.g., 
the Municipality. Second, we must point out that the “NRP” does not support procurement 
for material goods like equipment and infrastructure. The low increase recorded in this 
component is not due to a lack of Program assistance. Quite the contrary; the NRP 
encourages stakeholders to find the ways of communications that would allow them to be in 
close contact among themselves and with the NRP. 
51
Table 20 
Organization and Structure of Associations 
Before After Difference The organization counts with: Quantity % Quantity % Quantity % 
Board of Directors 13 76,5 15 88,2 2 +11,8
Statutes 11 64,7 12 70,6 1 +5,9
Own facility 3 17,6 3 17,6 0 0,0
Filial Members 0 0,0 1 5,9 1 +5,9
Computer Equipment 5 29,4 6 35,3 1 +5,9
Communication Equipment 
Telephone 7 41,2 9 52,9 2 +11,8
Fax machine 6 35,3 7 41,2 1 +5,9
Radiotransmitter 0 0,0 0 0,0 0 0,0
E-mail 2 11,8 5 29,4 3 +17,6
Cellphone 3 17,6 3 17,6 0 0,0
Table 21 and Graphic 10 show the ratings of the component IN1.3 expressed as a weighted 
average index, where each sub component (from Table 22) was rated according to its 
importance within the institutional functioning. The index varies from 0 to 0,40, so, the 
values observed in Table 22 (0,315 and 0,343) show a small variation, but are placed among 
the highest values of the rank, and correspond to the category of “High”. 
Table 21 
Index of Organization and Infrastructure of Sub National Government 
Associations
Change Sub-indicator Observation Category Score Absolute Relative 
IN1.3A Before High 0.315 
IN1.3D After High 0.343 +0,30 +9.1% 
Graphic 10. Index of Organization and Infrastructure of Sub National Government 
Associations. 
0.315 0.343
0.000
0.050
0.100
0.150
0.200
0.250
0.300
0.350
Before After
Organization and infrastructure of Sub National 
Government Associations
52
b. Sub indicator 2 (IN 2): INTER-INSTITUTIONAL COORDINATION 
This sub indicator reports about the coordination capacity of the associations with other 
governmental bodies in order to achieve common goals. Specifically, the inquiry refered to 
coordination with the Executive, Legislative and Judicial Powers of the Central 
Government; with Municipalities and Departmental Governments, and with Private 
Organizations and the Civil Society. The coordination with each of these institutions has 
been weighted according to the importance of its relation with the associations. 
According to the answers, the coordination with governmental bodies has gone over from 
“Low” to “Medium”, which represents an increase of 42%. 
Table 22 
Index of Coordination with Other Entities
Change Sub-indicator Observation Category Score Absolute Relative 
IN2.A Before Low 0,490 
IN2.D After Medium 0,694 +0,20 +41,7% 
Graphic 11: Index of Coordination with other Entities 
0.490
0.694
0.000
0.100
0.200
0.300
0.400
0.500
0.600
0.700
Low Medium
Before After
Coordination with other Entities
c. Sub indicator 3 (IN3): COUNTERWEIGHT TO THE CENTRAL 
ADMINISTRATION 
The capacity of the associations to become an effective “Counterweight To The Central 
Administration” was measured in relation to the “Participation of the Associations in the 
process of decision-making of the Central Government”, and to the “proposals presented by 
the associations to the Central Government”. The first question was asked regarding who 
had the lead in the initiative, in other words, if the participation took place through a Central 
Government initiative or through an Association’s initiative. 
53
The answers regarding “The proposals to the Central Government” were discriminated 
between whether those had been “Introduced for Debate or Final Resolution” or “Did Not 
Have The Expected Answer”. 
The capacity of the associations to become an effective counterweight to the Central 
Administration had an increase of 25.6%. In terms of a weighted average index, it increased 
from 0,573 to 0, 720 points, remaining within the category of “Medium”, as shown in Table 
23 and Graphic 12. This outcome is important as it shows that the Associations are 
becoming a political force to be reckoned with. 
Table 23 
Index of Counterweight to the Central Administration
Change Sub-indicator Observation Category Score Absolute Relative 
IN3.A Before Medium 0.573 
IN3.D After Medium 0.720 +0.15 +25.60% 
Graphic 12: Index of Counterweight to the Central Administration 
0.573
0.720
0.000
0.100
0.200
0.300
0.400
0.500
0.600
0.700
0.800
Medium Medium
Before After
Counterweight to the Central Administration
d. Sub indicator 4 (IN4) ADVOCACY CAPACITY 
The advocacy capacity was measured according to the perception of the associations 
concerning their needs, and the achievements obtained through the NRP. 
The specific sub indicator was evaluated through two components, inquiring if “the lobby 
was considered necessary to achieve goals of interest to the associations” and if “the 
associations implemented lobbies with Municipalities and Departmental Governments, the 
54
Executive, Legislative, and Judicial Powers of the Central Government, and with Private 
Organizations and the Civil Society Organizations (CSOs). 
According to the answers, the Advocacy and Lobby Capacity of the associations increased 
from “Medium” to “High”. This represented an increase of 35%, as shown in Table 24 and 
Graph 13. 
Table 24 
Index of Advocacy Capacity
Change Sub-indicator Observation Category Score Absolute Relative 
IN4.A Before Medium 0.558 
IN4.D After High 0.756 +0.2 +35.40% 
Graphic 13: Index of Advocacy Capacity 
0.490
0.694
0.000
0.100
0.200
0.300
0.400
0.500
0.600
0.700
Medium High
Before After
Lobby Capacity
e. Sub indicator 5 (IN5) ABILITY TO FORMULATE PROJECTS 
The Project Preparation Capacity was measured through specific projects in which the 
associations had effectively participated. According to the answers, the capacity of the 
associations to prepare proposals of local, regional, national or international scopes has gone 
from “Low” to “Medium”, which represents increase of 39%, as shown in Table 25 and 
Graph 14. 
Table 25 
Index of Project Preparation Capacity
Change Sub-indicator Observation Category Score Absolute Relative 
IN5.A Before Low 0.473 
IN5.D After Medium 0.658 +0.19 +39.20% 
55
Graphic 14: Index of Project Preparation Capacity 
0.473
0.658
0.000
0.100
0.200
0.300
0.400
0.500
0.600
0.700
Low Medium
Before After
Project Preparation Capacity
f. Sub indicator 6 (IN6): TECHNICAL SKILLS (HUMAN RESOURCES) 
The capacity and the ability of the staff of the associations were assessed to measure 
whether they were capable of organizing, planning, summoning, lobbying and negotiating. 
The associations were also questioned about their abilities to incorporate Technicians from 
other institutions to manage specific topics, as well as on cooperation and exchange 
programs with the members of other associations. 
The technical capacity of human resources of the associations improved from “Medium” to 
“High” which represented an increase of 41%, as shown in Table 26 and Graphic 15. 
Table 26 
Index of Technical Skills (Human Resources) 
Change Sub-indicator Observation Category Score Absolute Relative 
IN6.A Before Medium 0.561 
IN6.D After High 0.791 +0.23 +40.90% 
56
Graphic 15: Index of Technical Capacity in Human Resources 
0.561
0.791
0.000
0.100
0.200
0.300
0.400
0.500
0.600
0.700
0.800
Medium High
Before After
Technical Capacity in Human Resources
g. Sub indicator 7 (IN7): CONSENSUS BUILDING CAPACITY 
The capacity to reach consensus has been measured through achievements represented in 
signing agreements, team work with other associations, and building alliances among 
institutions. 
An improvement from “Low” to “High” has been recorded regarding the capacity of 
associations to reach consensus, which represents an increase of 60%, as shown in Table 27 
and Graphic 16. 
Table 27 
Index of Capacity to Reach Consensus 
Change Sub-indicator Observation Category Score Absolute Relative 
IN7.A Before Low 0.494 
IN7.D After High 0.790 +0.30 +60.0% 
Graphic 16: Index of Capacity to Reach Consensus 
0.494
0.790
0.000
0.100
0.200
0.300
0.400
0.500
0.600
0.700
0.800
Low High
Before After
Capacity to Reach Consensus
57
h. Sub indicator 8 (IN8): BEHAVIORAL CHANGES 
This specific sub indicator related to human attitude towards change, in this case National 
reform and decentralization. The Program expected to encourage commitment on the 
stakeholders through their participation in different activities. Consequently, the questions 
in this specific sub indicator were focused to find out whether the members of the 
associations had a more positive view of the personal commitment on their institutional 
objectives, the perception of the need for technical training, the need for inter-institutional 
work, the need of alliances and associations to reach common objectives, and the 
commitments implied through working on reaching those goals. 
Behavioral changes went from “Medium” to “High”, which represented a 35% increase in 
personal commitment and participation, as shown in Table 28 and Graphic 17. 
Table 28 
Index for Behavioral Changes
Change Sub-indicator Observation Category Score Absolute Relative 
IN8.A Before Medium 0.682 
IN8.D After High 0.922 +0.24 +35.2% 
Graphic 17: Index of Behavioral Changes 
0.682
0.922
0.000
0.200
0.400
0.600
0.800
1.000
Medium High
Before After
Behavioral Changes
58
i. Sub Indicator 9: TECHNICAL ASSISTANCE EVENTS (various types of 
workshops/Public Dialogues) 
This specific sub indicator reports on the technical assistance events implemented by the 
Program with associations of sub national governments through several types of workshops, 
public dialogues, forums, round table discussions, etc. The events were focused on three 
main subjects: (A) Decentralization of water supply and sanitation, (B) Strengthening of 
Associations, (C) The Organic Law of the Executive Bill (“Ley de Ministerios”). 
Annex 3 includes a collection of invitation letters to the events, the programs developed in 
each event, and workshops attendance lists. 
A. Workshops on Decentralization of Water Supply and Sanitation. 
Six workshops on public dialogues on Decentralization of Water Supply and Sanitation 
took place during the months of July and August, 2002. During these workshops, the topic 
was on a Decentralization of Water Supply and Sanitation Bill, (modifying articles 1ªW, 6ª, 
26ªE, 29ª and conforming with Law No. 1614/2000”). This Bill regulated the devolution of 
legal attributions on the water supply and sanitation service to sub national governments, 
and the technical and financial conditions needed by those levels of governments to exercise 
that responsibility. 
The local associations of sub national government summoned the workshops with the 
technical and logistical support of the National Reform Program. The purposes of the 
workshops were to get stakeholders involved in the subject matter of the workshops, in a 
transparent, participatory, inclusive and democratic manner, where they themselves could 
analyze, discuss and advance in this process according to how they perceived their reality 
and needs. 
The six information and public dialogue workshops covered all Departments of the country. 
Attendees included national and regional associations of sub-national government, sub 
national government representatives, and other stakeholders of the public and private 
sectors, as well as representatives of the Secretariat of Reform. 
The workshops succeeded on informing all participants on the subject matter, allowing 
exchanges of opinions and proposals, and finally, on reaching consensus on proposals on the 
bill. As a result of this process, the stakeholders were positioned to present properly 
documented and fully informed proposals to the Legislative Power. 
In effect, after the workshops, and after collecting the inputs provided by the participants, 
modifications to the Draft Bill in the Congress were made. The amendments were prepared 
by a technical committee of the associations (OPACI, AJUMPA, Red de Mujeres Munícipes 
del Paraguay), Municipality of Asunción, and Neighborhood Committees representatives, 
with the endorsements of AJUDEPA and the Governors Council, and the technical support 
of the Program.
59
Table 29 
Workshops on Decentralization of Water Supply and Sanitation 
Participants 
Place Date Departments 
Covered Invited Attendees Attendance 
rate 
1 Asunción 11 June 
Capital (1) 
Central (19) 48 52 108,3% 
2 Coronel Oviedo 23 July 
Cordillera (20) 
Guairá (17) 
Caaguazú (20) 
Caazapá (10) 
Paraguarí 17) 116 83 71,6% 
3 Ciudad del Este 26 July 
Alto Paraná (19) 
Canindeyu (10) 54 51 94,4% 
4 Filadelfia 30 July 
Boquerón (1) 
Pdte. Hayes (5) 
Alto Paraguay (2) 34 33 97,1% 
5 Concepción 31 July 
Concepción (6) 
San Pedro (17) 
Amambay (3 56 64 114,3% 
6 Encarnación 3 August 
Itapúa (30) 
Misiones (10) 
Ñeembucú (16) 86 80 93,0% 
 394 363 92.1% 
* Note: : In addition to the representatives of the Sub National Government Associations, other strategic 
stakeholders from private and public sectors were invited and attended the workshops. 
A document of the workshop’s proceedings, containing the complete transcription of all 
participants’ interventions, and the text agreed on the proposed modifications to the Bill, 
was sent to each one of the participants as feed-back. 
Table 29 shows the Departments covered in each workshop and the dates and places were 
they took place. The Table shows a 92.1% average attendance rate. This illustrates the 
improved capacity of the associations to summoning events of their interest. 
B. Strengthening of Associations of Sub-National Governments. 
Through March and October, 2002, nine events were implemented throughout the country to 
provide technical assistance to associations of sub national governments. The workshops 
allowed the associations, political actors, mayors, departmental and municipal council 
persons, and leaders from successful municipalities, to have an opportunity to share 
experiences and formulate proposals to foster national reform and decentralization. 
The objective of the workshops was giving the associations and local governments a more 
efficient organizational and technical structure. Also, they served the purpose of establishing 
a base line of capacities and needs. 
The first workshop that took place in March, 2002 in San Bernardino, where an action plan 
was agreed upon on several aspects of the interest to municipal governments such as 
financial, strategic alliances, participatory development plans, normative reforms, and 
participatory mechanisms based on transparency and citizens control systems. This Action 
60
Plan was presented to the Public on April, 2002 with the main objective to joining 
stakeholders’ efforts to strengthening the decentralization and democratization process in the 
country. 
Furthermore, the stakeholders who participated in these workshops pointed out the 
importance of strengthening the existing associations and the need for creation of new 
organizations at regional, departmental and municipal levels. In this workshop which took 
place in San Bernardino on March 9 and 10, 2002, the creation of a federation of 
associations of sub national governments was agreed upon. 
Table 30 shows the number of events that were implemented, the dates and the places where 
they took place, and the number of representatives invited with attendance rates. An overall 
average attendance rate of 173.3 % was reached, thus showing the interest of stakeholders 
on this type of event. 
Table 30 
Technical Assistance Workshops to Strengthen Associations
Participants 
No. Place and type of Event Date Invited Attendees Attendance 
rate 
1 San Bernardino 9 and 10 March 50 75 150.0% 
2 Asunción – Informative 
Workshop for “Consejo de 
Gobernadores” 
9 April 25 40 160.0% 
3 San Bernardino 28 and 29 June 22 53 240.9% 
4 Coronel Oviedo 23 July 22 21 95.5% 
5 Filadelfia 30 July 22 23 104.5% 
6 Concepción 31 July 22 64 290.9% 
7 Encarnación 3 August 22 14 63.6% 
8 Asunción 17 August 22 90 409.1% 
 207 380 183.6% 
Planned for next Quarter 
9 Asunción – Formalization of the 
Federation of Associations of Sub 
national Governments 
16 October --- --- --- 
C. Organic Law of the Executive Branch Bill (“Ley de Ministerios”) 
 The Organic Law of the Executive Branch Bill, also known as “Ley de Ministerios” was the 
object of several round table discussions, public debates and informative meetings, with 
participation of well known jurists, members of congress, and involved stakeholders. These 
were supported by the National Reform Program. In these events, the nature and scope of 
this Bill were analyzed and widely discussed. 
 Table 31 shows the number of events organized, specifying the number of persons invited 
and the attendance rates as well. It was observed that the number of people who attended 
was lager than the number of people invited. An average attendance rate of 123.8% was 
recorded. 
61
Table 31 
Round Tables 
on the Organic Law of the Executive Branch Bill (“Ley de Ministerios”)
Participation 
No. Place and type of event Date Invited Attendees Attendance 
rate 
1 Asunción 
(Round Table) 9 August 21 21 100,0%
2 Asunción 
(Round Table) 19 August 21 31 147,6%
 42 52 123.8%
Planned for next Quarter 
3 The Senate 
(Public Hearing) 16 October --- --- --- 
4 The Senate 
(Public Hearing) 18 October --- --- --- 
5 Hotel Granados – Asunción (1)
(Information meeting) 18 October. --- --- --- 
6 The Senate 
 (Public Hearing) 21 October --- --- --- 
7 The Senate 
(Public Hearing) 23 October --- --- --- 
8 The Senate 
(Public Hearing) 25 October --- --- --- 
9 Villarrica – Guairá 8 November --- --- --- 
10 Colonias Unidas-Hohenau 9 November --- --- --- 
Summary Evaluation of Component 4 
The technical and advocacy capacity of Associations of Sub-national Governments 
increased significantly, measured through improvements on the following aspects: Level of 
Institutional Organization; Inter-institutional Coordination; Counterweight to the Central 
Administration; Advocacy Capacity; Ability to formulate Projects; Technical Skills (Human 
Resources); Consensus Building Capacity; Behavioral Changes. Indicators that measured 
those improvements ranged from 9.1% to 325% increases. Additionally, significant 
activities of technical assistance support were implemented for the Associations. 
As to gender, the activities of this component had a significant impact, expressed through 
the important strengthening attained by the Municipal Women’s Network, Red de Mujeres 
Munícipes del Paraguay.
Although meetings held with stakeholders to prepare or conceptualize activities for them J
1 
not reported, it must be noted, though, that each one of them add skills, advocacy capacity, 
and other empowerments to the members of the associations that participate in those 
meetings. Additionally, through those meetings, the associations gain education on 
democratic practices, in transpJ
1ncy, and participation. Those J
1 all intangibl e results that 
were not measured, but it is safe to say that they add training value to the results of this 
component. 
62
The activities undertaken in this component and the results attained from the successful 
implementation of those activities, significantly contributed to the expected results of 
Intermediate Result (IR) 1.3 – National Democratic Reform Process Expanded, of the 
Democracy Strategic Objectives of USAID. Additionally, they benefited the progress of IR 
1.1 (More Effective and Accountable Local Government) and IR 1.2 (Development of an 
Active Civil Society Encouraged), through the ancillary effects of the results of this 
component. 
In summary, more than 50% of the expected results of this component have been attained. 
Its performance can be rated as successful and on target. 
63
5. ANNEXES 
64
Annex 1: Survey Form
 In this annex, the Survey Form used to interview stakeholders is presented. In the 
first column and next to the corresponding variable, weights are assigned to the variables, 
ranging from zero (0) to one (1), according to the relative importance of the particular 
variable in the described process measured by the sub-indicator. The resulting indicator, 
i.e., Level of Institutional Organization, thus, represents a weighted average of the variables. 
65
Name Tel. Sruvey No. 
Institución Position 
Association Position Other Association 
INSTITUTIONAL STREGHTENING: Survey Consulting Form 
(Please answer the survey with regards to the beguinning of the relationship with the National Reform Program)
1 LEVEL OF INSTITUTIONAL 
ORGANIZATION Before After 
1.1 Your organization already existed (0,40) Yes No Yes No 
1.2 Number of members (0,30) Qty. Qty. 
1.3 The organization counts/counted with (0.40)
0,23 a) Board of Directors Yes No Yes No 
0,23 b) Statutes Yes No Yes No 
0,12 c) Own facility Yes No Yes No 
0,07 d) Filial or auxiliary Associations Yes No Yes No 
0,16 e) Computer equipment Yes No Yes No 
telephone telephone 
Fax Fax 
Radio Radio 
e-mail e-mail 
0,19 f) Communication Equipment 
(stick only if available) 
cellphone cellphone 
2. COORDINATION WITH OTHER Before After 
GOVERNMENTAL BODIES WITH 
REGARDS TO THE NPR, THE CONTACT 
WITH 
None Low Medium High None Low Medium High 
0.19 a. Municipalities, was/are 
0.19 b. Governments, was/are 
0.16 c. Central Government, Executive Power, was/is 
0.23 d. Legislative Power, was/is 
0.09 e. Judicial Power, was/is 
0.14 f. Private organizations and ONG's, were/are 
3 COUNTERWEIGHT TO CENTRAL 
ADMINISTRATION Before After 
3.1 Have the Member taken part in the decision 
making process of the Central Government 
(0.5)
0.4 a. To the Central Government´s initiative Yes No Yes No 
0.6 b. To the members´s initiative Yes No Yes No 
3.2 The proposals made to the Central 
Government (0.5)
0.3 a. Did not have the expected answer Yes No Yes No 
0.7 b. were added to the debate or to the final 
resolution 
Yes No Yes No 
4 LOBBY CAPACITY Before After 
None Low Medium High None Low Medium High 
4.1 "Lobbying" was considered necessary to 
obtain resources for the Member (0.4)
 
4.2 The Member lobbyied with (0.6)
0.06 a. Municipalities, 
0.06 b. Governments, 
0.25 c. Central Government, Executive Power 
0.30 d. Legislative Power 
0.12 e. Judicial Power 
0.21 f. Private organizations and ONG's 
66
5. PROJECT PREPARATION CAPACITY Before After 
None Low Medium High None Low Medium High 
5.1 The Member took part in project´s 
formulation and preparation 
0.17 a. Localy 
0.29 b. Regionaly 
0.42 c. Nationaly 
0.12 d. Internationaly 
6. TECHNICAL CAPACITY IN HUMAN Before After 
RESOURCES None Low Medium High None Low Medium High 
6.1. Which are/were the technical capacity 
and/or ability to: (0.7)
0.11 a. Organize events 
0.22 b. Planning 
0.22 c. Project elaboration 
0.11 d. Convocation 
0.18 e. Administration 
0.16 f. Negotiation 
6.2. Interinstitutional work allowed colaboration 
and technician interchange among members 
of the Association (0.3)
 
7. CAPACITY TO REACH CONSENSUS Before After 
None Low Medium High None Low Medium High 
7.1. Capacity to Reach Consensus is expressed by
0.36 a. Covenants (legal) were/are 
0.14 b. Agreements, were/are 
0.21 c. Groups of work with other Associations 
0.24 d. Alliances (integration among institutions) 
8. ATTITUDE CHANGE Before After 
None Low Medium High None Low Medium High 
8.1. Members have a more positive vision of 
0.18 a. Personal compromise with institutional 
objectives 
 
0.15 b. Technical Capacity Needs 
0.21 c. Interinstitutional work 
0.21 d. Need to perform alliances 
0.25 e. Associations 
67
Annex 2: Frequency charts of the components of the sub indicators
The Frequency Charts in this annex should be read as follows: 
- A2A: 
The first A means: the Observations “Before” 
The number 2 means: Sub indicators 2 (3, 4, 5, …, 8). 
The last A means: the variables of the sub indicator (B means “b”, C means “c”, and 
so on) 
The same holds for Frequency Charts with D in the first place (D.2.A) where D means 
observation “After”. 
68
A2A CONTACTO CON MUNICIPALIDAD 
Frequency Percent Valid Percent Cumulative Percent 
NADA 8 26,7 26,7 26,7 
POCO 9 30,0 30,0 56,7 
MEDIANAMENTE 10 33,3 33,3 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
D2A CONTACTO CON MUNICIPALIDAD 
Frequency Percent Valid Percent Cumulative Percent 
NADA 1 3,3 3,3 3,3 
POCO 3 10,0 10,0 13,3 
MEDIANAMENTE 15 50,0 50,0 63,3 
MUCHO 11 36,7 36,7 100,0 
Valid 
Total 30 100,0 100,0
A2B CONTACTO CON GOBERNACION 
Frequency Percent Valid Percent Cumulative Percent 
NADA 10 33,3 33,3 33,3 
POCO 7 23,3 23,3 56,7 
MEDIANAMENTE 10 33,3 33,3 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
D2B CONTACTO CON GOBERNACION 
Frequency Percent Valid Percent Cumulative Percent 
NADA 2 6,7 6,7 6,7 
POCO 6 20,0 20,0 26,7 
MEDIANAMENTE 14 46,7 46,7 73,3 
MUCHO 8 26,7 26,7 100,0 
Valid 
Total 30 100,0 100,0
69
A2C CONTACTO CON PODER EJECUTIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 14 46,7 46,7 46,7 
POCO 11 36,7 36,7 83,3 
MEDIANAMENTE 4 13,3 13,3 96,7 
MUCHO 1 3,3 3,3 100,0 
Valid 
Total 30 100,0 100,0
D2C CONTACTO CON PODER EJECUTIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 5 16,7 16,7 16,7 
POCO 8 26,7 26,7 43,3 
MEDIANAMENTE 13 43,3 43,3 86,7 
MUCHO 4 13,3 13,3 100,0 
Valid 
Total 30 100,0 100,0
A2D CONTACTO CON PODER LEGISLATIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 16 53,3 53,3 53,3 
POCO 9 30,0 30,0 83,3 
MEDIANAMENTE 4 13,3 13,3 96,7 
MUCHO 1 3,3 3,3 100,0 
Valid 
Total 30 100,0 100,0
D2D CONTACTO CON PODER LEGISLATIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 4 13,3 13,3 13,3 
POCO 9 30,0 30,0 43,3 
MEDIANAMENTE 14 46,7 46,7 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
70
A2E CONTACTO CON PODER JUDICIAL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 21 70,0 70,0 70,0 
POCO 5 16,7 16,7 86,7 
MEDIANAMENTE 3 10,0 10,0 96,7 
MUCHO 1 3,3 3,3 100,0 
Valid 
Total 30 100,0 100,0
D2E CONTACTO CON PODER JUDICIAL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 11 36,7 36,7 36,7 
POCO 8 26,7 26,7 63,3 
MEDIANAMENTE 8 26,7 26,7 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
A2F CONTACTO CON ORG.SOCIEDAD CIVIL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 10 33,3 33,3 33,3 
POCO 6 20,0 20,0 53,3 
MEDIANAMENTE 10 33,3 33,3 86,7 
MUCHO 4 13,3 13,3 100,0 
Valid 
Total 30 100,0 100,0
D2F CONTACTO CON ORG.SOCIEDAD CIVIL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 1 3,3 3,3 3,3 
POCO 5 16,7 16,7 20,0 
MEDIANAMENTE 14 46,7 46,7 66,7 
MUCHO 10 33,3 33,3 100,0 
Valid 
Total 30 100,0 100,0
71
A3.1A INICIATIVA GOB.CENTRAL 
Frequency Percent Valid Percent Cumulative Percent 
NO 28 93,3 93,3 93,3 
Valid SI 2 6,7 6,7 100,0 
Total 30 100,0 100,0
D3.1A INICIATIVA GOB.CENTRAL 
Frequency Percent Valid Percent Cumulative Percent 
NO 17 56,7 56,7 56,7 
Valid SI 13 43,3 43,3 100,0 
Total 30 100,0 100,0
A3.1B INICIATIVA ASOCIACION 
Frequency Percent Valid Percent Cumulative Percent 
NO 23 76,7 76,7 76,7 
Valid SI 7 23,3 23,3 100,0 
Total 30 100,0 100,0
D3.1B INICIATIVA ASOCIACION 
Frequency Percent Valid Percent Cumulative Percent 
NO 11 36,7 36,7 36,7 
Valid SI 19 63,3 63,3 100,0 
Total 30 100,0 100,0
A.3.2A NO TUVIERON ECO ESPERADO 
Frequency Percent Valid Percent Cumulative Percent 
NO 29 96,7 96,7 96,7 
Valid SI 1 3,3 3,3 100,0 
Total 30 100,0 100,0
D3.2A NO TUVIERON ECO ESPERADO 
Frequency Percent Valid Percent Cumulative Percent 
NO 23 76,7 76,7 76,7 
Valid SI 7 23,3 23,3 100,0 
Total 30 100,0 100,0
72
A3.2B SE INCORPORO 
Frequency Percent Valid Percent Cumulative Percent 
NO 25 83,3 83,3 83,3 
Valid SI 5 16,7 16,7 100,0 
Total 30 100,0 100,0
D3.2B SE INCORPORO 
Frequency Percent Valid Percent Cumulative Percent 
NO 19 63,3 63,3 63,3 
Valid SI 11 36,7 36,7 100,0 
Total 30 100,0 100,0
A4.1 OPINION S/CABILDEO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 8 26,7 26,7 26,7 
POCO 8 26,7 26,7 53,3 
MEDIANAMENTE 4 13,3 13,3 66,7 
MUCHO 10 33,3 33,3 100,0 
Valid 
Total 30 100,0 100,0
D4.1 OPINION S/CABILDEO 
Frequency Percent Valid Percent Cumulative Percent 
POCO 1 3,3 3,3 3,3 
MEDIANAMENTE 11 36,7 36,7 40,0 
MUCHO 18 60,0 60,0 100,0 
Valid 
Total 30 100,0 100,0
A4.2A CABILDEO CON MUNICIPALIDADES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 8 26,7 26,7 26,7 
POCO 9 30,0 30,0 56,7 
MEDIANAMENTE 7 23,3 23,3 80,0 
MUCHO 6 20,0 20,0 100,0 
Valid 
Total 30 100,0 100,0
73
D4.2A CABILDEO CON MUNICIPALIDADES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 3 10,0 10,0 10,0 
POCO 3 10,0 10,0 20,0 
MEDIANAMENTE 10 33,3 33,3 53,3 
MUCHO 14 46,7 46,7 100,0 
Valid 
Total 30 100,0 100,0
A4.2B CABILDEO CON GOBERNACIONES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 10 33,3 33,3 33,3 
POCO 9 30,0 30,0 63,3 
MEDIANAMENTE 6 20,0 20,0 83,3 
MUCHO 5 16,7 16,7 100,0 
Valid 
Total 30 100,0 100,0
D4.2B CABILDEO CON GOBERNACIONES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 1 3,3 3,3 3,3 
POCO 6 20,0 20,0 23,3 
MEDIANAMENTE 13 43,3 43,3 66,7 
MUCHO 10 33,3 33,3 100,0 
Valid 
Total 30 100,0 100,0
A4.2C CABILDEO CON P. EJECUTIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 14 46,7 46,7 46,7 
POCO 7 23,3 23,3 70,0 
MEDIANAMENTE 6 20,0 20,0 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
74
D4.2C CABILDEO CON P. EJECUTIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 6 20,0 20,0 20,0 
POCO 9 30,0 30,0 50,0 
MEDIANAMENTE 7 23,3 23,3 73,3 
MUCHO 8 26,7 26,7 100,0 
Valid 
Total 30 100,0 100,0
A4.2D CABILDEO CON P.LEGISLATIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 14 46,7 46,7 46,7 
POCO 7 23,3 23,3 70,0 
MEDIANAMENTE 6 20,0 20,0 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
D4.2D CABILDEO CON P.LEGISLATIVO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 7 23,3 23,3 23,3 
POCO 7 23,3 23,3 46,7 
MEDIANAMENTE 9 30,0 30,0 76,7 
MUCHO 7 23,3 23,3 100,0 
Valid 
Total 30 100,0 100,0
A4.2E CABILDEO CON P.JUDICIAL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 20 66,7 66,7 66,7 
POCO 5 16,7 16,7 83,3 
MEDIANAMENTE 2 6,7 6,7 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
75
D4.2E CABILDEO CON P.JUDICIAL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 13 43,3 43,3 43,3 
POCO 8 26,7 26,7 70,0 
MEDIANAMENTE 3 10,0 10,0 80,0 
MUCHO 6 20,0 20,0 100,0 
Valid 
Total 30 100,0 100,0
A4.2F CABILDEO CON ORG.SOCIEDAD CIVIL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 11 36,7 36,7 36,7 
POCO 3 10,0 10,0 46,7 
MEDIANAMENTE 9 30,0 30,0 76,7 
MUCHO 7 23,3 23,3 100,0 
Valid 
Total 30 100,0 100,0
D4.2F CABILDEO CON ORG.SOCIEDAD CIVIL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 3 10,0 10,0 10,0 
POCO 6 20,0 20,0 30,0 
MEDIANAMENTE 8 26,7 26,7 56,7 
MUCHO 13 43,3 43,3 100,0 
Valid 
Total 30 100,0 100,0
A5.1A LOCALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 11 36,7 36,7 36,7 
POCO 9 30,0 30,0 66,7 
MEDIANAMENTE 7 23,3 23,3 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
76
D5.1A LOCALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 7 23,3 23,3 23,3 
POCO 2 6,7 6,7 30,0 
MEDIANAMENTE 12 40,0 40,0 70,0 
MUCHO 9 30,0 30,0 100,0 
Valid 
Total 30 100,0 100,0
A5.1B REGIONALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 11 36,7 36,7 36,7 
POCO 10 33,3 33,3 70,0 
MEDIANAMENTE 6 20,0 20,0 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
D5.1B REGIONALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 5 16,7 16,7 16,7 
POCO 4 13,3 13,3 30,0 
MEDIANAMENTE 13 43,3 43,3 73,3 
MUCHO 8 26,7 26,7 100,0 
Valid 
Total 30 100,0 100,0
A5.1C NACIONALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 15 50,0 50,0 50,0 
POCO 7 23,3 23,3 73,3 
MEDIANAMENTE 6 20,0 20,0 93,3 
MUCHO 2 6,7 6,7 100,0 
Valid 
Total 30 100,0 100,0
77
D5.1C NACIONALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 8 26,7 26,7 26,7 
POCO 3 10,0 10,0 36,7 
MEDIANAMENTE 11 36,7 36,7 73,3 
MUCHO 8 26,7 26,7 100,0 
Valid 
Total 30 100,0 100,0
A5.1D INTERNACIONALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 19 63,3 63,3 63,3 
POCO 7 23,3 23,3 86,7 
MEDIANAMENTE 4 13,3 13,3 100,0 
Valid 
Total 30 100,0 100,0
D5.1D INTERNACIONALES 
Frequency Percent Valid Percent Cumulative Percent 
NADA 13 43,3 43,3 43,3 
POCO 8 26,7 26,7 70,0 
MEDIANAMENTE 4 13,3 13,3 83,3 
MUCHO 5 16,7 16,7 100,0 
Valid 
Total 30 100,0 100,0
A6.1A CAPACIDAD PARA ORGANIZAR EVENTOS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 6 20,0 20,0 20,0 
POCO 7 23,3 23,3 43,3 
MEDIANAMENTE 13 43,3 43,3 86,7 
MUCHO 4 13,3 13,3 100,0 
Valid 
Total 30 100,0 100,0
D6.1A CAPACIDAD PARA ORGANIZAR EVENTOS 
Frequency Percent Valid Percent Cumulative Percent 
POCO 1 3,3 3,3 3,3 
MEDIANAMENTE 19 63,3 63,3 66,7 
MUCHO 10 33,3 33,3 100,0 
Valid 
Total 30 100,0 100,0
78
A6.1B CAPACIDAD P/PLANIFICAR 
Frequency Percent Valid Percent Cumulative Percent 
NADA 8 26,7 26,7 26,7 
POCO 10 33,3 33,3 60,0 
MEDIANAMENTE 8 26,7 26,7 86,7 
MUCHO 4 13,3 13,3 100,0 
Valid 
Total 30 100,0 100,0
D6.1B CAPACIDAD P/PLANIFICAR 
Frequency Percent Valid Percent Cumulative Percent 
POCO 5 16,7 16,7 16,7 
MEDIANAMENTE 14 46,7 46,7 63,3 
MUCHO 11 36,7 36,7 100,0 
Valid 
Total 30 100,0 100,0
A6.1C CAPACIDAD P/ELBORAR PYTOS. 
Frequency Percent Valid Percent Cumulative Percent 
NADA 7 23,3 23,3 23,3 
POCO 8 26,7 26,7 50,0 
MEDIANAMENTE 12 40,0 40,0 90,0 
MUCHO 3 10,0 10,0 100,0 
Valid 
Total 30 100,0 100,0
D6.1C CAPACIDAD P/ELBORAR PYTOS. 
Frequency Percent Valid Percent Cumulative Percent 
NADA 1 3,3 3,3 3,3 
POCO 3 10,0 10,0 13,3 
MEDIANAMENTE 17 56,7 56,7 70,0 
MUCHO 9 30,0 30,0 100,0 
Valid 
Total 30 100,0 100,0
A6.1D CAPACIDAD P/CONVOCATORIA 
Frequency Percent Valid Percent Cumulative Percent 
NADA 6 20,0 20,0 20,0 
POCO 7 23,3 23,3 43,3 
MEDIANAMENTE 9 30,0 30,0 73,3 
Valid 
MUCHO 8 26,7 26,7 100,0 
79
Total 30 100,0 100,0
D6.1D CAPACIDAD P/CONVOCATORIA 
Frequency Percent Valid Percent Cumulative Percent 
POCO 3 10,0 10,0 10,0 
MEDIANAMENTE 13 43,3 43,3 53,3 
MUCHO 14 46,7 46,7 100,0 
Valid 
Total 30 100,0 100,0
A6.1E CAPACIDAD PARA GESTION 
Frequency Percent Valid Percent Cumulative Percent 
NADA 5 16,7 16,7 16,7 
POCO 8 26,7 26,7 43,3 
MEDIANAMENTE 12 40,0 40,0 83,3 
MUCHO 5 16,7 16,7 100,0 
Valid 
Total 30 100,0 100,0
D6.1E CAPACIDAD PARA GESTION 
Frequency Percent Valid Percent Cumulative Percent 
POCO 2 6,7 6,7 6,7 
MEDIANAMENTE 13 43,3 43,3 50,0 
MUCHO 15 50,0 50,0 100,0 
Valid 
Total 30 100,0 100,0
A6.1F CAPACIDAD P/NEGOCIACION 
Frequency Percent Valid Percent Cumulative Percent 
NADA 6 20,0 20,0 20,0 
POCO 12 40,0 40,0 60,0 
MEDIANAMENTE 8 26,7 26,7 86,7 
MUCHO 4 13,3 13,3 100,0 
Valid 
Total 30 100,0 100,0
D6.1F CAPACIDAD P/NEGOCIACION 
Frequency Percent Valid Percent Cumulative Percent 
POCO 3 10,0 10,0 10,0 
MEDIANAMENTE 12 40,0 40,0 50,0 
Valid 
MUCHO 15 50,0 50,0 100,0 
80
Total 30 100,0 100,0
81
A6.2 COLABORACION E INTERCAMBIO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 11 36,7 36,7 36,7 
POCO 14 46,7 46,7 83,3 
MEDIANAMENTE 4 13,3 13,3 96,7 
MUCHO 1 3,3 3,3 100,0 
Valid 
Total 30 100,0 100,0
D6.2 COLABORACION E INTERCAMBIO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 3 10,0 10,0 10,0 
POCO 7 23,3 23,3 33,3 
MEDIANAMENTE 11 36,7 36,7 70,0 
MUCHO 9 30,0 30,0 100,0 
Valid 
Total 30 100,0 100,0
A7.1A CONVENIOS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 11 36,7 36,7 36,7 
POCO 8 26,7 26,7 63,3 
MEDIANAMENTE 11 36,7 36,7 100,0 
Valid 
Total 30 100,0 100,0
D7.1A CONVENIOS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 1 3,3 3,3 3,3 
POCO 2 6,7 6,7 10,0 
MEDIANAMENTE 18 60,0 60,0 70,0 
MUCHO 9 30,0 30,0 100,0 
Valid 
Total 30 100,0 100,0
A7.1B ACUERDOS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 9 30,0 30,0 30,0 
POCO 10 33,3 33,3 63,3 
MEDIANAMENTE 11 36,7 36,7 100,0 
Valid 
Total 30 100,0 100,0
82
D7.1B ACUERDOS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 1 3,3 3,3 3,3 
POCO 2 6,7 6,7 10,0 
MEDIANAMENTE 18 60,0 60,0 70,0 
MUCHO 9 30,0 30,0 100,0 
Valid 
Total 30 100,0 100,0
A7.1C GRUPOS DE TRABAJO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 11 36,7 36,7 36,7 
POCO 11 36,7 36,7 73,3 
MEDIANAMENTE 7 23,3 23,3 96,7 
MUCHO 1 3,3 3,3 100,0 
Valid 
Total 30 100,0 100,0
D7.1C GRUPOS DE TRABAJO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 4 13,3 13,3 13,3 
POCO 2 6,7 6,7 20,0 
MEDIANAMENTE 14 46,7 46,7 66,7 
MUCHO 10 33,3 33,3 100,0 
Valid 
Total 30 100,0 100,0
E7.1D ALIANZAS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 12 40,0 40,0 40,0 
POCO 10 33,3 33,3 73,3 
MEDIANAMENTE 6 20,0 20,0 93,3 
MUCHO 2 6,7 6,7 100,0 
Valid 
Total 30 100,0 100,0
83
D7.1D ALIANZAS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 2 6,7 6,7 6,7 
POCO 2 6,7 6,7 13,3 
MEDIANAMENTE 12 40,0 40,0 53,3 
MUCHO 14 46,7 46,7 100,0 
Valid 
Total 30 100,0 100,0
A8.1A COMPROMISO PERSONAL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 2 6,7 6,7 6,7 
POCO 12 40,0 40,0 46,7 
MEDIANAMENTE 11 36,7 36,7 83,3 
MUCHO 5 16,7 16,7 100,0 
Valid 
Total 30 100,0 100,0
D8.1A COMPROMISO PERSONAL 
Frequency Percent Valid Percent Cumulative Percent 
MEDIANAMENTE 15 50,0 50,0 50,0 
Valid MUCHO 15 50,0 50,0 100,0 
Total 30 100,0 100,0
A8.1B NECESIDAD CAPACIDAD TECNICA 
Frequency Percent Valid Percent Cumulative Percent 
NADA 3 10,0 10,0 10,0 
POCO 12 40,0 40,0 50,0 
MEDIANAMENTE 8 26,7 26,7 76,7 
MUCHO 7 23,3 23,3 100,0 
Valid 
Total 30 100,0 100,0
D8.1B NECESIDAD CAPACIDAD TECNICA 
Frequency Percent Valid Percent Cumulative Percent 
POCO 4 13,3 13,3 13,3 
MEDIANAMENTE 9 30,0 30,0 43,3 
MUCHO 17 56,7 56,7 100,0 
Valid 
Total 30 100,0 100,0
84
A8.1C TRABAJO INTERINSTITUCIONAL 
Frequency Percent Valid Percent Cumulative Percent 
NADA 3 10,0 10,0 10,0 
POCO 9 30,0 30,0 40,0 
MEDIANAMENTE 9 30,0 30,0 70,0 
MUCHO 9 30,0 30,0 100,0 
Valid 
Total 30 100,0 100,0
D8.1C TRABAJO INTERINSTITUCIONAL 
Frequency Percent Valid Percent Cumulative Percent 
MEDIANAMENTE 6 20,0 20,0 20,0 
Valid MUCHO 24 80,0 80,0 100,0 
Total 30 100,0 100,0
A8.1D NECESIDAD ALIANZAS 
Frequency Percent Valid Percent Cumulative Percent 
NADA 2 6,7 6,7 6,7 
POCO 11 36,7 36,7 43,3 
MEDIANAMENTE 8 26,7 26,7 70,0 
MUCHO 9 30,0 30,0 100,0 
Valid 
Total 30 100,0 100,0
D8.1D NECESIDAD ALIANZAS 
Frequency Percent Valid Percent Cumulative Percent 
MEDIANAMENTE 5 16,7 16,7 16,7 
Valid MUCHO 25 83,3 83,3 100,0 
Total 30 100,0 100,0
A8.1E ASOCIATIVISMO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 6 20,0 20,0 20,0 
POCO 6 20,0 20,0 40,0 
MEDIANAMENTE 8 26,7 26,7 66,7 
MUCHO 10 33,3 33,3 100,0 
Valid 
Total 30 100,0 100,0
85
D8.1E ASOCIATIVISMO 
Frequency Percent Valid Percent Cumulative Percent 
NADA 1 3,3 3,3 3,3 
POCO 1 3,3 3,3 6,7 
MEDIANAMENTE 2 6,7 6,7 13,3 
MUCHO 26 86,7 86,7 100,0 
Valid 
Total 30 100,0 100,0
86
Annex 3: Workshops 
87
Annex 4: Performance and Monitoring Plan Evaluation Table