Attachment_7_-_Assessment_of_the_USAID_Colombia_CELI-ADAM-MIDAS_Activities.pdf

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CONSOLIDATION AND

ENHANCED LIVELIHOOD

INITIATIVE – CENTRAL

REGION (CELI-CENTRAL)

ANNUAL REPORT

SEPTEMBER 2014 – SEPTEMBER 2015

ii

Prepared for the United States Agency for International Development, USAID Contract Number: AID- 514-C-11-00002, Consolidation and Enhanced Livelihood Initiative – Central Region (CELI-Central)

Tetra Tech ARD Contact Information:

Mark Leverson, Chief of Party

Calle 72 #10-51 Piso 2

Bogota, Colombia

Tel: (57) 743 3000

Email: mleverson@ard.org.co

Gerardo Berthin, Senior Technical Advisor

159 Bank Street, Suite 300

P.O. Box 1397

Burlington, VT 05402

Tel: (802) 495-0292

Email: gerardo.berthin@tetratech.com

COVER: Coffee growers from Valle del Cauca participate in the first ever quality coffee competition for Florida and Pradera mailto:mleverson@ard.org.co mailto:gerardo.berthin@tetratech.com ii

CONSOLIDATION AND

ENHANCED LIVELIHOOD

INITIATIVE – CENTRAL

REGION (CELI-CENTRAL)

QUARTERLY REPORT

JULY 2015 – SEPTEMBER 2015

SEPTEMBER 2015

DISCLAIMER

The author’s views expressed in this publication do not necessarily reflect the views of the United States

Agency for International Development or the United States Government.

TABLE OF CONTENTS

ACRONYMS.. ............................................................................................. …………………………………..4

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

2 ANNUAL ACHIEVEMENTS

2.1 PROGRAM METHODOLOGY

2.2 STATUS OF WORK PLAN FOR FISCAL YEAR 2015

2.3 NATIONAL INITIATIVES FY2015

2.3.1 Integrated Activities (Fichas)

2.3.2 Access to Financial Services and Financing

2.3.3 Public-Private Partnerships

2.3.4 Tertiary Roads………………

2.3.5 Gender Equity……………………

2.3.6 Knowledge Management

2.3.7 Implementing a New Irrigation Project in the Department of Arauca

2.3.8 Support for the Electoral Process in CELI-Central Regions

2.4 PROGRAM MONITORING AND EVALUATION

3 SUCCESS STORY

4 QUARTERLY ACHIEVEMENTS

4.1 NATIONAL……………

4.2 CAQUETÁ (CAGUÁN)

4.3 CAUCA / VALLE DEL CAUCA

4.4 META (LA MACARENA)

4.5 SOUTHERN TOLIMA

5 SUCCESS STORY

6 OPERATIONAL CONTEXT

6.1 NATIONAL……………

6.2 CAQUETÁ……………

6.3 CAUCA/ VALLE DEL CAUCA………………………………………………………………………….69

6.4 META…………………

6.5 SOUTHERN TOLIMA

7 OVERALL PROJECT STATUS

7.1 PROGRAM MONITORING AND EVALUATION

7.2 CONTRACTS AND GRANTS

7.3 TOTAL CELI SPENDING

7.4 CONTRACTUAL INSTRUMENTS

ACRONYMS

ATE Special Technical Assistance Program of the Ministry of Agriculture and Rural Development

BPA Good Farming Practices (Buenas Practicas Agropecuarias)

CDA Alliance Directive Committee (Comité Directivo de Alianzas)

CELI-Central Consolidation and Enhanced Livelihood Initiative – Central Region

CIDEA Technical Committees for Environmental Education (Comités Técnicos Interinstitucionales de Educación Ambiental)

CMDR Municipal Councils for Rural Development (Consejos Municipales de Desarrollo Rural)

COMPOS Municipal Council on Social Policy (Consejo Municipal de Politica Social)

CSDI Colombia Strategic Development Initiative

CTJT Territorial Committee on Transitional Justice (Comités Territoriales de Justicia Transicional)

DPS National Department of Social Prosperity

ECA Agricultural Field School (Escuela de Campo de Agricultores)

EOT Landplanning Blueprint (Esquema de Ordenamiento Territorial)

ESAP Superior School of Public Administration (Escuela Superior de Administracion Publica)

ESE National Ministry of Health (Empresas Sociales del Estado)

FARC Revolutionary Armed Forces of Colombia (Fuerzas Armadas Revolucionarias de Colombia)

GOC Government of Colombia

GRCT Regional Consolidation Management Unit (Gerencia Regional de Consolidación Territorial)

ICBF Colombian Institute for the Wellbeing of Families (Instituto Colombiano de Bienestar Familiar)

ICO Organizational Capacity Index (Indice de Competencias Organizacionales)

IGAC Agustin Codazzi Geographic Institute (Instituto Geografic Agustin Codazzi; IGAC)

INCODER Colombian Institute for Rural Development (Instituto Colombiano de Desarrollo Rural)

INVIAS National Roads Institute (Instituto Nacional de Vías)

INVIMA National Institute of Medicine and Food Oversight (Instituto Nacional de Vigilancia de Medicamentos y Alimentos)

JAC Community Board (Junta de Acción Communal)

MADR Ministry for Agriculture and Rural Development

M&E Monitoring and Evaluation

OCAD Royalties Review Board (Órgano Colegiado de Administración y Decisión)

PAAP Productive Association Support Project (Proyecto Apoyo Asociaciones Productivas)

PRAE Environmental Educational Projects (Proyectos Educativos Ambientales)

PBOT Basic Territorial Organization Plan (Plan Básico de Ordenamiento Territorial)

PEI Institutional Educational Project (Proyecto Educativo Institucional)

PNCRT National Territorial Reconstruction and Consolidation Plan

POT Territorial Organization Plan (Plan de Ordenamiento Territorial)

PBOT Basic Territorial Organization Plan (Plan Básico de Ordenamiento Territorial)

PMA Environmental Management Plan (Plan Manejo Ambiental)

PPP Public Private Partnership

REC Review and Evaluation Committee

SENA National Learning Institute (Servicio Nacional de Aprendizaje)

UACT National Consolidation Unit (Unidad Administrativa de Consolidación Territorial)

UR Restitution Unit (Unidad de Restitución)

USAID United States Agency for International Development

USD United States Dollar

USG United States Government

1 EXECUTIVE SUMMARY

This fifth annual report describes the period between September 2014 and September 2015 (FY2015), during which CELI-Central entered the final phase of its five-year intervention. In accordance with its Work Plan (WPFY2015), during FY 2015 CELI-Central has refined its approach, increasing its efforts towards contract closeout, and focusing on community-driven, private sector initiatives complementing prior institutional strengthening activities and emphasizing projects aimed at empowering and mobilizing more effective producer associations benefitting smallholder farmers and increasing private sector investment in rural communities. Thus, CELI-Central has been establishing the conditions for the Government of Colombia (GOC) and communities to utilize their improved capacities, assets, and access to national and private sector resources to continue advancing their rural development interests, with a gradual tapering-off of USAID assistance. In this sense, CELI-Central’s activities are always structured with a view towards their continuity and sustainability.

During FY2015, CELI-Central continued implementation and follow-up on activities under execution, in particular the integrated activities to which USAID committed $13.4 million in FY2014, a contribution which is supporting strong organizational structures, the participative creation of business plans with a strategic vision for development, improved planning and marketing capacities, and training to foster a generational shift. In a complementary initiative which builds on these capacity-building efforts, CELI-Central tailored an approach to accelerate the creation of three tailor-made Public-Private Partnerships (PPPs) with an investment of $2.2 million from USAID, and the participation of organizations in the rubber-, cacao-, and coffee-producing sectors in Caquetá, Cauca, and southern Tolima. These opportunities are being strengthened by CELI-Central’s bundle of activities for the management and improvement of tertiary road networks in consolidation regions.

CELI-Central continued making progress towards its objectives during FY2015. For example, a key achievement this quarter (Q4FY2015) was the leveraging of $11,856,953 in public funds, bringing the total to 107 percent of the LOP target. A significant result of this investment is that 25,242 people indirectly benefitted from improvements to social infrastructure (177 percent of the LOP target) and 1,722 rural households benefitted from technical assistance and training (61.74 percent of the LOP target). Progress was also made in the Organizational Capacity Index (ICO), with an advance of 62.26 points for FY2015, and 59.5 points for the LOP (99.17 percent of the LOP target). This quarter also saw progress in 4,093 financial products, savings and credit groups, and rotating funds, which have gained members and fulfilled 76.72 percent of the LOP target. Finally, important progress was made in the formalization of lands (with the formalization of 597 plots being supported), exceeding the LOP target by 112.67 percent.

As the CELI-Central contract draws near completion, closeout and administrative management has become increasingly important. As of the September 2015 cutoff, 1,082 contractual instruments were in closeout and 463 instruments associated with 298 activities had been closed, for a total progress of 43 percent.

2 ANNUAL

ACHIEVEMENTS

Over the course of FY2015, CELI-Central has refined its approach, increasing its efforts towards sustainability due to contract completion, and focusing on community-driven, private sector initiatives complementing prior institutional strengthening activities and emphasizing projects aimed at empowering and mobilizing more effective producer associations benefitting smallholder farmers and increasing private sector investment in rural communities. Thus, CELI-Central has been establishing the conditions for the Government of Colombia (GOC) and communities to utilize their improved capacities, assets, and access to national and private sector resources to continue advancing their rural development interests, with a gradual tapering-off of USAID assistance. In this sense, CELI-Central’s activities are always structured with a view towards their continuity and sustainability. The following analysis examines program performance against WPFY2015, and describes key program achievements.

2.1 PROGRAM METHODOLOGY

Participatory Methodology – A cornerstone of CELI-Central’s approach is its participatory methodology, a process which has not only helped to redefine civil society-government relationships in areas with previously limited state presence, but has also ensured that activities have their origins in the actual needs articulated by public institutions and the communities themselves. CELI-Central and the National Consolidation Unit (UACT) have worked with municipal administrations to engage focal communities, accompanying them through the process of identifying their challenges and prioritizing their development requirements. The program then analyzes their inputs in order to gain an understanding of the different needs of girls, boys, men and women, and how USAID can strategically intervene to have the greatest sustainable regional impact.

CELI-Central has held 425 vereda workshops to date, working with 20,378 participants to identify 7,151 needs.

Integrated Rural Development – By analyzing regions’ socio-productive characteristics in terms of the opportunities and challenges that communities face regarding market integration, productivity, income generation, and human and social capital, the program defined core productive activities that can drive rural development in target areas. This development is sustained and enhanced by activities that strengthen civil society, improve governance, and provide viable transportation options for people and goods. This process deepens the relationship between institutions and communities as they collaborate to achieve results and hold each other accountable. Figure 1 illustrates how CELI-Central’s integrated rural development approach determines geographic intervention areas for boosting economic competitiveness at the micro-region level (encompassing veredas and nuclei), serving as a framework for integrated interventions to strengthen communities’ social fabric and connectivity.

FIGURE 1: INTEGRATED RURAL DEVELOPMENT MODEL

Public Private Partnerships (PPPs) – The CELI-Central model is ultimately aimed at altering citizen perceptions towards the state, in a way that legitimizes and consolidates democratic security in the target regions. The CELI-Central program hinges upon the engagement of the private sector in improving opportunities and living conditions of communities. The underlying strategy to mobilize private sector initiatives and investment stimulates the engagement of qualified small- and medium-sized businesses to partner with local associations to take advantage of opportunities created through the ongoing implementation of USAID’s program. These partnerships are based on a tailored approach that is rooted in CELI-Central’s demand-driven methodology and remains inclusive in nature, offering qualified participants across a range of entrepreneurial activities equitable opportunities to become the drivers of economic expansion, mobilizing local and regional associations to contribute to PPP proposals, thereby preserving the program’s intrinsic bottom-up approach.

Tertiary Roads – CELI-Central helped establish a project for the sustainable management of tertiary roads linking communities, municipalities, and departmental/national-level institutions and focus zones. More specifically, this initiative aims to link State-civil society dynamics through the strengthening of pro-roads community association models, promoting the overall growth of social capital, and encouraging the participation of local stakeholders in the creation of road maintenance models. The target is to improve 113 kms of tertiary roads, set up at least two operative Community Pro-Roads Groups, train those groups in the management of contracts for road maintenance, and support producers’ organizations and JACs in delivering resources to Community Pro-Roads Groups.

2.2 STATUS OF WORK PLAN FOR FISCAL YEAR 2015

The CELI-Central program has a five-year timeframe, spanning from April 2011 to April 2016. The first 18 months of the program focused on short-term rapid response activities resulting from talleres veredales, designed to build trust with local communities by addressing immediate needs and laying the foundations for greater collaboration in rural development initiatives. The natural progression of CELI-Central’s methodology results in a sequenced and structured progression of activities developed and implemented under a strategic framework illustrated in Figure 2 (see page 9). The main features of the framework are:

1. Short-term rapid response interventions resulting from talleres veredales.

2. Small to medium-scale thematic activities reacting to opportunities identified through already implemented short-term rapid response projects.

3. Planes de nucleo activities as a result of aggregating small- to medium-scale activities to create critical mass and extended impacts.

Integrated Rural Development Model

Economic Development

4. Large-scale, regionally based integrated interventions which weave together planes de nucleo activities to ensure sustainability through expanded, cross-cutting spheres that enhance long-term institutional capacities in both public and private sectors.

5. Establishment of licit economic opportunities that provide community stakeholders with the means to improve their livelihoods within a context of a rule of law that is made sustainable by a legitimate State presence in the conflict regions.

Throughout FY2015, CELI-Central’s implementation entered into both the final stages of development and the design of an exit strategy. The consolidation activities implemented under Colombia Responde are not only on track to attain all contract objectives, but have also in many respects exceeded expectations for those territories targeted by CELI-Central. Particularly indicative of how the program has been able to surpass anticipated program impact has been the large counterpart funding leveraged from the public and private sectors amounting to over $2 million in counterpart funding for every $1 million of CELI-Central’s Activity Fund disbursed.

As the program enters its closeout stage, the focus has increasingly been on empowering and mobilizing smallholder producer associations, and increasing private sector investment in rural communities to create economic opportunities for community stakeholders within the context of licit markets and the rule of law.

During FY2015, CELI-Central continued implementation and follow-up on activities under implementation, in particular the integrated activities to which USAID committed $13.4 million in FY2014, a contribution which is supporting strong organizational structures, the participative creation of business plans with a strategic vision for development, improved planning and marketing capacities, and training to foster a generational shift. Work was done with 71 associations to ensure that they are operational, provide services such as technical assistance and commercialization for their members, and have strengthened positions in business negotiations. These aspects were strengthened through cross-cutting technical assistance for all productive lines in the CELI-Central regions, with an investment of USD$440,000. In a complementary initiative which builds on these capacity-building efforts, CELI-Central tailored an approach to accelerate the creation of three Public-Private Partnerships (PPPs) over FY2015. More information on these PPPs can be found on Section 2.3.3.

As the CELI-Central contract nears completion, closeout and administrative management has become increasingly important. Shortly after the onset of FY 2015, a closeout timetable was produced to ensure that all activities had ample time to run their course. As of the September 2015 cutoff, 1,082 contractual instruments were in closeout and 463 instruments associated with 298 activities had been closed, for a total progress of 43 percent. Activity coordinators have compiled information on donators and sub-contractors to ensure the availability of all physical information for financial closeout, and later for Contracts and Grants to close whole activities and all their signed instruments. The table below shows the progress made over

FY2015.

TABLE 1: INSTRUMENTS AND ACTIVITIES CLOSED IN FY2015

Actividad Sep-14 Oct-14 Nov-14 Dec-15 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15

Instruments activated for closure in Mission 800 762 731 723 863 855 873 928 956 1004 1059 1067 1082

Instruments closed in the month 83 45 14 6 29 30 30 29 39 13 84 56 5

Percent of montly closures completed 56% 18% 8% 36% 38% 38% 36% 49% 16% 105% 70% 6%

Total instruments closed to date (cumulative) 83 128 142 148 177 207 237 266 305 318 402 458 463

Total actividades closed to date (cumulative) 50 91 103 109 130 150 177 195 225 238 281 293 298

Percent of closures completed (cumulative) 10% 17% 19% 20% 21% 24% 27% 29% 32% 32% 38% 43% 43%

FIGURE 2: ILLUSTRATIVE CELI-BAND EVOLUTION MODEL

2.3 NATIONAL INITIATIVES FY2015

Several key cross-cutting activities initiated and approved in the CELI-Central Mid-Term WPFY2014 continued to serve as bridging actions in support of improved conditions for inclusive, rural economic growth and eventual realization of the CELI-Band Evolution Model’s goals through FY2015. These interventions continued to focus on partnerships with the private sector to increase access to financial services and to spread the benefits of private investment; strengthened capacities of producer associations to provide an increased array of services to members; improved communication strategies for the collection, publication, and institutionalization of CELI-Central experiences and lessons learned, and; continued support for the construction of tertiary road networks linking producers to market centers.

2.3.1 Integrated Activities (Fichas)

Comprehensive fichas – During FY2015, CELI-Central continued implementation and follow up of its comprehensive fichas in Caquetá, which have served as pilot projects for a more integrated development of the program throughout its focus regions. An example of these activities is “Forests for the Future,” which began in September 2013. This important initiative is structured through three components: first is the generation of income through the establishment of 200 hectares of Agroforestry Systems (SAF), and 200 hectares of Silvopastoral Intensive Systems (SSPI), benefiting 200 farmers. Second is the implementation of environmental education and the strengthening of the Interagency Technical Committees for Environmental Education (CIDEA). And third, the provision of 150 ecological stoves and support for the cultivation of high-energy generating timber crops, benefiting 150 farmers. The program also carried out cooking workshops which provided beneficiaries with recipes and techniques using local products on a budget, in order to promote efficient and nutritious cooking as well as food security through the use of locally grown products, encouraging home gardens and food exchange among neighbors. This activity brings together and articulates the municipal mayors of Cartagena del Chairá, La Montañita and San Vicente, the Reforestation and Rubber Growers Association (ASOHECA), the UACT, SENA, CORPOAMAZONIA, and Colombia Responde. Participants have actively taken up the initiative, discussing and implementing improvements to the productivity of their family units.

All of these targets have been met, and the activity entered into stage two this year. CELI-Central is currently supporting 75 families participating in the silvopastoral component, offering technical and socio-entrepreneurial assistance in the use of the established silvopastoral systems with the objective of visualizing and quantifying the economic and social benefits of the established productive model. The “Forests for the Future” strategy won the ALCLIMA award in May 2015, and is a national reference point for environmental planning, management, and education for the reconstruction of the territory. Thanks to this recognition and credibility, the CORPOAMAZONIA technical team was included in the group of national consultants contributing to the formulation of a Strategic Plan 2016-2020 for the strengthening of National Environmental Education Policy.

CELI-Central has committed $755,135 to this initiative, of which $669,943 has now been invested; and has leveraged funds of $2.1 million from community, producer, and public sources.

Fully Integrated Fichas – Over FY2015, CELI-Central sustained its transition into the final stages of implementation through the continuing implementation of its four integrated activities. The first of these was the $13.2 million “Territorial Economic Development with Environmental Focus in Caquetá” initiative, to which USAID committed $3.4 million in April FY2015, and which aims to improve the livelihoods of over 3,170 rural families and 619 producers in the northern micro-region of Caquetá, an area comprised of interconnected communities in the municipalities of San Vicente del Caguán, Cartagena del Chairá, La Montañita, El Doncello, Puerto Rico and El Paujil. This cross-cutting initiative includes: developing silvopastoral and agroforestry systems (rubber/banana/cocoa/plantain/timber); strengthening value chains and entrepreneurial initiatives; enhancing road and electricity connectivity; and is complemented by training in environmental and rural development issues. This activity has six additional ongoing sub-activities, on which more information can be found in the CAQUETÁ section below.

CELI-Central’s team in Cauca/Valle del Cauca continued supporting robust private sector partnership opportunities through the implementation of the “Coexistence Scenarios for the Development of Capacities in Cauca/Valle del Cauca” integrated activity through FY2015. The activity aims to strengthen 13 producer associations cultivating pineapple, coffee, and gulupa (passion fruit) located within seven targeted municipalities. The initiative focuses on the development of human, social, and economic capital of producer organizations, thereby promoting best production practices to fulfill requirements for specialized certifications (BPA, 4C, Rain Forest, Global Gap, Organic, etc.), and generating increased market access and income. The initiative offers associations the opportunity to strengthen their administrative and commercial capabilities, and fosters accountability and monitoring processes. The project also involves the improvement of road and electricity networks, enabling improved connectivity and transportation of people and goods.

USAID is contributing funds of $3 million and has leveraged private and public funds for $6.3 million for this activity. An outcome of this intervention is the attraction of private sector investors taking advantage of increased business opportunities, consolidating a region long stricken by violence, poverty and ethnic conflict, and empowering producer associations, in cooperation with regional administrations, to be the main actors of their region’s development. This activity now has eight active sub-activities in execution, further information on which can be found in the CAUCA/VALLE DEL CAUCA below.

CELI-Central also continued to implement its “Culture of Legality and Livelihoods Strengthening,” a $20 million integrated initiative (to which USAID is contributing $3.3 million). The activity has helped to strengthen the capacities and livelihoods of 15 dairy, cacao, coffee, and banana producer associations, improving safety and reducing the number of illicit crops grown across the municipalities of Mesetas, Puerto Rico, Vista Hermosa and Uribe. It incorporates socio-economic capacity-building, the promotion of a generational shift, access to markets through an improvement in quality and productivity, vocational training, road connectivity, and support for the adoption of environmental management plans. CELI-Central has built on the groundwork laid over years of activity in the Meta municipalities, and continues to generate commercial ties with the private sector, particularly in the areas of production, commercialization and exportation of fine cacao beans; production, commercialization and exportation of specialty coffees;

production and commercialization of pasteurized dairy products; and development and promotion of tourism. This activity is now being complemented by four sub-activities which are in execution, and one which has entered contractual closeout. Further information on these activities can be found in the META section below.

Tolima’s integrated activity entitled “Improving Capacities of Small Producers Enabling Sustainable Livelihoods” was developed in consultations with participating associations and involved identifying major challenges to increasing incomes, produce quality, and differentiated products with improved access to markets. Local governments and the private sector joined efforts to work with 30 producer associations to strengthen their organizational capacity index (ICO) through technical assistance and capacity building, particularly in the generation of improved business models to gain greater access to markets and attract private-sector investment. The activity includes the post-harvesting management of coffee and cacao crops;

citizen participation and rural governance aimed at land tenure issues; tertiary road improvement and connectivity; marketing of agricultural products; improved access to financial services; and an emphasis on basic sanitation needs and potable water. The activity is creating a significant impact to boost the region’s competitiveness and is benefitting more than 900 families. It has also opened the door to increased private-sector interest and investment in the region. These activities translate into an investment of $3.6 million from USAID, with additional funds of $18.5 million being leveraged from both the public and private sectors. This activity was supported by eight sub-activities.

More information on the current progress of these activities can be found in Section 4: QUARTERLY

ACHIEVEMENTS.

2.3.2 Access to Financial Services and Financing

This initiative is based on the objectives defined in consultation with institutional and productive actors in territories covered by CELI-Central. They include:

1. The establishment of alliances or agreements with banks to provide financial services in the Colombia Strategic Development Initiative (CSDI) zones. Specifically, actions focused on productive chains and services using new technologies.

2. Assistance in the establishment of local savings and loans groups (Grupos Locales de Ahorro y Crédito, GLAC) and micro credit (Banca Comunal) for self-management, participation, and inclusion for access to better services.

3. Technical assistance directed towards grassroots productive organizations for the creation and/or strengthening of revolving funds (Fondos Rotatorios).

4. Advice, training, and assistance for producer organizations to enable their access to FINAGRO livestock and agricultural loans.

In order to achieve these, and to complement its integrated activities, CELI-Central implemented two activities, committing $608,399 to the organizational strengthening and financial services offered by 14 associations, and $237,641 to improving access to banking and financial services for producers and residents of consolidation municipalities. In the first activity, assistance was tailored to the specific conditions of each region, and focused on accounting processes in Meta, the use of financial tools and procedures for the management of information and documents in Tolima, good practices for rotating funds in Cauca, and the functioning of accounting software and rotating funds in Caquetá. In the second activity, alliances and agreements were made for financial inclusion with local branches of Bancolombia, Banco Agrario, Congente, Agroparques, Banca de Oportunidades, and Colpensiones. At closeout, this activity had promoted mobile banking through the opening of 656 “Savings to Hand” accounts; the establishment and support of 109 GLACs with approximately 1,527 members; support and training for 12 producer organizations for the management and access to FINAGRO livestock and agricultural loans, which resulted in the approval of 300 loans; and financial inclusion for 5,946 people.

As shown in Table 2 below, in Q4FY2015 progress was made in 4,093 financial products, savings and credit groups, and rotating funds, which have gained members and fulfilled 76.72 percent of the LOP target.

Further information on the success of these activities is included in Section 4: QUARTERLY

ACHIEVEMENTS.

2.3.3 Public-Private Partnerships

PPPs bring shared responsibilities and resource commitments to collaborative activities within CELI- Central’s existing long-term livelihoods and institutional capacity building framework. By operating on a continuum between full privatization and traditional government services, these PPPs involve partners from the public, private and nonprofit sectors, all of whom agree to share money, skills, knowledge – but also risks and benefits – to accomplish a common goal. By working with private and public sector partners, alliances have had a multiplier effect by generating a greater impact on nascent or established commercial enterprises and CELI-Central participants, thereby consolidating gains already achieved through CELI-Central interventions. In FY2015, CELI-Central has worked to set up three PPPs in coffee, cacao, and rubber, with a commitment of $2.2 million.

Coffee – USAID has given their approval for an alliance between INCONEXUS and specialty coffee producer associations from southern Tolima (ACEDGA, Café del Macizo, ASOATA, ASOBILBAO), and northern Cauca (SICEET and Siglo XXI). This alliance includes strengthening the capacity of associations to manage quality coffee collection centers and run tasting and profiling laboratories, offers value added for the high-quality coffees produced in these regions, and has helped participating associations access market niches in the USA, Canada, and Asia. To date, 120,000 kilos of origin coffee has been sold into specialty markets thanks to this alliance. Similarly, capacities are being built through the physical and sensorial training of 25 young people and leaders. The associations, who have received laboratories and equipment, are using them to their full capacity. CELI-Central has committed $38,389 to this activity, and leveraged a further $1,580,667 from private sources.

Coffee and Cacao – With regards to the alliance with PROMAIN, the aim is to move to a qualitative change in the fine and aroma cacao markets through the standardization of processing in Tolima and Meta, with the collaboration of four cacao-producing associations. PROMAIN is also assisting in the establishment of high-quality coffee processing plants, in partnership with seven associations in southern Tolima and Meta. In addition to adding value to the process and sharing this value with the associations, PROMAIN has committed to managing the commercialization of these products in specialized markets. Currently, administrative processes for the contracting of the first phase of these PPPs is being carried out, including the adjustment of business plans, the structuring of the supply system, the setting up of a commercial information platform, and the juridical structuring of the alliances. CELI-Central committed over $1 million to this initiative, and leveraged a further $398,067 from the private partner.

Rubber – The Colombian rubber trade began at the end of the 19th century with the Rubber Boom in the Amazon, firstly in areas with large amounts of rubber trees and later with the establishment of plantations by private latex traders. Historically, production cycles have been influenced by factors such as Asian plantations and exports and the production of synthetic rubber. Domestic industrial demand for rubber as a prime material has traditionally exceeded production, a trend which has been reversed in recent years. Faced with the possible saturation of the internal market in the next four to five years, CELI-Central approved a PPP proposal to bring together the Colombian Rubber Company (CCC), as a representative of the private sector, together with ASOHECA, as the representative of rubber producer associations in Caquetá. The PPP aims to constitute an International Rubber Trading Company through which protocols, routes, and contacts will be established for the export of Colombian rubber before increasing volumes saturate national markets.

In order to get this Trading Company off the ground, CELI-Central has been working on i) the analysis of external markets and their demands in terms of quantity, quality, and opportunity; ii) the characteristics, advantages, and disadvantages of various legal and fiscal alternatives for the Trading Company; iii) a business plan; iv) the certifications required by buyers; v) the purchasing of laboratory equipment; and vi) the empowering of the ASOHECA plant with a view to improving production and export capacity (through the purchase of an additional drying oven and a grinding machine). The aim is to ensure that producers can access markets which guarantee fair prices for their produce. CELI-Central has committed $776,856 to this initiative, and further leveraged $1.2 million from the commercial partner and $243,422 from producers.

2.3.4 Tertiary Roads

The principal mode of transport in Colombia is by road. The country has a total road network covering 163,250 km, eight percent of which are primary, two percent are toll roads, and ninety percent are secondary and tertiary roads run by the National Roads Institute (INVIAS). The tertiary road network is essential to the physical linkage of the country’s regions, to its internal and external markets, and thus to the interconnected development of its agricultural sector. The renovation and development of Colombian agriculture is unfeasible without improvements in the tertiary road infrastructure serving production areas, linking them with storage, commercialization, and consumption areas. Shortcomings restricting road infrastructure adversely affect distribution functions, and are contrary to the interests of producers, consumers, and regional and national competitiveness.

CELI-Central designed an activity for the sustainable management of tertiary roads between communities, municipalities, and departmental/national-level institutions and focus zones. More specifically, this activity aims to link State-civil society dynamics through the strengthening of pro-roads community association models, promoting the overall growth of social capital, and encouraging the participation of local stakeholders in the creation of road maintenance models. The target is to improve 113kms of tertiary roads, set up at least two operative Community Pro-Roads Groups, train those groups in the management of contracts for road maintenance, and support producers’ organizations and JACs in delivering resources to Community Pro-Roads Groups.

Progress in this activity includes the commitment in Q3FY2015 of $879,000 spread across ten standard grants. These funds are now being implemented by regional JACs and Pro-Roads Committees, who were also offered support in their oversight and technical follow-up committees for the first four months of implementation. Before work began, institutions, universities, and productive sector unions were brought together to share information and give feedback on tertiary road maintenance plans, and the possibility of including engineering students in the creation of studies and designs was explored, a contribution which is important for securing public resources for the implementation of tertiary road works. Further information on the progress made in these activities can be found in Section 4: QUARTERLY ACHIEVEMENTS.

2.3.5 Gender Equity

Empowering young and adult women to participate fully in social, economic, political and cultural life across all sectors is essential to building stronger economies, achieving internationally agreed goals for development and sustainability, and improving the quality of life for girls, boys, women, men, families and communities.

Women in the CELI-Central focal areas have generally played an active, yet highly informal role in civil society, especially regarding security, education and health issues. Women in rural areas are more likely to have been victims of violence or threatened with violence, and Afro-Colombian women are disproportionately affected by displacement. CELI-Central seeks to address these challenges through capacity and awareness building and institutional strengthening in order to promote the representation of women in collective decision-making processes, the prevention of gender-based violence through education, and the protection of women’s rights as landowners and victims of violence. During FY2015, CELI-Central has continued to implement projects specifically geared towards the empowerment of women. It is important to note that the program’s central objective – improving stability and rural development by strengthening social ties and institutional presence in the focal consolidation area – also requires that women and other vulnerable groups be incorporated into all interventions, with special consideration given to their needs and interests across the board.

Public policy – Of particular note is CELI-Central’s support for the design and implementation of a department-wide Policy for Gender Equality through a series of participatory workshops for women leaders at the municipal level. This intervention served as a model for the implementation of departmental Gender Equality Policies as required by national policy (CONPES Social 161), which was also supported by CELI- Central in Tolima and Cauca. These workshops served as a forum for consultation with women, raising awareness of forms of gender-based discrimination and violence, and offering training in practical tools such as communications and advocacy to ensure that institutions take into account women’s needs and interests as required by national and international law. CELI-Central committed $250,000 to this initiative, in which 200 women participated.

Assistance Routes for Women Victims – In the program’s four regions (Caquetá, Cauca, Meta, and Tolima) work has been done on the “Construction of Assistance Routes for Women Victims of the Armed Conflict.” This involves building knowledge for participation and management of their rights. CELI-Central committed $265,000 to this initiative, in which 1,482 women participated.

Leadership in Community Action Boards (JACs) – The participation, coexistence, and leadership processes of JACs have been strengthened, resulting in an important generational shift and new gender dynamics in boards of directors, and a greater overall participation of women in the public sphere and management. CELI-Central invested $280,000 in this initiative, which included the participation of 1,200 women.

Leadership in Producer Organizations – CELI-Central has worked to empower women’s participation in boards of directors, and in the management of organizations’ accounts and economic activities. Of the 71 associations supported by the program, there are 5 women’s productive coffee and pineapple organizations of particular note. More than 1,000 women are participating in these initiatives.

Rural Education

- Escuela y Café (School and Coffee): encouraging a generational shift in the coffee growing sector. CELI- Central invested $720,000 in this initiative, which included the direct participation of 250 young women, and indirect participation of 1,200 girls and young women students in the whole Coffee Growers Committee of Tolima program.

- Rural Education in Action in Tolima: involving projects to improve the pertinence and quality of education delivered, with the educational approach being built around territorial development. The participation of women in these activities was close to 1,250, with an investment of $1.1 million from CELI-Central.

- “Abilities for Life, Peace, and Reconciliation:” within the framework of this initiative, the program has worked with close to 2,000 girls in 29 educational institutions in northern Cauca, covering issues such as sexual and reproductive health, peaceful conflict resolution, and prevention of drug use. CELI-Central invested $880,000 in this initiative.

CELI-Central invested a total of $3.4 million in rural education initiatives that benefit girls and young women.

2.3.6 Knowledge Management

The documentation and dissemination of the experiences of regional and national teams in programming and implementing activities are essential to building social capital and strengthening the relationship between civil society and governmental institutions in a sustainable, replicable manner. For the first phase of this process, third party consultants were hired to assess, document, and share good practices, lessons learned, and challenges emanating from the implementation of 17 activities from all components. This review process involved qualitative methodologies for the collection and analysis of information, including a review of documentary sources and 141 interviews and focus groups, which were designed to help understand the opinions, perceptions, and knowledge of local communities and participants. This phase was completed in December and the results converted into a concise, readable, color manual which was distributed amongst the regional offices, associations and implementing partners to encourage the systematization of best practices in project design, implementation, and monitoring. A second manual representing a step-by-step guide to carrying out project assessments and systematization was also produced to support this process. The manuals will serve to improve future strategies, and their effective transferal to new contexts, including new geographical areas, and a post-conflict scenario.

The second phase of this activity, which involves the assessment of CELI-Central’s four integrated fichas, public-private alliances, tertiary roads model, and the support for financial services neared completion at the end of FY2015. Four organizations per region, three of which are productive organizations, and one a tertiary road management committee, were selected by CELI-Central and the contractor for their sectorial representativeness, geographical diversity, organizational diversity, and participation in Colombia Responde’s cross-cutting projects. The methodology was again based on flexible, qualitative information gathering allowing for inductive analysis, and a focus on the program process and future. This included an analysis of documents related to each regional office and organization, and fieldwork including in-depth interviews, focus groups, in situ observation, and life stories. The information collected was organized and analyzed to identify descriptions, causalities, lessons, bottlenecks, successes, and recommendations for the program, and its institutional and civil society partners for the continuous improvement of the organization.

To this end, the team carried out 57 field visits to the four regions, held 132 interviews with local actors, carried out 31 activity observations, interviewed 12 operators, interviewed 16 local civil servants, interviewed five further local actors, and collected three life stories. At the national level, they held seven interviews with the CELI-Central national team, two with private public partners, two with national operators, and one with USAID. They also held three systematization training sessions with national and regional operators, observed one meeting, and held seven follow-up meetings. The consultant will deliver their final product at the end of November.

2.3.7 Implementing a New Irrigation Project in the Department of Arauca

Cacao producers from ASOALPES and ASOPOTAM associations have been working to get approval for 2 irrigation areas in the municipalities of Saravena and Tame in the department of Arauca for more than 15 years. These associations presented their projects at a call for proposals issued by the MADR through their “Incentive for the Execution of Projects for the Adaptation of Lands” (IEPAT) in 2013, but were not approved due to discrepancies between the documentation and information presented.

Thanks to the coordination of the UACT and the Government of Arauca, CELI-Central supported the completion of studies and designs for the irrigation projects, establishing their technical, social, financial, and environmental viability, as well as the investment needed for their construction. The results of these studies were then incorporated into a short interactive video made up of three parts: an introductory testimonial, and two animations of the technical designs for the two aqueduct projects. The videos are being used to raise awareness of the projects with the community, departmental and municipal administrations, and potential partners, so as to open opportunities to expand the current project, and potentially to create similar ones in neighboring areas. CELI-Central committed over $230,419 to the carrying out of these studies and designs.

2.3.8 Support for the Electoral Process in CELI-Central Regions

During the pre-election period from August 2011 to May 2012, Colombia Responde offered technical assistance in the following areas: pre-election support through the promotion of public dialogue with candidates, communities, and local organizations; workshops for the appropriation of the National Territorial Consolidation and Reconstruction Policy with mayoral and municipal council candidates; and support for departmental and municipal registering in La Macarena and southern Tolima. Colombia Responde also offered post-election support through technical assistance in accounts-giving and governmental handover;

and assistance for the elected candidates in the formulation and approval of Municipal Development Plans.

At the end of 2014, USAID requested that CELI-Central support the pre-election process once again, through the technical and logistical support for public events where candidates could share their proposals with the producer organizations participating in their integrated activities, and generate spaces for debating national-level issues that would affect the new authorities. CELI-Central committed $42,220 to this initiative.

Regional information on these processes is included in their corresponding sections below.

2.4 PROGRAM MONITORING AND EVALUATION

As can be seen from the table below, CELI-Central committed a total of $66.5 million to the 663 approved activities that have either been completed in FY2015 or are currently still being implemented. CELI-Central has also leveraged over $176 million in public funding, and $32 million in private funding for its projects.

TABLE 2: TOTAL APPROVED ACTIVITIES AND COMMITMENTS BY COMPONENT

(LOP UP TO NOVEMBER 2015)

Component Activities

Approved

Amount

USAID (USD)

Public

Leveraging

Amount USD

Private

Leveraging

Amount USD

CROSS-CUTTING CONTRACTS 115 5038312.778 6444.4444 26057.5392

ECONOMIC DEVELOPMENT 104 18997053.29 23224791.65 28014637.1

GOOD GOVERNANCE 112 6581074.186 8946327.863 376518.2537

LAND 22 9348006.37 54490751.83 284798.4495

SOCIAL DEVELOPMENT 222 12837289.86 25179041.99 1511631.264

SOCIAL INFRASTRUCTURE & CONNECTIVITY 88 13729121.54 64560548.79 1895741.07

Total 663 66,530,858.03 176,407,906.6 32,109,383.68

Compliant and rigorous follow-up is required to ensure all activities follow contract and/or grant agreement obligations and that each activity adheres to agreed-upon timelines regarding oversight committees and disbursement plans. The CELI-Central program incorporates a comprehensive activity tracking system to facilitate program evaluation and planning. This includes: A Performance Monitoring Plan (PMP), based on the program’s contract, inputs from USAID, and lessons learned in the field after four years of operations.

The current version of the PMP was approved in February 2015, after being updated to incorporate a new indicator for a total of 28 contractual indicators, of which 20 are the responsibility of CELI-Central, and eight of…