Intervention Objective verifiable indicators Sources of verification Assumptions

Transcription

1 LOGICAL FRAMEWORK LGCP Nicaragua Programme 1/8 Overall Objective Intervention Objective verifiable indicators Sources of verification Assumptions Improved functioning of local governments with respect to 1. Unemployment rate in Nicaragua (7.8% estimated in 2010) 1. Index Mundi 2. Index Mundi Local Economic Development (LED) in Nicaragua 2. Underemployment in Nicaragua (46.5% estimated in 2010) Increased capacity of the independent municipal Project 1. PMO institutional Continued mandate and political willingness Association of Nicaraguan Management Organisations (PMOs) are documents, plans, budgets within the local governments to prioritise LED Municipalities with a city link installed and have endorsed plans and reports in their municipal strategic plans, budget and with the Netherlands 2. Urbanised lots produced in 8 AMHNH 2. Municipal registers on organization (AMHNH), and the Association member municipalities by the end of urbanised lots Authority to act by local governments in of Municipalities of Nicaragua AMHNH member prevailing national policy (AMUNIC) and its member 3. Collaboration between 13 AMHNH municipality public-private Continued commitment and participation of municipalities, to facilitate and member municipalities and key external cooperation agreements external stakeholders to work and focus on institutionalise LED stakeholders on LED is effective and 4. Audited Annual Municipal LED in cooperation with municipalities functional from 2015 onwards Accounts Continued openness of the internal and 4. Coherence in the strategic medium-term 5. AMUNIC Strategic Plan external environment for local capacity allocation of resources by AMHNH and development its 13 member municipalities by Baseline and end study Nicaraguan municipal elections in November 5. Strategic Plan developed results 2012 are judged as fair and legitimate Specific Objective and endorsed by AMUNIC by the end of AMUNIC delivers LED and food security services in line with member needs The national policies on public-private cooperation prevail during the period Political environment continues to allow for a role of AMUNIC Continued commitment of AMUNIC Board and staff in acquisition for service delivery

2 LOGICAL FRAMEWORK LGCP Nicaragua Programme 2/8 Capability Result 1: Increased capability of AMUNIC and the 13 member municipalities of AMHNH to develop and agree on Multi-Annual Plans Results attributable to LGCP Objective verifiable indicators Sources of verification Assumptions PMOs of 13 municipalities in Nicaragua: PMOs of 13 municipalities in Nicaragua: 1.1 Council and Board decisions Continued authority to act by local 1.1 Are installed, functioning, AMHNH member municipalities have installed published and shared; external governments with prevailing transparent and accountable a PMO by the end of 2014 (Y/N) and are accountant statements legislation and national policy 1.2 Have developed and endorsed transparent and accountable on decision making 1.2 Municipal and PMO strategies, Willingness to commit to plans and strategies, policies and plans and administration by the end of 2014 (Y/N) policies, plans agreements by external stakeholders 1.2 Strategies, policies, and plans concerning PMOs, 1.3 Financial administration records of The national policies of public-private AMUNIC: its resources and its products are in place and AMUNIC, external (financial) cooperation in the economy continue 1.3 Is better capable to engage in part of the local government development plan in Accountant Declarations of AMUNIC, during the period dialogues and agreements with AMHNH member municipalities by 2015 (Y/N) agreements with Departmental Municipalities, irrespective of political national and international Associations of Municipalities affiliation, pay their membership fee Results To Act and Commit organisations on behalf of all municipalities in Nicaragua, as result of advice, accompaniment and financial investment in membership relations and accountability instruments 1.4 has developed and endorsed a Strategic Plan , as result of advice, and financial investment in membership consultation AMUNIC: 1.3 In the period , the non-committed budget (central government transfer and membership fee) of AMUNIC increases annually (Y/N) and agreements are closed between AMUNIC and Departmental Associations of Municipalities (Y/N) 1.4 After 2013 AMUNIC has a new adequate Strategic Plan approved by General Assembly of members (Y/N) 1.4 AMUNIC Strategic Plan to AMUNIC The Board of AMUNIC is allowed sufficient discretion in the prevailing political environment Willingness of members of AMUNIC to act in prevailing political environment Nicaraguan municipal elections in November 2012 are judged as fair and legitimate

3 LOGICAL FRAMEWORK LGCP Nicaragua Programme 3/8 Capability Result 2: Increased capability of AMUNIC and AMHNH and its 13 member municipalities to provide services in the area of LED Results attributable to LGCP Objective verifiable indicators Sources of verification Assumptions Results To Deliver on Development Objectives 2.1 AMHNH staff is capable of managing projects and processes on urbanisation of lots 2.2 AMHNH municipalities politicians and staff are capable to play a complementary role in LED PMO staff members are capable of managing projects and processes on housing and finances 2.4 AMHNH municipalities have implemented LED plans 2.5 AMHNH municipalities are accountable and learn from each other departmental and 2 small city PITs are implemented departmental projects and 4 small city projects on production of urbanised lots are implemented 2.8 AMUNIC is capable to deliver LED and food security services in line with member needs and independently of donor support 2.1 AMHNH staff trained and supported in the area of project and process management and in the process of the urbanisation of lots by 2013 (Y/N) 2.2 Effective relationships between politicians and administrative staff concerning LED in 13 AMHNH member municipalities by 2014 (Y/N) 2.3 Of the staff of PMOs, 25 have finished the course on project and process management, housing and finance (Y/N) 2.4 In 13 AMHNH member municipalities implementation plans are carried out and results concerning LED are reached (Y/N) 2.5 The AMHNH LED benchmark system is used for learning and accountability (Y/N) departmental PITs and 2 small city PITs are finished or in execution (Y/N) departmental projects of production of urbanised lots and 4 small city projects of production of urbanised lots are finished or in execution (Y/N) 2.8 AMUNIC sustains service delivery after decrease of original donor support (Y/N) in priority areas of Nicaraguan municipalities (Y/N) 2.1 Participants evaluation forms of training sessions offered and reports of LBSNN experts missions 2.2 Organization chart showing position of PMO in the municipal administrative structure 2.3 Lists of staff; PMO, housing and financing plans and reports; training participants list and participants evaluation forms of training; 2.4 PMO budgets and financial reports, PMO plans 2.5 Benchmark reports; training materials and reports; system information published by municipalities 2.6 Progress and final Reports on PITs and evaluation forms of the National Technical Team (ETN) / AMHNH, and LBSNN 2.7 Progress and final reports on projects of the ETN / AMHNH, and LBSNN 2.8 Baseline and end study results, financial administration records of AMUNIC, results of external independent consultation with municipalities, external studies on Nicaraguan municipal needs, legislative agenda on municipalities in Nicaragua Adequate funding for PMOs secured at local level Willingness to commit to plans and agreements by external stakeholders Central government HR policy implementation assures limited staff turn-over Sustained availability of sufficient staff with at least minimal adequate qualifications The national policies of publicprivate cooperation in the economy continue during the period State institutes (MAGFOR, INVUR, INTUR, MIFIC, INATEC, MINED, Ministerio de Hacienda) participate in and support the program by offering workshops, courses and/or trainings related to their competence Continued level of staff presence in AMUNIC Municipalities that pay membership fee benefit from services of AMUNIC

4 LOGICAL FRAMEWORK LGCP Nicaragua Programme 4/8 Capability Result 3: Increased capabilities of AMHNH and its 13 members to form strategic public-private alliances Results attributable to LGCP Objective verifiable indicators Sources of verification Assumptions Results To Relate to External Stakeholders AMHNH municipalities know their economic potential and stakeholders economic commissions of AMHNH municipalities consult with the private sector, institutes of education, financial institutes and civic society organisations 3.3 Politicians of 13 AMHNH municipalities are capable to deal with PPPs AMHNH municipalities work together with civil society and private enterprises (i.e. triangular cooperation) AMHNH member municipalities assessments have been made and continuously updated concerning the economic potentials and the relevant stakeholders (Y/N) by AMHNH member municipalities, the private sector, institutes of education, financial institutes and civic society organisations participate in the economic commission of the municipality and/or work directly with the municipalities (Y/N) by the end of Workshops and trainings on PPPs completed by end 2015 (Y/N) 3.4 In 13 AMHNH member municipalities at least two triangles (local government education sector private sector and/or local government financial institutes private sector) are created and implement activities (Y/N) by the end of Reports of assessments 3.2 Participants lists and minutes of (economic commission) meetings of AMHNH member municipalities with economic stakeholders, correspondence between AMHNH member municipalities and economic stakeholders 3.3 Lists of training participants, participants training evaluation forms, trainer reports 3.4 Signed triangle agreements, reports on public-private cooperation activities, PIT progress reports, reports on urbanised plots The national policies of publicprivate cooperation in the economy continue during the period Willingness of citizens, businesses and other stakeholders to participate and engage No recentralisation tendency Nicaraguan municipal elections in November 2012 are judged as fair and legitimate

5 LOGICAL FRAMEWORK LGCP Nicaragua Programme 5/8 Capability Result 4: Increased capability of AMHNH and its 13 member municipalities to achieve coherence in the strategic medium term allocation of resources Results attributable to LGCP Objective verifiable indicators Sources of verification Assumptions 4.1 AMHNH municipalities have 4.1 In accordance with National 4.1 National Direction and Annual The national policies of public-private annual budgets with Directions regarding Investment Municipal Budgets cooperation prevail during the period prioritisation and Spending, 13 AMHNH 4.2 Audited Annual Municipal AMHNH municipalities have member municipalities have Accounts Willingness of citizens, businesses and spent in line with prioritisation prioritised their annual budget other stakeholders to participate and allocations at beginning of the engage year, as of 2015 (Y/N) No recentralisation tendency 4.2 Actual annual spending of 13 Nicaraguan municipal elections in AMHNH member municipalities in November 2012 are judged as fair and line with intended priorities as legitimate stated in their budget allocations at the ending of the year, as of 2015 (Y/N) Results To Achieve Coherence

6 LOGICAL FRAMEWORK LGCP Nicaragua Programme 6/8 Result # Activities Preconditions 1 Conduct a baseline study of AMHNH municipalities and AMUNIC to assess the capacity gaps Advise and coaching to AMHNH municipalities on PMO establishment and performance Advise and coaching to PMOs of AMHNH municipalities in the development and endorsement of strategies, policies and plans Commitment of local politicians in the 13 member municipalities Continued neutrality of AMUNIC Sufficient staffing level of AMUNIC Activities 1 Advise and coaching to AMUNIC on: The development and endorsement of the new Strategic Plan ( ) Their internal organisational structure and member participation The collecting and administration of membership fees Lobbying and advocacy for financial institutional support Accountability and performance reporting Organisational decision-making as an association of local governments The functioning of its organisation in relation to departmental associations of municipalities 1 This section presents a general overview of activities foreseen during the implementation of the LGCP Nicaragua Programme. VNG International will annually prepare Work Plans in which a detailed activity description and planning is presented. The Annual Work Plans are submitted for approval to the Netherlands Ministry of Foreign Affairs, as has been contractually agreed (DEC ).

7 LOGICAL FRAMEWORK LGCP Nicaragua Programme 7/8 Result # Activities Preconditions 2 Training and coaching to AMHNH staff and board for the urbanisation on lots, lobbying and negotiation, leading participatory dialogues, and accountability Advise and coaching to AMHNH municipality politicians and staff in their role in LED Training to 25 PMO staff members on project and process management, housing and finance Advise and coaching to AMHNH municipalities on monitoring and evaluation of implementation of LED plans Training and coaching in the set up and use of the AMHNH LED benchmark system Coaching to 2 departmental and 2 small AMHNH municipalities in the implementation of PIT projects Coaching to 4 departmental and 4 small AMHNH municipalities in the implementation of production of urbanised lots projects Advise and coaching to AMUNIC management and staff in: The improvement and organisational sustainability of service delivery Dealing with service needs of member municipalities. Organisational needs in acquisition of funds and service delivery Activities

8 LOGICAL FRAMEWORK LGCP Nicaragua Programme 8/8 Result # Activities Preconditions 3 Evaluation of 13 AMHNH municipalities on LED Coaching and advise to the economic commissions of 12 AMHNH municipalities in participation and consultation of stakeholders Training of politicians of 13 AMHNH municipalities in PPPs Coaching and advise to 13 AMHNH municipalities in triangular cooperation Activities 4 Coaching and advise to 13 AMHNH municipalities in annual budget allocation. Coaching and advise to 13 AMHNH municipalities in financial monitoring, budgeting and spending