Constructing Citizenship in San Luis de Potosí

While CSO capacity to influence policy was strengthened, not enough work was done on identifying mechanisms for negotiation and dialogue with government agencies. Nor was progress made in developing an agenda and strategic plan with well-defined issues and objectives that civil society considers essential to its lobbying efforts. This is an impediment to building legitimate, effective channels for advocacy that would make it possible, for example, to use and channel the information gathered by the watchdog groups that exercise public oversight.

The CSO network, which was an important mechanism for dialogue and information exchange between public officials and social stakeholders was established but its operative role as a privileged advocate with state entities and decision-makers needs strengthening. For example, individual youth groups that are highly motivated to engage in civic participation were not able to participate in high level meetings with members of States congress. The same holds true for women’s organizations, which, despite the many problems that affect women, have very little organizational presence in the state of San Luis Potosí. Mechanisms for dialogue between public officials and youth are still characterized by very vertical communication and to some extent, an adult-centered culture that is hard to eradicate.

One of the unexpected results of the project cited by grantee was that it led the organization to shift its institutional priorities, making civil society strengthening to influence public policy-making a strategic goal.

Before the project CSOs in the region worked in isolation. After the project many realized what can be accomplished if they work together—specifically, taking advantage of the opportunity offered by the CSO network. Several of the CSOs interviewed considered the mere fact of getting to know one other and learning “who does what” a very positive development. This has fostered solidarity among them, creating connections and enabling them to learn about each other and share services and skills.

Teams formed to examine different aspects of project management (event logistics, content design, monitoring and evaluation of activities) held coordinating meetings to adjust planning to observations from the monitoring mechanisms. In some cases, programmed events or roundtables were replaced by in-depth workshops. This was the case with the Transparency Workshop, since it was observed that the organizations needed more information about this issue.

The exercises in systematizing consultation and dialogue processes leading up to the passage of the Youth Act, as well as the printed materials produced (e.g., the Manual on Citizenship-Building) were important tools that assembled and publicized the lessons learned by the beneficiary populations.

The grantee’s decision to implement the project jointly with other partners, including two government agencies, was important to this as it led to the creation of certain consultative and lobbying mechanisms during the drafting of the legal framework with government officials.