Nexos Locales Project Quarterly Report

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NEXOS LOCALES PROJECT

QUARTERLY REPORT #18 October – December 2018 CONTRACT No. AID-520-C-14-00002

January 21, 2019 This publication was produced for review by the United States Agency for International Development. It was prepared by DAI Global, LLC.

NEXOS LOCALES PROJECT

QUARTERLY REPORT #18 October - December 2018

Project Title: Nexos Locales Project

Sponsoring USAID office: USAID/Guatemala

Contract Number: AID-520-C-14-00002

COR: Claudia Agreda

Contractor: DAI Global, LLC.

Date of Publication: January 21, 2019

The authors’ 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

TABLE OF CONTENTS ______3 SUMMARY OF TABLES, PHOTOGRAPHS, AND FIGURES ______4 ACRONYMS ______5 EXECUTIVE SUMMARY ______7 INTRODUCTION ______9

I. HIGH-LEVEL RESULTS ______11 II. SUMMARY OF KEY ACHIEVEMENTS ______13 III. OBSTACLES FACED AND LESSONS LEARNED ______15 IV. QUARTERLY PROGRESS RESULTS ______16 RESULT 1 ______16 RESULT 2 ______26 RESULT 3 ______33 RESULT 4 ______37 RESULT 5 ______41 RESULT 6 ______44 ADDITIONAL ACTIVITIES ______48 ALLIANCE FOR PROSPERITY REPORTING ______50

V. TRAINING EVENTS ______53 VI. GRANTS ADMINISTRATION ______55 VII. PROJECT MANAGEMENT ______56 VIII. FINANCIAL INFORMATION ______60

ANNEX I: GLOSSARY OF KEY TERMS ______62 ANNEX II: WORK PLAN ACTIVITY TRACKER ______66 ANNEX III: MUNICIPALITY TRACKER______71 ANNEX IV: PERFORMANCE MANAGEMENT PLAN ______76

ANNEX V: SUCCESS STORY (ATTACHED SEPARATELY)

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SUMMARY OF TABLES FIGURES, AND PHOTOGRAPHS TABLE 1: SNIP CODES Q18 ______39 TABLE 2: YEAR 5 TRAINING EVENTS ______54 TABLE 3: GRANTS AWARDED IN Q18 ______55 TABLE 4: SHORT-TERM TECHNICAL ASSISTANCE CONTRACTED IN Q18 ______58 TABLE 5: CONTRACT BUDGET AND EXPENDITURES AS OF DECEMBER 31, 2018 ______60

FIGURE 1: USAID NEXOS LOCALES PROJECT COVERAGE (YEAR 5) ______9 FIGURE 2: THE MUNICIPAL CAREER SERVICE LAW APPROVAL PROCESS ______46 FIGURE 3: Q18 SOCIAL MEDIA UPDATE ______59

PHOTO 1: THE LAUNCH OF THE DAAFIM DIGITAL WATER USE APPLICATION ______18 PHOTO 2: SOCIAL MEDIA PUBLICATION ON WATER SERVICE FEE PAYMENT ______19 PHOTO 3: NEXOS LOCALES PARTICIPANTS AT THE OPEN GOVERNMENT FESTIVAL ___ 21 PHOTO 4: THE TRANSPARENCY APP LAUNCH SACAPULAS ______21 PHOTO 5: THE TRANSPARENCY APP LAUNCH IN SAN RAFAEL PIE DE LA CUESTA ____ 22 PHOTO 6: COMUDE IN TODOS SANTOS CUCHUMATÁN ______23 PHOTO 7: THE COFETARN MET IN SAN ANTONIO HUISTA ______23 PHOTO 8: THE SOCIAL AUDIT COMMISSION IN CHIANTLA ______24 PHOTO 9: SOCIAL AUDIT WORKSHOP IN SANTA LUCIA LA REFORMA ______ERROR! BOOKMARK NOT DEFINED. PHOTO 10: NEXOS LOCALES PRESENTS THE SOLID WASTE TREATMENT STUDY______26 PHOTO 11: THE WOMEN'S NETWORK IN CHIANTLA, HUEHUETENANGO ______29 PHOTO 12: THE WORKING GROUP FOR THE CITIZEN CHARTER IN BARILLAS ______30 PHOTO 13: THE WORKING GROUP IN LA LIBERTAD, HUEHUETENANGO ______30 PHOTO 14: YOUTH NETWORK IN LA DEMOCRACIA, HUEHUETENANGO ______31 PHOTO 15: THE COMUDE MEETING IN BARILLAS, HUEHUETENANGO ______32 PHOTO 16: THE NEWLY ESTABLISHED OMAS OF SAN MIGUEL ACATÁN ______34 PHOTO 17: PARTICIPANTS AT THE SECOND NATIONAL CONGRESS OF OMAS ______35 PHOTO 18: COFETARN MEMBERS IN TACANÁ, SAN MARCOS ______39 PHOTO 19: LOCAL VENDORS AT THE MALACATANCITO FAIR ______40 PHOTO 20: SCENE FROM THE FAIR IN MALACATANCITO, HUEHUETENANGO ______40 PHOTO 21: AN ALTERNATIVE AGRICULTURAL TRAINING IN SACAPULAS, QUICHE ___ 43 PHOTO 22: THE MAYOR OF NEBAJ, QUICHE OFFICIALLY CREATES THE OMRRHH _____ 46 PHOTO 23: THE NEBAJ YOUTH POLICY WORKING GROUP (NEBAJ, QUICHE) ______48 PHOTO 24: WOMEN LEADERS FROM CONCEPCION CHIQUIRICHAPA ______49 Page 4 of 87

ACRONYMS AAC Area Advisory Committee ACC Adaptation to Climate Change ACODIHUE The Association for the Cooperative and Integral Development of Huehuetenango ADIMAM The Association for the Integral Development of the ‘Marquense’ Highlands (La Asociación de Desarrollo Integral de Municipalidades del Altiplano Marquense) AGAAI Guatemalan Association of Indigenous Mayors and Authorities ANAM National Association of Municipalities ASOCUCH Association of Organizations in the Cuchumatanes A4P Alliance for Prosperity BFCP Barbara Ford Center for Peace CC Climate change CAI Indigenous Authority Councils CEO Creating Economic Opportunities Project CLAC Latin American and Caribbean Network of Fair Trade Small Producers and Workers COCODE Community Development Council CODEDE Departmental Development Council COFETARN Commission for Economic Development, Tourism, Environment and Natural Resources COMUDE Municipal Development Council COMUSAN Municipal Commission for Food Security and Nutrition COGUAROR Guatemalan Norms Commission CSO Civil Society Organization DAFIM Municipal Administrative Financial Directorate DAI DAI Global, LLC DEMIN Integrated Municipal Evaluation DMM Municipal Women’s Directorate ECO Civil Association Western Cooperation Studies FPRP Fiscal and Procurement Reform Project FtF Feed the Future GIS Geographic Information Systems GoG Government of Guatemala GPS Global Positioning System INAP National Institute for Public Administration IUSI Impuesto Unico Sobre Inmuebles LED Local Economic Development LOP Life of Project LTTA-CCN Long-term technical assistance- Cooperating Country National MINFIN Finance Ministry OMAS Municipal Water and Sanitation Office OMJ Municipal Youth Office OMM Municipal Women’s Office

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OMRRHH Municipal Human Resources Office PACC Plan Anual de Compras y Contrataciones PDM-POT Proceso de Actualización y Alineamiento de Planes Municipales de Desarrollo a Plan de Ordenamiento Territorial PFM Public Financial Management PMP Performance Management Plan POA Annual Operative Plan PPP Public-Private Partnerships QR18 Quarterly Report 18 Q18 Quarter 18 Q19 Quarter 19 RASGUA La Red de Agua Potable y Saneamiento de Guatemala RJGC Youth Managers for Change Network SAN Food Security and Nutrition SEGEPLAN Planning and Programming Presidential Secretariat SEPREM Presidential Secretariat of Women SESAN Secretariat of Food Security and Nutrition (Secretaría de Seguridad Alimentaria y Nutricional) SNIP National Public Investment System STTA Short-term technical assistance TA Technical Assistance UAIP Access to Public Information Unit UMG Urban Municipal Governance Project USAID United States Agency for International Development USG United States Government Y4 Year Four Y5 Year Five

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EXECUTIVE SUMMARY This Quarterly Report captures the breadth of activities performed during the eighteenth quarter (Q18), which ranges from October 1, 2018, to December 31, 2018. It delineates high-level results, key achievements in each of the six result areas, obstacles faced during the reporting period, project management updates, and financial reporting against the six funding sources of the Nexos Locales contract.

USAID Nexos Locales (Contract No. AID-520-C-14-00002) is an eight-year program that began in June 2014 and is implemented by DAI Global, LLC (DAI). The primary goal of USAID Nexos Locales is to strengthen 44 municipalities in the Western Highlands of Guatemala to foster a more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters.

Key managerial updates this quarter included hosting the visit of the U.S. Ambassador and the USAID Deputy Mission Director in the municipality of San Juan Atitán in the department of Huehuetenango to meet with the Indigenous Council. Additionally, the project initiated the first steps of the staff reduction plan aligned with the capacity for the municipalities to absorb project inputs through the pre-and post-electoral periods.

In Quarter 18, Nexos Locales began implementing the Year 5 work plan with a fluid transition to the Integrated Municipal Evaluations (DEMINs) to monitor project interventions in nine municipal entities across 43 municipalities. Individualized technical assistance in the strengthening of these municipal offices and commissions, paired with support to execute municipal plans (made in Years 1 through 4 of the project) to guide investments and actions in the six result areas, produced a unique set of achievements.

Advances across all six result areas of the contract are described below:

Result 1, Sound Public Financial Systems - Project staff provided technical assistance to the Municipal Administrative Financial Directorate (DAFIM) on inventory management and to the Public Access to Information Units (UAIP) on detailing information requests to the Procurador de Derechos Humanos (PDH) in 43 municipalities. Nexos Locales launched the replication of the smartphone transparency application in Sacapulas, Quiché and San Rafael Pie de la Cuesta, San Marcos, thus facilitating access to public data on the municipal budget and enhancing the dialogue between citizens and local authorities on public service provision. Lastly, the Social Audit Commission in Chiantla, Huehuetenango presented the findings of the first audit to the City Council (Municipal Development Council, COMUDE).

Result 2, Citizen Participation - This quarter two new Municipal Youth Offices were established with project support (Jacaltenango and San Antonio Huista, in the department of Huehuetenango) while seven new youth networks1 were formed. Nexos Locales grantees and project staff advocated for the creation of women’s networks, of which eight2 were accredited in the city councils with full rights to participate and vote on key issues. Such actions contribute to

1 San Marcos: 1) Tajumulco; 2) Sibinal; Huehuetenango: 3) Concepción Huista; 4) La Democracia; 5) San Antonio Huista; 6) Jacaltenango; and 7) La Libertad. 2 Huehuetenango: 1) Cuilco; 2) La Libertad; Quiche: 3) Sacapulas; 4) Uspantán; 5) San Juan Cotzal; 6) Chajul; 7) Santo Tomas Chichicastenango; and 8) Zacualpa. Page 7 of 87

diversifying and increasing citizen participation in decision-making spaces historically comprised of older males.

Result 3, Increased Quality of Potable Water - In Q18, project staff coordinated with municipal authorities to create three3 Municipal Water and Sanitation Offices (OMAS). In the 42 municipalities where water plans were developed in Years 1-4 of the project, Nexos Locales continued providing technical assistance as local authorities implement the plans investing in clear actions improving water quality and access to safe water. The municipalities’ publicized the need for water users to pay for public service provision by using low-cost methods to reproduce the Nexos Locales-produced radio spots.

Result 4 and 5, Local Economic Development and Climate Change Adaptation- Through Nexos Locales’ coordination, the municipalities of Nebaj and Cunén, both located in the department of Quiché, passed municipal agreements committing to a public-private partnership (PPP) with PRODERT- Helvetas. All 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s Proceso de Actualización y Alineamiento de Planes Municipales de Desarrollo a Plan de Ordenamiento Territorial plans) were completed and will be published on the project website early next quarter.

Result 6, ANAM & AGAAI- On October 23, 2018, with the support of Nexos Locales and the National Association of Municipalities (ANAM), the municipal career civil service bill passed the first reading before the plenary in the Guatemalan Congress. Project grantee, ANAM, supported 20 municipalities4 to establish Municipal Human Resource Offices (OMRRHH) by signing a municipal office creation agreement. Through a grant to the Guatemalan Association of Indigenous Mayors and Authorities (AGAAI), four CAIs5 have been accredited with voice and vote in the COMUDE.

3 Huehuetenango: 1) San Miguel Acatan; 2) Huehuetenango; and 3) Chiantla. 4 Huehuetenango: 1) Todos Santos Cuchumatán; 2) Concepción Huista; 3) San Antonio Huista; 4) Cuilco; 5) San Sebastián Huehuetenango; 6) San Juan Atitán; 7) San Ildefonso Ixtahuacán; Quiche: 8) Nebaj; 9) Cotzal; 10) Sacapulas; 11) San Bartolomé Jocotenango; 12) San Andrés Sajcabajá; San Marcos: 13) Nuevo Progreso; 14) San Rafael Pie de la Cuesta; 15) San Lorenzo; 16) Tajumulco; 17) Sibinal; 18) Tacana; 19) Concepción Tutuapa; and 20) Comitancillo. 5 Huehuetenango: 1) Concepción Huista; Quiche: 2) San Gaspar Chajul; 3) Sacapulas; and 4) San Pedro Jocopilas. Page 8 of 87

INTRODUCTION USAID’s Nexos Locales Project (Contract No. AID-520-C-14-00002), formerly known as the Local Governance Project, is an eight-year program that began in June 2014. Implemented by DAI Global, LLC (DAI), the project is based in Quetzaltenango, Guatemala with a regional office located in Huehuetenango. The primary goal of USAID’s Nexos Locales Project (hereinafter Nexos Locales) is to strengthen municipalities in the Western Highlands of the country so they foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters. In order to achieve this goal and the objectives of both USAID and other development partners, local governments must be able to better manage public resources and deliver services in an efficient and transparent manner. Strong and inclusive municipal governments are necessary for local development and are crucial to the sustainability of interventions supported by the United States Government (USG) in Guatemala.

USAID strategically programs resources in the Western Highlands to achieve improved results as part of an integrated development model in Guatemala’s region of greatest need. The five departments of focus under the Nexos Locales project are: Huehuetenango, Quetzaltenango, Quiché, San Marcos and Totonicapán. From June 2014 through January 2018, Nexos Locales worked in 29 municipalities in these five departments. In January 2018, Nexos Locales signed memorandum of understanding (MOU) with 15 additional municipalities selected from the Alliance for Prosperity Plan (A4P) in the five departments, for a total of 44 intervention municipalities. This quarter, project staff presented key achievements from Year 4 and planned Year 5 activities to municipal authorities in all 43 municipalities (except Santa Lucia la Reforma, Totonicapán, which is no longer receiving supply-side support - see internal Work Plan Action Memo #161).

Figure 1: USAID Nexos Locales Project Coverage (Year 5)

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Pursuant to Section F.6(2) of the contract, this Quarterly Report presents progress against the project’s six result areas. The Quarterly Report #18 (QR18) covers the quarterly reporting period between October and December 2018.

The six result areas include: Result 1 – Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making. Result 2 – Strengthen civil society participation in social accountability processes. Result 3 – Increased quality of potable water in 44 municipalities. Result 4 – Local Development Plans established and implemented in order to improve food security and economic development. Result 5 – Municipal Plans established to reduce climate change vulnerability and technical assistance (TA) provided for implementation of plans. Result 6 – Capacity increased for the National Association of Municipalities (ANAM) and/or the Guatemalan Association of Indigenous Mayors and Authorities (AGAAI) to support municipal development and replicate successful models nationwide, including municipal crime prevention plans.

The following cross-cutting themes are woven into all Nexos Locales Sub-Activities:  Gender Equity & Social Inclusion  Youth  Indigenous Perspectives  Feed-the-Future (FtF) Principles

The QR18 is divided into the following sections: Section 1 – High Level Results Section II –Summary of Key Achievements Section III – Obstacles Faced Section IV – Quarterly Progress Results Section V – Training Events Section VI- Grants Administration Section VII- Project Management Section VIII – Financial Information Annex 1: Glossary of Key Terms Annex II: Work Plan Activity Tracker Annex III: Municipality Tracker Annex IV: Performance Management Plan (PMP) Annex V: Success Story

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I. HIGH-LEVEL RESULTS

Nexos Locales’ mandate is to encourage and incentivize responsible municipal management. To achieve this mandate, the project has created tools, developed methodologies and initiatives, and showcased best practices that demonstrate expertise in the six project result areas. Nexos Locales is a local governance project that invests in local results. Due to the success of this work, Nexos Locales has had an impact far beyond its areas of intervention. The tools developed under the project, initiatives and experiences were, and will continue to be, disseminated by Nexos Locales at a national level—through the National Association of Municipalities (ANAM) and on the project website—to improve municipal governance outside of the 44 municipalities under project coverage. During the quarter, the following high-level results were achieved:

DAAFIM Water Billing App- On November 7, 2018, the Direccion de Asistencia a la Administracion Financiera Municipal (DAAFIM) launched a digital application that serves to track water usage and associated fees. The Finance Minister, Julio Hector Estrada, gave specific gratitude to USAID's Nexos Locales for its support to the development of the application, whose functions are two-fold: 1) to increase the efficiency of municipalities’ water provision billing system; and, 2) to increase user accessibility to billing information, resulting in greater citizen ability to make payments. Nexos Locales coordinated with the DAAFIM in the following two areas: 1) DAAFIM’s programmers utilized strands of open-source code initially created by Nexos Locales for the municipal transparency app; and, 2) Nexos Locales will provide technical support to the Ministry of Finance as it develops the replicated applications, as well as training to OMAS/DAFIM in the application’s use in the six municipalities6 under DAAFIM’s pilot.

Replication of the Transparency App- This quarter, the municipality of Sacapulas, Quiché and San Rafael Pie de la Cuesta, San Marcos, publically launched their smartphone transparency applications, ‘Mi Sacapulas’ and ‘SANRAFAINFO’. In 2016, Nexos Locales financed the development of the #SomosChiantla app and in Year 4, the app was updated with key improvements based off feedback from a participatory process in Chiantla and the two municipalities where the app was replicated. Both Sacapulas and San Rafael Pie de la Cuesta are exceptionally committed to transparency measures in various aspects of municipal management, therefore demonstrating that by leveraging the use of mobile technology, local governments can increase citizen access to budget data and enhance public dialogue through the submission of solicitations by citizens for improved public service provision. The three apps have over 2,000 downloads to date and Nexos Locales will be developing follow-up plans in these municipalities for their enhanced use and expansion.

Public-Private Partnerships- The municipalities of Nebaj and Cunén, both located in the department of Quiché, passed municipal agreements committing to a public-private partnership with PRODERT- Helvetas. Nexos Locales connected the municipalities and PRODERT, following

6 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Chichicastenango; 4) Sacapulas; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta. Page 11 of 87

the project’s development of Local Economic Development Plans in 2016. In Nebaj, the municipality committed to funding Q150,000 (paired with PRODERT’s Q270,000) to implementing the LED plan emphasizing agro-tourism. In Cunén, the municipality committed to funding Q300,000 (paired with PRODERT’s Q540,000) to implementing the LED plan emphasizing ‘atol’ flour production.

Career Municipal Service Bill- On October 23, 2018, with the support of Nexos Locales and the National Association of Municipalities (ANAM), the municipal career civil service bill passed the first reading before the plenary in the Guatemalan Congress. This is a significant milestone because most bills that do not pass the first reading ultimately do not become legislation; passing the first reading means that the bill has promising support and momentum in the Guatemalan Congress. The commission of Municipal Affairs is currently reviewing the bill, and should they vote in favor of the bill, it will proceed to the next level of the legislative process, the second plenary reading. The municipal career civil service bill seeks to establish clear qualifications and pay-scales for municipal workers, establishing a career in public administration, thus reducing high turnover and strengthening institutional memory for improved local government.

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II. SUMMARY OF KEY ACHIEVEMENTS

KEY ACHIEVEMENTS OF QUARTER 18:

 Nexos Locales supported the Direccion de Asistencia a la Administracion Financiera Municipal (DAAFIM) as they launched a digital application that serves to track water usage and associated fees (Sub-Activity Y5 1.2.1.).  All 43 municipalities under project coverage assigned an official and independent municipal staff member as the head of inventory management (Sub-Activity Y5 1.2.1.).  All 43 municipalities successfully submitted their preliminary report of public information requests to the Procurador de Derechos Humanos (PDH) detailing each public request for information submitted to the municipality from January 2018 through October 2018 (Sub- Activity Y5 1.2.3.).  Nexos Locales launched the replication of the smartphone transparency application in Sacapulas, Quiché and San Rafael Pie de la Cuesta, San Marcos, thus facilitating access to public data on the municipal budget and enhancing the dialogue between citizens and local authorities on public service provision (Sub-Activity Y5 1.2.4.).  Members of the Social Audit Commission in Chiantla, Huehuetenango presented the findings of their first social audit on a Q499,732.00 (USD 65,754) potable water project in the municipality to the COMUDE (Sub-Activity Y5 1.3.1.).  Eight municipalities7 established women’s networks that were later accredited in the city councils (Municipal Development Councils or COMUDE) with full rights to participate and vote on key issues (Sub-Activity Y5 2.3.2.).  Seven new youth networks8 were formed with project support (Sub-activity Y5 2.6.2.).  Nexos Locales contributed to the creation and strengthening of 23 Municipal Youth Offices9 over the LOP, two10 of which were established this quarter (Sub-activity Y5 2.6.1.).  Three11 Municipal Water and Sanitation Offices (OMAS) were established (Sub-Activity Y5 3.2.1.).  Nexos Locales financed the participation of 14 municipal authorities hailing from six municipalities12 in the Second National Congress of OMAS (Sub-Activity Y5 3.2.1.).

7 Huehuetenango: 1) Cuilco; 2) La Libertad; Quiche: 3) Sacapulas; 4) Uspantán; 5) San Juan Cotzal; 6) Chajul; 7) Santo Tomas Chichicastenango; and 8) Zacualpa. 8 San Marcos: 1) Tajumulco; 2) Sibinal; Huehuetenango: 3) Concepción Huista; 4) La Democracia; 5) San Antonio Huista; 6) Jacaltenango; and 7) La Libertad. 9 Huehuetenango: 1) Chiantla; 2) La Democracia; 3) Barillas; 4) Concepción Huista; 5) San Antonio Huista; 6) Jacaltenango; Quiche: 7) Sacapulas; 8) San Juan Cotzal; 9) Nebaj; 10) Cunen; 11) Uspantán; 12) Zacualpa; 13) Chichicastenango; 14) San Gaspar Chajul; San Marcos: 15) San Miguel Ixtahuacán; 16) San Lorenzo; 17) Tajumulco; 18) Sibinal; 19) San Pablo; 20) Nuevo Progreso; 21) San José el Rodeo; Quetzaltenango: 22) San Juan Ostuncalco; and 23) Concepción Chiquirichapa. 10 Huehuetenango: 1) Jacaltenango; and 2) San Antonio Huista. 11 Huehuetenango: 1) San Miguel Acatan; 2) Huehuetenango; and 3) Chiantla. 12 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) La Libertad; Page 13 of 87

 Three municipalities13 installed a water chlorination system, which is a low-cost method to ensure the proper application of chlorine to municipal water tanks and eliminates human error, which often leads to overuse or underuse of chlorine (Sub-Activity Y5 3.2.2.).  Four municipalities14 made investments in infrastructure geared towards improving water service provision and water quality as outlined in the project-developed Municipal Water Sustainability Plans (Sub-Activity Y5 3.2.2.).  In Sibinal, San Marcos, the municipality financed and produced videos featuring youth leaders to accompany the Nexos Locales-developed radio spots to increase awareness about water chlorination and service fees (Sub-Activity Y5 3.2.3.).  Through Nexos Locales’ coordination, the municipalities of Nebaj and Cunén, both located in the department of Quiché, passed municipal agreements committing to a public- private partnership (PPP) with PRODERT- Helvetas (Sub-Activity Y5 4.3.2.).  Five projects, designed by the DMMs were assigned a SNIP code this quarter, thus ensuring municipal financing (Sub-Activity Y5 4.1.1.).  All 1515 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT plans) were completed and will be published on the project website early next quarter (Sub-Activity Y5 4.3.1.).  The inter-municipal watershed management commission16 completed two main steps to implementing the watershed management plan: 1) terracing land and 2) clearing control lines as forest fire prevention (Sub-Activity Y5 5.3.2.).  On October 23, 2018, with the support of Nexos Locales and the National Association of Municipalities (ANAM), the municipal career civil service bill passed the first reading before the plenary in the Guatemalan Congress (Sub-Activity Y5 6.1.4.).  In Q18, Nexos Locales (through a grant to ANAM) supported 20 municipalities17 to establish Municipal Human Resource Offices (OMRRHH) by signing a municipal office creation agreement (Sub-Activity Y5 6.1.5.).  Through a grant to AGAAI, four CAIs18 have been accredited with voice and vote in the COMUDE (Sub-Activity Y5 6.1.6.).

San Marcos: 4) Concepción Tutuapa; Quiche: 5) San Juan Cotzal; and Totonicapán: 6) Totonicapán. 13 Huehuetenango: 1) San Sebastián Huehuetenango; 2) San Ildefonso Ixtahuacán; and San Marcos: 3) Comitancillo. 14 Huehuetenango: 1) Concepción Huista; 2) San Miguel Acatan; 3) Barillas; and Quiché: 4) Uspantán. 15 The 15 new municipalities are: Huehuetenango: 1) San Miguel Acatan; 2) San Sebastián Coatan; 3) San Ildefonso Ixtahuacán; 4) San Juan Atitán; 5) San Pedro Necta; 6) Malacatancito; 7) Huehuetenango; Quiche: 8) San Andrés Sajcabajá; 9) San Bartolomé Jocotenango; 10) Santa Cruz del Quiche; San Marcos: 11) San Marcos; 12) Comitancillo; 13) Concepción Tutuapa; 14) Tacana; and Totonicapán: 15) Totonicapán. 16 Quetzaltenango: 1) San Juan Ostuncalco; and 2) Concepción Chiquirichapa. 17 Huehuetenango: 1) Todos Santos Cuchumatán; 2) Concepción Huista; 3) San Antonio Huista; 4) Cuilco; 5) San Sebastián Huehuetenango; 6) San Juan Atitán; 7) San Ildefonso Ixtahuacán; Quiche: 8) Nebaj; 9) Cotzal; 10) Sacapulas; 11) San Bartolomé Jocotenango; 12) San Andrés Sajcabajá; San Marcos: 13) Nuevo Progreso; 14) San Rafael Pie de la Cuesta; 15) San Lorenzo; 16) Tajumulco; 17) Sibinal; 18) Tacana; 19) Concepción Tutuapa; and 20) Comitancillo. 18 Huehuetenango: 1) Concepción Huista; Quiche: 2) San Gaspar Chajul; 3) Sacapulas; and 4) San Pedro Jocopilas. Page 14 of 87

III. OBSTACLES FACED AND LESSONS LEARNED

OBSTACLES FACED AND LESSONS LEARNED IN QUARTER EIGHTEEN

There are no obstacles to report in quarter eighteen nor lessons-learned to describe from previous quarterly reports that can be applied to this reporting period.

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IV. QUARTERLY PROGRESS RESULTS

RESULT 1: SOUND PUBLIC FINANCIAL SYSTEMS IN PLACE IN ORDER TO PROMOTE TRANSPARENCY AND PERMIT PARTICIPATION BY CITIZENS IN DECISION MAKING

Background: Result 1 calls for activities that strengthen municipal capacity in public financial management (PFM), governance and transparency, and that improve the mancomunidades’ ability to implement regional strategies on behalf of their member municipalities. Activities are coordinated with ruling bodies of the corresponding themes, such as Ministry of Finance (MINFIN) and General Planning Secretariat (SEGEPLAN). The Nexos Locales approach includes collaboration among municipalities to share best practices and lessons-learned, the use of local staff from partner institutions, and the encouragement of citizens to use national transparency and budget laws to access information on municipal budgets, expenditures, and conduct.

In Year 1, the project completed assessments of PFM and Municipal Development Council (COMUDE) functioning in order to draw detailed pictures of technical assistance needs in each municipality. Using the data and information collected in Year 1 diagnostics, Nexos Locales customized approaches for delivering technical assistance (TA) to project municipalities in Year 2. Year 3 saw a continuation of training that deepened municipalities’ fundamental understanding of public financial management and the sound functioning of the COMUDE, while also responding to the specific needs of each municipality through individualized TA. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Administrative Financial Directorate (DAFIM), the Municipal Development Council (COMUDE), and Public Access to Information Offices (UAIP).

KEY ACHIEVEMENTS IN THE 18TH QUARTER  Nexos Locales supported the Direccion de Asistencia a la Administracion Financiera Municipal (DAAFIM) as they launched a digital application that serves to track water usage and associated fees (Sub-Activity Y5 1.2.1.).  All 43 municipalities under project coverage assigned an official and independent municipal staff member as the head of inventory management (Sub-Activity Y5 1.2.1.).  All 43 municipalities successfully submitted their preliminary report of public information requests to the Procurador de Derechos Humanos (PDH) detailing each request for public information submitted to the municipality from January 2018 through October 2018 (Sub- Activity Y5 1.2.3.).

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ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the eighteenth quarter for Result 1.

Activity 1.1—Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law.

All required assessments under this Activity were completed in Year 4. No additional assessments are planned during the remainder of the life of project (LOP).

Sub-Activity Y5 1.1.1. GIS Support: In Q18, the GIS technical specialist completed a final round of technical assistance sessions in all 13 municipalities19 participating in GIS activities. As per the staff reduction plan, the LTTA GIS Specialist position will be phased out beginning January 25, 2019. Any follow-up TA will be conducted through short-term consultants. The final round of TA provided by the LTTA GIS Specialist centered on providing follow-up to municipal staff in their data collection of municipal water users. This mapping of water users will be used to increase the municipality’s awareness of municipal service users’ debt, thereby serving as a visual guide for the municipality to collect outstanding water fees. The LTTA GIS Specialist also collected the loaner equipment in five municipalities20 (per an agreement, the equipment will be returned following the election period) and installed Quantum GIS (an open-source version of the GIS software) on a local computer in each of the thirteen municipalities using GIS. All thirteen municipalities will continue to receive TA from Nexos Locales in Q19 in registering water users into the GIS system.

Activity 1.2—Deliver technical assistance that meets the specific needs of the target municipalities.

Transformación Política

Sub-Activity Y5 1.2.1. TA to Advance Overall DAFIM Performance Against the DEMIN: This quarter, technical assistance to the Municipal Directorates of Finance Administration (DAFIM) emphasized three key topics as PFM work to improve the DAFIM’s performance against the DEMIN:

19 Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo Tomas Chichicastenango; Quetzaltenango: 6) San Juan Ostuncalco; 7) Concepción Chiquirichapa; San Marcos: 8) San Pablo; 9) San Rafael Pie de la Cuesta; 10) Nuevo Progreso; Huehuetenango: 11) Chiantla; 12) Cuilco; and 13) La Libertad.

20 Huehuetenango: 1) La Libertad; 2) Chiantla; 3) Cuilco; Quetzaltenango: 4) Concepción Chiquirichapa; and San Marcos: 5) Nuevo Progreso. Page 17 of 87

1) Close of the Fiscal Year: In January, several key reports are due to the Ministry of Finance, the Accounting Controller, and SEGEPLAN. Nexos Locales PFM technicians provided technical assistance to all 43 municipalities to anticipate these reports, thus avoiding sanctions. To do this, the project developed an excel spreadsheet format to serve as a draft where municipal staff are able to record revenue, spending and the final balance of each account under the municipal budget. Each of the 43 municipalities will submit their final reports on January 31, 2019. 2) Development of the 2019 Budget: In the 43 municipalities, budget development and negotiations began in October. PFM technicians supported the DAFIM staff as they elaborated the preliminary budget and made projections of the anticipated own-source revenue in 2019 and possible spending allocations to each entity in the municipal government. This process, although financial in nature, involves significant political discussions. Once the final budget was approved in each of the 43 municipalities (on December 15, 2018), Nexos Locales supported municipal staff as they uploaded the official budget into SicoinGL (the central government’s online platform) by December 31, 2018. 3) Municipal Inventory: PFM technicians provided technical assistance to all 43 municipalities to assign an official and municipal staff member as the head of inventory management. This person then received TA to systematize the inventory of materials and equipment owned by the municipality. By developing clear systems, protocol, and control, the municipality reduces the risk of the misuse or disappearance of municipal resources, especially entering the election period. The municipalities under project coverage manage an inventory whose value ranges between Q15,000,000 to Q75,000,000 (USD 1,973,684 – 9,868,421). In Chajul, Quiché, the municipality explicitly requested support with the inventory in Year 4. Through TA provided by Nexos Locales, the project helped the municipality identify that three cars listed in previous municipal inventory reports could not be physically accounted for. Chajul’s case demonstrates the necessity of developing and maintaining an inventory with strict regulations to prevent the misuse of public funds. In January, the project will continue to provide TA as the municipalities submit two key inventory reports to the General Accounts Controller and the State Accounting Directorate. In Q19, PFM technicians will also support the implementation of responsibility cards in the 43 municipalities.

Additionally on November 7, 2018, the Direccion de Asistencia a la Administracion Financiera Municipal (DAAFIM) launched a digital application that serves to track water usage and associated fees. The Vice President of Guatemala, Jafeth Cabrera, and the Minister of Finance, Julio Hector Estrada, recognized the mayor of Salamá, Baja Verapaz in the National Guatemalan Cultural Palace for being the first municipality to pilot the app. The Finance Minister gave specific gratitude to USAID's Nexos Locales and Urban Municipal Governance Projects for their support Photo 1: The Minister of Finance and the Vice President at the to the development of the application, launch of the DAAFIM digital water use application. whose functions are two-fold: 1) to

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increase the efficiency of municipalities’ water provision billing system; and 2) to increase user accessibility to billing information, resulting in greater citizen ability to make payments. First, municipal water and sanitation office (OMAS) workers (or their relevant municipal water office) will use the app to scan each water meter in the municipality. The app then directly links the readings with the service users on ServiciosGL. Second, on the spot OMAS workers will be able to print a receipt/bill to leave at the users’ house, increasing users’ awareness of payment actions. These components increase efficiency and user friendliness, allowing the municipality to reduce administrative costs for billing while simultaneously improving customer service.

Nexos Locales coordinated with the DAAFIM in the following three areas: 1) DAAFIM’s programmers utilized strands of open-source code initially created by Nexos Locales for the municipal transparency app. 2) Nexos Locales will procure 12 smartphones (for the water meter reading) and 12 mobile printers (for printing user receipts on site) to support the use of this app in six municipalities21 under project coverage where the DAAFIM will replicate the app. The Minister of Finance thanked USAID Nexos Locales for its contribution to ensuring the success of the app’s implementation. 3) Nexos Locales will provide support to the Ministry of Public Finances by implementing follow-on technical assistance in the six municipalities under project coverage where the DAAFIM will replicate the app.

Sub-Activity Y5 1.2.2. Further Dissemination of Radio Spots on Citizen Responsibilities to Pay Municipal Fees: In Q18, Nexos Locales PFM technicians worked with the municipal communicators to implement their radio spot publicity plans. The 30-second and one-minute radio spots in Spanish and ten Mayan languages on citizen responsibility to pay municipal fees and taxes developed in Year 4, are a key resource to sensitizing the population to the importance of paying for public service provision. Key advances this quarter include:

1) Sibinal, San Marcos - the municipal communicator coordinated the dissemination of the radio spots produced by Nexos Locales on Radio Chamba Sterior 92.7, three times daily at no cost to the municipality. The municipality is also posting reminders on its social media pages. 2) Jacaltenango, Huehuetenango - the OMAS staff developed a video to accompany the radio spot, which is now streamed on the television in the municipality’s lobby. This video was produced solely with funding from the municipality. 3) Tacaná, San Marcos - the municipality financed the dissemination of the radio spots produced by Nexos Locales on local radio stations and plays the spots before municipal public events (COMUDE meetings, women and youth Photo 2: Social Media publication on water meetings, among others). service fee payment from the municipality of 4) Chichicastenango, Quiché - the municipality Sibinal in San Marcos.

21 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiché; and San Marcos: 6) San Rafael Pie de la Cuesta. Page 19 of 87

developed a video of photographs to display with the radio spot audio produced by Nexos Locales. This video is being played in the municipality’s reception area, and was produced solely with funding from the municipality.

Several other municipalities are in the process of designing promotional material (mainly vinyl banners) to continue encouraging a broad audience on citizen responsibility to pay required municipal fees. Technical assistance on publicity plan implementation will continue in Q19.

Compliance with the Access to Public Information Law In Years 3 and 4, all project municipalities participated in workshops and received individual TA on the implementation of the Public Access to Information Law. This included the provision of standardized forms developed by the project for citizens to request information, municipal responses to the requests, and logging relevant actions. The project also implemented the best practice of proactive public disclosure through advising on the development of municipal informational materials, web portals, and replication of the Chiantla Transparency Smartphone Application and Citizen Charters. Nexos Locales will continue these practices in Year 5 (see Sub- Activity Y5 1.2.3.).

Sub-Activity Y5 1.2.3. TA in Implementation of the Public Access to Information Law: In Q18, PFM technical staff continued to provide technical assistance to support Municipal Access to Public Information Units (UAIP) to advance in their DEMIN standards. In October (with project support), all 43 municipalities successfully submitted their preliminary report of public information requests to the Procurador de Derechos Humanos (PDH, who are responsible for municipalities’ compliance with the Public Access to Information Law). The PDH requires detailed online reporting of each request a municipality receives for information with over twenty specifications for each request (the most important of which explains if the request was adequately addressed by the municipality, ensuring transparency and compliance with the law). Failure to submit these reports results in the PDH filing a formal complaint against the municipal mayor, which can also result in a significant penalty that requires a laborious process to annul. The 2018 annual report will be due in January 2019 and PFM staff will provide TA in early Q19 to support municipalities to complete this report.

Additional TA transferred knowledge on the UAIP’s role in complying with the Ley Organica del Presupuesto (Organic Budget Law). As each of the 43 municipalities developed their 2019 budget throughout this quarter, the UAIP played an essential role in presenting data on contracted consultants, labor unions and institutional MOUs to the Municipal Planning Directorate (DMP) and the Municipal Financial and Administrative Directorate (DAFIM). This information is then processed by the DMP and DAFIM for submission to the central government.

Lastly, PFM technicians advanced in creating an Annual Access to Information Unit Planner (similar to the Annual Municipal Planner developed in Year 4). The digital tool, which is run off Microsoft Excel, is a calendar that operates without internet connection and once included on the municipal computer, will provide UAIP staff with notifications of the reports required by various governmental entities throughout the year. The project anticipates launching this tool for installation in municipalities under and outside of project coverage in Q19.

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Additionally, on November 20th and 21st, 2018, Nexos Locales financed and coordinated the participation of ten representatives of civil society and Municipal Access to Public Information Units in the Second Open Government Festival in Guatemala City. The festival showcased prominent speakers on how to increase transparency at the local and national level. Key session topics included: basic Photo 3: Nexos Locales participants at the Open Government Festival. concepts of technology and open government; municipal open governments for public financial reporting; social and political innovation to restore trust in democracy; and fake news in an electoral context. A USAID Nexos Locales public financial management technician led a breakout session on the project-developed Annual Municipal Planner (available at https://nexoslocales.com/planificador-municipal/). This comprehensive planner informs local officials of financial report deadlines thus increasing transparency, efficiency and compliance. The Nexos Locales participants, all from the Western Highlands region, found the festival an engaging way to share experiences and returned to their municipalities with new ideas and motivation to increase transparency.

Sub-Activity Y5 1.2.4. Replication of the Transparency App: In Q18, Nexos Locales launched the replication of the smartphone transparency application in two municipalities. In 2016, the project financed the development of the #SomosChiantla app, and this quarter, the app was updated with key improvements, including: 1) A revamped module for reporting public Photo 4: Auxiliary mayors in Sacapulas, Quiche review the informational material on service provision the transparency app. problems; 2) The ability for municipal employees to respond directly to citizens on the status of service provision problems; 3) The budget module now displays specific municipal projects (listing the type of project and its location); 4) Citizens can now share information about the budget via Facebook and WhatsApp while also asking direct questions to the municipality about specific projects and their allotted budget; 5) Citizens can access data on the budgets from previous years; and 6) Lastly, the app now allows users to download the budget module in excel. These improvements were

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incorporated into the Chiantla app as well as the replications in Sacapulas and San Rafael Pie de la Cuesta.

On November 29, 2018, the municipality of Sacapulas, Quiché publically launched the smartphone transparency application, ‘Mi Sacapulas’, and on December 8, 2018 the municipality of San Rafael Pie de la Cuesta, San Marcos, launched ‘SANRAFAINFO’. In year 4, Sacapulas and San Rafael Pie de la Cuesta were selected out of 10 municipalities who were evaluated under a competitive process for receiving the app replication. Nexos Locales convened an internal evaluation committee to assess political will toward transparency. Municipalities were required to complete an application, describing why a smart phone application in transparency would benefit their local government. San Rafael Pie De La Cuesta and Sacapulas were among the two highest scoring municipalities, demonstrating that by leveraging mobile technology, local governments can strengthen transparency by increasing citizen access to budget data and enhancing public confidence in their municipality through the submission of citizen solicitations for improved public service provision.

In Sacapulas, the app launch provided auxiliary mayors, youth representatives, the municipal council, the departmental director of the National Association of Municipalities (ANAM) and members of the Municipal Development Council (COMUDE) to download the application from Google Play and to hear about the participatory process used to develop the app. The municipal mayor, Juan Jose Tiu Vicente, presented the app’s features in both Spanish and K’iche’ emphasizing the utility of the app for keeping track of public spending and improved public service provision. See a short video of the Sacapulas launch here: https://vimeo.com/309906572

In San Rafael Pie de la Cuesta, the app launch intentionally coincided with local celebrations that honor the Virgin of Concepcion, to increase the app’s visibility and reach a broader audience. The municipal mayor, Carlos Mazariegos, presented the app’s features to an audience of enthusiastic youth who expressed utility of the app for accessing public information on municipal spending and for providing feedback on public service provision. Nexos Locales collaborated with the USAID Puentes project in coordinating the participation of local youth leaders at this event. See a short video of the San Rafael Pie de la Cuesta launch here: https://vimeo.com/309909573

Photo 5: Youth volunteers played a key role in the transparency app launch in San Rafael Pie de la Cuesta, San Marcos.

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Downloads to date are as follows: 1) Somos Chiantla: 1,436; 2) SANRAFAINFO: 310; and 3) Mi Sacapulas: 388. In Q19, the project will provide ongoing TA to develop sustainability plans with the three municipalities.

Citizens’ Guide to the Budget: This tool was developed in Year 3 under Sub-Activity Y3 2.2.3. Citizens’ Guide to Municipal Budgets.

Activity 1.3—Strengthen the role of COMUDEs to engage citizens in government decision-making.

Photo 6: The COFETARN met to develop their POA in San Antonio Huista, Huehuetenango.

Sub-Activity Y5 1.3.1. Consolidation of COMUDE Strengthening: This quarter, technical assistance to the Municipal Development Councils (COMUDE) emphasized the following key topics to improve the COMUDE’s performance against the DEMIN:

Commission Strengthening: In Q18, technical outreach staff worked with the prioritized COMUDE commissions in all 43 municipalities (Citizen Participation, Women and Youth, Municipal Commission for Economic Growth, Tourism, Environment, and Natural Resources (COFETARN), COMUSAN) to develop Commission Function Manuals and Annual Operating Plans (POAs) which outline six to eight actions for 2019 and are used to advocate for funds within the 2019 municipal budget. The creation of these documents required substantial investment from Nexos Locales Photo 7: Civil Society members in Todos Santos Cuchumatán, outreach staff, not only to support the drafting Huehuetenango, prepare for the COMUDE meeting in of the POAs and manuals but their approval by October.

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the general COMUDE and in some cases the Municipal Council. Lastly, the documents were formally presented to the general COMUDE for comment. In the municipality of Todos Santos Cuchumatán, Huehuetenango, the COMUDE established a Discipline Commission as a mechanism to ensure the timely meeting of all commissions and their completion of roles to further the development of the municipality. In La Democracia, Cuilco, Concepcion Huista, Chiantla and San Pedro Necta (all in the department of Huehuetenango), the COMUDE commissions are allocated a budget annually, so project support in structuring the commissions and their roles created a more favorable environment for implementation in 2019.

Rendición de Cuentas: This quarter, PFM technicians continued providing TA to the DMP and DAFIM to correctly prepare the financial component of the public financial reports using the official report template created by SEGEPLAN. Thirty-four22 (of the 43, representing 79%) municipalities completed rendiciones de cuentas for the third trimester of the fiscal year. The nine municipalities23 did not complete rendiciones de cuentas in the second trimester due to a lack of political will. In Q19 project staff will continue to provide technical support to the DMP, DAFIM and COMUDE members on the importance of rendición de cuentas.

Accreditation: In Q18, project outreach staff began laying the groundwork for reestablishing accreditation protocol beginning with the first COMUDE meeting in January 2019. TA on this topic will reorient the DMP and COMUDE organizers on the importance of implementing a clear accreditation process.

Social Audit Commissions: Advances were made this quarter in the following municipalities:

Chiantla, Huehuetenango: On November 15, 2018, members of the Social Audit Commission in Chiantla, presented the findings of their first social audit on a Q499,732 potable water project in the municipality. Over the past year, the commission received technical assistance from Nexos Locales that culminated in completing a social Photo 8: Scene from the Social Audit Commission’s presentation of audit. At the Municipal Development Council (COMUDE) meeting, the findings to the COMUDE in Chiantla, Huehuetenango. commission explained that social audits

22 Huehuetenango: 1) Chiantla; 2) Todos Santos Cuchumatán; 3) Concepción Huista; 4) San Antonio Huista; 5) La Democracia; 6) La Libertad; 7) Cuilco; 8) San Sebastián Huehuetenango; 9) Malacatancito; 10) San Ildefonso Ixtahuacán; 11) Barillas; 12) San Miguel Acatan; 13) San Sebastián Coatan; 14) Jacaltenang33 Quiche: 15) San Juan Cotzal; 16) San Gaspar Chajul; 17) Sacapulas; 18) Zacualpa; 19) Chichicastenango; 20) San Andrés Sajcabajá; 21) Santa Cruz del Quiche; 22) Nebaj; San Marcos: 23) Nuevo Progreso; 24) San Rafael Pie de la Cuesta; 25) San Pablo; 26) San Marcos; 27) San Lorenzo; 28) Concepción Tutuapa; 29) Tacana; 30) San Miguel Ixtahuacán; 31) Sibinal; 32) Comitancillo; Quetzaltenango: 33) San Juan Ostuncalco; and 34) Concepción Chiquirichapa 23 Huehuetenango: 1) Huehuetenango; 2) San Juan Atitán; 3) San Pedro Necta; Quiche: 4) Cunen; 5) Uspantán; 6) San Bartolomé Jocotenango; San Marcos: 7) San José el Rodeo; 8) Tajumulco; and Totonicapán: 9) Totonicapán. Page 24 of 87

serve to promote fiscal management and responsibility that complies with the standards of sound public investment and project implementation. By completing a social audit of the water system project in Canton Los Alva, Aldea San Antonio Las Nubes, Chiantla, members of the commission found several areas to highlight where contractors should improve their compliance with the law (such as ensuring that materials used reflect the quality budgeted for). The mayor of Chiantla received a hard copy of the report and addressed the COMUDE after the Social Audit Commission’s presentation, thanking the commission for their diligent work and ensuring the members of the COMUDE that he will follow-up on the findings of the social audit. Due to high motivation following the first social audit, the commission is in the process of choosing its next project to audit. Additionally, the COCODEs present at the COMUDE presentation found the results so beneficial that they are exploring the possibility of developing community led social audit commissions to handle auditing projects at the local level.

Concepcion Huista, Huehuetenango: The Social Audit Commission is comprised of nine members, seven of whom are young people. This quarter the commission developed a plan to audit a maternal care facility built with funds from Departmental Development Council (CODEDE) to attend to the health needs of pregnant women in the municipality. The commission is analyzing the project’s documents and plans to complete an on-site visit in Q19.

San Rafael Pie de la Cuesta, San Marcos: In Q18, technical assistance began to form the Social Audit Commission. Next quarter, the commission will develop its plan and choose a project for auditing.

Santa Lucia la Reforma, Totonicapán: On November 26, 2018, Nexos Locales facilitated a technical assistance session on social audits with 23 civil society representatives in Santa Lucia la Reforma, Totonicapán. Since the current mayor was sworn in over two years ago, project staff expressed difficulty advancing project interventions with the municipality in Santa Lucia la Reforma. Therefore, Nexos Locales has emphasized working directly with civil society to advocate for public financial reporting. Local civil society organizations (CSOs) requested a training on social audits as a tool for citizens to monitor and provide feedback on municipal project execution. Following the training, participants expressed a desire to form a Social Audit commission, a process which Nexos Locales will continue to support in Q19.

Photo 9: Social Audit workshop in Santa Lucia la Reforma, Totonicapán.

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Activity 1.4—Build the capacity of the mancomunidades to develop and implement regional strategies.

Sub-Activity Y5 1.4.1. Solid Waste Treatment Planning: In Q18, Nexos Locales presented six hard copies of the solid waste management feasibility studies to the head authorities of the Mancomunidad of Metropoli de los Altos and the Asociacion de Desarrollo Integral de Municipalidades del Altiplano Marquense (ADIMAM). In Year 4 the project awarded a fixed-price subcontract to a local company, EPICSA S.A., to complete the studies which assess the possibilities for establishing solid waste treatment via mancomunidad coordination. A delegation of representatives from Mancomunidad of Metropoli de los Altos traveled to Germany in December 2018 (with no financial support from Nexos Locales) to pursue funding and knowledge transfer opportunities to implement the solid waste management proposals included in the studies. The seven participants (including two mayors) covered their own travel expenses and Photo 10: Nexos Locales presents the they visited four solid waste treatment plants run by Waste solid waste treatment study and plan to Works. Participants also met with leaders in the financial sector the two mancomunidades. to investigate possibilities for financing a solid waste treatment plant. The project will provide ad-hoc support to these mancomunidades per their request throughout the duration of Year 5.

NEXT STEPS  During the next quarter Nexos Locales’ principal activities for this Result will include:  The launch and installation of the Annual Access to Public Information Unit Planner (Sub- Activity Y5 1.2.3.).  Continued technical assistance to the DAFIM on inventory protocols and reporting compliance (Sub-Activity Y5 1.2.1.).  The development of a Social Audit plan in San Rafael Pie de la Cuesta, San Marcos (Sub- Activity 1.3.1.).

RESULT 2: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES

Background: Nexos Locales works with civil society organizations (CSOs), community organizations (including, but not limited to, Community Development Councils –COCODEs-), and citizens to strengthen their capability to engage actively and independently in municipal social accountability and citizen participation mechanisms. The project includes a specific focus on facilitating the effective participation of vulnerable and underrepresented groups (women, youth, those living in extreme poverty, and people with disabilities), who face unique obstacles limiting their involvement in participatory processes. Nexos Locales stresses civil society participation in the Municipal Development Council (COMUDE), but also promotes other innovative social accountability mechanisms (including the Public Access to Information Law). In Year 4, the project

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refined the DEMIN tool and is using it to monitor project interventions in the Municipal Youth Offices (OMJs).

KEY ACHIEVEMENTS IN THE 18th QUARTER

 Six municipalities24 established women’s networks that were later accredited in the municipal city councils (Municipal Development Councils or COMUDE) with full rights to participate and vote on key issues (Sub-Activity Y5 2.3.2.).  Seven new youth networks25 were formed with project support (Sub-activity Y5 2.6.2.).  Nexos Locales has contributed to the creation and/or strengthening of 23 Municipal Youth Offices26 over the LOP, two27 of which were founded this quarter (Sub-activity Y5 2.6.1.).

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the eighteenth quarter for Result 2.

Activity 2.1— Conduct an entry point map.

Entry point maps that inform on key public and private actors were developed in each of the 29 original municipalities under Year 1 and for the 15 new municipalities in Year 4. No additional, discrete activities are planned under this Activity.

Activity 2.2—Train citizens so they can analyze local authority budgets and public spending.

This activity is combined with Sub-activity Y5 2.5.1. Provision of the COCODE Basic Functions Manual and Citizen’s Guide to the Budget to the 15 New Municipalities. In Q18, the project printed 375 copies of the Citizen’s Guide to the Budget (25 copies for each of the 15 new municipalities). In Q19, Nexos Locales will print the COCODE Basic Functions Manual and begin distribution and training in the COMUDE general sessions.

Activity 2.3—Build the capacity of CSOs to engage municipalities through COMUDEs.

Sub-Activity Y5 2.3.1. CSO Advocacy Support: In Q18, the three sub-grants (to the Civil Association of Western Cooperation Studies [ECO] and the Association of Organizations in the Cuchumatánes [ASOCUCH]) made the following advances with the design and implementation of activities in support CSOs in the project’s municipalities:

24 Quiche: 1) Sacapulas; 2) Uspantán; 5) San Juan Cotzal; 6) Chajul; 7) Santo Tomas Chichicastenango; and 8) Zacualpa. 25 San Marcos: 1) Tajumulco; 2) Sibinal; Huehuetenango: 3) Concepción Huista; 4) La Democracia; 5) San Antonio Huista; 6) Jacaltenango; and 7) La Libertad. 26 Huehuetenango: 1) Chiantla; 2) La Democracia; 3) Barillas; 4) Concepción Huista; 5) San Antonio Huista; 6) Jacaltenango; Quiche: 7) Sacapulas; 8) San Juan Cotzal; 9) Nebaj; 10) Cunen; 11) Uspantán; 12) Zacualpa; 13) Chichicastenango; 14) San Gaspar Chajul; San Marcos: 15) San Miguel Ixtahuacán; 16) San Lorenzo; 17) Tajumulco; 18) Sibinal; 19) San Pablo; 20) Nuevo Progreso; 21) San José el Rodeo; Quetzaltenango: 22) San Juan Ostuncalco; and 23) Concepción Chiquirichapa. 27 Huehuetenango: 1) Jacaltenango; and 2) San Antonio Huista. Page 27 of 87

ECO Quiché: In October 2018, ECO facilitated three workshops in each of the eleven municipalities28 in Quiché under project coverage. In the first workshop, “Legal Basis of Citizen Participation and Requirements for Municipal-Level Project Management”, 91 participants, representing 48 CSOs, attended. The second workshop, titled “Transparency and Rendición de Cuentas” provided information on the central government’s online platforms where citizens can access public information. This workshop consisted of hands-on exercises where participants investigated municipally funded projects using the internet and the government’s websites to acquire information. The final workshop, “Advocacy for Development”, trained participants on problem identification, proposal preparations, analysis skills, influence strategies and project formulation. By the third and final workshop, total participation consisted of 37 CSOs with 41 participants meeting the PMP requirements to be considered trainees. Key achievements include the number of youth participants exceeding the grantee’s expectations; a high level of interest from participants in receiving practical and hands-on training in advocacy; and CSOs’ increased understanding of the importance of participating and voting in the COMUDE.

ECO San Marcos/Totonicapán/Quetzaltenango: In October 2018, the grantee ECO completed the same three workshops (similarly to in Quiché) in each of the fifteen municipalities29 under project coverage in the said departments, with 61 CSOs invited to participate. Overall, 94 participants met the PMP requirements to be considered trainees. The overall number of participants in the workshops exceeded the grantee’s expectations and 47% of all participants were youth.

ASOCUCH Huehuetenango: In Q18, the grantee continued to work with the CSOs in the 17 municipalities30 to develop advocacy campaign plans (having previously completed the three workshops in Q17). The advocacy campaign plans contain eight steps that outline each CSO’s identification of a municipal-level problem, a proposed solution and a set of actions to advocate for the implementation of said solution.

By the end of Q19, all three sub-grants will have supported CSOs to develop and complete their advocacy campaign plans. These campaign plans will be compliant with USAID standards and security protocol during an election year.

Sub-Activity Y5 2.3.2. Establishment and Strengthening of Municipal Women’s Commissions and Networks: In December 2018, the two sub-grants (one to the Association for the Cooperative and Integral Development of Huehuetenango [ACODIHUE] in five municipalities31 in Huehuetenango and another to the Barbara Ford Center for Peace [BFCP] in in seven municipalities32 in Quiché), completed their work establishing and strengthening women’s commissions. La Libertad and Cuilco, both located in the department of Huehuetenango, established women’s networks and were accredited in the COMUDE with a voice and a vote. In Quiché, six new women’s

28 Quiche: 1) Chajul; 2) Cotzal; 3) Nebaj; 4) Uspantán; 5) Cunén; 6) Sacapulas; 7) San Bartolomé Jocotenango; 8) San Andrés Sajcabajá 9) Chichicastenango; 10) Santa Cruz del Quiché; and 11) Zacualpa. 29 San Marcos: 1) San Rafael Pie de la Cuesta; 2) San José el Rodeo; 3) Tajumulco; 4) Sibinal; 5) San Pablo; 6) San Miguel Ixtahuacán; 7) San Lorenzo; 8) Concepción Tutuapa, 9) Nuevo Progreso; 10) Tacana; 11) San Marcos; 12) Comitancillo; Quetzaltenango: 13) Concepción Chiquirichapa; 14) San Juan Ostuncalco; and Totonicapán: 15) Totonicapán. 30 Huehuetenango: 1) Huehuetenango; 2) Chiantla; 3) Malacatancito; 4) Cuilco; 5) San Idelfonso Ixtahuacán; 6) Concepción Huista; 7) San Antonio Huista; 8) Jacaltenango; 9) Todos Santos Cuchumatán; 10) La Democracia; 11) La Libertad 12) San Pedro Necta;13) San Juan Atitán; 14) San Sebastián Huehuetenango; 15) San Miguel Acatán; 16) San Sebastián Coatán; and 17) Barillas. 31 Huehuetenango: 1) San Sebastián Huehuetenango; 2) Cuilco; 3) La Democracia; 4) Jacaltenango; and 5) La Libertad. 32 Quiche: 1) Sacapulas; 2) Cunen; 3) Uspantán; 4) San Juan Cotzal; 5) Chajul; 6) Santo Tomas Chichicastenango; and 7) Zacualpa. Page 28 of 87

networks33 were established and accredited in the COMUDE. In Q19, ongoing TA will continue through project outreach staff in these 12 municipalities (see footnotes 8 and 9) to support creation of function manuals, POAs and project proposals.

Concurrently, project cluster staff continued to provide TA in 17 municipalities (40% of the original 29 municipalities)34 to strengthen women’s Photo 11: The Women's Network in Chiantla, Huehuetenango developed ideas commissions and networks for the formulation of their POA. where they already exist. These commissions advanced in the creation of their functions manuals, regulations and annual operating plan (POA).35

Nexos Locales outreach staff will begin technical assistance to the existing women’s commissions and to the formation of women’s commissions in the 15 new municipalities in Q19. In the case of Tacaná, San Marcos; San Andres Sajcabajá, Quiche; and Santa Cruz del Quiche, Quiche; the women’s commissions are exceptionally active and requested project support earlier in Year 4, thus demonstrating the utility of the DEMIN tool to address the specific needs of each municipal entity.

Activity 2.4—Support CSOs to implement social accountability mechanisms

Sub-Activity Y5 2.4.1. TA for Social Accountability Tools (Citizen Charter): In Q18, project technical staff made considerable advances on the Citizen Charter process in four municipalities36. Advances under the Charter include:

33 Quiche: 1) Sacapulas; 2) Uspantán; 3) San Juan Cotzal; 4) Chajul; 5) Santo Tomas Chichicastenango; and 6) Zacualpa. 34 Huehuetenango: 1) Chiantla; 2) Todos Santos Cuchumatán; 3) San Antonio Huista; 4) Concepción Huista; 5) Barillas; Quiche: 6) Santa María Nebaj; Quetzaltenango: 7) Concepción Chiquirichapa; 8) San Juan Ostuncalco; Totonicapán: 9) Santa Lucia la Reforma; San Marcos: 10) San José el Rodeo; 11) San Rafael Pie de la Cuesta; 12) San Pablo; 13) Sibinal; 14) San Miguel Ixtahuacán; 15) San Lorenzo; 16) Tajumulco; and 17) Nuevo Progreso. 35 The above paragraph describes the general implementation of the activity as outlined in the Year 5 work plan and does not refer to a particular achievement. 36 Huehuetenango: 1) Barillas; 2) La Libertad; San Marcos: 3) San Marcos; and Quetzaltenango: 4) Concepción Chiquirichapa, Quetzaltenango. Page 29 of 87

In Barillas, Huehuetenango, the working group completed the user perception survey finding that users recognize the accessibility of water but a lack of equitable distribution. Users also recognized that water is a service worth paying for and expressed a desire for improved water service provision. The working group then advanced in drafting the internal municipal policy on water before they will begin outlining the standards to be included in the Charter in Photo 12: The working group for the Citizen Charter in Q19. Given the historical context of conflict Barillas, Huehuetenango met to develop key components related to water resources (following the of the Charter. social clash over a hydroelectric plant), Nexos Locales is ensuring that all key decision-makers are involved and aware of the Charter and its advance through the development process to avoid any possible misunderstandings or conflict. Additionally, the mayor of Barillas requested the support of Nexos Locales Result 3 technicians to evaluate the urban water system (an update to the previously developed Strategic Water Investment Plan). In Q19, the project will report on the advances of this evaluation.

In San Marcos, San Marcos, the working group analyzed the findings of the user perception survey in terms of administration, operation and maintenance. Of the 167 users who completed the survey, 64% stated that the water fees they pay adequately meet the costs to provide the service (while 36% said that the service is subsidized). The results from the survey informed the working group as they began to draft the Charter in Q18. The first draft of the Charter is complete and in revision with its launch expected in Q19.

In Concepcion Chiquirichapa, Quetzaltenango the municipality expressed that it is unable to invest in creating an office to administer public services (including any restructuring of current personnel). Until the municipality has an entity that is directly responsible for public service provision, the Charter is not feasible due to the increased probability of non-compliance.

This quarter in La Libertad, Huehuetenango, the working group was formed and completed the user perception survey of the solid waste collection service. An analysis of municipal spending on the service found a 98% subsidy, demonstrating the inefficiency and areas for improvement in the provision of solid waste collection. The working group is in the process of developing the draft municipal policy and in Q19 will begin developing the Charter.

Photo 13: The working group in La Libertad, Huehuetenango Community Scorecards – No community meets to discuss the Charter. scorecards were scheduled to be completed this quarter.

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Activity 2.5—Provide technical assistance to the COCODEs through grants to CSOs.

Sub-activity Y5 2.5.1. Provision of the COCODE Basic Functions Manual and Citizen’s Guide to the Budget to the 15 New Municipalities: See Y5 Activity 2.2

Activity 2.6. Implement a strategy to strengthen youth participation in municipal decision-making.

Although Youth is a cross-cutting theme rather than an individual program result, Nexos Locales is implementing specific activities to implement its USAID-approved Youth Strategy, developed by the Iris Group, Inc. The project develops youth leadership to address the most urgent needs of youth (target group ages 15-29 years) in the Western Highlands through the following three objectives:

Objective 1: To increase the participation of youth (ages 15-29 years) in municipal level decision making within the 44 project municipalities Objective 2: To increase social and economic development projects led by and benefitting youth within the 44 target municipalities Objective 3: To create a cohesive youth network in the Western Highlands that is able to influence national level political and economic policies affecting youth

Sub-activity Y5 2.6.1- Strengthening and establishing municipal youth offices: Although this sub-activity was scheduled to begin in Q19, the project advanced ahead of schedule in transitioning the implementation from Barbara Ford Center for Peace (BFCP) to project outreach staff. In Year 4, BFCP worked to strengthen and establish municipal youth offices (OMJs) in 20 municipalities (46%)37. In Q18, 17 Municipal Youth Offices completed the following three documents: 1) Function Manuals; 2) Strategic Plans; and 3) Annual Operating Plans (POAs). In Q18, BFCP successfully advocated for the expansion of the Municipal Children’s and Adolescents Office to include youth in San Antonio Huista, Huehuetenango. Additionally, Photo 14: Project staff works in coordination with the municipality of Jacaltenango, in the grantee, BFCP, to strengthen a youth network in La Democracia, Huehuetenango. department of Huehuetenango, established a

37 Municipalities that will receive TA for OMJ strengthening are: Huehuetenango: 1) La Democracia; 2) Concepción Huista; 3) Barillas; Quiche: 4) Sacapulas; 5) Uspantán; 6) Santa María Nebaj; 7) Cunen; 8) San Juan Cotzal; 9) San Gaspar Chajul; 10) Zacualpa; Quetzaltenango: 11) San Juan Ostuncalco; San Marcos: 12) San Lorenzo; 13) Nuevo Progreso; 14) San Pablo; 15) Sibinal; 16) Tajumulco; 17) San José el Rodeo. Municipalities that will receive TA for OMJ establishment are: Huehuetenango: 18) La Libertad; 19) San Antonio Huista; and 20) Jacaltenango. Page 31 of 87

Municipal Youth Office. Nexos Locales has contributed to the creation and strengthening of 23 Municipal Youth Offices38 over the LOP. In Q19, project outreach staff will continue strengthening and establishing municipal youth offices.

Sub-activity Y5 2.6.2- Strengthening and establishing youth commissions: Although this sub-activity was scheduled to begin in Q19, the project advanced ahead of schedule in transitioning the implementation from Barbara Ford Center for Peace (BFCP) to project outreach staff. In Year 4, BFCP created 17 new youth networks39 and strengthened the three existing networks40 (as a component of the grant to BFCP in conjunction with Sub-activity Y5 2.6.1.). In Q18, four new youth networks41 were formed with project support. Next quarter, Nexos Locales outreach staff will provide direct technical assistance to strengthening and establishing youth networks and commissions.

In October, the Barillas Municipal Youth Network (Red Municipal de Juventud Barillense) in Huehuetenango was officially granted voice and vote in the Municipal Development Council (COMUDE, a form of city council). Nexos Locales coordinated with the Municipal Youth Office (OMJ, established in 2016 with project inputs) to organize a network of 12 young people advocating for more opportunities and youth-centered municipal spending. Two young women who identify as Maya Q’anjob’al are representing the youth network in the COMUDE, which has historically been a space reserved for older, male citizens to make decisions on public spending. The Barillas Municipal Youth Network is also developing a functions manual and an annual operating plan that will structure actions to maximize impact for young people in the municipality.

Photo 15: Two youth leaders were presented at the COMUDE meeting in Barillas, Huehuetenango, representing the Barillas Municipal Youth Network.

38 Huehuetenango: 1) Chiantla; 2) La Democracia; 3) Barillas; 4) Concepción Huista; 5) San Antonio Huista; 6) Jacaltenango; Quiche: 7) Sacapulas; 8) San Juan Cotzal; 9) Nebaj; 10) Cunen; 11) Uspantán; 12) Zacualpa; 13) Chichicastenango; 14) San Gaspar Chajul; San Marcos: 15) San Miguel Ixtahuacán; 16) San Lorenzo; 17) Tajumulco; 18) Sibinal; 19) San Pablo; 20) Nuevo Progreso; 21) San José el Rodeo; Quetzaltenango: 22) San Juan Ostuncalco; and 23) Concepción Chiquirichapa. 39 San Marcos: 1) San Lorenzo; 2) San Pablo; 3) Nuevo Progreso; 4) San José el Rodeo; 5) San Miguel Ixtahuacán; Quetzaltenango: 6) Concepción Chiquirichapa; 7) San Juan Ostuncalco; Huehuetenango: 8) Cuilco; 9) Chiantla; 10) Barillas; Quiche: 11) Chichicastenango; 12) Nebaj; 13) Sacapulas; 14) Uspantán; 15) Chajul; 16) San Juan Cotzal; and 17) Cunen. 40 Huehuetenango: 1) Jacaltenango; 2) San Antonio Huista; and 3) La Libertad. 41 San Marcos: 1) Tajumulco; 2) Sibinal; Huehuetenango: 3) Concepción Huista; and 4) La Democracia. Page 32 of 87

Sub-activity Y5 2.6.3. Support to Youth Advocacy Efforts Pre- and Post- Elections: Although this sub- activity was scheduled to begin in Q19, the project advanced ahead of schedule by selecting the ten municipalities42 where youth advocates will organize municipal mayoral candidate forums on youth-related issues. Municipalities were chosen based on their inclusion in the Alliance for Prosperity Plan, and the capabilities and knowledge base of the Municipal Youth Commission. In Q19, the project will begin providing TA on the forum planning process.

NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:

 CSOs across project coverage will complete Advocacy Campaign Plans.  In three municipalities, working groups will draft Citizen Charter proposals.  Project outreach staff will provide ongoing TA to OMJs and Municipal Youth Networks.

RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES

Background: The health, economic, and social consequences of water deficits in both quantity and quality for all users and for the environment are enormous. As a result, U.S. foreign assistance prioritizes assisting communities in tangible and substantive ways related to water. Nexos Locales, in line with Feed the Future and global health initiatives, supports municipalities to increase the quality of potable water in 44 prioritized municipalities. Through these actions, Nexos Locales is contributing to the improvement of nutrition and health indicators in the Western Highlands. Additionally, the close relationship between water resource management and good governance practices provides a space for Nexos Locales to strengthen the capacity of water authorities and related institutions not only in delivering potable water, but doing so in a transparent fashion.

Nexos Locales’ approach to achieving this result focuses on increasing access to safe water, particularly for the most disadvantaged populations, by strengthening service providers’ capacity. Activities under this result are helping municipalities to assess risks, devise plans, and take actions that improve service coverage and reduce hydrological risks. By improving municipal provision of water services, citizens’ confidence in their municipal authorities will increase, as will citizens’ socioeconomic well-being. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Water and Sanitation Offices (OMAS).

KEY ACHIEVEMENTS IN THE 18th QUARTER

 One43 Municipal Water and Sanitation Office (OMAS) was established and two44 were institutionalized (Sub-Activity Y5 3.2.1.).

42 Huehuetenango: 1) Chiantla; 2) La Libertad; 3) Barillas; Quiche: 4) Nebaj; 5) Chichicastenango; 6) San Gaspar Chajul; 7) Santa Cruz del Quiche; Totonicapán: 8) Totonicapán; San Marcos: 9) San Marcos; and 10) Tacana. 43 Huehuetenango: 1) San Miguel Acatan; 44 Huehuetenango: 1) Huehuetenango; and 2) Chiantla. Page 33 of 87

 Nexos Locales financed the participation of 14 municipal authorities hailing from six municipalities45 in the Second National Congress of OMAS (Sub-Activity Y5 3.2.1.).  Three municipalities46 installed a water chlorination system, which is a low-cost method to ensure the proper application of chlorine to municipal water tanks and eliminates human error, which often leads to overuse or underuse of chlorine (Sub-Activity Y5 3.2.2.).  Four municipalities47 made investments in infrastructure geared towards improving water service provision and water quality as outlined in the project-developed Municipal Water Sustainability Plans (Sub-Activity Y5 3.2.2.).  In Sibinal, San Marcos, the municipality financed and produced videos featuring youth leaders to accompany the Nexos Locales-developed radio spots to increase awareness about water chlorination and service fees (Sub-Activity Y5 3.2.3.).

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the eighteenth quarter under Result 3.

Activity 3.1—Map water sector stakeholders.

This activity was completed in Year 1 for the original 29 municipalities and in Year 4 for the 15 new municipalities.

Activity 3.2—Provide technical assistance to municipalities to improve water service delivery.

Sub-Activity Y5 3.2.1 Establishment and Strengthening of OMAs: This quarter, technical assistance to the Municipal Water and Sanitation Office (OMAS) emphasized three key areas to improve OMAS’ performance against the DEMIN:

Governance: Three48 OMAS were established in Q18. In San Miguel Acatán, Huehuetenango the municipality established an OMAS. In Huehuetenango and Chiantla (both located in the department of Huehuetenango), Nexos Locales Photo 16: Staff of the newly established OMAS of San Miguel advocated for the creation of legal Acatán, Huehuetenango conduct water quality testing.

45 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) La Libertad; San Marcos: 4) Concepción Tutuapa; Quiche: 5) San Juan Cotzal; and Totonicapán: 6) Totonicapán. 46 Huehuetenango: 1) San Sebastián Huehuetenango; 2) San Ildefonso Ixtahuacán; and San Marcos: 3) Comitancillo. 47 Huehuetenango: 1) Concepción Huista; 2) San Miguel Acatan; 3) Barillas; and Quiché: 4) Uspantán. 48 Huehuetenango: 1) San Miguel Acatan; 2) Huehuetenango; and 3) Chiantla. Page 34 of 87

documents to solidify the already existing OMAS-equivalent offices. While these two entities were functioning, they lacked the legal foundation and justification for their existence. By supporting municipalities to develop and properly archive such essential documents, the project is reducing a local government’s susceptibility to sanctions and the future elimination of such offices. In San Sebastian Coatan, in the department of Huehuetenango, the municipality created its first water regulation to outline the municipality’s management of water service provision. In Chichicastenango, Quiché, and Barillas, Huehuetenango, Nexos Locales provided TA as the water offices updated the municipal water regulations.

Capacity Building: On November 28th and 29th, 2018, Nexos Locales financed the participation of 14 municipal authorities hailing from six municipalities49 in the Second National Congress of Municipal Water and Sanitation Offices (OMAS). The conference provided OMAS coordinators the opportunity to share best practices on water quality standards, infrastructure, and municipal water management. The mayor of San Miguel Ixtahuacán, San Marcos was a keynote speaker who highlighted how improving municipal water management improves the service provision for citizens. The project selected participating municipalities based on their inclusion in the A4P plan, political will and/or prioritizing municipalities that do not currently have an OMAS. La Red de Agua Potable y Saneamiento de Guatemala (RASGUA) and ANAM organized the Congress, with additional organizations including Helvetas, Water for People and MANCUERNA.

Photo 17: Participants at the Second National Congress of OMAS.

Institutional Strengthening: This quarter Nexos Locales provided TA to the OMAS to improve the municipalities’ chlorination processes by monitoring water chlorination systems and evaluating methods to improve water quality. In San Juan Cotzal, Quiché, the project worked in conjunction with the OMAS to develop a document analyzing alternative techniques for improving water

49 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) La Libertad; San Marcos: 4) Concepción Tutuapa; Quiche: 5) San Juan Cotzal; and Totonicapán: 6) Totonicapán. Page 35 of 87

quality. By strengthening the OMAS’ technical knowledge on water quality issues, the project is bolstering the institution’s long-term ability to continue improving water quality.

In Q19, the project will continue to provide technical assistance to the OMAS in the areas of governance, capacity building and institutional strengthening to improve performance against the DEMIN.

Sub-Activity Y5 3.2.2. Implementation of Strategic Investment Plans: In Q18, Nexos Locales supported municipalities as they advanced with the implementation of their strategic water investment plans (developed in Years 2 through 4 of the project). Progress was made in the following areas:

Water Quality Improvements: In Q18, three municipalities50 installed a water chlorination system, which is a low-cost method to ensure the proper application of chlorine to municipal water tanks and eliminates human error, which often leads to overuse or underuse of chlorine. Although water chlorination systems are not typically a significant financial investment, they do represent a municipality’s political will and dedication to seeking methods for continuously improving water quality readings in their municipality. In the municipality of Chajul, Quiché, the local authorities signed an agreement to install a water chlorination system as the initial step to implement regulated chlorination in the urban water tanks for the first time.

Institutional Strengthening and Capacity Building: In five municipalities,51 the OMAS began charting GPS points to develop maps of the urban water system. These maps will serve to increase awareness of the exact make-up of the water system (types of tubing, line connections, and keys) that will result in more efficiency when maintenance is required. The project expects these maps to be completed by Q19. In Santa Cruz del Quiché, Quiché, Nexos Locales trained municipal personnel (OMAS, Forestry Office, and the Environment Management Office) on the protection of natural spring water/recharge zones through soil conservation and reforestation. Lastly, (as mentioned in Y5 Sub-Activity 2.4.1.) the mayor of Barillas, Huehuetenango requested the support of Nexos Locales Result 3 technicians to evaluate the urban water system (an update to the previously developed Strategic Water Investment Plan). In Q19, the project will report on the advances of this evaluation.

Environmental Management: In the municipality of Chichicastenango, Quiché, the OMAS coordinated the construction of a massive tree nursery to meet the need for saplings to reforest and help to conserve the water recharge areas.

Governance: In Sacapulas, Quiché, the municipality completed the installation of water meters in the urban center. The meters will measure water usage and charge households and businesses according to their consumption, contributing to reduced subsidies and to increased water service provision.

Infrastructure: This quarter, four municipalities52 made investments in infrastructure geared towards improving water service provision and water quality. Notably in Concepcion Huista, the

50 Huehuetenango: 1) San Sebastián Huehuetenango; 2) San Ildefonso Ixtahuacán; and San Marcos: 3) Comitancillo. 51 San Marcos: 1) San Rafael Pie de la Cuesta; Huehuetenango: 2) La Libertad; 3) La Democracia; 4) San Pedro Necta; and 5) San Ildefonso Ixtahuacán. 52 Huehuetenango: 1) Concepción Huista; 2) San Miguel Acatan; 3) Barillas; and Quiché: 4) Uspantán. Page 36 of 87

municipality financed the construction of a sand-removal system. Other investments in infrastructure emphasized maintenance and upkeep of the current systems.

Planning: In Q18, Nexos Locales supported municipalities to develop more detailed plans based on the larger Strategic Investment Plan. These plans included: 1) Water Quality Monitoring Plans; 2) Natural Spring Plans; and 3) Water Meter Registry Plans. These plans provide a structure to OMAS actions around water quality, conservation and service provision. While not all municipalities developed or intend to develop these plans (constringent on municipal context), the R3 technicians worked with the OMAS depending on each municipalities’ particular needs.

In Q19, the project will continue to provide support as municipalities implement their Strategic Investment Plans.

Sub-Activity Y5 3.2.3. Further Disseminate Water Messages: In Q18, the project continued TA to OMAS and municipal communicators as they implemented their radio spot publicity plans. In Sibinal, San Marcos, the municipality financed and produced videos to accompany the Nexos Locales-developed radio spots featuring youth leaders. In three municipalities,53 the OMAS designed and printed large vinyl signs to hang outside, informing the population of citizens’ responsibilities to pay water fees. In Q19, the project will continue ongoing technical support as needed.

Activity 3.3—Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.

See sub-activity Y5 5.4.1 for more details.

NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:

 Ongoing technical assistance to the OMAS to improve their performance against the DEMIN.  Ongoing technical assistance as the municipalities implement their Strategic Water Investment Plans.

RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT

Background: Result 4 addresses Feed-the-Future (FtF) objectives by building municipal capacity to improve food security and local economic development. The project collaborates closely with the Presidential Secretariat of Women (SEPREM) at the national and departmental level, as well as with the DMMs (formally municipal women’s offices –OMMs-), SESAN (at all levels), and the

53 Quiche: 1) Zacualpa; 2) Chichicastenango; and Huehuetenango: 3) San Miguel Acatán. Page 37 of 87

Ministry of Health to advance municipal policies and programs that address food security. The local economic development councils are primary partners toward economic development. Integration of both areas occurs through collaboration with mayors, their municipal councils, and USAID partners.

In Year 1, Nexos Locales conducted rapid assessments on the OMMs and food security and nutrition (SAN) Situation Rooms and undertook an in-depth assessment of local economic development and food security needs across all project municipalities, resulting in a comprehensive report on local economic development and food security for each of the original 29 municipalities. In Year 2, Local Economic Development (LED) plans were developed for the 29 original municipalities, and a comprehensive series of training and technical assistance was provided to all Municipal Women’s Office (OMM) coordinators. Year 3 saw the implementation of the LED plans in 15 municipalities and the establishment and strengthening of the municipal Commissions for Economic Development, Tourism, Environment and Natural Resources (COFETARNs) in all 29 original municipalities. Additionally, in Year 3 the project supported the transition of OMMs to Municipal Women Directorates (DMMs) in all 29 municipalities. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Women’s Directorates (DMMs), Commissions for Economic Development, Tourism, Environment, and Natural Resources (COFETARN), and the Municipal Local Economic Development Offices (OMDEL).

KEY ACHIEVEMENTS OF THE 18TH QUARTER

 Through Nexos Locales’ coordination, the municipalities of Nebaj and Cunén, both located in the department of Quiché, passed municipal agreements committing to a public- private partnership (PPP) with PRODERT- Helvetas (Sub-Activity Y5 4.3.2.).  Four projects54, designed by the DMMs were assigned a SNIP code this quarter, thus ensuring municipal financing in 2019 (Sub-Activity Y5 4.1.1.).  All 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT plans) were completed and will be published on the project website early next quarter (Sub-Activity Y5 4.3.1.).

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the eighteenth quarter for Result 4.

Activity 4.1—Build the capacity of the Municipal Women’s Office to support the design and implementation of municipal plans to address food security and nutrition.

Sub-Activity Y5 4.1.1. Follow-on TA for DMMs: Although this sub-activity was scheduled to begin in Q19, project cluster staff provided TA to the Municipal Women’s Directorates (DMMs) ahead of schedule. As the DMMs designed and advocated for the allocation of DMM-specific funds to be included in the 2019 municipal budget, the project’s TA complemented the pressing needs of DMM directors as they defended their proposed budget before the Municipal Council. Also, as a continuation of Year 4 TA, the figure below outlines newly assigned SNIP codes for DMM projects:

54 San Marcos: 1) Comitancillo; 2) San Lorenzo; Quetzaltenango: 3) Concepción Chiquirichapa; and Huehuetenango: 4) Concepción Huista. Page 38 of 87

Table 1: SNIP Codes Q18

No. of SNIP N. Municipality Department Project Name Amount Beneficiaries No.

Subsidies for women’s 1 Comitancillo San Marcos groups participating in Q70,000.00 2400 women 0211464 new-skills workshops Subsidies for women’s 2 Comitancillo San Marcos groups participating in Q70,000.00 2400 women 0229073 new-skills workshops Strengthening the Concepcion technical assistance to 3 Quetzaltenango Q75,000.00 250 women 0231170 Chiquirichapa women coordinated with the DMM Materials for clothing 4 Concepcion Huista Huehuetenango Q30,000.00 400 women 0231592 production

In Q19, outreach staff will provide technical assistance aligned with advancing the DMM in the DEMIN through institutional strengthening and capacity building.

Activity 4.2—Coordinate with municipalities to establish and operate food security situation rooms

Sub-Activity Y5 4.2.1. TA for Establishment and Implementation of the SAN Situation Rooms: In Q18, no significant advances were made implementing the SAN Situation Rooms due to SESAN’s internal processes needed to approve the final version of the guide to the online SAN Situation Room platform. Nexos Locales will continue to be on stand-by and respect the systems of SESAN as they validate the guide for nationwide use. Additionally, the project will continue participating in

the SAN Situation Rooms working Photo 18: COFETARN members discuss essential topics for inclusion in group with SESAN, Biodiversity, the the LED/CC sections of the PDM-POT in Tacaná, San Marcos. Food and Agriculture Organization (FAO) and the Tropical Agricultural Research and Higher Education Center (CATIE), to provide ongoing oversight of implementation. Per the Year 5 work plan Nexos Locales’ assistance is monitoring how the software tool is being implemented in the COMUSAN through Y5 Sub-Activity 1.3.1.

Activity 4.3—Help municipalities develop LED plans.

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Sub-Activity Y5 4.3.1. Implementation of LED Plans and Policies: This quarter, Nexos Locales technical assistance to the Municipal Local Economic Offices (OMDELs) and the Commissions for Economic Development (COFETARN) emphasized methods to improve performance against the DEMIN. In Q18, all 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT55 plans) were completed and will be published on the project website early next quarter. R4/5 technicians invested substantial time collaborating with the COFETARNs in the 15 new municipalities to draft the diagnostics and plans, which outline key economic activities to be implemented over the next five years (2019-2023). The emphasis this quarter was advocating for SEGEPLAN and the respective COFETARNs to complete the plans, however, key advances in the previously developed LED plans included: Photo 19: Local vendors at the Malacatancito fair. Jacaltenango, Huehuetenango: The COFETARN coordinated with hibiscus flower growers to develop a business plan which will serve to increase producer’s access to a broader and more lucrative market. The plan will be completed in Q19.

Malacatancito, Huehuetenango: On November 16, 2018, over 150 producers promoted and sold their fruits, organic vegetables, artisan crafts, weavings, cheese, and materials for Mayan ceremonies at a local fair. The COFETARN organized the event with the purpose of increasing local economic development by raising awareness of locally produced goods. Nexos Locales participated and provided TA to the COFETARN as they led the event. Per the LED plan in Malacatancito, this event is scheduled to repeat annually.

Photo 20: Scene from the fair in Malacatancito, Huehuetenango.

55 In Q2 of Y4, SEGEPLAN requested Nexos Locales to integrate its development and implementation of local economic development plans into its current processes of Municipal Land Use Planning, which is called PDM-POT (Proceso de Actualizacion y Alineamiento de Planes Municipales de Desarollo a Plan de Ordenamiento Territorial). As such, in Q3 of Y4, Nexos Locales altered its approach to this Activity, along with Result 5 Activity 5.2 and Sub-activity 5.3.1. by working closely with SEGEPLAN, the United Nations Development Programme (UNDP)’s Conjunto program, and relevant municipalities to develop local economic development (LED) and climate change adaptation plans integrated into the PDM-POTs. Page 40 of 87

Barillas, Huehuetenango: On November 14, 2018, the COFETARN of Barillas organized a Fair Trade Agricultural and Artisanal Expo where 100 local growers and artisans promoted and sold their products (with a self-reported sales total of Q10,000 from 17 vendors). Overall, 500 people attended the open-air event and it demonstrated the municipality’s interest in becoming a ‘Fair Trade Town’ (a title given by the Latin American and Caribbean Network of Fair Trade Small Producers and Workers [CLAC]). Nexos Locales participated and provided TA to the COFETARN as they led the event. Per the LED plan in Barillas, this event is scheduled to repeat annually.

Sub-Activity Y5 4.3.2. STTA in Public-Private Partnerships: In Q18, the municipalities of Nebaj and Cunén, both located in the department of Quiché, passed municipal agreements committing to a public-private partnership with PRODERT- Helvetas. Nexos Locales connected the municipalities and PRODERT, following the project’s development of Local Economic Development Plans in 2016. In Nebaj, the municipality committed to funding Q150,000 (paired with PRODERT’s Q270,000) to implementing the LED plan emphasizing agro-tourism. In Cunén, the municipality committed to funding Q300,000 (paired with PRODERT’s Q540,000) to implementing the LED plan emphasizing ‘atol’ flour production. In Q19 Nexos Locales will continue to provide technical assistance as the process of implementing the LED plans advances.

Activity 4.4—Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.

See Activity 4.3

NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:

 Provide ongoing TA to OMDELs and COFETARNs as they implement the Local Economic Development Plans.  Continued TA to increase DMMs’ institutional strength and capacity.

RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS.

Background: Nexos Locales is employing an awareness-capacity-action framework to reduce climate change vulnerability. At the municipal level, Nexos Locales: 1) builds municipalities’ knowledge of climate stressors and of adaptation measures (awareness); 2) improves municipalities’ ability to select and prioritize adaptation measures, mobilize resources—own-source revenues, donor, national, or otherwise—to implement adaptation measures, and manage disaster risk (capacity); and 3) helps municipalities develop and implement adaptation plans—whether standalone or integrated into municipal development plans (action). At the community level, Nexos Locales: 1) improves citizen knowledge of climate stressors (awareness); and 2) increases community groups’ ability to contribute in a collaborative fashion to municipal planning processes Page 41 of 87

on the topic of climate change (capacity). Because there is a direct and significant link between this result and Result 4, Result 5 activities support, either directly or indirectly, the achievement of Result 4.

Given that close inter-dependency between climate change adaptation and economic development, all Result 5 activities will now be implemented under Result 4 contracting mechanisms and supervision. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Commissions for Economic Development, Tourism, Environment, and Natural Resources (COFETARN).

KEY ACHIEVEMENTS IN THE 18th QUARTER

 The inter-municipal watershed management commission56 completed two main steps to implementing the watershed management plan (Sub-Activity Y5 5.3.2.).  All 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT plans) were completed and will be published on the project website early next quarter (Sub-Activity Y5 5.3.1.).

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the eighteenth quarter for Result 5.

Activity 5.1—Improve municipalities’ awareness of climate stressors and of adaptation measures.

No additional efforts under this Activity are planned from Year 5 through the remainder of the LOP.

Activity 5.2—Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate change adaptation measures, mobilize resources, and respond to emergencies.

As mentioned under Sub-activity Y5 4.3.1., this activity contributes to the development of PDM- POT plans developed in the new municipalities.

Activity 5.3—Assist municipalities with developing and implementing adaptation plans and joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.

Sub-Activity Y5 5.3.1. Implementation of Adaptation Plans: This quarter, project-provided technical assistance to the Commissions for Economic Development (COFETARN) emphasized not only methods to improve performance against the DEMIN but to also advance with the implementation of the Climate Change Adaptation (CCA) Plans in the 28 original municipalities. In Q18, all 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT plans57) were completed and will be published on the project website

56 Quetzaltenango: 1) San Juan Ostuncalco; and 2) Concepción Chiquirichapa. 57 In Q2 of Y4, SEGEPLAN requested Nexos Locales to integrate its development and implementation of local economic development plans into its current processes of Municipal Land Use Planning, which is called PDM-POT (Proceso de Actualizacion y Alineamiento de Planes Municipales de Desarollo a Plan de Ordenamiento Territorial). As such, in Q3 of Y4, Nexos Locales altered it approach this Activity, Page 42 of 87

early next quarter. R4/5 technicians invested substantial time collaborating with the COFETARNs in the 15 new municipalities to draft the diagnostics and plans, which outline key environmental activities to be implemented over the next five years (2019-2023). The emphasis this quarter was advocating for SEGEPLAN and the respective COFETARNs to complete the plans, however, key advances in the previously developed Climate Change Adaptation plans included:

Barillas, Huehuetenango: This quarter the COFETARN continued to expand the Municipal Tree Nursery to meet the needs of reforestation projects which play an essential role in the implementation of the ACC plan.

Chajul, Quiché: The COFETARN created and received approval of the Municipal Solid Waste Regulation, which was outlined as a key action in the ACC plan. This document formalizes the municipal system of solid waste collection and processing service provision. In Q19, the COFETARN will complete the solid waste treatment plant plan using funds from the municipality.

Cunén, Quiche: In Q18, the COFETARN created a Municipal Water Protection Regulation that will be presented to the Municipal Council in Q19. The objective of this regulation is to provide formal guidelines on the management and conservation of the municipal water springs as a means of protecting potable water over time. This action is prioritized in Cunen’s ACC plan.

Sub-Activity Y5 5.3.2 Implementation of Watershed Management Plans: In Q18, the inter-municipal watershed management commission in Concepcion Chiquirichapa and San Juan Ostuncalco, completed two main steps to implementing the watershed management plan. First, the commission terraced an acre of land to reduce soil loss and erosion in the watershed. Second, the commission cleared three miles of control lines to prevent the possible spread of wildfires (the dry season in Guatemala leaves forestland exceptionally vulnerable to fires). Next quarter, the project will continue to support the commission as it Photo 21: An alternative agricultural training in Sacapulas, Quiche was coordinated with PROINNOVA and the implements actions in 2019. COFETARN, based in the Nexos-developed CCA Plan. Activity 5.4—Build citizen knowledge of climate stressors so they are better able to participate in municipal Photo 22: The mayor of Nebaj, Quiche officially creates the planning. OMRRHH.Photo 23: An alternative agricultural training in Sacapulas, Quiche was coordinated with PROINNOVA and the This activity was completed under Years 1 COFETARN, based in the Nexos-developed CCA Plan. through 3.

along with Result 5 Activity 5.2 and Sub-activity 5.3.1. by working closely with SEGEPLAN, the United Nations Development Programme (UNDP)’s Conjunto program, and relevant municipalities to develop local economic development (LED) and climate change adaptation plans integrated into the PDM-POTs.

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NEXT STEPS During the next quarter, Nexos Locales’ principal activities for the Result will include:

 Continued TA to the COFETARNs in all 43 municipalities as they implement their CCA Plans (in some cases nestled into the PDM-POT).  Ongoing support to the inter-municipal watershed management commission in Concepcion Chiquirichapa and San Juan Ostuncalco (both located in the department of Quetzaltenango).

RESULT 6: CAPACITY INCREASED FOR THE NATIONAL ASSOCIATION OF MUNICIPALITIES (ANAM) AND/OR THE GUATEMALAN ASSOCIATION OF INDIGENOUS MAYORS AND AUTHORITIES (AGAAI) TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE, INCLUDING MUNICIPAL CRIME PREVENTION PLANS.

Background: Providing technical assistance to ANAM and/or AGAAI is critical to ensuring sustainability of municipal interventions and to build upon earlier USAID investments. A strong municipal association will be well positioned to continue supporting targeted municipalities and replicate successful models beyond the life of the project. The Nexos Locales approach to Result 6 involves 1) implementing interventions that address each association’s unique needs and development status, and 2) building upon the technical and financial assistance that the associations have received to date from a range of international donors, including USAID under the prior Local Governance Project. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Human Resources Offices (OMRRHH).

KEY ACHIEVEMENTS IN THE 18TH QUARTER

 On October 23, 2018, with the support of Nexos Locales and the National Association of Municipalities (ANAM), the municipal career civil service bill passed the first reading before the plenary in the Guatemalan Congress (Sub-Activity Y5 6.1.4.).  In Q18, Nexos Locales (through a grant to ANAM) supported 20 municipalities58 to establish Municipal Human Resource Offices (OMRRHH) by signing a municipal office creation agreement (Sub-Activity Y5 6.1.5.).

58 Huehuetenango: 1) Todos Santos Cuchumatán; 2) Concepción Huista; 3) San Antonio Huista; 4) Cuilco; 5) San Sebastián Huehuetenango; 6) San Juan Atitán; 7) San Ildefonso Ixtahuacán; Quiche: 8) Nebaj; 9) Cotzal; 10) Sacapulas; 11) San Bartolomé Jocotenango; 12) San Andrés Sajcabajá; San Marcos: 13) Nuevo Progreso; 14) San Rafael Pie de la Cuesta; 15) San Lorenzo; 16) Tajumulco; 17) Sibinal; 18) Tacana; 19) Concepción Tutuapa; and 20) Comitancillo. Page 44 of 87

 Four CAIs59 have been accredited with voice and vote in the COMUDE (Sub-Activity Y5 6.1.6.).

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the eighteenth quarter for Result 6.

Activity 6.1—Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction.

Sub-Activity Y5 6.1.1. Development of Online Training Materials for Municipal Management: Nexos Locales awarded a grant to ANAM in mid-December for the development of online training materials for municipal management. ANAM is currently in the design phase and selection process of choosing useful topics for the online training materials. In Q19, ANAM will have a list of the selected topics and will begin developing scripts for the video tutorials and capsules.

Sub-Activity Y5 6.1.2. Implementation of the AGAAI TA Plans: AGAAI has not expressed any unexpected need for institutional strengthening to Nexos Locales. The project will continue to inform USAID if this status changes.

Sub-Activity Y5 6.1.3. Best Practices Workshops: Although this sub-activity was scheduled to begin in Q19, ANAM made significant advances to expand the Best Practices Workshops this quarter. In October, ANAM announced via its social media platforms that it would be receiving applications from municipalities who wished to exhibit Municipal Best Practices and to compete for recognition at the ANAM awards ceremony (held annually to recognize exceptional municipal management). After reviewing and ranking the applications, 150 municipalities were recognized at ANAM’s 2018 year-end gala. Of the 150, 18 municipalities60 under Nexos Locales’ project coverage received recognition. ANAM categorized best practices into 25 areas and project municipalities’ categories included: 1) Citizen Participation, Participatory Budgeting and Social Auditing; 2) Water and Sanitation; 3) LED Offices and Increase in Private Investment; 4) Municipal Policies on Gender Equality and Equity; 4) Violence Prevention and Community Participation; 5) Transparency and Access to Public Information; 6) Municipal Policies to Increase Tourism; 7) Municipal Planning, Administrative Management and Human Resources; 8) Social Communication and Institutional Image; 9) Municipal Policies on Education; 10) Cooperation Management; and 11) Art and Culture Promotion. ANAM will use this database of 150 Best Practices to choose what topics will be highlighted in the Best Practices Workshops scheduled for later in Year 5. This expansion of the Best Practices concept demonstrates ANAM’s ownership of this sub-activity and their willingness to adapt the activity to better fit their institutional goals.

Sub-Activity Y5 6.1.4. Advocacy for Career Municipal Service: On October 23, 2018, with the support of Nexos Locales and the National Association of Municipalities (ANAM), the municipal

59 Huehuetenango: 1) Concepción Huista; Quiche: 2) San Gaspar Chajul; 3) Sacapulas; and 4) San Pedro Jocopilas. 60 Huehuetenango: 1) Malacatancito; 2) Cuilco; 3) San Juan Atitán; 4) La Libertad; 5) Chiantla; 6) Todos Santos Cuchumatán; 7) Jacaltenango; 8) Huehuetenango; Quiche: 9) Santa Cruz del Quiche; 10) Cunen; 11) Uspantán; 12) Chichicastenango; 13) Sacapulas; 14) Nebaj; San Marcos: 15) Tajumulco; 16) San Miguel Ixtahuacán; Quetzaltenango: 17) San Juan Ostuncalco; and Totonicapán: 18) Totonicapán. Page 45 of 87

career civil service bill passed the first reading before the plenary in the Guatemalan Congress. This is a significant milestone because most bills that do not pass the first reading ultimately do not become legislation; passing the first reading means that the bill has enough support and momentum in the Guatemalan Congress. The commission of Municipal Affairs is currently reviewing the bill, and should they vote in favor of the bill, it will proceed to the next level of the legislative process, the second plenary reading. The municipal career civil service bill seeks to establish clear qualifications and pay-scales for municipal workers, establishing a career in public administration, thus reducing high turnover and strengthening institutional memory for improved local government. In Q19, Nexos Locales will continue to work with congressional representatives through ANAM on the municipal career civil service bill.

Figure 2: The Municipal Career Service Law Approval Process

Sub-Activity Y5 6.1.5. TA for Establishment and Strengthening of municipal Human Resource Offices: In Q18, Nexos Locales (through a grant to ANAM) supported 20 municipalities61 to establish Municipal Human Resource Offices (OMRRHH) by signing a municipal office creation agreement. This is the first administrative step which provides the legal basis for

Photo 24: The mayor of Nebaj, Quiche officially creates the OMRRHH. 61 Huehuetenango: 1) Todos Santos Cuchumatán; 2) Concepción Huista; 3) San Antonio Huista; 4) Cuilco; 5) San Sebastián Huehuetenango; 6) San Juan Atitán; 7) San Ildefonso Ixtahuacán; Quiche: 8) Nebaj; 9) Cotzal; 10) Sacapulas; 11) San Bartolomé Jocotenango; 12) San Andrés Sajcabajá; San Marcos: 13) Nuevo Progreso; 14) San Rafael Pie Photode la Cuesta;25: The 15 Nebaj) San LorenzoYouth Policy; 16) workingTajumulco; gro up17) (Nebaj,Sibinal; 18Quiche).) Photo Tacana; 19) Concepción Tutuapa; and 20) Comitancillo. 26 : The mayor of Nebaj, Quiche officially creates the OMRRHH. Page 46 of 87

assigning a budget, personnel, a physical space and equipment to the OMRRHH. Overall, 37 municipalities under this grant have established OMRRHHs (17 of which were established prior to project interventions in this area). ANAM’s eight consultants operate on a regional basis and provide direct TA to municipal authorities as they advance to improve performance against the DEMIN. TA will continue in Q19.

Sub-Activity Y5 6.1.6. Strengthening Indigenous Authorities: In Year 4, Nexos Locales awarded a grant to AGAAI to strengthen Indigenous Authorities through the creation of Consejos de Autoridades Indígenas (CAIs). By the end of Year 4, 18 CAIs62 were created, and of those 1263 were presented and recognized by the general COMUDE as an official organization within the municipality. Lastly, four CAIs64 have been accredited with voice and vote in the COMUDE. In Q18, TA supported CAIs to move forward administratively, advocating for accreditation in the COMUDE. AGAAI will complete the work on this grant in Q19.

Additionally, Nexos Locales created an in-house committee to discuss methods to increase the project’s cultural pertinence on indigenous issues. The objective is to ensure project activities are being implemented with the highest level of sensitivity to the needs of indigenous peoples. Nexos Locales will continue to keep USAID informed of any programming or implementation updates made to achieve this objective.

NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:

 ANAM will begin planning the Best Practices Workshops with limited support from Nexos Locales  ANAM will provide ongoing TA to municipalities to establish OMRRHH and to complete the necessary administrative processes to establish a well-organized municipal entity.  AGAAI will provide ongoing TA to CAIs to advocate for their accreditation in the COMUDE.

62 Huehuetenango: 1) Concepción Huista; 2) San Sebastián Huehuetenango; 3) San Juan Atitán; 4) Santa Bárbara; 5) San Juan Ixcoy; Quiche: 6) Chajul; 7) Sacapulas; 8) Nebaj; 9) San Juan Cotzal; 10) San Andrés Sajcabajá; 11) San Pedro Jocopilas; 12) Zacualpa; Totonicapán: 13) Santa Lucia la Reforma; 14) Totonicapán; Quetzaltenango: 15) Concepción Chiquirichapa; 16) Olintepeque; San Marcos: 17) San Miguel Ixtahuacán; and 18) Tacana. 63 Huehuetenango: 1) Concepción Huista; 2) San Juan Atitán; 3) Santa Bárbara; Quiche: 4) San Gaspar Chajul; 5) Sacapulas; 6) San Juan Cotzal; 7) San Andrés Sajcabajá; 8) San Pedro Jocopilas; Totonicapán: 9) Santa Lucia La Reforma; Quetzaltenango: 10) Concepción Chiquirichapa; San Marcos: 11) San Miguel Ixtahuacán; and 12) Tacana. 64 Huehuetenango: 1) Concepción Huista; Quiche: 2) San Gaspar Chajul; 3) Sacapulas; and 4) San Pedro Jocopilas. Page 47 of 87

ADDITIONAL ACTIVITIES

Nebaj Youth Policy- On October 16, 2018, Nexos Locales began collaborating with the Municipality of Nebaj, Quiche, to develop a municipal youth policy. According to the Ministry of Health in the Ixil area, 13 youth suicides were reported in Nebaj in the first seven months of 2018, which nearly reaches the 15 reported in all of Photo 27: The Nebaj Youth Policy working group (Nebaj, Quiche). 2017. The mayor responded by requesting the technical assistance Photo 28: Women leaders from Concepcion Chiquirichapa and Panajachel shared best practices in of Nexos Locales December.Photo 29: The Nebaj Youth Policy working group (Nebaj, Quiche). and several organizations65 in drafting a municipal youth policy that can address potential causes for this occurrence and prevent future suicides. Over the course of Q18, Nexos Locales co-facilitated three workshops with 25 youth participants in each workshop to develop the municipal youth policy. Next quarter, Nexos Locales will continue to support the development of the municipal youth policy in Nebaj and anticipates its validation and approval by the Municipal Council.

IUSI Support to Chajul- On October 11th, 2018, Nexos Locales trained the mayor and his council in Chajul, Quiché on the collection of the impuesto unico sobre inmuebles (IUSI, a form of income tax). This training was specifically requested by the mayor as a follow-on session to an earlier Year 4 workshop for all project municipalities coordinated by the project in August. In Chajul, Quiché, the municipality has not been collecting the IUSI payment and is seeking to increase its own-source revenue by enforcing the payment of this tax, especially with large plantations in the area. At the end of the training session, the participants assigned a delegate to manage IUSI payments and the council voted and approved a functions manual to guide the implementation of the IUSI payments. Nexos Locales promotes sustainable methods for municipalities’ to increase own-source revenue as a means for increased local development by providing individualized technical assistance.

65 Including: 1) AGAAI; 2) Paz Joven; 3) Save the Children; 4) Conjunto; and 5) the Municipal Youth Office of Nebaj. Page 48 of 87

DMM Collaboration- On December 13th, 2018, Nexos Locales and the municipality of Concepción Chiquirichapa, Quetzaltenango hosted 35 women from the municipality of Panajachel, Sololá, whom at their own initiative and expense, requested a conference to share experiences of advocacy in local governance. The Municipal Women’s Directorates (DMMs) from both municipalities presented on key achievements, mainly projects designed and implemented in coordination with the Municipal Women’s Commissions. Nexos Locales provided technical sessions on the municipal budget cycle, online transparency portals and the Citizen Charter. The idea for the conference was borne by the municipality of Panajachel who had reached out to Nexos Locales due to the project's recognized work with the DMMs in the Western Highlands. This conference

Photo 30: Women leaders from Concepcion Chiquirichapa and Panajachel shared best practices in demonstrated December. the value of coordinating with other municipalities to expand knowledge, sustainability of Nexos Locales' work with the DMMs, and strengthen the network and solidarity of women working at the municipal level to pursue increased visibility of the needs of women and an allocation of funds to address thosePhoto needs. 31: Women leaders from Concepcion Chiquirichapa and Panajachel shared best practices in December.

Coordination with the Fiscal and Procurement Reform Project (FPRP)- This quarter, FPRP approached Nexos Locales to examine areas for collaboration with implementing the Municipal Pilots of the Annual Contracting and Purchasing Plan (Plan Anual de Compras y Contrataciones [PACC]). Nexos Locales will provide support in the five municipalities66 under the pilot program, which fall under project coverage. In Q19, the project will provide an update on specific actions conducted with FPRP, Urban Municipal Governance (UMG) and Creating Economic Opportunities (CEO) as partners in this collaboration.

66 Huehuetenango: 1) La Libertad; Quiche: 2) Santa Cruz del Quiche: 3) Chichicastenango; San Marcos: 4) Tacana; and Totonicapán: 5) Totonicapán. Page 49 of 87

ALLIANCE FOR PROSPERITY REPORTING

USAID asks that Nexos Locales provide regular reporting on key elements of the Alliance for Prosperity (A4P). Relevant progress is described below in direct response to areas of interest as indicated by USAID. i) Target municipalities' efforts to promote and support capacity building to better manage and implement public financial systems

Throughout Q18, Nexos Locales supported municipal authorities to improve the management and implementation of their public financial systems. Some of the key ways Nexos Locales has assisted are:  TA in three essential areas to the Municipal Directorate of Finance Administration (DAFIM) to: 1) Close the fiscal year; 2) Develop the 2019 municipal budget; 3) Improve the management of the municipal inventory.  Nexos Locales supported the Direccion de Asistencia a la Administracion Financiera Municipal (DAAFIM) as they launched a digital application that serves to track water usage and associated fees which will be used in six project municipalities later in Y5. ii) Development and implementation of municipal action plans to address weaknesses of financial management systems

Nexos Locales develops technical assistance plans by way of institutional strategic tracking systems; there is an area within the scope of our mandate that relates to diagnosing the weaknesses of target municipalities’ financial systems. Nexos Locales also provided TA in 43 municipalities to address the weakness of financial management systems- specifically strengthening to improve the DAFIM’s performance against the DEMIN. iii) Municipalities' efforts to promote and facilitate citizen participation, particularly in the decentralization process and in municipal projects

The following successes in Q18 exemplify the positive role citizen participation plays in creating inclusive municipal processes:

 Nexos Locales launched the replication of the smartphone transparency application in Sacapulas, Quiché and San Rafael Pie de la Cuesta, San Marcos, thus facilitating access to public data on the municipal budget and enhancing the dialogue between citizens and local authorities on public service provision.  This quarter, technical assistance to the Municipal Development Council (COMUDE) emphasized commission strengthening, rendición de cuentas and accreditation to improve the COMUDE’s performance against the DEMIN. These TA topics contribute to creating a more participatory COMUDE to facilitate increase citizen’s involvement in the municipal project decision-making process.  Members of the Social Audit Commission in Chiantla, Huehuetenango presented the findings of their first social audit on a Q499,732 (USD 65,754) potable water project in the

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municipality to the COMUDE. Social audit commissions promote citizen participation in municipal project evaluation process.  Through the project’s interventions, eight municipalities67 established women’s networks that were later accredited in the COMUDE with a voice and a vote, thus diversifying and increasing citizen participation.

iv) Efforts of COMUDEs and COCODEs, in target municipalities to address their constituents' needs

Over the life of the project, Nexos Locales has strengthened and expanded citizen participation in COMUDEs and COCODEs in its target municipalities. This investment builds COMUDEs and COCODE knowledge on the legal proceedings and requirements to formalize the integration of the COMUDE (including meeting notices, agenda formulation, act creation and accreditation of members). The three social audit commissions68 created with Nexos Locales support, address constituents’ needs by examining municipal projects to confirm compliance with contract requirements. v) Efforts of local civil society organizations to prepare, present, and/or advocate for the implementation of municipal development plans in target municipalities

As a key component to the project, Nexos Locales strengthens CSO capacity to advocate for their interests in the development and implementation of municipal development plans. The arenas for this advocacy are within both the COMUDE specifically, and the municipality in general. As previously reported, Nexos Locales awarded three regional grants to provide TA to civil society organizations (CSOs) in 43 municipalities to implement advocacy campaigns. These advocacy campaigns are being strategically timed for release during the 2019 electoral cycle, when incumbent mayors and candidates running for office are more likely to take the advocacy campaigns into account. TA under these grants strengthens CSO capacity to develop and present municipal development proposals as part of their advocacy campaigns.

vi) Municipalities’ efforts to develop and implement migration prevention plans, as well as to engage the private and productive sectors to increase social and economic opportunities.

While Nexos Locales does not directly assist municipalities to develop and implement migration prevention plans, several program activity areas support specific demographics that are at a high risk for migrating. For example:  Nexos Locales is institutionalizing local economic development (LED) plans into the Planning Ministry’s Land Use Planning process to ensure the sustainability of the development and implementation of the local economic development plans.  Increasing economic opportunities for citizens is crucial to mitigate migration north. Through Nexos Locales’ coordination, the municipalities of Nebaj and Cunén, both located in the department of Quiché, passed municipal agreements committing to a public- private partnership with PRODERT- Helvetas.

67 Huehuetenango: 1) Cuilco; 2) La Libertad; Quiche: 3) Sacapulas; 4) Uspantán; 5) San Juan Cotzal; 6) Chajul; 7) Santo Tomas Chichicastenango; and 8) Zacualpa. 68 Huehuetenango: 1) Chiantla; 2) Concepción Huista; and San Marcos: 3) San Rafael Pie de la Cuesta. Page 51 of 87

 As an institution, DMMs are uniquely situated to empower women to improve living conditions in their municipality. Over, LOP 4269 project municipalities, the DMMs formulated a SAN project proposal and 5 of those were assigned a SNIP code this quarter (see Table 1), thus ensuring their inclusion in the 2019 municipal budget, Nexos Locales invests in improving the situation for women across with Western Highlands.  Youth are an often a disenfranchised segment of the population who are at-risk for migrating. The project works to increasing the participation of youth in municipal-level decision-making within project municipalities to foster an environment where the needs of young people are included and addressed within local government. In Q18, the project created seven new youth networks70 and successfully advocated for the expansion of the Municipal Children’s and Adolescents Office to include youth in San Antonio Huista, Huehuetenango. Nexos Locales has contributed to the creation and/or strengthening of 22 Municipal Youth Offices71 over the LOP. By increasing the participation of youth in decision-making spaces, the project contributes to reducing the push factors that drive young people to migrate.

69 Excluding Santa Lucia la Reforma and Totonicapán. 70 San Marcos: 1) Tajumulco; 2) Sibinal; Huehuetenango: 3) Concepción Huista; 4) La Democracia; 5) San Antonio Huista; 6) Jacaltenango; and 7) La Libertad. 71 Huehuetenango: 1) Chiantla; 2) La Democracia; 3) Barillas; 4) Concepción Huista; 5) San Antonio Huista; Quiche: 6) Sacapulas; 7) San Juan Cotzal; 8) Nebaj; 9) Cunen; 10) Uspantán; 11) Zacualpa; 12) Chichicastenango; 13) San Gaspar Chajul; San Marcos: 14) San Miguel Ixtahuacán; 15) San Lorenzo; 16) Tajumulco; 17) Sibinal; 18) San Pablo; 19) Nuevo Progreso; 20) San José el Rodeo; Quetzaltenango: 21) San Juan Ostuncalco; and 22) Concepción Chiquirichapa. Page 52 of 87

V. TRAINING EVENTS

Per the Year 5 Work Plan, there were no training events scheduled for Q18. However, several workshops completed from the Y4WP and are displayed below:

Course Name: Strengthening Advocacy Capacities for CSOs (Quiché) Sub-Activity: Y4 2.3.1 Field of Study: Civil Society Participation Training Objective: To strengthen the technical capacities of civil society organizations (CSOs) in the department of Quiché on topics including: 1) Citizen Participation and its importance in development; 2) Municipal Governments; 3) Transparency and public financial reporting (rendiciones de cuentas) with a gender focus; and 4) Basic Introduction to political advocacy. Start Date: September 2018

Course Name: Strengthening Advocacy Capacities for CSOs (San Marcos) Sub-Activity: Y4 2.3.1 Field of Study: Civil Society Participation Training Objective: To strengthen the technical capacities of civil society organizations (CSOs) in the department of San Marcos on topics including: 1) Citizen Participation and its importance in development; 2) Municipal Governments; 3) Transparency and public financial reporting (rendiciones de cuentas) with a gender focus; and 4) Basic Introduction to political advocacy. Start Date: September 2018

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Table 2 below shows the participant demographic, attendance numbers, and cost breakdown of each training.

Table 2: Year 5 Training Events

Gender Age Ethnic Group Cost72

No. of No. Participants < 29 > 29 Male Female Instruction Travel Participants years years Indigenous Non- indigenous

1 32 12 20 19 13 28 4 $ 3,769.32 $ 291.89 $ 1,471.62

2 51 19 32 26 25 36 15 $ 3,761.44 $ 518.91 $ 2,140.54

Totals 83 31 52 45 38 64 19 $ 7,530.76 $ 810.8 $ 3,612.16

72 Includes the total cost (for all participants) broken down according to the following items: Instruction (consultant fees, implementation costs), travel (participants' travel costs), participants (food and lodging), in USD; 1USD=Q7.40 according to standard project conversion procedure as of August 2017.

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VI. GRANTS ADMINISTRATION During the eighteenth quarter, the Grants and Technical teams administered one grant award, shown in Table 3.

Table 3: Grants Awarded in Q18

Sub-award Amount Type (i.e., Purpose or main focus of No. Name of Sub- of sub- Period of sub- activity (e.g. advocacy, Geographic location Sub-award Grantee/Contractor award Performance contract or strategic litigation, etc.) (US$) sub-grant) December GR- National Association Y5 6.1.1. “Development of Five departments and forty- 2018 to Quetzaltenango- of Municipalities FAA 51,270.96 Online Training Materials for three Nexos Locales target November 081 (ANAM) Municipal Management” municipalities. 2019

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VII. PROJECT MANAGEMENT

TECHNICAL QUALITY:

DAAFIM Launces Smart Phone Application Using Nexos Locales Platform - On November 7, 2018 the Direccion de Asistencia a la Administracion Financiera Municipal (DAAFIM) launched a smartphone application that serves to track water usage and associated fees. The Vice President of Guatemala, Jafeth Cabrera, and the Minister of Finance, Julio Hector Estrada, recognized the mayor of Salamá, Baja Verapaz in the National Guatemalan Cultural Palace for being the first municipality to pilot the app. The Finance Minister gave specific gratitude to USAID's Nexos Locales and Urban Municipal Governance Projects for their support to the development of the application, whose functions are two-fold: 1) to increase the efficiency of municipalities’ water provision billing system; and 2) to increase user accessibility to billing information, resulting in less debt. First, municipal water and sanitation office (OMAS) workers (or their relevant municipal water office) will use the app to scan each water meter in the municipality. The app then directly links the readings with the service users on ServiciosGL. Second, on the spot OMAS workers will be able to print a receipt/bill to leave at the users’ house, increasing users’ awareness of payment actions. These components increase efficiency and user friendliness, allowing the municipality to divert money and labor into other projects while simultaneously improving customer service.

USAID Nexos Locales coordinated with the DAAFIM in the following three areas: 1) DAAFIM’s programmers utilized strands of open-source code initially created by USAID Nexos Locales for the SomosChiantla smartphone transparency application. This is a significant milestone because it served as a cost-savings to the Government of Guatemala by allowing it to build off an already developed Nexos Locales platform that could then be customized and replicated at reduced cost, incentivizing the use of technology for improved local governance. 2) As a follow-up to this launch and continued support to the DAAFIM, USAID Nexos Locales will procure 12 smartphones (for the water meter reading) and 12 mobile printers (for printing user receipts on site) to support the use of this app in six municipalities under project coverage where the DAAFIM will replicate the app. 3) USAID Nexos Locales will provide technical support to the DAAFIM as it develops the replicated applications, as well as training to OMAS in the application’s use.

SCHEDULE:

The project submitted all contract reporting deliverables ahead or on schedule during the reporting period, which includes weekly project highlights, accruals reports and the project annual report. Nexos Locales also complied with ad-hoc information requests from USAID, such as reporting on the project’s response to increased rates of youth suicides in the municipality of Nebaj, providing coordination data for leveraging private sector involvement in Nexos Locales activities, and proposing individuals from the Nexos Locales coverage area who can be highlighted as development change agents for high-level visits.

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MANAGEMENT:

US Ambassador and USAID Deputy Mission Director visit San Juan Atitán, Huehuetenango – Nexos Locales supported the request of the United States Embassy in Guatemala to arrange a visit by the United States Ambassador to the municipality of San Juan Atitán, Huehuetenango in November 2018. The purpose of this trip was for the U.S. Ambassador to provide follow-up from a previous USAID field visit to San Juan Atitán with the Indigenous Council. The Deputy Mission Director for USAID, Ms. Anupama Rajamaran, accompanied the U.S. Ambassador on this trip, where both USG senior officials were given the opportunity to hear first-hand accounts from four leaders of the local indigenous council—known as the CAI—on how indigenous authorities play a role in addressing development issues such as poverty, malnutrition, and immigration.

The CAI has received technical assistance from AGAAI over the past two years, a situation that allowed it to be considered as a representative body of the indigenous mayor's office. The CAI in San Juan Atitán is accredited to participate in the COMUDE and during the visit explained to the US Ambassador and the USAID Deputy Mission Director the CAI’s role in municipal development.

Staff Reduction Plan – On October 2, 2018, the Chief of Party announced to the project who of the CCN-LTTA staff will form part of the first tranche of staff cuts from the project’s staff reduction plan. Nexos Locales will begin reducing technical and administrative staff beginning in January 2019, which will be influenced by the capacity for the municipalities to absorb project inputs through the pre-and post-electoral periods. Gradual reductions of technical staff will continue through September of the same year, with administrative staff cuts gradually resembling the reduction of the technical teams. Most cluster staff will remain through the pre-electoral and transition period to re-enforce civil society inputs and to undertake a profound post-electoral analysis and subsequent selection of the 15 municipalities that will continue receiving assistance in years 6 through 8.

This plan supports the strategy as presented to USAID for the implementation of the year five work plan and the approved budget realignment, covering years five through eight (FY2019 – FY2022). This staff reduction plan will involve a phased approach, starting with the departure of Ms. Paraskeva in January 2019, along with the six CCN-LTTA staff announced by the Chief of Party on October 2. Mr. Vince Broady, the current DCOP/Administration, is approved to take over as COP beginning February 1, 2019. The DCOP/Administration position will not be refilled; the DCOP/Technical, Mr. Carlos Aquino, will take over as the DCOP, key personnel.

The six CCN-LTTA staff that will depart in January 2019 include:

Dunia Navarro, Regional Technical Expert for Water Evelyn Barrios, Regional Technical Expert for Public Financial Management Ilsy Perez, Regional Technical Expert for LED/CC Keny Juarez, Regional Technical Expert for LED/CC Liliana Lopez, Regional Technical Expert for LED/CC Mynor Ralon, Regional Technical Expert for LED/CC

REGULATORY COMPLIANCE –

Contract Management - During the reporting period the following contract modification was executed:

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Modification #15: a) to realign the contract budget and b) revise wording in Section C, Activity 5.4 – Build citizen knowledge of climate stressors so they are better able to participate in the municipal planning.

Changes to Grant Administration – On November 15, 2018, USAID notified the Nexos Locales project of changes to grant administration approval processes. This notification informed USAID implementing partners that all new grant awards and modifications to existing grant awards must be approved in writing by the contracting officer prior to grant implementation.

SHORT-TERM TECHNICAL ASSISTANCE

The table below represents a summary of short-term technical assistance (STTA) contracted during the eighteenth quarter.

Table 4: Short-Term Technical Assistance Contracted in Q18 STTA No. Activity Title Objective Consultant Name LGP-STTA-209 Y5 6.1.1 Project Management Technical Luz Lainfiesta Y5 6.1.4 Support to ANAM’s grants in Online Training Material and Advocacy for Career Municipal Service Law LGP-STTA-210 Project Management Installation of IT Firewall Abdul Wahab

CONTRACT DELIVERABLE APPROVALS

In this reporting period, the project received USAID approval for QR16, which was submitted on July 20, 2018.

INTERNAL TRAINING AND CAPACITY BUILDING-

CV & Professional Network Skills Strengthening – As part of the staff reduction plan described above, Nexos Locales provided advisory sessions on CV development and skills networking. These sessions were provided within 30-days after staff have been notified of their positions being cut. The advisory session were facilitated by the current DCOP/Administration on best-practices for how to develop and strengthen a CV, and tips on effective job-hunting, professional networking, and successful job interviewing techniques. Nexos Locales understands the importance of its project human resources and is committed to preparing departing staff for their next career advancements. During the reporting period, the DCOP/Admin held advisory sessions in Quetzaltenango on October 16 and in Huehuetenango on November 9.

AREA ADVISORY COMMITTEES (AACs) – During the reporting period, three separate Area Advisory Committee Meetings were held in San Marcos, Huehuetenango, and Quiche to present to participants, project results and achievements to-date, as well as the Y5WP. All three meetings received active participation by its members.

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SECURITY – On December 3, 2018 a CCN-LTTA staff member was robbed of her project cellphone in Zone 3, Quetzaltenango during her lunch break. The robbery did not involve any weapon and the crime was reported to the local authorities.

SOCIAL MEDIA—

See update on Q18 Social Media growth below:

Figure 3: Q18 Social Media Update Page 59 of 87

VIII. FINANCIAL INFORMATION

Table 5: Contract budget and expenditures as of December 31, 2018

Financial Report

BUDGET EXPENSES CHART (OCTOBER - DECEMBER 2018) DAI GLOBAL LLC. - NEXOS LOCALES AID-520-C-14-00002

INVOICED AUTHORIZED TO DATE LINE ITEMS BALANCE EXPENDITURES THRU 31- DEC-18

PROGRAM IMPLEMENTATION $22,242,561 $14,710,717 $7,531,844

FIXED FEE $1,192,284 $822,763 $ 369,521

GRANTS $2,861,274 $2,377,462 $483,812

TOTAL COST $26,296,119 $17,910,942 $8,385,177

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OBLIGATIONS AND FUNDING SOURCES

Total Obligation as of December 31, 2018: $21,994,713

Democracy & Governance

1. Total Amount Obligated: $14,242,767 2. Total Amount Invoiced: $11,194,216 3. Remaining Unexpended Funds: $3,048,551

Feed the Future

1. Total Amount Obligated: $2,760,562 2. Total Amount Invoiced: $2,403,789 3. Remaining Unexpended Funds: $356,773

Climate Change

1. Total Amount Obligated: $1,991,385 2. Total Amount Invoiced: $1,929,266 3. Remaining Unexpended Funds: $62,119

Maternal and Child Health

1. Total Amount Obligated: $800.000 2. Total Amount Invoiced: $800,000 3. Remaining Unexpended Funds: $0

Water Sanitation and Hygiene

1. Total Amount Obligated: $800,000 2. Total Amount Invoiced: $687,992 3. Remaining Unexpended Funds: $112,008

Nutrition

1. Total Amount Obligated: $1,399,999 2. Total Amount Invoiced: $895,679 3. Remaining Unexpended Funds: $504,320

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ANNEX I: GLOSSARY OF KEY TERMS

ANAM (Asociación Nacional de Municipalidades)- The National Association of Municipalities of the Republic of Guatemala (ANAM) is a private, autonomous, non-profit, non-partisan, non-religious and eminently democratic entity. ANAM represents the interest of of all 340 municipalities and their local leaders. ANAM advocates for the implementation of the decentralization law and is uniquely positioned to link municipal government issues with the country’sregional and national development strategies. According to the Guatemalan Municipal Code (Decreto Numero 12-2002, Titlulo 1, Articulo 10) all municipalities have the right to organize themselves with the function of guaranteeing the central government’s compliance with the constitution. ANAM has three principle strategic lines: 1) Creation and modification of the inclusive municipal legal platform; 2) Implementation of the national municipal agenda; and 3) Strengthening of ANAM. The general assembly of ANAM meets annually (normally in January) where all 340 mayors discuss pivotal issues and where every two years, they vote on the board of directors.

AGAAI (Asociación de Guatemala de Alcaldes y Autoridades Indígenas)- The Association of Indigenous Mayors and Authorities of the Republic of Guatemala (AGAAI) was founded in 1996 to establish a space for discussion, exchange, and support between mayors and indigenous authorities (legally based in the Guatemalan Peace Accords, the Municipal Code, the Decentralization Law and the Ley de Consejos de Desarrollo Urbano y Rural). Indigenous authorities make up a separate power/political structure from the formally recognized elected authorities (i.e. the 340 municipal mayors). AGAAI works directly with these indigenous leaders as an intermediary between the formalized political structure and the ancestral system. This mainly results in looking for space where both structures overlap to provide insight on the development of their municipality. This often results in the creation of Indigenous Authority Councils (CAIs) which represent indigenous leaders in the Municipal Development Council (COMUDE).

ALCALDIAS INDIGENAS- (Referred to as alcaldias municipales, alcaldias comunitarias, consejo principales, consejo de lideres) are ancestral organizations, with varied structures depending on the historical context of each municipality (recognized in Decreto Numero 12-2002, Titulo 1I, Capitulo IV, Article 55). Most indigenous councils consist of a mayor-like figure, elders, and advisors who meet to discuss crucial issues or are consulted when conflicts arise in the municipality. The leaders are chosen based predominantly on questions of morality and standing as a reputable member of the community. Primary functions of the alcaldias indigenas may include inter-family and neighbor conflict resolution, natural resource management, and monitoring and management of the community’s land. The alcaldia indigena is a voluntary role and operates as a service to the community. The ancestral system is revered and esteemed for its lack of self-interest. Depending on the context, the alcaldia indigena can possess more decision-making authority in the municipality than the elected mayor does.

CAIs - (Indigenous Authority Councils) ancestral leaders who self-organize with the intention of participating in the municipal system. CAIs functions vary by municipality but generallythey serve as advisors to the mayor while advocating for recognition by and accreditation in the COMUDE.

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CITIZEN CHARTER- The Charter is a tool that records agreements between citizens and the municipal government on quality standards and the joint responsibilities in municipal service provision that both sides agree to uphold. The Charter helps improve the quality of government service provision by addressing many pre-conditions for quality services. For example, to permit monitoring of the service standards set forth in the Charter, Nexos Locales staff often assist in the establishment of municipal record-keeping practices and the development of systems to track service provision information. Continuous monitoring of municipal achievement of quality standards provides a continuous feedback loop on the quality of municipal services. Additionally, the process of negotiating service quality standards between municipal service providers and end-users of the service lends greatly to conflict mitigation and prevention as end-users increase their understanding of municipal constraints in meeting citizen demands for services.

COCODE (Consejo de Desarrollo Comunitario)- The Community Development Council is the community-level forum for designing project proposals as a component of the broader system of development councils (Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002, Articulo 14). Each community with a population of over 250 people is eligible to form a COCODE, which is comprised of all community members. The COCODE chooses an órgano de coordination serving as a board of directors and more commonly referred to as the COCODE. The COCODE (or organo de coordinacion del COCODE) is made up of five to seven people who serve for two years as COCODE representatives. The election of the COCODE is an informal voting process (hand raising). The COCODEs manage all questions relating to the development of their community and on occasion they handle inter-personal conflict resolution. Two members of the organo de coordinacion del COCODE participate in the municipal development council (COMUDE) to represent the particular needs of their community.

SECOND-LEVEL COCODES- Guatemalan law limits COCODE participation in the COMUDE to 20 communities. However, many municipalities have over 20 communities in their jurisdiction. Therefore, communities can create micro-regions, where several communities unite to form a micro- region and where the COCODEs represent the micro-region in the COMUDE meetings. This facilitates the COMUDE’s ability to function smoothly while maintaining proper citizen representation (Ley de Consejos de Desarrollo Urbano y Rural, Decreto 11-2002).

COMUDE (Consejo de Dearrollo Comunitario)- The Municipal Development Council (COMUDE) is the municipal-level forum for presenting and voting on relevant municipal issues as a component of the broader system of development councils (established in the Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002, Articulo 11). The municipal mayor, secretary and Municipal Planning Directorate (DMP) coordinate the monthly meeting. Participants include council members, COCODE representatives (up to 20 total), representatives of public institutions (national police, magistrate’s court, the ministry of health, among others), and representatives from civil society (religious leaders, cooperatives, women’s and youth groups). The frequency of the COMUDE meetings depends on the municipality, but they are required to occur at least 12 times a year (according to Decreto 11-2002, Articulo 16).

DEVELOPMENT COUNCILS- The Law of Urban and Rural Councils (Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002) establishes a system of development councils that serve as the main means of participation for the Maya, Xinca, Garífuna and non-indigenous population in public management responsible for the democratic planning process of development. a) National level = the National Council of Urban and Rural Development (CONADUR) b) Regional level = the Regional Councils of Urban and Rural Development (COREDE) Page 63 of 87

c) Departmental level = the Departmental Development Councils (CODEDE) d) Municipal level = the Municipal Development Councils (COMUDE) e) Community level = the Community Development Councils (COCODE)

COFETARN (Comisión de Fomento Económico, Turismo, y Recursos Naturales)- The commission of economic development, tourism, and natural resources (COFETARN) is a municipal commission coordinated by the Municipal Local Economic Development (LED) office or the forestry office that functions as a policy making body. The COFETARN participates in the COMUDE and develops plans to stimulate sustainable economic development via municipal regulations and policies.

DAFIM (Dirección Administrativa Financiera Municipal)- The Municipal Administrative Financial Directorate (DAFIM) is an entity within the municipality that manages all financial processes (Decreto Numero 12-2002, Title VI, Capitulo I, Article 99). This includes managing the budget, daily control of the municipal accounts, and the receptoria or customer attendance for bill payment. The DAFIM director coordinates frequently with the mayor to communicate the financial standing of the municipality. Nexos Locales provides TA to the DAFIM teams to make systems more efficient and to investigate methods to increase own-source revenue generation.

DMM (Dirección Municipal de la Mujer)- is a municipal entity whose mandate specifically focuses on developing projects and programs to improve the situation for women at the municipal level. In 2017, a national law promoted the municipal women’s offices (OMMs, established in 2010 through Decreto 12-2002 Articulo 96, later modified) to directorates which elevated their importance and role within the municipality. Nexos Locales has worked diligently to train the coordinators of the DMM on project design, strategic planning and budgeting as well as technical topics related to food security and nutrition.

GIS (Geographic Information System)- GIS is a computer software system that allows users to input geographic data and convert it into marked maps using GPS technology. The program permits users to develop overlays of data to represent various sets of information. For example, Nexos Locales works with the municipal water and sanitation offices to visit each house in the municipality and note the GPS coordinates. Then, the coordinator of the OMAS enters each set of GPS coordinates into the program to generate a pin on the map for that one water user. Once all the water users’ locations are mapped, the OMAS adds a new layer of data: solvency in water service payment. A color coding system is developed where users are assigned a color pin that corresponds to the amount of money owed to the municipality to pay for water service. The OMAS can also develop maps of water service infrastructure in the municipality to increase maintenance and repair efficiency by using the maps to reduce response times.

MANCOMUNIDADES- an association of neighboring municipalities where they coordinate predetermined activities for the mutual benefit of all members. Municipalities have the right to collaborate and create associations whereby they can create statutes and work in a cooperative manner (Decreto Numero 12-2002, Title 1I, Capitulo II, Articulo 49).

OMAS (Oficina Municipal de Agua y Sanitation)- The Municipal Office for Water and Sanitation is the municipal entity responsible for overseeing water provision, water quality, and sanitation matters (often solid waste management and municipal slaughterhouses). OMAS are based in law, in that municipalities are legally responsible for public service provision. Of the 340 municipalities, 120 have OMAS. OMAS are typically comprised of a coordinator and fontaneros (plumbers), who handle maintenance and connection issues.

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OMDEL (Oficina Municipal de Desarrollo Económico Local)- The Municipal Local Economic Development Offices (OMDEL) are a municipal entity that designs actions with the COFETARN to stimulate the local economy. This entity is not required by law, however, it is a valuable resource for municipalities to centralize efforts and projects for economic growth. OMDELs investigate and advance possible public private partnerships (PPP), agricultural cooperatives, and new opportunities for investment and employment.

OMJ (Oficina Municipal de la Juventud)- The Municipal Youth Offices (OMJs) serve as a municipal entity which advocate for the needs of young people. According to the National Youth Policy 2012- 2020, OMJs enable spaces for advocacy of youth issues in municipal development. OMJs coordinate the design, and implementation of local youth plan.

PUBLIC PRIVATE PARTNERSHIP (PPP) – a written agreement between a public entity (or entities) and the private sector for collaboration leading to a specific public benefit, in which both parties bear similar risk and management responsibility.

SOCIAL AUDIT- a public accountability mechanism through which civil society organizations, ideally in conjunction with relevant government officials, audit public expenditure of service delivery or public works (The ability to request information for social audits is protected under Decreto Numero 12- 2002, Title V1I, Capitulo I, Article 139).

SOCIAL ACCOUNTABILITY- an approach toward building accountability from public officials that relies on civic engagement. This occurs when ordinary citizens and/or civil society organizations participate directly or indirectly in exacting accountability from government service providers. Social accountability is based on a 4-part premise of 1) access to information, 2) citizen organization, 3) citizen action and 4) government's response to that action. Social accountability mechanisms can include: budget analysis; participatory budgeting and development planning; public expenditure tracking; community monitoring of goods and service provision (example is use of citizen scorecards); development and monitoring of codes of conduct, citizen charters, and integrity pacts.

RENDICIONES DE CUENTAS- a form of public financial reporting where municipal governments present revenue and spending data to citizens, governmental entities and the Municipal Council four times annually (three quarters and one quarter/annual combined, as mandated in Decreto 22-2010, Articulo 135). Rendiciones de cuentas takes various forms depending on the context: some local governments simply project a straightforward excel spreadsheet outlining revenue and spending in the COMUDE meetings while other municipalities present the data accompanied by photographs/video of infrastructure project advances.

UAIP (Unidad de Acceso a Información Publica)- The Public Access to Information Unit (UAIP) is a municipal entity required by law (Decreto 57-2008, Articulo 19) for responding to citizens requests for public information. The UAIP provides citizens with a form which initiates the process to obtain the relevant public information. Then the UAIP acquires the information and completes the request, keeping clear records of what information was solicited and how long it took the municipality to field the necessary information. The UAIP registers all requests online with the Procurador de Derechos Humanos (PDH, who are responsible for municipalities’ compliance with the Public Access to Information Law) and any failures in compliance result in the PDH filing an official complaint against the mayor.

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ANNEX II: WORK PLAN ACTIVITY TRACKER NEXOS LOCALES YEAR 5 WORK PLAN CHART BY ACTIVITY

Symbol Significance

Completed / Ongoing and On Schedule Delayed start date but on-schedule for completion in Y5 Q18 October, November, December 2018 Q19 January, February, March 2019 Q20 April, May, June 2019 Q21 July, August, September 2019

RESULT 1 - SOUND PUBLIC FINANCIAL MANAGEMENT Scheduled Activity & Sub-Activity Completion Status Comments

1.1.1 GIS Support Q20 This sub-activity began in Q18 and is ongoing.

1.2 Deliver technical assistance that meets the specific needs of the target municipalities.

1.2.1 TA to Advance Overall DAFIM Performance Against the DEMIN Q20 This sub-activity began in Q18 and is ongoing.

Further Dissemination of Radio Spots on Citizen Responsibilities 1.2.2 Q21 This sub-activity began in Q18 and is ongoing. to Pay Municipal Fees

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1.2.3 TA in Implementation of the Public Access to Information Law Q21 This sub-activity began in Q18 and is ongoing.

1.2.4 Replication of the Transparency App Q21 This sub-activity began and completed in Q18.

1.3 Deliver technical assistance that meets the specific needs of the target municipalities.

1.3.1 Consolidation of COMUDE Strengthening Q21 This sub-activity began in Q18 and is ongoing.

1.4 Build the capacity of the mancomunidades to develop and implement regional strategies.

1.4.1 Solid Waste Treatment Planning Q20 This sub-activity began in Q18 and is ongoing.

RESULT 2: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES Scheduled Activity & Sub-Activity Completion Status Comments 2.1 Conduct an entry point map No Sub-Activity Completed in Y1-4

2.2 Train Citizens so they can analyze local authority budgets and public spending

2.2 No Sub-Activity Q21 This activity is ongoing in Y5. 2.3 Build the capacity of CSOs to engage municipalities through COMUDEs.

2.3.1 CSO Advocacy Support Q21 This sub-activity began in Q18 and is onoing.

Establishment and Strengthening of Municipal Women’s 2.3.2 Q21 This sub-activity began in Q18 and is ongoing. Commissions and Networks

2.4 Support CSOs to implement social accountability mechanisms.

2.4.1 TA for Social Accountability Tools (Citizen Charter) Q21 This sub-activity began in Q18 and is ongoing.

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2.5 Provide technical assistance to the COCODEs through grants to CSOs Provision of the COCODE Basic Functions Manual and Citizen’s Q18 This sub-activity began in Q18 and is ongoing. Guide to the Budget to the 15 New Municipalities 2.5.1 2.6 Implement a strategy to stengthen youth participation in municipal decision-making

Strengthening and Establishing Municipal Youth Offices Q21 This sub-activity began in Q18 and is ongoing. 2.6.1

Strengthening and establishing youth commissions Q21 This sub-activity began in Q18 and is ongoing. 2.6.2

Support to Youth Advocacy Efforts Pre- and Post- Elections Q21 This sub-activity began in Q18 and is ongoing. 2.6.3 RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES Scheduled Activity & Sub-Activity Completion Status Comments 3.1 Map water sector stakeholders. This activity completed in Year 1 and 4. 3.2 Provide technical assistance to municipalities to improve water service delivery. 3.2.1 Establishment and Strengthening of OMAs Q20 This sub-activity began in Q18 and is ongoing.

3.2.2 Implementation of Strategic Investment Plans Q21 This sub-activity began in Q18 and is ongoing.

3.2.3 Further Disseminate Water Messages Q21 This sub-activity began in Q18 and is ongoing.

3.3 Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.

See Y5 5.3.2

RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT

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Scheduled Activity & Sub-Activity Completion Status Comments 4.1 Build the capacity of the Municipal Women's Office to support the design and implementation of municipal plans to address food security and nutrition.

4.1.1 Follow-on TA for DMMs Q21 This sub-activity began in Q18 and is ongoing.

4.2 Coordinate with municipalities to establish and operate food security situation rooms. TA for Establishment and Implementation of the SAN Situation 4.2.1 Q19 This activity began in Q18 and is ongoing. Rooms 4.3 Help municipalities develop LED plans.

4.3.1 Implementation of LED Plans and Policies Q21 This sub-activity began in Q18 and is ongoing.

4.3.2 STTA in Public-Private Partnerships Q21 This sub-activity began in Q18 and is ongoing.

4.4 Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.

No Sub-activity Completed in Years 1-4.

RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS Scheduled Activity & Sub-Activity Completion Status Comments 5.1 Improve municipalities' awareness of climate stressors and of adaptation measures.

5.1 No sub-activity Completed in Years 1-4 of the project.

5.2 Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate adaptation measures, mobilize resources, and respond to emergencies. 5.2 No sub-activity (integrated into Sub-activity Y4 4.3.3) Completed in Years 1-4 of the project.

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5.3 Assist municipalities with developing adaptation plans and implementing joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.

5.3.1 Implementation of Adaptation Plans Q21 This sub-activity began in Q18 and is ongoing.

5.3.2 Implementation of Watershed Management Plans Q20 This sub-activity began in Q18 and is ongoing.

5.4 Build citizen knowledge of climate stressors so they are better able to participate in the municipal planning. No activity planned for Y5. RESULT 6: INCREASED CAPACITY OF ANAM AND AGAAI TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE Scheduled Activity & Sub-Activity Completion Status Comments 6.1 Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction. Development of Online Training Materials for Municipal 6.1.1 Q21 This sub-activity began in Q18 and is ongoing. Management

No further institutional strengthening TA is planned for 6.1.2 Implementation of the AGAAI TA plans AGAAI in Y5.

6.1.3 Best Practices Workshops Q20 This sub-activity is scheduled to begin in Q19.

6.1.4 Advocacy for a Municipal Career Civil Service Law Q21 This sub-activity began in Q18 and is ongoing.

TA for Establishment and Strengthening of Municipal Human 6.1.5 Q21 This sub-activity began in Q18 and is ongoing. Resource Offices

6.1.6 Strengthening Indigenous Authorities Q19 This sub-activity began in Q18 and is ongoing.

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ANNEX III: MUNICIPALITY TRACKER

RESULT 1: SOUND PUBLIC FINANCIAL MANAGEMENT Activity & Sub-Activity Municipalities

1.1 Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law. Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo Tomas Chichicastenango; 1.1.1 GIS Support Quetzaltenango: 6) San Juan Ostuncalco; 7) Concepción Chiquirichapa; San Marcos: 8) San Pablo; 9) San Rafael Pie de la Cuesta; 10) Nuevo Progreso; Huehuetenango: 11) Chiantla; 12) Cuilco; and 13) La Libertad. 1.2 Deliver technical assistance that meets the specific needs of the target municipalities. 1.2.1 TA to Advance Overall DAFIM Performance Against the DEMIN All 43 municipalities Further Dissemination of Radio Spots on Citizen Responsibilities 1.2.2 All 43 municipalities to Pay Municipal Fees 1.2.3 TA in Implementation of the Public Access to Information Law All 43 municipalities Huehuetenango: 1) Chiantla; 1.2.4 Replication of the Transparency App San Marcos: 2) San Rafael Pie de la Cuesta; and Quiche: 3) Sacapulas. 1.3 Deliver technical assistance that meets the specific needs of the target municipalities. 1.3.1 Consolidation of COMUDE Strengthening All 43 municipalities

1.4 Build the capacity of the mancomunidades to develop and implement regional strategies. San Marcos: 1) San Lorenzo; 2) Tajumulco; 3) Sibinal; 4) Tacana; 5)Concepcion Tutuapa; 6) 1.4.1 Solid Waste Treatment Planning Comitancillo; 7) San Marcos; 8) San Miguel Ixtahuacan; and Quetzaltenango: 9) San Juan Ostuncalco.

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RESULT 2: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES Activity & Sub-Activity Municipalities 2.1 Conduct an entry point map No Sub-Activity Completed in all 44 municipalities

2.2 Train Citizens so they can analyze local authority budgets and public spending

2.2 No Sub-Activity All 43 municipalities

2.3 Build the capacity of CSOs to engage municipalities through COMUDEs. 2.3.1 CSO Advocacy Support All 43 municipalities Establishment and Strengthening of Municipal Women’s 2.3.2 All 43 municipalities Commissions and Networks 2.4 Support CSOs to implement social accountability mechanisms. Huehuetenango: 1) Barillas; 2) La Libertad; 2.4.1 TA for Social Accountability Tools (Citizen Charter) San Marcos: 3) San Marcos; and Quetzaltenango: 4) Concepcion Chiquirichapa. 2.5 Provide technical assistance to the COCODEs through grants to CSOs Provision of the COCODE Basic Functions Manual and Citizen’s 15 new municipalities 2.5.1 Guide to the Budget to the 15 New Municipalities 2.6 Implement a strategy to stengthen youth participation in municipal decision-making 2.6.1 Strengthening and Establishing Municipal Youth Offices All 43 municipalities 2.6.2 Strengthening and establishing youth commissions All 43 municipalities Huehuetenango: 1) Chiantla; 2) La Libertad; 3) Barillas; Quiche: 4) Nebaj; 5) Chichicastenango; 6) San Gaspar Chajul; 7) Santa Cruz del Quiche; Support to Youth Advocacy Efforts Pre- and Post- Elections Totonicapán: 8) Totonicapán; 2.6.3 San Marcos: 9) San Marcos; and 10) Tacana. RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES

Activity & Sub-Activity Municipalities 3.1 Map water sector stakeholders. Completed in all 44 municipalities

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3.2 Provide technical assistance to municipalities to improve water service delivery. 3.2.1 Establishment and Strengthening of OMAs 42 municipalities (exception San Juan Atitan)

3.2.2 Implementation of Strategic Investment Plans 41 (exception San Juan Atitan and San Bartolome Jocotenango)

3.2.3 Further Disseminate Water Messages 42 municipalities (exception San Juan Atitan)

3.3 Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.

See Y5 5.3.2 Quetzaltenango: 1) San Juan Ostuncalco; and 2) Concepcion Chiquirichapa.

RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT

Activity & Sub-Activity Municipalities 4.1 Build the capacity of the Municipal Women's Office to support the design and implementation of municipal plans to address food security and nutrition. 4.1.1 Follow-on TA for DMMs All 43 municipalities 4.2 Coordinate with municipalities to establish and operate food security situation rooms. TA for Establishment and Implementation of the SAN Situation 4.2.1 All 43 municipalities Rooms 4.3 Help municipalities develop LED plans.

4.3.1 Implementation of LED Plans and Policies All 43 municipalities

Quiche: 1) Uspantan; 2) Nebaj; and 3) Cunen. 4.3.2 STTA in Public-Private Partnerships Pursuing new opportunities in all 43 municipalities 4.4 Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.

No Sub-activity Completed in all 44 municipalities

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RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS

Activity & Sub-Activity Municipalities 5.1 Improve municipalities' awareness of climate stressors and of adaptation measures.

5.1 No sub-activity Completed in all 44 municipalities

5.3 Assist municipalities with developing adaptation plans and implementing joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.

5.3.1 Implementation of Adaptation Plans All 43 municipalities

5.3.2 Implementation of Watershed Management Plans Quetzaltenango: 1) San Juan Ostuncalco; and 2) Concepcion Chiquirichapa.

Activity & Sub-Activity Municipalities 6.1 Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction. Development of Online Training Materials for Municipal 6.1.1 .All 43 municipalities Management 6.1.2 Implementation of the AGAAI TA plans No further institutional strengthening TA is planned for AGAAI in Y5. 6.1.3 Best Practices Workshops All 43 municipalities 6.1.4 Advocacy for a Municipal Career Civil Service Law All 43 municipalities

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TA for Establishment and Strengthening of Municipal Human 6.1.5 All 43 municipalities Resource Offices Municipalities under project coverage: Huehuetenango: 1) Concepción Huista; 2) San Sebastián Huehuetenango; 3) San Juan Atitán; Quiché: 4) Chajul; 5) Sacapulas; 6) Zacualpa; 7) Nebaj; 8) Cotzal; 9) San Andrés Sajcabajá; 10) Santa Cruz del Quiché; 6.1.6 Strengthening Indigenous Authorities Totonicapán: 11) Santa Lucia la Reforma; 12) Totonicapán; Quetzaltenango: 13) Concepción Chiquirichapa; San Marcos: 14) San Miguel Ixtahuacán; and 15) Tacana. Municipalities outside of project coverage: 1) Santa Bárbara; 2) San Juan Ixcoy; 3) San Pedro Jocopilas; 4) Olintepeque; 5) Cajola.

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ANNEX IV: PERFORMANCE MANAGEMENT PLAN Nexos Locales PMP Report Quarterly 1 Year 5

73 Baseline Year 5 Cumulative LOP Planned

Performance Indicator Frequency All Year Year Year Year Planned Achievement Original Municipalities 1 2 3 4

Municipalities (Applies to Total New Indicators Q174 Municipalities #4,6,29)

USAID CDCS Goal: A more secure Guatemala that fosters greater socio-economic development in the Western Highlands and sustainably manages its natural resources. Project Level Result: Strengthened municipalities foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters. 1.Cross-cutting Indicator Quarterly 0 N/A N/A 2 12 10 7 3 3 3 34 35 Number of activities and (Individual targets per projects developed and/or year) implemented mutually or in coordination with other USG and USAID Guatemala partners in the Western Highlands. (C )

NB The title of this indicator was modified by removing mention of the Western Highlands Integrated Program (WHIP) as per changes to USAID programming.

2. Number of USG- Quarterly 0 N/A N/A N/A 17 14 9 5 2 2 42 52 supported activities (Individual targets per designed to promote or year)

73 LOP = Life of Project 74 Q1 = Quarterly 1

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strengthen the civic participation of women (F) (Disaggregated by municipality)

3. Number of youth who Quarterly 0 N/A N/A 150 215 406 437 100 0 0 1208 1210 have participated in a USG- (Individual targets per supported activity who year) assume leadership roles within their communities. (C)

(Disaggregated by municipality, gender [Female, male and others (includes sexual diversity)] and ethnicity) Disaggregated by gender Male N/A N/A N/A 47% 49% 53% 46% 60% 0% 0% 48% 60% Female N/A N/A N/A 53% 51% 47% 54% 40% 0% 0% 52% 40% Disaggregated by ethnic Maya N/A N/A N/A 83% 75% 61% 65% N/A 0% 0% 61% N/A group Garifuna N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% N/A Ladino N/A N/A N/A 17% 25% 38% 35% N/A 0% 0% 38% N/A Xinca N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% N/A Otro N/A N/A N/A 0% 1% 1% 0% N/A 0% 0% 1% N/A Disaggregated by age group Older N/A N/A N/A 0% 0% 0% N/A 0% 0% 0% N/A than 29 years 1% 29 year or N/A N/A N/A 100% 99% 100% 100% N/A 0% 0% 100% N/A

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youngest (youth) 4. Number of public Annually N/A N/A 75 N/A 37 64 94 90 N/A N/A 195 345 accountability or transparency mechanisms implemented with USG support. (C)

Y5 This indicator was modified from: Number of accountability presentations made by the municipalities to the COMUDEs each year (C)

(Disaggregated (where appropriate) by: Government level: Region, Department, Municipality, Community, National)

NB Y5 This indicator was modified in March of 2018 as part of a USAID/G effort to standardize indicators across DG projects. The indicator used to count only the rendiciones de cuenta presented to the COMUDEs. Under the new indicator, these rendiciones de cuenta are still counted, but additional accountability mechanisms are added, such as the establishment of functioning municipal offices of access to information.

5. Number of individuals Quarterly 0 N/A N/A 338 1835 1430 2665 1200 647 647 6915 7300 who received USG-assisted (40%F (40%F training, including /60%M) /60%M) management skills and (Individual targets per Page 78 of 87

fiscal management, to year) strengthen local government and/or decentralization. (F)

(Disaggregated by gender, youth, ethnicity, and municipality)

NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets. Disaggregated by gender Male N/A N/A N/A 55% 73% 76% 55% 60% 50% 50% 53% 60% Female N/A N/A N/A 45% 27% 24% 45% 40% 50% 50% 47% 40% Disaggregated by ethnic Maya N/A N/A N/A 67% 49% 57% 67% N/A 59% 59% 63% N/A group Garifuna N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% N/A Ladino N/A N/A N/A 33% 48% 42% 32% N/A 41% 41% 37% N/A Xinca N/A N/A N/A 0% 1% 0% 0% N/A 0% 0% 0% N/A Otro N/A N/A N/A 0% 2% 1% 1% N/A 0% 0% 1% N/A Disaggregated by age group 29 year or N/A N/A N/A 40% 24% 26% 37% N/A 23% 23% 29% N/A youngest (youth) Older N/A N/A N/A 60% 76% 74% 63% N/A 77% 77% 71% N/A than 29 years 6. Number of community Annually N/A N/A 610 N/A 423 437 621 600 N/A N/A 1481 2160 or CSO-proposed initiatives receiving USG support that are implemented. (C)

Y5 This indicator was modified from: Number of projects presented and/or prioritized by municipalities in coordination with communities/civil society (C)

NB Y5 This indicator was modified in March of 2018 as part of a USAID/G

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effort to standardize indicators across DG projects. The indicator used to count all projects proposed by CSOs in the COMUDEs. It now counts only those deemed to be in at least the first stage of implementation, which consists of the projects’ having been assigned a SNIP (Sistema Nacional de Inversión Pública) number. 7. Percentage of Annually 38% 93% N/A N/A 72% 86% 93% 93% N/A N/A 93% 93% municipalities that practice participatory planning. (C)

Y5 This indicator was modified from: Percentage of municipalities that practice participatory planning and budgeting (C)

8. Percentage of Annually 55% 80% N/A N/A 68% 76% 86% 50% N/A N/A 86% 86% municipalities that achieve (cumulative) an increase in municipal own-source-revenues in relation to the prior period (C)

(Disaggregated by municipality and revenue source) NB: This indicator was changed to reflect the percentage of project municipalities that achieve an increase in own-source- revenues in place of percentage increase in those revenues for greater accuracy in measuring Page 80 of 87

impact of project support. The baseline and targets for prior years were also revised to reflect this change. Result 2: Strengthened civil society participation in social accountability processes 9. Number of social Quarterly 0 N/A N/A 1 25 32 18 32 1 1 77 120 accountability actions conducted under the project. (C) 10. Percentage of youth Quarterly N/A N/A N/A 71% 19% 43% 50% 40% 40% 40% 45% 50% and women among participants in project- funded social accountability actions. (C)

29, Number of civil society Annually N/A N/A 0 N/A N/A N/A N/A 20 N/A N/A 0 44 organizations (CSOs) receiving USG assistance engaged in advocacy interventions. (F)

Result 6: Increased capacity of ANAM and AGAAI to support municipal development and replicate successful models nationwide. 11. Number of Annually 0 N/A N/A 2 6 6 6 5 N/A N/A 20 22 performance management tools developed by ANAM and AGAAI supported by the project. (C) 12. Number of project- Semi- 0 N/A N/A 1 5 6 4 0 N/A N/A 16 17 funded advocacy initiatives annually and trainings conducted by ANAM and AGAAI. (C) DO2: Improved Levels of Economic Growth and Social Development in the Western Highlands Result 3: Increased quality of potable water in 43 FtF municipalities 13. Percentage of municipal Semi- 13% 20% N/A N/A 25% 28% 50% 50% N/A N/A 50% 60% water systems that provide annually potable water (C)

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(Disaggregated by municipality)

14. Number of Annually 0 N/A N/A N/A 15 13 13 0 N/A N/A 41 41 municipalities that develop a sustainability strategy for Municipal Potable Water Systems. (C)

(Disaggregated by municipality)

15. Number of Annually 0 N/A N/A N/A 0 9 16 20 N/A N/A 25 62 municipalities that have taken at least two significant steps towards implementation of their sustainable plan. (C ) Disaggregated by municipality 22% N/A N/A N/A 32% N/A ------32% N/A 75 16. * Percentage of Semi- N/A community water systems annually in the WHIP area that have chlorinated water.(C) 17. Number of watershed Annually 0 N/A N/A N/A 1 1 N/A 0 N/A N/A 2 4 management plans developed and/or implemented. (C).

Result 4: Local Development Plans established and implemented in order to improve food security and economic development. 18. Number of institutions Quarterly 0 N/A N/A N/A 466 278 320 125 43 43 1107 1135 /organizations undertaking

75 *This indicator is eliminated from the PMP.

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capacity/competency strengthening as a result of USG assistance (F) [USG FACT: EG 4.5.1]

(Disaggregated by municipality)

19. 76Proportion of female Quarterly N/A N/A N/A N/A 0.9 0.4 ------0.65(59 F) 0.4F participants in USG- (26F) (33F) 0.35 (52 M) 0.6M assisted programs designed 0.1(4M) 0.6 to increase access to (48 productive economic M) resources (assets, credit, income or employment) (F) [USG FACT: GNDR-2]

20. Number of agricultural Quarterly 0 N/A N/A N/A 29 29 29 10 0 0 87 86 and nutritional enabling environment policies completing the following processes/steps of development as a result of USG assistance in each case: 1. Analysis; 2. Stakeholder consultation/public debate; 3. Drafting or revision; 4. Approval (legislative or regulatory); 5. Full and effective implementation (F) [USG FACT: 4.5.1(24)]

NB: The targets are accurate given the amount of time required for the extensive consensus- building that must occur at each stage of policy

76 *This indicator is eliminated from the PMP.

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development and approval. Multiple bodies at municipal and state levels must be consulted as well as other stakeholder groups. The level of targets projected accords with the experience of project staff who have undertaken similar policy work under other development projects. NB: As per agreement with USAID, each policy will be reported annually in accordance with the processes/steps of development at the close of the reporting period.

21. Number of individuals Quarterly 0 N/A N/A N/A 867 828 788 175 146 146 2629 2455 who have received USG (40% F (40%F/ supported short-term 60% M) 60%M) agricultural sector productivity or food security training.(F) [USG FACT: 4.5.2-7]

(Disaggregated by municipality, gender, ethnicity, and youth).

NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets

Disaggregated by gender Male N/A N/A N/A N/A 85% 71% 50% 60% 68% 68% 56% 60% Female N/A N/A N/A N/A 15% 29% 50% 40% 32% 32% 44% 40% Disaggregated by ethnic Maya N/A N/A N/A N/A 49% 52% 57% N/A 57% 57% 58% N/A group Garifuna N/A N/A N/A N/A 0% 0% 0% N/A 0% 0% 0% N/A Page 84 of 87

Ladino N/A N/A N/A N/A 48% 46% 41% N/A 43% 43% 41% N/A Xinca N/A N/A N/A N/A 1% 0% 0% N/A 0% 0% 0% N/A Otro N/A N/A N/A N/A 2% 2% 2% N/A 0% 0% 1% N/A Disaggregated by age group 29 year or N/A N/A N/A N/A 21% 27% 31% N/A 22% 22% 27% N/A (youth = 29 year or youngest youngest) Older N/A N/A N/A N/A 79% 73% 69% N/A 78% 78% 73% N/A than 29 years 22. Number of food Quarterly 0 N/A N/A N/A 35 33 15 0 N/A N/A 83 55 security private enterprises (new) (for profit), producers organizations, water users associations, women's groups, trade and business associations, and community-based Organizations (CBOs) receiving USG assistance. (F) [USG FACT: 4.5.2-11]

(Disaggregated by organization type and municipality)

NB: Targets will be set only for “new” organizations, though continuing organizations will be recorded and reported as a footnote. 23. Number of public- Quarterly 0 N/A N/A N/A 0 0 1 0 N/A N/A 1 4 private Partnerships formed as a result of FtF assistance. (F) [USG FACT: 4.5.2-12]

(Disaggregated by partnership focus)

24. Number of people Annually 0 N/A N/A N/A 378 82 94 0 N/A N/A 554 550 trained in child health and (40%F/ nutrition through USG- 60%M) supported programs. (F) [USG FACT: 3.1.9-1] Page 85 of 87

(Disaggregated by gender, youth, ethnicity, and municipality)

NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets. Although this indicator permits participants to be counted more than once, the project targets will reflect only first-time participants as a more meaningful measure. Total numbers of participants trained will recorded and reported as a footnote to PMP reports.

Disaggregated by gender Male N/A N/A N/A N/A 79% 12% 0% 60% 0% 0% 23% 60% Female N/A N/A N/A N/A 21% 88% 100% 40% 0% 0% 77% 40% Disaggregated by ethnic Maya N/A N/A N/A N/A 49% 63% 69% N/A 0% 0% 63% N/A group Garifuna N/A N/A N/A N/A 0 0% 0% N/A 0% 0% 0% N/A Ladino N/A N/A N/A N/A 48% 37% 30% N/A 0% 0% 36% N/A Xinca N/A N/A N/A N/A 1% 0% 0% N/A 0% 0% 0% N/A Otro N/A N/A N/A N/A 2% 0% 1% N/A 0% 0% 1% N/A Disaggregated by age group Older N/A N/A N/A N/A 19% 59% 63% N/A 0% 0% 66% N/A than 29 years 29 year or N/A N/A N/A N/A 81% 41% 37% N/A 0% 0% 34% N/A youngest (youth) DO3: Improved Management of Natural Resources to Mitigate Impacts of Global Climate Change. Result 5: Municipal Plans established to reduce climate change vulnerability and TA provided for implementation of plans. 25. Number of institutions Annually 0 0 N/A N/A 18 8 12 0 N/A N/A 38 39 with improved capacity to address climate change issues as a result of USG assistance (F) [USG FACT: 4.8.2-14]

(Disaggregated by Page 86 of 87

municipality and type of institution, adaptation capacity)

26. Number of Annually N/A N/A N/A N/A 301 123 298 0 N/A N/A 722 585 stakeholders with increased capacity to adapt to the impacts of climate change as a result of USG assistance (F) [USG FACT: 4.8.2-26] 27. Number of climate Annually 0 N/A N/A N/A 21 14 19 3 N/A N/A 54 54 adaptation tools, technologies and methodologies developed, tested and/or adopted as a result of USG assistance (F) [USG FACT: 4.8.2-8]

(Disaggregated by tools, technologies and methodologies) 28. Number of laws, Annually 0 N/A N/A N/A 20 17 17 5 N/A N/A 54 62 policies, strategies, plans, or regulations addressing climate change (adaptation) and/or biodiversity conservation officially proposed, adopted, or implemented as a result of USG assistance (F) [USG FACT: 4.8.2-28]

Disaggregated by: Laws, policies, strategies, plans or regulations and by stage of passage

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