Guatemala Local Governance / Nexos Locales Project

GUATEMALA LOCAL GOVERNANCE / NEXOS LOCALES PROJECT

QUARTERLY REPORT #24 CONTRACT No. AID-520-C-14-00002

July 20, 2020

This publication was produced for review by the United States Agency for InternationalPage Development. 1 of 92 It was prepared by DAI Global, LLC. LOCAL GOVERNANCE/ NEXOS LOCALES PROJECT

QUARTERLY REPORT (QR24) April 2020 – June 2020

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: July 20, 2020

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.

Page 2 of 92 TABLE OF CONTENTS

SUMMARY OF TABLES, FIGURES, AND PHOTOGRAPHS 4 ACRONYMS 5 EXECUTIVE SUMMARY 7 INTRODUCTION 9 1. STEMMING ILLEGAL MIGRATION 11 II. HIGH-LEVEL RESULTS 13 III. SUMMARY OF KEY ACHIEVEMENTS 15 IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED 17 V. QUARTERLY PROGRESS RESULTS 20 VI. TRAINING EVENTS 48 VII. GRANTS ADMINISTRATION 49 VIII. PROJECT MANAGEMENT 50 IX. FINANCIAL INFORMATION 55 ANNEX I: GLOSSARY OF KEY TERMS 57 ANNEX II: WORK PLAN ACTIVITY TRACKER 61 ANNEX III: MUNICIPALITY TRACKER 65 ANNEX IV: PERFORMANCE MANAGEMENT PLAN 69

Page 3 of 92 SUMMARY OF TABLES AND PHOTOGRAPHS

TABLES Table 1- Water Infrastructure Investments in Q24 ...... 31 Table 2- Municipal Investment in Q24 for women-centered projects...... 35 Table 3- Financial investment for women-centered project under the COVID-19 pandemic ...... 36 Table 4- Financial investment in LED activities under the COVID-19 pandemic ...... 38

PHOTOGRAPHS Photo 1: Nexos Locales technician facilitating the GIS workshop to project municipalities ...... 22 Photo 2: DAFIM personnel participating in the online workshop to use debt collection tools ...... 23 Photo 3: DAFIM and DMP directors participating in the online workshop to complete the accountability of funds reporting ...... 26 Photo 4: Cleaning campaign in the municipal market in Chajul, Quiché ...... 30 Photo 5: OMAS workers performing a rehabilitation campaign in water distribution tanks in San Andrés Sajcabajá, Quiché...... 32 Photo 6: Youth activists participating from the certificate course on municipal government administration and citizen participation pose with their certificate of achievement ...... 42 Photo 7: Scene from the video adapted to the IGM audio campaign in the municipality of Nebaj, Quiché ...... 43 Photo 8: Mayors of San Marcos and San Pedro Necta participating in the regional dialogue livestream both in San Marcos and Huehuetenango ...... 51

Page 4 of 92 ACRONYMS AAC Area Advisory Committee ACH Acción Contra el Hambre ADIMAM Integral Development Association for Municipalities in the Highlands of San Marcos AGAAI Guatemalan Association of Indigenous Mayors and Authorities ANAM National Association of Municipalities AR5 Annual Report 5 ASOCUCH Association of Civil Organizations in the Cuchumatanes A4P Alliance for Prosperity CAI Indigenous Authority Councils CATIE Tropical Agricultural Research and Higher Education Center CEO Creating Economic Opportunities CIAT AGROCLIMA-International Center for Tropical Agriculture CLA Collaboration, Learning, Adapting COCODE Community Development Council COFETARN Commission for Economic Growth, Tourism, Environment and Natural Resources COMUDE Municipal Development Council COMRED Municipal Commission for Risk and Disaster Reduction COMUSAN Municipal Commission for Food Security and Nutrition COPEP Committee for Municipal Programming and Budget Execution COR Contracting Officer’s Representative CSO Civil Society Organization DAFIM Municipal Administrative Financial Directorate DAI DAI Global, LLC DEMIN Integrated Municipal Evaluation DEC Development Experience Clearinghouse DMM Municipal Women’s Directorate ECO Civil Association Western Cooperation Studies FtF Feed the Future GIS Geographic Information Systems GoG Government of Guatemala GUC Grants Under Contract ICFM Municipal Financial Consolidated Index IGM Guatemalan Migration Institute IOM International Organization for Migration LAIP Public Access to Information Law LED Local Economic Development LOP Life of Project MANCOSEQ Mancomunidad de Municipios del Corredor Seco de Quiché MANCUERNA Mancomunidad de Municipios de la Cuenca del Río Naranjo MEL Monitoring, Evaluation, Learning MINFIN Ministry of Finance MoU Memorandum of Understanding OMAS Municipal Water and Sanitation Office OMDEL Municipal Office for Economic Development OMJ Municipal Youth Office OMM Municipal Women’s Office OMRRHH Municipal Human Resources Office PDM-POT Proceso de Actualización y Alineamiento de Planes Municipales de Desarrollo a Plan de Ordenamiento Territorial PDH Guatemalan Human Rights Ombudsman Office PFM Public Financial Management PMP Performance Management Plan

Page 5 of 92 POA Annual Operations Plan PRODERT Rural Development Project Q22 Quarter 22 Q23 Quarter 23 Q24 Quarter 24 Q25 Quarter 25 RIDER Youth Network for Integral Development SAN Food Security and Nutrition SCEP Presidential Executive Coordination Secretariat SEGEPLAN Planning and Programming Presidential Secretariat 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 UIP Public Information Unit USAID United States Agency for International Development USG United States Government Y6WP Year 6 Work Plan Y2 Year Two Y3 Year Three Y4 Year Four Y5 Year Five Y6 Year Six

Page 6 of 92 EXECUTIVE SUMMARY

This quarterly report captures the breadth of activities performed during the twenty-fourth quarter (Q24), which ranges from April 1st, 2020 to June 30th, 2020. The report delineates high-level results, key achievements in each of the four technical result areas under the Nexos Locales contingency strategy, obstacles faced, lessons learned during the reporting period, project management updates, and financial reporting against the six funding sources of the USAID Nexos Locales contract. During Quarter 24, municipal governments operated in a context of great uncertainty, and faced difficult trade-offs given the health, economic, and social challenges raised by the COVID-19 pandemic. Since the beginning of the crisis, municipal authorities were tasked with critical responsibilities in different areas impacted by the pandemic such as coordinating with government agencies to enact containment measures and ensuring the continuity of public services delivery. The COVID-19 crisis also posed financial challenges to municipal governments; particularly, the nationally issued deferral on service fee payments generated uncertainty around own-source revenue collection.

The response to the crisis has varied among municipalities. However, in all cases local authorities have prioritized efforts to maintain essential services and implement initiatives to support vulnerable populations. Nexos Locales’ work with municipal governments is critical under such circumstances, as the project proactively developed lines of communication with key municipal entities through cost- effective technology platforms to ensure the continued provision of technical support. Project assistance focused on assisting municipalities to manage the crisis through an integrated approach that addresses the short and long-term challenges sparked by the pandemic. Nexos Locales trained financial directorates on how to manage financial readjustments and procurement processes under the National State of Calamity, and developed a strategy to implement alternative revenue collection streams. Simultaneously, project staff worked with the water and sanitation offices to ensure municipalities maintained quality water service delivery during the crisis by performing constant monitoring in water distribution systems to meet the increased demand. In addition, Nexos Locales provided technical support to women’s directorates and local economic development offices to strengthen their capacity to develop municipal initiatives that create economic opportunities for vulnerable groups.

The COVID-19 crisis also accelerated the leap to virtual formats and use of technology tools across municipal arenas. Digital tools have been essential for municipalities to better manage their day-to-day activities. The project’s development and promotion of digital tools, which predate the pandemic, enabled a smooth transition for municipalities under project coverage. The use of project-developed digital tools proved effective to circumvent the hindrances placed on municipal activities that required in-person meetings. Virtual training sessions also permitted the ready integration of cross-result training participants. Digital tools also present an alternative, automated solution for otherwise manually-executed activities. As the pandemic reaches its peak in the country, Nexos Locales will continue strengthening key municipal government areas to help local authorities navigate the emergency and its recovery stages while attending to their constituents’ needs.

Advances in all four main result areas of the contract that support the project’s contingency strategy of municipal self-reliance for reduced migration are summarized below: Result 1, Sound Public Financial Systems — This quarter, Nexos Locales provided technical assistance to the Municipal Financial Directorates (DAFIMs) in 15 municipalities to complete financial reports using the Municipal Financial Consolidated Index (ICFM) platform. In addition, the project

Page 7 of 92 trained DAFIM personnel on the use of debt collection tools that enable a more effective management of taxpayer information. In response to the financial implications of the COVID-19 pandemic, Nexos Locales trained 36 municipal staffers, including procurement officials and DAFIM directors, on the pertinent legal framework and procedures to expedite procurement processes under the National State of Calamity. Lastly, through the use of project-developed digital tools, eight municipalities1 completed their quarterly accountability of funds (rendicion de cuentas) reports in a manner that permitted digital transmission of the reports to COMUDE members.

Result 3, Increase Access to Potable Water — In Q24, the Municipal Water and Sanitation Offices (OMAS) from 15 project municipalities worked to ensure effective water service provision, and advance on the implementation of their Water Investment Plans. As such, four project municipalities2 invested a total of Q 9,820.00 (USD 1,292) to upgrade their distribution systems which will benefit 12,168 people with access to safe drinking water. Additionally, Nexos Locales continued assisting three municipalities in watershed management planning. Within the Río Sibinal watershed, local volunteers and personnel from the municipality of Sibinal conducted a reforestation campaign of 2.2 hectares, an area similar in size to two rugby fields. The campaign consisted of 2,500 tree seedlings funded by the municipality, and mancomunidad ADIMAM for a total of Q11,200.00 (USD 1,473) Result 4, Local Economic Development — During the reporting period, Nexos Locales worked with the Municipal Women’s Directorates (DMMs), and the Municipal Offices for Local Economic Development (OMDELs) in target municipalities to continue the implementation of their 2020 annual operations plans. These efforts resulted in the allocation of Q 360,225.00 (USD 47,398) in four municipalities3 to fund project initiatives that strengthen agricultural production to increase family income for vulnerable groups, particularly women. Finally, the municipality of Comitancillo established an OMDEL to support local economic development activities.

Result 6, ANAM & AGAAI — Nexos Locales renewed terms of collaboration with AGAAI through the MoU signing. The project also continued working with ANAM to implement the dissemination strategy for the online training videos for municipal management. As part of this strategy, Nexos Locales collaborated with RIDER, a local youth network, to launch a two-week online certificate course on municipal management in which 400 youth activists participated. The project also joined the collaborative efforts among the Guatemalan Migration Institute (IGM), the International Organization for Migration (IOM), and the USAID-funded UMG project to launch an awareness campaign in 13 municipalities4 to reduce discrimination against migrant returnees. Building off the project’s experience to develop dissemination strategies for radio messages, Nexos Locales assisted municipalities in identifying effective dissemination channels; this included adapting the radio spots to informative videos to stream on social media platforms. Following cultural pertinence recommendations, the radio messages were also translated to predominant Maya languages.

1 Huehuetenango: 1) Chiantla; Quiché: 2) San Juan Cotzal; 3) San Andrés Sajcabajá; 4) Chajul; 5) Nebaj; San Marcos: 6) Comitancillo; 7) Concepción Tutuapa; and 8) Sibinal. 2 Quiché: 1) Cunén; 2) Nebaj; 3) San Andrés Sajcabajá; and San Marcos: 4) Concepción Tutuapa. 3 Huehuetenango: 1) Chiantla; Quiché: 2) San Andrés Sajcabajá; San Marcos: 3) Concepción Tutuapa; and 4) Comitancillo. 4 Huehuetenango: 1) San Pedro Necta; 2) La Libertad; 3) Malacatancito; 4) Chiantla; 5) La Libertad; Quiché: 6) Nebaj; San Marcos: 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; 9) Comitancillo; 10) Tacaná; 11) Sibinal; 12) San Marcos; and 13) San Rafael Pie de la Cuesta.

Page 8 of 92 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 is to strengthen municipalities in the Western Highlands so they foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters. In support of the project’s revised technical approach, which places a reinvigorated emphasis on addressing the root causes of illicit outward migration to the United States, Nexos Locales is strengthening financial accountability mechanisms capable of increasing municipal own-source revenue so that municipal resources can be prioritized where they are needed most. This includes improved quality service delivery, expanded local economic opportunities, and strengthened food security and nutrition. In doing so, municipal governments are better able to identify and finance their own citizen’s needs for addressing the root causes of illicit outward migration, thereby leading to increased self-reliance.

The project will implement this technical approach in the following 22 municipalities, which are divided into three categories: a) 15 municipalities receiving complete work plan approved technical assistance packages (bold font); b) 5 municipalities receiving specialized ad hoc inputs; and c) 2 municipalities receiving technical assistance specific to the implementation of their smartphone transparency applications. This information is reflected in the subsequent map.

Figure 1- Nexos Locales coverage area Y6-Y8

Page 9 of 92 Pursuant to Section F.6 (2) of the contract, this Quarterly Report presents progress against the project’s four main result areas under the contingency strategy as approved in the Year 6 Work Plan. This report also informs on: key achievements, significant operations and project milestones, key challenges with project implementation, and financial information per funding source. The Quarterly Report #24 covers the quarterly reporting period between April and June 2020.

The four technical result areas of the contingency strategy include: • Result 1 – Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making. • Result 3 – Increased quality of potable water in prioritized municipalities. • Result 4 – Local Development Plans established and implemented in order to improve food security and economic development. • 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 Quarterly Report #24 (QR24) is divided into the following sections:

Section 1– Stemming Illegal Migration Section II – High Level Results Section III –Summary of Key Achievements Section IV – Obstacles Faced, Best Practices and Lessons Learned Section V – Quarterly Progress Results Section VI –Training Events Section VII – Grants Administration Section VIII – Project Management Section IX– 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 I

Page 10 of 92 1. STEMMING ILLEGAL MIGRATION

In Quarter 19, Nexos Locales introduced this new section to showcase how its work contributes to stemming the flow of illegal migration to the United States by linking project activities to the commitments made by the Government of Guatemala in its Alliance for Prosperity Plan (A4P) and the U.S. Government’s Strategy for Central America. More specifically, Nexos Locales supports the basic goal of eradicating the push factors—or drivers— of migration to the United States by working to support the pillars of i) Improved Governance / Institutions Strengthening and ii) Promoting Prosperity / Creating Economic Opportunity.

For Year 6, Nexos Locales’ revised technical approach, labeled as its contingency strategy, focuses program activities on increasing municipal self-reliance through the implementation of strengthened transparency and public financial accountability mechanisms capable of increasing own source revenue generation. This improves allocation of resources in support of quality public service delivery, expanded local economic opportunity, and improved food security and nutrition, of which benefit historically marginalized groups and results in enhanced quality of life conditions and reduced migration. This new strategy reflects a pivot in Nexos Locales’ approach—within the confines of its contract—that enhances technical assistance delivery to better meet the Agency’s priorities in the region and that are now more strongly aligned with the two aforementioned pillars. The foundational technical approach for this strategy enables municipal governments to identify and finance their own needs, to improve public service delivery, the local economic environment, and food security and nutrition, thereby addressing key underlying factors influencing migration push factors.

The specific examples below from Quarter 24 demonstrate how Nexos Locales directly contributes to the pillars of Improving Governance / Institutions Strengthening and Promoting Prosperity / Creating Economic Opportunities:

IMPROVED GOVERNANCE / INSTITUTIONS STRENGTHENING

• Nexos Locales provided technical assistance to the Municipal Administrative Financial Directorates (DAFIM) in 15 municipalities on the following subjects: 1) Preparing the Municipal Financial Index (ICFM) report; 2) Tools to facilitate debt collection processes; and 3) Managing Municipal Finances under the COVID-19 pandemic. Nexos Locales is helping municipalities navigate the unforeseen financial effects of the crisis by training DAFIM coordinators in emergency procurement processes under the State of Calamity. Additionally, the project developed an own-source revenue strategy to help municipal governments identify alternative revenue streams. • During an online training session, 52 municipal officials from 15 project municipalities were instructed on the Access to Public Information Law (LAIP) and mechanisms to respond to public information requests. Nexos Locales developed a technology tool to help Public Information Units (UIPs) keep a record of mandatory website publications under Article 10 of the LAIP for increased compliance with the law. • The Water Sanitation Offices (OMAS) in 15 municipalities received technical assistance to manage water service provision and meet an increased demand under the COVID-19 pandemic.

Page 11 of 92 Four municipalities5 developed key administrative tools to refine their internal functioning addressing key components of water service delivery management such as water communications and quality monitoring. • The Municipal Development Councils (COMUDEs) in eight municipalities6 received technical assistance to complete their quarterly accountability of funds (rendicion de cuentas) reports using project-developed technology tools that facilitate the presentation of financial data through electronic means.

PROMOTING PROSPERITY / CREATING ECONOMIC OPPORTUNITIES

• This quarter, project technical assistance to the Municipal Offices for Local Economic Development (OMDEL) emphasized the implementation of the 2020 annual operations plans and actions under the Local Economic Development Plans. As a result, three municipalities7 secured Q 105,200.00 (USD 13,842) for local economic development projects that strengthen agricultural production as a means of stimulating the local economy. • Nexos Locales provided technical support to the Municipal Women’s Directorates (DMMs) to continue implementing their annual operations plans and developing women-centered project initiatives. In Q24, municipal authorities in three municipalities8 allocated Q 255,025.00 (USD 33,555) for project initiatives that focus on enhancing poultry-keeping and agricultural production.

5 Quiché: 1) Chichicastenango; San Marcos: 2) Comitancillo; 3) San Marcos; and Totonicapán: 4) Totonicapán. 6 Huehuetenango: 1) Chiantla; Quiché: 2) San Juan Cotzal; 3) San Andrés Sajcabajá; 4) Chajul; 5) Nebaj; San Marcos: 6) Comitancillo; 7) Concepción Tutuapa; and 8) Sibinal. 7 Huehuetenango: 1) Chiantla; Quiché: 2) San Andrés Sajcabajá; and San Marcos: 3) Concepción Tutuapa. 8 Quiché: 1) San Andrés Sajcabajá; San Marcos: 2) Concepción Tutuapa; and 3) Comitancillo.

Page 12 of 92 II. HIGH-LEVEL RESULTS

Nexos Locales is a local governance project that invests in local results that achieve impact well beyond its geographic areas of intervention. The tools developed under the project, along with experiences shared by municipalities in leveraging the project’s technical assistance, are and will continue to be disseminated by Nexos Locales at a national level through the National Association of Municipalities (ANAM) and on the website’s of ANAM and Nexos Locales. This sharing and dissemination, when appropriate, benefits municipal governance beyond the 22 municipalities under project coverage, reaching all 340 municipalities in the Republic of Guatemala. In addition, the project has collaborated with other USAID-funded programs to expand the use of project-developed digital tools.

Nexos Locales achieved the following high-level results this quarter:

1) Harnessing Technology for Capacity-Building: Through a grant to ANAM, Nexos Locales developed a catalog of 50 online training videos, including informative and tutorials. These videos provide easy access, interactive instruction on key municipal management areas. This quarter, Nexos Locales partnered with RIDER, a local youth network, to launch an online certificate course to train youth on municipal management topics. Twenty-nine videos from the catalog were organized in four learning modules that included complementary materials and automated evaluations. Four hundred young activists from all regions in the country enrolled in the online course. Of the total amount of participants, 63% (252) completed the four modules, 20% (80) completed three learning modules, and 17% (68) completed two modules or fewer. As a result of this activity, the videos reached 14,446 views, and ANAM’s YouTube channel saw a 22% increase in subscriptions.

2) Improved Water Quality: Access to safe water for sanitation measures is essential to combating the spread of COVID-19. Nexos Locales works to improve municipal capacities for the effective delivery of quality water service supply. During the reporting period, four municipalities9 allocated a budget of Q 9,820.00 (USD 1,292.10) to install water chlorinators and rehabilitate infrastructure in distribution tanks. These efforts will benefit 12,168 people based in these municipalities. Water infrastructure maintenance is a key component to ensure a safe and sustained water service, particularly during the pandemic.

3) Migrant Returnees Campaign: Building off the project’s experience implementing dissemination strategies for radio messages through cost-effective means, Nexos Locales supported the implementation of an awareness campaign to reduce discrimination against migrant returnees in 13 project municipalities10. The Guatemalan Migration Institute (IGM) developed radio messages that were translated, with project support, into prominent Mayan

9 Quiché: 1) Cunén; 2) Nebaj; 3) San Andrés Sajcabajá; and San Marcos: 4) Concepción Tutuapa. 10 Huehuetenango: 1) San Pedro Necta; 2) La Libertad; 3) Malacatancito; 4) Chiantla; 5) La Libertad; Quiché: 6) Nebaj; San Marcos: 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; 9) Comitancillo; 10) Tacaná; 11) Sibinal; 12) San Marcos; and 13) San Rafael Pie de la Cuesta.

Page 13 of 92 languages in each municipality and adapted into informative videos to stream on social media and broadcasting platforms. The publications in social media have reached around 2,000 views.

4) Municipal Investment in favor of Women and LED activities: Nexos Locales is supporting the implementation of key local economic development actions in prioritized municipalities to improve conditions that lead to increased income- or employment-generating activities. As a result of the project’s work with the DMMs and OMDELs, during the reporting period, local authorities in four municipalities11 allocated Q 360,225.00 (USD 47,398) to fund project initiatives to strengthen agricultural production and enhance women’s technical skill including embroidery and tailoring. Combined, these initiatives will benefit 2,051 people.

11 Huehuetenango: 1) Chiantla; Quiché: 2) San Andrés Sajcabajá; San Marcos: 3) Concepción Tutuapa; and 4) Comitancillo.

Page 14 of 92 III. SUMMARY OF KEY ACHIEVEMENTS

This section provides a summary of the key achievements made in Quarter 24. A full description of the achievements can be found in their respective sections of this report by locating the sub-activity number in Section V: Quarterly Progress Results.

KEY ACHIEVEMENTS OF QUARTER 24:

• Nexos Locales developed two essential tools to manage municipal finances under the COVID- 19 pandemic. The Municipal Guide on Procurement under the State of Calamity outlines important concepts to develop transparent and efficient procurement processes during the pandemic. Additionally, the Municipal Own Source Revenue Strategy assists municipalities to counteract reductions in revenue generation by identifying alternative, context-driven revenue streams. These documents were distributed to the 15 municipalities receiving full TA packages and will be uploaded to ANAM’s municipal toolbox to be available to all 340 municipalities in the country. (Sub-Activity Y6 1.2.1) • Through the use of an innovative, project-developed electronic tool this quarter, eight municipalities12 were able to conduct their rendición de cuentas for their COMUDEs despite the social distancing obstacles to in-person COMUDE meetings. (Sub-Activity Y6 1.3.1) • Guided by the project-developed Water Investment Plans, four municipalities13 allocated a budget of Q 9,820.00 (USD 1,292.10) to implement activities to upgrade their water distribution systems by installing chlorinators and rehabilitating water infrastructure. Combined, these efforts will benefit 12,168 people with increased access to quality water service provision, which is constituted as a first line of defense to fight the spread of COVID-19 and waterborne diseases that affect family food security and nutrition. (Sub-Activity Y6 3.2.1) • With project support, the municipality of Sibinal completed the implementation of a reforestation campaign of 2.2 hectares, an area equivalent to two rugby fields, in the Río Sibinal watershed. The reforestation was coordinated with ADIMAM mancomunidad, a key stakeholder in the department of San Marcos. The 2,500 tree seedlings were funded by the municipality and ADIMAM. (Sub-Activity Y6 3.3.1) • The DMMs in three municipalities14 secured Q 255,025.00 (33,555.92) for the implementation of women-centered project initiatives that increase poultry production, establish community orchards, and enhancing women’s technical skills. A total of 1,981 women will benefit from these activities. (Sub-Activity Y6 4.1.1) • The municipality of Comitancillo, located in San Marcos, established its Municipal Office for Local Economic Development (OMDEL). This municipal entity will lead efforts to increase economic opportunities for vulnerable groups such as youth, women and indigenous people in the municipality. (Sub-Activity Y6 4.3.1)

12 Huehuetenango: 1) Chiantla; Quiché: 2) San Juan Cotzal; 3) San Andrés Sajcabajá; 4) Chajul; 5) Nebaj; San Marcos: 6) Comitancillo; 7) Concepción Tutuapa; and 8) Sibinal. 13 Quiché: 1) Cunén; 2) Nebaj; 3) San Andrés Sajcabajá; and San Marcos: 4) Concepción Tutuapa. 14 Quiché: 1) San Andrés Sajcabajá; San Marcos: 2) Concepción Tutuapa; and 3) Comitancillo.

Page 15 of 92 • Three municipalities15 allocated Q 105,200.00 (USD13,842.10) to finance LED activities including enhancing tomato and cauliflower production as activities to stimulate the local economy. (Sub- Activity Y6 4.3.1) • Four hundred young activists from the 22 departments in the country participated in an online certificate course for youth on municipal management and citizen participation topics. As a result of this activity, views of the ANAM’s training videos increased by 235%, while ANAM’s YouTube channel subscriptions grew by 22%. (Sub-Activity Y6 6.1.2) • Thirteen municipalities16 received project assistance to identify cost-effective means to disseminate the radio messages developed by the Guatemalan Migration Institute (IGM) as part of a campaign to reduce discrimination against migrant returnees. Based on the project’s experience in developing dissemination strategies for radio messages, eleven17 out of the 13 municipalities completed actions to support this awareness campaign which included adapting the radio messages into informative videos to stream in social media platforms. (Sub-Activity Y6 6.1.4)

15 Huehuetenango: 1) Chiantla; Quiché: 2) San Andrés Sajcabajá; and San Marcos: 3) Concepción Tutuapa. 16 Huehuetenango: 1) San Pedro Necta; 2) La Libertad; 3) Malacatancito; 4) Chiantla; 5) La Libertad; Quiché: 6) Nebaj; San Marcos: 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; 9) Comitancillo; 10) Tacaná; 11) Sibinal; 12) San Marcos; and 13) San Rafael Pie de la Cuesta. 17 Huehuetenango: 1) La Libertad; 2) Malacatancito; 3) Chiantla; 4) La Libertad; Quiché: 5) Nebaj; San Marcos: 6) San Miguel Ixtahuacán; 7) Concepción Tutuapa; 8) Comitancillo; 9) Tacaná; 10) Sibinal; and 11) San Marcos. The remaining two municipalities expressed their interest to support the campaign once the printed materials are provided by the IGM. Nexos Locales will inform on these municipalities when they carry out actions to support the campaign.

Page 16 of 92 IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED

UPDATES FROM OBSTACLES FACED IN Q23

Nexos Locales is pleased to report that all of the obstacles reported in the previous quarter have been overcome. OBSTACLES FACED IN THE 24TH QUARTER Municipal Emergency Response – As the COVID-19 pandemic progresses in each municipality, local authorities find themselves at the forefront of the health crisis. The immediate need for crisis management and coordination to contain the spread of the virus is coupled with the challenges of responding to already existing needs in the municipal context. Under these circumstances, the vast majority of municipal officials are investing up to 70% of their time helping with the municipal emergency response, which leaves little room for technical assistance provision. To circumvent this, Nexos Locales established effective communication lines with municipal staffers leveraging the use of technology mechanisms such as Whatsapp, Skype, and Google Meet for group updates and inquiries, calls, training sessions and workshops. These mechanisms were selected because of their practicality, accessibility, and low internet consumption. Nexos Locales also developed specific schedules for TA sessions with each municipal office, which has enabled, for the most part, the successful delivery of technical support during the pandemic.

Budget Adjustments – The financial implications of the COVID-19 pandemic has widely diverted the 2020 municipal budget execution from its projected course, which has sparked high uncertainty around funding for approved project initiatives and operation budgets in key municipal offices. Although municipal authorities are trying to minimize the negative impacts of COVID-19 on overall budget structures, funding for some women’s and LED projects were canceled. As financial uncertainty surged, Nexos Locales proactively worked with municipal officials to modify technical approaches to project initiatives to ensure these responded to key development objectives under the pandemic, such as food security and expanded economic opportunities. As a result of these efforts, to date, more than 90% of reported projects managed by the DMMs and the OMDELs are still active.

Page 17 of 92 BEST PRACTICES AND LESSONS LEARNED

In alignment with the Collaboration, Learning and Adapting (CLA) methodology, the project continuously seeks to learn from feedback loops to adequately inform, reduce gaps, and improve activity implementation to achieve desired program results. Below is a brief description of identified best practices and lessons learned in the twenty-fourth quarter:

Best Practices – The project’s Monitoring, Evaluation and Learning (MEL) Unit defines a best practice as an intervention—tool, manual, use of technology, methodology, etc.—that can be replicated with reliability, leading to a desired result, thereby strengthening innovation and sustainability in strengthening municipal management or increased citizen participation.

• Technology Tools for COMUDEs: Nexos Locales launched a Microsoft Excel-based tool, labeled Rendición de Cuentas. This tool facilitates the generation of financial analyses included in the COMUDEs’ accountability of funds report, presenting budget information in an easy digestible format for COMUDE members. In addition, the COMUDE Annual Planner, launched in Q23, provides notifications to DMP officials with reminders of COMUDE meetings, and detailed guidelines on how to correctly complete reporting requirements, while providing easy- to-use links for downloading official reporting templates. Despite the restrictions on in-person COMUDE meetings, using these technology tools, eight municipalities under project coverage were able to successfully conduct18 their quarterly accountability of funds reports. Nexos Locales developed a structured system in which DAFIM and DMP coordinators were trained on the use of these tools and worked together to complete the financial reports and send the resulting information to COMUDE members electronically. This process is an effective means of increasing municipal compliance with accountability of funds reporting during the course of the pandemic and beyond.

Lessons Learned – The project MEL unit defines lessons-learned as knowledge or understanding gained through experience, analysis and self-reflection of any given activity, process or a combined set of them. Lessons learned have the following characteristics: 1) Identified through a comprehensive analysis; 2) Can be positive or negative; 3) Constitute the first step to identify best practices and; 4) Can be measured for their utility.

• Virtual Trainings enabled an Efficient Integration of Program Activities: The transition from in-person technical assistance delivery to virtual formats presented some challenges including limited access to internet service and instructing project beneficiaries in the use of communications platforms. Overall, the transition was well received, particularly by municipal officials that were already acquainted with virtual conferences platforms and learning software used in their academic endeavors. This receptiveness enabled the creation of a cohesive learning environment in which various project result areas could be integrated. Because online platforms offer the ease of remote connection and the capacity to convene large participant groups, Nexos Locales was able to organize virtual training events convening

18 The term successfully refers to the presentation of financial information to all COMUDE members (which now was made using electronic means) for its analysis. Subsequently, all COMUDE members signed the COMUDE minutes or Acta de COMUDE as supporting documentation of the accountability of funds reporting. This process is followed during in-person COMUDE meetings. If there is an Acta de COMUDE to confirm the financial information was presented, it is deemed as a successful completion of the accountability of funds report.

Page 18 of 92 municipal officials from different offices and departments in single sessions. Key topics such as project programming, use of debt collection technology tools, and access to public information were addressed during virtual workshops which personnel from the DMMs, DAFIMs, DMPs, OMJs, OMAS, and OMDELs attended.

Page 19 of 92 V. 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 1calls 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 at the municipal level are coordinated with national level counterparts, such as the Ministry of Finance (MINFIN), the General Planning Secretariat (SEGEPLAN), the Presidential Coordination Secretariat (SCEP), and the Guatemalan Human Rights Ombudsman Office (Procuraduría de los Derechos Humanos [PDH]). To build sustainability, Nexos Locales encourages collaboration between municipalities to share best practices and lessons- learned, and builds citizen awareness of national transparency and budget laws to access information on municipal finances and public accountability.

In Year 1, the project completed assessments—also referred to as diagnostics—of PFM and Municipal Development Council (COMUDE) functionalities to develop technical assistance plans that met the individual needs of each project municipality. Using the findings from the diagnostics, Nexos Locales, in Year 2, developed customized approaches for delivering technical assistance (TA) to project municipalities. 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 integrated municipal evaluation (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 (UIP). In Year 5, the compiled DEMIN results directed project investments to strengthen legal, administrative and technical capacities in the DAFIMs and UIPs against DEMIN performance indicators. This DEMIN- focused approach strengthened the financial directorates’ abilities to manage municipal resources to increase own source revenue generation. Public Information Units have increased their capacity to implement the Public Access to Information Law (LAIP) and respond to information requests from the general public in a timely manner.

In Year 6, with the implementation of the project’s revised technical approach to increase municipal self- reliance under the approved Contingency Strategy, inputs will focus on strengthening financial accountability mechanisms and municipalities’ own-source revenue generation for the improved allocation of public resources in support of quality public service delivery and local economic growth. The DEMIN tool will continue to guide project interventions providing a framework for cost-effective, personalized technical assistance in municipalities. In response to the COVID-19 outbreak, the project’s revised implementation approach was strengthened to place a special focus on helping municipal

Page 20 of 92 governments confront this nationwide public health crisis by developing preparedness plans to better manage financial readjustments and ensure transparency in procurement processes under the National State of Calamity declared by the Guatemalan Government since March 6th, 2020.

KEY ACHIEVEMENTS IN THE 24TH QUARTER

ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the twenty-fourth 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 Y6 1.1.1. GIS Support: In the previous quarter, the project completed an assessment to evaluate the potential for implementation of GIS support in ten municipalities20. Relevant findings showed most of these municipalities lacked updated taxpayers databases in the government-provided ServiciosGL21 platform. Based on this information, Nexos Locales developed a database update plan for each municipality with the goal of improving the municipal registry records to inform the ServiciosGL platform. These update efforts are a key pre-requisite for the development of delinquency maps using the GIS software. These maps are a cost-efficient tool that enables municipalities to visualize delinquency levels in water service provision; this information lays the foundation to develop targeted and effective debt collection strategies for increased municipal own-source revenue.

By mid-March the project started assisting municipalities in the updating process through in-person sessions; however, a few days later this activity had to be paused due to the COVID-19 outbreak in the country. Leveraging the use of technology, Nexos Locales rapidly switched technical assistance delivery

19Huehuetenango: 1) Chiantla; Quiché: 2) San Juan Cotzal; 3) San Andrés Sajcabajá; 4) Chajul; 5) Nebaj; San Marcos: 6) Comitancillo; 7) Concepción Tutuapa; and 8) Sibinal. 20 Huehuetenango: 1) Malacatancito; 2) Todos Santos Cuchumatán; San Marcos: 3) San Miguel Ixtahuacán; 4) Sibinal; 5) Comitancillo; 6) Concepción Tutuapa; 7) Tacaná; Quiché: 8) Cunén; 9) San Andrés Sajcabajá; and 10) Chajul. *The remaining five municipalities under complete TA coverage are already receiving GIS support. 21 ServiciosGL is the official Government of Guatemala online platform to register taxpayer information for all public service users in municipalities across the country.

Page 21 of 92

to an online modality. Using the project- developed GIS Manual and the Skype22 communications software, water technicians organized and facilitated an eight-hour online workshop to help municipalities finalize the database updating process and introduce OMAS officials to the delinquency mapping process through the QuantumGIS software —the open source version of GIS—.

Eighteen project municipalities23 participated in the workshop which showcased the step- by-step process to update taxpayer information in the ServiciosGL platform and develop delinquency maps as outlined in the project-developed GIS Manual. As a result of this activity, all participating municipalities successfully updated their databases in ServiciosGL and completed mapping exercises using the QuantumGIS software. Combined, all municipalities identified an Photo 1: Nexos Locales technician facilitating the GIS workshop to project municipalities estimated 74% of outstanding accounts from a total of 24, 371 registered users. The uptick in delinquency levels during the current period can be attributed to two main causes:

i) Under the COVID-19 pandemic scenario, the Government of Guatemala issued Decree 15- 2020, which establishes a temporary amnesty on fees owed for basic services including water and electricity, giving citizens the option to amortize fees in a maximum of 12 installments; and

ii) The drastic reduction on average family income due to job and production losses during the pandemic, which limits users’ payment capability.

Capacity-building to manage the GIS software and develop payment delinquency maps is essential as municipalities learn how to develop context-driven revenue collection strategies. Next quarter, Nexos Locales will continue to leverage the use of the project-developed GIS Manual to provide ongoing GIS support in target municipalities.

Sub-Activity Y6 1.1.2 Sign Memorandums of Understanding with 22 Municipalities: This sub-activity was completed in Q23.

22 Skype is a telecommunications application that specializes in providing video chat and voice calls between computers, tablets, and other mobile devices. 23 14 municipalities under complete TA support, and four ad hoc assistance municipalities: Huehuetenango: 1) Barillas; San Marcos: 2) San Marcos; 3) San Rafael Pie de la Cuesta; and Totonicapán: 4) Totonicapán

Page 22 of 92 Activity 1.2—Deliver technical assistance that meets the specific needs of the target municipalities.

Sub-Activity Y6 1.2.1. TA to Advance Overall DAFIM Performance against the DEMIN in 15 Municipalities: This quarter, technical assistance provided by the project’s PFM technicians to 15 Municipal Directorates of Finance Administration (DAFIMs) highlighted these areas:

1. Municipal Consolidated Financial Index (ICFM): The ICFM is a digital platform developed by the Ministry of Finance to provide information about key areas of municipal financial management. This technology tool measures municipal performance against 16 finance indicators, which include public expenditures, financial soundness, and central government transferences. The ICFM contains an interactive dashboard that allows access to real-time updates under each indicator enabling local governments to identify the overall strengths and weaknesses in their use of financial resources. In Year 4, Nexos Locales financed the launch of an instructional online video and a printed guide to help users navigate the ICFM platform. During the reporting period, Nexos Locales provided technical support to the DAFIMs in the use of these materials in their quarterly ICFM reports. The information provided by these reports will be essential to guide municipalities’ response to the pandemic as they will have a detailed outlook on their financial performance and management to inform their decisions.

2. Debt Collection Tools: In Q24, Nexos Locales organized and facilitated a six-hour online workshop for the DAFIM personnel in 15 project municipalities. Comprised of three different modules, the training session introduced municipal officials to various debt collection tools developed by the project. The Microsoft Excel-enabled tools developed in Year 4 help DAFIMs manage taxpayer databases, identify delinquency levels, and streamline the generation of collection notices. The debt collection tools are designed to calculate delinquency levels from the taxpayer databases downloaded from ServiciosGL and generate electronic collection notices using government-approved formats. In the majority of municipalities, collection notices are developed manually, a process that takes from 15 to 20 days. Through the use of the project-developed debt collection tools, municipalities can generate an average of up to 300 collection notices in a single day, which could save them an estimated Photo 2: DAFIM personnel participating in the online workshop to use debt Q4,000.00 (USD 526) in administrative costs, collection tools including office supplies and salaries.

The health crisis sparked by the COVID-19 pandemic forced municipalities to perform a series of unforeseen financial readjustments and expedite procurement processes. As this was an unprecedented situation, most DAFIMs were unsure how to proceed. During the reporting period, Nexos Locales

Page 23 of 92 assisted municipalities to better manage these unexpected circumstances by focusing technical assistance in the following key areas:

Sub-Activity Y6 1.2.1a- Procurement Training under State of Calamity Rules: In Q24, Nexos Locales provided a training session to 15 municipalities on compliance with procurement rules and transparency measures under the State of Calamity. This training, in which 36 municipal staffers including procurement officials and DAFIM directors participated, was delivered via Skype. The session addressed important concepts such as the functions of the Professional Formation and Development State Acquisitions Directorate -Dirección de Formación y Desarrollo Profesional en Adquisiciones del Estado in Spanish-. The training also deepened participant understanding of the Guatecompras24 system, and the pertinent legal framework for expedited procurement under the State of Calamity. To complement these efforts and provide a concise and handy synthesis of this information, Nexos Locales developed a Municipal Guide on Procurement under the State of Calamity. This document was distributed electronically to all 15 municipalities receiving complete TA packages and uploaded in the project’s website and ANAM’s municipal toolbox. (See the Municipal Guide on Procurement under the State of Calamity here)

Sub-Activity Y6 1.2.1b – Project Ranking Dashboard Distribution: This quarter, Nexos Locales developed the Municipal Ranking Results Dashboard tool, which analyzes the 2018 municipal ranking data for the 340 municipalities in the country. SEGEPLAN has validated this tool, and further developed a document with information from the 2018 municipal rankings and recommendations to improve forthcoming 2020 rankings, which includes the Nexos Locales-developed tool. During Q24, SEGEPLAN began updating the 2020 ranking data collection instruments. Upon the completion of the update, Nexos Locales will ramp up efforts to distribute the dashboard in all 340 municipalities of the country in coordination with SEGEPLAN with the goal of promoting its use among municipalities to improve their individual performance in the ranking.

Sub-Activity Y6 1.2.1c - Own Source Revenue Strategy to Reduce Shocks from COVID-19: The COVID-19 pandemic has generated greater uncertainty among project municipalities around the collection of fee payments for water service, market vendors, and city maintenance (Boleto de Ornato), all of which are important own-source revenue streams. To counteract this uncertainty, Nexos Locales developed a Municipal Strategy for Own-Source Revenue Collection which delineates specific actions municipalities can undertake to identify and implement alternative and context-driven revenue streams. This strategy document places the DAFIMs and the Committees for Municipal Programming and Budget Execution (COPEPs) as key actors to assess and oversee the implementation of actions for increased revenue collection. Examples proposed in the strategy include the implementation of the 7b electronic receipts25, local cable broadcasting and billboard advertising fees, and improvements to property tax (Impuesto Único Sobre el Inmueble) management. In the upcoming quarter, project technical staff will introduce the municipal strategy to the DAFIMs and hold online TA sessions to support its implementation once the amnesty of municipal service fees expires.

Sub-Activity Y6 1.2.2. Further Dissemination of Radio Spots on Citizens Responsibilities to Pay Municipal Fees: Given that Decree 15-2020 grants a temporary deferral on municipal service fee payments, the project is encouraging municipalities to suspend this dissemination of radio spots until the decree expires. This will avoid the possible optic of municipalities’ disregarding the decree.

24 Guatecompras is the Government of Guatemala Procurement and Contracting Information System. Guatecompras is an electronic market, operated through the Internet that promotes transparency and efficiency. 25 The electronic 7b receipt is an authorized pre-printed receipt which allows municipal personnel to digitally register authorized receipts in the ServiciosGL system.

Page 24 of 92 Sub-Activity Y6 1.2.3. TA to Advance Overall UIP Performance Against the DEMIN in 15 Municipalities: Given the high mayoral turnover municipalities experienced as a result of the general elections, most personnel within the Public Information Units were replaced with new staff. In Q24, the project continued working with UIPs in 15 municipalities to instruct incoming personnel in transparency reporting and compliance with the Access to Public Information Law (LAIP). Fostering municipal transparency under the COVID- 19 pandemic scenario is essential to maintain an active citizen engagement and participation. Leveraging the use of technology communications platforms, project technical staff provided a follow-up LAIP training in which 52 municipal officials from key offices including the DAFIMs, UIPs, and Municipal Programming Directorates (DMPs) participated. Attendees were trained on the process of uploading mandatory information to the municipal websites, and mechanisms to respond to public information requests during the COVID-19 pandemic. The training particularly emphasized the importance of collaborative efforts among these municipal offices to ensure a more efficient reporting compliance to the Procuraduría de los Derechos Humanos (PDH).

During the online session, Nexos Locales launched the CheckUIP tool, an innovative technology tool that includes a breakdown of all mandatory public information publications under Article 10 of the LAIP. The tool enables municipalities to keep an updated track record of their website publications. In addition, it describes official formatting considerations for all publications and specifies which municipal office is responsible for providing the information to the UIP so it can be uploaded to the municipal website. The use of this tool will facilitate internal coordination among offices and increase compliance with the law.

Sub-Activity Y6 1.2.4. Follow-up on the Transparency Applications in 3 Municipalities: This quarter, Nexos Locales coordinated with the Ministry of Finance to update the financial information module in the three project-developed transparency applications. An internal change of financial data administration offices within the ministry interrupted the capacity to show real-time updates in the applications’ financial information module. The project immediately took action to coordinate with the Ministry of Finance and the app service developer company EXPLICO26 to address the issue. EXPLICO assessed how to make these adjustments and sent a proposal to Nexos Locales. The project is currently evaluating the proposal and will determine next steps early in the next quarter. In the meantime, municipal app managers have been emphasizing the use of the app’s reporting module whereby users can report public service grievances. This app feature has become a more efficient mechanism for the general public to communicate with municipalities, especially under the social distancing requirements because it avoids the need to make reports in-person.

In the previous quarter, Nexos Locales described app replication efforts conducted in the municipalities of San Lucas Sacatepéquez; and San Marcos. Both municipalities expressed their interest in replicating the project-developed transparency application with municipal funding, which showcases how the project’s groundbreaking efforts to develop digital governance and transparency tools can yield municipal investment. The municipality of San Marcos advanced in the replication process by exploring the functionality of the app’s features during online meetings with personnel from EXPLICO and Nexos Locales.

Next steps include working on a transparency app demo, which will provide a prospect of how the San Marcos app would look. Municipal officials committed to sharing with EXPLICO their branding considerations and a list of potential names for the demo. Additionally, the municipality of San Lucas Sacatepéquez is currently evaluating the technical proposal for the app replication sent by EXPLICO.

26 EXPLICO is a Guatemala-based IT and software developer company. This company developed the #SOMOSChiantla, MiSacapulas and SANRAFAINFO apps.

Page 25 of 92 Nexos Locales will continue to act as a liaison between both municipalities and the app developers as they advance on the replication process.

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

Sub-Activity Y6 1.3.1. Consolidation of COMUDE Strengthening to Advance Overall DEMIN Scores: This quarter, technical assistance to 16 Municipal Development Councils (COMUDE)27 emphasized the following key topics to improve the COMUDE’s performance against the DEMIN:

1) Accountability of Funds Reporting (known as Rendición de Cuentas in Spanish): Among the many municipal government functions hindered by the COVID-19 crisis is the convening of in-person COMUDE meetings. Key among municipal responsibilities at COMUDE meetings is the presentation of the accountability of funds report or, rendicion de cuentas. Nexos Locales’ innovative, technology-driven approaches to streamlining COMUDE functions resolved this issue in Quarter 24. On May 2020, Nexos Locales held a virtual training session for the 16 municipalities receiving COMUDE assistance on developing and transmitting electronically their accountability of funds quarterly report.

The session was attended by representatives of the DMPs and the DAFIMs as key offices responsible of implementing COMUDE sessions. Participants explored the use of the recently launched Rendición de Cuentas tool and the COMUDE Annual Planner to complete their reports and present the information to COMUDE members through electronic means. As a result of the training, eight municipalities28 were able to finalize and share their accountability of funds reports with COMUDE members. In the coming months, Nexos technical staff with address through TA the variety of reasons that the remaining eight municipalities were unable to do the

Photo 3: DAFIM and DMP directors participating in the online workshop to same. complete the accountability of funds reporting The Rendición de Cuentas tool, which runs off Microsoft Excel, prepares an automated financial analysis based on income and expenses data. Following a user-friendly layout, DMP officials can enter the financial information provided by the DAFIMs and automatically generate an analysis and infographics to showcase the general municipal budget execution, income generation, and financial management in different budget categories. This information can be subsequently printed or sent electronically to COMUDE members. Nexos Locales presented this process to SEGEPLAN authorities as a means of

27 15 municipalities with complete technical assistance packages, and the municipality of Totonicapán, receiving ad-hoc assistance. 28 Huehuetenango: 1) Chiantla; Quiché: 2) San Juan Cotzal; 3) San Andrés Sajcabajá; 4) Chajul; 5) Nebaj; San Marcos: 6) Comitancillo; 7) Concepción Tutuapa; and 8) Sibinal.

Page 26 of 92 increasing municipal compliance with accountability of funds reporting during the course of the pandemic and beyond. SEGEPLAN endorsed the process and project staff will explore means of institutionalizing it within SEGEPLAN as an additional means of improving municipal ranking scores for social accountability reporting.

2) Technical Assistance in Social Auditing: Last quarter, the project reported on the municipality of Chiantla’s Social Audit Commission drafting a report for their third social audit exercise. The report described findings and recommendations for the Q 1,299,500.00 (USD 170,986.84) project labeled “Construction of Drainage System in the Reforma, Buenos Aires community”. Members of the commission scheduled a presentation of their findings and recommendations the COMUDE for April, 2020; however, due to the COVID-19 outbreak the meeting was suspended. The municipality of Chiantla communicated with members of the Social Audit Commission to set a new tentative date for their presentation which could take place in the upcoming quarter. Nexos Locales will continue to assist the commission as the presentation process moves forward.

3) Annual Municipal Planner: The Annual Planner for the COMUDE is a digital tool that streamlines the COMUDE’s internal organization and ensures municipal compliance with national law requirements providing government-approved formats and notifications for mandatory reports due to various state entities. In Q23, the COMUDE planner received the Presidential Coordination Secretariat’s endorsement. As the regulatory body for COMUDEs in the country, SCEP authorities expressed their desire to adopt this tool as part of their institutional portfolio. A training session was scheduled for SCEP field staff to learn in-depth about the planner’s features and use but due to limits on mobility in place during the outbreak this activity was halted. The project published the COMUDE Planner in its website and via ANAM’s municipal toolbox to ensure online access to all municipalities across the country. In the upcoming months, Nexos Locales will seek to establish new mechanisms to resume collaborative efforts with the SCEP.

Sub-Activity Y6 1.3.2 - COVID-19 Municipal Preparedness Handbook: For the majority of the project’s municipalities, the inexperience of managing through a crisis, especially one as new and complicated as COVID-19, has a high probability of costly mistakes, not only in terms of compounding the public health crisis but on decisions that could lead to fines or penalties. This unknown for local authorities may prevent them from making decisions to adequately respond to the crisis. Because of this, in Q24 Nexos Locales began developing the COVID-19 Municipal Preparedness Handbook. This document will assist local authorities with crisis management describing governmental and municipal responsibilities under the State of Calamity and emphasize actions to guarantee public services delivery through the OMAS and other key municipal offices. In the upcoming quarter, Nexos Locales will coordinate with other implementing partners and key stakeholders such as UMG and ANAM to finalize and launch this document.

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

Sub-Activity Y6 1.4.1. Solid Waste Treatment Planning: There are no actions planned under this sub-activity for Year Six.

Sub-Activity Y6 1.4.2. Mancomunidad Strategy on Migrant Returnees: In the previous quarter, Nexos Locales contracted a specialized consultant to work with the mancomunidades MANCOSEQ and MANCUERNA

Page 27 of 92 to develop a strategy on migrant returnees. On April 2020, the consultant resigned the position to pursue a full-time position outside the project. Nexos Locales notified ANAM, MANCOSEQ and MANCUERNA and started on a short-list STTA process to recruit a new consultant who will be tasked with finalizing the elaboration of the strategy on migrant returnees for each mancomunidad. Meanwhile, Nexos Locales’ technical coordinator took the lead in the process and worked with MANCOSEQ and MANCUERNA representatives to advance the preparation of the strategy. The project expects to finalize and present both strategies in the upcoming quarter.

NEXT STEPS

Additionally, Nexos Locales’ planned activities for Result 1 during the next quarter include:

• Provide ongoing technical assistance to the 15 municipalities receiving full TA packages to identify and implement own-source revenue strategies to reduce the shocks of the COVID-19 pandemic. (Sub-Activity Y6 1.2.1). • Ongoing technical assistance to the UIPs in the 15 selected municipalities on reporting compliance and public information protocols. (Sub-Activity Y6 1.2.3). • Ongoing technical support to the COMUDE’s to develop their annual accountability of funds reports. (Sub-Activity Y6 1.3.1)

Page 28 of 92 RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 15 MUNICIPALITIES

Background: The health, economic, and social consequences of water deficits in both quantity and quality for all users and for the environment cannot be understated. 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 15 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). In Year 5, the DEMIN-compiled results directed project investments to strengthen legal, administrative, technical and planning capacities in the water and sanitation offices against DEMIN performance indicators. This DEMIN-led approach resulted in improved municipal capacity for the effective delivery of quality water service provision. In Year 6, under the implementation of the project’s revised technical approach to improve municipal self-reliance, Nexos Locales’ interventions will place a reinvigorated focus on strengthening municipal capacity to manage and administer safe water to its citizens. This requires planning development and allocation of municipal resources to improve infrastructure, develop strategies for watershed management, implement actions from the strategic water investment plans, and identify strategies and implementing actions for increased revenue generation for improved service delivery in providing safe water. The provision of safe drinking water is at the very core of all preventive health measures to fight the spread of the COVID-19 outbreak. Nexos Locales will place an emphasis on delivering technical assistance so that municipal governments can implement actions that guarantee the provision of safe water to its citizens.

KEY ACHIEVEMENTS IN THE 24TH QUARTER

• Guided by the project-developed Water Investment Plans, four municipalities29 allocated a budget of Q 9,820.00 (USD 1,292.10) to implement activities to upgrade their water distribution systems by installing chlorinators and rehabilitating water infrastructure. Combined, these efforts will benefit 12,168 people with increased access to quality water service provision, which is constituted as a first line of defense to fight the spread of COVID-19 and waterborne diseases that affect family food security and nutrition.

• With project support, the municipality of Sibinal completed the implementation of a reforestation campaign of 2.2 hectares, an area equivalent to two rugby fields, in the watershed named Río Sibinal. The reforestation was coordinated with mancomunidad ADIMAM, a key

29 Quiché: 1) Cunén; 2) Nebaj; 3) San Andrés Sajcabajá; and San Marcos: 4) Concepción Tutuapa.

Page 29 of 92 stakeholder in the department of San Marcos. The 2,500 tree seedlings were funded by the municipality and ADIMAM.

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the twenty-fourth 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 municipalities under the TEC increase.

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

Sub-Activity Y6 3.2.1 Strengthening of OMAs or its similar Municipal Water Office: This quarter, technical assistance to the Municipal Water and Sanitation Office (OMAS) emphasized the following key areas:

1) Water Service Delivery: As part of the different responsibilities required of local governments ensure the effective and continuous provision of basic services is the perhaps the most important. As such, during the reporting period, Nexos Locales personnel assisted all 15 municipalities receiving complete TA packages to implement key actions and constant monitoring to ensure a quality water service delivery to their constituents. The project scheduled bi-weekly technical assistance sessions with OMAS coordinators and staffers to provide guidance regarding the control of chlorination mechanisms, adjustments to distribution systems to match up the increased water demand, and address their general concerns. In the municipalities of Nebaj and Chajul, Nexos Locales’ water technician provided technical support to the OMAS coordinators in the procurement process of personal protective equipment to minimize the exposure to the virus when conducting field monitoring activities.

2) Sanitation Measures: Sanitation is another crucial preventive measure to stem the rapid spread of COVID-19 as it has been scientifically proven the virus can survive several hours - or even days- on different surfaces. During the reporting period, Nexos Locales worked together with the Municipal Water and Sanitation Offices in the municipalities of Cunén, San Juan Cotzal, and Chajul, to coordinate disinfection campaigns in crowded spaces including markets, parks and commercial avenues. This action garnered the support of dozens of local market vendors and key Photo 4: Cleaning campaign in the municipal market in Chajul, Quiché

Page 30 of 92 municipal commissions like the Municipal Commission for Risk and Disaster Management (COMRED). The campaigns are scheduled to repeat periodically in targeted areas during the course of the pandemic.

3) Planning: This quarter, Nexos Locales personnel assisted municipalities with their planning and programming efforts to strengthen the OMAS internal functioning and technical progress against DEMIN indicators. This includes the development and update of Water Communications Plans, Spring Protection Plans, and Water Quality Monitoring Plans in four municipalities30. These documents are relevant to refine OMAS capacities and integrate all components of water service delivery management. In the municipality of Chichicastenango, the project worked with the OMAS to draft a master plan for municipal water provision. The plan proposes a holistic approach to manage municipal water service; the draft was put together with inputs from different areas including water communications, springs protection, and water quality monitoring.

In Q23, Nexos Locales reported the updating of municipal regulations for water service provision in the municipalities of Concepción Tutuapa and San Marcos. These documents were scheduled to be presented to municipal authorities for approval. However, due to the COVID-9 pandemic, the presentation was halted. The project expects to assist municipalities to resume the process in the upcoming months.

Sub-Activity Y6 3.2.2. Implementation of Strategic Investment Plans: During Q24, Nexos Locales supported the implementation of Strategic Water Investment Plans (developed in Years 2 through 4) in 15 project municipalities targeting the following areas:

1) Water Infrastructure: Guided by the project-developed Strategic Water Investment Plans, four municipalities31 invested a total of Q 9,820.00 (USD 1,292.10) to upgrade and rehabilitate water systems in the municipal urban center. These actions will benefit an estimated total of 12,168 people. The table below provides a breakdown of these investments.

Table 1- Water Infrastructure Investments in Q24

Municipality Project Municipal Municipal Number of Investment Investment (USD) Beneficiaries Rehabilitating campaign at El Cunén, Quiché Q 5,000.00 $657 2,000 people Rancho distribution tank Installation of two artisanal Nebaj, Quiché Q 1,500.00 $197 2,500 people chlorination systems San Andrés Rehabilitating campaign at Sajcabajá, Quiché two distribution tanks Q 2,000.00 $263 1,200 people Concepción Installation of an artisanal Tutuapa, Q 1,320.00 $173 6,468 people chlorination system San Marcos Totals Q 9,820.00 $ 1,292 12,168 people

30 Quiché: 1) Chichicastenango; San Marcos: 2) Comitancillo; 3) San Marcos; and Totonicapán: 4) Totonicapán. 31 Quiché: 1) Cunén; 2) Nebaj; 3) San Andrés Sajcabajá; and San Marcos: 4) Concepción Tutuapa.

Page 31 of 92 Infrastructure maintenance is a critical component for improving water quality delivery at the municipal level. In many municipalities, water infrastructure is deteriorating, and in need of repair and upgrading. Nexos Locales, through the Water Investment Plans, assists municipalities in addressing this subject through a systematic approach whereby periodic evaluations are conducted to identify which water distribution systems are in need of maintenance or replacement and inform municipal investments in water infrastructure. Next quarter, the project will provide ongoing technical assistance as municipalities continue implementing their water plans.

Photo 5: OMAS workers performing a rehabilitation campaign in water distribution tanks in San Andrés Sajcabajá, Quiché

2) Safe Water for Life (Agua Segura para la Vida): Access to safe water by all citizens is an essential municipal government function and a priority in tackling the spread of COVID-19. Nexos Locales, in collaboration with two other USAID-funded programs –Creating Economic Opportunities and PROINNOVA– developed this initiative which prioritizes municipal actions to guarantee the provision of safe water for both human consumption and as a line of defense against spreading the pandemic. In Q24, Nexos Locales delivered technical assistance to the OMAS in 11 municipalities32 to implement a continuous monitoring of the water distribution systems and ensure the safe and sustained provision of quality water to their citizens. Additionally, Nexos Locales developed a municipal guide to delineate the main concepts and key action steps of its three stages of implementation so it can be replicated in other municipalities outside of the project’s coverage area. The document is currently under technical revision and is expected to be launched in the upcoming quarter as part of the Municipal Preparedness Handbook (Sub-Activity Y6 1.3.2).

32 Huehuetenango: 1) Chiantla; 2) Huehuetenango; 3) Malacatancito; 4) La Libertad; 5) Todos Santos; Quiché: 6) Chichicastenango; 7) Cunén; 8) Nebaj; 9) Chajul; 10) Sacapulas; San Andrés Sajcabajá.

Page 32 of 92 Sub-Activity Y6 3.2.3. Further Disseminate Water Messages: The radio water messages developed in Year 3 sensitize the general public on two specific themes: the health benefits of water chlorination and the importance of paying water service fees. The water messages that emphasize the benefits of chlorination will be used to complement efforts under the Safe Water for Life initiative; whereas the dissemination of water messages that focus on citizen responsibilities to pay for water service fees will be suspended until Decree 15-2020 expires, for reasons stated earlier in this report. Nexos Locales will closely monitor the situation and resume efforts when appropriate.

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

Sub-Activity Y6 3.3.1 – Implementation of Watershed Management Plan in Two Municipalities: In the previous quarter, Nexos Locales reported the implementation of watershed management actions in the departments of San Marcos, Huehuetenango and Quiché. This quarter, the project achieved successful advances in all three departments:

• San Marcos: Nexos Locales continued working in close consultation with the municipal government of Sibinal to follow up on the implementation of the already-existing Río Sibinal watershed management plan. Prioritized actions under this plan focused on a reforestation campaign and the installation of a biobarda33. On June 2020, the municipality reforested 2.2 hectares in the watershed, an area equivalent to two rugby fields. The reforestation consisted of 2,500 tree seedlings which were funded by the municipality and mancomunidad ADIMAM with an estimated budget of Q11,200.00 (USD 1,473) • Huehuetenango: Study of the existing watershed management plan for the micro watershed Arroyo de Carpintero, located in the municipality of Chiantla, prompted Nexos staff to support municipal efforts in reforestation. Leveraging the use of GIS technology, water technicians mapped the watershed to visualize areas where reforestation actions could have greater impact. The resulting information was presented to municipal authorities who will work with Nexos Locales to draft a plan for the reforestation. • Quiché: the project worked with the municipality of San Andrés Sajcabajá to evaluate conditions for developing a watershed management plan for the Sacaj micro watershed. Nexos Locales staff held coordination meetings with mancomunidad MANCOSEQ to begin the design of a diagnostic, a key pre-requisite to develop the watershed management plan. Authorities from MANCOSEQ, in which the Mayor of San Andrés Sajcabajá serves as a board member, expressed their interest to learn from this experience for possible replication in the future.

NEXT STEPS In the next quarter, activities under Result 3 will include:

• Continuous project technical assistance to strengthen the administrative and technical capacities of the OMAS against their DEMIN indicators (Sub-Activity Y6 3.2.1). • Ongoing technical support as municipalities continue to implement their Strategic Water Investment Plans (Sub-Activity Y6 3.2.2). • Follow-up on the three watershed management processes in the departments of Quiché and Huehuetenango (Sub-Activity Y6 3.3.1).

33 A biobarda is barrier made out of recycled bottles and mesh to filter out waste from rivers, and other water bodies.

Page 33 of 92 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 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). In Year 5, the compiled DEMIN results directed project investments to strengthen legal, administrative and technical capacities of the DMMs, COFETARNs and OMDELs against DEMIN performance indicators. This DEMIN-led approach consolidated the coordination linkages between the women’s networks and the DMMs to better address the needs of women and enhance advocacy efforts towards inclusive development conditions. Correspondingly, the OMDELs and COFETARNs have increased their competencies to support the implementation of LED actions that result in greater economic opportunities. In Year 6, under the implementation of the project’s revised technical approach to improve municipal self-reliance, inputs will focus on the implementation of DMM strategies and LED actions outlined in the LED plans to seek the allocation of municipal funds to promote income or employment generating activities targeting historically marginalized groups including women, youth and indigenous people. The project will also emphasize guiding municipalities so they can better address the economic recovery from the health crisis caused by the COVID-19 outbreak.

KEY ACHIEVEMENTS OF THE 24TH QUARTER

• The DMMs in three municipalities34 secured Q 255,025.00 (33,555) for the implementation of women-centered project initiatives that focus on enhancing poultry-keeping production, the establishment of community orchards, and enhancing women’s technical skills. A total of 1,981 women will benefit from these activities. (Sub-Activity Y6 4.1.1)

34 Quiché: 1) San Andrés Sajcabajá; San Marcos: 2) Concepción Tutuapa; and 3) Comitancillo.

Page 34 of 92 • The municipality of Comitancillo, located in San Marcos, established its Municipal Office for Local Economic Development (OMDEL). This municipal entity will lead efforts to increase economic opportunities for vulnerable groups such as youth, women and indigenous people in the municipality. (Sub-Activity Y6 4.3.1) • Three municipalities35 allocated Q 105,200.00 (USD13,842) to finance LED activities including enhancing tomato and cauliflower production as activities to stimulate the local economy. (Sub- Activity Y6 4.3.1)

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the twenty-fourth 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 Y6 4.1.1. Strengthening of DMMs in 15 Municipalities to Advance Overall DEMIN Scores: The COVID-19 pandemic has widely reduced family income threating the livelihoods and food security of thousands of people in municipalities across the Western Highlands. These circumstances, render critical the role of the DMMs as advocates for the allocation of municipal funds to foster economic opportunities for women. During the reporting period, technical assistance to the DMMs emphasized the implementation of their annual operations plans and the development of women-centered project profiles. Through the use of Plan-Presupuesto and ASISTE Munis, two project-developed technology tools, launched earlier this year, Nexos Locales guided DMM coordinators to draft, present, and ultimately gain the approval of municipal authorities to allocate funding for the following initiatives:

Table 2- Municipal Investment in Q24 for women-centered projects

No. of Direct # Municipality Department Project Name Amount SNIP Beneficiaries No. Subsidy to enhance 1 Concepción San Marcos poultry-keeping Q 50,000.00 35 women 0263670 Tutuapa production Subsidy to benefit 2 Comitancillo San Marcos women’s groups in the Q 80,000.00 municipality 120 women 251140 Subsidy for the San Andrés Quiché implementation of Q 35,075.00 1,626 women 3 263132 Sajcabajá community orchards Subsidy to enhance Quiché embroidery and 4 San Andrés Q 89,950.00 200 women 263132 tailoring production for Sajcabajá women Q 255,025.00 TOTALS 1,981 women USD 33,555

35 Huehuetenango: 1) Chiantla; Quiché: 2) San Andrés Sajcabajá; and San Marcos: 3) Concepción Tutuapa.

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The financial strains municipalities faced while responding to the COVID-19 outbreak called for budget reallocations. In some cases this meant the cancelation of funds that were initially destined for women- centered projects. Throughout Year 6, Nexos Locales has reported 15 approved DMM projects which were a direct result of the project’s technical support. As of June 2020, one36 of these 15 projects has been cancelled. Since the financial uncertainty around DMM projects surged, Nexos Locales personnel worked hand-in-hand with DMM coordinators to perform adjustments and additions to project profiles and, if necessary, to secure funding for their initiatives. Thanks to these diligent efforts, more than 94% of reported women-centered projects are still active. The table below provides further details:

Table 3- Financial investment for women-centered project under the COVID-19 pandemic

Total funding Total Reallocations Funding allocated investment Estimated Women- due to allocated Centered (October 2019- allocated as of Beneficiaries March 2020) COVID-19 during Q24 June 2020 Municipal Projects Q 1,689,480.00 Q 259,840.00 Q 255,025.00 Q 1,684,665.00 3,722 women Year 6 (USD 222,300) (USD 34,189) (USD 33,555) (USD 221,666)

These figures demonstrate that although there have been reallocations, the project’s work with the DMMs continues to yield investment in favor of income or employment generating projects for women. Nexos Locales will closely monitor municipal funding adjustments in the upcoming months and report accordingly.

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

Sub-Activity Y6 4.2.1. TA for Implementation of the SAN Situation Rooms: Following the declaration of the National State of Calamity by the government, the Municipal Commissions for Food Security and Nutrition (COMUSANs) suspended their meetings and the implementation of the SAN situation rooms to monitor food security and nutrition at the municipal level. Prior to the government declaration, with Nexos Locales’ support, the COMUSANs drafted SAN project initiatives focusing on the establishment of family orchards, poultry-keeping farms, installation of chlorination systems, and the establishment of food security municipal offices. These initiatives were scheduled to be presented during the course of Q24; however, the health crisis sparked by the COVID-19 pandemic halted these presentation meetings. In the upcoming months, Nexos Locales will reach out to SESAN’s authorities and the SAN working group37, which was constituted in Year 4 to launch the online platform and guide for the SAN situation rooms, to explore specific joint actions that can help reactivate the implementation of the SAN situation rooms.

36 The subsidy for the provision of German-branded strands to enhance embroidery was a Q 259,840.00 project initiative approved by the municipality of Chajul, Quiché. In mid-April the municipality reallocated the funding. 37 The SESAN working group, comprised of representatives from Nexos Locales, SESAN, Biodiversity, Acción Contra el Hambre (ACH), the Tropical Agricultural Research and Higher Education Center (CATIE) and AGROCLIMA-International Center for Tropical Agriculture (CIAT), was conformed in 2018 to launch the online platform and guide for the SAN situation rooms.

Page 36 of 92 Activity 4.3—Help municipalities develop LED plans

Sub-Activity Y6 4.3.1. Implementation of LED Plans and Policies: In Q24, Nexos Locales provided technical assistance to the Municipal Local Economic Development Offices (OMDELs) and the Commissions for Economic Development (COFETARN) emphasizing methods to improve performance against the DEMIN.

Administrative Tools: Following the reorganization of the COFERTARNs and the update of their members lists, Nexos Locales provided technical assistance to the COFETARN in 17 municipalities38 to develop and update their manuals on administrative procedures. These tools are essential to guide the COFETARN’s actions and strengthen their capacity to advocate and implement local economic development initiatives. As many other municipal commissions, the COFETARNs have been working under a limited scope during the COVID-19 outbreak.

Additionally, Nexos Locales provided technical support to 13 OMDELs39 for the implementation of their 2020 annual operations plans and LED actions specified in the project-developed local economic development plans. Positive outcomes include:

Comitancillo, San Marcos: During the reporting period, the municipality of Comitancillo established its Municipal Office for Local Economic Development (OMDEL). Last quarter, Nexos Locales personnel worked with the COFETARN to develop a proposal to establish an OMDEL in the municipality. This proposal was presented to key local authorities, who approved the creation of the office as an entity that would directly support the COFETARN’s efforts. The project also guided the process of developing administrative manuals for the office using the project-developed standardized manuals, saving municipal officials significant amounts of time and resources to begin the OMDEL’s operations. The establishment of the OMDEL will be crucial Comitancillo’s fight against the adverse economic effects of the COVID-19 outbreak as the office will channel municipal efforts to stimulate the local economy.

San Andrés Sajcabajá, Quiché: In the previous quarter, Nexos Locales provided technical support to the OMDEL to develop their annual operations plan. This document entails various project profiles, as well as other key items like an annual budget for the OMDEL’s operations. Commonly, many offices work without any operations funding which limits their scope of work and capacity to pay for salaries. The lack of funding could ultimately lead to the office’s closure. In Q24, Nexos Locales assisted the OMDEL coordinator in the process of presenting municipal authorities its annual operations plan. As a result of the successful presentation, the OMDEL secured a budget of Q37,654.84 (USD 4,954) for office operations. This funding will be essential to sustain the office’s workings and administrative activities.

Chiantla, Huehuetenango: Cauliflower production was identified in Chiantla’s municipal LED plan as a potential activity to stimulate the local economy. In Q24, Nexos Locales provided technical support to the COFETARN and OMDEL for the implementation of a project initiative to enhance cauliflower production. Nexos Locales trained 40 cauliflower small-scale producers on best agricultural practices and commercialization strategies. The Q55,200.00 (USD 7,263) project initiative is funded by the municipality of Chiantla and Helvetas Swiss Intercooperation through the Association of Civil Organizations in the Cuchumatanes (ASOCUCH).

38 This entails the 15 municipalities receiving full TA packages and the municipalities of Barillas and San Pedro Necta in the department of Huehuetenango, which receive LED ad hoc inputs. 39 Huehuetenango: 1) Chiantla; 2) Malacatancito; 3) Barillas; Quiché: 4) San Juan Cotzal; 5) Nebaj; 6) Chichicastenango; 7) Chajul; 8) San Andrés Sajcabajá; San Marcos: 9) Comitancillo; 10) Concepción Tutuapa; 11) San Miguel Ixtahuacán; 12) Tacaná; and 13) Sibinal

Page 37 of 92 Concepción Tutuapa: During the reporting period, the municipality allocated a budget of Q 50,000.00 (USD 6,578) to the OMDEL for the implementation of a LED project initiative to enhance tomato production. As the initiative will be partly funded by the Helvetas PRODERT program, the project initiative will receive essential fertilizers and harvesting supplies for 30 small-scale producers. Nexos Locales will provide follow up support to the producers as they harvest their first crop. Tomato production will be an important source of income for beneficiary families in Concepción Tutuapa during the course of the COVID-19 pandemic.

Similar to the DMMs, municipal funding for local economic development actions also faced a great deal of uncertainty under the COVID-19 outbreak. Because the pandemic has brought adverse effects to the municipal economy, some municipalities had to reallocate funding from these initiatives to support the implementation of health measures. During Year 6, Nexos Locales has reported on 12 LED projects. Out of these 12, one project initiative40 was affected by financial readjustments. Further details are provided below.

Table 4- Financial investment in LED activities under the COVID-19 pandemic

Total funding Total allocated Reallocations Funding investment Estimated Local (October due to allocated allocated as of Beneficiaries Economic 2019-March COVID-19 during Q24 Development 2020) June 2020 Municipal Q 2,024,158.00 Q 719,158.00 Q 105,200.00 Projects Q 1,410,200.00 600 small-scale producers Year 6 (USD 266,336) (USD 94,626) (USD13,842) (USD 185,552)

The above information showcases that thanks to the project’s assistance to OMDELs and COFETARNs there is a steady tendency of municipal investment in local economic development initiatives and few cancelled projects under the COVID-19 pandemic scenario. Nexos Locales will continue to monitor and inform of any further changes regarding municipal funding in LED in the upcoming months.

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

This activity received concerted attention during Years 1 and 2 of the project. As was the case in Year 3 and 4, efforts under this Activity will be fully integrated under Activity 4.3. in technical assistance for implementation of LED and PDM-POTs plans throughout the remainder of the LOP.

40 This Q 719,158.00 project initiative sought to strengthen the implementation of LED and environmental conservation activities in the municipality of Cunén, Quiché.

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NEXT STEPS

Additional activities under Result 4 include:

• Ongoing TA to increase DMMs’ institutional capacities and the implementation of their annual operations plans. (Sub-Activity Y6 4.1.1.) • The project will provide continued TA to OMDELs and COFETARNs as they continue implementing the Local Economic Development Plans. (Sub-Activity Y6 4.3.1.)

Page 39 of 92 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 made prior to Nexos Locales. A strong municipal association will be well positioned to continue supporting municipalities and replicate successful models beyond the life of the project. The Nexos Locales approach to Result 6 involves i) implementing interventions that address each association’s unique needs and development status, and ii) 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). Year 5 activities focused on the sustainability of these two associations and the services provided to their constituents. In Year 6, under the implementation of the project’s revised technical approach to improve municipal self-reliance, both ANAM and AGAAI will continue to play a strategic role as multiplier agents of project investments. Technical support to ANAM will be guided by Nexos Locales’ integrated strategy for strengthened municipal management and administrative capacity by leveraging project investments made to ANAM. The integrated strategy is comprised of three pillars: (i) passage of the municipal service law, (ii) creation and/or strengthening of municipal human resource offices, and (iii) development of online training material via video capsules and tutorials. Together, these three initiatives will ensure sustainability of USAID investments and improved public service delivery to millions of Guatemalans. Additionally, Nexos Locales will continue to support the AGAAI in their efforts to strengthening the function of the Indigenous Advisory Councils (CAI), particularly in their accredited participation in the COMUDEs, and to establish CAIs where none exist in prioritized municipalities within the scope of work of the project.

KEY ACHIEVEMENTS IN THE 24TH QUARTER

• Four hundred young activists from the 22 departments in the country participated in an online certificate course for youth on municipal management and citizen participation topics. Of the total amount of participants, 63% successfully concluded the training. As a result of this activity, views of the ANAM’s training videos increased by 235%, while ANAM’s YouTube channel subscriptions grew by 22%. (Sub-Activity Y6 6.1.2)

• Thirteen project municipalities41 supported the Guatemalan Migration Institute (IGM) campaign to reduce discrimination against migrant returnees. The IGM developed radio messages to

41 Huehuetenango: 1) San Pedro Necta; 2) La Libertad; 3) Malacatancito; 4) Chiantla; 5) La Libertad; Quiché: 6) Nebaj;

Page 40 of 92 increase awareness on the sanitation controls in place for migrant returnees upon their arrival to the country. Building off the project’s experience implementing dissemination strategies for radio messages through cost-effective means, Nexos Locales provided technical assistance to local authorities to further disseminate the messages adapting the audios into informative videos to stream on social media platforms. (Sub-Activity Y6 6.1.4)

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the twenty-fourth 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 Y6 6.1.1. Renew MoUs with ANAM & AGAAI: On June 29th, 2020, Nexos Locales renewed terms of collaboration with AGAAI through the MoU signing. The association’s key authorities expressed their desire to continue working with the project in favor of the Indigenous Advisory Councils and indigenous authorities in target municipalities. Signing of the memorandum with ANAM has been postponed several times due to the time constraints of ANAM’s president, whose time has been diverted to advising and assisting President Alejandro Giammattei with the country’s COVID-19 response. However, ANAM appointed Mr. Jeffrey Alarcón and Mr. Hilde Menéndez from ANAM’s municipal strengthening office the as primary contacts to liaise with Nexos Locales and follow-up on all collaborative efforts for the time being. Nexos Locales is confident that the MOU with ANAM will be executed next quarter.

Sub-Activity Y6 6.1.2. Follow-up Technical Assistance to the Online Training Material: In Q24, Nexos Locales and ANAM continued their dissemination efforts to increase the use of the 50 online municipal training videos developed under this sub-activity. The switch to online platforms and audiovisual materials to hold meetings, trainings, and events during the pandemic presented a unique opportunity to expand the use of the online training videos. As such, Nexos Locales partnered with the Youth Network for Integral Development42 (RIDER) to launch a two-week online certificate course to train young people ages 15 to 35 on municipal government administration and citizen participation.

The course was comprised of four interactive modules in which participants learned about these topics using 29 of the 50 online training videos. Leveraging the use of Google’s open-source academic application Classroom, RIDER developed user-friendly learning modules including automated evaluation tools and complementary resources. Four hundred young activists from all regions in the country enrolled in the online course. Of the total amount of participants, 63% (252) completed the training finalizing all four modules, 20% (80) completed three learning modules, and 17% (68) completed two modules or fewer. The success of this initiative reflected a 235% increase in views for the videos which combined reached 14,446 reproductions, and a 22% increase in ANAM’s YouTube channel subscriptions.

San Marcos: 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; 9) Comitancillo; 10) Tacaná; 11) Sibinal; 12) San Marcos; and 13) San Rafael Pie de la Cuesta. 42 RIDER is a youth network based in Quetzaltenango comprised of youth from at least 10 local associations. RIDER seeks to build and strengthen the capacities of young leaders in the Western Highlands of Guatemala by creating effective social platforms for young people to engage in policy making and address the most pressing needs of youth.

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Photo 6: Youth activists participating from the certificate course on municipal government administration and citizen participation pose with their certificates of achievement

Sub-Activity Y6 6.1.3. Advocacy for the Municipal Career Service Law: On April 15, 2020, Nexos Locales issued a notification of suspension letter to ANAM to suspend all activities and costs under the Advocacy for the Municipal Career Service Law grant until further notice. Towards the end of May 2020, the Guatemalan National Congress entered a recession that will last until July 31, 2020. The declaration of this congressional recess occurred without having included the municipal service law on the agenda for its first floor debate. Nexos Locales and ANAM agreed to the abeyance of activities and are currently working on a new schedule of performance for when the National Congress resumes its ordinary meetings. USAID approved a grant modification request form Nexos Locales to include a no- cost period of performance extension for this grant.

Sub-Activity Y6 6.1.4 ANAM Municipal Strategy on Irregular Migration: This sub-activity is linked to Sub- Activity Y6 1.4.2 Mancomunidad Strategy on Migrant Returnees. Pursuant to the resignation of the specialized consultant leading these sub-activities, Nexos Locales began a recruitment process to contract a new consultant who will finalize the municipal strategies for migrant returnees in coordination with ANAM and mancomunidades MANCOSEQ and MANCUERNA.

In Q24, Nexos Locales supported the implementation of an awareness campaign to reduce discrimination against migrant returnees launched by the Guatemalan Migration Institute (IGM). These efforts are also aided by the International Organization for Migration (IOM), and the USAID-funded Urban Municipal Governance project. Nexos Locales provided technical assistance in 13 municipalities43 under project coverage to further disseminate the IGM-developed radio messages to increase awareness about the sanitation controls in place for migrant returnees upon their arrival to the country. Under the

43 Huehuetenango: 1) San Pedro Necta; 2) La Libertad; 3) Malacatancito; 4) Chiantla; 5) La Libertad; Quiché: 6) Nebaj; San Marcos: 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; 9) Comitancillo; 10) Tacaná; 11) Sibinal; 12) San Marcos; and 13) San Rafael Pie de la Cuesta.

Page 42 of 92 pandemic scenario, migrant returnees and their families are facing a severe social stigma as possible COVID-19 carriers. Instead of being welcomed into their home communities, migrants have been encountered with protests, non-justified evictions, and general discrimination. In response, many returnees have chosen to enter the country through blind spots to avoid sanitary controls and mandatory quarantine periods. This, of course, presents the risk of rising community outbreaks. Based on the project’s experience developing dissemination strategies through low-cost means for radio spots for citizen awareness, eleven44 out of the 13 municipalities prioritized dissemination strategies including the production of informative videos to adapt the audio developed by the IGM. These videos can be streamed in social media platforms and other broadcasting sites. In support of the campaign’s cultural pertinence objectives, Nexos locales advised municipalities in the translation of the radio messages to predominant Maya languages. (See an example publication here)

Photo 7: Scene from the video adapted to the IGM audio campaign in the municipality of Nebaj, Quiché

Sub-Activity Y6 6.1.5. Strengthening of Human Resource Offices in 15 Municipalities to Advance Overall DEMIN Scores: Municipal Human Resources Offices provide overall policy directions on human resources management and crucial administrative support to all municipal entities. As such, the OMRRHHs were constituted as key actors to coordinate the municipal response to the COVID-19 pandemic. As municipalities learned how to navigate the health crisis and adapt their internal operations, the OMRRHHs collaborated with the DAFIMs, DMPs and other key offices to conduct emergency procurements for protective equipment for municipal staff, enact protocols for customer service, and manage municipal in-kind donations to vulnerable groups. The OMRRHHs focused heavily on structuring internal functioning protocols to maintain customer attention in key areas such as public services, while attending to the safety and sanitation measures recommended by the government. Nexos Locales provided technical support to the OMRRHH staff in the 15 municipalities receiving complete TA packages in these relevant tasks, advising on the pertinent procurement processes through the DAFIMs and resolving other general concerns regarding internal functioning protocols. In the upcoming quarter

44 Excluding the municipalities of San Rafael Pie de la Cuesta and San Pedro Necta. These two municipalities expressed their interest to support the campaign once the printed materials are provided by the IGM. Nexos Locales will inform on these municipalities when they carry out actions to support the campaign.

Page 43 of 92 Nexos Locales will continue to provide support to the OMRRHHs to advance in their DEMIN performance indicators.

NEXT STEPS

Additional activities under Result 6 will include

• Continued implementation of dissemination strategies for the online training material developed to increase municipal management capacity. (Sub-activity Y6 6.1.1) • Ongoing technical support to the OMRRHHs to improve their technical and administrative performance against DEMIN indicators. (Y6 6.1.6)

Page 44 of 92 ADDITIONAL ACTIVITIES

No additional activities occurred in Q24.

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 the 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

• Nexos Locales provided technical assistance in 18 municipalities45 to improve the management of financial systems associated with billing of water services using QuantumGIS (GIS open source software). Through the use of QuantumGIS and the project-developed GIS Manual, municipalities are able to develop a map of delinquencies that enables the implementation of debt collection strategies in targeted areas. In Q24, municipalities identified an estimated 74% of outstanding accounts from a total of 24, 371 registered users. • The project assisted the financial directorates in 15 municipalities to conduct budget adjustments and expedite procurements in response to the COVID-19 outbreak. Thirty-six DAFIM officials participated in an online training that addressed the legal framework of procurements under the State of Calamity, and key features of the Guatecompras system. In addition, municipalities completed a quarterly financial performance report using the ICFM platform, an online tool developed by the Ministry of Finance to evaluate municipal capacity to manage financial resources. • DAFIM coordinators were instructed in the use of project-developed debt collection tools to refine their capacity to manage taxpayer database information and generate collection notices electronically. With the use of these tools, municipalities can modernize their debt collection processes and generate an average of up to 300 collection notices a day.

ii) Development and implementation of municipal action plans to address weaknesses of financial management systems

In response to this mandate, Nexos Locales developed technical assistance plans to strengthen institutional capacities in target municipal entities. To that end, Nexos Locales provided TA in 15 municipalities to address the weaknesses of financial management systems—specifically strengthening legal, technical and administrative capacities- to improve the DAFIM’s performance against the DEMIN indicators.

45 14 municipalities under complete TA support, and four ad hoc assistance municipalities: Huehuetenango: 1) Barillas; San Marcos: 2) San Marcos; 3) San Rafael Pie de la Cuesta; and Totonicapán: 4) Totonicapán

Page 45 of 92 iii) Municipalities' efforts to promote and facilitate citizen participation, particularly in the decentralization process and in municipal projects

• Access to public information is critical for enabling citizens to exercise their voice, to effectively monitor and hold government to account, and to engage in informed dialogue about decisions that affect their lives. Nexos Locales provided ongoing technical assistance to the Public Information Units (UIPs) in 15 municipalities to increase compliance with the Access to Public Information Law. Fifty-two municipal officials from the UIPs, DAFIMs and DMPs participated in an online training that oriented them about mechanisms to respond to public information requests and comply with mandatory publications in municipal websites. Additionally, the project launched the CheckUIP tool to streamline the website publication process and facilitate collaborative efforts among municipal offices for increased compliance with the law. • The project continued promoting the use of the transparency smartphone applications in the municipalities of San Rafael Pie de la Cuesta, Chiantla, and Sacapulas. The apps include an interactive module that enables citizens to efficiently make reports regarding public service delivery. Combined, during the reporting quarter, all three municipalities processed 145 citizen requests submitted through the apps. iv) Efforts of COMUDEs and COCODEs, in target municipalities to address their constituents' needs

• Using Rendicion de Cuentas and the COMUDE Annual Planner, two project-developed technology tools, eight municipalities46 completed their quarterly accountability of funds reports. During an online training for 16 project municipalities, DMPs and DAFIMs officials learned how to prepare financial analyses for various municipal budget categories and transmit the resulting information electronically to COMUDE members. 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. During the reporting period, civil society groups in the municipality of Sibinal participated in the implementation of a reforestation campaign in the Río Sibinal watershed organized by the OMAS. These efforts were prioritized from the municipality’s watershed management plan and will contribute to the successful functioning of the watershed ecosystem. The reforestation consisted of 2,500 tree seedlings funded by the municipality and mancomunidad ADIMAM. Both entities invested a total of Q11,200.00 (USD 1,473). 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.

In Year 6, two specific program activities support the implementation migration prevention strategies in collaboration with ANAM and the mancomunidades. While there were no significant advances with mancomunidades due to personnel replacements, Nexos Locales is able to report the following positive results:

46 Huehuetenango: 1) Chiantla; Quiché: 2) San Juan Cotzal; 3) San Andrés Sajcabajá; 4) Chajul; 5) Nebaj; San Marcos: 6) Comitancillo; 7) Concepción Tutuapa; and 8) Sibinal.

Page 46 of 92 • Migration Returnees Campaign: Nexos Locales provided technical assistance to 13 municipalities47 to support the Guatemalan Migration Institute’s campaign to reduce discrimination against migrant returnees. Eleven48 out of the 13 municipalities completed actions to support this awareness campaign which included adapting the radio messages into informative videos to stream in social media platforms. To support the cultural pertinence objectives of the campaign, the project advised municipalities in the translation of the radio messages to predominant Maya languages.

In addition, several program areas support specific demographics that are at a high risk for migrating by addressing local economic opportunities, some examples are:

• The municipalities of Chiantla and Concepción Tutuapa allocated Q 105,200.00 (USD13,842) to finance local economic development initiatives including enhancing tomato and cauliflower production as activities to stimulate the local economy. • The DMMs in three municipalities49 secured Q 255,025.00 (33,555) for the implementation of women-centered project initiatives that focus on enhancing poultry-keeping production, the establishment of community orchards, and enhancing women’s technical skills. A total of 1,981 women will benefit from these activities.

47 Huehuetenango: 1) San Pedro Necta; 2) La Libertad; 3) Malacatancito; 4) Chiantla; 5) La Libertad; Quiché: 6) Nebaj; San Marcos: 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; 9) Comitancillo; 10) Tacaná; 11) Sibinal; 12) San Marcos; and 13) San Rafael Pie de la Cuesta. 48 Huehuetenango: 1) La Libertad; 2) Malacatancito; 3) Chiantla; 4) La Libertad; Quiché: 5) Nebaj; San Marcos: 6) San Miguel Ixtahuacán; 7) Concepción Tutuapa; 8) Comitancillo; 9) Tacaná; 10) Sibinal; and 11) San Marcos. The remaining two municipalities expressed their interest to support the campaign once the printed materials are provided by the IGM. Nexos Locales will inform on these municipalities when they carry out actions to support the campaign. 49 Quiché: 1) San Andrés Sajcabajá; San Marcos: 2) Concepción Tutuapa; and 3) Comitancillo.

Page 47 of 92 VI. TRAINING EVENTS

Due to the mobility restrictions in place during the COVID-19 outbreak, Nexos Locales organized and facilitated training events using online communications platforms. Nexos Locales will submit a separate report with details about the online trainings and TA sessions organized in Q24.

Page 48 of 92 VII. GRANTS ADMINISTRATION

As authorized in section H.23 of the prime contract, Nexos Locales implements a Grants Under Contract (GUC) program to allow flexibility to the project in order to engage with CSOs, NGOs, and other non-profit organizations. The GUC mechanism supports local organizations in their efforts to support municipal governments and the sustainability of USAID’s efforts in the Western Highlands of Guatemala.

During Q24, Nexos Locales did not administer any new grants.

Page 49 of 92 VIII. PROJECT MANAGEMENT

TECHNICAL QUALITY

Technical Assistance Delivery Strategy: Due to the mobility restrictions enacted by the Government of Guatemala to stem the spread of COVID-19, Nexos Locales switched technical assistance delivery to an online modality. The use of technology presents many benefits, but it also requires the development of new technical assistance strategies and monitoring mechanisms. Nexos Locales’ efforts to develop and promote the use of digital tools, which predate the pandemic, enabled a smooth transition from in-person activities to virtual formats. During the reporting period, Nexos Locales developed a strategy document to establish the guidelines and monitoring processes for online TA delivery. The strategy delineates key action steps to provide a friendly experience to all beneficiary groups and ensure data collection on project activities to inform performance indicators. As part of the TA delivery strategy, Nexos Locales will work with CianCoders, a local software development company, to incorporate a learning module in the project’s website whereby municipal officials will receive online TA and participate in workshops virtually. In addition, Nexos Locales developed electronic forms for participant lists, and pre and post testing.

COVID-19 Context Analysis: Since the declaration of the National State of Calamity on March 2020, containment measures have varied among municipalities. Nexos Locales has monitored the evolution of government-mandated restrictions to provide guidance and technical assistance accordingly. Starting in April 2020, project technicians have completed weekly assessments in each municipality reporting on the number of confirmed cases, sanitation measures enacted by municipal authorities, and other relevant data. This analysis helps Nexos Locales better understand the municipal context under the pandemic and anticipate local government’s technical assistance needs.

Regional Dialogue: In collaboration with three USAID-funded programs, Honduras Local Governance, Guatemala Nexos Locales, and El Salvador Municipal Governance, the Association of Municipalities of Honduras (AMHON) organized an online regional dialogue event titled: “Perspectives of Local Governments on the effects of COVID-19”. For the event, six municipal mayors from the three Central American countries were invited as panelists. Mayors Julio Amílcar Ambrosio from San Pedro Necta, Huehuetenango, and Willy Juárez from the departmental capital of San Marcos presented their experiences implementing biosecurity measures and plans for economic recovery under the Guatemalan context. The dialogue featured two discussion panels in which mayors shared best practices, lessons- learned and challenges faced under the pandemic. The event was streamed via the WebEx online meeting application and social media platforms, where more than 4,000 viewers tuned in live. By promoting regional discussions to share experiences under comparable scenarios, municipal governments in the region will be better positioned to respond to the impacts of the COVID-19 pandemic.

Page 50 of 92

Photo 8: Mayors of San Marcos and San Pedro Necta participating in the regional dialogue livestream both in San Marcos and Huehuetenango

H2O and WASH Coordination: On May 14th, 2020, the project’s Water Specialist participated in the Water Dialogue meeting, an online event organized by USAID’s H20 Task Force. During the event, Nexos Locales presented high-level results from activities under Result 3, including the implementation of technology tools to improve municipal water service delivery, namely through the smartphone application for water meter readings, and the use of GIS to develop delinquency maps. In addition, the project highlighted efforts to increase water quality monitoring and strengthening the OMAS’ institutional capacity. The meeting was organized as a follow-up action to the H20 Task Force’s field visits to facilitate collaborative efforts amongst implementing partners in the region.

USAID’s Digital Development Awards: This quarter, Nexos Locales submitted an application to USAID’s 2020 Digital Development Awards. The event recognizes outstanding USAID-funded projects and activities that use digital technology to sustain open, secure, and inclusive digital ecosystems that improve measurable development and humanitarian-assistance outcomes. Nexos Locales highlighted the launch and replication of the smartphone transparency apps as a mechanism that improves transparency and citizen engagement in the Western Highlands region. The project’s submission provided an overview of the user-centered development process of this mobile technology and its alignment with the Open Government Initiative principles. Nexos Locales expects to be informed of a decision by the selection committee in the upcoming months.

SCHEDULE

During Q24, Nexos Locales submitted all contract reporting deliverables on or ahead of schedule. This includes weekly project highlights, accruals reports and the project quarterly report. Nexos Locales also complied with ad hoc information requests from USAID, such as high-level achievements, information regarding municipal investments under the COVID-19 pandemic and weekly context assessments. In addition, the project submitted its Technical Assistance Delivery Strategy to inform on the project’s virtual capacity-building programs and monitoring mechanisms.

COST CONTROL

Nexos Locales submitted its quarterly accruals report to USAID 2 days ahead of schedule, on June 11, 2020. In addition, Nexos Locales hit its projections for June 2020, within 2% of expended costs. The project's quarterly accruals reports showed a difference of $2,017, or 1.77%, between accrued and actual invoiced costs for June 2020. Accurate accruals reporting to USAID enables Nexos Locales to carefully manage project burn rates and projected costs in upcoming months.

Page 51 of 92 Prior to reception of the project's obligation and accompanying contract modification on June 2, 2020, DAI's field and home office began proactively developing different budget scenarios to showcase how the project could efficiently expend project funds under the revised contingency strategy, as prompted by the COVID-19 pandemic. In addition, the project's in-house technical specialists offer a wide range of expertise in up to 13 different technical areas, allowing the project the flexibility to respond to changing priorities that fall within the scope of our current contract.

Inventory Management: During the reporting period, Nexos Locales worked on developing protocols for equipment disposition. In anticipation of the disposal of office equipment to municipalities in the upcoming quarter, the project’s operations team prepared a specific protocol to outline key actors and steps to complete the equipment donation processes more efficiently.

Project Vehicles: In Q24, Nexos Locales was informed by USAID that some operational procedures to finalize the disposition process of three 2010-model year Jeep vehicles to the Civil Association Western Cooperation Studies (ECO), Mancomunidad Metrópoli de los Altos, and ANAM were pending. The project will continue to follow-up as the disposition is finalized.

MANAGEMENT

Cross-Coordination with USAID Implementing Partners/Regional Partners: In Quarter 24, Nexos Locales continued coordinating with USAID implementing partners and other regional partners working in the Western Highlands to identify the potential for technical collaboration and the multiplication of USAID investments in shared municipalities.

• Interagency Group: In Q24, Nexos Locales participated in meetings convened by USAID, in support of an awareness campaign to reduce discrimination against migrant returnees launched by the Guatemalan Migration Institute (IGM). These efforts are also aided by the International Organization for Migration (IOM), ANAM, and the USAID-funded Urban Municipal Governance project. Building off the project’s experience developing dissemination strategies for radio messages, Nexos Locales provided technical assistance in 13 project municipalities50 to identify cost-effective means to expand the reach of the radio spots developed by the IGM.

• Acción Transformadora, Puentes, and Community Roots: During the reporting period, Nexos Locales’ Youth and Citizen Participation Specialist attended online coordination meetings with these USAID-funded programs to follow up on youth networks in the region. Resulting from this coordination, Acción Transformadora will partner with Nexos Locales, Puentes and Community Roots to launch an eight-week online certificate course for youth. The sessions will address different sustainability models for youth networks and provide participants with the adequate tools to consolidate alliances with local and regional level stakeholders. Five youth delegates from three project municipalities51 will partake in the online course.

50 Huehuetenango: 1) San Pedro Necta; 2) La Libertad; 3) Malacatancito; 4) Chiantla; 5) La Libertad; Quiché: 6) Nebaj; San Marcos: 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; 9) Comitancillo; 10) Tacaná; 11) Sibinal; 12) San Marcos; and 13) San Rafael Pie de la Cuesta. 51 Huehuetenango: 1) La Libertad; Quiché: 2) Nebaj; and San Marcos: 3) Concepción Tutuapa.

Page 52 of 92 REGULATORY COMPLIANCE

Contract Management: During the reporting period, the following contract modifications were issued and fully executed:

• Modification #18 – incremental funding signed on June 2, 2020

SHORT-TERM TECHNICAL ASSISTANCE (STTA): This quarter, Nexos Locales did not contract short-term technical assistance.

CONTRACT DELIVERABLE APPROVALS: On April 20th, 2020, Nexos Locales submitted the quarterly report #23 (QR23) and a DEC uploads report for Q23. The QR23 was approved on June 23rd, 2020. Additionally, the project submitted a revised version of the Year 6 Work Plan, which reflects modifications and added sub-activities as part of the USAID-approved contingency plan to address the COVID-19 pandemic.

INTERNAL TRAINING AND CAPACITY BUILDING: This quarter, the following internal trainings took place.

Technology Management: The COVID-19 pandemic prompted a shift from in-person meetings and trainings to virtual formats. Building strong technological skills among project personnel is essential to ensure a smooth transition to online technical assistance delivery. In Q24, Nexos Locales held three all- staff training sessions to instruct project staff about the main features and benefits of online platforms such as Microsoft Teams, Google Meet, and Cisco WebEx. These platforms can accommodate different types of events and are of easy access to the majority of project beneficiaries. Additionally, project staff were instructed in the use and validation of e-signatures for internal administrative documents. These trainings were facilitated by Nexos Locales’ IT Specialist.

AREA ADVISORY COMMITTEES (ACCs): Under the project’s approved contingency strategy, Area Advisory Committees have been suspended until further notice.

SECURITY

COVID-19 Security Measures: The project’s internal security committee continued enacting safety and sanitation protocols in observance of the government’s containment measures, while all project staff remains under a work-from-home modality. Key members of the committee began drafting a security plan with reopening protocols for project offices in Quetzaltenango and Huehuetenango. These protocols are centered on safeguarding the health and integrity of project personnel and ensuring reopening happens under a safe and controlled environment. During the reporting period, Nexos Locales submitted to USAID its revisions to the project's Security Plan. The updated plan details the safety measures implemented within project offices in order to appropriately respond to the pandemic. The plan was reviewed by DAI's Global Security Team, as well as the Guatemala-based security firm, Centurion.

Page 53 of 92 SOCIAL MEDIA See an update on Q24 Social Media growth.

Page 54 of 92 IX. FINANCIAL INFORMATION

Contract budget and expenditures as of June 30th, 2020

Financial Report

BUDGET EXPENSES CHART DAI GLOBAL LLC. - NEXOS LOCALES AID-520-C-14-00002

AUTHORIZED INVOICED TO LINE ITEMS BALANCE EXPENDITURES DATE

PROGRAM $22,242,561 $18,680,924 $3,561,637 IMPLEMENTATION

FIXED FEE $1,192,284 $1,037,962 $154,322

GRANTS $2,861,274 $2,677,538 $183,736

TOTAL COST $26,296,119 $22,396,425 $3,899,694

Page 55 of 92 OBLIGATIONS AND FUNDING SOURCES

Total Obligation as of June 30, 2020:

Democracy & Governance

1. Total Amount Obligated: $18,082,181 2. Total Amount Invoiced: $14,827,699 3. Remaining Unexpended Funds: $ 3,254,482

Feed the Future

1. Total Amount Obligated: $2,850,955 2. Total Amount Invoiced: $2,698,619 3. Remaining Unexpended Funds: $ 152,336

Climate Change

1. Total Amount Obligated: $1,991,385 2. Total Amount Invoiced: $1,990,647 3. Remaining Unexpended Funds: $ 738

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: $800,000 3. Remaining Unexpended Funds: $0

Nutrition

1. Total Amount Obligated: $1,399,999 2. Total Amount Invoiced: $1,301,364 3. Remaining Unexpended Funds: $ 98,635

Page 56 of 92 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 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’s regional 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 generally, they serve as advisors to the mayor while advocating for recognition by and accreditation in the COMUDE.

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

Page 57 of 92 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 Desarrollo 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) c) Departmental level = the Departmental Development Councils (CODEDE) d) Municipal level = the Municipal Development Councils (COMUDE)

Page 58 of 92 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.

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

Page 59 of 92 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 FINANCIAL ACCOUNTABILITY REPORTS- (referred to as 'rendiciones de cuentas' in Spanish) 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.

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.

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.

Page 60 of 92

ANNEX II:WORK PLAN ACTIVITY TRACKER

NEXOS LOCALES YEAR 6 WORK PLAN CHART BY ACTIVITY

Symbol Significance

Completed / Ongoing and On Schedule Delayed start date but on-schedule for completion in Y6 Q22 October, November, December 2019 Q23 January, February, March 2020 Q24 April, May, June 2020 Q25 July, August, September 2020

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

1.1.1 GIS Support Q25 This sub-activity began in Q22

1.1.2 Sign Memorandums of Understanding with 22 Municipalities Q22 This sub-activity was completed in Q23

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 Q25 This sub-activity began in Q22

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Further Dissemination of Radio Spots on Citizen Responsibilities 1.2.2 Q25 This sub-activity began in Q22 to Pay Municipal Fees

1.2.3 TA in Implementation of the Public Access to Information Law Q25 This sub-activity began in Q22

1.2.4 Replication of the Transparency App Q25 This sub-activity began in Q22

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

1.3.1 Consolidation of COMUDE Strengthening Q25 This sub-activity began in Q22

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

1.4.1 Solid Waste Treatment Planning Q25 TBD

1.4.2 Mancomunidad Strategy on Migrant Returnees Q24 This sub-activity began in Q22

RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 15 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 Q25 This sub-activity began in Q22

3.2.2 Implementation of Strategic Investment Plans Q25 This sub-activity began in Q22

3.2.3 Further Disseminate Water Messages Q25 This sub-activity began in Q22

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

Implementation of Watershed Management Plan in Two Q25 This sub-activity began in Q22 3.3.1 Municipalities

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RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT 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 Q25 This sub-activity began in Q22

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 Q25 This sub-activity began in Q22 Rooms

4.3 Help municipalities develop LED plans.

4.3.1 Implementation of LED Plans and Policies Q25 This sub-activity began in Q22

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 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.

6.1.1 Renew MoUs with ANAM & AGAAI Q22 This sub-activity began in Q22

6.1.2 Follow-up Technical Assistance to the Online Training Material Q25 This sub-activity began in Q22

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6.1.3 Advocacy for the Municipal Civil Service Law TBD This sub-activity began in Q22

6.1.4 ANAM Municipal Strategy on Irregular Migration Q23 This sub-activity began in Q22

Strengthening of Human Resource Offices in 15 Municipalities to 6.1.5 Q25 This sub-activity began in Q22 Advance Overall DEMIN Scores

6.1.6 Strengthening Indigenous Authorities Q25 This sub-activity began in Q22

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ANNEX III: MUNICIPALITY TRACKER

MUNICIPALITIES CLASSIFICATION 15 municipalities: Municipalities receiving Quiché: 1) Nebaj; 2) San Juan Cotzal; 3) Cunén; 4) San Andrés Sajcabajá; 5) Chichicastenango; 6) Chajul; complete TA packages Huehuetenango: 7) Malacatancito; 8) La Libertad; 9) Todos Santos Cuchumatán; 10) Chiantla; San Marcos: 11) San Miguel Ixtahuacán; 12) Sibinal; 13) Tacaná; 14) Comitancillo; and 15) Concepción Tutuapa. 7 municipalities: Municipalities receiving Quiché: 1) Santa Cruz del Quiché; 2) Sacapulas; Huehuetenango: 3) Barillas; 4) San Pedro Necta; AD HOC assistance San Marcos: 5) San Rafael Pie de la Cuesta; 6) San Marcos; and Totonicapán: 7) Totonicapán. 5 municipalities: Huehuetenango: 1) Chiantla; 2) La Libertad; Municipalities with GIS Support Quiché: 3) Nebaj; 4) Cotzal; and 5) Chichicastenango.

6 municipalities: Municipalities with Water Huehuetenango: 1) Chiantla; 2) La Libertad; meter Readings App support Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta Municipalities Included in the 14 municipalities: Water Quality Monitoring Quiché: 1) Nebaj; 2) San Juan Cotzal; 3) Cunén; 4) San Andrés Sajcabajá; 5) Chichicastenango; 6) Chajul; Huehuetenango: 7) La Libertad; 8) Todos Santos Cuchumatán; 9) Chiantla; Tests San Marcos: 10) San Miguel Ixtahuacán; 11) Sibinal; 12) Tacaná; 13) Comitancillo; and 14) Concepción Tutuapa. Transparency Apps 3 municipalities: 1) Sacapulas; 2) Chiantla; and 3) San Rafael Pie de la Cuesta.

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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) Santo Tomas Chichicastenango; 1.1.1 GIS Support Huehuetenango: 4) Chiantla; and 5) 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 15 municipalities Further Dissemination of Radio Spots on Citizen Responsibilities 1.2.2 All 15 municipalities to Pay Municipal Fees 1.2.3 TA in Implementation of the Public Access to Information Law All 15 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 15 municipalities + Follow-up in Totonicapán, Totonicapán. 1.4 Build the capacity of the mancomunidades to develop and implement regional strategies. No relevant actions planned under this sub-activity for Y6 1.4.1 Solid Waste Treatment Planning

1.4.2 Mancomunidad Strategy on Migrant Returnees Mancomunidades

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 3.2 Provide technical assistance to municipalities to improve water service delivery. 3.2.1 Establishment and Strengthening of OMAS 15 municipalities

3.2.2 Implementation of Strategic Investment Plans 15 municipalities

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3.2.3 Further Disseminate Water Messages 15 municipalities

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

Implementation of Watershed Management Plan in Two San Marcos: 1) Tacaná; and 2) Sibinal. 3.3.1 Municipalities 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 15 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 15 municipalities Rooms 4.3 Help municipalities develop LED plans.

4.3.1 Implementation of LED Plans and Policies All 15 municipalities + follow-up in San Pedro Necta and Barillas, in Huehuetenango.

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

RESULT 6: INCREASED CAPACITY OF ANAM AND AGAAI TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE

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. 6.1.1 Renew MoUs with ANAM & AGAAI N/A

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6.1.2 Follow-up Technical Assistance to the Online Training Material No further institutional strengthening TA is planned for AGAAI in Y5. 6.1.3 Advocacy for a Municipal Career Civil Service Law All municipalities 6.1.4 ANAM Municipal Strategy on Irregular Migration All municipalities TA for Establishment and Strengthening of Municipal Human 6.1.5 All 15 municipalities Resource Offices 6.1.6 Strengthening Indigenous Authorities Institutional Strengthening

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ANNEX IV: PERFORMANCE MANAGEMENT PLAN

Nexos Locales PMP Report Quarterly 3 Year 6

Baseline Year 6

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 Quarterly 0 N/A N/A 2 12 10 7 6 2 4 2 1 7 44 35 Indicator (Individual Number of activities targets per and projects year) developed and/or

52 LOP = Life of Project 53 Q1 = Quarterly 1 54 Q2 = Quarterly 2 55 Q3 = Quarterly 3

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Baseline Year 6

All Planned Achievement Year 52 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 Cumulative Planned Municipalities 53 54 55 New Indicators 2 Q1 Q2 Q3 Municipalities #4,6) 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 6 2 0 0 0 0 46 51 supported activities (Individual designed to promote targets per or strengthen the year)

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Baseline Year 6

3. Number of youth Quarterly 0 N/A N/A 150 215 406 437 272 0 N/A N/A N/A N/A 1480 1160 who have (Individual participated in a targets per USG-supported year) activity who assume leadership roles within their communities. (C)

(Disaggregated by municipality, gender [Female, male and others (includes sexual diversity)] and ethnicity) Disaggregated by Male N/A N/A N/A 47% 49% 53% 46% 39% 60% 0% 0% 0% 0% 41% 60% gender Female N/A N/A N/A 53% 51% 47% 54% 61% 40% 0% 0% 0% 0% 59% 40% Disaggregated by Maya N/A N/A N/A 83% 75% 61% 65% 74% N/A 0% 0% 0% 0% 73% N/A ethnic group Garifuna N/A N/A N/A 0% 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Ladino N/A N/A N/A 17% 25% 38% 35% 25% N/A 0% 0% 0% 0% 26% N/A

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Baseline Year 6

Xinca N/A N/A N/A 0% 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Otro N/A N/A N/A 0% 1% 1% 0% 1% N/A 0% 0% 0% 0% 1% N/A Disaggregated by age Older N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A group than 29 years 1% 29 year or N/A N/A N/A 100% 99% 100% 100% 100% N/A 0% 0% 0% 0% 100% N/A youngest (youth)

4. Number of public Annually N/A N/A 75 N/A 37 64 94 96 25 N/A N/A N/A N/A 291 345 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)

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Baseline Year 6

(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

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Baseline Year 6

All Planned Achievement Year 52 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 Cumulative Planned Municipalities 53 54 55 New Indicators 2 Q1 Q2 Q3 Municipalities #4,6) counted, but additional accountability mechanisms are added, such as the establishment of functioning municipal offices of access to information.

5. Number of Quarterly 0 N/A N/A 338 1835 1430 2665 2101 200 245 100 29 374 8743 7100 individuals who (40%F (40%F received USG- /60%M /60%M) assisted training, ) (Individual including targets per management skills year) and fiscal management, to strengthen local government and/or decentralization. (F)

(Disaggregated by gender, youth,

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Baseline Year 6

NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets. Disaggregated by Male N/A N/A N/A 55% 73% 76% 55% 43% 60% 67% 77% 72% 72% 70% 60% gender Female N/A N/A N/A 45% 27% 24% 45% 57% 40% 33% 23% 28% 28% 30% 40%

Disaggregated by Maya N/A N/A N/A 67% 49% 57% 67% 65% N/A 52% 81% 62% 65% 67% N/A ethnic group Garifuna N/A N/A N/A 0% 0% 0% 0% 0% N/A 0% 0 0% 0% 0% N/A

Ladino N/A N/A N/A 33% 48% 42% 32% 34% N/A 46% 19% 38% 34% 32% N/A

Xinca N/A N/A N/A 0% 1% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A

Otro N/A N/A N/A 0% 2% 1% 1% 1% N/A 2% 0% 0% 1% 1% N/A

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Baseline Year 6

Disaggregated by age 29 year or N/A N/A N/A 40% 24% 26% 37% 30% N/A 33% 39% 41% 38% 37% N/A group youngest (youth) Older N/A N/A N/A 60% 76% 74% 63% 70% N/A 67% 61% 59% 62% 63% N/A than 29 years 6. Number of Annually N/A N/A 610 N/A 423 437 621 450 90 N/A N/A N/A N/A 1931 2115 community 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

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Baseline Year 6

March of 2018 as part of a USAID/G 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.

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Baseline Year 6

7. Percentage of Annually 38% 93% N/A N/A 72% 86% 93% 93% 93% N/A N/A 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% 63% 50% N/A N/A N/A N/A 86% 86% municipalities that (cumulative) achieve 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

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Baseline Year 6

All Planned Achievement Year 52 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 Cumulative Planned Municipalities 53 54 55 New Indicators 2 Q1 Q2 Q3 Municipalities #4,6) 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 impact of project support. The baseline and targets for prior years were also revised to reflect this change.

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 1 N/A N/A N/A N/A 25 22 performance management tools developed by ANAM and AGAAI

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Baseline Year 6

12. Number of Semi- 0 N/A N/A 1 5 6 4 N/A 1 N/A 0 N/A 0 16 17 project-funded annually advocacy initiatives and trainings conducted by ANAM and AGAAI. (C)

*No se tuvo meta para año 5, no se desarrollaron más talleres con ANAM/AGAAI.

DO2: Improved Levels of Economic Growth and Social Development in the Western Highlands

Result 3: Increased quality of potable water in 15 FtF municipalities

13. Percentage of Semi- 13% 20% N/A N/A 25% 28% 50% 76% 50% N/A 86% N/A 86% 86% 60% municipal water annually

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Baseline Year 6

(Disaggregated by municipality)

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

(Disaggregated by municipality)

*Los Planes de inversión municipal de agua /Planes de sostenibilidad de agua, se concluyeron en todas las municipalidades en año 4.

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Baseline Year 6

15. Number of Annually 0 N/A N/A N/A 0 9 16 14 7 N/A N/A N/A N/A 39 62 municipalities that have taken at least two significant steps towards implementation of their sustainable plan. (C ) Disaggregated by municipality 16. 56* Percentage of Semi- 22% N/A N/A N/A 32% N/A N/A ------32% N/A community water annually systems in the WHIP area that have chlorinated water.(C) 17. Number of Annually 0 N/A N/A N/A 1 1 N/A N/A 1 N/A N/A N/A N/A 2 4 watershed management plans developed and/or implemented. (C)

Result 4: Local Development Plans established and implemented in order to improve food security and economic development.

56 *This indicator is eliminated from the PMP.

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Baseline Year 6

All Planned Achievement

Year 52 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 Cumulative Planned Municipalities 53 54 55 New Indicators 2 Q1 Q2 Q3 Municipalities #4,6)

18. Number of Quarterly 0 N/A N/A N/A 466 278 320 216 15 15 0 0 15 1295 1100 institutions /organizations undertaking capacity/competency strengthening as a result of USG assistance (F) [USG FACT: EG 4.5.1]

(Disaggregated by municipality)

19. 57Proportion of Quarterly N/A N/A N/A N/A 0.9 0.4 ------0.65(59 F) 0.4F female participants (26F) (33F) 0.35 (52 0.6M in USG-assisted 0.1(4M) 0.6 M) programs designed (48 to increase access to M) productive economic resources (assets, credit, income or employment) (F)

57 *This indicator is eliminated from the PMP.

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Baseline Year 6

[USG FACT: GNDR-2]

20. Number of Quarterly 0 N/A N/A N/A 29 29 29 19 4 0 0 0 0 106 86 agricultural 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)]

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Baseline Year 6

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

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Baseline Year 6

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 Quarterly 0 N/A N/A N/A 867 828 788 478 60 0 15 0 15 2976 2455 individuals who have (40% F (40%F/ received USG 60% 60%M) supported short- M) term agricultural sector productivity or food security training.(F) [USG FACT: 4.5.2-7]

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

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Baseline Year 6

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

Disaggregated by Male N/A N/A N/A N/A 85% 71% 50% 57% 60% 0% 80% 0% 80% 70% 60% gender Female N/A N/A N/A N/A 15% 29% 50% 43% 40% 0% 20% 0% 20% 30% 40% Disaggregated by Maya N/A N/A N/A N/A 49% 52% 57% 62% N/A 0% 93% 0% 93% 76% N/A ethnic group Garifuna N/A N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Ladino N/A N/A N/A N/A 48% 46% 41% 38% N/A 0% 7% 0% 7% 23% N/A Xinca N/A N/A N/A N/A 1% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Otro N/A N/A N/A N/A 2% 2% 2% 1% N/A 0% 0% 0% 0% 0% N/A Disaggregated by age 29 year or N/A N/A N/A N/A 21% 27% 31% 28% N/A 0% 40% 0% 40% 33% N/A group youngest (youth = 29 year or Older N/A N/A N/A N/A 79% 73% 69% 72% N/A 0% 60% 0% 60% 67% N/A youngest) than 29 years 22. Number of food Quarterly 0 N/A N/A N/A 35 33 15 N/A 0 N/A N/A N/A N/A 83 55 security private (new)

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Baseline Year 6

All Planned Achievement Year 52 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 Cumulative Planned Municipalities 53 54 55 New Indicators 2 Q1 Q2 Q3 Municipalities #4,6) enterprises (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.

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Baseline Year 6

*No se trabajó en temas de seguridad alimentaria con las Direccione municipals de la mujer. 23. Number of Quarterly 0 N/A N/A N/A 0 0 1 N/A 0 N/A N/A N/A N/A 1 4 public-private Partnerships formed as a result of FtF assistance. (F) [USG FACT: 4.5.2-12]

(Disaggregated by partnership focus). *No se planificó el desarrollo de Alianzas Público Privadas.

24. Number of Annually 0 N/A N/A N/A 378 82 94 N/A 15 N/A N/A N/A N/A 554 550 people trained in (40%F/ child health and 60%M) nutrition through

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Baseline Year 6

USG-supported programs. (F) [USG FACT: 3.1.9-1]

(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

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Baseline Year 6

All Planned Achievement Year 52 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 Cumulative Planned Municipalities 53 54 55 New Indicators 2 Q1 Q2 Q3 Municipalities #4,6) numbers of participants trained will recorded and reported as a footnote to PMP reports. *No se brindó capacitación ni asistencia técnica en año 5, esto se había previsto. Disaggregated by Male N/A N/A N/A N/A 79% 12% 0% 0% 60% 0% 0% 0% 0% 23% 60% gender Female N/A N/A N/A N/A 21% 88% 100% 0% 40% 0% 0% 0% 0% 77% 40% Disaggregated by Maya N/A N/A N/A N/A 49% 63% 69% 0% N/A 0% 0% 0% 0% 63% N/A ethnic group Garifuna N/A N/A N/A N/A 0 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Ladino N/A N/A N/A N/A 48% 37% 30% 0% N/A 0% 0% 0% 0% 36% N/A Xinca N/A N/A N/A N/A 1% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Otro N/A N/A N/A N/A 2% 0% 1% 0% N/A 0% 0% 0% 0% 1% N/A Disaggregated by age Older N/A N/A N/A N/A 19% 59% 63% 0% N/A 0% 0% 0% 0% 66% N/A group than 29 years 29 year or N/A N/A N/A N/A 81% 41% 37% 0% N/A 0% 0% 0% 0% 34% N/A youngest (youth)

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Baseline Year 6

30. Percentage of Annually N/A N/A 0 ------TBD N/A N/A N/A N/A N/A Pending municipalities where at least one income or employment generating projects are being implemented as a result of Nexos Locales support. (C)

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