GUATEMALA LOCAL GOVERNANCE / NEXOS LOCALES PROJECT

QUARTERLY REPORT #23 CONTRACT No. AID-520-C-14-00002

April 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 (QR23) January 2020 – March 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: April 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.

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TABLE OF CONTENTS TABLE OF CONTENTS ______3 SUMMARY OF TABLES AND FIGURES ______4 ACRONYMS ______5 EXECUTIVE SUMMARY ______7 INTRODUCTION ______10 I. STEMMING ILLEGAL MIGRATION ______12 II. HIGH-LEVEL RESULTS ______14 III. SUMMARY OF KEY ACHIEVEMENTS ______16 IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED ______18 V. QUARTERLY PROGRESS RESULTS ______20 VI. TRAINING EVENTS ______48 VII. GRANTS ADMINISTRATION ______49 VIII. PROJECT MANAGEMENT ______50 IX. FINANCIAL INFORMATION ______56 ANNEX I: GLOSSARY OF KEY TERMS ______58 ANNEX II: WORK PLAN ACTIVITY TRACKER ______62 ANNEX III: MUNICIPALITY TRACKER ______66 ANNEX IV: PERFORMANCE MANAGEMENT PLAN ______70

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SUMMARY OF TABLES, FIGURES, AND PHOTOGRAPHS

TABLES Table 1- Accreditation status of the Indigenous Advisory Committees ...... 43 Table 2- Grants Administration for Q23 ...... 49 Table 3- Short Term Technical Assistance Contracted in Q23 ...... 54

FIGURES Figure 1- Nexos Locales coverage area Y6-Y8 ...... 10

PHOTOGRAPHS Photo 1: USAID Nexos Locales technical team and municipal mayors in the MoU signings in San Marcos ...... 23 Photo 2: Mayors of the target municipalities in the department of Huehuetenango in the MoU signing event ...... 23 Photo 3: USAID Nexos Locales technical team and municipal mayors in the MoU signings in Quiché ...... 23 Photo 4: USAID Nexos Locales staff facilitating the Access to Public Information Law workshop in the municipality of San Andrés Sajcabajá, Quiché...... 25 Photo 5: COMUDE meeting in February in the municipality of Cunén, Quiché ...... 27 Photo 6: Representatives of ANAM, MANCOSEQ, and the USAID Nexos Locales consultant meet to discuss the development of the strategy on migrant returnees ...... 29 Photo 7: OMAS staff from the municipalities of San Juan Cotzal, Quiché installing an artisanal water chlorinator in a distribution tank ...... 32 Photo 8: Local producers in Cunén, Quiché participate in the elaboration of biobeds alongside OMAS staff...... 33 Photo 9: Volunteers and members of the municipality of Cunén, Quiché, participating in the cleanup campaign to eliminate clandestine dumpsters ...... 34 Photo 10: USAID Nexos Locales staff commemorative picture of the #EachForEqual movement for the International Women’s Day ...... 43

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ACRONYMS AAC Area Advisory Committee AECID Spanish Agency for International Development AGAAI Guatemalan Association of Indigenous Mayors and Authorities ANAM National Association of Municipalities AR5 Annual Report 5 A4P Alliance for Prosperity CAI Indigenous Authority Councils CEO Creating Economic Opportunities CLA Collaboration, Learning, Adapting CLD Communities Leading Development COCODE Community Development Council COFETARN Commission for Economic Growth, Tourism, Environment and Natural Resources CMA Municipal Water Committee COMUDE Municipal Development Council COMRED Municipal Commission for Risk and Disaster Reduction COMUSAN Municipal Commission for Food Security and Nutrition CONJUVE National Youth Council 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 FAO Food and Agriculture Organization of the United Nations FtF Feed the Future GIS Geographic Information Systems GoG Government of Guatemala GUC Grants Under Contract IOM International Organization for Migration LAIP Public Access to Information Law LED Local Economic Development LOP Life of Project 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 PLANAFOM National Plan for Municipal Strengthening PMP Performance Management Plan POA Annual Operative Plan Q22 Quarter 22 Q23 Quarter 23 Q24 Quarter 24

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Q25 Quarter 25 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 WHO World Health Organization Y6WP Year 6 Work Plan Y4 Year Four Y5 Year Five Y6 Year Six

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EXECUTIVE SUMMARY

This quarterly report captures the breadth of activities performed during the twenty-third quarter (Q23), which ranges from January 1st, 2020 to March 31st, 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 23, elected municipal administrations were sworn in for a four-year service period, and Nexos Locales played a managing role in the electoral transition process. As anticipated, a significant number of municipal personnel were replaced with new staff following inauguration week. As a result, incoming officials were required to learn on the job while they balanced a multitude of time-sensitive tasks including finalizing requirements to officially assume their new positions. Nexos Locales took on a leading role in this transition period by facilitating key tools that enabled new municipal staff to complete a successful transition, starting with the use of online training material developed by the project for strengthening municipal management. These materials were used to carry out induction training sessions to municipal officials to ensure their understanding of compliance responsibilities with national government oversight bodies and introducing them to the panoply of digital development tools and technical assistance services provided by the Nexos Locales project.

The project signed Memorandums of Understanding with the 22 municipalities under project coverage during regional ceremonies in Huehuetenango, Quiché, and San Marcos. The signing of the MoUs signaled the official start of all project activities in these municipalities. Combined, the ceremonies were attended by more than 200 participants, including mayors, cabinet members, and municipal officials. Seven other USAID-funded programs attended the regional events and had the opportunity to brief mayors and local authorities on their interventions and potential areas of collaboration. Conveying a unified message of USAID’s interventions in the region was especially relevant to garner the support of local governments to work towards achieving shared development objectives.

Guided by the project-developed Water Investment Plans, Nexos Locales continued working closely with the Municipal Water and Sanitation Offices (OMAS) to strengthen municipal capacity to improve water service provision. These advancements were showcased during a field visit from a USAID delegation to the municipality of San Rafael Pie de la Cuesta, San Marcos. With project support, this municipality has successfully implemented the Water Meter Readings Application, which is an innovative digital tool that improves water service provision through an automated billing process. In addition, USAID visitors learned about the use of GIS software to develop payment arrears maps, a tool that has helped the municipality develop efficient debt collection strategies that result in increased revenue collection.

March 2020 signaled the start of the Government of Guatemala’s national response to the global COVID-19 pandemic. On March 6, 2020, Guatemalan President, Alejandro Giammattei, announced a State of Calamity, followed by additional safety and security measures meant to reduce the spread of the virus. In observance of these health and safety measures issued by the Government of Guatemala, municipalities enforced travel restrictions and enacted the President of Guatemala’s national guidelines. Nexos Locales has been encouraged by the political will shown by municipal governments in ensuring the provision of basic services to its citizens during this national crisis, including water and electricity.

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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 — In Q23, the project provided technical assistance to the Municipal Financial Directorates (DAFIMs) in 15 municipalities emphasizing the use of project- developed digital development tools to successfully transition incoming DAFIM personnel into their job responsibilities. Five1 of the 15 municipalities receiving complete TA packages were previously selected to receive GIS support. The project conducted a rapid assessment in the ten remaining municipalities2 to evaluate the likelihood of implementing GIS support to generate payment arrears maps to increase water service revenue collection. The six municipalities3 participating in the pilot program for the implementation of the Water Meter Readings Smartphone Application further developed reading routes and the project trained new municipal officials on the use of this 21st century communications technology to improve water service provision.

Result 3, Increase Access to Potable Water — Nexos Locales completed its first round of annual water quality monitoring tests in 14 municipalities receiving full TA packages4. These tests demonstrate whether municipalities are meeting Ministry of Health safety standards for water quality and use of chlorination. The project is pleased to report that out of 14 tested municipalities, 135 passed the tests, complying with safe water quality standards. This represents a 21% increase over the water quality tests performed in 2019 where 106 out of 14 municipalities showed positive results. In addition, the Municipal Water and Sanitation Offices invested time in updating key administrative tools that are essential to improve water service provision. In accordance with the project-developed Water Investment Plans, the municipalities of Chajul and San Andrés Sajcabajá, located in Quiché installed two water chlorinators that will benefit an estimated 12,000 people with access to safe drinking water.

Result 4, Local Economic Development — The project continued providing technical support to the Municipal Commissions for Economic Growth, Tourism, Environment, and Natural Resources (COFETARN), the Municipal Offices for Local Economic Development (OMDEL), and the Municipal Women’s Directorates (DMM) to continue implementing their Local Economic Development (LED) plans and develop project initiatives that contribute to income- or employment-generating activities for its populations. Thanks to the project’s assistance, five municipal governments7 allocated a total of Q660,500.00 (USD 86,907.89) to fund projects aimed at strengthening agricultural and livestock production, embroidery, handcrafts, and poultry-keeping.

Result 6, ANAM & AGAAI — ANAM developed a diffusion strategy for the continued dissemination of the 50 online training videos for strengthening municipal management; this resulted in increased use of these materials by their target audiences. ANAM’s YouTube channel subscriptions increased by 6%

1 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiché: 3) Nebaj; 4) Cotzal; and 5) Chichicastenango. 2 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. 3 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta. 4 Excluded from the group of 15 municipalities receiving complete TA packages is the municipality of Malacatancito, Huehuetenango, where specialized assistance is provided due to high fluoride contamination levels in water supply. 5 Excluding the municipality of Chichicastenango, Quiché. 6 Quiché: 1) Nebaj; 2) San Juan Cotzal; 3) Cunén; 4) San Andrés Sajcabajá; 5) Chichicastenango; Huehuetenango: 6) Chiantla; 7) La Libertad; San Marcos: 8) Tacaná; 9) Concepción Tutuapa; 10) San Miguel Ixtahuacán. 7 Huehuetenango: 1) Malacatancito; 2) La Libertad; 3) Todos Santos; San Marcos: 4) Tacaná; and 5) Sibinal

Page 8 of 92 while the videos accumulated 10,700 views. Nexos Locales awarded a grant to ANAM to continue advocacy efforts for the passage of the Career Municipal Service Bill, which would require a revised key actors and political influence mapping as a result of the changes in the national legislature The project also met with the new board of directors of AGAAI to agree on the new terms of collaboration for establishing and strengthening the Indigenous Advisory Committees (CAI).

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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 of the country so they foster more responsive, inclusive, and effective socio- economic development while reducing local vulnerabilities such as food insecurity and natural disasters. In 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

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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 by 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 #23 covers the quarterly reporting period between January and March 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 #23 (QR23) 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 Annex VI: Success Story II

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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 primordial 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 for the improved 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, resulting 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, specifically, in the Western Highlands of Guatemala, 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 make improvements in 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 23 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 support to the Municipal Administrative Financial Directorates (DAFIM) to improve the management and implementation of their financial systems so that municipalities are able to expand their own-source revenue generation to make improved budget allocations in support of quality services provision and expanded local economic opportunities. These activities include: 1) Revenue Collection Strategies; 2) Induction on Public Financial Management; and, 3) Use of the Water Meter Readings App. As mandated by the law, municipal governments collected the Boleto de Ornato (a form of city maintenance fee), which is one of the most important revenue streams for local governments. Nexos Locales developed a format to facilitate the registry of fee payments. In addition, the project worked with the DAFIM Directors in all 15 municipalities under coverage to develop own-source revenue collection strategies.

 Nexos Locales’ interventions target water quality issues by pursuing structural transformations of how the resource is managed at the municipal level. The project works closely with the

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OMAS to increase municipal capacity for the effective delivery of water services. This quarter, Nexos Locales completed its first round of annual water quality monitoring tests in 14 municipalities8. These tests are completed twice annually to inform the DEMIN performance dashboards; in addition, the water quality tests demonstrate whether municipalities are meeting Ministry of Health safety standards for water quality and use of chlorination. Out of 14 tested municipalities, 139 demonstrated positive results, which showed they are complying with safe water quality standards. Lastly, the OMAS in the municipalities of Concepción Tutuapa and San Marcos updated their municipal regulation for water service provision. These documents establish basic principles for quality water service provision and describe the rights and responsibilities of water service users and the municipality. The regulations will be presented to the City Council for approval in the upcoming quarter.

 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 which affect their lives. In Q23, Nexos Locales organized and facilitated a 4-hour training session in ten municipalities10 about the Access to Public Information Law (LAIP) and the importance of collaborative efforts amongst all municipal offices to ensure the municipality’s reporting compliance to the Guatemalan Human Rights Ombudsman Office (Procuraduría de los Derechos Humanos [PDH]).

PROMOTING PROSPERITY / CREATING ECONOMIC OPPORTUNITIES

 In support of Nexos Locales’ contingency strategy, the project focused on improving local economic conditions through the implementation of project-developed Local Economic Development (LED) municipal plans, highlighting employment or income generating activities that benefit historically marginalized groups such as women, youth and indigenous people. During the reporting period, Nexos Locales worked with Municipal Commissions for Economic Growth, Tourism, Environment, and Natural Resources (COFETARN) and the Municipal Offices for Local Economic Development (OMDEL) to develop project proposals for 2020 funding. Leveraging the use of the recently developed Plan-Presupuesto digital tool, four municipalities11 secured USD 79,605.26 to finance LED projects directed to strengthen agricultural and livestock production as a means to stimulate the local economy in these municipalities.

 As a result of the project’s assistance to the Municipal Women’s Directorates (DMMs) two local governments12 authorized a total of USD 7,302.63 for the implementation of women-centered projects. These initiatives seek to develop women’s technical skills to harvest vegetables and establish fruit orchards.

8 Excluding the municipality of Malacatancito, Huehuetenango, where specialized assistance is provided due to high fluoride contamination levels in water supply. 9 Excluding the municipality of Chichicastenango, Quiché. 10 Huehuetenango: 1) Chiantla; 2) Malacatancito; 3) La Libertad; 4) Todos Santos Cuchumatán; San Marcos: 5) San Miguel Ixtahuacán; Quiché: 6) Chajul; 7) San Juan Cotzal; 8) Nebaj; 9) Cunén; and 10) San Andrés Sajcabajá. 11 San Marcos: 1) Tacaná; 2) Sibinal Huehuetenango: 3) Malacatancito; and 4) Todos Santos. 12 Huehuetenango: 1) Malacatancito; and 2) La Libertad.

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II. HIGH-LEVEL RESULTS

Nexos Locales is a local governance project that invests in local results. Due to the success of this work, Nexos Locales often has impact far beyond its 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.

During the quarter, the following high-level results were achieved:

1) Digital Development Tools: This quarter, Nexos Locales added to its stock of digital development tools by launching the COMUDE Annual Planner, an innovative tool that enables municipalities to streamline the COMUDE’s internal organization while ensuring compliance with national law requirements. The planner also makes it easy to download official reporting templates which permit more convenient reporting to government agencies. The Annual Planner for the COMUDE was presented to and received the favorable endorsement of the Presidential Coordination Secretariat (SCEP). The SCEP expressed the desire to adopt this tool as part of their portfolio, and collaborate with the National Association of Municipalities (ANAM) to launch the COMUDE planner in all 340 municipalities in the country.

Nexos Locales also developed and launched the ASISTE Munis tool to guide municipalities in the implementation of approved project initiatives. The ASISTE Munis platform was designed to help municipalities keep a track record of all programmed actions of municipal projects and manage their budget execution. This allows an automatized preparation of the quarterly financial accountability reports required for the COMUDE meetings. In addition, the tool provides direct access to official government reporting forms. By using ASISTE Munis, more municipal governments will be able to efficiently implement projects in each municipal office and standardize compliance with COMUDE functioning, thereby positively helping their scores under the SEGEPLAN municipal management rankings.

2) Improved Water Quality: The project works to improve municipal capacities for the effective delivery of quality water service supply. This quarter, Nexos Locales partnered with two other USAID-funded projects13 to develop a project initiative that seeks to leverage public and private sector efforts to ensure safe water service provision in municipalities across the Western Highlands region. Additionally, guided by their municipal Water Investment Plans, two municipalities14 installed two artisanal water chlorinators in different communities, which combined, will benefit an estimated 12,000 people with access

13 PROINNOVA and Creating Economic Opportunities (CEO). 14 Quiché: 1) San Juan Cotzal; and 2) Nebaj.

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to safe drinking water. The project has promoted collaborative efforts between the OMAS and the Commission for Food Security and Nutrition (COMUSAN) for the installation of chlorination mechanisms in water distribution systems. Through improved water supply systems, municipalities are increasing access to safe water, which improves food security and nutrition by minimizing the risk of contracting waterborne diseases.

3) Municipal Efforts to Stem Migration: During the reporting period, the municipality of Nebaj located in the department of Quiché, officially established its first-ever Municipal Migration Office. This municipal entity is also the first of its kind in the entire Ixil region, which presents the third highest migration rates in the country. The scope of work of the Office includes specific actions to stem illicit outward migration to México and the United States and provide migrant returnees counseling and logistical support so they can successfully reintegrate into social and economic activities. As such, the Migration Office will play a heightened role channeling municipal effort to address better planning, use and administration of remittances for improved economic conditions at the municipal level; strengthen the effectiveness of messaging around the dangers of illegal migration, particularly for unaccompanied minors; and minimize negative repercussions for returnees’ reintegration.

4) Local Economic Development Gains: Due to the project’s assistance in Q23 to the DMMs, COFETARNs, and OMDELs, five municipal governments15 allocated a total of USD 86,907.89 to fund projects directed to strengthen agricultural and livestock production, embroidery, handcrafts, and poultry-keeping. These initiatives contribute to creating sustainable development conditions in municipalities building their journey to self-reliance. Additionally, the municipality of San Juan Cotzal, located in the department of Quiché, established its Municipal Office for Local Economic Development (OMDEL). Nexos Locales worked alongside the Commission for Economic Growth, Tourism, Environment and Natural Resources (COFETARN). The OMDEL will oversee the execution of the LED plan and collaborate closely with the COFETARN to promote actions that will expand economic opportunities, particularly for women and youth in the municipality.

15 Huehuetenango: 1) Malacatancito; 2) La Libertad; 3) Todos Santos; San Marcos: 4) Tacaná; and 5) Sibinal.

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III. SUMMARY OF KEY ACHIEVEMENTS

This section provides a summary of the key achievements made in Quarter 23. 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 23:

 The project signed Memorandums of Understanding with the 22 municipalities under project coverage. MoUs were signed with the 15 municipalities receiving complete technical assistance packages during three regional ceremonies in Huehuetenango, Quiché and San Marcos. These ceremonies gathered more than 200 participants and nine USAID-funded programs to deliver a cohesive message about the Agency’s interventions in the Western Highlands region. The remaining seven municipalities signed MoUs during individual meetings with new administrations. The signing of MOUs signaled the official start of all project activities in these municipalities. (Sub-activity Y6 1.1.2)  The Annual Planner for the COMUDE was presented to, and received the favorable endorsement of, the Presidential Coordination Secretariat (SCEP). This Nexos Locales- developed tool is vital to strengthen COMUDE functioning by standardizing compliance requirements across all municipal government administrations. The SCEP expressed the desire to adopt this tool as part of their portfolio, and collaborate with the National Association of Municipalities (ANAM) to launch the COMUDE planner in all 340 municipalities in the country. (Sub-activity Y6 1.3.1)  During this quarter, Nexos Locales completed its first round of annual water quality monitoring tests in 14 municipalities16. These tests are completed twice annually to inform the DEMIN performance dashboards, and in addition, demonstrate whether municipalities are meeting Ministry of Health safety standards for water quality and use of chlorination. Out of 14 tested municipalities, 1317 demonstrated positive results, which showed they are complying with safe water quality standards. (Sub-Activity Y6 3.2.2)  Municipal authorities in San Juan Cotzal and Nebaj, both located in the department of Quiché, invested in the installation of two water chlorinators in distribution systems across the urban center. The project’s water technician, the Municipal Water and Sanitation Office, and delegates from the Food Security and Nutrition Secretariat (SESAN) conducted the installation of the artisanal water chlorinators, which combined, will benefit an estimated 12,000 people with access to potable water. (Sub-Activity Y6 3.2.2)  Guided by the DMM strategies, Q 55,500.00 (USD 7,302.63) of municipality funds were approved this quarter to benefit women-centered projects in two municipalities18. The registration of the projects in the National Public Investment System (SNIP) secures funding for implementation in 2020. (Sub-Activity Y6 4.1.1.)

16 Excluding the municipality of Malacatancito, Huehuetenango, where specialized assistance is provided due to high fluoride contamination levels in water supply. 17 Excluding the municipality of Chichicastenango, Quiché. 18 Huehuetenango: 1) Malacatancito; and 2) La Libertad.

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 Four municipalities19 allocated a budget of Q 605,000.00 (USD 79,605.26) for the implementation of employment or income generating activities. These project initiatives are directed towards enhancing honey production, vegetable crops, fruit tree plantations, and cattle production. (Sub-Activity Y6 4.3.1.)  ANAM developed a dissemination strategy for its catalog of 50 online training videos in municipal management to modernize capacity-building processes in municipalities. As a direct result of the implementation of both ANAM and Nexos Locales’ strategies to further disseminate these online materials, the videos reached 10,700 views and ANAM’s YouTube channel saw an increase of 6% in subscriptions in Q23. (Sub-activity Y6 6.1.2)

19 San Marcos: 1) Tacaná; 2) Sibinal Huehuetenango: 3) Malacatancito; and 4) Todos Santos.

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IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED

UPDATES FROM OBSTACLES FACED IN Q22

Nexos Locales is pleased to report that all of the obstacles reported in the previous quarter have been overcome. OBSTACLES FACED IN THE 23RD QUARTER

Municipal Staff Turnover – The 2019 general elections resulted in an 86% turnover in Nexos Locales municipalities. This high turnover often leads to fulfilled promises of job employment to unqualified personnel who supported the elected mayor’s campaign. Under the electoral transition strategy developed by the project in Year 5, Nexos Locales delineated a series of key action steps to mitigate the adverse effects this potential turnover would have in municipal productivity. The online catalog comprised of 50 training videos in key municipal management topics and use of digital development tools, helped increase administrative efficiency during this transition. Complementary to these technology tools, the project also developed personalized induction plans for target municipal entities that focus on transferring knowledge and capacities to incoming officials.

National State of Calamity – A public health crisis due to the COVID-19 outbreak has disrupted lives, livelihoods, communities, businesses and governments worldwide. Upon the confirmation of the first positive cases in the country in March 2020, the Guatemalan government quickly enacted safety measures to contain the spread of the virus. These measures included travel restrictions, a nationwide curfew, and the mandatory closing of all nonessential businesses. These restrictions have temporarily transformed the way in which municipalities operate and carry out their activities. The vast majority are functioning at a limited capacity implementing work-from-home or rotating shifts. Given the nature of Nexos Locales’ assistance to municipal governments, this new scenario posed challenges to deliver in-person technical assistance and follow-up coordination to physical office spaces in the municipality. In addition, the economic effects of the crisis called for readjustments in municipal budgets and the potential closure of some municipal offices due to reduced administrative costs. The project’s efforts to leverage the use of technology and develop digital tools proved effective under these circumstances, Nexos Locales rapidly switched to an online modality to continue providing technical assistance to municipalities aided by all project- developed digital tools, which include the municipal planners, the online toolbox to access manuals and guides for municipal staff, and the online training videos, whereby municipal personnel are able to carry on with their activities and efficiently respond to the public health crisis.

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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 for achieving desired program results. Below is a brief description of identified best practices and lessons learned in the twenty-third 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.

 Diffusion Strategy: The effective dissemination of project-developed digital tools and citizen awareness materials requires targeted actions and specific platforms to help expand their reach and ultimately attain the continuous use and ownership from beneficiary groups. Nexos Locales has developed a collection of digital development tools with the primary goal of strengthening municipal governments in the Western Highlands in Guatemala so they foster more responsive, inclusive, and effective socio-economic development. Although these tools have been designed and developed to meet contract requirements, their utility extends beyond the project’s geographic coverage and scope, benefitting municipal governments and their citizens throughout the entire country. To ensure expanded public awareness of the project’s digital development tools, Nexos Locales has created a diffusion strategy to delineate cost-effective mechanisms that can broaden the development impact and sustainability of Nexos Locales interventions, to the benefit of the United States Government (USG) and all 340 municipalities in Guatemala. Nexos Locales developed dissemination strategies that are flexible in responding to different target audiences and diffusion platforms but with a reference framework that allows digital tools and citizen awareness materials to expand their reach and use among beneficiary groups.

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.

 Municipal Transition: Building off the project’s previous experience from the electoral process in 2015, Nexos Locales took action to engage earlier in the 2019 municipal transition process which was marked by a unique 6-month period. In doing so, the project was able to identify municipalities that might require greater technical assistance to manage the transition process. During the municipal transition period, Nexos Locales led a regional coordination with other USAID implementing partners to convene meetings with mayors-elect and present the project’s technical assistance package. The project's engagement with new municipal administrations was crucial to ensure that new administrations continue investing in municipal offices established and/or strengthened by Nexos Locales, such as the Municipal Office of Youth (OMJ), Municipal Office of Water and Sanitation (OMAS), and Municipal Office of Local Economic Development (OMDEL).

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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 which strengthen municipal capacity in public financial management (PFM), governance and transparency, and which 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) 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 expanded 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 readjustments in municipal budgets and ensure transparency in procurement processes under the National State of Calamity declared by the Guatemalan Government.

KEY ACHIEVEMENTS IN THE 23RD QUARTER

 The project signed Memorandums of Understanding with the 22 municipalities under project coverage. MoUs were signed with the 15 municipalities receiving complete technical assistance packages during three regional ceremonies in Huehuetenango, Quiché and San Marcos. These ceremonies gathered more than 200 participants and nine USAID-funded programs to deliver a cohesive message about the Agency’s interventions in the Western Highlands region. The remaining seven municipalities signed MoUs during individual meetings with new administrations. The signing of MOUs signaled the official start of all project activities in these municipalities. (Sub-activity Y6 1.1.2)  The Annual Planner for the COMUDE was presented to and received the favorable endorsement of the Presidential Coordination Secretariat (SCEP). This Nexos Locales- developed tool is vital to strengthen the COMUDE’s functioning and in meeting standardized compliance requirements across the different municipal government administrations. The SCEP expressed the desire to adopt this tool as part of their portfolio and collaborate with the National Association of Municipalities (ANAM) to launch the COMUDE planner in all 340 municipalities in the country.

ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the twenty-third 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: Five20 of the 15 municipalities receiving complete TA packages were previously selected to receive GIS support. This quarter, the project conducted a rapid assessment in the ten remaining municipalities21 receiving full TA packages to evaluate the likelihood of the implementation of GIS support through the Municipal Water and Sanitation Office (OMAS) or its equivalent office. The study assessed the following aspects: i) municipal capacity to manage the government-provided financial platform ServiciosGL; ii) The extent to which users’ databases were being updated to inform the platform, a pre-requisite for developing the payment arrears GIS maps; iii) Political will of local authorities to implement the payment arrears maps; and iv) Availability of the municipal staff to receive technical assistance. As such, the following scoring criteria were applied:

20 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiché: 3) Nebaj; 4) Cotzal; and 5) Chichicastenango. 21 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 are already receiving GIS support

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Table 1- Scoring criteria for the GIS rapid assessment Criterion Capacity The municipality complies High- level with all four requisites capacity The municipality complies Medium-level with three or two aspects capacity The municipality complies Low-level with one aspect capacity

Some key findings are described below:

 The assessment found that five22 out of the ten municipalities in which the assessment was conducted demonstrated a medium-level capacity to receive GIS support.  Water users’ databases are not being updated to inform the ServiciosGL platform due to the lack of land registry records in the urban center. A thorough revision showed 40% to 60% of registered water users did not have a registered property location or street address on record. This situation poses significant challenges to the elaboration of payment arrear maps since it reduces their reach and accuracy.

Based on these results, Nexos Locales developed a Database Update Plan for each municipality with the goal of outlining specific actions to correct land registry records using GPS technology. The project’s water technicians conducted training sessions for the OMAS staff to instruct them about the use of GPS navigation devices and develop effective reading routes. The project’s inventory includes four GPS devices that were purchased back in 2018 to be used by the project’s GIS Specialist to deliver technical assistance. Nexos Locales provided these GPS devices to assist municipalities with the database update process. Following internal inventory protocols, a loan letter23 was signed between the project and the municipalities to ensure the adequate use of these devices. Additionally, the equipment is being monitored on a regular basis by the project’s staff and will be returned to Nexos Locales upon completion of the updating process.

Sub-Activity Y6 1.1.2 Sign Memorandums of Understanding with 22 Municipalities: This quarter, Nexos Locales signed Memorandums of Understanding (MoU) with the 22 municipalities under project coverage. As scheduled, the 15 municipalities receiving complete TA packages signed the MoUs during regional events that took place on February 4th in the department of Huehuetenango; February 6th in the department of Quiché; and February 18th in the department of San Marcos. The purpose of the MoU is to define shared goals and mutual lines of collaboration among the municipal government and USAID’s Nexos Locales project in strengthening municipal capacity to respond to citizen demands through improved transparency and public service delivery. The memorandums place a strong emphasis on inclusive decision-making processes and municipal investments toward income or employment generating activities, particularly for youth, women and indigenous populations, as well as increased access to safe water. Ten municipal mayors and around 200 key municipal officials, City Council members, and representatives of civil society organizations participated in the ceremonies. Mrs. Claudia Agreda, Mr. Spencer Milián, and Mrs. Mónica Portillo, as USAID/Guatemala envoys were also in attendance.

22 San Marcos: 1) San Miguel Ixtahuacán; 2) Sibinal; 3) Concepción Tutuapa; 4) Tacaná; and Quiché: 5) Chajul. 23 The loan letter was drafted as a non-legally binding document in which municipal authorities commit to return the GPS devices in good working conditions and use them specifically for the updating process. This document was developed at the recommendation of the project’s Operations team following inventory procedures and guidelines.

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“Nexos Locales is a very complete program. During these events, seven other USAID-funded projects24 We are very thankful for their assistance in had the opportunity to share with the new administrations key municipal areas such as the financial some insights about their overarching goals and highlight management, the COMUDE and most key areas for collaborative efforts. This helped municipal recently their support to launch our very first youth policy; [The project] is constantly authorities gain a better understanding of USAID’s working to enhance our capacity to address interventions in the Western Highlands region. Both in our development challenges. I am very Quiché and Huehuetenango, the PROINNOVA project pleased to announce that thanks to Nexos’ implemented by Popoyan, signed letters of understanding support we will soon establish our Municipal with seven coinciding municipalities25. Lastly, mayors Migration Office”. delivered remarks about their commitment to work towards the shared development goals established in the -Virgilio Bernal Guzmán, Mayor of MoUs. Despite being in office for just a few days, mayors Nebaj, Quiché. recognized and shared with the audience how Nexos Locales’ work had been instrumental in improving municipal capacity to deliver quality public services and address the needs of their constituents.

The project also signed MoUs with the other seven municipalities receiving ad hoc inputs during individual meetings with municipal authorities. These meetings allowed more individualized interactions with the mayors, cabinet members, and key municipal personnel. As part of Nexos Locales’ diffusion strategy, the agenda of these events included a short presentation of the 50 online videos for municipal training. The videos were presented alongside other project-developed technology tools to assist incoming municipal personnel during the transition period. Photo 1: USAID Nexos Locales technical team and municipal mayors in the MoU signing in San Marcos

Photo 2: Mayors of target municipalities in the department of Huehuetenango in the MoU signing event Photo 3: USAID Nexos Locales technical team and municipal mayors in the MoU signing in Quiché

24 1) Community Roots; 2) Puentes; 3) Acción Transformadora; 4) PROINNOVA; 5) CEO; 6) Communities Leading Development; and 7) HEP Plus. 25 Huehuetenango: 1) La Libertad; 2) Chiantla; 3) Todos Santos; Quiché: 4) Nebaj; 5) Chajul; 6) Cunén; and 7) San Juan Cotzal

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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) focused on the following key areas:

1) Induction Plan for the DAFIM: As a result of the turnover in mayoral administrations, 11 out of the 15 DAFIM directors were replaced, representing a 73% turnover of municipal financial directors. However, a number of these incoming directors had previously held that position in other municipalities or served as DAFIM staffers. In an effort to ensure the sustainability of project investments during this transition, Nexos Locales developed induction plans, tailored for each municipality’s local context that focuses on transferring knowledge and capacities to incoming officials as they start taking on their new job responsibilities. The DAFIM induction plan sought to train new Directors in the most essential concepts of public financial management, including government-provided reporting platforms, budget formulation and execution, and purchasing and procurement processes. The online training videos and project- developed technology tools were key resources during the implementation of the induction plan. These tools provided an ease-of-learning environment for all DAFIM Directors.

2) Own-Source Revenue Collection Strategies: Of particular importance to Nexos Locales is to strengthen municipal capacity to increase own source revenue and ensure robust, transparent mechanisms are in place for public expenditure reporting. As mandated by law, this quarter, municipalities collected the Boleto de Ornato (which is a form of city maintenance fees). The PFM technical staff provided the DAFIMs a project-produced excel template to keep a formal registry of the users that have paid the Boleto de Ornato to help them track revenue payments. To complement the induction plan, the project also delivered technical assistance to the 15 DAFIMs about own source revenue collection strategies, which emphasize the importance of accurate and transparent record keeping of municipal fees, property tax and water services. The importance of updating databases and analyzing municipal subsidy rates in public services provision were also key topics addressed to implement own source revenue collection strategies.

3) Smartphone Application for Water Meter Readings: In Q23, the project worked with OMAS technicians in six municipalities26 to provide follow-up technical assistance on the implementation of the Water Meter Readings App. Given that the majority of municipal personnel who previously managed the application in these municipalities were replaced, the project focused on instructing new OMAS officials on the use of the app. Nexos Locales coordinated with the Ministry of Finance to instruct OMAS personnel about the app features and how the ServiciosGL system is informed through the application.

Sub-Activity Y6 1.2.2. Further Dissemination of Radio Spots on Citizens Responsibilities to Pay Municipal Fees: Informed by the rapid analysis performed in Q22, which identified effective low-cost methods to disseminate the radio spots, the 15 municipalities receiving full TA packages developed their 2020 diffusion plans for disseminating radio messages on citizen responsibility to pay for municipal fees. These documents depict publicity actions the municipality can implement at very low cost to further disseminate the radio spots. Some of these methods include, but are not limited to:

26 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and

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- Broadcasting in the municipality’s reception area; - Streaming during COMUDE meetings; - Social media posts; - Mobile vendors broadcasting in markets and highly transited areas; and - Streaming in community radio stations.

As outlined by the diffusion plans, the first step to implement these actions is to appoint a municipal official to coordinate and oversee the implementation of these strategies. In the municipality of San Miguel Ixtahuacán, located in the department of San Marcos; and Malacatancito, located in the department of Huehuetenango, these plans were presented to and approved by the municipal authorities, the diffusion strategies in these municipalities are expected to reach approximately 9,582 users in the urban centers. The dissemination of the radio spots forms part of the project’s overall revenue generation strategy for increasing municipal self-reliance. The local diffusion plans are entirely funded by the municipality, the projected investment ranges between Q 5,000.00 (USD 657.89) and Q 15,000.00 (USD 1,973.68)

Photo 4: USAID Nexos Locales staff facilitating the Access to Public Information Law workshop in the municipality of San Andrés Sajcabajá, Quiché.

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, the majority of Public Information Units’ personnel was replaced with new staff. As such, Nexos Locales’ induction plan for the UIPs focused on strengthening their capacity to comply with the disclosure of public information in a timely manner as established by the law, and refine the internal functioning and reporting mechanisms of the unit through the use of the UIP annual planner, an innovative technology tool designed to provide official formats and notifications of reports due to government agencies. Because many of the newly appointed UIP coordinators and staffers were unfamiliar with the Access to Public Information Law (LAIP), Nexos Locales organized and facilitated a 4-hour training session in ten municipalities27 to provide UIP

27 Huehuetenango: 1) Chiantla; 2) Malacatancito; 3) La Libertad; 4) Todos Santos Cuchumatán; San Marcos: 5) San Miguel Ixtahuacán; Quiché: 6) Chajul; 7) San Juan Cotzal; 8) Nebaj; 9) Cunén; and 10) San Andrés Sajcabajá.

Page 25 of 92 coordinators and a general overview of the legal stipulations included in the law and the importance of responding to citizen requirements for public information. Personnel from other key municipal such as the Municipal Planning Directorate (DMP), and Municipal Financial Administration Directorate (DAFIM) joined the training session to learn about the importance of establishing efficient information flows amongst municipal offices to ensure the municipality’s reporting compliance to the Guatemalan Human Rights Ombudsman Office (Procuraduría de los Derechos Humanos [PDH]).

UIP Municipal Planner: Nexos Locales developed an innovative digital tool called the Annual Municipal Planner that provides up to 75 notifications to UIP staff with reminders of key reporting deadlines through 2022. The tool contains detailed guidelines on how to correctly complete reporting requirements as defined by Decree 57-2008, Articles 19 and 20, while providing easy-to-use links for downloading official reporting templates. The UIP municipal planner was made available to all 340 municipalities through ANAM’s municipal toolbox website (http://anam.org.gt/cajadeherramientas/). Using this tool, project municipalities are able to more effectively complete and submit their annual reports to the PDH.

Sub-Activity Y6 1.2.4. Follow-up on the Transparency Applications in 3 Municipalities: This quarter, Nexos Locales staff continued providing follow-up technical assistance for the implementation of the transparency apps in three municipalities. Following the change in municipal administrations, project staff worked with the municipal authorities of San Rafael Pie de la Cuesta, Sacapulas, and Chiantla to update BackEnd28 information of the apps. Using the project-developed instructional videos, the new app managers, personnel in the Public Information Unit appointed by the mayors, learned step-by-step how to process citizen requests in a timely manner and manage the application’s administrative module. During the MoU signing meetings in the municipalities of San Rafael Pie de la Cuesta and Sacapulas, the municipal mayors and cabinet members were part of a live demonstration of how to manage the BackEnd module of the applications and commented on the importance of ramping up dissemination efforts using the project-developed promotional videos. The municipality of Sacapulas developed a publication calendar for social media profiles and began publishing the promotional videos in Spanish and two Maya languages.

Additionally, on January 24th, 2020, Nexos Locales participated in the National Association of Municipalities’ IV International Local Governments Conference. This event sought to share with municipal mayors and cabinet members of all 340 municipalities across the country, best practices to improve local governance and streamline collaboration with governmental institutions. Nexos Locales presented on the project’s digital development tools, emphasizing the use of the municipal transparency smartphone applications to increase public accountability and citizen engagement. The smartphone apps were presented as a technology tool that facilitates free access to municipal finances and a digital platform for citizens to effectively engage with their local governments. At the conference, attendees, including municipal mayors and Government of Guatemala officials remarked on the importance of using technology as a means of fostering transparency and efficiency in local governments.

Lastly, as a follow-up to the meeting with the mayor-elect of San Lucas Sacatepéquez29 for the replication of the transparency app, the municipal authorities appointed the DAFIM director to provide follow-up to this process alongside the project’s personnel. As a first step, the municipality of San Lucas

28 The BackEnd is the administrative module to manage the application’s content and tabs 29 The municipality of San Lucas Sacatepéquez, located in the department of Sacatepéquez, has approximately 25,000 residents and it is ranked Top 5 nationally in SEGEPLAN’s 2018 Municipal Management Ranking. San Lucas is also known for its efficiency in access to public information that has recently earned them the #1 place nationally according to SEGEPLAN’s transparency and information index included in the 2018 Municipal Management Ranking results.

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requested a meeting with the app developer (EXPLICO Co.)30 to explore their customizing options. The project committed to arranging the meeting at both parties’ convenience and guiding the municipality on future advancements for the replication. The municipality of San Marcos, the fourth largest departmental capital in the Western Highlands, also met with Nexos Locales’ staff to discuss the replication of their own transparency app. The project will continue to follow up with these two municipalities as they advance in the replication process.

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

Transforming Political Tension into Sub-Activity Y6 1.3.1. Consolidation of COMUDE Strengthening to positive COMUDE action Advance Overall DEMIN Scores: This quarter, technical assistance At the beginning of the 2019 campaign period to 16 Municipal Development Councils (COMUDE)31 in the municipality of Cunén, Quiché, civil emphasized the following key topics to improve the society organizations, community leaders and COMUDE’s performance against the DEMIN: municipal authorities experienced some difficulty, due to the fact that some COMUDE members ran separate campaigns with rival 1) COMUDE Meetings and Accountability of Funds political parties. All of which led to the (known as Rendición de Cuentas in Spanish): In Q23, municipal authorities taking the decision to halt project staff continued to provide technical assistance to the COMUDE meetings for more than six months. COMUDEs, outlining processes for conducting monthly This extended period of time without any relevant COMUDE activity weakened the meetings, preparation of quarterly accountability of funds engagement of several civil society groups and reporting, and structuring internal commissions to participate in community authorities, sparking apathy from the COMUDEs All-in-all, 34 COMUDE meetings were many other sectors and the new conducted during the quarter (which makes up for 70% of the administration. With the project’s technical quarterly total); four municipalities32 conducted accountability assistance to the new authorities and the City Council, the municipality carried out its first of funds reports in January 2020. Considering these first three COMUDE meeting on February 20th, with an months of the year were part of the transition period for new impressive turnout of more than 75 administrations, the high percentage of compliance with representatives of CSOs, communities and COMUDE meetings is a direct result of the project’s technical other stakeholders. Mayor Pedro Pú Canto added: “Thanks to Nexos Locales’ assistance, we support and use of innovative technology tools to guide understood the COMUDE is a key space for our COMUDE activities. administration and our constituents to come together and work for the development of our municipality.”

2) Technical Assistance in Social Auditing: In Q23, the project is able to report on the Social Audit Commission of the municipality of Chiantla Huehuetenango:

Chiantla, Huehuetenango: Photo 5: COMUDE meeting in February in the municipality of Cunén, Quiché

30 EXPLICO is a Guatemala-based IT and software developer company. This company developed the #SOMOSChiantla, MiSacapulas and SANRAFAINFO apps. 31 15 municipalities with complete technical assistance packages, and the municipality of Totonicapán, receiving ad-hoc assistance. 32 Quiché: 1) Nebaj; Huehuetenango: 2) Todos Santos; 3) Chiantla; Totonicapán: 4) Totonicapán.

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Last quarter, the Social Audit Commission began developing its third social audit exercise in a community project labeled ―Construction of Drainage System in the Reforma, Buenos Aires community, Chiantla‖. This initiative had special relevance in the community as it sought to prevent flood damage experienced by residents every rainy season. The Social Audit Commission quickly gathered relevant data using the Public Information Unit and conducted field visits to the project. The commission found few, though significant inconsistencies such as: i) the general budget did not include a breakdown of indirect costs which make up for 18.7% of the total cost of the project; ii) elevated costs for transportation; iii) the contractor did not cover workmanship costs although it was established in the contract; and iv) the construction was not supervised by municipal officials. In October 2019, the contractor requested to extend the deadline to finish the project. As the new administration took office, the contractor alleged the project was finished and officially registered by the previous municipal administration. However, to date, there are no legal papers to corroborate work completion.

The Social Audit Commission prepared a report with a detailed description of their findings and recommendations to the municipality and the community. This report is scheduled to be presented in the COMUDE in the upcoming quarter.

3) Commissions Strengthening: In Q23, project technical staff continued working with the four prioritized COMUDE commissions in all 16 municipalities (Citizen Participation, Women and Youth, Municipal Commission for Economic Growth, Tourism, Environment, and Natural Resources [COFETARN], and COMUSAN). During the quarter, all four commissions focused on strengthening their internal functions. As required by law, these mandatory COMUDE commissions renewed their accreditation, and updated their members list.

4) Annual Municipal Planner: Nexos Locales promotes the use of digital technology to improve municipal planning processes in target municipalities. Since 2017, the project has developed Annual Municipal Planners, which are innovative digital tools that operate without internet connection and provide notifications of reports due to various government entities throughout the Government of Guatemala’s fiscal year (Jan-Dec)33. USAID Nexos Locales has collaborated with the ANAM to launch these tools nationwide through their municipal toolbox.

The COMUDEs serve to engage citizens in decision-making processes, report on public expenditures, prioritize municipal development plans, and facilitate public spaces for discussion and the exercise of social accountability mechanisms. The effective function of a COMUDE is vital for a municipality’s development journey to self-reliance. As such, Nexos Locales works to strengthen the COMUDEs’ internal functions and capacity to conduct meetings. Through the use of an innovative digital tool labeled as the Annual Planner for the COMUDE, municipalities are able to streamline the COMUDE’s internal organization while ensuring compliance with national law requirements.

The planner also makes it easy to download official reporting templates which permit more convenient reporting to government agencies. During the reporting period, the Annual Planner for the COMUDE was presented to and received the favorable endorsement of the Presidential Coordination Secretariat (SCEP). The SCEP, as the regulatory body of these councils nationwide, commented how this Nexos Locales-developed tool is vital to strengthening the COMUDE’s functionality, and in meeting standardized compliance requirements across the different municipal government administrations. The SCEP expressed the desire to adopt this tool as part of their portfolio, so much so that in the upcoming weeks the project will train the

33 Examples include the Municipal Financial Directorate and the Public Information Unit

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secretariat’s field delegates on its use. In collaboration with the National Association of Municipalities (ANAM) Nexos Locales and the SCEP will launch the COMUDE planner in all 340 municipalities in the country.

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: During this quarter, the project contracted a specialized STTA for this sub-activity. The consultant met with representatives from Mancomunidad MANCUERNA and MANOCOSEQ to discuss the proposed workflow to develop a strategy on migrant returnees. On February 24th, 2020, the consultant met with authorities from MANCOSEQ to discuss terms of collaboration, and in which the representatives from MANCOSEQ expressed the mancomunidad had not contemplated specific actions to assist migrant returnees in their municipalities. While the meeting with Photo 6: Representatives of ANAM, MANCOSEQ, and the USAID Nexos Locales consultant meet to discuss the development of the strategy on migrant returnees MANCUERNA took place on February 27th, 2020, the representatives of MANCUERNA were aware of the importance of developing a strategy as most of the municipalities present high migrant returnee rates, and because their geographical location as along the corridor transited by migrant caravans. MANCUERNA has partnered with the Spanish Agency for International Development (AECID) and other international cooperation actors to develop specific actions to stem irregular migration. MANCUERNA has focused on strengthening local economic development conditions by helping women and youth producer groups and value chains of local goods. Both mancomunidades committed to follow- up on this strategy and collaborate with the project consultant during the development of the strategy on migrant returnees.

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 technical assistance packages for the elaboration of key municipal financial reports. (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).

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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 23RD QUARTER

 During this quarter, Nexos Locales completed its first round of annual water quality monitoring tests in 14 municipalities34. These tests are completed twice annually to inform the DEMIN performance dashboards, and demonstrate whether municipalities are meeting Ministry of Health safety standards for water quality and use of chlorination. Out of 14 tested municipalities, 1335 demonstrated positive results, which showed they are complying with safe water quality standards. (Sub-Activity Y6 3.2.2)  Municipal authorities in San Juan Cotzal and Nebaj, both located in the department of Quiché, invested in the installation of two water chlorinators in distribution systems across the urban center. The project’s water technician, the Municipal Water and Sanitation Office, and delegates from the Food Security and Nutrition Secretariat (SESAN) conducted the installation of the

34 Excluding the municipality of Malacatancito, Huehuetenango, where specialized assistance is provided due to high fluoride contamination levels in water supply. 35 Excluding the municipality of Chichicastenango, Quiché.

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artisanal water chlorinators, which combined, will benefit an estimated 12,000 people with access to potable water. (Sub-Activity Y6 3.2.2)

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the twenty-third 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:

Induction Plan: In order to assist the transition process in the OMAS, Nexos Locales conducted induction sessions using the online training videos and other project-developed tools to train OMAS personnel in the 15 municipalities receiving complete TA on key functions, such as: i) the institutional mandate of the OMAS; ii) the basics of water quality provision and monitoring; and iii) the integration and functioning of water distribution systems. These knowledge transfer sessions minimize potential disruptions to the implementation of the Water Investment Plans.

Planning: During the reporting period, the municipalities of San Miguel Ixtahuacán, located in the department of San Marcos, and Todos Santos Cuchumatán, located in the department of Huehuetenango, conducted an assessment of the water distribution systems around the urban center and communities to evaluate the status of existent chlorinators. The goal was to identify which chlorination systems need to be recalibrated (maintenance) or replaced. This assessment provides municipal authorities a clear visualization of how to prioritize their investments to enhance water service provision.

Administrative tools: The OMAS in the municipalities of Concepción Tutuapa and San Marcos worked on updating their municipal regulation for water service provision. These documents establish basic principles for quality water service provision and describe the rights and responsibilities of water service users and the municipality. The regulations will be presented to the City Council for approval.

Sub-Activity Y6 3.2.2. Implementation of Strategic Investment Plans: During Q23, 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 Quality Monitoring: During the reporting period, Nexos Locales completed its first round of annual water quality monitoring tests in the 14 municipalities receiving full TA packages36. These tests are completed twice annually to inform the DEMIN performance dashboards. The water quality tests demonstrate whether municipalities are meeting Ministry of Healthy safety standards for water quality and use of chlorination. The project is pleased to

36 Excluding the municipality of Malacatancito, Huehuetenango, where specialized assistance is provided due to high fluoride contamination levels in water supply.

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report that out of 14 tested municipalities, 1337 passed the tests, complying with safe water quality standards. This represents a 21% increase over the water quality tests performed in 2019 where 1038 out of 14 municipalities showed positive results.

2) Water Infrastructure: Access to potable water plays a key role in reducing waterborne diseases and increasing food security and nutrition. During the reporting period, the project continued providing technical support to municipalities on the implementation of their Strategic Investment Plans in municipalities under project coverage. Municipal authorities in San Juan Cotzal and Nebaj, both located in the department of Quiché, invested in the installation of two water chlorinators in distribution systems across the urban center. The project’s water technician, the Municipal Water and Sanitation Office, and delegates from the Food Security and Nutrition Secretariat (SESAN) conducted the installation of the artisanal water chlorinators, which combined, will benefit an estimated 12,000 people with access to potable water. These actions contribute to the Government of Guatemala’s Grand National Crusade for Nutrition, a national strategy that aims to reduce malnutrition in the country by bringing important sectors together, including Photo 7: OMAS staff from the municipalities of San Juan Cotzal, Quiché installing an municipal governments, to improve the artisanal water chlorinator in a distribution tank nutrition of Guatemalan families.

3) Environmental Management: Protection of Forestlands and the conservation of water springs play a role in improving water quality. In Q23, the 15 municipalities receiving complete TA packages continued implementing related environmental actions outlined in the project- developed Water Investment Plans. Some of the positive outcomes from these plans are described below:

 On March 12th, 2020, the Municipal Water and Sanitation Office (OMAS) of the municipality of Cunén, located in the department of Quiché, coordinated with the OMAS, and AGREQUIMA, an organization that works through a public-private partnership with the Government of Guatemala to oversee the use of pesticides in agriculture, the elaboration of

37 Excluding the municipality of Chichicastenango, Quiché. 38 Quiché: 1) Nebaj; 2) San Juan Cotzal; 3) Cunén; 4) San Andrés Sajcabajá; 5) Chichicastenango; Huehuetenango: 6) Chiantla; 7) La Libertad; San Marcos: 8) Tacaná; 9) Concepción Tutuapa; 10) San Miguel Ixtahuacán.

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biobeds to help minimize environmental contamination in water springs caused by the use of pesticides. Originating in Sweden, Biobeds are a cost-effective method which involves adding layers of clay, straw, peat, soil and grass around crops to retain pesticide and chemical filtration into water springs. Nexos Locales personnel and the OMAS worked with groups of small-scale producers to install biobeds in onion and garlic crops located around 14 important water springs, this activity was supervised by AGREQUIMA. The implementation of these modern and cost-effective agricultural techniques will benefit around 7,266 water users in nearby communities and enhance agricultural efficiency for a group of 30 local producers.

Photo 8: Local producers in Cunén, Quiché participate in the elaboration of biobeds alongside OMAS staff.

 The OMAS in the municipality of San Juan Cotzal, Quiché, coordinated a cleanup campaign around four distribution tanks in the urban center. This included rehabilitating the fences that surround the tanks and re-painting. These maintenance efforts are scheduled to repeat periodically given distribution tanks are often subject to structural damages and contamination because of their location. In total the municipality invested Q7,300.00 (USD 960.52).

 Nexos Locales’ water technician worked with the Municipal Water and Sanitation Office and the Food Security and Nutrition Commission (COMUSAN) in Cunén, Quiché to coordinate a cleanup campaign aimed at eliminating 3 clandestine garbage dumpsters near important water springs. Participants, which included municipal staff and students from local schools and universities, collected over ten tons of waste during the campaign. The municipality provided in-kind materials for volunteers and coordinated the adequate disposal of collected garbage. By eradicating these sources of waste near water springs and rivers, the municipality is helping prevent the risk of waterborne diseases, thus improving water quality supply for users in the urban centers.

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Photo 9: Volunteers and members of the municipality of Cunén, Quiché, participating in the cleanup campaign to eliminate clandestine dumpsters

Sub-Activity Y6 3.2.3. Further Disseminate Water Messages: During the reporting period, 15 OMAS developed 2020 diffusion plans to continue re-broadcasting the water messages to promote the health benefits of water chlorination and sensitize citizens on the importance of paying municipal water service fees. Based on the analysis performed in Q22, OMAS staff were able to identify the most cost-effective diffusion strategies to radio spots. Identified methods to continue disseminating the water messages include:

- Broadcasting in the municipality’s reception area; - Streaming during COMUDE meetings; - Social media posts; - Mobile vendors broadcasting in markets and highly transited areas; and - Streaming in community radio stations.

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: The project continued working in close consultation with the municipal governments of Sibinal and Tacaná, in the department of San Marcos, to identify action steps for the implementation of the micro watershed management plan. Following the analysis conducted in Q22 to identify feasible actions for implementation, Nexos Locales proposed two prioritized actions from the management plan: i) a reforestation campaign in areas around the watershed; and ii) the elaboration and installation of a biobarda, which is barrier made out of recycled bottles and mesh to filter out waste. These actions were prioritized based on the project’s experience implementing similar actions in coordination with the Ministry of Environment (MARN) and are currently under consideration.

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Additionally, Nexos Locales identified a watershed management plan in the region of Huehuetenango for the micro watershed Arroyo de Carpintero, located in the municipality of Chiantla. Following a conversation with municipal authorities in Chiantla, the project performed an assessment of this plan and identified the following actions for implementation: i) the creation of a tree nursery in the watershed area; and ii) a reforestation campaign. These actions will also be analyzed by municipal authorities prior to receiving approval for implementation. In the Quiché region, the project worked with the municipality of San Andrés Sajcabajá to evaluate conditions for developing a management plan for the micro watershed Sacaj. Nexos Locales staff worked on delimitating the micro watershed area and presenting relevant information to the municipality.

NEXT STEPS

Additionally, activities under Result 3 will include:  Ongoing technical support as municipalities continue to implement their Strategic Water Investment Plans (Sub-Activity Y6 3.2.2).  Continuous project technical assistance for the re-broadcasting of water messages through low-cost means in project municipalities (Sub-Activity Y6 3.2.3).

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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 expand 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 place a special emphasis on guiding municipalities so they can better address the economic recovery from the health crisis caused by the COVID-19 outbreak.

KEY ACHIEVEMENTS OF THE 23RD QUARTER

 Guided by the DMM strategies, Q 55,500.00 (USD 7,302.63) of women-centered projects were approved this quarter in two municipalities39. The registration of the projects in the National Public Investment System (SNIP) secures funding for implementation in 2020. (Sub-Activity Y6 4.1.1.)

39 Huehuetenango: 1) Malacatancito; and 2) La Libertad.

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 Four municipalities40 allocated a budget of Q 605,000.00 (USD 79,605.26) for the implementation of employment or income generating activities. These project initiatives are directed towards enhancing honey production, vegetable crops, fruit tree plantations, and cattle production. (Sub-Activity Y6 4.3.1.)

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the twenty-third 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: In Q23, the DMMs in the 15 municipalities receiving complete technical assistance packages continued their development of project proposals centered on economic development activities for women. Nexos Locales is continuously seeking ways to increase the allocation of municipal funds to address the needs of women. Using the Plan-Presupuesto (Planning-Budget) tool, which is an innovative digital tool designed to align the operative plans and budgets of municipal entities to the National Public Investment System (SNIP) criteria, DMM coordinators developed project initiatives over a wide array of activities, including embroidery, handcrafts, poultry-keeping, vegetable orchards, and fruit tree plantation.

Thanks to the use of the Plan-Presupuesto tool, the municipality of La Libertad located in the department of Huehuetenango allocated Q40,500.00 (USD 5,328.94) to fund a fruit tree plantation project; while the municipality of Malacatancito, also located in Huehuetenango, assigned Q15,000.00 (USD 1,973.68) for a vegetable orchard project in various communities. Overall these project initiatives will benefit 750 people in total.

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: This quarter, Nexos Locales water technicians continued working on the implementation of SAN Situation Rooms. The following key actions were implemented:

- Last quarter, Nexos Locales technicians met with the Municipal Commission for Food Security and Nutrition (COMUSAN) to obtain food security information gathered through the SAN situation rooms. Following this, the COMUSAN’s worked together with the project’s water technicians to develop SAN project initiatives to address food security pillars at the municipal level, including i) establishment of family orchards, poultry-keeping farms and fruit tree plantations; ii) improving water quality through the installation of chlorination systems and cleanup campaigns near important water springs; and the iii) establishment and strengthening of food security municipal offices. The project will emphasize collaborative efforts between the COMUSANs and other key municipal entities, particularly the DMMs. These initiatives will be presented to municipal authorities for approval in the upcoming quarter.

40 San Marcos: 1) Tacaná; 2) Sibinal Huehuetenango: 3) Malacatancito; and 4) Todos Santos.

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- Using the project-developed informational video on the significance of operating food security rooms, members of the COMUSAN and other key municipal authorities learned about the importance of the SAN situation rooms to effectively monitor food security and nutrition at the municipal level.

Actions planned under this sub-activity for the implementation and strengthening of SAN Situation Rooms experienced some setbacks due to the replacement of several SESAN regional and municipal delegates following the change of presidential administration. To mitigate this, the project foresees the implementation of the following activities with the goal of resuming the SAN situation rooms’ activities: 1) Approaching newly appointed delegates and carry out induction sessions using the project-developed online training material; and 2) Advocate for the establishment of the municipal food security offices which will among other things, refine the process of food security data collection and the implementation of SAN project initiatives.

Activity 4.3—Help municipalities develop LED plans

Sub-Activity Y6 4.3.1. Implementation of LED Plans and Policies: In Q23, 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.

Induction Plans for OMDELs and COFETARNs: Nexos Locales provided technical support to OMDEL staff and COFETARN members to instruct them about their functions and basic concepts of Local Economic Development. The COFETARNs in nine municipalities41 were reorganized and integrated in the COMUDE with full voting participation. Thanks to the project’s assistance, the COFETARNs in the municipalities of Todos Santos Cuchumatán and Barillas, both located in the department of Huehuetenango, were reactivated after several months of inactivity due to the 2019 electoral period. Combined, these two commissions are now comprised of representatives of over 20 institutions and organizations. In the municipality of Todos Santos Cuchumatán, Nexos Locales’ support to the COFETARN also resulted in the allocation of Q 200,000.00 (USD 26,315.78) to invest in the commission’s productive projects.

LED actions completed this quarter include:

San Juan Cotzal, Quiché: On January 27th, 2020, the municipality of San Juan Cotzal, located in the department of Quiché, established its first-ever Municipal Office for Local Economic Development (OMDEL). Nexos Locales worked alongside the Commission for Economic Growth, Tourism, Environment and Natural Resources (COFETARN) to present this initiative to the City Council for approval. During an ordinary session, project staff, the COFETARN and council members discussed the benefits of establishing this municipal entity. In an unanimous decision, the City Council approved and committed to support the office’s activities. The OMDEL will oversee the execution of the LED plan and collaborate closely with the COFETARN to promote actions that will expand economic opportunities, particularly for women and youth in the municipality. From day one, the OMDEL personnel started developing of a project profile to promote the production of strawberries in five communities. In the upcoming quarter, this project initiative will be presented to the City Council for approval.

Sibinal, San Marcos: In Q23, as part of the implementation of the project-developed LED plan, the municipality of Sibinal invested Q 150,000.00 (USD 19,736.84) in two projects. The first initiative will

41 Quiché: 1) Nebaj; 2) San Juan Cotzal; 3) Cunén; 4) San Andrés Sajcabajá; 5) Chichicastenango; San Marcos: 6) Tacaná; 7) Sibinal; Huehuetenango: 8) Todos Santos Cuchumatán; and 9) Barillas.

Page 38 of 92 donate materials to enhance and scale-up honey production in the municipality. Per the LED plan, this activity was identified as a driver to stimulate the local economy. This project will benefit an estimated 200 people. The second approved initiative will enhance potato production by providing materials to 300 small-scale producers from four communities.

Tacaná, San Marcos: During the reporting period, the municipality of Tacaná allocated Q 80,000.00 (USD 10,526.31) for the implementation of two LED project initiatives. The first project will improve cattle production practices to benefit 20 families while the second initiative will create avocado tree plantations to benefit 300 people. Cattle production and avocado tree plantations were identified in the LED plan, developed with project investments, as potential activities to stimulate the local economy in Tacaná.

Malacatancito, Huehuetenango: The municipality of Malacatancito allocated a budget of Q 175,000.00 (USD 23,026.31) to the OMDEL for the implementation of four LED project initiatives. These projects will improve conditions for the production of local goods such as vegetable production and fruit trees plantations, as well as enhancing cattle production. The OMDEL will work in close collaboration with small-scale producer groups to implement these projects.

When municipal governments invest in expanded local economic development conditions, they can successfully tackle their own development challenges and reduce the population’s need to migrate elsewhere, thus leading the way to become more self-reliant.

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.

NEXT STEPS

Additional activities under Result 4 include:

 Nexos Locales will continue to provide follow-up technical assistance in the implementation of the food security situational rooms (Sub-activity Y6 4.2.1)  Ongoing TA to increase DMMs’ institutional capacities and implement approved project initiatives. (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.).

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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 23RD QUARTER

 ANAM developed a dissemination strategy for its catalog of 50 online training videos for municipal management to modernize capacity-building processes in municipalities. As a direct result of the implementation of ANAM and Nexos Locales’ strategies to further disseminate these online materials, the videos reached 10,700 views, which represent a 300% increase in relation to the previous quarter. Additionally, ANAM’s YouTube channel saw an increase of 6% in viewer subscriptions. (Sub-activity Y6 6.1.2)

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the twenty-third quarter for Result 6.

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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: During the reporting period, Nexos Locales held meetings with the new administrations of ANAM and AGAAI to provide an overview of the project’s hitherto collaboration with these entities and a and what has been accomplished. Mr. Miguel Ovalle, President of ANAM and his new administrative team were briefed on the advancements of the Career Municipal Service Bill, the OMRRHHs strengthening in 41 municipalities and the production of online training materials for improved municipal capacity. Mr. Ovalle was pleased to hear about these outcomes and agreed to set a follow-up meeting to discuss terms of collaboration with the project in the upcoming quarter. Nexos Locales’ Chief of Party also met with AGAAI’s board to conduct a similar presentation on the advancements of the implementation of the Indigenous Advisory Committees (CAI). Follow-up meetings with both associations will occur next quarter for the renewal of their respective MOUs.

Sub-Activity Y6 6.1.2. Follow-up Technical Assistance to the Online Training Material: In Q23, ANAM developed a diffusion strategy for the continued dissemination of the 50 online training videos developed under this sub-activity. The strategy delineates specific actions ANAM will undertake to expand the reach of this material. With the primary goal of improving capacity-building processes for municipal personnel in the 340 municipalities across the country through the use of technology, ANAM aims to share the online training videos in key spaces such as the PLANAFOM (National Plan for Municipal Strengthening), and the Open Government Initiative; as well as using the platforms of the National Youth Council (CONJUVE), and the National Planning and Programming Secretariat (SEGEPLAN) for further dissemination. This strategy document also contemplates the use of technology channels including ANAM’s website, social media pages and the incorporation of a shortcut to the videos in their smartphone application.

As a direct result of the implementation of Nexos Locales and ANAM’s diffusion strategies, over the course of the quarter, the 50 online training videos for municipal management reported 10,700 views, which represent a 300% increase in relation to the previous quarter. ANAM’s YouTube channel subscriptions also increased by 6%.

Sub-Activity Y6 6.1.3. Advocacy for the Municipal Career Service Law: During the reporting period, Nexos Locales awarded a grant to ANAM for the Municipal Career Service Bill advocacy. Under the grant, ANAM conducted an influence map of the Guatemalan National Congress to analyze the current congressional context and redefine its lobbying strategy in accordance with relevant findings. Based on this assessment, ANAM also defined a new action plan to ramp up advocacy efforts and push for the passage of the Municipal Career Service Bill. Following the announcement of a National State of Calamity due to the COVID-19 outbreak in the country, the Guatemalan Congress has focused on the approval of economic relief measures and adjustments to the nation’s general budget. This unprecedented health crisis has placed an added level of complexity to the political dynamics within the new legislature. Naturally, this situation has affected the advancements and planned activities for the Municipal Career Service Bill advocacy; however, ANAM is working on a revised strategy for the passage of the law under this new scenario.

Sub-Activity Y6 6.1.4 ANAM Municipal Strategy on Irregular Migration: This sub-activity is tied to Sub-Activity Y6 1.4.2 Mancomunidad Strategy on Migrant Returnees. In collaboration with ANAM, Nexos Locales met with representatives of the mancomunidades MANCUERNA and MANCOSEQ to discuss the workflow to develop a Municipal Strategy on Migrant Returnees. Building off ANAM’s strategic partnership with the International Organization for Migration (IOM), the project coordinated with

Page 41 of 92 regional IOM delegates who provided inputs for the proposed workflow to develop the municipal strategy on migrant returnees, and analyzed potential employment and income generating activities in areas that present high migrant returnees indicators.

Nexos Locales has placed a special emphasis on building municipal capacity to address the push factors – or drivers- of irregular migration to the United States. As a result of these efforts, on February 24th, 2020, the municipality of Nebaj, located in the department of Quiché, officially established its first-ever Municipal Migration Office. This municipal entity is also the first of its kind in the entire Ixil region, which presents the third highest migration rates in the country. Its scope of work includes specific actions to stem illicit outward migration to México and the United States and provide migrant returnees counseling and logistical support so they can successfully reintegrate into social and economic activities. Per the International Organization for Migration’s Northern Triangle Human Mobility Information Initiative (NTMI), Nebaj is currently ranked in the top 20 municipalities presenting the highest migrant returnees indicators in the country. As such, the Municipal Migration office will play a heightened role channeling the local government’s efforts to address better planning, use and administration of remittances for improved economic conditions at the municipal level; strengthen the effectiveness of messaging around the dangers of illegal migration, particularly for unaccompanied minors; and minimize negative repercussions for returnees’ reintegration. Nexos Locales will continue to work with the Office Director to strengthen their institutional and programming capacities.

Sub-Activity Y6 6.1.5. Strengthening of Human Resource Offices in 15 Municipalities to Advance Overall DEMIN Scores: Through the establishment and strengthening of OMRRHHs, municipalities are able to ensure proper compliance with local labor laws; develop and oversee effective and inclusive human resources management policies; and administer necessary tools to encourage professional growth of municipal employees. Nexos Locales worked with newly appointed OMRRHH personnel using the standardized manuals and guides developed with ANAM to carry out induction sessions. These documents helped OMRRHH personnel gain a better understanding of the importance of implementing human resources procedures and processes to enhance municipal capacity to provide quality services for the general public. These documents were made available to all 340 municipalities via ANAM’s municipal toolbox.

Sub-Activity Y6 6.1.6. Strengthening Indigenous Authorities: Nexos Locales met with AGAAI’s new board of directors to discuss future collaborative efforts to strengthen indigenous representation in key municipal decision-making spaces. Under the renewed MoU with AGAAI, which is yet to be signed, Nexos Locales will administer a follow-on grant to AGAAI for the establishment and/or strengthening of Indigenous Advisory Committees (CAI) in eight project municipalities. Efforts will focus on attaining COMUDE accreditation for these CAIs, TA will be specialized according to each council’s status within the accreditation process; in municipalities, where the process has successfully concluded, assistance will be provided to strengthen capacities to fulfill the council’s mandate as an advising committee regarding indigenous affairs inside the COMUDE and for setting the municipal development agenda. The table below provides detailed information about each CAI’s status.

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Table 2- Accreditation status of the Indigenous Advisory Committees

Legal Presentation Conformed Recognition COMUDE No. Municipality before the CAI within the Accreditation COMUDE COMUDE 1 Chajul 2 Nebaj 3 Cotzal 4 San Andrés Sajcabajá 5 Santa Cruz del Quiché 6 Totonicapán 7 San Miguel Ixtahuacán 8 Tacaná

Internal Cultural Pertinence Committee: Per the Cultural Pertinence Strategy developed by the project’s internal cultural pertinence committee in Year 5, intergenerational dialogues for the Commemoration of the International Women's Day were scheduled to promote an inclusive development agenda that places emphasis on the needs of women. Nexos Locales partnered with two other USAID-funded programs Community Roots and Puentes to plan these activities with the participation of DMMs directors in San Marcos and Huehuetenango. However, due to the travel restrictions placed by the Government of Guatemala in response to COVID-19, these event activities were postponed.

Photo 10: USAID Nexos Locales staff commemorative picture of the #EachForEqual movement for the International Women’s Day

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NEXT STEPS Due to the mobility restrictions that are being enforced by the Guatemalan Government in response the COVID-19 outbreak in the country, Nexos Locales will focus on further disseminating its technology tools for improved municipal capacity-building, including ANAM’s municipal toolbox and the 50 online training videos for municipal management to help municipalities cope with adverse effects of this public health crisis, so they can better respond to the needs of their constituents.

 Nexos Locales will meet with the new administrations of ANAM and AGAAI to renew the Memorandums of Understanding (MoUs) with both associations. (Sub-activity Y6 6.1.1)  The project will seek USAID approval to administer a follow-on grant to AGAAI for the strengthening and establishment of CAIs (Y6 6.1.6)

ADDITIONAL ACTIVITIES

Youth: Although for Year 6, there are no specific sub-activities planned for youth, Nexos Locales continued supporting efforts of the Municipal Youth Offices (OMJs) for the continued advocacy on addressing youth’s most pressing needs. The project emphasized the role of Municipal Youth Offices and youth commissions to develop project initiatives that create employment or income generating activities. This quarter, Nexos Locales is able to report the following positive results:

 Chajul, Quiché: authorities allocated Q168,888.75 (USD 22,222.20) for a SNIP authorization that is directed at strengthening the technical and administrative capacities of the OMJ. As a result of the project’s technical support the municipality has placed an emphasis in the work with youth groups, which is a relevant advancement considering previous administrations did not perceive the OMJ as a key municipal office. The USAID-funded program Communities Leading their Development (CLD) will act as a counterpart to fund this initiative.

 Nebaj, Quiché: this municipality approved a budget of Q100,000.00 (USD 13,157.89) to fund income generating activities for young people in the municipality. The OMJ will administer these funds and work with prioritized youth groups. Following the approval of the municipality’s youth policy, youth groups will begin to implement youth-prioritized projects centered on economic opportunities for migration prevention, sexual and reproductive health, violence prevention, education access, and citizen participation.

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

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 Nexos Locales conducted a rapid assessment in ten municipalities42 to evaluate their capacity to manage government-provided financial systems and water service databases. The project assisted municipalities in the use of GPS technology to update their water service records. These activities were completed to introduce the use of QuantumGIS (GIS open source software) to map water users and identify delinquency levels. The payment arrears maps direct municipal efforts to develop and implement debt collection strategies in areas with elevated delinquency accounts. This gives municipalities a clear visualization of how increased municipal revenue can lead to reinvestments in water service provision and infrastructure maintenance.

 In Q23, the project provided technical assistance to the Municipal Financial Directorates in 15 municipalities to develop own-source revenue collection strategies. As mandated by the law, municipal governments collected the Boleto de Ornato (a form of city maintenance fee), which is one of the most important own-source revenue streams for local governments. Nexos Locales developed a format to facilitate the registry of fee payments. As part of the induction plans for incoming municipal officials, the project carried out knowledge transfer sessions to instruct DAFIM Directors on the analysis of subsidies for municipal services and managing taxpayers databases.  Using the DAFIM Annual Planner, all 15 project municipalities worked to develop quarterly reports. These documents are due to various government agencies and are a key responsibility in the upcoming change of municipal authorities. The DAFIM planner contains several templates for these reports as well as reminder notifications to ensure compliance with all deadlines. 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. iii) Municipalities' efforts to promote and facilitate citizen participation, particularly in the decentralization process and in municipal projects

The following successes in Q23 exemplify the positive role citizen participation plays in creating inclusive municipal processes:

 COMUDE: This quarter, project technical staff continued working with the prioritized COMUDE commissions in project municipalities (Citizen Participation, Women and Youth, Municipal Commission for Economic Growth, Tourism, Environment, and Natural Resources [COFETARN], and COMUSAN). Technical assistance focused on the organization and accreditation of the members of each of these commissions. The COFETARNs in nine municipalities43 were integrated in their respective COMUDEs; with project support, the COFETARNs in the municipalities of Todos Santos Cuchumatán and Barillas, both located in the department of Huehuetenango, were reactivated after several months of inactivity due to the

42 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 are already receiving GIS support 43 Quiché: 1) Nebaj; 2) San Juan Cotzal; 3) Cunén; 4) San Andrés Sajcabajá; 5) Chichicastenango; San Marcos: 6) Tacaná; 7) Sibinal; Huehuetenango: 8) Todos Santos Cuchumatán; and 9) Barillas.

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2019 electoral period. Combined, these two commissions are now comprised of representatives of over 20 institutions and organizations. In Todos Santos Cuchumatán, Huehuetenango, Nexos Locales’ support to the COFETARN also resulted in the allocation of Q 200,000.00 (USD 26,315.78) to invest in the commission’s productive projects.  Social Audit Exercise: The Social Audit Commission began developing its third social audit exercise in a community project labeled “Construction of Drainage System in the Reforma, Buenos Aires community, Chiantla”. This Q 1,299,500.00 (USD 170,986.84) initiative had special relevance in the community as it sought to counter flood damage the residents face every winter season. The Social Audit Commission prepared a report with a detailed description of relevant findings and recommendations to the municipality and the community. The social audit report is scheduled to be presented in the COMUDE in the upcoming quarter. iv) Efforts of COMUDEs and COCODEs, in target municipalities to address their constituents' needs

Over the life of the project, Nexos Locales has strengthened and expanded citizen participation in COMUDEs and COCODEs in its target municipalities. This investment builds COMUDEs and COCODE knowledge on the legal proceedings and requirements to formalize the integration of the COMUDE (including meeting notices, agenda formulation, act creation and accreditation of members).

In Q23, project staff provided technical assistance to the COMUDEs emphasizing the process of conducting monthly meetings, quarterly accountability of funds reporting and structuring their internal commissions. Combined, 34 COMUDE meetings were conducted during the quarter (which makes up for 70% of the quarterly total); while five municipalities44 conducted accountability of funds reports in January 2020. Considering these first three months of the year were part of the transition period for new administrations, the high percentage of compliance with COMUDE meetings is a direct result of the project’s technical support and use of innovative technology tools to guide COMUDE activities.

Through the use of an innovative digital tool labeled as the Annual Planner for the COMUDE, municipalities are able to streamline the COMUDE’s internal organization while ensuring compliance with national law requirements. The planner saves municipalities around Q 4,000.00 (USD 526.31) in administrative costs, and valuable time and resources. Before, it normally took municipalities around 15 work days to have the information uploaded in SEGEPLAN’s digital platform; while now, the information is made available in only two hours. In addition, the planner contains official reporting templates which permit more convenient reporting to government agencies. During the reporting period, the Annual Planner for the COMUDE was presented to and received the favorable endorsement of the Presidential Coordination Secretariat (SCEP). The SCEP expressed the desire to adopt this tool as part of their portfolio and work with ANAM to launch the COMUDE planner in all 340 municipalities in the country. 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. In Q23, the COMUDE in the municipality of Totonicapán established two new commissions. The Public Services Commission and Youth Commission were integrated and accredited with full voting participation. Both

44 Quiché: 1) Nebaj; San Marcos: 2) Tacaná; 3) Sibinal; 4) Comitancillo; and Totonicapán: 5) Totonicapán.

Page 46 of 92 of these commissions will serve as a platform for civil society organizations to advocate for quality public service delivery and expanded economic opportunities for young people. 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 their board replacements, Nexos Locales is able to report the following positive results:

 Coordination with ANAM and two Mancomunidades to develop a Municipal Migration Strategy: In collaboration with ANAM, Nexos Locales met with representatives of the mancomunidades MANCUERNA and MANCOSEQ to discuss the workflow to develop a Municipal Strategy on Migrant Returnees. Building off ANAM’s strategic partnership with the International Organization for Migration (IOM), the project coordinated with regional IOM delegates who provided inputs for the proposed workflow to develop the municipal strategy on migrant returnees, and analyzed potential employment and income generating activities in areas that present high migrant returnees indicators.

 Municipal Migration Office: the municipality of Nebaj, located in the department of Quiché, officially established its first-ever Municipal Migration Office. This municipal entity is also the first of its kind in the entire Ixil region, which presents the third highest migration rates in the country. Its scope of work includes specific actions to stem illicit outward migration to México and the United States and provide migrant returnees counseling and logistical support so they can successfully reintegrate into social and economic activities. Per the International Organization for Migration’s Northern Triangle Human Mobility Information Initiative (NTMI), Nebaj is currently ranked in the top 20 municipalities presenting the highest migrant returnees indicators in the country. As such, the Municipal Migration office will play a heightened role channeling the local government’s efforts to address better planning, use and administration of remittances for improved economic conditions at the municipal level; strengthen the effectiveness of messaging around the dangers of illegal migration, particularly for unaccompanied minors; and minimize negative repercussions for returnees’ reintegration.

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

 Guided by the DMM strategies, Q 55,500.00 (USD 7,302.63) of women-centered projects were approved this quarter in two municipalities45. The registration of the projects in the National Public Investment System (SNIP) secures funding for implementation in 2020.

 Four municipalities46 allocated a budget of Q 605,000.00 (USD 79,605.26) for the implementation of employment or income generating activities. These project initiatives are directed towards enhancing honey production, vegetable crops, fruit tree plantations, and cattle production.

45 Huehuetenango: 1) Malacatancito; and 2) La Libertad. 46 San Marcos: 1) Tacaná; 2) Sibinal Huehuetenango: 3) Malacatancito; and 4) Todos Santos.

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VI. TRAINING EVENTS

No training events were organized during Q23.

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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 Q23, Nexos Locales administered a new grant totaling USD 12,236.84. The table below provides a summary of administered grants.

Table 3- Grants Administration for Q23

Sub-award Purpose or main focus Type (i.e., Amount of No. Name of Sub- Period of of activity (e.g. sub- sub-award Geographic location Sub-award Grantee/Contractor Performance advocacy, strategic contract or (US$) litigation, etc.) sub-grant) Sub-Activity Y6 6.1.3. Asociación Nacional de Advocacy for Career All the municipalities from GR- Municipalidades de la January to June Municipal Service the Republic of Guatemala, Quetzaltenango- Standard $12,236.84 República de Guatemala 2020 Follow-on Advocacy for the including the Nexos Locales 083 (ANAM) Municipal Career Service target municipalities Law

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VIII. PROJECT MANAGEMENT

TECHNICAL QUALITY

ASISTE Munis Technology Tool: Over the life-of-project, USAID Nexos Locales has developed a wide array of innovative technology tools to improve municipal management. These innovative tools provide key municipal offices with formats and notifications of required reports that are due to various government institutions. In collaboration with the National Association of Municipalities (ANAM), these technology management tools have been disseminated across the 340 municipalities in the country. To improve the efficiency in the implementation of municipal-funded and National Public Investment System projects, during the reporting period USAID Nexos Locales developed a technology tool that helps all municipal entities to break down larger actions of approved project profiles and authorized budgets into smaller, more detailed steps. ASISTE Munis, as this tool was labeled, refines municipalities’ implementation and financial management mechanisms allowing them to comply with their quarterly financial accountability reports in the Municipal Development Councils (COMUDEs) in a timely and automatized manner, since all the financial information can be easily exported from ASISTE Muni’s platform. The application provides instructions on how to properly complete the reports and allows municipal officials to directly access official government forms. By using the ASISTE Munis platform, more municipal governments will be able to standardize compliance with COMUDE functioning, thereby positively helping their scores under the SEGEPLAN rankings. The measures placed by the Guatemalan Government in response to the COVID-19 outbreak have modified the way municipal governments operate and carry out their day-to-day activities; the use of this technology tool will facilitate the continuity of municipal reporting activities, and the implementation and monitoring of approved project initiatives.

Stemming Migration Gains: The project’s primary goal is to strengthen municipalities in the Western Highlands of the country, so they foster more responsive, inclusive, and effective socio- economic development. As such, Nexos Locales has been at the forefront of local governance efforts to address the root causes of illicit outward migration to the United States. The project’s strategic location and coverage in the Western Highlands facilitates an immersion in the region’s ever-changing development dynamics; this was a key factor that allowed an early and proactive engagement in the surge of the first massive waves of migration from the Northern Triangle countries in Central America. In early 2019, Nexos Locales developed a performance indicator to help municipalities address the lack of economic opportunity in the region, which is considered to be a major driver of both internal and external migration in the country. Under its contingency strategy, the project presented a reinvigorated approach to strengthen municipal self-reliance for reduced migration. These actions, alongside the project’s constant innovation leveraging the use of technology and digital tools to streamline municipal programming, resulted in positive gains that showcase how the project’s revised technical approach is supporting municipalities on their journey to self-reliance. As a result, during the first quarters of Year 6, eight municipalities47 have allocated municipal funds to finance the implementation of local economic

47 Quiché: 1) Cunén; 2) Nebaj; 3) Cotzal; 4) Chajul; San Marcos: 5) Tacaná; 6) Sibinal Huehuetenango: 7) Malacatancito; and 8) Todos Santos.

Page 50 of 92 development initiatives, women-centered projects with incorporated food security and nutrition objectives, and income generating activities for youth.

Final Report (22 Municipalities): In addition to its contract report deliverables, in February 2020, Nexos Locales submitted to USAID a Final Report (FR22) for the 22 municipalities phased off the project in September 2019. The report was developed to showcase the gains made in the 22 municipalities phased off the project, in order to inform strategy development by other USAID implementing partners for municipal engagement and technical assistance plans in those municipalities. The FR22 covered activities under only Results 1-5, as Result 6 pertains to the national level partners of AGAAI and ANAM. The report also highlights 10 notable accomplishments from the five result areas being reported and provides a breakdown of the life-of-project activities in these result areas. The FR22 concludes with best-practices and lessons-learned for future USAID programming considerations.

USAID Field Visit: San Rafael Pie de la Cuesta, located in the department of San Marcos has become a flagship municipality in the Western Highlands region for its accomplishments in increasing transparency and public service delivery. On January 21st, 2020, Nexos Locales’ staff accompanied USAID/Guatemala visitors to a field visit to the municipality of San Rafael Pie de la Cuesta. The delegation met with Mr. Over Reyna, the municipal Mayor, to learn about the municipality’s experience implementing the Water Meter Readings Application; which is an innovative digital tool that improves water service provision through an automated billing process. In addition, participants were informed about the use of GIS software to develop payment arrears maps, a tool that has helped the municipality develop efficient debt collection strategies that result in increased revenue collection.

Water For Life Initiative: Increased access to safe water plays a key role in reducing waterborne diseases and improving food security and nutrition. Nexos Locales has promoted the use of technology and low-cost methods to improve service provision and water quality supply in municipalities under project coverage. The elaboration of artisanal water chlorination systems, which are low-cost methods to help municipalities comply with the Ministry of Health regulations and ensure the proper application of chlorine to municipal water tanks, has benefited over 100,000 people with access to safe water. This quarter, Nexos Locales partnered with municipal governments and two other USAID-funded programs—PROINNOVA and CEO—to develop a project initiative that seeks to leverage public and private sector efforts to ensure safe water service provision to the most vulnerable communities across the Western Highlands. Due to the COVID-19 outbreak and public health crisis, the Water For Life Initiative - Agua Segura por la Vida in Spanish – acquired special relevance and has garnered the support of municipalities and government agencies. This initiative is currently under USAID review for technical concurrence.

Revised Contingency Plan: In response to USAID’s request, on April 1st, 2020, Nexos Locales submitted its revised contingency plan. This document describes a refined approach for the implementation of program activities with the added incorporation of key actions to help municipalities address the unforeseen shocks of the global COVID-19 pandemic. Nexos Locales will seek to soften the negative consequences from the global pandemic by assisting municipalities in their planning, response, and recovery from this forthcoming threat. The journey to municipal self-reliance through strengthened revenue collection in support of quality service delivery, food nutrition, and expanded economic opportunities for vulnerable groups for reduced migration will continue to be the guiding principle of project activities. A stronger emphasis will be placed on guiding municipal efforts towards the sustainable provision of critical public services; managing budgetary adjustments in an efficient and transparent manner; and implementing alternative revenue streams to ensure continuous investment in food security and local economic development. Increased access to, and use of, project digital development tools will

Page 51 of 92 be a priority under the revised contingency plan. The project will leverage the use of technology tools such as the 50 online training videos for municipal management, the GIS software, and the online municipal toolbox to deliver technical assistance to local government officials; while the utilization of smartphone applications (transparency and water meter readings) will facilitate constituents’ convenience to communicate service grievances and pay for water service respectively.

Business Continuity and Preparedness Plan: Nexos Locales developed a Preparedness and Business Continuity Plan to outline concrete steps and actions the project will undertake in response to the COVID-19 outbreak in Guatemala. This strategy document was prepared primarily to ensure staff safety, project readiness, and assess how a 3-month stalemate could potentially impact the project’s ability to comprehensively meet its year six work plan activities under a restricted environment. On March 16th, 2020, Nexos Locales staff was instructed to work-from-home in accordance with national travel restrictions and other security measures enacted by the Guatemalan Government to stem the spread of COVID-19 in the country. On March 19th, 2020, the project distributed its Preparedness and Business Continuity Plan to all project staff, which addresses key information on the novel coronavirus from trusted resources and outlines protocols for how the Nexos Locales project will supervise teleworking. To complement these efforts, Nexos Locales staff developed a situational analysis of all the municipalities under project coverage to obtain real-time information about the additional safety measures declared by each municipal government as the number of positive cases rises in each region. This information is updated on a weekly basis and translated into a map which allows a clear visualization of how the situation is evolving in each municipality.

SCHEDULE

The project submitted all contract reporting deliverables on or ahead of schedule during the reporting period. 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, and organizing high-level field visits for USAID personnel. In addition, Nexos Locales responded to the Mission’s request to send a revised contingency plan to address the COVID-19 crisis.

COST CONTROL

Nexos Locales implemented the following cost savings measures in support of the contingency strategy implementation.

Project Vehicles: Nexos Locales continued with the process of disposing of its three 2010-model year Jeep vehicles to the Civil Association Western Cooperation Studies (ECO), Mancomunidad Metrópoli de los Altos, and ANAM. Following the completion of legal paperwork on the part of the project, USAID is expected to conduct the remaining legal proceedings to finalize the donation to these three entities.

In January 2020, the project finalized its requirements for the disposal of two vehicles from Counterpart International. As required by the security plan, the operations team updated the insurance policy and oversaw the installation of all security devices accordingly. This addition had significant impacts in the operations and logistics planning, given that this quarter marked an increase in field activities as new municipal administrations took office.

Teleworking: Beginning on March 16th, 2020, the project implemented a work-from-home modality in observance of the health and security measures enacted by the Guatemalan Government. During this time period the project saw a reduction in administrative expenditures like office supplies and utilities.

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The travel restrictions that were later announced, limited the amount of field trips and travel missions to all municipalities under project coverage, which in turn has significantly reduced operation costs.

MANAGEMENT

Cross-Coordination with USAID Implementing Partners/Regional Partners: In Quarter 23, 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.

Cross-sectoral Group in Quiché: Resulting from the coordination led by the project for the MoU signing ceremonies with incoming municipal authorities, Nexos Locales and five other international cooperation programs48 operating in the department of Quiché formed a cross-sectorial group with the primordial goal of directing otherwise individual efforts towards shared development goals in the department. The group meets every month to discuss advancements, and coordination opportunities; Mrs. Paola Maldonado Lam, Nexos Locales’ regional manager in Quiché was appointed as chair.

Additionally, Nexos Locales met with the following regional partners:

 MANCOSEQ and MANCUERNA: As part of the sub-activities to develop a strategy on migrant returnees, the project met with representatives from MANCUERNA and MANCOSEQ to present the overall workflow to develop a strategy on migrant returnees and address both mancomunidades’ expectations of this collaboration. Both mancomunidades agreed to partake on this initiative and provide the information needed to assess the migration and local economic development indicators in each of their municipalities. These meetings were held at ANAM’s headquarters and included a brief participation of ANAM personnel to explain the dynamics of their coordination with the IOM to address this issue.

Transition Management Plan - On March 16, 2020, Nexos Locales received USAID approval for its Transition Management Plan, which included approval for two key personnel changes. Beginning April 1, 2020, Mr. Carlos Aquino and Mrs. Alma De La Cruz will serve as the project’s Chief of Party and Deputy Chief of Party respectively. Both Mr. Aquino and Mrs. De La Cruz have over five years of managerial experience on the project. Mr. Vince Broady, the project’s former Chief of Party, will continue to provide remote STTA support as a strategic advisor through October 2020. The approved transition management plan also included a new expat position titled Program Operations Manager, which is filled by Brittney Warrick. Ms. Warrick will work remotely full-time from DAI’s Bethesda Office until she is able to mobilize to Guatemala.

REGULATORY COMPLIANCE

Contract Management: During the reporting period, no contract modifications were issued.

SHORT-TERM TECHNICAL ASSISTANCE (STTA): The table below provides a summary of short- term technical assistance contracted during the twenty-third quarter:

48 The crosectorial group in the department of Quiché is comprised by the following international cooperation actors: 1) USAID’s Nexos Locales project; 2) The UN Food and Agriculture Organization (FAO); 3) Catholic Relief Services; 4) the United Nations Development Program (UNDP); 5) The Pan American Health Organization; and 6) the Deutsche Gesellschaft für Internationale Zusammenarbeit or GIZ.

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Table 4- Short Term Technical Assistance Contracted in Q23

STTA No. Activity Title Objective Consultant Name Project Management Technical Y6 6.1.2 Support to ANAM’s grants in Online LGP-STTA-223 Y6 6.1.3 Training Material; Advocacy for Luz Lainfiesta Y6 6.1.4 Career Municipal Service Law; and Strategy on Migrant Returnees

LGP-STTA-224 Operations Support Administrative support for the transition Brittney Warrick (international) Specialist management process

Consultant for measurement of water quality in 14 Indicator 13: Percentage of municipal water Carlos Córdova LGP-STTA-225 municipalities systems that provide drinking water. Godínez under project coverage

CONTRACT DELIVERABLE APPROVALS: On January 20th, 2020, Nexos Locales submitted the quarterly report #22 (QR22) accompanied by the DEC uploads report for Q22. This deliverable was approved on April 20, 2020. Additionally, the project submitted the transition management plan which was approved by USAID on March 16th, 2020. Lastly, in response to USAID’s request, on April 1st, 2020, Nexos Locales submitted its Revised Contingency Plan which is currently under revision.

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

Annual Security Training: Per the project’s updated Security Plan, Nexos Locales held an all staff training facilitated by members of the internal security committee. Project staff learned about relevant security protocols and policies for field missions and office work. This annual training was complemented by an online survey in which project personnel reinforced their knowledge base of security protocols through an interactive questionnaire.

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: In the wake of the COVID-19 global pandemic, the project established important security protocols to safeguard the health and integrity of its personnel and ensure the continuity of project programming under these unprecedented circumstances. The internal security committee implemented a set of strict sanitation measures both in the headquarters and regional office in Huehuetenango as early as February 2020. The project maintained a close monitoring of the evolution of cases in bordering countries and established a Whatsapp group to provide real-time updates of the situation. On March 16th, 2020, following the declaration of the National State of Calamity by the President of Guatemala, when the first positive cases were confirmed, project administrative and technical staff received weekly guidelines for telework and additional information in accordance to the government’s latest announcements. Finally, Nexos Locales developed a calendar of rotating shifts for concierges and security staff with the goal of ensuring that the social distancing

Page 54 of 92 recommendations were enacted. Further information was provided in the Business Continuity and Preparedness Plan distributed on March 19th, 2020.

SOCIAL MEDIA

See an update on Q23 Social Media growth.

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IX. FINANCIAL INFORMATION

Contract budget and expenditures as of March 31st, 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 $18,324,003.72 $3,918,557.28 IMPLEMENTATION

FIXED FEE $1,192,284 $1,019,134.97 $173,149.03

GRANTS $2,861,274 $2,678,716.59 $182,557.41

TOTAL COST $26,296,119 22,021,855.28 $4,274,263.72

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OBLIGATIONS AND FUNDING SOURCES

Total Obligation as of March 31, 2020: $23,357,875

Democracy & Governance

1. Total Amount Obligated: $15,605,929 2. Total Amount Invoiced: $14,494,593 3. Remaining Unexpended Funds: $1,111,336

Feed the Future

1. Total Amount Obligated: $2,760,562 2. Total Amount Invoiced: $2,680,411 3. Remaining Unexpended Funds: $80,151

Climate Change

1. Total Amount Obligated: $1,991,385 2. Total Amount Invoiced: $1,988,956 3. Remaining Unexpended Funds: $2,429

Maternal and Child Health

1. Total Amount Obligated: $800,000 2. Total Amount Invoiced: $800,00 3. Remaining Unexpended Funds: $0

Water Sanitation and Hygiene

1. Total Amount Obligated: $800,000 2. Total Amount Invoiced: $774,174 3. Remaining Unexpended Funds: $25,826

Nutrition

1. Total Amount Obligated: $1,399,999 2. Total Amount Invoiced: $1,283,719 3. Remaining Unexpended Funds: $116,280

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ANNEX I: GLOSSARY OF KEY TERMS

ANAM (Asociación Nacional de Municipalidades)- The National Association of Municipalities of the Republic of Guatemala (ANAM) is a private, autonomous, non-profit, non-partisan, non-religious and eminently democratic entity. ANAM represents the interest of 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 58 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 59 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 60 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.

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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 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. 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 2 Year 6

Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Municipalities Planned New Indicators 2 Q1 Q2 Municipalities #4,6)

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 6 43 35 Indicator (Individual targets Number of activities per year) and projects developed and/or

49 LOP = Life of Project 50 Q1 = Quarterly 1 51 Q2 = Quarterly 2

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 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 46 51 supported activities (Individual targets designed to promote per year) or strengthen the civic participation of

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) women (F) (Disaggregated by municipality)

3. Number of youth Quarterly 0 N/A N/A 150 215 406 437 272 0 N/A N/A N/A 1480 1160 who have (Individual targets participated in a per year) USG-supported 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% 41% 60% gender Female N/A N/A N/A 53% 51% 47% 54% 61% 40% 0% 0% 0% 59% 40% Disaggregated by Maya N/A N/A N/A 83% 75% 61% 65% 74% N/A 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% N/A Ladino N/A N/A N/A 17% 25% 38% 35% 25% N/A 0% 0% 0% 26% N/A Xinca N/A N/A N/A 0% 0% 0% 0% 0% N/A 0% 0% 0% 0% N/A

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

Otro N/A N/A N/A 0% 1% 1% 0% 1% N/A 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% 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% 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 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)

(Disaggregated (where appropriate)

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) by: Government level: Region, Department, Municipality, Community, National)

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

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) 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 200 245 100 345 8714 7100 individuals who (40%F (40%F received USG- /60%M /60%M) assisted training, ) (Individual targets including per year) management skills and fiscal management, to strengthen local government and/or decentralization. (F)

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

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

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% 67% 60% gender Female N/A N/A N/A 45% 27% 24% 45% 57% 40% 33% 23% 28% 33% 40% Disaggregated by Maya N/A N/A N/A 67% 49% 57% 67% 65% N/A 52% 81% 66% 69% N/A ethnic group Garifuna N/A N/A N/A 0% 0% 0% 0% 0% N/A 0% 0 0% 0% N/A Ladino N/A N/A N/A 33% 48% 42% 32% 34% N/A 46% 19% 33% 30% N/A Xinca N/A N/A N/A 0% 1% 0% 0% 0% N/A 0% 0% 0% 0% N/A Otro N/A N/A N/A 0% 2% 1% 1% 1% N/A 2% 0% 1% 1% N/A Disaggregated by age 29 year or N/A N/A N/A 40% 24% 26% 37% 30% N/A 33% 39% 36% 35% N/A group youngest (youth) Older N/A N/A N/A 60% 76% 74% 63% 70% N/A 67% 61% 64% 65% 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 1931 2115 community or CSO- proposed initiatives receiving USG

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) support that are implemented. (C)

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

NB Y5 This indicator was modified in March of 2018 as part of a USAID/G effort to standardize indicators across DG projects. The indicator used to count all projects proposed by CSOs in the COMUDEs. It now counts only

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) those deemed to be in at least the first stage of implementation, which consists of the projects’ having been assigned a SNIP (Sistema Nacional de Inversión Pública) number. 7. Percentage of Annually 38% 93% N/A N/A 72% 86% 93% 93% 93% 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 86% 86% municipalities that (cumulative) achieve an increase

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) in municipal own- source-revenues in relation to the prior period (C)

(Disaggregated by municipality and revenue source) NB: This indicator was changed to reflect the percentage of project municipalities that achieve an increase in own-source- revenues in place of percentage increase in those revenues for greater accuracy in measuring impact of project support. The baseline and targets for prior years were also revised to

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) 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 25 22 performance management tools developed by ANAM and AGAAI supported by the project. (C)

12. Number of Semi- 0 N/A N/A 1 5 6 4 N/A 1 N/A 0 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.

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

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% 86% 86% 60% municipal water annually systems that provide potable water (C)

(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 41 41 municipalities that develop a sustainability strategy for Municipal Potable Water Systems. (C)

(Disaggregated by municipality)

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

*Los Planes de inversión municipal de agua /Planes de sostenibilidad de agua, se concluyeron en todas las municipalidades en año 4. 15. Number of Annually 0 N/A N/A N/A 0 9 16 14 7 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. 52* 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

52 *This indicator is eliminated from the PMP.

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) 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 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.

18. Number of Quarterly 0 N/A N/A N/A 466 278 320 216 15 15 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)

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

19. 53Proportion of Quarterly N/A N/A N/A N/A 0.9 0.4 ------0.65(59 0.4F female participants (26F) (33F) F) 0.6M in USG-assisted 0.1(4M) 0.6 0.35 (52 programs designed (48 M) to increase access to M) productive economic resources (assets, credit, income or employment) (F) [USG FACT: GNDR-2]

20. Number of Quarterly 0 N/A N/A N/A 29 29 29 19 4 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:

53 *This indicator is eliminated from the PMP.

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

1. Analysis; 2. Stakeholder consultation/public debate; 3. Drafting or revision; 4. Approval (legislative or regulatory); 5. Full and effective implementation (F) [USG FACT: 4.5.1(24)]

NB: The targets are accurate given the amount of time required for the extensive consensus- building that must occur at each stage of policy development and approval. Multiple bodies at municipal and state levels must be consulted as well as other stakeholder groups. The level of

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) targets projected accords with the experience of project staff who have undertaken similar policy work under other development projects. NB: As per agreement with USAID, each policy will be reported annually in accordance with the processes/steps of development at the close of the reporting period.

21. Number of Quarterly 0 N/A N/A N/A 867 828 788 478 60 0 15 15 2976 2455 individuals who have (40% F (40%F/ received USG 60% 60%M) supported short- M)

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) term agricultural sector productivity or food security training.(F) [USG FACT: 4.5.2-7]

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

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

Disaggregated by Male N/A N/A N/A N/A 85% 71% 50% 57% 60% 0% 80% 80% 70% 60% gender Female N/A N/A N/A N/A 15% 29% 50% 43% 40% 0% 20% 20% 30% 40% Disaggregated by Maya N/A N/A N/A N/A 49% 52% 57% 62% N/A 0% 93% 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% N/A

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

Ladino N/A N/A N/A N/A 48% 46% 41% 38% N/A 0% 7% 7% 23% N/A Xinca N/A N/A N/A N/A 1% 0% 0% 0% N/A 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% N/A Disaggregated by age 29 year or N/A N/A N/A N/A 21% 27% 31% 28% N/A 0% 40% 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% 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 83 55 security private (new) 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

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) and municipality)

NB: Targets will be set only for “new” organizations, though continuing organizations will be recorded and reported as a footnote.

*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 1 4 public-private Partnerships formed as a result of FtF assistance. (F) [USG FACT: 4.5.2-12]

(Disaggregated by

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) 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 554 550 people trained in (40%F/ child health and 60%M) nutrition through 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

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6) targets. Although this indicator permits participants to be counted more than once, the project targets will reflect only first-time participants as a more meaningful measure. Total numbers of participants trained will recorded and reported as a footnote to PMP reports. *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% 23% 60% gender Female N/A N/A N/A N/A 21% 88% 100% 0% 40% 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% 63% N/A

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Baseline Year 6

All Planned Achievement Year 49 Performance Indicator Frequency Municipalities Year Year Year LOP Original 1 Total (Applies to Year 3 4 5 50 51 Cumulative Planned Municipalities New Indicators 2 Q1 Q2 Municipalities #4,6)

ethnic group Garifuna N/A N/A N/A N/A 0 0% 0% 0% N/A 0% 0% 0% 0% N/A Ladino N/A N/A N/A N/A 48% 37% 30% 0% N/A 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% N/A Otro N/A N/A N/A N/A 2% 0% 1% 0% N/A 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% 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% 34% N/A youngest (youth) 30. Percentage of Annually N/A N/A 0 ------TBD 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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